HomeMy WebLinkAboutItem 6.1 - 2006 FY 2018-19 and FY 2019-20 Budget Adoption
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STAFF REPORT
CITY COUNCIL
DATE: May 15, 2018
TO: Honorable Mayor and City Councilmembers
FROM:
Christopher L. Foss, City Manager
SUBJECT:
Proposed Budget, Fiscal Year 2018-19 and Fiscal Year 2019-20
Prepared by: Colleen Tribby, Director of Administrative Services
EXECUTIVE SUMMARY:
The City Council with consider approval of the Proposed Budget for Fiscal Years 2018 -
19 and 2019-20 and other related approvals updating personnel policies.
STAFF RECOMMENDATION:
Conduct the public hearing, deliberate, and adopt the following: 1) Resolution Adopting
a Budget for the City of Dublin for Fiscal Year 2018-19; 2) Resolution Establishing a
Salary Plan for Full-Time Personnel in Accordance with the Personnel Rules; 3)
Resolution Establishing a Salary Plan for Management Positions Exempt from
Competitive Services; 4) Resolution Amending the Classification Plan 2018
Establishing a Policy Governing Interfund Loans and Advances; and, 5) Resolution
Amending Management Positions Exempt from Competitive Service Resolution and
Prescribing Leave Benefits for the Designated Positions 2018.
FINANCIAL IMPACT:
The Proposed Budget includes citywide revenues of $113.3 million in Fiscal Year 2018 -
19 and $109.8 million in Fiscal Year 2019-20 (in all funds, including capital funds and
internal service funds). Expenditure proposals total $109.4 million and $110.8 million in
Fiscal Years 2018-19 and 2019-20, respectively (in all funds, including capital funds and
internal service funds). The total citywide fund bala nce is projected at $250.2 million,
and $249.2 million in Fiscal Years 2018-19 and 2019-20, respectively.
The Proposed General Fund Budget is balanced in both years, with a projected addition
to reserves of $3.5 million in the first year, and $6.1 million in the second year. All other
fund balances are budgeted in the positive, with the exception of the Measure B grant
fund, which is reimbursed after expenditures are incurred, and the energy efficient
capital lease fund, which is paying off the capital lease debt service on the City’s solar
equipment.
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DESCRIPTION:
The attached Proposed Budget for Fiscal Years 2018-19 and 2019-20 includes a
Transmittal Letter (Section B) from the City Manager . The letter provides a budget
overview, as well as a discussion of budget assumptions, reserve changes, Capital
Improvement Program appropriations, factors of the 10 -Year Forecast. This Staff Report
serves to highlight the information presented in the budget document and repeats much
of the information contained in the Transmittal Letter.
The Proposed Budget document (Attachment 1) contains the following Sections:
A. Table of Contents
B. Transmittal Letter - Overview of activity in the City, including a discussion of the
activities the City has undertaken to support the City Council’s strategic goals of
fiscal sustainability.
C. Introductory - Community profile and description of budget process
D. Funds Summary - Definition of fund classifications; projection for all funds
E. General Fund Summary - General Fund revenues and expenses
F. Departments - Departmental projections, including accomplishments and goals
G. Capital Improvement Projects - Summary of 2016-2021 proposals, with funding
sources
H. Proprietary Funds - Internal Service Fund projections
I. Fiduciary Funds - GHADS, CFD, ACAP projections
J. Strategic Plan
K. Appendix - Historical information and Position Allocation Plan
While the document contains Capital Improvement Program (CIP) appropriations for
Fiscal Years 2018-19 and 2019-20, the full 2018-2023 CIP proposal is presented in a
separate document and adopted by the City Council separate ly at a public hearing on
tonight’s agenda. Any changes made by the City Council during that public hearing will
be incorporated into the final adopted budget.
Citywide Highlights
The Proposed Budget includes citywide revenues of $113.3 million in Fiscal Year 2018 -
19 and $109.8 million in Fiscal Year 2019-20. Expenditure proposals total $109.5 million
and $110.8 million in Fiscal Years 2018-19 and 2019-20, respectively. The total citywide
fund balance is projected at $250.2 million, and $249.2 million in Fiscal Years 2018 -19
and 2019-20, respectively. All fund balances are budgeted in the positive, with the
exception of the Measure B grant fund, which is reimbursed after expenditures are
incurred, and the energy efficient capital lease fund, which is paying off the capital lease
debt service on the City’s solar equipment.
The proposed General Fund Budget is balanced in both years, with a projected addition
to reserves of $3.5 million in the first year, and $6.1 million in the second year. Though
Property Tax continues to show growth in both years, Sales Tax is projected lower due
to flattening in the current year and the expectation of a recessionary hit over the next
two years. Development Revenue is also decreasing. On the expenditure side, a budget
reduction of roughly $340,000 in personnel costs is projected in Fiscal Year 2018 -19 as
the net result of a decrease in position allocation, increased PERS costs, and signifi cant
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savings in retiree health costs. Contracted Services costs (Police, Fire and
Maintenance) continue to rise, increasing 6.2% and 2.5% in the first and second year,
respectively.
The budget also carries forward the City Council’s fiscal sustainability initiative; a full
discussion of planned activities that support that initiative is provided in the Transmittal
Letter.
Revenues
Citywide revenues total $113.3 million in Fiscal Year 2018 -19 (including internal service
funds and excluding transfers in), representing a decrease of $24.1 million from the
Fiscal Year 2017-18 Amended Budget. This is due to the receipt in the current year of
grant reimbursements and development impact fees that are not anticipated in Fiscal
Year 2018-19.
Total General Fund revenues are budgeted at $86.5 million, an increase of $243,000
over the Fiscal Year 2017-18 Amended Budget.
Highlights:
Property Taxes and Sales Taxes are the City’s largest ongoing revenue sources,
accounting for 57% of total governmental fund revenues in FY 2018-19.
General Fund revenues are increasing $3.3 million, due to gains in Property Tax,
Charges for Services (recreation program revenue), and Other Revenue
(Community Benefit Payments).
Development revenues in the General Fund will decline by $1.5 million, as the
current year budget includes a $922,000 increase in projected development
revenues. These estimates are based on the activity in existing projects in the
current year, versus the number of units waiting to be completed for each project.
Grant funding is decreasing by a net $12.9 million in Fiscal Year 2018 -19, due
primarily to the removal of Measure BB funds ($12.5 million) anticipated in the
current year that have been used to fund the planned Dougherty Road widening
and improvements.
Operating Expenditures
The Fiscal Year 2018-19 Proposed Budget totals $109.4 million in all funds (including
internal service fund purchases and excluding transfers). This is made up of operating
appropriations of $91.6 million, and CIP appropriations of $17.8 million. Additionally, the
City will incur $4.9 million in Internal Service Fund costs, which include equipment
purchases, Information Technology costs, and debt service on the City’s capital lease
for solar equipment.
The Fiscal Year 2018-19 General Fund operating budget, excluding transfers to capital
improvement projects, totals $76.7 million, and is in a surplus position, with ongoing
revenues covering ongoing expenditures by $9.8 million. Most operational departmental
expenditure budgets are adjusted each year in a relatively consistent manner, that is,
they change with CPI adjustments, or are increased by another specific known factor.
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Examples are:
− Personnel costs are driven by the provision of salaries and benefits as approved by
the City Council (most recently in Spring 2015). Pension and retiree health rates are
set by CalPERS and actuaries. The Proposed Budget incorporates the City’s most
recently increased rates and includes an additional lump sum payment towards the
pension liability, as discussed below.
− Supplies and Services and Capital Outlay budgets remain generally static across
departments, unless there are one-time planned purchases, such as for new
software, or new subscriptions or services. The Proposed Budget contains a
reduction of $240,000 over the prior year Adopted Budget.
Highlights:
Personnel
The two-year budget proposal reflects an updated position allocation plan, projected
salaries, health rates, and retirement benefits. Total personnel costs are projected to
decrease $342,939 (1.8%) in the first year and increase $856,461 (4.7%) in the second
year. This is due primarily to the elimination of a city position in the first year, and PERS
and group health increases in the second year.
Due to CalPERS lowering the discount (or expected earnings rate) from 7.5% to 7.0%,
participating agencies will experience increased contributions and an increased pension
liability. For the City of Dublin, this translates to an increase in pension payments by
$289,820 in Fiscal Year 2018-19, and another $275,756 in Fiscal Year 2019 -20. Under
the old discount rate model, Staff expected the City contribution to reach $1.7 million by
Fiscal Year 2020-21; with the new rate, the City’s contribution will reach $2.3 million by
then, increasing to $2.6 million by Fiscal Year 2024-25. These increases have been
incorporated into the 10-Year Forecast.
While pension payments have increased, retiree health payments are decreasing
significantly, due to the City’s capping of the benefit plan for new hires (a fter January 1,
2016). Staff had initially projected savings of $4.0 million over 15 years, but with nearly
a quarter of the City workforce turning over in the last two years, the savings from the
capped benefit are being realized earlier than anticipated. Staff now expects savings of
$6.9 million over the same 15-year period.
Contracted Services Costs
The City contracts for public safety (Police and Fire), maintenance (MCE), development
and other miscellaneous services. In Fiscal Years 2018 -19 and 2019-20, total contract
services make up 64% of the overall General Fund expenditure budget. Public Safety
contract costs make up 42% of the total operating budget.
The following table shows changes to contracted services costs in the General Fund,
with details shown in the General Fund Section of this document. Budget increases
incorporate cost-of-living adjustments in Public Safety, and new inventory added to the
service contract for maintenance. In addition, since the Preliminary Budget presentation
in March 2018, the City Manager concluded contract negotiations, the result of which
was the addition of two deputies to Dublin Police Services beginning in Fiscal Year
2018-19, with no change to the preliminary contract amount.
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Contracted Services Detail
Adopted
2017-18
Amended
2017-18
Proposed
2018-19
$ Change
from PY
%
Change
from PY
Projected
2019-20
$ Change
from PY
% Change
from PY
Police Services 18,259,770 18,259,770 19,078,235 818,465 4.5%20,145,891 1,067,656 5.6%
Fire Services 12,402,322 12,407,822 13,125,673 723,351 5.8%13,813,253 687,579 5.2%
Maintenance Services (MCE)4,829,511 4,833,011 5,158,925 329,414 6.8%5,158,925 - 0.0%
Development 5,778,312 7,961,870 5,921,048 142,736 2.5%5,904,334 (16,713) -0.3%
Other Contracted Services 4,734,513 3,471,445 5,589,089 854,576 18.0%5,065,631 (523,457) -9.4%
Total Contracted Services 46,004,428$ 46,933,918$ 48,872,970$ 2,868,542$ 6.2%50,088,034$ 1,215,065$ 2.5%
General Fund Reserves
Total General Fund reserves are projected at $125.6 million at the end of Fiscal Year
2018-19, an increase of $3.5 million over Fiscal Year 2017-18. The
unassigned/available cash flow reserve is projected at $38.0 million, before any
designation by the City Council to specific Committed reserves, and before Staff
completes the necessary accounting adjustments to reserves at the end of the current
fiscal year. The City Council will make reserve designations during the City Council
meeting of June 19, 2018.
2018-2023 Capital Improvement Program (CIP)
Below is a list of projects over $1.0 million with new anticipated funding in the next five
years, with the funding sources indicated. The cost listed does not include existing
budgets in Fiscal Year 2017-18. Those details can be found in the separate CIP
document.
General Improvements
- Cultural Arts Center: $5.6 million (Public Facility Fees)
- Civic Center HVAC and Roof Replacement: $3.4 million (General Fund,
ISF)
- Library Tenant Improvements: $1.7 million (Public Facility Fees)
- Financial System Replacement: $2.5 million (General Fund, ISF)
Parks
- Don Biddle Community Park: $13.9 million (Developer -built, Public Facility
Fees)
- Moller Ranch Neighborhood Square: $1.1 million (Developer-built)
- Dublin Sports Grounds Rehabilitation: $1.7 million (General Fund)
- Fallon Sports Park Phase III: $10.4 million (Public Facility Fees)
- Wallis Ranch Community Park Phase I: $3.5 million (Public Facility Fees)
- Jordan Ranch Neighborhood Square: $1.4 million (Public Facility Fees)
Streets
- Tassajara Road Realignment and Widening: $7.9 million (Special
Revenue Funds, Traffic Impact Fees)
- Annual Street Resurfacing: $10.1 million (Special Revenue Funds)
- Dublin Boulevard Extension: $2.8 million (Special Revenue Funds, Traffic
Impact Fees)
- Citywide Bicycle and Pedestrian Improvements: $2.2 million (General
Fund, Special Revenue Funds, Traffic Impact Fees)
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- Tassajara Road Improvements – North Dublin Ranch Drive to Quarry
Lane School: $5.9 million (Traffic Impact Fees)
- Stormwater Trash Capture: $1.1 m illion (General Fund, Special Revenue
Funds)
10-Year Forecast
As discussed above, while the General Fund operating budget is balanced in the two -
year budget period, the 10-Year Forecast shows a projected operating deficit of $1.4
million in Fiscal Year 2024-25, as illustrated in the table below.
10-Year Forecast ($ in thousands)
The Transmittal Letter to the budget document provides a discussion of the
assumptions used in the forecast.
Other Items for City Council Approval
Interfund Loan Policy
On January 9, 2018, the City Council directed Staff to develop and bring back a policy
governing interfund loans. Staff has prepared a standard policy, which includes
procedures, which is shown as Exhibit C to the Resolution adopting the budget
(Attachment 1).
Classification / Salary Amendments
Included in the City’s Personnel System are Resolutions that address salary ranges for
full-time and management positions exempt from competitive service. The Resolutions
Establishing a Salary Plan for Full-Time Personnel (Attachment 3) and Establishing a
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Salary Plan for Management Position Exempt from C ompetitive Service (Attachment 4)
include salary adjustments for Fiscal Year 2018-19. Attachment 5 is a Resolution
amending the list of management positions exempt from competitive service to include
the new Special Projects Manager.
In addition, 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, which make
up the City’s Classification Plan. The attached Resolution Amending the Classification
Plan (Attachments 6 and 7) proposes revisions to the Classification Plan addressing
immediate and future staffing needs of the City as well as bringing various part -time job
descriptions up to the required certification standards.
Conclusion
The City of Dublin’s Proposed Budget for Fiscal Years 2018-19 and 2019-20 is
balanced and provides for the full funding of City operational and capital improvement
costs. It also maintains adequate reserves for contingencies and cash flow
requirements.
While the budget is balanced in the short term, the 10-Year Forecast and projected
deficit fiscal position require that the City continue addressing future ongoing funding
issues through strategic planning now, with the goal of maintaining and enhancing the
City’s current quality of life standards through services provided by the City.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
A Budget Hearing Notice was posted on May 11, 2018.
ATTACHMENTS:
1. Proposed Fiscal Year 2017-18 and Fiscal Year 2018-19 Budget
2. Resolution Adopting a Budget for the City of Dublin for Fiscal Year 2018 -19
3. Resolution Establishing a Salary Plan For Full-Time Personnel in Accordance with
the Personnel Rules
4. Resolution Establishing a Salary Plan for Management Positions Exempt from
Competitive Service
5. Resolution Amending Management Positions Exempt from Competitive Service
Resolution and Prescribing Leave Benefits for the Designated Positions 2018
6. Resolution Amending the Classification Plan 2018
7. Exhibits A through N to the Resolution - Classifications
Prepared By:
Colleen Tribby – Director of Administrative Services
Lisa Hisatomi – Assistant Director of Administrative Services
Jay Baksa – Financial Analyst
Renuka Dhadwal – Administrative Aide
Proposed Budget
Fiscal Years 2018-19 and 2019-20
May 2018
Mayor – David Haubert
Vice Mayor – Melissa Hernandez
Council Member – Abe Gupta
Council Member – Arun Goel
Council Member – Janine Thalblum
City Manager – Christopher L. Foss
Assistant City Manager – Linda Smith
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Contents City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page iii
PROPOSED BUDGET
Fiscal Years 2018‐19 and 2019‐20
CONTENTS
CONTENTS ...................................................................................................................................................................... iii
Table of Figures .......................................................................................................................................................... v
Table of Organizational Charts ................................................................................................................................ vii
CITY MANAGER TRANSMITTAL LETTER ................................................................................................................... B‐1
INTRODUCTION .......................................................................................................................................................... C‐1
City of Dublin Profile .............................................................................................................................................. C‐1
Organizational Chart ............................................................................................................................................... C‐5
Budget Document and Process ............................................................................................................................... C‐6
FUNDS SUMMARY........................................................................................................................................................ D‐1
Fund Definitions ..................................................................................................................................................... D‐1
Overview of Revenues ........................................................................................................................................... D‐6
Overview of Expenditures ..................................................................................................................................... D‐8
Summary by Fund Type ........................................................................................................................................ D‐10
Overview of Fund Balances .................................................................................................................................. D‐11
Funds and Department Relationship Matrix ........................................................................................................ D‐14
GENERAL FUND SUMMARY ........................................................................................................................................ E‐1
General Fund Operating Summary ......................................................................................................................... E‐1
General Fund Reserves Summary ........................................................................................................................... E‐2
General Fund Reserve Details ................................................................................................................................ E‐3
General Fund Revenue Assumptions ...................................................................................................................... E‐5
General Fund Expenditure Assumptions ................................................................................................................ E‐8
DEPARTMENTS .............................................................................................................................................................. F‐1
City Council ............................................................................................................................................................ F‐1
Office of the City Manager ..................................................................................................................................... F‐4
City Clerk’s Office ................................................................................................................................................ F‐11
Human Resources ................................................................................................................................................. F‐16
City Attorney’s Office ........................................................................................................................................... F‐21
Administrative Services ......................................................................................................................................... F‐23
Non-Departmental ................................................................................................................................................ F‐28
Contents City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page iv
Community Development .................................................................................................................................... F‐39
Fire Services .......................................................................................................................................................... F‐49
Police Services ....................................................................................................................................................... F‐56
Parks and Community Services ............................................................................................................................. F‐62
Public Works ......................................................................................................................................................... F‐75
CAPITAL IMPROVEMENT PROGRAM ........................................................................................................................ G‐1
Overview ................................................................................................................................................................ G‐1
General Improvements .......................................................................................................................................... G‐3
Community Improvements .................................................................................................................................... G‐4
Parks ....................................................................................................................................................................... G‐5
Streets .................................................................................................................................................................... G‐6
PROPRIETARY FUNDS ................................................................................................................................................. H‐1
Internal Service Funds ............................................................................................................................................ H‐1
FIDUCIARY FUNDS ........................................................................................................................................................ I‐1
Dublin Crossing Bond Series 2015-1 ....................................................................................................................... I‐1
Geologic Hazard Abatement Districts (GHAD) ..................................................................................................... I‐2
Fallon Village Geologic Hazard Abatement District ................................................................................................ I‐3
Schaefer Ranch Geologic Hazard Abatement District ............................................................................................ I‐4
Fallon Crossing (North Tassajara) Geologic Hazard Abatement District .............................................................. I‐5
California Employers’ Retiree Benefit Trust (CERBT) ............................................................................................ I‐6
Associated Community Action Funds (ACAP) ........................................................................................................ I‐7
STRATEGIC PLAN .......................................................................................................................................................... J‐1
City of Dublin Two-Year Strategic Plan .................................................................................................................. J‐1
Strategies .................................................................................................................................................................. J‐2
APPENDIX ...................................................................................................................................................................... K‐1
Introduction ............................................................................................................................................................ K‐1
Historical Comparison of Revenue by Source ....................................................................................................... K‐2
Human Services Grants Program .......................................................................................................................... K‐14
Position Allocation Plan ........................................................................................................................................ K‐16
Fiscal Year 2018-19 Appropriations Limit ............................................................................................................ K‐25
Fund Balance and Reserves Policy ........................................................................................................................ K‐27
Glossary/Index ...................................................................................................................................................... K‐33
Demographics ....................................................................................................................................................... K‐36
Legal Debt Limit .................................................................................................................................................... K‐38
Contents City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page v
Table of Figures
Figure 1| FY 2018-19 AND 2019-20 REVENUES, GOVERNMENTAL AND PROPRIETARY FUNDS ........................................ D‐6
Figure 2| FY 2018-19 AND 2019-20 EXPENDITURES, GOVERNMENTAL AND PROPRIETARY FUNDS ................................. D‐8
Figure 3| SUMMARY BY FUND TYPE .............................................................................................................................. D‐10
Figure 4| OVERVIEW OF FUND BALANCES FISCAL YEAR 2017-18 AMENDED BUDGET .................................................. D‐11
Figure 5| OVERVIEW OF FUND BALANCES FISCAL YEAR 2018-19 ................................................................................. D‐12
Figure 6| OVERVIEW OF PROJECTED FUND BALANCES FISCAL YEAR 2019-20 ............................................................... D‐13
Figure 7| OUT-OF-STATE TRAVEL FISCAL YEAR 2018-19 ............................................................................................. E‐12
Figure 8| OUT-OF-STATE TRAVEL FISCAL YEAR 2019-20 .............................................................................................. E‐13
Figure 9| CITY COUNCIL EXPENDITURES ........................................................................................................................ F‐3
Figure 10| OFFICE OF THE CITY MANAGER EXPENDITURES ............................................................................................. F‐7
Figure 11| CITY MANAGER EXPENDITURES ..................................................................................................................... F‐8
Figure 12| COMMUNICATIONS EXPENDITURES ............................................................................................................... F‐9
Figure 13| ECONOMIC DEVELOPMENT EXPENDITURES .................................................................................................. F‐10
FIGURE 14| CITY CLERK’S OFFICE EXPENDITURES .......................................................................................................... F‐13
Figure 15| CITY CLERK/RECORDS EXPENDITURES ......................................................................................................... F‐14
Figure 16| ELECTIONS EXPENDITURES ........................................................................................................................... F‐15
Figure 17| HUMAN RESOURCES EXPENDITURES ............................................................................................................ F‐18
Figure 18| HUMAN RESOURCES EXPENDITURES ............................................................................................................. F‐19
Figure 19| INSURANCE EXPENDITURES .......................................................................................................................... F‐20
Figure 20| CITY ATTORNEY’S OFFICE EXPENDITURES .................................................................................................... F‐22
Figure 21| ADMINISTRATIVE SERVICES EXPENDITURES .................................................................................................... F‐25
Figure 22| FINANCE EXPENDITURES .............................................................................................................................. F‐26
Figure 23| INFORMATION SYSTEMS EXPENDITURES ........................................................................................................ F‐27
Figure 24| NON-DEPARTMENTAL EXPENDITURES.......................................................................................................... F‐30
Figure 25| DISASTER PREPAREDNESS EXPENDITURES ....................................................................................................... F‐32
Figure 26| CROSSING GUARD EXPENDITURES ................................................................................................................ F‐33
Figure 27| ANIMAL CONTROL SERVICES EXPENDITURES ................................................................................................. F‐34
Figure 28| NON-DEPARTMENTAL - OTHER EXPENDITURES ............................................................................................ F‐35
Figure 29| WASTE MANAGEMENT EXPENDITURES .......................................................................................................... F‐36
Figure 30| COMMUNITY CABLE TELEVISION EXPENDITURES .......................................................................................... F‐37
Figure 31| LIBRARY SERVICES EXPENDITURES ................................................................................................................ F‐38
Figure 32| COMMUNITY DEVELOPMENT EXPENDITURES ............................................................................................... F‐42
Figure 33| PLANNING EXPENDITURES ........................................................................................................................... F ‐44
Figure 34| BUILDING AND SAFETY EXPENDITURES ........................................................................................................ F‐46
Figure 35| HOUSING EXPENDITURES ............................................................................................................................ F‐48
Figure 36| FIRE SERVICES EXPENDITURES ...................................................................................................................... F‐51
Figure 37| FIRE OPERATIONS EXPENDITURES ................................................................................................................ F‐52
Figure 38| FIRE PREVENTION EXPENDITURES ................................................................................................................ F‐53
Figure 39| DOUGHERTY REGIONAL FIRE AUTHORITY EXPENDITURES ........................................................................... F‐54
Contents City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page vi
Figure 40| FIRE STATION MAINTENANCE EXPENDITURES .............................................................................................. F‐55
Figure 41| POLICE SERVICES EXPENDITURES .................................................................................................................. F‐58
Figure 42| POLICE OPERATIONS EXPENDITURES ........................................................................................................... F‐60
Figure 43| POLICE OPERATIONS SUPPORT EXPENDITURES ............................................................................................ F‐61
Figure 44| PARKS AND COMMUNITY SERVICES EXPENDITURES ...................................................................................... F‐65
Figure 45| PARKS AND COMMUNITY SERVICES ADMINISTRATION EXPENDITURES ......................................................... F‐67
Figure 46| CULTURAL ARTS AND SPECIAL EVENTS EXPENDITURES ................................................................................ F‐69
Figure 47| HERITAGE CENTER EXPENDITURES .............................................................................................................. F‐70
Figure 48| SENIOR CENTER EXPENDITURES ................................................................................................................... F‐71
Figure 49| SHANNON CENTER EXPENDITURES ............................................................................................................. F‐72
Figure 50| STAGER AND OTHER FACILITIES EXPENDITURES .......................................................................................... F‐73
Figure 51| THE WAVE EXPENDITURES ........................................................................................................................... F‐74
Figure 52| PUBLIC WORKS EXPENDITURES ................................................................................................................... F‐77
Figure 53| PUBLIC WORKS ADMINISTRATION EXPENDITURES ....................................................................................... F‐80
Figure 54| TRANSPORTATION ....................................................................................................................................... F‐81
Figure 55| BUILDING MANAGEMENT EXPENDITURES .................................................................................................... F‐82
Figure 56| ENGINEERING EXPENDITURES ...................................................................................................................... F‐83
Figure 57| SPECIAL DISTRICTS ...................................................................................................................................... F‐85
Figure 58| ENVIRONMENTAL PROGRAMS EXPENDITURES .............................................................................................. F‐86
Figure 59| OVERALL CIP EXPENDITURES ........................................................................................................................ G‐1
Figure 60| GENERAL IMPROVEMENTS EXPENDITURES ...................................................................................................... G‐3
Figure 61| COMMUNITY IMPROVEMENTS EXPENDITURES................................................................................................. G‐4
Figure 62| PARKS EXPENDITURES ................................................................................................................................... G‐5
Figure 63| STREETS EXPENDITURES ................................................................................................................................. G‐6
Figure 64| DUBLIN CROSSING BOND SERIES 2015-1 (5102) ............................................................................................ I‐1
Figure 65| FALLON VILLAGE GHAD(5301) ..................................................................................................................... I‐3
Figure 66| SCHAEFER RANCH GHAD (5302) .................................................................................................................. I‐4
Figure 67| FALLON CROSSING GHAD (5321) ................................................................................................................ I‐5
Figure 68| CERBT SUMMARY .......................................................................................................................................... I‐6
Figure 69| ACAP SCHEDULE ........................................................................................................................................... I‐7
Figure 70| HISTORICAL COMPARISON OF REVENUE BY SOURCE ..................................................................................... K‐2
Figure 71| GRANTS FOR FISCAL YEAR 2018-19 ............................................................................................................ K‐14
Figure 72| LEGAL DEBT LIMIT ....................................................................................................................................... K‐38
Contents City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page vii
Table of Organizational Charts
1. City Organizational Chart C-5
2. City Council Organizational Chart F-1
3. Office of the City Manager Organizational Chart F-4
4. City Clerk Organizational Chart F-11
5. Human Resources Organizational Chart F-16
6. City Attorney Organizational Chart F-21
7. Administrative Services Organizational Chart F-23
8. Non-Departmental Organizational Chart F-28
9. Community Development Organizational Chart F-39
10. Fire Service Organizational Chart F-49
11. Police Services Organizational Chart F-56
12. Parks and Community Services Organizational Chart F-62
13. Public Works Organizational Chart F-75
Blank City of Dublin Fiscal Years 2018-19 and 2019-20 Budget
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Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-1
City of Dublin
CITY MANAGER TRANSMITTAL LETTER
May 15, 2018
Honorable Mayor and City Council Members:
I hereby submit to you the City of Dublin’s Fiscal Year 2018-19 and 2019-20 Proposed Budget, covering the
beginning of a new two-year budget cycle.
Since Fiscal Year 2014-15, there have been three primary goals of the budget cycle: 1) Fully fund current City
operations; 2) Continue funding future capital endeavors now, through the setting aside of specific reserves; and
3) Maintain adequate operating reserves over the long term. The short-term action items detailed in this letter
and planned for in the budget numbers support these three goals and are in line with the City Council’s recently-
adopted Two-Year Strategic Plan.
This Proposed Budget is a comprehensive document, including fund summaries, revenue and expenditure
summaries, position allocations, and illustrative charts and graphs that aim to present the City’s financial plan
in a clear and transparent manner. Behind the data is the City’s plan to both deliver services to the Dublin
community in the short term, while remaining focused on the long-term financial health of the City.
Budget-In-Brief: Key Issues
Executive Summary
The Proposed Budget includes citywide revenues1 of $113.3 million in Fiscal Year 2018-19 and $109.8 million in
Fiscal Year 2019-20. Expenditure2 proposals total $109.5 million and $110.8 million in Fiscal Years 2018-19 and
2019-20, respectively. The total citywide fund balance is projected at $250.2 million, and $249.2 million in Fiscal
Years 2018-19 and 2019-20, respectively. All fund balances are budgeted in the positive, with the exception of
the Measure B grant fund, which is reimbursed after expenditures are incurred, and the energy efficient capital
lease fund, which is paying off the capital lease debt service on the City’s solar equipment.
The Proposed General Fund Budget is balanced in both years, with a projected addition to reserves of $3.5
million in the first year, and $6.1 million in the second year. Though Property Tax continues to show growth in
both years, Sales Tax is projected lower due to flattening in the current year and the expectation of a recessionary
hit over the next two years. Development Revenue is also decreasing. On the expenditure side, a budget reduction
of roughly $340,000 in personnel costs is projected in Fiscal Year 2018-19 as the net result of a decrease in
position allocation, increased PERS costs, and significant savings in retiree health costs. Contracted Services
costs (Police, Fire and Maintenance) continue to rise, increasing 6.2% and 2.5% in the first and second year,
respectively.
1 Govermental Funds and Internal Service Funds. Excludes Transfers In and Fiduciary Funds.
2 Govermental Funds and Internal Service Funds. Excludes Transfers Out and Fiduciary Funds.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-2
10-Year Forecast and Fiscal Sustainability
As discussed with the City Council at its March 20, 2018 meeting, the 10-Year Forecast projects a General Fund
deficit by Fiscal Year 2024-25 ($1.4 million), which is one year later than was reported to the City Council during
the Strategic Planning meeting in February 2018. The Forecast serves as the foundation for the Fiscal Year 2018-
19 Proposed Budget; accordingly, departmental budgets were held flat and, in many cases, reduced where
controllable.
In addition, on February 20, 2018 the City Council received a report from the Fiscal Sustainability Task Force
that included potential methods for reducing costs and increasing revenues, and recommended certain policy
statements that may help guide efficiencies in operations and promote financial transparency. The aim of the
report is to serve as an advisory document when considering future budget proposals.
Rising Cost of Contracted Services
The rising cost of contract services (which make up 64% of the total General Fund Operating Budget) is one of
the primary factors in the projected operating deficit. Contracts for police, fire, and maintenance services will
rise 4.5%, 5.8%, and 6.8%, respectively, in the first year of the Proposed Budget. Much of the public safety
increases are related to salary and benefit provisions (as opposed to significance increases in personnel), which
are typical to the nature of the work, whereas the increase in maintenance costs is related to adding inventory
(ex. new parks) to the City’s list of assets to be maintained.
Staff works in partnership with the Alameda County Sheriff’s Office and the Alameda County Fire Department
each year to contain costs. Since the City Council heard the Preliminary Budget report in March 2018, Staff
concluded discussions with the Alameda County Sheriff’s Office, and was able to incorporate two additional
deputies into the contract for the same original budget amount. This reflects an ongoing focus on ensuring long-
term public safety needs.
Short-Term Priorities and Factors
The following is a discussion of the short-term considerations addressed in the Proposed Budget.
1. Use the anticipated surplus in the current year and in the Adopted Budget cycle to prepare for
a potential forecast deficit
In the last year, the City utilized a budget surplus to set aside new General Fund reserves for the following:
‐ Public Safety: $1.6 million
‐ Economic Development: $1 million new funding, $2 million total
‐ Catastrophic Loss: $2.6 million new funding, $13.9 million total
‐ Service Continuity: $150,000 new funding, $3.2 million total
‐ Pension Rate Stabilization: $2 million
‐ Chevron Energy Lease Payoff: $5.2 million
‐ HVAC Replacement: $1 million
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-3
In June 2018, Staff will again be proposing to the City Council that the surplus anticipated at the end of the
current Fiscal Year be shifted appropriately to contingency reserves and/or be used to pay down unfunded
liabilities.
2. Continue work on the action items that support the fiscal sustainability initiative
At the Strategic Planning meeting of February 3, 2018, the City Council reaffirmed its commitment to long-term
fiscal sustainability. Staff continues to work on specific “focus areas” identified in the 2015 Strategic Planning
Update as they remain relevant today. Below is the list of action items discussed at that meeting, with related
goals for the Proposed Budget period.
Focus Areas
Development of a Preventative Maintenance Plan: Staff is preparing to complete the second phase of
the preventative maintenance plan, which includes completing an inventory and condition assessment of
all City assets. During this budget cycle Staff will also complete an evaluation of asset management
software and propose a services agreement for the City Council’s consideration.
Reinvestment in Existing Facilities/Infrastructure: In addition to continuing existing reinvestment
projects, such as the Dublin Sports Grounds Rehabilitation and the Public Safety Complex, the City will
also undertake the following: HVAC and Roof Replacement at the Civic Center, Financial System
Replacement, and Mape Memorial Park Playground Replacement.
Evaluate Cost Recovery and Pricing Policy for Services/Maintenance: The User Fee Study is in draft
form and will be ready for City Council consideration before June 30, 2018.
Develop Performance Measures/Metrics: During Fiscal Year 2017-18 the City created the Budget
Analyst position (replacing an Information Technician in the Administrative Services Department) who
will implement and manage departmental performance measures during the next budget cycle.
Reevaluate Internal Service Funds (ISFs) and Fund Balance Priorities: The Proposed Budget includes $1
million in General Fund contribution to the Internal Service Fund for Equipment Replacement, to be
used to fund maintenance and upgrades on City assets including software and seed funding for projects.
Assess the City’s Unfunded Liabilities (Retirement Benefits): The Proposed Budget fully funds increased
PERS costs and includes an additional $1 million funding to further reduce the City’s retirement liabilities.
Discuss Strategies for New/Increased Revenue Streams: The Fiscal Sustainability Task Force Report
contains recommendations to increase revenues, including addressing cost recovery city wide (and with
an emphasis on Parks and Community Services fees), evaluating potential efficiencies and staffing models
at The Wave, increasing economic development efforts, and placing a sales tax revenue measure before
voters. Staff will consider these recommendations during future updates of the 10-Year Forecast.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-4
3. Continue current high standard of maintenance in City parks and facilities
The Proposed Budget includes a cost and services proposal by MCE, the City’s maintenance provider. The
budget proposal incorporates new inventory, which includes Fallon Sports Park Phase II, Sean Diamond Park,
Jordan Ranch Neighborhood Park, Clover and Sunrise Parks, and The Wave, the maintenance of which will be
fully transitioned to the City as the project is accepted. The new parks and facilities inventory requires an increase
of $329,414 (6.8%) in Fiscal Year 2018-19. Staff worked with MCE to keep the proposal flat in the second year.
4. Initiate and/or complete key capital improvement projects
The Proposed 2018-2023 Capital Improvement Program (CIP) Budget addresses several new large-scale City-
built facilities, parks, and streets projects that will be significant to the community. The new projects will impact
the City’s ongoing maintenance and replacement budgets. The separate CIP document contains a description of
all projects, current and planned, in the next five years. The following is a highlight of new projects.
A third phase to Fallon Sports Park ($10.4 million from Public Facility Fees) is included in the CIP and
addresses the design and construction of the remaining 14 acres of Fallon Sports Park, referred to as the Upper
Terrace. At the Strategic Planning Session of February 3, 2018, the City Council asked that Fallon Sports Park
Phase III be included in the five-year CIP and to revisit the proposed facilities assumed in that phase to include
field space for emerging sports, such as cricket. It is currently unknown what affect the program changes in the
third phase will have on the overall costs, either positive or negative. Therefore, with the current revenue and
expenditure assumptions in the five-year Public Facility Fee cash flow, inclusion of this project will potentially
result in the City moving other parks and facility projects using Public Facility Fees to future years.
The Cultural Arts Center, included in the CIP beginning in Fiscal Year 2020-21, renovates a 13,000-square-
foot space on the first floor of Civic Center currently occupied by Dublin Police Services. The improved facility
will offer cultural, educational and social opportunities for the community, potentially including a gallery and
theater space, art and music classrooms, a dance studio, a digital arts production space, a conference room,
workspaces, and outdoor patios. The budget is $5.6 million, funded by Public Facility Fees funds. As stated in
the previous paragraph, the funding for this project is largely dependent on the decision about funding Fallon
Sports Park and the ultimate improvements included in the Upper Terrace.
The new Five-Year CIP also includes several new community parks to its inventory, including Don Biddle
Community Park, formerly known as the Dublin Crossing Community Park. This is a 30-acre park site that will
include playgrounds, picnic tables, and secluded space for informal family picnics as well as facilities for group
picnics. There will be open space for informal sports, games and activities, and facilities for baseball, soccer,
tennis, volleyball, and basketball. The first phase should begin construction in spring 2019. The Developer is
responsible for project costs up to $12.9 million, with the City responsible for reimbursing costs that exceed that
amount. City funding will come from Public Facility Fee funds.
The Dublin Sports Grounds Rehabilitation Project (funded by $2 million from the General provides for the
design and construction of an all-abilities, all-inclusive playground, restroom facility, picnic area, and pathways
to provide improve accessibility to park features and fields. Project design will commence in 2018 with
construction anticipated to begin in 2019.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-5
Other projects in the CIP requiring the use of the Public Facility Fees Fund (should funding be available) include:
‐ Wallis Ranch Community Park: 8.85 acres in the Wallis Ranch development with a play area, picnic
facilities, turf area, natural area, restrooms, pathways, lighting, and irrigation and landscaping ($3.5
million);
‐ Library Tenant Improvements Project: renovation of 5,150 square feet of currently unoccupied
space within the building for both library and community use ($1.7 million)
‐ Jordan Ranch Neighborhood Square: 2.0 acres in the Jordan Ranch development ($1.4 million)
It is not anticipated that funding (cash flow) will be available during this period for the projects listed in the
paragraph above, unless the City Council chooses to modify the expenditures/project for Fallon Sports Park.
Finally, the City is planning for another major street widening and improvement project, in addition to the various
major street projects currently underway. The Tassajara Road Improvements – North Dublin Ranch Drive
to Quarry Lane School Project provides for design and construction to complete the street improvements for
Tassajara Road, including a four-lane arterial standard, with bike lanes, sidewalks, landscaped median, storm
water treatment areas, and other associated street improvements. The $5.9 million project is funded by Special
Revenue Funds and Traffic Impact Fees.
Fiscal Year 2018-19 Budget: The Details
REVENUES
Citywide revenues total $113.3 million in Fiscal Year 2018-19 (including internal service funds and excluding
transfers in), representing a decrease of $24.1 million from the Fiscal Year 2017-18 Amended Budget. This is
due to the receipt in the current year of grant reimbursements and development impact fees that are not
anticipated in Fiscal Year 2018-19.
Total General Fund revenues are budgeted at $86.5 million, an increase $243,000 over the Fiscal Year 2017-18
Amended Budget.
Highlights:
Property Taxes and Sales Taxes are the City’s largest ongoing revenue sources, accounting for 57% of
total governmental fund revenues in FY 2018-19.
General Fund revenues are increasing $3.3 million, due to gains in Property Tax, Charges for Services
(recreation program revenue), and Other Revenue (Community Benefit Payments).
Revenue from the new Emerald Glen Recreation and Aquatics Complex will be offset by operational
expenditures, requiring a General Fund subsidy of $1.16 million in Fiscal Year 2018-19.
$641,000 in Community Benefit payments from development are anticipated in FY 2018-19.
Development revenues in the General Fund will decline by $1.5 million, as the current year budget
includes a $922,000 increase in projected development revenues. These estimates are based on the activity
in existing projects in the current year, versus the number of units waiting to be completed for each
project.
Grant funding is decreasing by a net $12.9 million in Fiscal Year 2018-19, due primarily to the removal
of Measure BB funds ($12.5 million) anticipated in the current year that have been used to fund the
planned Dougherty Road widening and improvements.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-6
OPERATING EXPENDITURES
The Fiscal Year 2018-19 Proposed Budget totals $109.4 million in all funds (including internal service fund
purchases and excluding transfers out). This is made up of operating appropriations of $91.6 million, and CIP
appropriations of $17.8 million. Additionally, the City will incur $4.9 million in Internal Service Fund costs, which
include equipment purchases, Information Technology costs, and debt service on the City’s capital lease for solar
equipment.
The Fiscal Year 2018-19 General Fund operating budget, excluding transfers to capital improvement projects,
totals $76.7 million, and is in a surplus position, with ongoing revenues covering ongoing expenditures by $9.8
million. Most operational departmental expenditure budgets are adjusted each year in a relatively consistent
manner, that is, they change with CPI adjustments, or are increased by another specific known factor.
Examples are:
− Personnel costs are driven by the provision of salaries and benefits as approved by the City Council (most
recently in Spring 2015). Pension and retiree health rates are set by CalPERS and actuaries. The Proposed
Budget incorporates the City’s most recently increased rates and includes an additional lump sum payment
towards the pension liability, as discussed below.
− Supplies and Services and Capital Outlay budgets remain generally static across departments, unless there are
one-time planned purchases, such as for new software, or new subscriptions or services. The Proposed
Budget contains a reduction of $240,000 over the prior year Adopted Budget.
Highlights:
Personnel
The two-year budget proposal reflects an updated position allocation plan, projected salaries, health rates, and
retirement benefits. Total personnel costs are projected to decrease $342,939 (1.8%) in the first year and increase
$856,461 (4.7%) in the second year. This is due primarily to the elimination of a city position in the first year,
and PERS and group health increases in the second year.
Due to CalPERS lowering the discount (or expected earnings rate) from 7.5% to 7.0%, participating agencies
will experience increased contributions and an increased pension liability. For the City of Dublin, this translates
to an increase in pension payments by $289,820 in Fiscal Year 2018-19, and another $275,756 in Fiscal Year
2019-20. Under the old discount rate model, Staff expected the City contribution to reach $1.7 million by Fiscal
Year 2020-21; with the new rate, the City’s contribution will reach $2.3 million by then, increasing to $2.6 million
by Fiscal Year 2024-25. These increases have been incorporated into the 10-Year Forecast.
While pension payments have increased, retiree health payments are decreasing significantly, due to the City’s
capping of the benefit plan for new hires (after January 1, 2016). Staff had initially projected savings of $4.0
million over 15 years, but with nearly a quarter of the City workforce turning over in the last two years, the
savings from the capped benefit are being realized earlier than anticipated. Staff now expects savings of $6.9
million over the same 15-year period.
Contracted Services Costs
The City contracts for public safety (Police and Fire), maintenance (MCE), development and other miscellaneous
services. In Fiscal Years 2018-19 and 2019-20, total contract services make up 64% of the overall General Fund
expenditure budget. Public Safety contract costs make up 42% of the total operating budget.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-7
The following table shows changes to contracted services costs in the General Fund, with details shown in the
General Fund Section of this document. Budget increases incorporate cost-of-living adjustments in Public Safety,
and new inventory added to the service contract for maintenance. In addition, since the Preliminary Budget
presentation in March 2018, the City Manager concluded contract negotiations, the result of which was the
addition of two deputies to Dublin Police Services beginning in Fiscal Year 2018-19, with no change to the
preliminary contract amount.
RESERVES
Total General Fund reserves are projected at $125.6 million at the end of Fiscal Year 2018-19, an increase of
$3.5 million over Fiscal Year 2017-18. The unassigned/available cash flow reserve is projected at $38.0 million,
before any designation by the City Council to specific Committed reserves, and before Staff completes the
necessary accounting adjustments to reserves at the end of the current fiscal year. The City Council will make
reserve designations during the City Council meeting of June 19, 2018.
2018-2023 Capital Improvement Program
The 2018-2023 CIP totals $79.9 million over the five-year period. The proposed General Fund contribution for
the CIP period is $7.5 million, primarily for the Civic Center HVAC and Roof Replacement ($2.0 million), the
Financial System Replacement ($1.8 million), Dublin Sports Grounds Rehabilitation ($1.7 million), the
Stormwater Trash Capture Project ($1 million), and other miscellaneous projects totaling $1 million.
The chart below illustrates total CIP expenses by funding source-type.
CIP Expenses, All Funds
FINANCING 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Five-Year
Total
General Fund $5,243,000 $1,952,999$108,000$108,000 $108,000$7,519,999
Special Revenues $4,045,695 $2,861,818$2,673,000$2,543,000 $2,543,000$14,666,513
Special Revenue -
Assessment Districts $337,090 $37,090$37,090$38,700 $38,700$488,670
Special Revenue - Public
Art Fund $79,990 $329,520$159,990 $569,500
Traffic Impact Fees $3,055,950 $5,586,580$7,458,120 $16,100,650
Public Facilities Fees $3,881,202 $4,574,904$9,105,595$8,554,841 $1,660,000$27,776,542
Internal Service Funds $1,184,100 $425,000$20,000$1,000,000 $2,629,100
Other Agency $385,000 $385,000
Developer-Built $9,748,918 $9,748,918
TOTAL FINANCING $27,960,945 $15,767,911 $19,561,795 $12,244,541 $4,349,700 $79,884,892
Contracted Services Detail
Adopted
2017‐18
Amended
2017‐18
Proposed
2018‐19
$ Change
from PY
%
Change
from PY
Projected
2019‐20
$ Change
from PY
% Change
from PY
Police Services18,259,770 18,259,770 19,078,235 818,465 4.5%20,145,891 1,067,656 5.6%
Fire Services12,402,322 12,407,822 13,125,673 723,351 5.8%13,813,253 687,579 5.2%
Maintenance Services (MCE)4,829,511 4,833,011 5,158,925 329,414 6.8%5,158,925 ‐ 0.0%
Development5,778,312 7,961,870 5,921,048 142,736 2.5%5,904,334 (16,713) ‐0.3%
Other Contracted Services4,734,513 3,471,445 5,589,089 854,576 18.0%5,065,631 (523,457) ‐9.4%
Total Contracted Services46,004,428$ 46,933,918$ 48,872,970$ 2,868,542$ 6.2%50,088,034$ 1,215,065$ 2.5%
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-8
Highlights:
Below is a list of projects over $1.0 million with new anticipated funding in the next five years, with the funding
sources indicated. The cost listed does not include existing budgets in Fiscal Year 2017-18. Those details can be
found in the separate CIP document.
General Improvements
‐ Cultural Arts Center: $5.6 million (Public Facility Fees)
‐ Civic Center HVAC and Roof Replacement: $3.4 million (General Fund, ISF)
‐ Library Tenant Improvements: $1.7 million (Public Facility Fees)
‐ Financial System Replacement: $2.5 million (General Fund, ISF)
Parks
‐ Don Biddle Community Park: $13.9 million (Developer-built, Public Facility Fees)
‐ Moller Ranch Neighborhood Square: $1.1 million (Developer-built)
‐ Dublin Sports Grounds Rehabilitation: $1.7 million (General Fund)
‐ Fallon Sports Park Phase III: $10.4 million (Public Facility Fees)
‐ Wallis Ranch Community Park Phase I: $3.5 million (Public Facility Fees)
‐ Jordan Ranch Neighborhood Square: $1.4 million (Public Facility Fees)
Streets
‐ Tassajara Road Realignment and Widening: $7.9 million (Special Revenue Funds, Traffic Impact
Fees)
‐ Annual Street Resurfacing: $10.1 million (Special Revenue Funds)
‐ Dublin Boulevard Extension: $2.8 million (Special Revenue Funds, Traffic Impact Fees)
‐ Citywide Bicycle and Pedestrian Improvements: $2.2 million (General Fund, Special Revenue
Funds, Traffic Impact Fees)
‐ Tassajara Road Improvements – North Dublin Ranch Drive to Quarry Lane School: $5.9 million
(Traffic Impact Fees)
‐ Stormwater Trash Capture: $1.1 million (General Fund, Special Revenue Funds)
10-Year General Fund Forecast
As discussed above, while the General Fund operating budget is balanced in the two-year budget period, the 10-
Year Forecast shows a projected operating deficit of $1.4 million in Fiscal Year 2024-25, as illustrated in the table
below.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-9
10-Year Forecast ($ in thousands)
In developing the Forecast, Staff continued the practice of conservatively projecting revenues, and growing
expenditures using historical information. While predicting economic health in the long term is challenging, we
believe the forecast is a fair representation of the City’s potential financial future. The following are the
assumptions used in the Forecast:
REVENUES
Property Tax
CPI adjustment: 2% increase (out of a maximum of 2%) on all existing non-Prop 8 homes throughout
Forecast.
Transfer of ownerships: growth based on historical averages.
Prop 8 recapture: minimal increase due to large Prop 8 recapture already occurring.
Sales Tax
Growth factor: 2.0% from FY 2020-21 onward.
No new large sales tax generators included.
All sharing agreements have been factored in with the last agreement projected to finish in FY 2022-23.
Development Revenues
The overall long-term trend shows double-digit percent declines starting in FY 2020-21, flattening out as
build-out approaches.
FY 2018-19 development revenues are projected to be 9.6% of total revenue ($8.3 million).
FY 2024–25 development revenues are projected to be 2.9% of total revenue ($2.7 million).
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-10
Charges for Services
Charges for Services are held flat from FY 2019-20 onward.
EXPENDITURES
Personnel
No new positions added beyond recommended positions in FY 2019-20
COLA: up to 3% annually; Merit Pay: up to 3% annually, beginning Fiscal Year 18-19
Benefit increases according to actuarial estimates (increased PERS rates incorporated, along with
decreased retiree health costs)
Contracted Services
Annual increase to Police Services Costs: 5.0%
Annual increase to Fire Services: 4.0%
Annual increase to Maintenance Services: 4.0%
Annual increase to all other: 4.0%
Preventative Maintenance
$1.0 million per year beginning FY 2018-19
OTHER CONSIDERATIONS
While revenue estimates in the forecast are arguably conservative, it is important to note those items not included
in the current version of the forecast:
Recession Scenario
Staff has made certain assumptions about the potential effects another recession will have on the City’s revenue
sources, and consequently the City’s ability to deliver core services. It is estimated that, in a downturn consistent
with that of 2008, the City could lose a cumulative $4.8 million in Property Taxes and Sales Taxes alone, over a
one-to-two-year period. The loss would likely be one-time, but it would create a new baseline for those revenue
streams, which would require a prolonged recovery period.
Public Safety Services to Maintain Service Levels with Community Growth
While two new deputies have been added to the Dublin Police Services staffing allocation, Staff recognizes the
potential need for more officers as the community nears build out and will continue to highlight this during the
updates to the 10-Year Forecast.
General Fund Contribution to Capital Projects
The Forecast does not assume use of the General Fund, other than those included in the current Five-Year CIP,
for new capital projects, such as reinvestment projects or other annual streets projects. In that scenario, projects
could only be funded by Special Revenue Funds, such as Gas Tax, which can also be volatile to changes in the
economy. The General Fund does currently have a reserve balance of $3.9 million for Non-Streets Projects,
which could be utilized in a deficit position, but any contribution from the General Fund beyond that would be
limited.
Letter City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page B-11
Conclusion
Since the recession of 2009, the City has been fortunate to experience healthy growth in our major ongoing
revenue categories. We have fully funded City operations, opened new parks and facilities, and supplemented the
City’s reserves. As we prepare for the future, we recognize that the pace of revenue growth is not sustainable,
and our contracted operational costs will continue to rise. As such, we remain committed to finding budget
solutions that will ensure the long-term fiscal health of this organization.
I want to thank the City Council for its leadership and guidance during another budget cycle that addresses the
City’s short- and long-term priorities. I also want to thank the City of Dublin Staff for their commitment to
providing an excellent level of service to the community.
Respectfully,
Christopher L. Foss
City Manager
Blank City of Dublin Fiscal Years 2018-19 and 2019-20 Budget
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Profile City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-1
City of Dublin
INTRODUCTION
City of Dublin Profile
Overview
The City of Dublin is located in the East Bay of
the San Francisco Bay Area and is approximately
30 miles east of San Francisco and approximately
30 miles northeast of the Silicon Valley. Dublin is
one of five communities that comprise the Tri-
Valley region. According to the California
Department of Finance, the population in the City
of Dublin is 61,514 excluding group quarters, as
of January 1, 2018.
The City of Dublin was incorporated in 1982 and
in 2011 was named an “All-America City” by the
National Civic League.
Crossroads of the Bay Area
Dublin, California has long been known as the
“crossroads” of the Bay Area. Dublin sits at the
intersection of two major highways: Interstate 580 and Interstate 680. The significance of its location dates
back more than 200 years when Dublin served as the crossroads of two important state routes – one from the
Bay Area to Stockton, and the other from Martinez to San Jose. The Alamilla Spring, located in the Dublin
area, provided a place for travelers to change horses and freshen up before continuing their journey.
Dublin has a rich history dating back to 1772 when Pedro Fages led an expedition of 16 mounted men on a
journey in search of a land route to Drake’s Bay, which at that time was called San Francisco Bay. Their return
journey brought them through the Amador Valley.
Building a Community in 1835 and Beyond
It was not until 1835 when building began in the area. Jose Maria Amador had been paid in land for his years
of service as a Mexican soldier and as administrator of Mission San Jose. He received a land grant of 16,517
acres in the Amador-Livermore Valley. He built many adobe homes and small buildings that were used as
shops where his Indian workers made soap, blankets, shoes, farm tools and other products for use on his
ranch.
In 1850, Michael Murray and Jeremiah Fallon came to this area from Ireland. They purchased 1,000 acres of
land from Jose Amador and built homes for their families. The area began to grow as many people settled in
Profile City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-2
the area. In 1867, Alameda County was created from parts of Contra Costa and Santa Clara counties. Both
Murray and Fallon served on the Alameda County Board of Supervisors.
By 1877, the first schoolhouse in the Amador-Livermore Valley was constructed in Dublin, along with a
church, two hotels, Green’s Store, a wagon and blacksmith shop, and a shoemaker’s shop. The Murray
Schoolhouse, Green’s Store, St. Raymond’s Church, and the old Pioneer Cemetery (where members of the
Donner Party Expedition are buried) have been preserved and are now located on Donlon Way. Back then,
mail was delivered to the Dougherty Station Hotel. Thus, the area became known as Dougherty’s Station.
Subsequently, the area later became known as Dublin and in 1982 the City was incorporated.
Modern Day
The Tri-Valley area is made up of several cities – Dublin, Livermore, and Pleasanton, along with San Ramon
and the Town of Danville located in nearby Contra Costa County. During the past 20 years, the Tri-Valley
area has become a place of prosperity, a center for internationally acclaimed business parks, home to some of
the world’s largest corporations, as well as known for its outstanding schools and variety of housing options.
Over the 36 years, Dublin has emerged as a dynamic, thoughtfully planned community. Home to a wide mix
of quality housing and two pedestrian-oriented transit districts, Dublin is poised for continued prosperity. The
community has continued to maintain its small-town character and has become increasingly diverse. Its strong
business climate, new and high-performing schools, planned neighborhood developments, and award-winning
parks and facilities, have contributed to a high quality of life for its residents and businesses.
Employment
There are an estimated 22,327 jobs in Dublin with seven industry sectors accounting for the majority of
employment. Currently, the leading industries in Dublin are3:
Industry %
Retail Trade 23%
Accommodation and Food Services 12%
Administrative and Support (including Waste Management and
Remediation Services, Public Administration and Other Services) 12%
Health Care and Social Services 9%
Manufacturing 8%
Information 8%
Construction 7%
The regional labor market is in good health, according to East Bay Economic Development Alliance’s East
Bay Economic Outlook 2017-2018, which reported the East Bay experiencing a strong job market along with
healthy business and consumer spending activity. The East Bay’s labor market continues to post steady gains
and is poised for further growth in 2018. Growing industries in the East Bay include Government, Health
Care, Leisure and Hospitality, Retail Trade, Professional, Scientific and Technical, Manufacturing and
Construction.
3 Claritas - Pop-Facts Premier 2018
Profile City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-3
According to the State Employment Development Department Labor Market Information Division, Dublin
has a workforce of 30,000 people, and an unemployment rate of 1.8%, which is lower than Alameda County’s
3.0% unemployment rate.4 Almost 80% of the labor force are in white collar jobs. The most common civilian
employment sectors for Dublin residents (regardless of the location where they work) are listed in the table
below:
Top Workforce Sectors %
Management 17%
Computer/Mathematical 12%
Office/Administrative Support 12%
Sales/Related 10%
Business/Financial Operations 8%
Healthcare Practitioner/Technician 5%
The jobs-housing balance in Dublin remains healthy at 1.2 jobs per household. According to Census
QuickFacts, the median household income in 2016 in Dublin ($137,726) was similar to the Tri-Valley as a
whole and higher than Alameda County ($79,831) and California overall ($63,783). A listing of top City
employers may be found in the Appendix of the Budget document.
Schools
The Dublin community is served by the Dublin Unified School District (DUSD). DUSD has seven elementary
schools, two middle schools, one traditional high school and one continuation high school, as well as an adult
education program. Plans for additional school facilities are underway, including construction of Cottonwood
Creek School/Park in the Jordan Ranch subdivision scheduled for opening in fall 2018.
In addition to the public school K-12 system, Dublin boasts of several private schools, including Valley
Christian (K-12), St. Raymond’s School (K-8), St. Philip Lutheran (K-8) and Quarry Lane School (K-12). The
region is served by the Chabot-Las Positas Community College District and more specifically by Las Positas
College just minutes east from Dublin in Livermore.
Parks and Community Services
The City of Dublin is renowned for its parks and recreation facilities. There are 20 neighborhood and
community parks that serve the variety of outdoor needs in the community. Additionally, the City boasts a
significant open space and trail system for those that walk, run, hike and bike throughout the community. As
new neighborhoods develop, additional parks and facilities will be built to meet the needs of Dublin residents.
The community parks include amenities such as children’s play equipment, sports fields and courts, picnic
areas, dog parks, swimming pools, bocce ball courts, trails, large grass areas for informal play or sports
activities. Park improvements in fiscal years 2018-19 and 2019-20 that will be in design or construction are:
Clover and Sunrise Park, Don Biddle Community Park, Moller Ranch Park, and all abilities playground at
Dublin Sports Grounds.
In addition to City parks, trails and facilities, the East Bay Regional Park District operates several parks/open
spaces facilities in and around Dublin, including the Dublin Hills Regional Preserve and the Iron Horse Trail.
The District has trails for hiking, horseback riding, water enjoyment, and multiple regional amenities.
4 Monthly Labor Force Data for Cities and Census Designated Places (CDP) preliminary data for December, 2017.
Profile City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-4
Public Transportation
The Dublin community enjoys a variety of transportation options. Dublin has two BART stations that serve
ridership in the Tri-Valley and commuters from the Central Valley. The City is served by the Livermore
Amador Valley Transportation Authority (LAVTA) which provides Wheels bus transportation and
connections to Bay Area Rapid Transit (BART), the Altamont Commuter Express (ACE) train, and to the
Central Contra Costa Transportation Authority transportation lines.
Structure of Government
City Council – Five Members, Elected at-large
The City of Dublin is a general law city operating under a City Council-City Manager form of government.
Council Members are elected at-large and serve the entire community rather than by district. The four
Council Members are elected to four-year staggered terms; the Mayor is elected to a two-year term. The
City Council establishes local law and policies through the enactment of ordinances and resolutions. The
City Council also determines how the City shall obtain and spend funds, adopts a two-year budget process
and a Two-Year Strategic Plan. The City Council appoints community members to serve on
commissions/boards and advisory committees and represents the City by serving on regional and county
committees/boards whose policies may impact Dublin and the Tri-Valley area (e.g. Associated Bay Area
Governments, League of California Cities, and Metropolitan Transportation Commission). The City
Council appoints the City Manager and City Attorney positions. A City Council position is a part-time
and salaried position.
City Manager – Appointed by City Council
The City Manager is the Chief Executive Officer and is appointed by the City Council. The City Manager
provides, in accordance with the City Council policies, overall administration and direction for the City
organization and operations. In the event of an emergency, the position is designated to serve as the
Director of Emergency Services. The City Manager position is a full-time, salaried position.
City Attorney – Appointed by City Council
The City Attorney serves as legal counsel for the City Council. This position is responsible for providing
both formal and informal legal opinions, as well as advice to the City’s officers, employees, boards and
commissions. The duties of this position also include the review and/or preparation of all contracts,
bonds, deeds, leases, and other documents of legal significance. This is a contract position.
Organizational Chart City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-5
Organizational Chart
FY 2018-19 and 2019-20
Chart 1| Organizational Chart
Citizens of Dublin
City Council
City Manager
Office of the
City ManagerPolice Services
Human
ResourcesFire Services
Administrative
Services
Non-
Departmental
City ClerkPublic Works
Assistant City
Manager
Community
Development
Parks and
Community
Services
City Attorney
Process City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-6
Budget Document and Process
Budget Accounting
In accordance with the Governmental Accounting Standards Board (GASB), the City’s funds are grouped
into three categories: governmental, proprietary, and fiduciary. Within each category, the funds are further
classified into types such as general funds, special revenue funds, etc. Additionally, the funds are divided
between major and non-major categories. For budgeting purposes, a major fund represents a fund or fund
category that has revenues or expenditures that equals more than ten percent of the City’s entire appropriated
budget.
In governmental accounting, agencies report different kinds of information for different fund types, according
to what and how financial resources are measured. The “current financial resources” method measures an
entity’s ability to pay obligations in the near-term, and focuses on cash and/or assets that are expected to be
converted to cash within the accounting period, or shortly thereafter. The “economic resources” method
measures all assets that are available to the entity, not only cash or soon to be cash.
Agencies also use different methods to recognize the timing of certain transactions. Under the “full accrual”
accounting basis, all assets are considered available to the governmental unit for the purpose of providing
goods and services. Therefore, transactions are recorded when the underlying action takes place, regardless of
the actual cash flow timing. Under the “modified accrual” basis, income is recorded using the accrual basis,
but expenditures are recorded when they actually occur.
The City of Dublin complies with the GASB requirements and thus budgets and accounts for transactions
based on the following rules:
Fund Category Measurement Focus Accounting Basis
Governmental Current financial resources Modified accrual (60 days after year-end)
Proprietary Economic resources Full accrual
Fiduciary Economic resources Full accrual
Furthermore, the City’s expenditure appropriations lapse at the fiscal year end (June 30th), but may be carried
over for specific purposes when approved by the City Manager. Encumbrances are considered expenditures
in the year of the issuance of the purchase order. If the encumbrance is unused at year end, it is re-
appropriated the following fiscal year.
A two-year budget is presented to the City Council at the beginning of the budget cycle. The Operating Budget
is adopted by the City Council on an annual basis. During mid-cycle, a review and update are prepared and
presented to the City Council for the adoption of the second year’s budget. The fiscal year begins on July 1
and ends June 30. Operating budgets are controlled at the department level and fund level. The City Council
may amend the budget by resolution during the fiscal year.
The Capital Improvement Program (CIP) is adopted on a multi-year project basis, where funds for specific
projects receive an annual appropriation and any unused appropriation may be re-appropriated the following
year. The projects are budgeted and built in phases, so as to allow for future planning and budgeting. CIP
project budgets are adopted and controlled at the project level and funding source level.
Process City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-7
Budget Document and Process
The Resolution to adopt the operating budget approved by the City Council may be found in the appendix of
this document. Included in the Resolution are guidelines of how the budget may be amended without a City
Council action. To summarize, the City Manager may increase expense and revenue budgets for both
operating budgets where there is a zero net impact on the fund, and transfer between capital improvement
projects where the funding source is the same. All other budgetary changes after budget adoption are subject
to approval via resolution by the City Council.
In addition to budget amendments that may occur during the fiscal year, the Administrative Services Director
prepares and presents a quarterly review of expenditures and revenues to the City Council. At that time, the
Administrative Services Director may recommend budget amendments to the City Council for their
consideration.
MAJOR BUDGET CATEGORIES
REVENUES
Taxes/Special Assessments – Revenue collected on property and sales, transient occupancy (hotel tax).
Franchise Fees – Fees paid by utility companies (i.e. cable, telephone, garbage) to operate within the City.
Licenses and Permits – Fees paid for building, planning and fire inspections and permits.
Fines and Forfeitures – The City’s share of fines related to traffic, library, and alarms.
Intergovernmental – Includes grants from local, county, state and federal governmental agencies.
Charges for Service – Specific police service fees, charges for recreational classes, day care, and library
programs, as well as the General Fund administration fee charge to other funds.
Use of Money and Property – Includes revenue from land rental and interest income.
Other Financing Sources / Uses – Accounts for transfers to and from funds, and proceeds of debt issuance.
Development Fees/Impact Fees – Fees which may be imposed on new construction to pay for
improvements and facilities required to serve the new development and to reduce the impacts of new
development on the community. For example, the development fees may pay fees for streets, parks and
schools, but may not be used for day-to-day operating expenses.
Other Revenues – Includes donations to a variety of City programs and other revenue that cannot be
categorized in distinct revenue category.
Transfers In – Internal transfers from another fund.
Process City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-8
Budget Document and Process
EXPENDITURES
Salaries and Benefits – Employee salaries, health benefits, retirement benefits, insurance and other
miscellaneous benefits.
Service and Supplies – office supplies, program supplies, etc.
Utilities – Gas & electric, water & sewer, telephone charges.
Internal Service Fund Charges – Account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City on a cost reimbursement basis and
replacement cost charges for equipment, vehicle, building etc.
Contracted Services – Costs associated with contracting agencies that provide services to the City (ex. Police
and Fire), consulting and professional services.
Capital Outlay – Reserved for the purchase of land, vehicles, and large equipment.
Debt Service – Accounts for the principal and interest on loans, bonds, leases, and other credit issued to the
City.
Transfers Out –Internal transfers to another fund.
Process City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page C-9
Budget Document and Process
Two-Year Budget Process and Timeline
Year 1 Cycle
Month Description
December Budget Kickoff and distribution of budget calendar.
January
1. Departments prepare position allocations for the upcoming fiscal year.
2. Departments input CIP project information into budget worksheets.
3. City Council approves the budget calendar and receives information regarding the
budget process.
January - February Departments input expenditure and revenue data into budget worksheets for the
upcoming fiscal year for City Manager’s review.
February City Manager reviews preliminary budget.
March City Council holds Budget Study Session and seeks input for any additional initiatives for
the upcoming fiscal year.
April City Commissions review draft CIP budget for conformance and provide
recommendation for City Council consideration.
May City Council adopts year one of the two-year operating budget and five-year Capital
Improvement Program through separate resolutions.
Year 2 Cycle
Month Description
December Mid-year financial review and Budget Update Kickoff.
January – February Finance provides updated projections for Year 2.
March City Manager reviews preliminary budget update information.
April Update City’s strategic plan, City Council holds budget study session for Year 2
May City Council adopts the second year update to the Budget.
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Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-1
City of Dublin
FUNDS SUMMARY
Fund Definitions
The funding received by public agencies generally has restrictions on how it may be utilized. For example, Gas
Tax Revenue must be spent on certain street-related improvements. In accordance with government auditing
practices, agencies establish separate funds to demonstrate compliance with the variety of restrictions.
There are three categories of Funds used in governmental accounting, which are classified further into Major and
Non-Major Funds:
Governmental Funds – Account for activities which are primarily tax-supported operations or other
mandatory payments and are virtually unique to government. Fund types are:
o General – primary operating fund; accounts for all financial resources of the City except those
required to be accounted for in another fund. Use of these funds is discretionary in accordance
with City Council policies, and State and local laws.
o Capital Project – accounts for the improvement, construction or acquisition of fixed assets such
as buildings, facilities, equipment and roads.
o Debt Service – accounts for principal and interest of long-term debts.
o Special Revenue – accounts for the use of revenues that are legally restricted to expenditures for
specific purposes.
o Permanent – accounts for funds in which only interest earnings, and not principal amounts, are
expendable. The City does not use this type of fund.
Proprietary Funds – Account for activities that are primarily funded by income from operations resulting
from voluntary payments for goods and services provided to users. Fund types are:
o Internal Service – used for operations serving other funds or departments within the government
on a cost-reimbursement basis.
o Enterprise – Accounts for operations financed and operated similar to business activities, and
services rendered to the general public on a fee basis. The City does not use this type of fund.
Fiduciary Funds – Account for resources held by a governmental entity in a trustee or agency capacity
for the benefit of others, and which cannot be used to support the governmental entity. Fund Types are:
o Agency – accounts for assets held by the City in a custodial capacity and paid to other individuals
or organizations (ex. assessment districts).
o Trust – accounts for assets held by other parties (i.e., Pension or Retiree Health Trust).
Major Funds vs. Non-Major Funds – The General Fund is always a major fund. Other major funds
have total assets, liabilities, revenues, or expenditures/expenses that are: 1) 10% or more of the
corresponding element, excluding extraordinary items, for all funds of that type; and 2) at least 5% of the
corresponding element total for all governmental and enterprise funds combined. All other funds are
classified as non-major, unless the City deems a certain fund of interest or important to financial
statements.
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-2
Fund Definitions
CITY OF DUBLIN MAJOR FUNDS
Governmental Funds
1. General Funds
a. General Fund (1000) – This is the City’s primary operating fund.
2. Capital Project Funds - The City’s Capital Projects are divided into eight fund categories as
listed below. Impact Fee Capital Project Funds account strictly for impact fees received from developers
that can only be used for specific activities within the City.
a. General Improvements Capital Projects (3300)
b. Community Improvements Capital (3400)
c. Parks Capital Projects (3500)
d. Streets Capital Projects (3600)
e. Public Facilities Impact Fees (4100) – only for new parks and facilities
f. Fire Impact Fees (4201) – only for fire capital expansion projects
g. Traffic Impact Fee Funds (4300) – only for street and highway projects
h. Dublin Crossing Funds (4400)
3. Special Revenue Funds
a. Affordable Housing Fund (2901) - Accounts for in-lieu fees received from developers of
properties, which can only be used for the design, development, and construction of citywide
affordable housing projects and/or support of affordable housing programs.
CITY OF DUBLIN NON-MAJOR FUNDS
Governmental Funds
1. Special Revenue Funds
a. ACTC Sales Tax: Bike and Pedestrian (2205) - Accounts for an Alameda County
Transportation Commission (ACTC) voter approved increase in sales tax use for bike and
pedestrian related projects.
b. ACTC Sales Tax: Local Streets (2204) - Accounts for an Alameda County Transportation
Commission (ACTC) voter approved sales tax used for improvements made to streets and roads.
c. ACTC Vehicle Registration Fee Fund (2212) - Accounts for an Alameda County
Transportation Commission (ACTC) voter approved increase in vehicle registration fees that is
distributed by ACTC and designated to be used for street and road system maintenance.
d. Road Maintenance & Rehabilitation Account (2220) – Accounts for Senate Bill 1 that
increases gasoline and diesel taxes and vehicle registration fees to fund for basic road maintenance,
rehabilitation, and critical safety projects on local streets and roads.
e. Box Culvert Maintenance Fund (2322) - Accounts for the funds designated for the
maintenance and repairs of box culvert in East Dublin.
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-3
f. Small Business Fund (2601) – Accounts for the economic benefit payments from Amador
Valley Industries to support the operations of the City’s Small Business Assistance Program.
g. Community Facilities District No. 2017-1 (2710) – Accounts for revenues and expenditures of
Dublin Community Facilities District 2017-1 for maintenance services, located in the Dublin
Crossing development.
h. Cable TV Facilities Fund (2811) - Accounts for Cable TV Facilities fees collected from Cable
Television providers and passed through to the City for local cable television, as allowed under
State and Federal franchising laws.
i. Community Development Block Grant (CDBG) Fund (2903) - Accounts for grants and
expenditures related to the Federal Community Development Block Grants received.
j. Congestion Management Agency (2208) – Accounts for funding from federal Surface
Transportation Program (STP), federal Congestion Mitigation & Air Quality Program (CMAQ),
and State Transportation Improvement Program via Alameda County Transportation
Commission.
k. East Bay Regional Park District Fund (2402) - Accounts for grant funds received from the
East Bay Regional Park District via Measure WW, which continued funding for local agencies to
preserve open space for recreation and wildlife habitat.
l. Emergency Medical Services (EMS) Special Revenue Fund (2109) - Accounts for
Supplemental Paramedic Special Assessment and First Responder Advanced Life Support
(FRALS) reimbursements from the Alameda County to fund the costs of providing emergency
medical services.
m. Enforcement Grants (2111) - Accounts for miscellaneous grants received for police expenditures
not reported in other funds.
n. Federal Asset Seizure Fund (2107) - Accounts for the receipts and expenditures of the Federal
asset seizure funds.
o. Federal Transportation Grant (2202) - Accounts for the revenue received from the U.S.
Department of Transportation under the Safe, Accountable, Flexible, and Efficient
Transportation Equity Act fund.
p. Garbage Service Fund (2303) - Accounts for the use of funds received which are levied by the
County on behalf of the City for residential garbage and recycling services.
q. Highway Safety Traffic Reduction Bond (2210) - Accounts for the receipts of State grants for
local streets and road improvements funded by a statewide bond.
r. HCD Housing Related Park Grant (2904) - Accounts for a Housing-Related Parks (HRP) grant
funding from the Department of Housing and Community Development pursuant to the Housing
and Emergency Shelter Trust Fund Act of 2006 (Proposition IC).
s. Landscape Districts Funds – Accounts for revenue and related expenditure of landscape
districts within the City:
‐ Stagecoach 1983-2 Fund (2702)
‐ Dougherty Road 1986-1 Fund (2703)
‐ Santa Rita Road 1997-1 Fund (2704)
t. Local Recycling Programs Fund (2304) - Accounts for locally derived funds collected for a
commercial organic and recycling program, and retained by the City at the end of the franchise
held by Waste Management Inc. These funds are independent of the funds distributed by
StopWaste.org pursuant to the Alameda County Recycling Measure.
u. Measure BB - Bike and Pedestrian (2215) – Accounts for a direct distribution of an Alameda
County Transportation Commission (ACTC) 2014 voter-approved increase in sales tax used for
improvements on bike and pedestrian projects.
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-4
v. Measure BB - Grants (2217) - Accounts for Alameda County Transportation Commission
(ACTC) discretionary funding (versus direct funding) from 2014 voter-approved increase in sales
tax used for improvements on bike and pedestrian projects.
w. Measure BB – Local Street (2214) – Accounts for a direct distribution of an Alameda County
2014 voter-approved increase in sales tax used for improvements on streets and roads.
x. Measure B - Grants (2216) – Accounts for Alameda County Transportation Commission
(ACTC) discretionary funding from 2014 voter approved increase in sales tax used for
improvements on streets and roads.
y. Measure D Recycling Fund (2302) - Accounts for the use of funds received from the Alameda
County Waste Management Authority (Stopwaste.org) pursuant to a voter approved charter
amendment and is provided for recycling and related activities. This fund also accounts for other
locally derived funds for recycling related activities.
z. State Gas Tax Fund (2201) - Accounts for the receipt of state gasoline taxes and expenditures.
aa. State Seizure/Special Criminal Activity Fund (2101) - Accounts for receipt of funds derived
from non-federal asset forfeitures.
bb. Street Light Assessment Districts Funds – Account for revenue and related expenditures of
lighting districts. The City has established the following district funds:
‐ Street Light Assessment District 1983-1 Fund (2701)
‐ Street Light District East Dublin 1999-1 Fund (2705)
cc. Storm Water Management Funds - Accounts for the funds received from the State, which are
designated specifically for the use of storm water related activities. These include:
‐ Storm Water Management Fund (2321)
‐ Dublin/Dougherty Storm Water Management Fund (2323)
‐ Village Parkway Storm Water Management Water (2324)
dd. Traffic Safety Fund (2106) - Accounts for the receipt of traffic fines and traffic safety
expenditures.
ee. Vehicle Abatement Fund (2102) - Accounts for the use of funds received from vehicle
registration of Dublin residents for the towing of abandoned vehicles in city limits.
ff. Noise Mitigation Fund (2902) - Accounts for the fees received from developers of residential
properties, which can only be used for noise mitigation measures.
gg. Public Art Fund (2801) - Accounts for the fees received from developers of properties, which
can only be used for the purchase of design, development, and construction of Public Art projects
within the City of Dublin.
hh. SLES/COPS Fund – CA (2103) – Supplemental Law Enforcement Services / Citizens’ Option
for Public Safety: Accounts for police expenditures funded by a State grant.
2. Proprietary Funds (Internal Service Funds)
a. Vehicle Replacement Fund (6105) – finances necessary vehicle replacements, primarily fire
apparatus and police vehicles.
b. Facilities Replacement Fund (6205) – finances future major building components such as
Heating Ventilation Air Conditioning (HVAC), major electrical system components, and parks
related replacements for all City-owned facilities.
c. Equipment Replacement (6305) – finances necessary equipment replacement such as
computers and network infrastructure, solar equipment, and telephone systems.
d. Information Technology Fund (6605) – accounts for all Information Technology costs,
including staffing.
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-5
e. Retiree Health Fund (6901) – accounts for contributions made to the California Employers’
Retiree Benefit Trust Fund (CERBT) for future retiree health care benefits.
f. PERS Side Fund (6951) – accounts for the repayment to the City’s General Fund for the
prepayment made in 2007 to pay CALPERS for the City’s Side Fund obligation.
g. Energy Efficiency Fund (7101) – accounts for the Chevron energy lease financing arrangement,
which financed the construction of the Energy Efficient Upgrade Capital Project.
3. Fiduciary Funds
a. Agency Funds
i. Geologic Hazard Abatement District (GHAD) - The California Public Resource Code,
Section 25670 provides for the establishment of a GHAD as an independent, state-level public
agency that oversees geologic hazard prevention, mitigation, abatement and control. GHADs
operate with a focus on the prevention of geologic hazards, with mitigation and abatement also
being primary functions. A “geologic hazard” is broadly defined as an actual or threatened
landslide, land subsidence, soil erosion, earthquake, fault movement or any other natural or
unnatural movement of land or earth. Three GHADs have been established in the City of Dublin,
with the City acting as trustee of GHAD funds collected and used to contractually provide or
arrange for services. The City Council serves as the Board of Directors for the following
GHADs:
‐ Fallon Village GHAD (Funds 5301 & 5311)
‐ Schaefer Ranch GHAD (Fund 5302)
‐ Fallon Crossings GHAD (Fund 5321)
ii. Dublin Boulevard Extension Assessment District (5101) – accounts for special assessments
to fund improvements to Dublin Blvd. This service bond was fully retired on September 2012.
iii. Community Facilities District No. 2015-1 (5102) – Accounts for special tax levy, expenditures,
and bond proceeds of Dublin Community Facilities District 2015-1, located in the Dublin
Crossing development.
iv. Associated Community Action Program (ACAP) (5198) – accounts for the City’s position as
fiscal agent to collect and account for the funds received and used by the ACAP Joint Powers
Authority (made up of twelve Alameda County cities and the County of Alameda) for County
social services programs
RELATED FUNDS HELD BY OTHER AGENCIES
Fiduciary Funds
1. Trust Funds
a. California Employers’ Retiree Benefit Trust Fund (CERBT) Trust Fund (5171) – assets held
in trust by CalPERS and used to pay retiree health obligations. Per Generally Accepted Accounting
Principles, an agency only reports a trust fund in its financial statements if it has some managerial
responsibility over the funds (i.e., investment responsibility). Therefore, the City does not show the
CERBT Fund in its annual financial report. It is included in this document for informational purposes
only.
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-6
Overview of Revenues
Figure 1| FY 2018-19 AND 2019-20 REVENUES, GOVERNMENTAL AND PROPRIETARY FUNDS
(1) Excludes Transfers In and Fiduciary Funds
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
GOVERNMENTAL FUNDS
Property Taxes$36,967,038$37,971,147$39,201,147$40,130,167$42,407,594
Sales Taxes$21,186,333$21,449,001$21,449,001$21,389,696$21,157,290
Other Taxes$6,834,545$5,947,000$6,197,000$6,573,100$6,657,600
Special Assessments$1,414,469$1,396,547$1,403,741$1,485,945$1,524,276
Licenses & Permits$7,770,240$5,319,629$5,319,629$4,943,371$4,140,480
Fines & Penalties$260,220$259,711$259,711$271,432$271,432
Use Of Money & Property$1,708,439$2,475,263$2,925,263$3,216,515$3,102,710
Intergovernmental$9,352,863$5,824,589$17,943,858$5,700,788$3,551,639
Charges For Services$14,185,766$15,175,115$16,169,020$15,161,652$15,433,863
Other Revenue$26,629,024$13,744,948$20,071,117$8,767,087$6,345,114
TOTAL GOVERNMENTAL FUNDS$126,308,936$109,562,950$130,939,487$107,639,753$104,591,998
Use Of Money & Property$170,566$125,058$125,058$169,999$166,238
Charges For Services$5,656,447$5,606,464$5,566,080$4,720,682$4,182,846
Other Revenue$661,466$790,020$790,020$799,660$897,600
TOTAL INTERNAL SVC/DEBT SVC FUNDS$6,488,480$6,521,542$6,481,158$5,690,341$5,246,684
Grand Total (1)$132,797,415$116,084,492$137,420,645$113,330,094$109,838,682
INTERNAL SERVICE/DEBT SERVICE FUNDS
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-7
Overview of Revenues
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-8
Overview of Expenditures
Figure 2| FY 2018-19 AND 2019-20 EXPENDITURES, GOVERNMENTAL AND PROPRIETARY FUNDS
(1) Excludes Developer Built and outside funding sources
(2) Excludes Fiduciary Funds and Transfers Out
(3) Excludes depreciation expenditures & Transfers Out
Actual
2016-17
Adopted
2017-18
A mended
2017-18
Budget
2018-19
Forecast
2019-20
OPERATING BUDGET (Governmental Funds)
Salaries & Wages$10,486,447$12,640,233$12,561,233$12,641,588$13,106,560
Benefits$5,459,886$6,411,369$6,491,369$5,987,912$6,389,937
Services & Supplies$2,129,992$3,430,056$3,410,837$3,221,828$3,202,754
Internal Service Fund Charges$3,102,780$3,154,998$3,154,998$3,100,263$3,093,487
Utilities$2,392,188$3,385,527$3,385,527$3,664,771$3,249,352
Contracted Services$47,328,795$52,181,833$54,767,106$55,615,907$56,969,775
Loans$100,000$421,299$50,000$50,000
Capital Outlay$6,404,817$525,927$700,582$235,035$231,936
Other$2,721$460,000$1,437,955$210,000$210,000
Principal & Interest Payments$100,000$1,463,011$1,463,011$1,362,511$1,362,511
Impact Fee Obligations$454,120$400,000$484,076$620,000$560,000
TOTAL OPERATING EXPENDITURES$77,861,746$84,152,954$88,277,992$86,709,815$88,426,312
CAPITAL IMPROVEMENT PROGRAM
General Improvements$1,922,766$20,574,197$3,014,100$2,250,000
Community Improvements$3,854$100,363
Parks$26,113,812$7,962,886$19,354,451$5,961,192$4,904,424
Streets$10,516,679$7,214,910$31,472,160$8,851,735$8,613,487
TOTAL CAPITAL IMPROVEMENT PROGRAM (1)$38,557,111$15,177,796$71,501,171$17,827,027$15,767,911
TOTAL EXPENDITURES (2)$116,418,857$99,330,750$159,779,163$104,536,842$104,194,223
INTERNAL SERVICE/DEBT SERVICE FUND
Salaries & Wages$367,892$501,980$501,980$456,771$470,450
Benefits$797,559$1,035,426$1,035,426$961,714$1,070,233
Services & Supplies$369,217$414,407$489,407$548,295$606,730
Internal Service Fund Charges$23,472$18,915$18,915$80,290$75,601
Utilities$34,873$37,600$51,400$69,750$71,843
Contracted Services$1,815,606$1,852,966$1,996,199$1,289,619$1,274,598
Capital Outlay$176,685$345,000$410,000$979,260$583,643
Capital Outlay - ISF$268,546$1,200,000$1,431,855$2,500,000
Principal & Interest Payments$136,867$581,882$581,882$510,936
TOTAL INTERNAL SERVICE/DEBT SERVICE
FUND (3)$3,990,716$5,988,176$6,517,065$4,896,635$6,653,098
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-9
Overview of Expenditures
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-10
Summary by Fund Type
Figure 3| SUMMARY BY FUND TYPE
Governmental Proprietary
FY 17-18
Beginning Balance $217,161,258 $57,128,892
Revenues/Transfers In $200,295,754 $7,231,158
Expenditures /Transfers Out $229,338,526 $6,607,971
Ending Balance $188,118,487 $57,752,080
FY 18-19
Beginning Balance $188,118,487 $57,752,080
Revenues/Transfers In $125,466,780 $6,690,341
Expenditures /Transfers Out $122,179,769 $5,684,007
Ending Balance $191,405,498 $58,758,414
FY 19-20
Beginning Balance $191,405,498 $58,758,414
Revenues/Transfers In $120,359,909 $6,246,684
Expenditures /Transfers Out $120,537,133 $7,078,098
Ending Balance $191,228,274 $57,927,000
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-11
Overview of Fund Balances
Figure 4| OVERVIEW OF FUND BALANCES FISCAL YEAR 2017-18 AMENDED BUDGET
(1)Beginning Fund Balance includes $15,032,783 in outstanding loans.
(2)Beginning Fund Balance includes $50,245,614 as Net Investment in Capital Assets.
(3)Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $455,999.49 for FY 2017-18, 396,727.75 for FY 2018-19. Expenditures
shown in the summary includes both principal and interest payments.
(4)Excludes Fiduciary Funds
Title
Beg. Fund
BalanceRevenueTransfer InExpendituresTransfer Out
End. Fund
Balance
General Fund $122,415,661 $86,080,047$155,861$77,051,674$9,571,617 $122,028,279
State Seizure/Special Activity Fund $97,325 $1,196$50,847 $47,673
Vehicle Abatement $367,902 $34,220$822 $401,300
SLES/COPS Fund - CA $55,075 $100,310$100,000 $55,385
Traffic Safety $347,295 $150,637$244,193$45,573 $208,166
Federal Asset Seizure Fund $34,875 $34,875
EMS Special Revenue $94,121 $249,387$337,768 $5,740
Enforcement Grants $5,760 $20$2,500 $3,280
State Gas Tax $3,674,298 $1,293,678$620,302$2,771,228 $1,576,446
Measure B Sales Tax-Local Streets $455,919 $442,000$863,770 $34,149
Measure B Sales Tax-Bike & Ped $386,344 $170,000$17,961$518,110 $20,273
TFAC/Transportation for Clean Air ($19,752)$146,352$126,600
ACTC - Vehicle Registration Fee $207,515 $253,134$173,265$142,956 $144,428
Measure BB Sales Tax - Local Streets Fund (ACTC)$648,755 $400,200$1,023,600 $25,355
Measure BB Sales Tax - Bike & Pedestrian Fund (ACTC)$106,354 $140,624$145,780 $101,198
Measure B Grants ($180,834)$1,300,644$1,119,810 ($0)
Measure BB Grants ($1,367,617)$13,818,350$13,731,218 ($1,280,485)
Road Maint & Rehab Account (RMRA)$330,716$330,716
Measure D $424,298 $135,948$184,513$80,000 $295,733
Garbage Service Fund $190,939 $4,073,668$4,076,862 $187,745
Local Recycling Programs $96,035 $32,715$32,821 $95,929
Storm Water Management $244,068 $3,975$10,000 $238,043
Box Culvert $367,503 $3,662 $371,165
Street Light District Funds $851,761 $595,065$404,699$388,930 $653,198
Landscape District Funds $996,811 $626,911$567,021 $1,056,700
CFD 2017-1$7,194$4,123 $3,071
Public Art Fund $4,094,609 $21,316$157,645$1,106,614 $2,851,666
Cable TV Facilities $488,645 $183,527$42,150$535,157 $94,865
Affordable Housing Fund (1)$27,193,328 $638,699$925,518 $26,906,509
Noise Mitigation Fund $10,169 $3,128 $13,297
Community Development Block Grant$100,334$100,334
HCD Housing Related Park Grant ($53,499)$232,075$178,576
Capital Improvement Project Funds$2,408,320$69,092,849$71,501,169
Public Facility Fees $16,054,705 $9,737,516$107,557$1,363,726$14,489,264 $10,046,788
Fire Impact Fees $81,679 $160,000$92,181 $149,498
Traffic Impact Fees $25,192,277 $4,040,778$1,682,194$5,980,271 $21,570,589
Dublin Crossing Fund $13,598,936 $3,023,141$16,409,571 $212,507
ISF - Vehicles (2)$4,604,241 $546,241$1,431,855 $3,718,627
ISF - Facilities (2)$49,946,147 $361,053$750,000$100,000$304,750 $50,652,450
ISF - Equipment (2)$5,233,614 $974,074$252,000$5,426 $5,950,263
ISF - IT Fund $2,191,158 $1,422,119$1,716,020$156,858 $1,740,399
ISF - Retiree Health $25,233 $2,436,174$2,435,307 $26,100
ISF - PERS Side Fund Payoff ($159,616)$159,616
Energy Efficiency Capital Lease (3)($4,711,885)$581,881$581,882$79,872 ($4,335,758)
GRAND TOTAL (4)$274,290,151$137,420,645$70,106,267$166,296,229$70,106,267$245,870,567
FY 2017-18 Amended
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-12
Overview of Fund Balances Fiscal Year 2018-19
Figure 5| OVERVIEW OF FUND BALANCES FISCAL YEAR 2018-19
(1)Beginning Fund Balance includes $15,032,783 in outstanding loans.
(2 Beginning Fund Balance includes $50,245,614 as Net Investment in Capital Assets
(3)Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $455,999.49 for FY 2017-18, 396,727.75 for FY 2018-19. Expenditures shown
in the summary includes both principal and interest payments.
(4)Excludes Fiduciary Funds
Title
Beg. Fund
BalanceRevenueTransfer InExpendituresTransfer Out
End. Fund
Balance
General Fund $122,028,279 $86,478,886$76,712,008$6,243,000 $125,552,156
State Seizure/Special Activity Fund $47,673 $644 $48,317
Vehicle Abatement $401,300 $39,647 $440,947
SLES/COPS Fund - CA $55,385 $100,410$150,000 $5,795
Traffic Safety $208,166 $162,420$217,842 $152,744
EMS Special Revenue $5,740 $192,503$198,005 $238
Enforcement Grants $3,280 $25,044$25,000 $3,324
State Gas Tax $1,576,446 $1,531,590$601,210$1,175,180 $1,331,646
Federal Transportation Grant$661,000 $661,000
Transportation Development Act$210,000$210,000
Measure B Sales Tax-Local Streets $34,149 $500,529$490,000 $44,678
Measure B Sales Tax-Bike & Ped $20,273 $170,139$17,961$172,000 $451
ACTC - Vehicle Registration Fee $144,428 $251,972$176,660$70,000 $149,740
Measure BB Sales Tax - Local Streets Fund (ACTC)$25,355 $450,342$450,000 $25,697
Measure BB Sales Tax - Bike & Pedestrian Fund (ACTC)$101,198 $141,299$150,000 $92,497
Measure BB Grants ($1,280,485)$1,294,000$213,515 ($200,000)
Road Maint & Rehab Account (RMRA)$991,764$900,000 $91,764
Measure D $295,733 $183,456$214,400$45,000 $219,789
Garbage Service Fund $187,745 $4,537,497$4,549,943 $175,299
Local Recycling Programs $95,929 $192,522$32,100$170,000 $86,351
Storm Water Management $238,043 $3,133$12,000 $229,176
Box Culvert $371,165 $5,011 $376,176
Small Business Assistance$100,000$100,000
Street Light District Funds $653,198 $643,423$412,736$337,090 $546,795
Landscape District Funds $1,056,700 $640,473$549,563 $1,147,610
CFD 2017-1 $3,071 $26,012$23,476 $5,607
Public Art Fund $2,851,666 $37,604$49,500$79,990 $2,759,780
Cable TV Facilities $94,865 $184,799$106,192 $173,472
Affordable Housing Fund (1)$26,906,509 $405,664$492,326 $26,819,846
Noise Mitigation Fund $13,297 $1,878 $15,175
Community Development Block Grant$86,381$86,381
Capital Improvement Project Funds$17,827,027$17,827,027
Public Facility Fees $10,046,788 $3,960,397$1,362,511$3,881,202 $8,763,472
Fire Impact Fees $149,498 $127,317$100,000 $176,815
Traffic Impact Fees $21,570,589 $2,192,378$520,000$3,055,950 $20,187,017
Dublin Crossing Fund $212,507 $1,109,619 $1,322,126
ISF - Vehicles (2)$3,718,627 $526,446$135,000 $4,110,073
ISF - Facilities (2)$50,652,450 $308,590$1,000,000$65,000$664,100 $51,231,940
ISF - Equipment (2)$5,950,263 $1,005,701$828,131$270,000 $5,857,833
ISF - IT Fund $1,740,399 $1,509,463$1,530,268$250,000 $1,469,594
ISF - Retiree Health $26,100 $1,829,205$1,827,300 $28,005
Energy Efficiency Capital Lease (3)($4,335,758)$510,936$510,936 ($3,939,030)
GRAND TOTAL (4)$245,870,567$113,330,094$18,827,027$109,433,476$18,827,027$250,163,912
FY 2018-19 Budget
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-13
Overview of Projected Fund Balances Fiscal Year 2019-20
Figure 6| OVERVIEW OF PROJECTED FUND BALANCES FISCAL YEAR 2019-20
(1)Beginning Fund Balance includes $15,032,783 in outstanding loans.
(2)Beginning Fund Balance includes $50,245,614 as Net Investment in Capital Assets
(3)Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $455,999.49 for FY 2017-18, 396,727.75 for FY 2018-19. Expenditures
shown in the summary includes both principal and interest payments.
(4)Excludes Fiduciary Funds
Title
Beg. Fund
BalanceRevenueTransfer InExpendituresTransfer Out
End. Fund
Balance
General Fund $125,552,156 $87,423,190$78,350,240$2,953,000 $131,672,106
State Seizure/Special Activity Fund $48,317 $644 $48,961
Vehicle Abatement $440,947 $40,106 $481,053
SLES/COPS Fund - CA $5,795 $100,073$100,000 $5,868
Traffic Safety $152,744 $161,588$225,342 $88,990
EMS Special Revenue $238 $200,089$199,535 $792
Enforcement Grants $3,324 $44 $3,368
State Gas Tax $1,331,646 $1,529,392$621,389$952,000 $1,287,649
Federal Transportation Grant $661,000 $661,000
Measure B Sales Tax-Local Streets $44,678 $500,354$535,817 $9,215
Measure B Sales Tax-Bike & Ped $451 $170,875$17,961$23,000 $130,365
ACTC - Vehicle Registration Fee $149,740 $251,819$205,986$70,000 $125,573
Measure BB Sales Tax - Local Streets Fund (ACTC)$25,697 $451,355$300,000 $177,052
Measure BB Sales Tax - Bike & Pedestrian Fund (ACTC)$92,497 $142,041$20,000 $214,538
Measure BB Grants ($200,000)$200,000 ($0)
Road Maint & Rehab Account (RMRA)$91,764 $997,902$300,000 $789,666
Measure D $219,789 $183,042$162,050 $240,781
Garbage Service Fund $175,299 $4,762,205$4,777,232 $160,272
Local Recycling Programs $86,351 $32,242$32,100 $86,493
Storm Water Management $229,176 $2,970$12,000 $220,146
Box Culvert $376,176 $5,011 $381,187
Small Business Assistance$100,000$100,000
Street Light District Funds $546,795 $653,280$433,167$37,090 $729,818
Landscape District Funds $1,147,610 $650,426$556,997 $1,241,039
CFD 2017-1 $5,607 $39,448$24,624 $20,431
Public Art Fund $2,759,780 $33,650$53,500$329,520 $2,410,410
Cable TV Facilities $173,472 $186,266$42,442 $317,297
Affordable Housing Fund (1)$26,819,846 $184,570$502,855 $26,501,561
Noise Mitigation Fund $15,175 $1,796 $16,971
Community Development Block Grant$86,381$86,381 $0
Capital Improvement Project Funds$15,767,911$15,767,911
Public Facility Fees $8,763,472 $3,162,999$1,362,511$4,574,904 $5,989,056
Fire Impact Fees $176,815 $66,513$60,000 $183,328
Traffic Impact Fees $20,187,017 $1,188,608$500,000$5,586,580 $15,289,045
Dublin Crossing Fund $1,322,126 $1,083,119 $2,405,245
ISF - Vehicles (2)$4,110,073 $550,532$2,670,000 $1,990,605
ISF - Facilities (2)$51,231,940 $299,793$1,000,000$50,000 $52,481,733
ISF - Equipment (2)$5,857,833 $898,783$409,918$425,000 $5,921,698
ISF - IT Fund $1,469,594 $1,585,865$1,613,352 $1,442,106
ISF - Retiree Health $28,005 $1,911,711$1,909,828 $29,888
Energy Efficiency Capital Lease (3)($3,939,030)($3,939,030)
GRAND TOTAL (4)$250,163,912$109,838,682$16,767,911$110,847,321$16,767,911$249,155,273
FY 2019-20 Forecast
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-14
Funds and Department Relationship Matrix
This table illustrates departmental oversight of City funds. The Office of the City Manager and the Administrative
Service Department are not listed, as they provide oversight and assistance in managing all funds.
Fund Name
City
Attorney
Comm.
Dev. Fire Police
Parks &
Comm.
Services
Public
Works
Non-
Dept.
GOVERNMENTAL FUNDS - MAJOR FUNDS
General Fund X X X X X X X
Affordable Housing Fund X X
Capital Improvement Project Funds X X
Public Facility Fees X
Traffic Impact Fees X X
GOVERNMENTAL FUNDS - NON-MAJOR FUNDS
ACTC - Vehicle Registration Fee X
Measure B Sales Tax-Bike & Ped X
Measure B Sales Tax-Local Streets X
Measure B Grant X
Measure BB Grant X
HCD Housing Related Park Grant X X
Box Culvert X
Cable TV Facilities X
Community Development Block Grant X X
Community Facilities District X
Congestion Management Agency X
Dublin Crossing Comm. Dev. Fee X
East Bay Regional Park District X
EMS Special Revenue X
Energy Efficiency Capital Lease X
Federal Asset Seizure Fund X
Garbage Service Fund X
Highway Safety Traffic Reduct. Bond X
Landscape District Funds X
Local Recycling Programs X
Measure D X
Noise Mitigation Fund X
Parks Replacement Fund X
Public Art Fund X
Summaries City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page D-15
Fund Name
City
Attorney
Comm.
Dev. Fire Police
Parks &
Comm.
Services
Public
Works
Non-
Dept.
Federal Transportation Grant X
Road Maintenance and Rehabilitation
Account X
SLES/COPS Fund - CA X
Small Business Fund X
State Gas Tax X
State Seizure/Special Activity Fund X
Storm Water Management X
Street Light District Funds X
Traffic Safety X
Transportation Development Act X
Vehicle Abatement X
PROPRIETARY FUNDS
ISF – Facilities Replacement X X X
ISF – Equipment Replacement X
ISF - Non-Safety Vehicles X
ISF - PERS Side Fund Payoff X
ISF - Retiree Health X
ISF – Energy Efficiency X
ISF – Vehicle Replacement X X X
ISF – Information Services X
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General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-1
City of Dublin
GENERAL FUND SUMMARY
General Fund Operating Summary
General Fund Operating Summary
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
% Change
from Prior
Amended
Forecast
2019-20
%
Change
from Prior
REVENUES BY CATEGORY
Property Tax36,964,785 37,971,147 39,201,147 40,130,167 5.7%42,407,594 5.7%
Sales Tax20,001,379 20,296,801 20,296,801 20,129,696 -0.8%19,897,290 -1.2%
Development Revenue12,350,738 9,798,859 10,720,764 8,286,433 -15.4%7,482,408 -9.7%
Other Taxes6,834,545 5,947,000 6,197,000 6,573,100 10.5%6,657,600 1.3%
Licenses & Permits318,981 309,096 309,096 272,013 -12.0%273,147 0.4%
Fines & Penalties94,205 111,432 111,432 111,432 0.0%111,432 0.0%
Interest Earnings1,286,942 876,000 1,326,000 1,328,987 51.7%1,335,015 0.5%
Rentals and Leases1,119,167 1,081,672 1,081,672 1,147,218 6.1%1,153,595 0.6%
Intergovernmental258,508 198,618 198,618 234,919 18.3%234,919 0.0%
Charges for Services5,274,939 6,092,717 6,164,717 6,787,894 11.4%6,835,180 0.7%
Community Benefit Payments699,000 200,000 200,000 641,000 220.5%200,000 -68.8%
Other Revenue910,561 259,235 272,800 836,026 222.5%835,010 -0.1%
Subtotal Revenues86,113,750$ 83,142,577$ 86,080,047$ 86,478,886$ 4.0%87,423,190$ 1.1%
Unrealized Gains/Losses(2,161,541) -
Transfers In155,861
TOTAL REVENUES83,952,209$ 83,142,577$ 86,235,908$ 86,478,886$ 4.0%87,423,190$ 1.1%
EXPENDITURES BY CATEGORY
Salaries & Wages10,387,331 12,422,136 12,422,136 12,453,620 0.3%12,912,663 3.7%
Benefits5,409,898 6,298,523 6,378,523 5,924,100 -5.9%6,321,518 6.7%
Services & Supplies2,077,805 3,252,530 3,108,096 3,012,494 -7.4%3,028,168 0.5%
Internal Service Fund Charges3,040,296 3,049,881 3,049,881 2,985,002 -2.1%2,977,334 -0.3%
Utilities1,793,538 2,830,310 2,830,310 3,090,053 9.2%2,660,142 -13.9%
Total Contracted Services *42,600,146 46,004,428 47,361,055 48,872,970 6.2%50,088,034 2.5%
Capital Outlay935,960 469,112 488,499 163,770 -65.1%152,381 -7.0%
Contingency2,721 460,000 172,955 210,000 -54.3%210,000 0.0%
Subtotal Expenditures66,247,696$ 74,786,920$ 75,811,456$ 76,712,008$ 2.6%78,350,240$ 2.1%
Carryovers from Prior Year1,240,217
Contribution to OPEB/PERS
TOTAL EXPENDITURES66,247,696$ 74,786,920$ 77,051,674$ 76,712,008$ 2.6%78,350,240$ 2.1%
OPERATING IMPACT17,704,513$ 8,355,657$ 9,184,234$ 9,766,877$ 9,072,950$
One Time Adjustment for Accruals1,069,536
Transfers Out (5,542,414) (2,440,629) (9,571,617) (6,243,000) (2,953,000)
IMPACT ON TOTAL RESERVES13,231,635$ 5,915,028$ (387,383)$ 3,523,877$ 6,119,950$
TOTAL RESERVES122,415,661$ 122,028,279$ 125,552,156$ 131,672,106$
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-2
General Fund Reserves Summary
Specific changes to all reserves are shown on the following page.
Highlights of Reserve Changes
The Fund Balance and Reserves Policy is included in the Appendix to this document. The policy was last updated
in June 2015. The following are projected uses of reserves in the current year and in the Proposed Budget:
CIP Projects Funded by Reserves
Actual
2016-17
Amended
2017-18
Budget
2018-19
Forecast
2019-20
HVAC Replacement - Civic Center (NEW) $2,000,000
Maintenance Yard $139,069 $76,033
Civic Center Modification $5,027 $22,746
Shannon Center Parking Lot Improvements $19,730 $1,042,680
Dublin Heritage Cemetery - Phase 2 $1,475,072
Amador Plaza Rd Bicycle & Pedestrian
Improvements $155,861 $0
Fallon Sports Park - Phase 2 $1,800,000 $99,495
Storm Drain Trash Capture $67,931 $722,198 $1,000,000
Total CIPs Funded by Reserves $5,187,618 $3,438,228 $3,000,000 $0
Specific changes to all reserves are shown on the following page. The changes in Fiscal Year 2017-18 are estimates
at this point in time, based on the Amended Budget. The City Council will designate year-end reserves at the
meeting of June 19, 2018.
Reserve Balances
Actual
2015-16
Actual
2016-17
Amended
2017-18
Proposed
2018-19
% Change
from Prior
Amended
Projected
2019-20
% Change
from Prior
Year
RESERVE BALANCES
Non Spendable$669,880$198,875$39,262$39,2620.0%$39,2620.0%
Restricted $639,000$1,762,000$1,762,000$1,762,0000.0%$1,762,0000.0%
Committed$38,928,756$36,213,716$34,131,832$33,409,634-2.1%$33,409,6340.0%
Assigned$39,078,695$50,126,808$53,026,808$51,026,808-3.8%$51,026,8080.0%
Unassigned/Cash Flow*$29,867,695$34,114,263$33,068,377$39,314,45218.9%$45,434,40215.6%
TOTAL RESERVES$109,184,026$122,415,661$122,028,279$125,552,15613.0%$131,672,10615.6%
* FY 18-19 Cash Flow Reserve at 6 months of FY 19-20 operating budget projection.
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-3
General Fund Reserve Details
RESERVE BALANCES
Actual
2016-17
Projected
2017-18
Increase
2018-19
Decrease
2018-19
NET
CHANGE
Projected
2018-19
Increase
2019-20
Decrease
2019-20
NET
CHANGE
Projected
2019-20
Non-Spendable198,875$ 39,262$ -$ -$ -$ 39,262$ -$ -$ -$ 39,262$
Prepaid Expenses 39,262 39,262 - 39,262 - 39,262
Advance to Public Facility Fees - - - - - -
Advance to PERS Side Fund 159,613 - - - - - - -
Restricted1,762,000$ 1,762,000$ -$ -$ -$ 1,762,000$ -$ -$ -$ 1,762,000$
Heritage Park Maintenance 750,000 750,000 - 750,000 - 750,000
Cemetery Endowment 60,000 60,000 - 60,000 - 60,000
Developer Contr - Downtown 873,000 873,000 - 873,000 - 873,000
Developer Contr - Nature Pk 60,000 60,000 - 60,000 - 60,000
Developer Contr - Heritage Pk 19,000 19,000 - 19,000 - 19,000
Committed36,213,716$ 34,131,832$ 277,802$ (1,000,000)$ (722,198)$ 116,235$ -$ -$ -$ 277,802$
Economic Stability 8,000,000 8,000,000 - 8,000,000 - 8,000,000
Public Safety Reserve 1,600,000 1,600,000 - 1,600,000 - 1,600,000
Downtown Public Impr 452,170 911,817 - 911,817 - 911,817
Economic Development 2,000,000 2,000,000 - 2,000,000 - 2,000,000
Emergency Communications 741,000 741,000 - 741,000 - 741,000
Fire Svcs OPEB 3,334,672 3,334,672 - 3,334,672 - 3,334,672
Innovations & New Opport 1,813,408 1,813,408 - 1,813,408 - 1,813,408
One-Time Initiative 1,341,408 1,341,408 - 1,341,408 - 1,341,408
Specific Committed Reserves - -
Maintenance Facility 76,033 - - - - -
Cemetery Expansion 5,272,210 3,797,138 - 3,797,138 - 3,797,138
Fallon Sports Park 200,000 200,000 - 200,000 - 200,000
Civic Ctr Expansion 22,746 - - - - -
Storm Drain Trash Capture 722,198 722,197.870 277,802 (1,000,000) (722,198) - - -
Shannon Center Parking Lot 967,680 - - - - -
Utility Undergrounding 1,170,190 1,170,190 - 1,170,190 - 1,170,190
Advance to Public Facility Fee 6,000,000 6,000,000 - 6,000,000 - 6,000,000
Dublin Sports Ground 2,500,000 2,500,000 - 2,500,000 - 2,500,000
Assigned50,126,808$ 53,026,808$ -$ (2,000,000)$ (2,000,000)$ 900,000$ -$ -$ -$ -$
Accrued Leave 998,235 998,235 - 998,235 - 998,235
Operating Carryovers 1,240,217 1,240,217 - 1,240,217 - 1,240,217
CIP Carryovers 1,739,331 1,739,331 - 1,739,331 - 1,739,331
Non-Streets CIP Commitments 3,879,516 3,879,516 - 3,879,516 - 3,879,516
Catastrophic Loss 13,918,531 16,468,531 - - 16,468,531 - 16,468,531
Service Continuity 3,150,000 3,150,000 - 3,150,000 - 3,150,000
Pension Rate Stabilization Plan 2,000,000 2,000,000 - 2,000,000 - 2,000,000
Chevron Debt Payoff 5,238,622 5,238,622 - 5,238,622 - 5,238,622
Pension & OPEB 10,614,353 10,614,353 - 10,614,353 - 10,614,353
Fiscally Responsible Adj 325,000 325,000 - 325,000 - 325,000
Municipal Regional Permit 1,870,030 1,870,030 - 1,870,030 - 1,870,030
HVAC Replacement 2,000,000 2,000,000 (2,000,000) (2,000,000) - - -
Relocate Parks Dept 250,000 250,000 - 250,000 - 250,000
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-4
General Fund Reserve Details
RESERVE BALANCES
Actual
2016-17
Projected
2017-18
Increase
2018-19
Decrease
2018-19
NET
CHANGE
Projected
2018-19
Increase
2019-20
Decrease
2019-20
NET
CHANGE
Projected
2019-20
Specific Assigned Reserves - -
Civic Ctr Renovation-Police 1,962,100 1,962,100 - 1,962,100 - 1,962,100
Façade Improvement Grants 250,000 250,000 - 250,000 - 250,000
Contribution to ISF 500,000 750,000 - 750,000 - 750,000
Fire Equipment Replacement 190,873 290,873 - 290,873 - 290,873
Unassigned34,114,263$ 33,068,377$ 3,000,000$ 3,246,075$ 6,246,075$ 39,314,452$ -$ 6,119,950$ 6,119,950$ 45,434,402$
Unassigned-Unrealized Gains (3,860,531) (3,860,531) (3,860,531) (3,860,531)
Unassigned (Available)37,974,794 36,928,908 43,174,983 49,294,933
TOTAL RESERVES122,415,661$ 122,028,279$ 3,277,802$ 246,075$ 3,523,877$ 125,552,156$ -$ 6,119,950$ 6,119,950$ 131,672,106$
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-5
General Fund Revenue Assumptions
While Property Tax is expected to grow in both years, Sales Tax is slightly decreasing, and Development
Revenues are projected to decline throughout the Forecast. While the majority of expenditure categories have
been reduced in the budget proposal, contracted services costs, for both public safety and maintenance, are
increasing.
Dublin’s two largest ongoing revenue sources in the General Fund, Property Taxes and Sales Tax, account for
69.7% of total revenues in Fiscal Year 2018-19.
Revenue Percentages, Fiscal Year 2018-19
The following are the key assumptions used to construct the General Fund operating budget in Fiscal Years
2018-19 and 2019-20, and the variances from year to year (the two variance numbers represent the change in
Fiscal Year 2018-19 from the Fiscal Year 2017-18 Amended Budget; and the change in Fiscal Year 2019-20 from
the Fiscal Year 2018-19 Proposed Budget). Descriptions are provided for categories with variances of $150,000
or more.
Property Tax
46%
Sales Tax
23%
Development
Revenue
10%
Other Taxes
8%
Licenses & Permits
0%
Fines & Penalties
0%
Interest
Earnings
2%
Rentals and
Leases
1%Intergov
0%
Charges for
Services
8%
Comm Benefit
Payments
1%Other Revenue
1%
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-6
Property Tax: +$2.2 million / +$2.3 million
The City has benefited from the continued rise in home prices in the Bay Area, as Dublin saw double-digit
median home price increases in each of the past three years. The increased home values have also led to the City
being able to recapture a majority of the Proposition 8 value that lowered assessed values during the recession.
Assumptions
Total Property Tax revenue is projected to grow $2.2 million (5.7%) in FY 2018-19 and $2.3 million
(5.7%) in FY 2019-20.
Budgeted delinquency rate of 1%.
Prop 8 recapture: growth based on projected growth in median sale price, for single family residential
homes.
Sales Tax: -$167,105 / -$232,406
From Fiscal Year 2013-14 to Fiscal Year 2015-16, overall sales tax grew an average of 6.5% annually. Beginning
in Fiscal Year 2016-17, the growth rate began to flatten, particularly in the Autos & Transportation sector, which
makes up approximately 30% of total sales tax revenue. In the most recent two sales quarters, while the Building
and Construction, Fuel and Service Stations, and Restaurants and Hotels sectors have shown growth, auto sales
have begun to decline. Accordingly, Staff has incorporated a “recessionary blip” into the two-year budget
proposal, with modest growth beginning again in Fiscal Year 2020-21.
Assumptions
Auto sales tax was virtually flat in FY 2016-17 (year over year), after three years of average 7.8% growth.
In the second and third quarters of FY 2017-18, quarter-over-quarter auto sales tax is down an average
of 7.6%.
Total Sales Tax revenue is projected to decrease $167,000 (0.8%) in FY 2018-19 and $232,000 (1.2%) in
FY 2019-20.
Other Taxes: +$626,100 / +$84,500
Other Taxes include Property Transfer Taxes, Transient Occupancy Taxes and multiple Franchise Taxes
(electric, gas, garbage, cable). The Proposed Budget projects an increase of $250,000 in Property Transfer Tax
and $376,100 in overall franchise taxes in Fiscal Year 2018-19. All components were held relatively flat in the
second year.
Development Revenue: -$1,512,426 / -$804.025
Development revenues include revenues from permits (primarily building permits), and from planning and
engineering services provided by the City that are ultimately covered by developer deposit accounts. The updated
projections include anticipated activity in existing projects and do not presume any new development during the
10-year period. Accelerated activity in the current year translates to decreases beginning in Fiscal Year 2018-19.
As the City Council is aware, development projects progress through various stages and the receipt of revenues
and corresponding service (i.e., City cost) do not happen simultaneously. Plan check costs are typically incurred
approximately 12 months after revenue has been received, meaning that as development decreases, the associated
decrease in costs will lag. In anticipation of this, the City has maintained a reserve (currently at $3.2 million) to
cover costs during that lag.
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-7
Assumptions
Development revenues are projected to decrease $2.4 million (15.4%) in FY 2018-19 from the FY 2017-
18 Amended Budget.
FY 2019-20 revenues are projected to decrease an additional $804,000 (9.7%).
Interest Income: +$452,987 / + $6,028
The Proposed Budget for interest income is adjusted for actual earnings in the current year, remaining flat in the
second year.
Charges for Services (excluding development services): +$695,177 / +$47,285
Charges for services include revenue primarily from Parks and Community Services programs, as well as Waste
Management Administrative Fees, collected from the City’s contracted garbage and waste collector (Amador
Valley Industries), and Santa Rita revenue, whereby the County reimburses the City for costs incurred when
responding to non-emergency calls at the Santa Rita Jail.
Assumptions
Recreation program revenues are projected to increase $449,278 (10.4%) in FY 2018-19 and remain
relatively flat in FY 2019-20. The inclusion of concession revenue at The Wave added $229,564 beginning
FY 2018-19.
Community Benefit Payments: +$441,000 / -$441,000
These revenues are not counted on in advance for ongoing purposes, but are included in the budget when they
are known, or added to the amended budget throughout the year. Large payments anticipated for specific projects
are called out separately in the General Fund summary, and are segregated into Committed Reserves. In Fiscal
Year 2018-19 the City expects a Community Benefit Payment of $441,000 from the Avesta project in the
Downtown. That budget is removed in Fiscal Year 2019-20.
Two-Year Revenues by Category
$- $5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000 $30,000,000
$35,000,000
$40,000,000
$45,000,000
Proposed
2018-19
Projected
2019-20
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-8
General Fund Expenditure Assumptions
The City's ongoing operating expenditures and long-term financial liabilities continue to grow, and as previously
mentioned are projected to eventually outpace the City's ongoing revenue growth in Fiscal Year 2024-25, absent
any significant additional revenues or significant cost cutting measures. The Proposed Budget reflects an increase
in total operating expenditures of $1.9 million in Fiscal Year 2018-19 and $1.6 million in Fiscal Year 2019-20.
The chart below presents the composition of operating expenditures by category for Fiscal Year 2018-19, and is
followed by a discussion of the assumptions used in preparing the budget.
Expenditure Percentages, Fiscal Year 2018-19
The following are the key assumptions used to construct the General Fund operating budget in Fiscal Years
2018-19 and 2019-20, and the variances from year to year (the two variance numbers represent the change in
Fiscal Year 2018-19 from the Fiscal Year 2017-18 Amended Budget; and the change in Fiscal Year 2019-20 from
the Fiscal Year 2018-19 Proposed Budget). Descriptions are provided for categories with variances of $150,000
or more.
Salaries & Wages
16%
Benefits
8%
Services &
Supplies
4%
Internal Service Fund
Charges
4%
Utilities
4%
Contracted Services
64%
Capital Outlay
0%
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-9
Personnel Costs: -$342,939 / +$856,461
Rising personnel costs are a major area of concern for all public agencies. In recent years, the City has
implemented employee cost sharing measures to relieve a portion of the healthcare and retirement cost burden
on the City. Currently, employees are paying 100% of the employee portion of pension costs (8% of salary), and
are also contributing to the employer portion of pension costs (an additional 7%, for a total of 15% of salary).
Salaries and wages are driven by the most recent five-year employee agreement approved by the City Council in
spring 2015.
The two-year budget proposal reflects an updated position allocation plan, projected salaries, health rates, and
retirement benefits. The first-year decrease is due primarily to the net result of the elimination of 1.0 position in
the first year, and the net impact of increasing pension costs and decreasing retiree health costs, as discussed
below.
Position Changes
The Proposed Budget includes the following changes to the City’s Position Allocation beginning in Fiscal Year
2018-19 (net cost shown is first year salary and benefits). The net difference to the General Fund is a decrease
of 1.0 position, and a net savings of $87,075.
Replace 1.0 Senior Office Assistant (The Wave) with 1.0 Recreation Technician: cost neutral
Replace 1.0 Parks and Community Services Business Manager with 1.0 Special Projects Manager (Three-
Year Limited Term): cost neutral
Eliminate 1.0 Office Assistant I (Two-Year Limited Term Position): savings of $87,075
Full-Time Position Allocation Plan
2017-18 2018-19 2019-20
95.00 94.00 94.00
Benefits
While the City’s CalPERS payments increases $289,820 in Fiscal Year 2018-19, and another $275,756 in Fiscal
Year 2019-20, Staff had planned for this and had incorporated higher payments in the 10-Year Forecast last year.
The Proposed Budget also includes a lump sum contribution of $1 million annually against the ongoing pension
liability.
As was discussed in the transmittal letter, retiree health payments are decreasing significantly, due to the City’s
capping of the benefit plan for new hires (after January 1, 2016). Staff had initially projected savings of $4.0
million over 15 years, but with nearly a quarter of the City workforce turning over in the last two years, the
savings from the capped benefit are being realized earlier than anticipated. Staff now expects savings of $6.9
million over the same 15-year period. Savings in Fiscal Year 2018-19 totals $566,401.
Supplies and Services: -$240,036 / +$15,674
During the budget process, Staff were asked to scrutinize services and supplies line item budgets and make
changes in work plans in order to find operational efficiencies. The result was a reduction in nearly every supply
category across departments, in areas including office and operating supplies, advertising, repair and maintenance
of vehicles, and printing and binding.
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-10
Utilities: +$259,743 / -$429,912
The Proposed Budget includes an increase in utilities in Fiscal Year 2018-19 as the net result of brining the sewer,
electric, potable water, and recycled water costs in line with current year costs. In the second year, the projected
Chevron lease payment was removed, in anticipation of City’s payoff of the lease balance the prior year.
Contract Services: +$2.9 million / +$1.2 million
The City contracts for Public Safety (Police and Fire), maintenance, development and other miscellaneous
services. In Fiscal Years 2018-19 and 2019-20, total contracted services make up 64% of the overall General
Fund expenditure budget. Public Safety contracts costs make up approximately 42% of the total operating
budget. The details of contract increases were included in the Transmittal Letter to this document, but are also
included here for easy reference.
Police Services
Increases are proposed for the Police Services contract with Alameda County Sheriff’s Office (ACSO), as
shown in the table below. Since the Preliminary Budget presentation in March 2018, the City Manager
concluded contract negotiations, the result of which was the addition of two deputies to Dublin Police
Services beginning in Fiscal Year 2018-19, with no change to the preliminary contract amount.
Police Services Contract Changes
FY
Contract $
(All Funds)
Increase
$
Increase
%
Contract $,
General Fund
Only
Increase
$
Increase
%
2017-18 18,366,098 18,266,098
2018-19 19,302,731 936,633 5.1%19,152,731886,6334.9%
2019-20 20,310,002 1,007,2715.2%20,210,0021,057,2715.5%
The following factors are included:
Two additional deputies.
County-approved 4% COLA for sworn personnel for both years; COLA for non-sworn is 3.5% and
3.25% for the two budget years.
Fire Services
Fire Services Contract Changes
FY
Contract $
(All Funds)
Increase
$
Increase
%
Contract $,
General Fund
Only
Increase
$
Increase
%
2017-18 12,867,286 12,538,018
2018-19 13,693,401 826,115 6.4%13,204,228666,210 5.3%
2019-20 14,146,997 453,596 3.3%13,892,155687,210 5.2%
The following factors are included:
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-11
County-approved 3.0% COLA for safety personnel for both years; COLA for non-safety is 3.5% and
3.25% for the two budget years.
A one-time budget of $300,000 is included in FY 2018-19 for heart monitor replacements.
Maintenance (MCE)
MCE Contract Changes
FY
Contract $
(All Funds)
Increase
$
Increase
%
Contract $,
General Fund
Only
Increase
$
Increase
%
2017-18 5,516,931 4,829,511
2018-19 5,891,098 374,1676.8%5,158,925 329,4146.8%
2019-20 5,891,336 2380.0%5,158,925 0.0%
The following factors are included:
New park inventory: Sean Diamond Park, Fallon Sports Park Phase II, Jordan Ranch Neighborhood
Park, Clover and Sunrise Parks.
Full year of maintenance at The Wave included.
Costs held flat in FY 2019-20.
The Adopted Budget also includes a lump sum amount for additional work beyond what is included in the
contract scope. This has been historically budgeted for but not specifically called out in the contract. Staff has
asked MCE to include this in the total contract amount, at a not-to-exceed amount of $300,000, which is the
average cost of additional work over the past several years.
Furthermore, to the extent that there are available budgeted contingency funds, the MCE contract is periodically
amended during the City’s quarterly financial reviews to use additional funding for unforeseen needs.
Capital Outlay: -$305,342 / -$11,389
One-time funds for minor building improvements were removed in the Fiscal Year 2018-19 Proposed Budget.
Contingency: -$250,000 / flat
In prior years, the Public Works Department budgeted $250,000 for unforeseen maintenance projects. This
amount has been removed in the Proposed Budget, with Staff intending to propose the establishment of a
maintenance reserves in the General Fund for these purposes.
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-12
Out-of-State Travel (requires City Council approval)
Figure 7| OUT-OF-STATE TRAVEL FISCAL YEAR 2018-19
Conference Description Location Attendee(s)
International Code Council - Annual Business
Meeting and Code Hearings
Richmond VA Chief Building Official
World Water Park Association (WWA) Las Vegas, NV Recreation Supervisor
International Association of Amusement
Parks and Attractions (IAAPA)
Orlando, FL Assistant Parks & Community
Services Director
National Recreation and Parks Asso. (NRPA) Indianapolis, IN Parks & Community Services Director
ICMA Conference Baltimore, MD City Manager/Asst. City
Manager/Asst. to the City Manager,
Administrative Services Director
National League of Cities (Spring) Washington, DC Council Member
United States Conference of Mayors Washington, DC Council Member
ICSC RECon - The Global Retail Real Estate
Convention
Las Vegas, NV Assistant to the City Manager &
Management Analyst II
Institute of Transportation Engineers
Conference
Minneapolis, MN Transportation & Operation Manager
America Society of Civil Engineers
Conference
Denver, CO CIP Manager
American Society of Landscape Architects
Conference
Philadelphia, PA Parks & Facilities Development
Coordinator
IACP Conference Orlando, FL Police Captain
FBI National Academy Conference Quebec City, CanadaPolice Chief
General Fund City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page E-13
Out-of-State Travel
Figure 8| OUT-OF-STATE TRAVEL FISCAL YEAR 2019-20
Conference Description Location Attendee(s)
American Planning Association - National
Conference
Houston TX Community Development Director or
Assistant Community Development
Director
International Code Council - Annual Business
Meeting and Code Hearings
Clark County, NV Chief Building Official
World Water Park Association (WWA) TBA Recreation Supervisor & Assistant
Parks & Community Services Director
National Recreation and Parks Assoc. (NRPA)Indianapolis, IN Parks & Community Services Director
ICMA Conference Nashville, TN City Manager/Asst. City
Manager/Asst. to the City Manager,
Administrative Services Director
National League of Cities (Fall) San Antonio, TX Council Member
National League of Cities (Spring) Washington, DC Council Member
United States Conference of Mayors Washington, DC Council Member
ICSC RECon - The Global Retail Real Estate
Convention
Las Vegas, NV Assistant to the City Manager &
Management Analyst II
Institute to Transportation Engineers
Conference
Austin, TX Transportation & Operation Manager
America Society of Civil Engineers
Conference
TBA CIP Manager
IACP Conference TBA Police Captain
FBI National Academy Conference New Orleans, LA Police Chief
Blank City of Dublin Fiscal Years 2018-19 and 2019-20 Budget
This page is intentionally left blank
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-1
City of Dublin
DEPARTMENTS
City Council
Chart 2| City Council Organizational Chart
CitizensofDublin
Council
Member Vice Mayor Mayor Council
Member
Council
Member
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-2
City Council
Description:
The City Council consists of the Mayor and four City Council members elected at large by the voters of Dublin.
The City Council is responsible for enacting legislation, establishing policies, and providing guidance and
direction for actions that affect the quality of life in the City. Local elected officials also represent the City at a
variety of forums at the County, Regional, State and National levels, in order to make certain the interests of the
City of Dublin, and cities in general, are represented.
Accomplishments for 2016-17 and 2017-18:
Opened the Emerald Glen Recreation and Aquatic Complex – The Wave.
Established and concluded a Fiscal Sustainability Taskforce to assist with long-term budget solutions.
Completed the Tassajara Road Culvert Project.
Began work on the Dougherty Road Widening.
Began work on the Dublin Blvd. Widening Project near City Hall.
Initiated work on the Dublin Blvd. Extension to Livermore.
Opened the Dublin Camp Parks Military History Center.
Started construction on the new Public Safety Complex.
Adopted updates for the following fee programs: Public Facility Fee, Western Dublin Traffic Impact
Fee and Fire Facility Fee.
Continued a successful branding effort – The New American Backyard – in all City outreach and
materials.
Adopted an updated Strategic Plan and a new Vision for the City.
Objectives for Fiscal Year 2018-19 and 2019-20:
Participate in legislative outreach, in partnership with cities of Livermore, Pleasanton, San Ramon and
the Town of Danville.
Issue City of Dublin Annual Report on City Accomplishments and the City Report to share news of the
year.
Update to the City Council’s Two-Year Strategic Plan.
Complete the Dougherty Road Widening Project.
Complete the Dublin Blvd. Widening Project.
Complete construction of the City’s Public Safety Complex for Dublin Police Services.
Budget Highlights:
Funding for Dublin Pride Week Activities.
Funding for Volunteer Recognition and Inside Dublin Programs.
Funding for professional services for Strategic Plan.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-3
City Council
Figure 9| CITY COUNCIL EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $64,060$67,123$67,123 $73,880 $73,880
Benefits $79,940$107,371$107,371 $113,311 $119,518
Services & Supplies $114,638$143,355$143,355 $138,415 $138,415
Internal Service Fund Charges $61,872$40,646$40,646 $79,384 $85,219
Contracted Services $81,641$186,100$186,100 $121,000 $121,000
TOTAL EXPENDITURES $402,153 $544,595 $544,595 $525,990 $538,032
FUNDING
General Fund $402,153$544,595$544,595 $525,990 $538,032
TOTAL FUNDING $402,153 $544,595 $544,595 $525,990 $538,032
PERSONNEL ALLOCATION
Mayor 1.001.001.00 1.00 1.00
City Council Member 4.004.004.00 4.00 4.00
TOTAL POSITIONS 5.00 5.00 5.00 5.00 5.00
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-4
Office of the City Manager
Chart 3| Office of the City Manager Organizational Chart
City Manager
Office of the City
Manager
Assistant City Manager
Economic
Development Communications
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-5
Office of the City Manager
Description:
The City Manager’s Office includes personnel and functions that are integral to the professional and
administrative management of the City of Dublin. The City Manager serves as the City’s Chief Executive
Officer and oversees all day-to-day operations of the City’s operating departments, programs and services,
including public safety. The City Manager is appointed by the City Council and has the duty and responsibility
to carry out policies adopted by the City Council.
The Office of the City Manager includes other professional and administrative staff, including an Assistant
City Manager with supervisory responsibility over economic development and communications, as well as
certain departmental oversight. It also includes mid-level management staff involved in managing the City’s
contracting practices, community grants and human services efforts, among many other duties.
Accomplishments for 2016-17 and 2017-18:
Reorganized the Parks and Community Services Department to better align staff resources with the
appropriation of fiscal resources and cost recovery efforts.
Began providing staffing support to the Human Services Commission.
Developed new contracting practices that includes a new clearinghouse process in the City Manager’s
Office.
Held two sessions of the Inside Dublin Leadership Academy in order to develop a pipeline of future
leaders for appointed or elected office.
Successfully negotiated two additional deputy sheriffs without an increase to the overall contract with
the Alameda County Sheriff’s Office.
Updated the City’s Public Facilities Fee Program.
Executed a Ground Lease Agreement with Dublin Unified School District for City-owned property
for a future K-8 school within the Dublin Crossings Specific Plan.
Assisted in the relocation of a major Dublin employer, Zeiss Meditec, to vacant land owned by the
Alameda County Surplus Property Authority.
Developed a Hotel Incentive Program to encourage the development of new hotels, as well as promote
reinvestment in existing hotels.
Entered into a new partnership with the Chamber of Commerce to provide City sponsorship of key
events and Chamber services.
Promoted key opportunity sites on website, OppSites, which can be viewed by national and
international developers and businesses.
Participated in the National Manufacturing Day to highlight Dublin’s economic diversity by organizing
tours of Dublin manufacturing firms.
Held a new Business Anniversary Breakfast Reception recognizing Dublin businesses which have been
in operation for 20 years or more.
Collaborated with regional partners to hold the first Tri-Valley Commerce Con, which connects small
businesses with local resources.
In partnership with the Chamber launched the “Decorate Dublin” contest to encourage holiday
shopping as a part of the Discover Dublin social media campaign.
Expanded the City’s social media efforts to include NextDoor and a Facebook page dedicated to the
Parks and Community Services Department.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-6
Office of the City Manager
In order to increase civic engagement, added Open City Hall, an online tool to collect community
feedback, to the City’s website.
Worked with Dublin Police Services on the launch of its Twitter page.
Added Nixle, which provides text noticing to complement public safety outreach to the community.
Worked with Dublin Police Services to promote the registration of video cameras to assist in solving
crimes.
Provided crisis communications support to residents on vegetation fires in Eastern Dublin.
Continued the City’s branding efforts, which were acknowledged with several key awards, including
two statewide and one national award:
o The California Association for Local Economic Development (CALED) Award of Merit.
o The California Association for Public Information Officials (CAPIO) Award of Excellence in
Communications for Branding Campaigns.
o The City-County Communications & Marketing Association (3CMA) Savvy Award for
Branding Graphic Design.
Objectives for Fiscal Year 2018-19 and 2019-20:
Implement cost saving measures to ensure the long-term fiscal sustainability of the City’s operating
budget.
Work to establish a public-public partnership with Parks Regional Forces Training Area for ongoing
maintenance/public work’s needs.
Continue ongoing evaluation of technology to improve service delivery to the community, including in
the areas of public safety, permitting, ticketing, purchasing, rentals and licensing.
Explore operational efficiencies in delivering services with other public agencies.
Identify a site for a future special needs affordable housing project.
Enhance the City’s disaster preparedness efforts.
Strengthen the community pipeline for future leadership roles.
Continue to offer incentives to address current market conditions (Façade Improvement Program,
Hotel Reimbursement, Sales Tax Reimbursement, Sewer Capacity Assistance, Small Business
Assistance, etc.).
Facilitate roundtables with commercial and residential brokers, developers and auto dealers.
Focus efforts on key development sites, including SCS Development, Kaiser campus, Zeiss campus.
Work with Downtown property owners on updating the CC&Rs to facilitate retail transition and
redevelopment.
Work with Downtown property owners on building/site improvements.
Look for additional ways to increase sales tax revenue for the City.
Strengthen the City’s social media presence on existing platforms.
Work with Police Services on the utilization of Nixle.
Redesign and refresh the City’s website and mobile app.
Develop a more robust video presence online, via public service announcements, in coordination with
public safety.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-7
Office of the City Manager
Budget Highlights:
Transitioned Economic Development Department as a Division of the Office of the City Manager
Department.
Funding for the Inside Dublin Leadership Academy for two years.
Funding for the Façade Improvement Program to assist small businesses.
Funding for outreach materials, including the City’s Annual Report and City Report Newsletter.
Figure 10| OFFICE OF THE CITY MANAGER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $1,184,581$1,220,913$1,220,913 $1,336,994 $1,376,477
Benefits $479,759$501,830$501,830 $495,672 $535,325
Services & Supplies $117,696$191,970$187,528 $187,467 $187,567
Internal Service Fund Charges $133,272$131,754$131,754 $170,448 $172,630
Contracted Services $153,705$162,709$239,697 $263,500 $263,500
Capital Outlay $3,302$4,442 $9,500 $4,500
TOTAL EXPENDITURES $2,072,315 $2,209,176 $2,286,164 $2,463,581 $2,539,999
FUNDING
General Fund $2,072,315$2,209,176$2,286,164 $2,363,581 $2,439,999
Small Business Assistance $100,000 $100,000
TOTAL FUNDING $2,072,315 $2,209,176 $2,286,164 $2,463,581 $2,539,999
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-8
City Manager
The Office of the City Manager provides support to all areas of City operations including, supervision and
evaluation of employees; evaluation of all contract services; the enforcement of City Ordinances; recommendations
to the City Council on ordinances and policies that address the effective operation of the City; provision of advisory
recommendations to the City Council; oversight of the preparation and administration of the City’s Budget and
Capital Improvement Program; and representation on behalf of the City before intergovernmental bodies and
organizations. The department also provides support services to the City Council, Economic Development,
Communications and Human Resources.
Figure 11| CITY MANAGER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $736,234$765,534$765,534 $795,552 $818,878
Benefits $307,354$321,766$321,766 $296,431 $321,882
Services & Supplies $24,826$39,325$34,883 $40,605 $40,605
Internal Service Fund Charges $110,052$109,155$109,155 $111,522 $114,884
Contracted Services $137$5,000$5,000 $5,000 $5,000
Capital Outlay $2,113$4,442 $4,500 $4,500
TOTAL EXPENDITURES $1,180,716 $1,240,780 $1,240,780 $1,253,609 $1,305,749
FUNDING
General Fund $1,180,716$1,240,780$1,240,780 $1,253,609 $1,305,749
TOTAL FUNDING $1,180,716 $1,240,780 $1,240,780 $1,253,609 $1,305,749
PERSONNEL ALLOCATION
City Manager 1.001.001.00 1.00 1.00
Assistant City Manager 1.001.001.00 0.75 0.75
Administrative Technician 0.500.50 0.50 0.50
Assistant to the City Manager 0.340.340.34 0.25 0.25
Executive Aide 1.001.00
Management Analyst I 1.00 1.00 1.00
Office Assistant I 1.00 0.50 0.50
Senior Office Assistant 1.000.500.50 0.50 0.50
TOTAL POSITIONS 4.34 4.34 5.34 4.50 4.50
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-9
Communications
Formerly referred to as the Public Information Office, the City transitioned to the Office of Communications this
year to better reflect the work being done to engage with the community. The Communications office conducts
media relations activities as part of its public information efforts, including the issuance of City press releases and
media advisories, manages the City’s website content, produces the City Report newsletter and Annual Report, as well
social media outreach efforts and emergency alert notifications. In addition, the division supports the Parks and
Community Services Department in crafting outreach materials such the Activity Guides, Senior Newsletter, email
campaigns and supports a variety of citywide events in the form of promotion and advertising.
Figure 12| COMMUNICATIONS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $126,715$151,882$151,882 $151,985 $156,534
Benefits $36,914$44,328$44,328 $36,724 $37,826
Services & Supplies $50,028$64,340$64,340 $62,175 $62,275
Internal Service Fund Charges $31,700 $31,700
Contracted Services $33,539$50,209$127,197 $30,500 $30,500
TOTAL EXPENDITURES $247,196 $310,759 $387,747 $313,084 $318,835
FUNDING
General Fund $247,196$310,759$387,747 $313,084 $318,835
TOTAL FUNDING $247,196 $310,759 $387,747 $313,084 $318,835
PERSONNEL ALLOCATION
Assistant City Manager 0.15 0.15
Economic Dev. Director/PIO 0.200.200.20
Management Analyst I 0.80
Management Analyst II 0.800.80 1.00 1.00
TOTAL POSITIONS 1.00 1.00 1.00 1.15 1.15
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-10
Economic Development
Economic Development Division activities include economic development programs, such as targeted incentives
to attract, retain and expand business; economic reports; development of various business marketing materials;
implementation of the City’s marketing and branding plan, and execution of the Business Recognition Program.
In addition, the Division also participates in regional economic development efforts, including but not limited
to, the East Bay Economic Development Alliance, iGATE, East Bay Leadership Council, Innovation Tri-Valley
and Visit Tri-Valley. It also partners with the Alameda County Small Business Development Center and the
Dublin Chamber of Commerce on small business support, as well as continues to participate in membership
groups such as the California Association for Local Economic Development (CALED).
Figure 13| ECONOMIC DEVELOPMENT EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $321,631$303,497$303,497 $389,457 $401,065
Benefits $135,492$135,736$135,736 $162,517 $175,617
Services & Supplies $42,842$88,305$88,305 $84,687 $84,687
Internal Service Fund Charges $23,220$22,599$22,599 $27,226 $26,045
Contracted Services $120,029$107,500$107,500 $228,000 $228,000
Capital Outlay $1,188 $5,000
TOTAL EXPENDITURES $644,403 $657,637 $657,637 $896,888 $915,415
FUNDING
General Fund $644,403$657,637$657,637 $796,888 $815,415
Small Business Assistance $100,000 $100,000
TOTAL FUNDING $644,403 $657,637 $657,637 $896,888 $915,415
PERSONNEL ALLOCATION
Assistant City Manager 0.10 0.10
Assistant to the City Manager 0.50 0.50
Economic Dev. Director/PIO 0.800.800.80 1.00 1.00
Management Analyst I 0.20
Management Analyst II 1.001.201.20 0.70 0.70
Senior Office Assistant 0.500.500.50 0.50 0.50
Special Projects Manager (Limited
Term) 1.00 1.00
TOTAL POSITIONS 2.50 2.50 2.50 3.80 3.80
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-11
City Clerk’s Office
Chart 4| City Clerk Organizational Chart
City Clerk
City Clerk/RecordsElections
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-12
City Clerk’s Office
Description:
The City Clerk’s Office is comprised of two functions: City Clerk/Records and Elections. The City Clerk’s Office
is responsible for administering municipal elections, maintaining official City records and financial statements, the
preparation of minutes of City Council meetings, and coordinating Commission and Committee appointments.
Accomplishments for 2016-17 and 2017-18:
Successful administration of 2016 General Election.
Near completion of Records Retention and CIP Management.
Implementation of campaign filing software for City Council and candidates.
Objectives for Fiscal Year 2018-19 and 2019-20:
Determine feasibility of offering passport services at City Hall.
Prepare and administer 2018 General Election.
Continue Records Retention implementation.
Budget Highlights:
Funding to conduct Biennial General Municipal election.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-13
City Clerk’s Office
FIGURE 14| CITY CLERK’S OFFICE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $303,876$321,365$321,365 $307,092 $316,305
Benefits $156,344$158,625$158,625 $138,291 $149,786
Services & Supplies $8,796$12,245$12,245 $13,022 $11,522
Internal Service Fund Charges $86,040$67,434$67,434 $68,007 $70,339
Contracted Services $110,498$76,060$76,060 $228,456 $66,960
Capital Outlay $4,515
TOTAL EXPENDITURES $670,069 $635,729 $635,729 $754,868 $614,912
FUNDING
General Fund $670,069$635,729$635,729 $754,868 $614,912
TOTAL FUNDING $670,069 $635,729 $635,729 $754,868 $614,912
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-14
City Clerk/Records
The budget includes staffing costs associated with providing the primary function of the City Clerk’s Office. The
City Clerk/Records unit maintains all official records of the City of Dublin, as well as maintains Financial
Disclosure and Conflict of Interest records submitted by elected officials. The City Clerk prepares and maintains
the minutes of the City Council meetings and coordinates the City Commission and Committee appointments.
Figure 15| CITY CLERK/RECORDS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $303,876$321,365$321,365 $307,092 $316,305
Benefits $156,344$158,625$158,625 $138,291 $149,786
Services & Supplies $6,844$9,125$9,125 $8,402 $8,402
Internal Service Fund Charges $86,040$67,434$67,434 $68,007 $70,339
Contracted Services $36,562$76,060$76,060 $66,960 $66,960
Capital Outlay $4,515
TOTAL EXPENDITURES $594,181 $632,609 $632,609 $588,752 $611,792
FUNDING
General Fund $594,181$632,609$632,609 $588,752 $611,792
TOTAL FUNDING $594,181 $632,609 $632,609 $588,752 $611,792
PERSONNEL ALLOCATION
City Clerk/Records Manager 1.001.001.00 1.00 1.00
Deputy City Clerk 1.001.001.00 1.00 1.00
Office Assistant I 1.001.001.00 0.50 0.50
TOTAL POSITIONS 3.00 3.00 3.00 2.50 2.50
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-15
Elections
A General Municipal Election is held every other year, with the next election scheduled for November 2018. The
budget includes funding for printing costs for candidate binders and related documents, and elections training for
City staff.
Figure 16| ELECTIONS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $1,952$3,120$3,120 $4,620 $3,120
Contracted Services $73,936 $161,496
TOTAL EXPENDITURES $75,888 $3,120 $3,120 $166,116 $3,120
FUNDING
General Fund $75,888$3,120$3,120 $166,116 $3,120
TOTAL FUNDING $75,888 $3,120 $3,120 $166,116 $3,120
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-16
Human Resources
Chart 5| Human Resources Organizational Chart
Human Resources Director
Human Resources Insurance/Risk
Management
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-17
Human Resources
Description:
The Human Resources Office oversees such City programs as human resources (recruitment, selection, salary
and fringe benefits administration), risk management (general liability, claims management, property insurance,
workers’ compensation, and safety training), employee training and recognition programs and special projects.
Accomplishments for 2016-17 and 2017-18:
Administered City’s health and welfare benefit programs.
Administered City’s recruitment; expanded practices.
Administered City’s risk & safety program; transitioned to PLAN JPA.
Conducted workplace & safety trainings per City’s Illness Injury and Prevention Plan (IIPP).
Competed human resource audit.
Completed City property appraisal; property inspections.
Adopted Employee Political Activity Policy.
Reviewed & updated several administrative policies.
Objectives for Fiscal Year 2018-19 and 2019-20:
Administer the City’s health and welfare benefit programs.
Administer City’s recruitment efforts to attract, develop and retain top talent.
Administer City’s risk management programs & management of City’s Safety Committee.
Centralize human resources functions throughout City departments.
Complete safety inspections per City’s Injury Illness Prevention Program & Safety Plan of Action.
Ensure The Wave’s, the City’s new aquatic facility, compliance with statutory regulations.
Implement findings from human resources audit.
Review and update Human Resources Policies as statutory changes occur.
Update Civic Volunteering Policy, Procedures and Practices.
Implement organizational changes and succession planning efforts.
Provide Summer Internship Program.
Produce 2019 Risk Control Update.
Complete employee satisfaction survey in 2019.
Budget Highlights:
Funding for centralized human resources function.
Funding for summer internship programs.
Funding for automated human resources on-boarding efforts.
Funding for automated volunteer process.
Funding for employee succession planning efforts and specialized recruitment.
Funding for risk exposure & city claims.
Funding for statutory trainings.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-18
Human Resources
Figure 17| HUMAN RESOURCES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $377,211$377,744$377,744 $414,675 $426,464
Benefits $144,989$148,864$148,864 $155,399 $169,066
Services & Supplies $432,211$644,950$628,950 $612,328 $614,766
Internal Service Fund Charges $27,948$23,387$23,387 $31,499 $30,750
Contracted Services $69,478$63,198$113,612 $132,700 $101,700
Capital Outlay $4,253$10,500$10,500 $10,500 $10,500
TOTAL EXPENDITURES $1,056,091 $1,268,643 $1,303,057 $1,357,101 $1,353,246
FUNDING
General Fund $1,056,091$1,268,643$1,303,057 $1,357,101 $1,353,246
TOTAL FUNDING $1,056,091 $1,268,643 $1,303,057 $1,357,101 $1,353,246
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-19
Human Resources
The Human Resources function oversees such City programs as human resources (recruitment, selection, salary
and fringe benefits administration), risk management, workers’ compensation, best practice compliance, safety
compliance and training), employee training, disaster preparedness, employee recognition programs and special
projects.
Figure 18| HUMAN RESOURCES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $377,211$377,744$377,744 $414,675 $426,464
Benefits $144,989$148,864$148,864 $143,399 $157,066
Services & Supplies $66,759$127,500$111,500 $92,000 $92,000
Internal Service Fund Charges $27,948$23,387$23,387 $31,499 $30,750
Contracted Services $69,478$63,198$113,612 $132,700 $101,700
Capital Outlay $4,253$10,500$10,500 $10,500 $10,500
TOTAL EXPENDITURES $690,639 $751,193 $785,607 $824,773 $818,480
FUNDING
General Fund $690,639$751,193$785,607 $824,773 $818,480
TOTAL FUNDING $690,639 $751,193 $785,607 $824,773 $818,480
PERSONNEL ALLOCATION
Human Resources Director 1.001.001.00 0.75 0.75
Administrative Technician 0.500.50 1.50 1.50
Management Analyst II 1.001.001.00 1.00 1.00
Senior Office Assistant 0.50
TOTAL POSITIONS 2.50 2.50 2.50 3.25 3.25
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-20
Insurance
The Human Resources Department has functional management and oversight of the City’s General Liability
Insurance that is obtained through a pooled risk sharing arrangement entitles PLAN JPA. This pool currently
includes 28 cities in the greater Bay Area and offers coverage up to $30 million per occurrence. In addition to
General Liability coverage, the policy also includes Property, as well as Errors and Omissions coverage for the
City. The Human Resources Director serves as the City’s Risk Manager and manages the City’s Tort Claims
process in collaboration with the City Attorney’s Office.
Figure 19| INSURANCE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Benefits $12,000 $12,000
Services & Supplies $365,452$517,450$517,450 $520,328 $522,766
TOTAL EXPENDITURES $365,452 $517,450 $517,450 $532,328 $534,766
FUNDING
General Fund $365,452$517,450$517,450 $532,328 $534,766
TOTAL FUNDING $365,452 $517,450 $517,450 $532,328 $534,766
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-21
City Attorney’s Office
Chart 6| City Attorney Organizational Chart
Note: Not included in the Position Allocation Plan
City Attorney
Assistant City
Attorney
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-22
City Attorney’s Office
Description:
The City contracts with an outside firm, Meyers Nave, for legal services. In addition to having a partner specifically
designated as City Attorney for legal services, the firm has a number of practicing attorneys specializing in various
areas of municipal law who are utilized by the City on an as-needed basis. The City Attorney provides the following
services to the City Council and staff: legal opinions related to City business; drafts and reviews proposed
ordinances, resolutions, and contracts; represents the City in certain litigation; and provides legal counsel on
development review issues.
Accomplishments for 2016-17 and 2017-18:
Provided legal support for City Council initiatives.
Objectives for Fiscal Year 2018-19 and 2019-20:
Continue to provide legal support for City Council initiatives which involve new ordinances or resolutions.
Budget Highlights:
Funding for providing legal services related to City business and development review issues.
Figure 20| CITY ATTORNEY’S OFFICE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Contracted Services $794,220 $956,180 $956,180 $1,187,780 $987,780
TOTAL EXPENDITURES $794,220 $956,180 $956,180 $1,187,780 $987,780
FUNDING
General Fund $522,176 $735,000 $735,000 $966,600 $766,600
Affordable Housing Fund $11,803 $60,000 $60,000 $60,000 $60,000
Developer Deposit $260,241 $161,180 $161,180 $161,180 $161,180
TOTAL FUNDING $794,220 $956,180 $956,180 $1,187,780 $987,780
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-23
Administrative Services
Chart 7| Administrative Services Organizational Chart
Administrative Services
Director
Information Systems
Assistant Administrative
Services Director
Finance
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-24
Administrative Services
Description:
The Administrative Services Department is comprised of two divisions. The Finance Division is responsible for
budget, treasury, accounting, financial reporting and payroll. The Information Services Division is responsible
for the City’s network infrastructure, IT service delivery, and Geographic Information Systems.
Accomplishments for 2016-17 and 2017-18:
Formed the Fiscal Sustainability Task Force, held meetings and presented a report to City Council.
Engaged a consultant to work on the User Fee Schedule and sought City Council approval.
Initiated the close out of Associated Community Action Program Operations.
Received Distinguished Budget Presentation Award by Government Finance Officers Association
(GFOA).
Received Excellence in Budgeting for Operating Budget Award from California Society of Municipal
Finance Officers (CSMFO).
Continued work on the inventory of assets.
Initiated the discussion on implementing a new financial system.
Centralized the budget process.
Provided internet connectivity to the new Emerald Glen Recreation and Aquatic Complex (The Wave).
Evaluated the need and feasibility of new Asset Management System.
Implemented free Wi-Fi in the Downtown area.
Working on implementing city wide performance measures.
Objectives for Fiscal Year 2018-19 and 2019-20:
Implement city-wide performance measures.
Select and implement a new financial system.
Implement a paperless accounts payable process.
Provide a fiber infrastructure to connect to all City facilities
Discuss potential partnership opportunity with Dublin San Ramon Services District (DSRSD) for
potential overlap in services.
Implement city-wide desktop virtualization.
Initiate a discussion and implement a system to eliminate redundancies at all facilities to ensure
continued operation in the event of a disaster. Strengthen Emergency Operations Center (EOC)
connectivity, including setting up IT infrastructure at secondary EOC site.
Conduct/update a five-year IT Master Plan.
Budget Highlights:
Funding for consulting services to conduct City’s audit.
Funding for performance measures software.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-25
Administrative Services
Figure 21| ADMINISTRATIVE SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $1,212,783$1,414,497$1,414,497 $1,502,263 $1,547,164
Benefits $578,697$661,726$661,726 $580,982 $626,754
Services & Supplies $394,437$449,077$524,077 $588,415 $651,850
Internal Service Fund Charges $148,608$134,682$134,682 $164,849 $156,947
Utilities $34,873$37,600$51,400 $69,750 $71,843
Contracted Services $495,693$498,567$737,865 $638,119 $659,130
Capital Outlay $18,328$65,500$65,500 $5,700 $5,700
TOTAL EXPENDITURES $2,883,420 $3,261,649 $3,589,747 $3,550,078 $3,719,388
FUNDING
General Fund $1,641,215$1,777,662$1,873,727 $2,019,810 $2,106,035
ISF - IT $1,242,206$1,483,987$1,716,020 $1,530,268 $1,613,352
TOTAL FUNDING $2,883,420 $3,261,649 $3,589,747 $3,550,078 $3,719,388
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-26
Finance
The Finance Division performs all Finance related functions which include purchasing, accounts payable, accounts
receivable, payroll, treasury, audit, and budget. The Division is also responsible for managing the collection of
development related fees and maintaining other related City financial records.
Figure 22| FINANCE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $844,891$912,517$912,517 $1,045,492 $1,076,714
Benefits $391,801$416,320$416,320 $418,928 $454,121
Services & Supplies $25,220$36,670$36,670 $40,120 $45,120
Internal Service Fund Charges $125,136$115,767$115,767 $134,130 $128,320
Contracted Services $253,973$290,888$386,953 $376,140 $396,760
Capital Outlay $193$5,500$5,500 $5,000 $5,000
TOTAL EXPENDITURES $1,641,215 $1,777,662 $1,873,727 $2,019,810 $2,106,035
FUNDING
General Fund $1,641,215$1,777,662$1,873,727 $2,019,810 $2,106,035
TOTAL FUNDING $1,641,215 $1,777,662 $1,873,727 $2,019,810 $2,106,035
PERSONNEL ALLOCATION
Admin Services Director 0.650.650.65 0.65 0.65
Accountant 1.001.001.00 1.00 1.00
Administrative Aide 1.001.00 0.50 0.50
Administrative Technician 1.00
Asst. Admin Svcs Dir./Budget 1.001.001.00 1.00 1.00
Budget Analyst 1.00 1.00 1.00
Finance Technician I/II 2.001.001.00 1.00 1.00
Financial Analyst 1.001.001.00 0.90 0.90
Office Assistant II 0.10 0.10
Senior Accountant 1.001.001.00 1.00 1.00
Senior Finance Technician 1.001.00 1.00 1.00
TOTAL POSITIONS 7.65 7.65 8.65 8.15 8.15
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-27
Information Systems
The Information Systems Division oversees the operation and maintenance of the City’s technological systems.
Functions include support to computer systems, Geographic Information Systems, the telecommunications
system, and overall system strategy for delivering services.
Figure 23| INFORMATION SYSTEMS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $367,892$501,980$501,980 $456,771 $470,450
Benefits $186,896$245,406$245,406 $162,054 $172,633
Services & Supplies $369,217$412,407$487,407 $548,295 $606,730
Internal Service Fund Charges $23,472$18,915$18,915 $30,719 $28,626
Utilities $34,873$37,600$51,400 $69,750 $71,843
Contracted Services $241,720$207,679$350,912 $261,979 $262,370
Capital Outlay $18,136$60,000$60,000 $700 $700
TOTAL EXPENDITURES $1,242,206 $1,483,987 $1,716,020 $1,530,268 $1,613,352
FUNDING
Internal Service Fund - IT $1,242,206$1,483,987$1,716,020 $1,530,268 $1,613,352
TOTAL FUNDING $1,242,206 $1,483,987 $1,716,020 $1,530,268 $1,613,352
PERSONNEL ALLOCATION
Admin Services Director 0.350.350.35 0.35 0.35
Administrative Aide 0.50 0.50
Information Systems Manager 1.001.001.00 1.00 1.00
Information Systems Tech II 2.002.001.00 1.00 1.00
GIS Coordinator 1.001.00
Network Systems Coordinator 1.00 1.00 1.00
TOTAL POSITIONS 4.35 4.35 3.35 3.85 3.85
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-28
Non-Departmental
Chart 8| Non-Departmental Organizational Chart
Non-Departmental
Non-Departmental -
Other
Waste
Management
Community
Television
Disaster
Preparedness
Crossing Guard Animal Control
Library Services
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-29
Non-Departmental
Description:
This budget funds activities that are not allocated to a specific operating department. The following programs
are included: Non-Departmental - Other, Waste Management, Community Television, Disaster Preparedness,
Crossing Guards, Animal Control and Library Services. Waste Management covers contract services for basic
garbage collection, curbside recycling, organic waste collection and other waste related services. Community
Cable Television provides funding for, and oversight of, Tri-Valley Community Television, a non-profit
corporation, which provides education and government cable television access to the Tri-Valley area, including
the City of Dublin. Disaster Preparedness provides training and activities for the community and City to be
prepared in the event of a disaster. Crossing Guards are provided by contract to assist with school children safely
crossing intersections during the school year. Animal Control services are provided under contract for shelter
and enforcement services. Dublin Library is operated by Alameda County Library, with additional funding from
the City of Dublin. The Library has a thriving Friends organization offering financial and volunteer support.
The Friends sponsor two book sales a year, publish a newsletter, sell promotional items, and promote the Library
during community events.
Accomplishments 2016-17 and 2017-18:
Executed Memorandum of Understanding (MOU) with American Red Cross.
Completed City facility survey for care and shelter designation.
Initiated citywide Emergency Management Committee.
Executed MOU with Camp Parks; participated in Camp Parks Joint Preparedness Exercise.
Participated in 2017 Urban Shield Events.
Performed the annual garbage rate adjustment.
Objectives for Fiscal Year 2018-19 and 2019-20:
Review and update City’s Comprehensive Emergency Management Plan.
Participate in 2018 Urban Shield Mass Care and Sheltering County-wide Exercise.
Conduct Disaster Preparedness Training; Section Chiefs, Emergency Operations Center (EOC), Mass
Care and Sheltering, Emergency Volunteer Center and others.
Procure necessary supplies and materials for City operated disaster facilities.
Conduct and evaluate the annual garbage rate adjustment.
Budget Highlights:
Funding for consulting services to support City’s disaster preparedness efforts.
Funding for mass communication contract Nixle.
Funding for residential waste management services.
Funding for equipment, police vehicle, fire equipment and apparatus replacements, and City employees’
Other Post-Employment Benefits contribution.
Budget includes impact fee right-to-reimbursements, as well as Traffic Impact Fee reimbursements for
advances to the City related to the Tassajara interchange.
Funding for additional crossing guard services related to the opening of Cottonwood Creek School/Park.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-30
Non-Departmental
Figure 24| NON-DEPARTMENTAL EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $94,814$98,070$98,070 $103,951 $107,052
Benefits $1,456,814$1,895,490$1,895,490 $1,898,352 $1,999,822
Services & Supplies $27,248$40,650$46,350 $42,132 $33,400
Internal Service Fund Charges $78,096$72,160$72,160 $107,508 $108,624
Utilities $131,181$166,461$166,461 $107,957 $111,755
Contracted Services $7,095,101$7,661,873$7,723,538 $7,868,849 $7,871,512
Capital Outlay $5,963,376$338,950$440,995 $731,152 $568,926
Capital Outlay - ISF $273,493$1,200,000$1,476,908 $2,500,000
Other $2,721$210,000$1,312,955 $210,000 $210,000
Principal & Interest Payments $236,867$2,044,893$2,044,893 $1,873,447 $1,362,511
Impact Fee Obligations $454,120$400,000$484,076 $620,000 $560,000
TOTAL EXPENDITURES $15,813,831 $14,128,547 $15,761,896 $13,563,346 $15,433,604
FUNDING
General Fund $3,145,877$3,651,397$3,699,697 $3,905,574 $3,760,455
Cable TV Facilities $75,210$35,338$42,150 $106,192 $42,442
Energy Efficiency Capital Lease $136,867$581,882$581,882 $510,936
Fire Impact Fees $4,997$500$92,181 $100,000 $60,000
Garbage Service Fund $3,818,757$4,074,612$4,076,862 $4,549,943 $4,777,232
ISF - Equipment $158,549$237,000$252,000 $480,892 $301,136
ISF - Facilities $50,000$100,000 $65,000 $50,000
ISF - Retiree Health $2,184,549$2,435,307$2,435,307 $1,827,300 $1,909,828
ISF - Vehicles $268,546$1,200,000$1,431,855 $135,000 $2,670,000
Public Facilities Fee - Comm Park
Land $5,461,413$1,362,511$1,362,511 $1,362,511 $1,362,511
State Seizure Fund $4,947$45,052
Traffic Impact Fee - Category 1 $454,120$400,000$400,000 $500,000 $500,000
Traffic Impact Fee - Category 2 $100,000$100,000$102,398 $20,000
Tri-Valley Transportation
Development $1,140,000
TOTAL FUNDING $15,813,831 $14,128,547 $15,761,896 $13,563,346 $15,433,604
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-31
Non-Departmental
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-32
Disaster Preparedness
The Disaster Preparedness program is responsible for activities related to disaster preparedness including public
information, neighborhood preparedness, staff training, and attendance at specialized State training courses. The
Human Resources Department has functional management and oversight of the City’s Emergency Management
and Preparedness efforts which are a critical part of the City’s Risk Management exposure. This office ensures
the City’s Emergency Operations Plan (EOP) is compliant with the California Standardized Emergency
Management System, the National Incident Management System, and the Incident Command System and
implements an annual Training and Exercising Plan that outlines training for employees and exercises that tests
the City’s EOP as well as Emergency Operations Center, Shelter, Feeding, and other elements of response and
recovery.
Figure 25| DISASTER PREPAREDNESS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $39,173$49,035$49,035 $52,260 $53,811
Benefits $19,574$22,735$22,735 $16,696 $18,386
Services & Supplies $1,560$15,850$21,550 $12,900 $12,100
Internal Service Fund Charges $25,680$19,746$19,746 $49,809 $50,925
Contracted Services $12,600$30,000$47,400 $5,000 $5,000
Capital Outlay $12,000 $8,000
TOTAL EXPENDITURES $98,587 $137,366 $160,466 $148,665 $148,223
FUNDING
General Fund $98,587$137,366$160,466 $148,665 $148,223
TOTAL FUNDING $98,587 $137,366 $160,466 $148,665 $148,223
PERSONNEL ALLOCATION
Assistant to the City Manager 0.330.330.33
Human Resources Director 0.25 0.25
TOTAL POSITIONS 0.33 0.33 0.33 0.25 0.25
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-33
Crossing Guard Services
Currently, crossing guard services are provided to Dublin Unified School District schools at 11 crossing locations
throughout the City. The crossing guards assist elementary students in crossing heavily traveled streets on their
way to and from school. Services are provided at these locations for four hours per day, in accordance with the
Dublin Unified School District regular school schedule. Crossing guard services are provided to the City under
private contract. The contractor provides the recruitment, training, supervision, and substitute personnel
associated with the program management. In Fiscal Year 2018-19, the City will add a crossing guard for
Cottonwood Creek School/Park in the Jordan Ranch subdivision.
Figure 26| CROSSING GUARD EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Contracted Services $149,040$147,729$161,294 $190,129 $202,842
TOTAL EXPENDITURES $149,040 $147,729 $161,294 $190,129 $202,842
FUNDING
General Fund $149,040$147,729$161,294 $190,129 $202,842
TOTAL FUNDING $149,040 $147,729 $161,294 $190,129 $202,842
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-34
Animal Control Services
Animal Control Services are provided under contract with the Alameda County Sheriff’s Office for shelter and
field services. The contracted activities include: field patrol, enforcement of domestic animal related laws,
investigation of dog bites and attacks, collection of stray and dead animals, and animal shelter services. City Staff
serves on an Advisory Committee with the cities of Livermore and Pleasanton and County of Alameda to oversee
operations at the jointly owned East County Animal Shelter.
Figure 27| ANIMAL CONTROL SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Contracted Services $241,368$330,521$330,521 $347,148 $381,863
Capital Outlay $34,037$48,950$48,950 $38,260 $39,790
TOTAL EXPENDITURES $275,405 $379,471 $379,471 $385,407 $421,653
FUNDING
General Fund $275,405$379,471$379,471 $385,407 $421,653
TOTAL FUNDING $275,405 $379,471 $379,471 $385,407 $421,653
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-35
Non-Departmental - Other
This budget funds items that are not allocated to another budget activity. For example, this includes costs
associated with replacement of capital assets, credit card processing fees, administrative fees associated with part-
time employee retirement system charges (PARS), the commute alternative incentive program for employees, and
disbursement of impact fee obligation. The budget for benefits includes the retiree health premiums and a lump
sum contribution to the retiree health liability.
Figure 28| NON-DEPARTMENTAL - OTHER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Benefits $1,411,377$1,850,020$1,850,020 $1,860,160 $1,958,100
Services & Supplies $24,870$22,000$22,000 $27,932 $20,000
Contracted Services $1,952,804$2,195,627$2,217,265 $1,783,240 $1,539,828
Capital Outlay $5,929,339$285,000$350,000 $680,892 $521,136
Capital Outlay - ISF $273,493$1,200,000$1,476,908 $2,500,000
Other $2,721$210,000$1,312,955 $210,000 $210,000
Principal & Interest Payments $236,867$2,044,893$2,044,893 $1,873,447 $1,362,511
Impact Fee Obligations $454,120$400,000$484,076 $620,000 $560,000
TOTAL EXPENDITURES $10,285,591 $8,207,540 $9,758,117 $7,055,671 $8,671,575
FUNDING
General Fund $1,511,604$1,840,340$1,814,930 $2,054,032 $1,818,100
Community Park Land $5,461,413$1,362,511$1,362,511 $1,362,511 $1,362,511
Energy Efficiency Capital Lease $136,867$581,882$581,882 $510,936
Fire Impact Fees $4,997$500$92,181 $100,000 $60,000
ISF - Equipment $158,549$237,000$252,000 $480,892 $301,136
ISF - Facilities $50,000$100,000 $65,000 $50,000
ISF - Retiree Health $2,184,549$2,435,307$2,435,307 $1,827,300 $1,909,828
ISF - Vehicles $268,546$1,200,000$1,431,855 $135,000 $2,670,000
State Seizure Fund $4,947$45,052
Traffic Impact Fee - Category 1 $454,120$400,000$400,000 $500,000 $500,000
Traffic Impact Fee - Category 2 $100,000$100,000$102,398 $20,000
TVTD $1,140,000
TOTAL FUNDING $10,285,591 $8,207,540 $9,758,117 $7,055,671 $8,671,575
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-36
Waste Management Services
The Waste Management program oversees the budget and contract for providing basic garbage services, curbside
recycling, organic waste collection, on-call bulky waste clean-ups and other related services, which includes:
support for commercial recycling programs; curbside used oil collection; an annual household hazardous waste
collection event; and a food-scrap recycling program.
Figure 29| WASTE MANAGEMENT EXPENDITURES
Actual
2016-17
Adopted
017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $55,642$49,035$49,035 $51,691 $53,241
Benefits $25,863$22,735$22,735 $21,496 $23,336
Services & Supplies $141$150$150 $150 $150
Contracted Services $3,818,633$4,074,462$4,076,712 $4,549,793 $4,777,082
TOTAL EXPENDITURES $3,900,279 $4,146,382 $4,148,632 $4,623,129 $4,853,809
FUNDING
General Fund $81,522$71,770$71,770 $73,187 $76,577
Garbage Service Fund $3,818,757$4,074,612$4,076,862 $4,549,943 $4,777,232
TOTAL FUNDING $3,900,279 $4,146,382 $4,148,632 $4,623,129 $4,853,809
PERSONNEL ALLOCATION
Assistant to the City Manager 0.330.330.33 0.25 0.25
Financial Analyst 0.10 0.10
TOTAL POSITIONS 0.33 0.33 0.33 0.35 0.35
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-37
Community Cable Television
Tri-Valley Community Television (TV30) is a non-profit corporation which provides education and government
cable television access, including the broadcast of City Council meetings. The TV30 Board of Directors is
comprised of the Mayors from the cities of Dublin, Livermore and Pleasanton.
This budget funds the City of Dublin’s share of costs associated with the TV30 organization and televising City
Council meetings.
Figure 30| COMMUNITY CABLE TELEVISION EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $62$150$150 $150 $150
Contracted Services $183,353$158,838$165,650 $246,262 $186,427
TOTAL EXPENDITURES $183,415 $158,988 $165,800 $246,412 $186,577
FUNDING
General Fund $108,205$123,650$123,650 $140,220 $144,135
Cable TV Facilities $75,210$35,338$42,150 $106,192 $42,442
TOTAL FUNDING $183,415 $158,988 $165,800 $246,412 $186,577
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-38
Library Services
The Dublin Public Library is owned by the City of Dublin and library services are provided through a contract
agreement with the Alameda County Library System.
Figure 31| LIBRARY SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $615 $2,500 $2,500 $1,000 $1,000
Internal Service Fund Charges $52,416 $52,414 $52,414 $57,699 $57,699
Utilities $131,181 $166,461 $166,461 $107,957 $111,755
Contracted Services $737,303 $724,696 $724,696 $747,277 $778,471
Capital Outlay $5,000 $42,045
TOTAL EXPENDITURES $921,514 $951,071 $988,116 $913,933 $948,924
FUNDING
General Fund $921,514 $951,071 $988,116 $913,933 $948,924
TOTAL FUNDING $921,514 $951,071 $988,116 $913,933 $948,924
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-39
Community Development
Chart 9|Community Development Organizational Chart
Community Development
Director
Assistant Community
Development
Director
Planning
Housing
Chief Building
Official
Building and Safety
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-40
Community Development
Description:
The Community Development Department is comprised of three divisions: Building and Safety, Planning Services,
and Housing. Oversight and coordination of the activities of the three divisions is the responsibility of the
Community Development Director. The Department works to ensure that established land development policies
are implemented and enforced in a manner that is consistent with the high standards set by the City Council and
the community.
The Community Development Department also provides lead staff support to the Planning Commission. It is the
mission of the Department to ensure that residential and commercial development projects are of the highest
quality, design and environmentally sustainable for a deserving community, that the buildings are safe, efficient and
constructed in accordance with internationally recognized standards, and that the housing needs of all residents
are addressed.
Accomplishments for 2016-17 and 2017-18:
Introduced a new development project web page with detailed project descriptions, renderings and
illustrations, links to important documents, and an interactive project map.
Created new opportunities for community outreach and enhanced public participation in major
development projects, including improved noticing and project site signage.
Completed an updated Wireless Communications Ordinance to be consistent with State and Federal law.
Completed key amendments to the General Plan and revised the Dublin Crossings and Eastern Dublin
Specific Plans to facilitate the creation of two new school sites.
Educated the public, conducted staff training, and successfully implemented the 2016 California Building
Code.
Expanded on-line building permit applications for residential solar, electric vehicle chargers, water heater
replacements, and heating and air-conditioning units.
Initiated a multi-phase effort to revamp the building plan check and permit process to incorporate the
latest in digitalized plan submittal, plan check, and tracking.
Initiated improved building permit services for small businesses and individual homeowners to include
direct access to a Plans Examiner.
Prepared, for City Council adoption an expedited, streamlined permitting process for electric vehicle
charging stations meeting the requirements of AB1236.
Worked with development partner Eden Housing to open the 66-unit Valor Crossing affordable housing
development serving homeless veterans and their families in need.
Completed a critical assessment and streamlined the First-Time Homebuyer and Inclusionary Below-
Market Rate housing programs.
Developed and implemented new, more-efficient affordable housing monitoring procedures to enhance
customer service and provide on-line support to owners.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-41
Community Development
Objectives for 2018-19 and 2019-20:
Complete work on the Downtown Streetscape Improvement Plan and prioritize an impactful pedestrian
improvement with the Public Works Department.
Consider revisiting the parking regulations in the Downtown Specific Plan area to attract desirable retail
and restaurant uses and improve on the walkability of the Downtown.
Closely monitor changes in State housing policy to protect local land use authority and work to implement
new legislation in a manner suited to Dublin’s unique character.
Implement necessary revisions to sign regulations to ensure conformance with recent court decisions
while maintaining an aesthetically pleasing built environment.
Work in cooperation with the Dublin San Ramon Services District to update the Water Efficiency
Landscape Ordinance to comply with State Water Resources Board mandates.
Explore a pilot program to provide an on-line planning entitlement application and expand electronic plan
review.
Successfully complete the Insurance Services Office Effectiveness Grading Schedule for Building and
Safety Services maintaining low insurance rates for Dublin property owners.
Further implement the electronic plan check module, and expand on-line building permit services to
include residential additions and commercial tenant improvements where feasible.
Enhance customer service by establishing a regular over-the-counter plan check program for smaller
routine construction projects utilizing in-house plans examiner.
Assess revisions contained in the upcoming 2019 California Building Code and adopt Code revisions with
attention to potential new policy on solar power requirements.
Develop a comprehensive Affordable Housing Strategy that identifies priority needs and targets limited
resources in a manner best suited to address the problem.
Secure a potential affordable housing development site, identify a developer, define a project, and
complete a financing package to enable project implementation.
In concert with Alameda County, work to revamp the Down Payment Assistance Program to address
program deficiencies and changing residential market conditions.
Using funding resources from the Alameda County Housing Bond, expand efforts to target older housing
stock for rehabilitation, particularly for those residents aging in place.
Budget Highlights:
Administration of the Community Development Block Grant Program is transferred from the Parks and
Community Services Department to the Community Development Department.
Projected decrease in contracted services associated with processing of anticipated development projects
during the upcoming 2018-20 two-year budget period.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-42
Community Development
Figure 32| COMMUNITY DEVELOPMENT EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $1,911,389 $2,380,447 $2,301,447 $2,357,928 $2,428,080
Benefits $897,741 $1,121,051 $1,121,051 $926,510 $999,593
Services & Supplies $61,183 $140,931 $140,931 $97,226 $89,426
Internal Service Fund Charges $303,612 $241,393 $241,393 $339,704 $327,428
Utilities $4,163 $6,836 $6,836 $3,480 $3,480
Contracted Services $2,904,169 $3,039,179 $4,097,090 $2,995,894 $2,857,981
Loans $100,000 $421,299 $50,000 $50,000
Capital Outlay $9,770 $5,000 $5,000 $1,000 $1,000
TOTAL EXPENDITURES $6,092,028 $7,034,837 $8,335,047 $6,771,741 $6,756,987
FUNDING
General Fund $4,971,868 $5,737,087 $5,963,402 $5,675,559 $5,648,358
Affordable Housing Fund $273,981 $537,345 $865,518 $432,326 $442,855
CDBG Fund $86,932 $82,202 $100,334 $86,381 $86,381
Developer Deposit $759,247 $678,203 $1,405,793 $577,475 $579,393
TOTAL FUNDING $6,092,028 $7,034,837 $8,335,047 $6,771,741 $6,756,987
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-43
Community Development
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-44
Planning
The Planning Services Division, under the oversight of the Assistant Director, is responsible for providing support
to the City Council and the Planning Commission in the development of land use policy, and the review and
regulation of land development. Division responsibilities include processing and reviewing development
applications for new, renovated and re-purposed residential, retail commercial, office, and industrial projects;
preparation of updates and amendments to the Dublin General Plan; administration of the Zoning Code; ensuring
compliance with the California Environmental Quality Act (CEQA) for planning applications; and working in
cooperation with local, regional and state planning and permitting agencies. Code Enforcement staff is
responsible for enforcement of the City’s Zoning and Property Maintenance Ordinance.
Figure 33| PLANNING EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $1,047,862 $1,207,792 $1,207,792 $1,248,808 $1,285,976
Benefits $485,579 $548,610 $548,610 $483,244 $522,180
Services & Supplies $34,374 $66,029 $66,029 $52,389 $51,689
Internal Service Fund Charges $159,696 $98,372 $98,372 $181,969 $178,598
Utilities $2,491 $3,096 $3,096 $3,120 $3,120
Contracted Services $648,165 $654,641 $1,521,255 $576,788 $576,788
Capital Outlay $4,080 $5,000 $5,000
TOTAL EXPENDITURES $2,382,248 $2,583,540 $3,450,154 $2,546,318 $2,618,350
FUNDING
General Fund $1,623,001 $1,905,337 $2,044,361 $1,968,843 $2,038,958
Developer Deposit $759,247 $678,203 $1,405,793 $577,475 $579,393
TOTAL FUNDING $2,382,248 $2,583,540 $3,450,154 $2,546,318 $2,618,350
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-45
Planning
Planning Personnel Allocation
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
PERSONNEL ALLOCATION
Community Development Dir. 0.50 0.50 0.50 0.50 0.50
Asst Dir. of Community Dev. 1.00 1.00 1.00 0.90 0.90
Administrative Technician 0.25 0.25 0.25 0.25 0.25
Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Housing Specialist 0.25 0.25 0.25 0.25 0.25
Office Assistant II 1.45 1.45 1.45 1.35 1.35
Principal Planner 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Senior Planner (Limited Term) 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 10.45 10.45 10.45 10.25 10.25
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-46
Building and Safety
The Building and Safety Division is responsible for construction plan review, the issuance of building permits and
the inspection of construction work in the City of Dublin to safeguard the health, property, and public welfare of
the community. The Chief Building Official is responsible for the administration and enforcement of the City’s
Building Codes, Housing Code, Universal Design and Green Building Ordinances; and the administration of the
City’s Waste Management Plan. The Division administers the Business Registration Program, and is responsible
for the Federal Flood Plain Management program in coordination with the Federal Emergency Management
Agency.
Figure 34| BUILDING AND SAFETY EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $719,756 $901,309 $901,309 $900,139 $927,040
Benefits $341,380 $432,810 $432,810 $363,211 $391,423
Services & Supplies $22,841 $44,748 $44,748 $35,725 $28,625
Internal Service Fund Charges $106,488 $107,904 $107,904 $109,974 $100,177
Utilities $1,672 $3,740 $3,740 $360 $360
Contracted Services $1,941,590 $2,088,330 $2,138,330 $2,099,630 $1,965,372
Capital Outlay $5,691 $1,000 $1,000
TOTAL EXPENDITURES $3,139,417 $3,578,841 $3,628,841 $3,510,038 $3,413,997
FUNDING
General Fund $3,139,417 $3,578,841 $3,628,841 $3,510,038 $3,413,997
TOTAL FUNDING $3,139,417 $3,578,841 $3,628,841 $3,510,038 $3,413,997
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-47
Building and Safety
Building and Safety Personnel Allocation
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
PERSONNEL ALLOCATION
Community Development Dir. 0.50 0.50 0.50 0.50 0.50
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Administrative Aide 1.00 1.00 1.00 1.00 1.00
Office Assistant II 1.00 1.00 1.00 1.00 1.00
Plan Check Engineer 1.00 1.00 1.00 1.00 1.00
Plans Examiner 1.00 1.00 1.00 1.00 1.00
Permit Technician 2.00 1.00 1.00 1.00 1.00
Permit Technician (Limited Term) 1.00 1.00 1.00 1.00
TOTAL POSITIONS 7.50 7.50 7.50 7.50 7.50
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-48
Housing
Overseen by the Assistant Director, the Housing Division helps provide safe, decent and suitable living
environments for low-and moderate-income Dublin residents. Affordable housing responsibilities include the
implementation of the Inclusionary Zoning Ordinance and other housing programs such as the First-Time
Home Buyer Loan Program. The Housing Division coordinates with current and future residential developers
to develop Affordable Housing Agreements, marketing and management plans for inclusionary units, and
qualifying applicants for the ownership of new and resale Below Market Rate Units. The Division works with
non-profit housing developers in planning and financing the construction of new and renovated affordable
housing in Dublin. It is also responsible for administering the Community Development Block Grant Program.
The division also provides support to Human Services function for social service related activities and provides
staff support to the Human Services Commission.
Figure 35| HOUSING EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $143,772 $271,346 $192,346 $208,981 $215,064
Benefits $70,782 $139,631 $139,631 $80,055 $85,990
Services & Supplies $3,968 $30,154 $30,154 $9,112 $9,112
Internal Service Fund Charges $37,428 $35,117 $35,117 $47,761 $48,653
Contracted Services $314,414 $296,208 $437,505 $319,476 $315,821
Loans $100,000 $421,299 $50,000 $50,000
TOTAL EXPENDITURES $570,364 $872,456 $1,256,052 $715,384 $724,639
FUNDING
General Fund $209,450 $252,909 $290,200 $196,677 $195,403
Affordable Housing Fund $273,981 $537,345 $865,518 $432,326 $442,855
CDBG Fund $86,932 $82,202 $100,334 $86,381 $86,381
TOTAL FUNDING $570,364 $872,456 $1,256,052 $715,384 $724,639
PERSONNEL ALLOCATION
Asst Dir. of Community Dev. 0.10 0.10
Administrative Technician 0.75 0.75 0.75 0.75 0.75
Housing Specialist 0.75 0.75 0.75 0.75 0.75
Management Analyst I 0.50 0.50 0.50
Management Analyst II 0.30 0.30
TOTAL POSITIONS 2.00 2.00 2.00 1.90 1.90
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-49
Fire Services
Chart 10| Fire Services Organizational Chart
City of Dublin
Fire Station
Maintenance
Dougherty
Regional Fire
Authority
Fire Operations
Services
(Contract with Alameda County
Fire Department)
Fire Chief
Contract -
Alameda County
Fire Marshal
Contract -
Alameda County
Fire Prevention
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-50
Fire Services
Description:
Fire Services in the City of Dublin are comprised of four divisions: Fire Operations, Fire Prevention, Fire Station
Maintenance, and Dougherty Regional Fire Authority (DRFA). Fire operation services are provided under a
contract with the Alameda County Fire Department (ACFD). The department personnel provide fire
suppression, advance life support emergency medical response, special operations response, hazardous materials
responses and fire prevention services to the City of Dublin. Suppression and prevention personnel are assigned
to provide service from one of the three fire stations and/or the fire prevention office located in Dublin.
Accomplishments for 2016-17 and 2017-18:
Responded to 4,489 calls.
Conducted 5,648 inspections.
Completed 1,763 plan checks.
Objectives for Fiscal Year 2018-19 and 2019-20:
Continue to identify additional actions to develop long-term fiscal sustainability.
Work cooperatively with Camp Parks and rural property owners to lessen the threat of uncontrolled
vegetation fires.
Enhance education and assistance to the public in preparing for emergencies and disasters.
Define recent response issues and work to improve response times.
Review and adopt amendments to the California Fire Code.
Budget Highlights:
Funding for procurement of heart monitors and Lucas devices.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-51
Fire Services
Figure 36| FIRE SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $55,865 $58,425 $58,425 $68,698 $70,759
Benefits $198,504 $209,469 $289,469 $306,998 $334,231
Services & Supplies $77,726 $97,229 $97,229 $96,070 $98,718
Internal Service Fund Charges $364,020 $335,951 $335,951 $337,551 $400,045
Utilities $63,863 $88,730 $88,730 $60,262 $61,635
Contracted Services $12,266,909 $12,843,245 $12,850,745 $13,431,058 $14,120,366
Capital Outlay $415,352 $80,107 $80,107 $315,968 $80,107
TOTAL EXPENDITURES $13,442,239 $13,713,156 $13,800,656 $14,616,605 $15,165,861
FUNDING
General Fund $13,092,410 $13,377,388 $13,462,888 $14,120,932 $14,904,519
EMS Special Revenue $349,829 $335,768 $337,768 $198,005 $199,535
Equipment Replacement $297,668 $61,807
TOTAL FUNDING $13,442,239 $13,713,156 $13,800,656 $14,616,605 $15,165,861
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-52
Fire Operations
The City of Dublin contracts with the Alameda County Fire Department (ACFD) to provide fire services to the
Dublin community. Services include fire suppression, emergency medical, hazardous materials, and special
operations response. ACFD then provides line personnel to the City’s three fire stations; these personnel provide
first responder/paramedic services on three engines and one truck company.
Figure 37| FIRE OPERATIONS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $74,445 $81,889 $81,889 $88,280 $90,928
Contracted Services $12,132,578 $12,723,590 $12,723,590 $13,307,453 $13,994,262
Capital Outlay $413,177 $61,807 $61,807 $297,668 $61,807
TOTAL EXPENDITURES $12,620,200 $12,867,286 $12,867,286 $13,693,401 $14,146,997
FUNDING
General Fund $12,275,637 $12,538,018 $12,538,018 $13,204,228 $13,892,155
EMS Special Revenue $344,563 $329,268 $329,268 $191,505 $193,035
Equipment Replacement $297,668 $61,807
TOTAL FUNDING $12,620,200 $12,867,286 $12,867,286 $13,693,401 $14,146,997
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-53
Fire Prevention
The Alameda County Fire Department provides Fire Prevention services to the City of Dublin, providing plan
check and inspection services at City Hall. The Fire Prevention Division ensures that new and existing businesses,
and all construction, meet the safety standards adopted by the City Council and State of California.
Figure 38| FIRE PREVENTION EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $55,865 $58,425 $58,425 $68,698 $70,759
Benefits $39,249 $36,469 $36,469 $35,998 $37,231
Services & Supplies $1,089 $7,970 $7,970 $4,470 $4,470
Internal Service Fund Charges $333,372 $306,830 $306,830 $305,639 $368,271
Contracted Services $5,266 $11,500 $13,500 $11,500 $11,500
TOTAL EXPENDITURES $434,841 $421,194 $423,194 $426,305 $492,231
FUNDING
General Fund $429,576 $414,694 $414,694 $419,805 $485,731
EMS Special Revenue $5,266 $6,500 $8,500 $6,500 $6,500
TOTAL FUNDING $434,841 $421,194 $423,194 $426,305 $492,231
PERSONNEL ALLOCATION
Office Assistant II 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 1.00 1.00 1.00 1.00 1.00
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-54
Dougherty Regional Fire Authority (DRFA)
The budget funds the City’s estimated share of the Dougherty Regional Fire Authority (DRFA) liabilities. Prior
to the City’s contracting with Alameda County Fire Department in July 1997, the DRFA provided services to the
cities of Dublin and San Ramon. DRFA continues to exist as a Joint Powers Authority, only for the purposes of
distributing the outstanding liabilities and assets to the cities.
Figure 39| DOUGHERTY REGIONAL FIRE AUTHORITY EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Benefits $159,254$173,000$253,000 $271,000 $297,000
Contracted Services $1,481 $3,000 $8,500 $1,725 $4,026
TOTAL EXPENDITURES $160,736 $176,000 $261,500 $272,725 $301,026
FUNDING
General Fund $160,736 $176,000 $261,500 $272,725 $301,026
TOTAL FUNDING $160,736 $176,000 $261,500 $272,725 $301,026
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-55
Fire Station Maintenance
Fire Station Maintenance is included as a separate budget area within the Fire Services budget. This budget area
includes the maintenance and operations of the three Dublin fire stations. Components of the budget include
inspection and County permits for operation of machinery, utilities, telephone services, contract maintenance
services, minor improvements and repairs associated with the three stations.
Figure 40| FIRE STATION MAINTENANCE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $2,192 $7,370 $7,370 $3,320 $3,320
Internal Service Fund Charges $30,648 $29,121 $29,121 $31,912 $31,774
Utilities $63,863 $88,730 $88,730 $60,262 $61,635
Contracted Services $127,584 $105,155 $105,155 $110,380 $110,578
Capital Outlay $2,175 $18,300 $18,300 $18,300 $18,300
TOTAL EXPENDITURES $226,462 $248,676 $248,676 $224,174 $225,607
FUNDING
General Fund $226,462 $248,676 $248,676 $224,174 $225,607
TOTAL FUNDING $226,462 $248,676 $248,676 $224,174 $225,607
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-56
Police Services
Chart 11| Police Services Organizational Chart
City of Dublin
Sheriff
Contract -Alameda
County
Police Commander
(Contract with Alameda County)
Police Operations Police Operations
Support
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-57
Police Services
Description:
Dublin Police Services is comprised of the Operations Division, Operations Support Division, and the Crime
Prevention Unit. Dublin Police Services consists of 55 sworn officers, 4 non-sworn personnel, and 4 City
personnel. The Department provides the following services to the community: Crime Prevention, Investigations,
Special Investigations, Patrol, and Traffic Enforcement. Police Services are provided to the City under a contract
with Alameda County Sheriff’s Office. The County Sheriff, under consultation with the City, designates the
Commanding Officer who functions and is empowered to act as the City’s Police Chief. Patrol, criminal
investigation, traffic, crime prevention, and office management functions are performed from the Dublin Civic
Center office. Dispatch and additional data processing functions are handled at the Alameda County Sheriff’s
Office.
Accomplishments for 2016-17 and 2017-18:
Commander Garrett Holmes replaced Commander Dennis Houghtelling as Chief of Police when
Commander Houghtelling was promoted to Assistant Sheriff.
Purchased 28 license plate reader cameras which were deployed at fixed locations, on marked patrol
vehicles and on radar trailers.
In association with the ‘Med-Project’ a pharmaceutical drop-off bin was installed in the lobby to provide
a place for the community to dispose of controlled prescription medication as well as over-the-counter
medications.
Dublin Police was awarded a $75,000 grant from the California Office of Traffic Safety (OTS) for a year-
long program of special enforcement and public awareness efforts to prevent traffic related deaths and
injuries.
Facilitated the Drug Abuse Resistance Education (DARE) program to Dublin 5th graders with
approximately 1000 graduates.
Operated a successful Holiday Crime Suppression Unit (HCSU) during the holiday season.
Conducted the annual Independence Day Special Operation with the goal of controlling the use of illegal
fireworks and the protection of public safety with a reduction in calls from the previous year. At the
conclusion of the event over 100 pounds of illegal fireworks were confiscated.
Participated in the 2017 National Night Out event, along with over 1,000 residents in 20 neighborhoods
throughout the community.
The Crime Prevention Unit hosted several “Coffee with the Chief” events at the Farmers’ Market in
Emerald Glen Park.
Participated in the National Drug “Take-Back Initiative” event, resulting in over 500 lbs. of prescription
drugs collected.
Objectives for Fiscal Year 2018-19 and 2019-20:
Maintain and enhance the quality of life in Dublin by collaborating and building strong partnerships with
the citizens of Dublin.
Provide quarterly community workshops to address safety, crime prevention and other relevant issues
facing the community and the police.
Continue evaluating the feasibility of enhancing and increasing technology such as ALPR’s, Video
Cameras and other new technology to prevent crime, increase community safety and to aid police
investigations.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-58
Police Services
Actively participate in the planning and development of the new police building for Dublin Police Services.
Continue working closely with the City Manager to evaluate and plan for current and future staffing needs
for the police department.
Enhance coordination with the City of Dublin to address emergency preparedness and to include the police
department’s participation in issuing AC Alerts.
Budget Highlights:
Addition of two sworn staff members in Fiscal Year 2018-19 will bring the total number of sworn staff to
fifty-seven (57).
Current five-year contract for Police Services provided by the Alameda County Sheriff’s Office was
approved by City Council in June 2015 and will expire on June 30, 2020.
Figure 41| POLICE SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $302,225 $326,473 $326,473 $332,364 $342,335
Benefits $159,833 $171,931 $171,931 $171,010 $186,981
Services & Supplies $598,952 $857,461 $864,581 $786,809 $800,804
Internal Service Fund Charges $702,240 $676,254 $676,254 $653,719 $615,185
Utilities $18,947 $20,263 $20,263 $23,763 $23,763
Contracted Services $15,386,517 $18,363,000 $18,975,351 $19,253,235 $20,245,891
Capital Outlay $10,191 $2,130 $37,005
TOTAL EXPENDITURES $17,178,906 $20,417,512 $21,071,858 $21,220,901 $22,214,959
FUNDING
General Fund $17,073,275 $20,308,395 $20,927,866 $21,045,901 $22,114,959
Enforcement Grants $2,500 $2,500 $25,000
Federal Asset Seizure Fund $34,875
SLES/COPS Fund - CA $100,000 $100,000 $100,000 $150,000 $100,000
State Seizure/Special Act. Fund $5,631 $5,795 $5,795
Vehicle Abatement $822 $822
TOTAL FUNDING $17,178,906 $20,417,512 $21,071,858 $21,220,901 $22,214,959
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-59
Police Services
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-60
Police Operations
The Police Services Operations Division is comprised of Administration, Investigations, Patrol, Traffic Unit, and
Dispatch.
Figure 42| POLICE OPERATIONS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Services & Supplies $254,478 $309,964 $309,964 $303,376 $315,511
Contracted Services $15,196,812 $18,056,134 $18,668,485 $18,999,355 $19,994,491
TOTAL EXPENDITURES $15,451,290 $18,366,098 $18,978,449 $19,302,731 $20,310,002
FUNDING
General Fund $15,351,290 $18,266,098 $18,878,449 $19,152,731 $20,210,002
SLES/COPS Fund - CA $100,000 $100,000 $100,000 $150,000 $100,000
TOTAL FUNDING $15,451,290 $18,366,098 $18,978,449 $19,302,731 $20,310,002
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-61
Police Operations Support
The Police Services Operations Support Division is comprised of the Records Unit and the Evidence Unit. The
Records Unit provides assistance to the general public regarding various procedures such as release of reports,
impounded vehicles/releases, and filing of police reports. The Evidence Unit is responsible for the processing
of evidence collected by patrol and investigations, preparing evidence for court, and releasing back to owners.
Figure 43| POLICE OPERATIONS SUPPORT EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $302,225 $326,473 $326,473 $332,364 $342,335
Benefits $159,833 $171,931 $171,931 $171,010 $186,981
Services & Supplies $344,474 $547,497 $554,617 $483,433 $485,293
Internal Service Fund Charges $702,240 $676,254 $676,254 $653,719 $615,185
Utilities $18,947 $20,263 $20,263 $23,763 $23,763
Contracted Services $189,705 $306,866 $306,866 $253,880 $251,400
Capital Outlay $10,191 $2,130 $37,005
TOTAL EXPENDITURES $1,727,616 $2,051,414 $2,093,409 $1,918,170 $1,904,957
FUNDING
General Fund $1,721,985 $2,042,297 $2,049,417 $1,893,170 $1,904,957
Enforcement Grants $2,500 $2,500 $25,000
Federal Asset Seizure Fund $34,875
State Seizure/Special Act. Fund $5,631 $5,795 $5,795
Vehicle Abatement $822 $822
TOTAL FUNDING $1,727,616 $2,051,414 $2,093,409 $1,918,170 $1,904,957
PERSONNEL ALLOCATION
Administrative Aide 2.00 2.00 2.00 2.00 2.00
Office Assistant II 2.00 2.00 2.00 2.00 2.00
TOTAL POSITIONS 4.00 4.00 4.00 4.00 4.00
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-62
Parks and Community Services
Chart 12: Parks and Community Services Organizational Chart
Parks and Community Services
Director
Recreation Heritage and Cultural Arts Parks and Community
Services Administration
Assistant Parks and Community
Services Director
Aquatics
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-63
Parks and Community Services
Description:
The Parks and Community Services (PCS) Department develops and implements quality programs that
encourage healthy lifestyles, preserves the City’s heritage, provide recreational experiences, and strengthens the
community image. The Department budget is broken down into two functional areas (Administration, and
Cultural and Special Events), and five facilities (Heritage Center, Senior Center, Shannon Center, Stager, and The
Wave). Each facility budget includes expenditures associated with recreational programs housed at that facility,
as well as facility rentals and operations.
Accomplishments for 2016-17 and 2017-18:
Opened and completed one full year of operations of the Emerald Glen Recreation and Aquatic Complex
(The Wave).
Designed and installed Dublin Camp Parks Military History Center at the new Camp Parks Visitor
Center, in accordance with Memorandum of Understanding between the City and the Parks Reserve
Forces Training Area.
Transitioned to a new recreation registration software for www.dublinrecguide.com.
Developed and implemented an Arts Space Grant program.
Installed public art at Fallon Sports Park.
Implemented a maintenance plan for the City’s public art collection.
Supported new opportunities for multicultural performances at Splatter, new “Second Tuesday”
amphitheater concerts and City-produced performances at Dublin High School Center for Performing
Arts and Education.
Developed and implemented a Donation and Sponsorship Policy.
Completed a Cultural Arts Needs Assessment.
Installed artwork at and expanded the McCormick Rose Garden.
Implemented new software for on-boarding new part-time staff.
Completed Part-Time Handbook Guidelines.
Expanded sponsorship revenue to support the City’s Teeball and Junior Warrior’s programs, and the
2018 Shamrock 5k Fun Run.
Completed Youth Sports Group Memorandums of Understanding for field use.
Added the Library Program Room to the City’s rental inventory.
Objectives for Fiscal Year 2018-19 and 2019-20:
Update the Public Art Master Plan and the Heritage Park Master Plan.
Update the Parks and Recreation Master Plan.
Explore opportunities to partner with community groups to provide more Cultural Arts programming.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-64
Parks and Community Services
Complete cost recovery analysis for facility operations and programming to understand sustainability
options.
Create a public interface for facility and field availability, and ticketing.
Explore additional sponsorship opportunities for programs and events.
Budget Highlights:
Continued funding for the City’s large-scale special events, including the St Patrick’s Day Festival,
Splatter, Outdoor Movie Nights, Holiday Tree Lighting, Farmers’ Market, Family Camp Out, Spring
Eggstravaganza, and Breakfast with Santa.
Program budgets were brought more in line with expenditures in Fiscal Year 2017-18, resulting in a
reduction in seasonal staffing hours and services and supplies in several divisions.
Expenditures related to the new concessions building at The Wave included.
New technology to be incorporated into operations includes a GIS-based time keeper program, and
new admissions/concessions software at The Wave.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-65
Parks and Community Services
Figure 44| PARKS AND COMMUNITY SERVICES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $3,610,755$4,817,117$4,817,117 $4,746,084 $4,908,381
Benefits $1,233,071$1,347,987$1,347,987 $1,216,563 $1,314,424
Services & Supplies $559,430$963,234$932,537 $785,961 $794,956
Internal Service Fund Charges $496,728$657,020$657,020 $516,500 $517,828
Utilities $307,375$523,372$523,372 $486,315 $498,192
Contracted Services $1,755,033$1,569,777$1,776,734 $1,676,466 $1,677,806
Capital Outlay $50,811$166,240$184,240 $1,790 $1,790
TOTAL EXPENDITURES $8,013,202 $10,044,747 $10,239,007 $9,429,679 $9,713,376
FUNDING
General Fund $7,891,080$9,887,102$10,080,147 $9,330,608 $9,612,901
Public Art Fund $81,746$157,645$157,645 $49,500 $53,500
Public Facility Fees - Community
Buildings $36,376$1,215
Public Facility Fees - Community
Park Improvements $4,000
ISF - Equipment (Preventative
Maintenance) $49,571 $46,975
TOTAL FUNDING $8,013,202 $10,044,747 $10,239,007 $9,429,679 $9,713,376
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-66
Parks and Community Services
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-67
Parks and Community Services Administration
This division manages the Department’s accounts payable function, contract management, and policy review and
development. Additionally, the division provides oversight of the City’s registration software and supports the
public’s interface with online services. The division also identifies sponsorship opportunities to support
programs and events and adjusts procedures to meet business needs.
Figure 45| PARKS AND COMMUNITY SERVICES ADMINISTRATION EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $761,881 $871,969 $871,969 $713,975 $735,005
Benefits $339,072 $376,718 $376,718 $277,041 $300,565
Services & Supplies $108,143 $137,930 $132,788 $85,073 $85,256
Internal Service Fund Charges $267,720 $311,330 $311,330 $206,010 $202,425
Contracted Services $232,578 $123,500 $154,990 $165,750 $165,750
Capital Outlay $11,419
TOTAL EXPENDITURES $1,720,813 $1,821,447 $1,847,795 $1,447,849 $1,489,001
FUNDING
General Fund $1,680,437 $1,821,447 $1,846,580 $1,447,849 $1,489,001
Public Facility Fees - Community
Buildings $36,376 $1,215
Public Facility Fees - Community Park
Improvements $4,000
TOTAL FUNDING $1,720,813 $1,821,447 $1,847,795 $1,447,849 $1,489,001
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-68
Parks and Community Services
Parks and Community Services Administration Personnel Allocation
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
PERSONNEL ALLOCATION
Parks & Comm. Services Director 1.00 1.00 1.00 1.00 1.00
Administrative Technician 1.00 1.00 1.00
Asst. Parks & Comm. Svcs. Dir. 1.00 1.00 1.00
Graphic Design & Comm.
Coordinator 1.00 1.00 1.00 1.00 1.00
Heritage & Cultural Arts Mgr 0.05 0.05
Management Analyst I 0.50 0.50 0.50 1.00 1.00
Office Assistant I/II 0.85 0.85 0.35 0.20 0.20
Parks & Comm Svcs Business Mgr 1.00 1.00 1.00
Recreation Manager 0.15 0.15
Senior Office Assistant 0.50 0.60 0.60
TOTAL POSITIONS 6.35 6.35 6.35 4.00 4.00
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-69
Cultural Arts and Special Events
The Cultural Arts budget includes performing and visual arts classes offered through the Activity Guide; public art
projects that are not associated with a current Capital Improvement Project (for example, utility boxes or repairs);
and City-presented performances. This budget also includes the Arts Space Grant program, which provides City
support of performances and arts programs sponsored by outside organizations on City property for the benefit of
the public. The Special Events budget includes the St. Patrick’s Day Festival, Splatter, the Farmers’ Market; smaller
seasonal events, such as the Harvest Fair, Holiday Tree Lighting, Eggstravaganza; outdoor movies and campouts;
and one-time special events, such as ground-breakings and ribbon cuttings for new City parks and facilities. This
budget also includes City support of events sponsored by outside organizations on City property for the benefit of
the public.
Figure 46| CULTURAL ARTS AND SPECIAL EVENTS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $402,406 $438,817 $438,817 $394,718 $406,698
Benefits $170,223 $192,452 $192,452 $157,795 $170,586
Services & Supplies $175,353 $277,102 $277,102 $159,712 $171,072
Internal Service Fund Charges $3,000 $3,000
Utilities $386
Contracted Services $224,303 $341,290 $341,290 $282,986 $295,251
Capital Outlay $10,554
TOTAL EXPENDITURES $983,226 $1,249,661 $1,249,661 $998,211 $1,046,607
FUNDING
General Fund $901,480 $1,092,016 $1,092,016 $948,711 $993,107
Public Art Fund $81,746 $157,645 $157,645 $49,500 $53,500
TOTAL FUNDING $983,226 $1,249,661 $1,249,661 $998,211 $1,046,607
PERSONNEL ALLOCATION
Heritage & Cultural Arts Mgr 0.60 0.70 0.70 0.65 0.65
Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 1.50 1.70 0.70 0.55 0.55
Recreation Technician 1.00 1.00 1.00
TOTAL POSITIONS 3.10 3.40 3.40 3.20 3.20
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-70
Heritage Center
The Heritage Center budget funds operations and programming for Dublin’s historical facilities – Heritage Park
and Museums, the Dublin Pioneer Cemetery, and the Dublin Camp Parks Military History Center. In addition
to building-related costs, this budget funds temporary exhibits; care the artifacts; historical vehicles and support
for rentals of Old St. Raymond Church and the Sunday School Barn and burials in the Cemetery.
Figure 47| HERITAGE CENTER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $253,200 $256,189 $256,189 $248,267 $255,850
Benefits $109,260 $89,330 $89,330 $88,559 $95,837
Services & Supplies $22,198 $22,609 $22,609 $12,992 $13,012
Internal Service Fund Charges $26,347 $27,074
Utilities $15,704 $10,908 $10,908 $37,526 $38,052
Contracted Services $249,235 $63,651 $80,206 $61,903 $61,903
Capital Outlay $3,500
TOTAL EXPENDITURES $649,598 $442,687 $462,742 $475,594 $491,728
FUNDING
General Fund $649,598 $442,687 $462,742 $475,594 $491,728
TOTAL FUNDING $649,598 $442,687 $462,742 $475,594 $491,728
PERSONNEL ALLOCATION
Heritage & Cultural Arts Mgr 0.40 0.30 0.30 0.30 0.30
Heritage Center Director 1.00 1.00 1.00 1.00 1.00
Recreation Manager 0.01 0.01
Recreation Supervisor 0.50 0.30 0.30 0.45 0.45
Senior Office Assistant 0.04 0.04
TOTAL POSITIONS 1.90 1.60 1.60 1.80 1.80
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-71
Senior Center
The Dublin Senior Center offers a variety of senior classes, activities, and programs that engage the mind, body,
and spirit. It also provides a daily lunch program and a variety of free health and informational services to seniors
throughout the year. The facility has its own library, with computer and wi-fi access. Additionally, the ballroom,
which can seat approximately 250 guests, can be rented to host a wedding, fundraiser, or any other event. The
budget includes expenditures related to facility operations and rentals, as well as senior program activities.
Figure 48| SENIOR CENTER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $353,565 $385,171 $385,171 $348,733 $356,192
Benefits $124,175 $135,059 $135,059 $106,141 $115,341
Services & Supplies $22,972 $39,802 $39,802 $42,067 $38,667
Internal Service Fund Charges $83,173 $94,385 $94,385 $103,255 $106,340
Utilities $45,402 $60,639 $60,639 $60,688 $60,688
Contracted Services $102,820 $105,848 $105,848 $102,028 $102,960
Capital Outlay $19,675 $61,000 $61,000
TOTAL EXPENDITURES $751,781 $881,904 $881,904 $762,912 $780,188
FUNDING
General Fund $751,781 $881,904 $881,904 $762,912 $780,188
TOTAL FUNDING $751,781 $881,904 $881,904 $762,912 $780,188
PERSONNEL ALLOCATION
Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Manager 0.29 0.29
Recreation Supervisor 0.50 0.60 0.60
Recreation Technician 1.00 1.00 1.00 1.00 1.00
TOTAL POSITIONS 2.50 2.60 2.60 2.29 2.29
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-72
Shannon Center
The Shannon Community Center is 19,700 square feet and provides a banquet hall for 300 people, a teaching
kitchen, two preschool classrooms, flexible meeting rooms, and staff offices. The budget includes expenditures
related to facility operations and rentals, as well as a variety of recreational and program activities such as Dublin
Preschool, Little Lovies, Youth/Adult Contract Instructional Classes, and Camps.
Figure 49| SHANNON CENTER EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $850,720 $942,402 $942,402 $894,233 $904,130
Benefits $174,965 $178,045 $178,045 $134,618 $145,330
Services & Supplies $43,544 $67,464 $67,464 $81,741 $77,140
Internal Service Fund Charges $112,498 $109,529 $109,529 $127,347 $131,123
Utilities $45,410 $51,869 $51,869 $41,481 $42,725
Contracted Services $511,665 $302,177 $302,177 $345,358 $350,281
Capital Outlay $4,153 $101,200 $101,200
TOTAL EXPENDITURES $1,742,955 $1,752,686 $1,752,686 $1,624,777 $1,650,728
FUNDING
General Fund $1,742,955 $1,752,686 $1,752,686 $1,624,777 $1,650,728
TOTAL FUNDING $1,742,955 $1,752,686 $1,752,686 $1,624,777 $1,650,728
PERSONNEL ALLOCATION
Office Assistant I/II 0.75 0.75 0.75
Recreation Coordinator 1.25 1.25 1.25 1.05 1.05
Recreation Manager 0.85 0.35 0.35
Recreation Supervisor 1.00 0.85 0.36 0.36
Recreation Technician 0.25 0.30 0.30
Senior Office Assistant 0.90 0.90 0.90 0.78 0.78
TOTAL POSITIONS 4.15 4.05 4.05 2.54 2.54
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-73
Stager and Other Facilities
The Stager and Other Facilities Division comprises operations, rentals, and programming at Stager Gym, the
Civic Center (Regional Meeting Room and City Council Chambers) the Library (Community Room and Program
Room), and citywide sports fields, parks, and picnic areas. The budget includes expenditures related to facility
operations and rentals, as well as programing held at the various locations.
Figure 50| STAGER AND OTHER FACILITIES EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $468,130 $352,363 $352,363 $416,164 $427,321
Benefits $140,626 $127,135 $127,135 $153,021 $163,872
Services & Supplies $74,851 $72,927 $72,927 $66,630 $67,945
Internal Service Fund Charges $33,337 $31,212 $31,212 $970 $891
Utilities $146,234 $80,936 $80,936 $18,520 $19,447
Contracted Services $367,701 $349,999 $349,999 $350,132 $350,848
Capital Outlay $5,010 $4,040 $18,540 $1,790 $1,790
TOTAL EXPENDITURES $1,235,889 $1,018,612 $1,033,112 $1,007,227 $1,032,115
FUNDING
General Fund $1,235,889 $1,018,612 $1,033,112 $1,007,227 $1,032,115
TOTAL FUNDING $1,235,889 $1,018,612 $1,033,112 $1,007,227 $1,032,115
PERSONNEL ALLOCATION
Office Assistant I/II 0.50 0.50 0.90 0.90
Recreation Coordinator 1.05 0.80 0.80 1.10 1.10
Recreation Manager 0.15 0.20 0.20
Recreation Supervisor 0.50 0.55 0.40 0.64 0.64
Recreation Technician 0.05 0.05 0.15 0.15
Senior Office Assistant 0.10 0.10 0.60 0.58 0.58
TOTAL POSITIONS 2.15 2.00 2.00 3.57 3.57
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-74
The Wave
The Wave is the City of Dublin’s state-of-the-art, 31,000-square foot aquatics facility anchored by a natatorium
(indoor pool), outdoor sports pool, waterslide tower, splash zone with water play features, concessions building,
and community room. The budget includes expenditures related to aquatics programming (swim lessons,
recreational and competitive swimming, and fitness classes), waterpark operations including concessions, facility
rentals, and general operations.
Figure 51| THE WAVE EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $520,852 $1,570,206 $1,570,206 $1,729,994 $1,823,184
Benefits $174,749 $249,248 $249,248 $299,390 $322,893
Services & Supplies $112,368 $345,400 $319,845 $337,746 $341,865
Internal Service Fund Charges $110,564 $110,564 $49,571 $46,975
Utilities $54,239 $319,020 $319,020 $328,100 $337,280
Contracted Services $66,731 $283,312 $442,224 $368,309 $350,813
TOTAL EXPENDITURES $928,939 $2,877,750 $3,011,107 $3,113,110 $3,223,010
FUNDING
General Fund $928,939 $2,877,750 $3,011,107 $3,063,539 $3,176,035
ISF - Equipment (Preventative
Maintenance) $49,571 $46,975
TOTAL FUNDING $928,939 $2,877,750 $3,011,107 $3,113,110 $3,223,010
PERSONNEL ALLOCATION
Asst. Parks & Comm. Svcs. Dir. 1.00 1.00
Recreation Coordinator 1.70 1.95 1.95 1.85 1.85
Recreation Supervisor 1.00 1.00 1.00 1.00 1.00
Recreation Technician 0.75 0.65 0.65 1.85 1.85
Senior Office Assistant 1.00 1.00 1.00
TOTAL POSITIONS 4.45 4.60 4.60 5.70 5.70
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-75
Public Works
Chart 13: Public Works Organizational Chart
Public Works Director
AdministrationTransportationEnvironmental
ServicesMaintenance
Assistant Director
Public Works/City
Engineer
Special Districts
Engineering
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-76
Public Works
Description:
The Public Works Department is responsible for developing, operating and maintaining City infrastructure and
is comprised of several functional areas including Administration, Engineering, Environmental Services, Special
Districts, Maintenance, and Transportation.
Accomplishments for 2016-17 and 2017-18:
Completed construction and assumed maintenance responsibilities of The Wave at Emerald Glen Park.
Completed and assumed maintenance responsibilities for Fallon Sports Park Phase II, Sean Diamond
Park, Jordan Ranch Neighborhood Park, and Dublin Sports Grounds Improvements.
Completed year one of the citywide tree replacement program.
CIP Projects completed: Council Chamber Renovation, Shannon Center Parking Lot Improvements,
Storm Drain Trash Capture, Annual Street Resurfacing.
Received MTC awards for 2016 Best Bay Area Roads, with a Pavement Condition Index of 85, and Best
All Around Pavement Management Program.
Received grant funding for Dougherty Road and Dublin Boulevard widenings.
Received grant funding for the Dublin Boulevard Extension to North Canyons Parkway design.
Received grant funding for design of the Iron Horse Trail Bride over Dublin Boulevard.
Implemented an adaptive traffic signal timing system for improved travel times along Dublin Boulevard.
Achieved a 76% trash reduction from stormwater, protecting and enhancing local creeks and the San
Francisco Bay.
Diverted over 70% of solid waste from landfill.
Joined the East Bay Community Energy joint powers authority for aggregated electricity.
Administered the Federal and Military Communities Committee established by City Council.
Administered the annual Dublin Pride Week program.
Objectives for 2018-19 and 2019-20:
Complete construction of the following projects: Public Safety Complex – Police Services Building,
Dublin Boulevard Widening, Annual Street Resurfacing, Dougherty Road Improvements, Clover and
Sunrise Parks.
Complete design and begin construction on the following projects: All Abilities Playground at Dublin
Sports Grounds, Tassajara Road Widening.
Continued support for “Bike to Work Day” and “Walk and Roll to School” activities.
Continue citywide tree replacement efforts.
Complete a Condition Assessment for Facilities and Parks.
Implement a new Computerized Maintenance Management System (CMMS) for better efficiencies in
facilities, streets and park maintenance.
Plan future project needs, based on condition assessments and inspections (Building assessment, ADA
transition plan, sidewalk inspections, resident requests).
Implement a new process for capital forecast for maintenance, repair and/or replacement needs.
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-77
Public Works
Support projects and programs that will enhance the implementation of connected and autonomous
shuttles and vehicle technology.
Pursue grant funding for the construction phase of both the Dublin Boulevard Extension and Tassajara
Road widening projects.
Complete design for Iron Horse Trail Bridge over Dublin Boulevard.
Complete a Green Infrastructure Plan, to direct green infrastructure construction over the next 20 years.
Complete a Climate Action Plan update for 2030 and 2050.
Continue efforts to support autonomous vehicle testing, traffic signal technology, and network controlled
street lights.
Continue efforts to implement electronic plan processing and enhance the cities GIS program.
Continue support of electric vehicle charging station efforts.
Adopt a policy for the Pavement Management and Pavement Condition Index.
Work to establish a Public-Public Partnership with Parks Reserve Forces Training Area for Maintenance.
Budget Highlights:
The Department will conduct a condition assessment of citywide assets in order to better forecast
maintenance needs, which will result in more accurate budget projections.
Funding for new environmental programs in response to current and future mandates.
Implementation of over $30 million transportation grant received.
Figure 52| PUBLIC WORKS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $1,736,778$2,060,039$2,060,039 $1,854,430 $1,980,113
Benefits $871,752$1,122,451$1,122,451 $946,538 $1,024,670
Services & Supplies $106,890$303,361$322,461 $422,278 $388,059
Internal Service Fund Charges $723,816$793,232$793,232 $711,385 $684,094
Utilities $1,866,659$2,579,865$2,579,865 $2,982,995 $2,550,527
Contracted Services $8,031,436$8,614,911$9,030,333 $9,108,469 $9,270,747
Capital Outlay $96,657$202,500$237,741 $138,685 $143,056
Other $250,000$125,000
TOTAL EXPENDITURES(1) $13,433,988 $15,926,359 $16,271,122 $16,164,780 $16,041,267
(1) Excludes expenditures and FTE allocated to Geologic Hazard Abatement District
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-78
Public Works
Public Works Funding Source
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
FUNDING
General Fund $9,557,372$11,606,331$11,677,889 $11,467,614 $11,298,866
ACTC Vehicle Registration Fee $144,951$173,265$173,265 $176,660 $205,986
Developer Deposit $2,062,773$2,209,032$2,294,538 $2,439,218 $2,450,785
Dublin Crossing CFD Series 2017-1 $4,123 $23,476 $24,624
Dublin/Dougherty Storm Water
Mgmt $5,000$5,000$5,000 $5,000 $5,000
Landscape Dist. Dougherty 1986-1 $73,031$143,754$145,481 $131,012 $133,293
Landscape Dist. Santa Rita 1997-1 $220,665$328,666$330,393 $320,238 $324,016
Landscape Dist. Stagecoach 1983-2 $62,350$89,421$91,148 $98,313 $99,687
Local Recycling Programs $29,818$28,700$32,821 $32,100 $32,100
Measure B - Bike & Pedestrian $10,946$17,961$17,961 $17,961 $17,961
Measure D $41,526$154,660$184,513 $214,400 $162,050
State Gas Tax $436,087$570,897$620,302 $601,210 $621,389
Storm Water Management $2,000 $2,000
Street Light Dist. East Dublin 1999-1 $168,548$194,211$195,947 $197,759 $208,183
Street Light District 1983-1 $327,547$205,368$208,752 $214,977 $224,984
Traffic Impact Fee - Category 1 $70,203$39,797
Traffic Safety $103,170$194,093$244,193 $217,842 $225,342
Transportation Development Act $115,000
Village Pkwy Storm Water Mgmt $5,000$5,000$5,000 $5,000 $5,000
TOTAL FUNDING $13,433,988 $15,926,359 $16,271,122 $16,164,780 $16,041,267
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-79
Public Works
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-80
Public Works Administration
Public Works Administration is responsible for oversight of the department and its related functions in the areas
of engineering, maintenance, special districts, transportation, and environmental programs. The administrative
function includes the budgeting, as well as revenue and expense management on work related to capital projects
and development.
Figure 53| PUBLIC WORKS ADMINISTRATION EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $667,102 $673,758 $673,758 $446,220 $459,476
Benefits $303,310 $304,354 $304,354 $193,525 $211,076
Services & Supplies $20,019 $61,625 $51,625 $38,861 $38,961
Internal Service Fund Charges $245,856 $277,706 $277,706 $254,290 $239,502
Contracted Services $138,204 $5,783 $5,783
Capital Outlay $1,405
TOTAL EXPENDITURES $1,375,897 $1,323,226 $1,313,226 $932,896 $949,016
FUNDING
General Fund $1,362,199$1,305,265$1,295,265 $927,907 $943,868
Developer Deposit $2,752 $4,989 $5,148
Measure B - Bike & Pedestrian $10,946$17,961$17,961
TOTAL FUNDING $1,375,897 $1,323,226 $1,313,226 $932,896 $949,016
PERSONNEL ALLOCATION
Public Works Dir./Asst. City Engineer 1.001.001.00 1.00 1.00
Administrative Aide 1.001.001.00
Management Analyst II 1.001.001.00 1.00 1.00
Office Assistant II 0.451.001.00 1.15 1.15
Public Works Manager 1.00 1.00 1.00
Senior Office Assistant 1.00 0.20 0.20 1.00 1.00
TOTAL POSITIONS 5.45 5.20 5.20 4.15 4.15
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-81
Transportation
The Transportation Division is responsible for maintaining safety and circulation of all modes of transportation
along City streets. One of the key tasks of this Division is to represent the City at regional and State transportation
agencies, and to advocate for regional funding for City projects. It collects traffic volume and speed data regularly
to evaluate and address circulation and access issues in different areas and land uses. It works closely with Dublin
Police to enhance enforcement of traffic laws, and coordinates on directed enforcement at location of concern.
This Division provides input on transportation planning associated with the CIP program and new development.
It works closely with Livermore Amador Valley Transportation Authority (LAVTA) on various transit planning
and operation issues. The Division is also responsible for environmental programs related to energy, source
reduction and recycling, sustainable development, and both municipal as well as community-wide sustainable
policies and practices.
Figure 54| TRANSPORTATION
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $63,024 $64,908
Benefits $25,529 $27,738
Services & Supplies $7,686$42,002$71,102 $64,385 $71,885
Internal Service Fund Charges $25,056$70,000$70,000 $70,000 $70,000
Utilities $496,649$520,041$520,041 $385,045 $393,833
Contracted Services $214,874$274,339$280,233 $280,120 $320,622
Capital Outlay $55,000$120,241 $70,500 $78,760
TOTAL EXPENDITURES $744,265 $961,382 $1,061,616 $958,603 $1,027,746
FUNDING
General Fund $17,129$170,064$175,958 $117,915 $122,443
ACTC Vehicle Registration Fee $144,951$173,265$173,265 $176,660 $205,986
Dublin Crossing CFD Series 2017-1 $6,500 $6,760
State Gas Tax $45,000$89,241 $54,000 $62,000
Street Light Dist. 1983-1 $318,507$193,900$193,900 $200,637 $210,088
Street Light Dist. East Dublin 1999-1 $160,507$185,060$185,060 $185,049 $195,128
Traffic Safety $103,170$194,093$244,193 $217,842 $225,342
TOTAL FUNDING $744,265 $961,382 $1,061,616 $958,603 $1,027,746
PERSONNEL ALLOCATION
Associate Civil Engineer 0.30 0.30
Public Works Trans/Ops Manager 0.10 0.10
TOTAL POSITIONS 0.40 0.40
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-82
Maintenance
The Maintenance Division is responsible for the maintenance of City streets and street landscaping, building
maintenance, and park maintenance. Maintenance services are provided to the City under several contracts with
private companies. The largest and primary maintenance contract is with MCE Corporation.
Figure 55| BUILDING MANAGEMENT EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $221,444 $246,970
Benefits $63,093 $66,121
Services & Supplies $27,528$49,661$49,661 $88,451 $89,031
Internal Service Fund Charges $452,904$445,526$445,526 $387,095 $374,592
Utilities $1,368,808$2,057,054$2,057,054 $2,597,450 $2,156,194
Contracted Services $5,047,469$5,784,075$5,961,678 $6,083,748 $6,199,664
Capital Outlay $94,135$144,000$114,000 $60,765 $60,796
Other $250,000$125,000
TOTAL EXPENDITURES $6,990,845 $8,730,316 $8,752,919 $9,502,046 $9,193,368
FUNDING
General Fund $6,207,765$7,648,131$7,658,131 $8,416,402 $8,088,639
Dublin / Dougherty $5,000$5,000$5,000 $5,000 $5,000
Dublin Crossing CFD Series 2017-1 $12,355 $12,849
Landscape District Dougherty 1986-1 $68,449$138,163$138,163 $122,115 $124,049
Landscape District Santa Rita 1997-1 $212,391$319,505$319,505 $307,534 $311,017
Landscape District Stagecoach 1983-2 $58,733$84,780$84,780 $90,429 $91,424
Measure D $2,400$9,840$17,279
State Gas Tax $431,107$519,897$525,061 $541,210 $553,389
Storm Water Management $2,000 $2,000
Village Parkway $5,000$5,000$5,000 $5,000 $5,000
TOTAL FUNDING $6,990,845 $8,730,316 $8,752,919 $9,502,046 $9,193,368
PERSONNEL ALLOCATION
Administrative Aide 0.80 0.80
Public Works Manager 1.00 1.00
TOTAL POSITIONS 1.80 1.80
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-83
Engineering
The Engineering Division manages the planning, design, and construction of Capital Improvement Program
(CIP) projects including projects for streets, parks, and buildings. These projects include new construction,
major capital maintenance, and facility renovation projects. The Division is also responsible for the review,
approval, permitting, and inspection of subdivisions, other private development projects, and encroachments
within the public street right-of-way or within City property. The Division also manages consultant activities for
the City’s Special Districts, which include five Landscape and Lighting Maintenance Districts, the Dublin
Crossing Community Facilities District, and three Geologic Hazard Abatement Districts.
Figure 56| ENGINEERING EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $833,500$1,153,761$1,153,761 $827,503 $893,161
Benefits $451,101$715,072$715,072 $552,574 $600,369
Services & Supplies $22,173$84,935$84,935 $87,663 $87,663
Utilities $1,202$2,770$2,770 $500 $500
Contracted Services $2,384,767$2,109,733$2,279,331 $2,343,683 $2,343,683
Capital Outlay $422$3,500$3,500 $3,500 $3,500
TOTAL EXPENDITURES $3,693,164 $4,069,771 $4,239,369 $3,815,423 $3,928,876
FUNDING
General Fund $1,411,463$1,816,083$1,845,955 $1,363,724 $1,465,974
Developer Deposit $2,057,962$2,207,676$2,293,182 $2,427,739 $2,438,941
Dublin Crossing CFD Series 2017-1 $4,123
Landscape Dist. Dougherty 1986-1 $4,582$5,591$7,318
Landscape Dist. Santa Rita 1997-1 $8,274$9,161$10,888
Landscape Dist. Stagecoach 1983-2 $3,617$4,641$6,368
Measure B - Bike & Pedestrian $17,961 $17,961
State Gas Tax $4,980$6,000$6,000 $6,000 $6,000
Street Light Dist. East Dublin 1999-1 $8,041$9,151$10,887
Street Light District 1983-1 $9,040$11,468$14,852
Traffic Impact Fee - Category 1 $70,203$39,797
Transportation Development Act $115,000
TOTAL FUNDING $3,693,164 $4,069,771 $4,239,369 $3,815,423 $3,928,876
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-84
Engineering
Engineering Personnel Allocation
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
PERSONNEL ALLOCATION
Asst. Public Works Dir/City Engineer 0.750.750.75 0.75 0.75
Administrative Aide 0.20 0.20
Assistant Civil Engineer 1.001.00
Associate Civil Engineer 1.001.002.00 1.70 1.70
CIP Manager 1.001.00 1.00 1.00
Parks & Facilities Dev. Coordinator 1.001.001.00 1.00 1.00
Parks & Facilities Dev. Coordinator
(Limited Term) 1.001.001.00 1.00 1.00
Facilities Dev. Manager 1.00
Office Assistant II 0.200.20
Public Works Inspector 2.002.00
Public Works Trans/Ops Manager 1.001.001.00 0.60 0.60
Senior Civil Engineer 2.002.002.00 2.00 2.00
Senior Office Assistant 0.800.80
Senior Public Works Inspector 1.00 1.00 1.00
TOTAL POSITIONS 10.75 11.75 10.75 9.25 9.25
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-85
Special (Assessment) Districts
Special Districts include Community Facilities District, Landscaping and Lighting Maintenance Districts, and
There are two Community Facilities Districts associated with the Dublin Crossing (Boulevard) project. The
Community Facilities Districts fund the construction and maintenance of certain public infrastructure within
Dublin Crossing. The City has five Landscaping and Lighting Maintenance Districts, one Citywide district and
four other districts which provide for the ownership and maintenance of landscaping and street lighting within
the public street right-of-way.
Figure 57| SPECIAL DISTRICTS
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $15,000 $15,900
Services & Supplies $3,150 $3,251
Contracted Services $43,006 $44,321
TOTAL EXPENDITURES $61,156 $63,472
FUNDING
Dublin Crossing CFD Series 2017-1 $4,621 $5,015
Landscape Dist. Dougherty 1986-1 $8,897 $9,244
Landscape Dist. Santa Rita 1997-1 $12,704 $12,999
Landscape Dist. Stagecoach 1983-2 $7,884 $8,263
Street Light Dist. 1983-1 $14,340 $14,896
Street Light Dist. East Dublin 1999-1 $12,710 $13,055
TOTAL FUNDING $61,156 $63,472
Departments City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page F-86
Environmental Programs
The Environmental Programs Division is responsible for the management and development of environmental
programs related to energy, source reduction and recycling, sustainable development, and both municipal as well
as community-wide sustainable policies and practices. Specific program areas include: climate change; energy
efficiency; environmentally-preferable purchasing; clean water; green building; solid-waste reduction; recycling
program promotion and improvement; monitoring, implementation and promotion of the City’s Climate Action
Plan and Green Plan. Staff also coordinates environmental compliance efforts, develops new sustainable
programs and practices, and coordinates the Clean Water Program efforts.
Figure 58| ENVIRONMENTAL PROGRAMS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
Salaries & Wages $236,176$232,520$232,520 $281,239 $299,698
Benefits $117,341$103,025$103,025 $111,817 $119,366
Services & Supplies $29,483$65,138$65,138 $139,768 $97,268
Contracted Services $246,122$440,981$503,309 $357,912 $362,457
Capital Outlay $695 $3,920
TOTAL EXPENDITURES $629,817 $841,664 $903,992 $894,656 $878,789
FUNDING
General Fund $558,815$666,788$702,580 $641,665 $677,943
Developer Deposit $2,058$1,356$1,356 $6,491 $6,696
Local Recycling Programs $29,818$28,700$32,821 $32,100 $32,100
Measure D $39,126$144,820$167,234 $214,400 $162,050
TOTAL FUNDING $629,817 $841,664 $903,992 $894,656 $878,789
PERSONNEL ALLOCATION
Environmental Coordinator 1.001.001.00 1.00 1.00
Environmental Technician 1.001.001.00 1.00 1.00
Office Assistant II 1.000.250.25 0.30 0.30
Public Works Trans/Ops Manager 0.30 0.30
TOTAL POSITIONS 3.00 2.25 2.25 2.60 2.60
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-1
City of Dublin
CAPITAL IMPROVEMENT PROGRAM
Overview
The 2018-23 Five-Year Capital Improvement Program (CIP) includes 30 projects within the CIP time frame
with a funding allocation for 23 of the projects in Fiscal Year 2018-19 and 14 of the projects in Fiscal Year 2019-
20.
The City’s Capital Projects are divided into three Capital Funds: General Improvements, Parks, and Streets
projects. The Fund accumulates resources for capital expenditures, and utilizes those resources to support
projects that promote or enhance redevelopment, revitalization, or beautification of the City’s infrastructure;
projects that would construct, improve or enhance the City’s parks and facilities; and projects that would
construct, improve, or enhance the City’s trails, highways, streets, roads, bridges, street lighting, and storm drain
systems.
Figure 59| OVERALL CIP EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
EXPENDITURES BY CATEGORY
General Improvements $1,922,766 $20,574,197 $3,014,100 $2,250,000
Community Improvements $3,854 $100,363
Parks $26,113,812 $7,962,886 $19,354,451 $5,961,192 $4,904,424
Streets $10,536,679 $7,214,910 $31,472,160 $8,851,735 $8,613,487
TOTAL COSTS(1) $38,577,111 $15,177,796 $71,501,171 $17,827,027 $15,767,911
FINANCING
General Fund $5,086,553$1,583,071$8,714,061 $5,243,000 $1,952,999
Special Revenues $9,630,313$5,472,431$21,613,096 $4,045,695 $2,861,818
Special Revenue - Assessment
Districts $8,985$37,480$388,930 $337,090 $37,090
Special Revenue - Public Art Fund $246,354$361,008$1,106,613 $79,990 $329,520
Traffic Impact Fees $912,274$1,597,000$5,824,411 $3,055,950 $5,586,580
Public Facilities Fees $20,727,699$2,974,405$14,489,264 $3,881,202 $4,574,904
Internal Service Funds $643,142$467,034 $1,184,100 $425,000
Dublin Crossing Fund $1,070,902$3,152,401$16,409,571
Other $250,889$2,488,191
TOTAL FINANCING(1) $38,577,111 $15,177,796 $71,501,171 $17,827,027 $15,767,911
(1) Excludes project improvement costs to be constructed by developers and other agencies
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-2
Capital Improvement Program
The following pages contain a summary of these projects and associated funding sources by category. Detailed
information about each of these projects is contained in the 2018-2023 Five-Year Capital Improvement Program.
Capital Improvement Program Operating Impact
Project # & Project Description 2018-19 2019-20
PK0117 - Clover Park & Sunrise Park $65,000$130,000
PK0115 – Don Biddle Community Park $150,000
ST0911 - Dougherty Road Improvements - Sierra Lane to North City Limit $50,000$50,000
ST1012 - Dublin Boulevard Improvements - Sierra Court to Dublin Court $5,000
STNEW4 - Stormwater Trash Capture Device Installation $11,350
Total $115,000 $346,350
(1)Facility operating cost only
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-3
General Improvements
Figure 60| GENERAL IMPROVEMENTS EXPENDITURES
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Project Number & Description
GI0117 IT Infrastructure Improvement $643,142$6,858$250,000
GI5016Annual ADA Transition Plan $23,833
GI4099Civic Center Modification Design and Construction $69,653$557,903
GI0509Maintenance Yard Facility Improvements $139,069$76,033
GI0116Public Safety Complex - Police Services Building $1,070,902$19,909,571
GINEW2Civic Center HVAC and Roof Replacement $2,364,100
GINEW3Electric Vehicle Charging Stations $150,000
GINEW4Financial System Replacement $250,000$2,250,000
TOTAL COST$1,922,766$20,574,198$3,014,100$2,250,000
FINANCING
1001General Fund$144,096$3,622,612$2,150,000$1,845,000
2811Cable TV Facilities$64,625$535,157
4401Dublin Crossing Development Fee$1,070,902$16,409,571
6205Internal Service Fund - Facilities Replacement$364,100
6305Internal Service Fund - Equipment$250,000$405,000
6605IT Fund$643,142$6,858$250,000
TOTAL FINANCING$1,922,766$20,574,198$3,014,100$2,250,000
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-4
Community Improvements
Figure 61| COMMUNITY IMPROVEMENTS EXPENDITURES
A ctual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Project Number & Description
CI5016Annual Sidewalk Safety Repair Program $3,854$100,363
TOTAL COSTS$3,854$100,363
FINANCING
1001General Fund$3,854$100,363
TOTAL FINANCING$3,854$100,363
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-5
Parks
Figure 62| PARKS EXPENDITURES
(1)Costs and Financing sources exclude project improvement costs to be constructed by developers and other agencies
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Project Number & Description
PK0115Don Biddle Community Park $37,390$6,126,806$3,349,081$1,755,426$3,461,116
PK0215Dublin Heritage Park Cemetery Improvements $1,475,072$1,493,072
PK0518Dublin Sports Grounds Rehabilitation $300,000$1,700,000
PK0416Dublin Sports Grounds Renovation $320,029$238,576
PK0105Emerald Glen Recreation & Aquatic Complex - Phase 1 $14,716,570$3,889,509
PK0414Fallon Sports Park - Phase 2 $9,740,194$5,654,828
PK0514Jordan Ranch Neighborhood Park $91,380$200,797
PK0315Library Improvement - Center for 21st Century Skills $238,585
PK0317Public Art - Clover Park & Sunrise Park $35,600
PK0217Public Art - Don Biddle Community Park $250,993$427,439$53,310$200,000
PK0415Public Art - Emerald Glen Recreation and Aquatics Comp $184,772$5,035$120,253
PK0515Public Art - Fallon Sports Park $61,582$118,341
PK0318Public Art - Jordan Ranch Neighborhood Park $46,980$46,980
PK0218Public Art - Moller Ranch Neighborhood Square $10,000$10,000
PK0417Public Art - Public Safety Complex - Police Services Build $300,000
PK0418Public Art - Sean Diamond Park $48,000$48,000
PK0216Sean Diamond Park $703,580$2,079,294
PK0316Shannon Center Parking Lot Improvements $19,730$1,042,680
PKNEW1Fallon Sports Park - Phase 3$2,125,776$1,113,788
PKNEW3Mape Memorial Park Playground Replacement $300,000
PKNEW5Public Art - Dog Park Art Replacement $26,680
PKNEW6Public Art - Fallon Sports Park - Phase 3 $2,840
PKNEW7Public Art - Dublin Sports Grounds $126,680
TOTAL COSTS (1)$26,113,812$7,962,886$19,354,451$5,961,192$4,904,424
FINANCING
1001General Fund$3,019,730$1,475,072$2,995,247$1,700,000
1005Community Benefit Payment (GF)$1,800,000
2212Vehicle Registration Fee (ACTC)$50,000
2302Measure D $80,000
2801Public Art Fund$246,354$361,008$1,106,613$79,990$329,520
2904Housing-Related Parks Grant Fund $320,029$178,576
4100Public Facility Fees$20,727,699$2,974,405$14,489,264$3,881,202$4,574,904
4401Dublin Crossing Development Fee$3,152,401
6205Internal Service Fund - Facilities Replacement$304,750$300,000
6605IT Fund $150,000
TOTAL FINANCING (1)$26,113,812$7,962,886$19,354,451$5,961,192$4,904,424
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-6
Streets
Figure 63| STREETS EXPENDITURES
(1)Costs and Financing sources exclude project improvement costs to be constructed by developers and other agencies
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Project Number & Description
ST0815Amador Plaza Road Bicycle and Pedestrian Improvements $155,862$916,532
ST0317 Amador Valley Blvd - Wildwood Road & Stagecoach
Intersections Improvements $91,030$462,010
ST5016Annual Street Overlay Program $1,983,000
ST0117Annual Street Resurfacing $119,539$1,697,100$3,308,278$1,726,000$1,672,000
ST0715City Irrigation Improvements $209$79,871
ST0517Citywide Bicycle and Pedestrian Improvements $11,691$602,180$999,789$440,000$431,000
ST0713Citywide Signal Communications Upgrade $12,078$90,120$148,382$150,000$150,000
ST0610Citywide Street Storm Drain Condition Assessment $2,054$500,893
ST0911 Dougherty Road Improvements - Sierra Lane to North City
Limit $6,867,625$89,836$12,288,626
ST0216 Dublin Boulevard Extension - Fallon Road to North Canyons
Parkway$207,600$396,450$1,190,335$859,165$994,450
ST1012 Dublin Boulevard Improvements - Sierra Court to Dublin
Court $605,848$4,009,954$7,502,114$500,000
ST0417Dublin Ranch Street Light Improvements $37,480$388,930$337,090$37,090
ST6016
Dublin Ranch Street Light Pole Painting Project - Fallon
Road to North City Limit$8,985
ST0118Iron Horse Trail Bridge at Dublin Blvd $1,522,000
ST0494Saint Patrick Way - Regional Street to Golden Gate Drive $4,303
ST0217San Ramon Road Arterial Management $19,752$647,728
ST0218San Ramon Road Landscape Renovation $238,660
ST0514San Ramon Road Trail Improvements $101,603
ST1212Storm Drain Bypass San Ramon Road $133,888
ST1312Storm Drain Trash Capture Project $67,931$722,198
ST0116 Tassajara Road Realignment & Widening - Fallon Road to
North City Limit$107,733$200,760$408,638$912,280$538,150
ST0615Traffic Sign Inventory and Safety Review $52,419$45,573
ST0316Village Parkway and Brighton Traffic Signal Upgrade $176,163
STNEW1 Tassajara Road Improvements - North Dublin Ranch Drive
to Quarry Lane School $1,798,020$4,053,980
STNEW2Alamo Creek Trail Repair $664,180
STNEW3City Entrance Monument Signs $285,000
STNEW4Stormwater Trash Capture Device Installation$1,055,000
STNEW5Dublin Boulevard Pavement Rehabilitation $736,817
STNEW6 Intelligent Transportation System Upgrade –
Connected/Autonomous Vehicle and Safety Improvements $125,000
TOTAL COSTS (1)$10,536,679$7,214,910$31,472,160$8,851,735$8,613,487
CIP City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-7
Streets CIP
Streets CIP Financing
(1)Costs and Financing sources exclude project improvement costs to be constructed by developers and other agencies
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
FINANCING
1001General Fund$118,873$108,000$1,995,839$1,393,000$108,000
2106Traffic Safety$52,419$45,573
2201State Gas Tax$962,932$1,102,100$2,771,228$1,175,180$952,000
2202Federal Transportation Grant $661,000
2203Transportation Development Act$210,000
2204Measure B Sales Tax - Local Streets Fund (ACTC)$572,527$445,000$863,771$490,000$535,817
2205Measure B Sales Tax - Bike & Pedestrian Fund (ACTC)$42,260$267,430$518,110$172,000$23,000
2207TFCA/Transportation for Clean Air$66,314$126,600
2212Vehicle Registration Fee (ACTC)$141,679$40,120$92,956$70,000$70,000
2214Measure BB Sales Tax - Local Streets Fund (ACTC)$230,000$400,000$1,023,600$450,000$300,000
2215Measure BB Sales Tax - Bike & Pedestrian Fund (ACTC)$220,000$117,780$145,780$150,000$20,000
2216Measure B Grants$4,736,750$1,119,810
2217Measure BB Grants$2,049,267$3,100,000$13,731,218$213,515
2220Road Maint. & Rehab Account (RMRA)$330,716$900,000$300,000
2302Measure D $45,000
2304Local Recycling Programs$81,510$170,000
2705Street Light District East Dublin 1999-1$8,985$37,480$388,930$337,090$37,090
2902Noise Mitigation Fund$90,000
3600Streets CIP Projects$250,680$2,408,320
4301Eastern Dublin Traffic Impact Fee - Category 1$315,333$497,210$889,488$2,143,670$5,048,430
4302Eastern Dublin Traffic Impact Fee - Category 2$157,961$1,099,790$2,590,145
4303Traffic Impact Fee - Category 3$409,263
4304Western Dublin Traffic Impact Fee$155,862$916,532
4305Traffic Impact Fee - Dougherty Valley$61,337$1,305,313
4306Tri-Valley Transportation Development Fund$503,017$538,150
4309Mitigation Contributions$221,780$122,934
6305Internal Service Fund - Equipment$5,426$20,000$20,000
7101Energy Efficiency Capital Lease$209$79,871
TOTAL FINANCING (1)$10,536,679$7,214,910$31,472,160$8,851,735$8,613,487
Blank City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page G-8
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ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-1
City of Dublin
PROPRIETARY FUNDS
Internal Service Funds
The Internal Service Fund provides funding to support the following areas: 1) Replacement of vehicles and fire
apparatus; 2) Replacement of major building system components such as heating and air conditioning systems,
pumps, boilers, etc. at City owned facilities; 3) replacement of office equipment, computers, network
infrastructure, solar equipment, telephone systems, etc.; 4) IT operational costs; 5) City employees Other Post-
Employment Benefits (OPEB); and 6) the City’s Energy Efficient Capital Lease.
Each City operating department budget includes charges for equipment usage and City employees’ post-
employment benefits. The Internal Service Fund charges in departments translate to revenue in the Internal
Services Funds. Department charges are established at a level to sufficiently accumulate funds over time for the
replacement of the equipment, funding for IT costs, and funding for future employee obligations.
The total Internal Service Funds budget for Fiscal Year 2018-19 is $4,896,635, and the projected budget for
Fiscal Year 2019-20 is $6,653,098 (excludes depreciation expense and transfers). Planned Internal Service Fund
purchases are related to building maintenance, replacement of network servers and computers, replacement of
police patrol cars and fire prevention vehicles, 2 fire apparatus units and related equipment, and retiree health
costs.
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-2
Proprietary Funds
The following are the fund summaries for Internal Service Funds:
Internal Service Fund - Vehicles
(1)FY 16-17 Fund balance includes $1,210,781 as Net Investment in Capital Assets
A ctual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$4,615,539$4,604,241$4,604,241$3,718,627$4,110,073
REVENUES
Use Of Money & Property$36,551$25,732$25,732$29,834$24,267
Internal Service Charges$528,048$520,509$520,509$496,612$526,265
Other Revenue$28,495
TOTAL REVENUES$593,093$546,241$546,241$526,446$550,532
EXPENDITURES BY CATEGORY
Capital Outlay $135,000$170,000
Capital Outlay - ISF$268,546$1,200,000$1,431,855$2,500,000
Capital Outlay - Depreciation$335,845
TOTAL EXPENDITURES$604,391$1,200,000$1,431,855$135,000$2,670,000
ENDING FUND BALANCE (JUNE 30)(1)$4,604,241$3,950,482$3,718,627$4,110,073$1,990,605
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-3
Proprietary Funds
Internal Service Fund - Facilities
(1)FY 16-17 Fund balance includes $43,095,538 as Net Investment in Capital Assets
Actual
2016-17
Adopted
2017-18
A mended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$51,369,529$49,946,147$49,946,147$50,652,450$51,231,940
REVENUES
Use Of Money & Property$70,225$62,278$62,278$77,251$79,200
Internal Service Charges$317,676$298,775$298,775$231,339$220,593
Other Revenue$62
Transfers In$300,000$750,000$750,000$1,000,000$1,000,000
TOTAL REVENUES$687,962$1,111,053$1,111,053$1,308,590$1,299,793
EXPENDITURES BY CATEGORY
Capital Outlay$50,000$100,000$65,000$50,000
Capital Outlay - Depreciation$2,111,345
Transfers Out$304,750$664,100
TOTAL EXPENDITURES$2,111,345$50,000$404,750$729,100$50,000
ENDING FUND BALANCE (JUNE 30)(1)$49,946,147$51,007,200$50,652,450$51,231,940$52,481,733
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-4
Proprietary Funds
Internal Service Fund - Equipment
(1)FY 16-17 Fund balance includes $941,070 as Net Investment in Capital Assets
A ctual
2016-17
A dopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$4,556,631$5,233,614$5,233,614$5,950,263$5,857,833
REVENUES
Use Of Money & Property$43,294$36,046$36,046$47,787$51,799
Internal Service Charges$840,672$938,028$938,028$957,914$846,984
TOTAL REVENUES$883,966$974,074$974,074$1,005,701$898,783
EXPENDITURES BY CATEGORY
Services & Supplies$2,000$2,000
Internal Service Fund Charges$49,571$46,975
Capital Outlay$158,549$235,000$250,000$778,560$362,943
Capital Outlay - Depreciation$48,434
Transfers Out$5,426$270,000$425,000
TOTAL EXPENDITURES$206,984$237,000$257,426$1,098,131$834,918
ENDING FUND BALANCE (JUNE 30)(1)$5,233,614$5,970,688$5,950,263$5,857,833$5,921,698
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-5
Proprietary Funds
Internal Service Fund – IT
(1)FY 16-17 Fund balance includes $649,093 as Net Investment in Capital Assets
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1) $1,947,102$2,197,109$2,197,109$1,746,349$1,475,544
REVENUES
Use Of Money & Property$18,207$14,775$10,620
Internal Service Charges$1,439,856$1,422,119$1,422,119$1,494,688$1,575,245
Other Revenue$22,248
TOTAL REVENUES$1,480,311$1,422,119$1,422,119$1,509,463$1,585,865
EXPENDITURES BY CATEGORY
Salaries & Wages$367,892$501,980$501,980$456,771$470,450
Benefits$186,896$245,406$245,406$162,054$172,633
Services & Supplies$369,217$412,407$487,407$548,295$606,730
Internal Service Fund Charges$23,472$18,915$18,915$30,719$28,626
Utilities$34,873$37,600$51,400$69,750$71,843
Contracted Services$241,720$207,679$350,912$261,979$262,370
Capital Outlay$12,185$60,000$60,000$700$700
Transfers Out$156,858$250,000
TOTAL EXPENDITURES$1,230,304$1,483,987$1,872,878$1,780,268$1,613,352
ENDING FUND BALANCE (JUNE 30)(1)$2,197,109$2,135,241$1,746,349$1,475,544$1,448,057
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-6
Proprietary Funds
Internal Service Fund – Retiree Health
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$23,858$25,233$25,233$26,100$28,005
REVENUES
Use Of Money & Property$1,376$1,002$1,002$352$352
Internal Service Charges$1,573,886$1,645,152$1,645,152$1,029,193$1,013,759
Other Revenue$610,662$790,020$790,020$799,660$897,600
TOTAL REVENUES$2,185,924$2,436,174$2,436,174$1,829,205$1,911,711
EXPENDITURES
Benefits$610,662$790,020$790,020$799,660$897,600
Contracted Services$1,573,886$1,645,287$1,645,287$1,027,640$1,012,228
TOTAL EXPENDITURES$2,184,549$2,435,307$2,435,307$1,827,300$1,909,828
ENDING FUND BALANCE$25,233$26,100$26,100$28,005$29,888
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-7
Proprietary Funds
Internal Service Fund – PERS Side Fund Payoff
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)($549,949)($159,616)($159,616)
REVENUES
Internal Service Charges$390,333$200,000$159,616
TOTAL REVENUES$390,333$200,000$159,616
ENDING FUND BALANCE (JUNE 30)($159,616)$40,384
ISF City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page H-8
Proprietary Funds
Internal Service Fund – Energy Efficient Capital Lease
A ctual
2016-17
Adopted
2017-18
A mended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)($5,141,908)($4,711,885)($4,711,885)($4,335,758)($3,939,030)
REVENUES
Use Of Money & Property$913
Internal Service Charges (1)$565,976$581,881$581,881$510,936
TOTAL EXPENDITURES$566,890$581,881$581,881$510,936
EXPENDITURES BY CATEGORY
Interest Payement$136,867$125,882$125,883$114,208
Principal Payment$455,999$455,999$396,728
Transfers Out$79,872
TOTAL EXPENDITURES$136,867$581,881$661,754$510,936
ENDING FUND BALANCE (JUNE 30)($4,711,885)($4,255,886)($4,335,758)($3,939,030)($3,939,030)
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-1
City of Dublin
FIDUCIARY FUNDS
Dublin Crossing Bond Series 2015-1
In November 2013, the City Council adopted the Dublin Crossing Specific Plan (DCSP) relating to the private
development of approximately 189 acres on a portion of the Parks Reserve Forces Training Area (Camp Parks)
in the City of Dublin. The DCSP includes provisions for the demolition of existing buildings and other
improvements on the site and construction of a residential mixed- use project with up to 1,995 single- and multi-
family residential units; up to 200,000 square feet of retail, office and/or commercial uses; a 30-acre Community
Park; a 5-acre Neighborhood Park, and a 12-acre school site.
The City Council also approved a development agreement with the Developer which outlined their intention to
propose the formation of a Community Facilities District (CFD) by the City pursuant to the Mello-Roos
Community Facilities Act of 1982. A CFD is a defined geographic area in which the City is authorized to levy
annual special taxes to either finance directly the costs of specified public improvements, or to pay debt service
on bonds issued to finance the public improvements, as well as to pay costs of administering the CFD.
On June 2, 2015, the City Council adopted the Resolution of Formation (Reso 96-15), establishing Community
Facilities District No. 2015-1 (Dublin Crossing). In August 2017, the City issued $32.7 million in bonds on behalf
of the CFD. The second bond issuance is anticipated in Fiscal Year 2018-19, dependent upon the Developer’s
timeline for construction.
Figure 64| DUBLIN CROSSING BOND SERIES 2015-1 (5102)
(1)Does not include CFD reimbursement requests from Developer in FY 2018-19 and FY 2019-20
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$22,864,530$21,684,256
REVENUES
Bond Issuance$32,740,000
Use Of Money & Property$26,997$36,000$24,000
Special Assessments$510,379$530,000$530,000
TOTAL REVENUES$33,277,376$566,000$554,000
EXPENDITURES BY CATEGORY
Salaries & Wages$1,557$10,000$10,000
Benefits $417$2,000$2,000
Contracted Services$990,390$50,000$50,000
Reimbursement To Others$8,597,435
Deb Service Payment$823,047$1,684,274$1,744,750
TOTAL EXPENDITURES (1)$10,412,846$1,746,274$1,806,750
ENDING FUND BALANCE (JUNE 30)$22,864,530$21,684,256$20,431,506
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-2
Geologic Hazard Abatement Districts (GHAD)
A Geologic Hazard Abatement District (District) is a special entity which is established separate from the City
of Dublin and applies to a specific defined area within the City. The District is formed under provisions in the
California Public Resources Code which establishes in Section 26500 that a District is a political subdivision of
the State and is not an agency or instrumentality of a local agency.
The City’s role is limited to providing support to the District, coordinating activities undertaken for the District,
administering the District funds and coordinating the payment of expenses associated with the District. GHAD
funding is collected as part of property tax bills. The District can perform maintenance on defined areas and can
also accumulate reserves to address major or extraordinary work such as a landslide repair.
The Public Resources Code defines a “geologic hazard” as an actual or threatened landslide, land subsidence,
soil erosion, earthquake, fault movement, or any other natural or unnatural movement of land or earth. A District
may be formed for the following purposes: (a) Prevention, mitigation, abatement, or control of a geologic hazard;
or (b) Mitigation or abatement of structural hazards that are partly or wholly caused by geologic hazards (Public
Resources Code 26525).
The City of Dublin has established three separate Districts: Fallon Village Geologic Hazard Abatement District,
Schaefer Ranch Geologic Hazard Abatement District, and Fallon Crossing Geologic Hazard Abatement District.
These Districts are managed by a Board of Directors, which is currently comprised of the Dublin City Council.
Assessments are levied in accordance with an Engineer’s Report prepared for each District and adopted at a
public meeting.
Information in this section is presented for informational purposes, since these activities are not a direct
obligation of the City of Dublin.
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-3
Fallon Village Geologic Hazard Abatement District
The Fallon Village Geologic Hazard Abatement District (GHAD) was established in accordance with a condition
of approval for the Fallon Village development project. On December 4, 2007, the City Council approved
Resolution No. 216-07 which created the Fallon Village GHAD. The GHAD was formed to provide a
mechanism for the prevention, mitigation, abatement, and control of identified or potential geologic hazards
within the District’s boundary. The boundary of this assessment district encompasses approximately 175 acres of
land, located generally east of Fallon Road.
On May 3, 2011, the City Council approved Resolution 52-11 approving the annexation of the Jordan Ranch
development into the Fallon Village GHAD. The boundary of the District encompasses approximately 674 acres
of land, located generally east of Fallon Road.
At the beginning of FY 2018-19, it is estimated that there will be an additional 76 parcels within the GHAD that
will be subject to the special assessment. In FY 2019-20, it is estimated an additional 80 parcels within the GHAD
will be subject to the special assessment.
Figure 65| FALLON VILLAGE GHAD(5301)
A ctual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$2,543,350$3,368,498$3,368,498$3,568,055$3,866,379
REVENUES
Property Taxes
Special Assessments$899,392$912,973$912,973$1,014,043$1,064,850
Use Of Money & Property$32,195$14,850$14,850$25,000$25,000
Other Revenue$22,563
TOTAL REVENUES$954,150$927,823$927,823$1,039,043$1,089,850
EXPENDITURES BY CATEGORY
Salaries & Wages$15,161$18,847$18,847$19,405$19,981
Benefits$6,319$6,986$6,986$6,174$6,796
Services & Supplies$8$100$100
Contracted Services$107,514$702,333$702,333$715,139$728,856
TOTAL EXPENDITURES$129,003$728,266$728,266$740,718$755,633
ENDING FUND BALANCE (JUNE 30)$3,368,498$3,568,055$3,568,055$3,866,379$4,200,596
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-4
Schaefer Ranch Geologic Hazard Abatement District
The Schaefer Ranch Geologic Hazard Assessment Abatement District (GHAD) was established in accordance
with a condition of approval for the Schaefer Ranch development project. On December 5, 2006, the City
GHAD. The GHAD was formed to provide a mechanism for the prevention, mitigation, abatement, and control
of identified or potential geologic hazards within the District’s boundary. The boundary of the District
encompasses approximately 500 acres of land located at the westerly boundary of the City limits.
At the beginning of FY 2018-19, it is estimated there will be an additional 19 parcels within the GHAD that will
be subject to the special assessment. No additional parcels are estimated to be subject to the special assessment
in FY 2019-20.
Figure 66| SCHAEFER RANCH GHAD (5302)
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$2,462,422$3,158,834$3,158,834$3,454,199$3,464,149
REVENUES
Property Taxes$1,906
Special Assessments$751,384$814,831$814,831$509,430$522,166
Use Of Money & Property$30,446$16,150$16,150$25,000$25,000
TOTAL REVENUES$783,736$830,981$830,981$534,430$547,166
EXPENDITURES BY CATEGORY
Salaries & Wages$15,577$18,847$18,847$19,405$19,981
Benefits$6,427$6,986$6,986$6,174$6,796
Contracted Services$65,321$509,783$509,783$498,900$511,732
TOTAL EXPENDITURES$87,325$535,616$535,616$524,480$538,509
ENDING FUND BALANCE (JUNE 30)$3,158,834$3,454,199$3,454,199$3,464,149$3,472,807
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-5
Fallon Crossing (North Tassajara) Geologic Hazard
Abatement District
The Fallon Crossing Geologic Hazard Assessment Abatement District was established in accordance with a
condition of approval for the Fallon Crossings development project. On August 16, 2011, the City Council
approved Resolution No. 147-11 which created the Fallon Crossing Geologic Hazard Abatement District. The
GHAD was formed to provide a mechanism for the prevention, mitigation, abatement, and control of identified
or potential geologic hazards within the District’s boundary. The boundary of the District encompasses
approximately 68 acres of land located on the northeast side of Tassajara Road.
On June 6, 2017, the City Council approved Resolution 66-17 approving the annexation of the Tassajara Hills
development into the Fallon Crossing GHAD. The boundary of the District encompasses approximately 292
acres of land in the northeast corner of the City.
Since FY 2015-16, all 106 parcels within The Chateau development have been subject to the special assessment.
At the beginning of FY 2018-19, it is estimated that there will be 74 parcels within the Tassajara Hills
development that will be subject to the special assessment. In FY 2019-20, it is estimated that an additional 75
parcels within the GHAD will be subject to the special assessment.
Figure 67| FALLON CROSSING GHAD (5321)
A ctual
2016-17
A dopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY1)$239,241$347,553$347,553$421,572$471,561
REVENUES
Property Taxes$466
Special Assessments$124,233$126,023$126,023$224,810$325,853
Use Of Money & Property$3,135$1,350$1,350$3,000$3,000
TOTAL REVENUES$127,834$127,373$127,373$227,810$328,853
EXPENDITURES BY CATEGORY
Salaries & Wages$7,580$9,423$9,423$9,703$9,990
Benefits$3,159$3,490$3,490$3,087$3,398
Contracted Services$8,782$40,441$40,441$165,031$228,716
TOTAL EXPENDITURES$19,522$53,354$53,354$177,821$242,104
ENDING FUND BALANCE (JUNE 30)$347,553$421,572$421,572$471,561$558,311
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-6
California Employers’ Retiree Benefit Trust (CERBT)
The State of California Public Employees Retirement System (CALPERS) developed the CERBT to allow
public agencies to invest money in a trust mechanism to fund other post-employment benefits (OPEB),
otherwise known as retiree health care.
The City of Dublin Retiree Health Plan is a single-employer defined benefit health care plan administered by
CalPERS. The plan provides medical insurance benefits to eligible retiree and their eligible dependents in
accordance with the State Public Employee Retirement Law.
During the Fiscal Year 2006-07, the City made arrangements with CALPERS for the initial establishment of the
trust, and transferred $5.5 million into the trust. The City has established a policy to make annual contribution
for the purpose of funding the Annual Required Contribution (ARC) when there are no budget constraints. The
ARC amount is determined by an Actuarial Study which is required to be updated biennially. The most recent
Actuarial Study was for fiscal year 2017-18. The Annual Required Contribution rates were determined at 9.2%
and 8.8% of salaries for the two fiscal years respectively. It is important to note that the CERBT funds are
not controlled by the City, as they are assets held by and distributed by CalPERS. This page is included
in the budget document for informational purposes only.
Figure 68| CERBT SUMMARY
Actual
2016-17
Adopted
2017-18
A mended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JULY 1)$14,566,062$17,186,002$17,186,002$18,024,134$18,236,667
REVENUES
Use Of Money & Property$1,670,685
Other Revenue$1,573,886$1,645,152$1,645,152$1,029,193$1,013,759
TOTAL REVENUES$3,244,571$1,645,152$1,645,152$1,029,193$1,013,759
EXPENDITURES BY CATEGORY
Benefits$610,662$790,020$790,020$799,660$897,600
Contracted Services$13,970$17,000$17,000$17,000$17,000
TOTAL EXPENDITURES$624,631$807,020$807,020$816,660$914,600
ENDING FUND BALANCE (JUNE 30)$17,186,002$18,024,134$18,024,134$18,236,667$18,335,826
Fiduciary City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page I-7
Associated Community Action Funds (ACAP)
Alameda Community Action Program (ACAP) is a California public entity based in the Alameda County. ACAP
was formed on July 18, 1995 by a Joint Powers Agreement consisting of 13-member agencies, which include the
County of the Alameda and 12 cities within the County’s boundary, except the City of Berkeley and the City of
Oakland. ACAP is governed by a 13-member Governing Board, comprised of one representative from the
Alameda County and one representative from each of ACAP’s 12 founding cities. ACAP’s purpose was to locally
administer certain federal and state anti-poverty programs.
At its board meeting on November 16, 2011 the City of Dublin was appointed as ACAP’s Fiscal Agent and
Administrator. The City of Dublin manages the ongoing fiscal needs of the agency, prepares the agency’s annual
budget and audit until which time the agency is dissolved. Note the financial information is presented on a
calendar year basis. The City is working with the other ACAP members on the dissolution of ACAP in calendar
year 2018.
Figure 69| ACAP SCHEDULE
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
BEGINNING FUND BALANCE (JANUARY 1)$39,436$11,096$11,096($27,364)($27,364)
REVENUES
Use Of Money & Property$202$240$240
TOTAL REVENUES$202$240$240
EXPENDITURES CATEGORY
Services & Supplies$9,175$9,200
Contracted Services$19,367$19,500
Interest & Other$10,000
TOTAL EXPENDITURES$28,542$38,700
ENDING FUND BALANCE (DECEMBER 31)$11,096$11,336($27,364)($27,364)($27,364)
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Strategic Plan City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page J-1
City of Dublin
STRATEGIC PLAN
City of Dublin Two-Year Strategic Plan
Adopted on April 17, 2018
Adopted for Fiscal Years 2018-19 & 2019-20 (updated every two years)
Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, and
fosters new opportunities.
Vision
Dublin is a great community to live, work, and raise a family. Dublin values:
Safety – We are dedicated to excellent public safety resources, including police and fire.
Finances – We will strive to be fiscally transparent and balance our budgets annually.
Multi-Cultural Opportunities – We will meet the cultural needs of our community through
programming, understanding and events.
Innovation – We will continue to innovate in every aspect of government and promote innovation
within the business community.
Customer Service – We will provide excellent customer service to our residents and businesses at all
times.
Living an Active Lifestyle – We will continuously promote an active lifestyle through our parks and
facilities and encourage participation in local sports.
History – We will honor our history through places and programs that remind people of our
beginnings.
Business – We will support our businesses through ongoing economic development efforts and help
them grow and thrive locally.
Environmental Sustainability – We will continue to lead in building a sustainability community and
protecting our natural resources.
Strategic Plan City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page J-2
Strategies
Strategy
1. Assure the City’s long-term financial sustainability.
Strategic Objectives:
1A. Maintain strong conservative fiscal policies.
1B. Explore operational efficiencies in delivering service with other public agencies.
1C. Look for additional ways to increase sales tax revenue for the City.
2. Enhance the City’s engagement efforts to better connect and inform residents of City
activities and public safety matters.
Strategic Objectives:
2A. Continue utilizing social media as a communication platform to connect and provide
information to the community, while exploring various options to maximize the
footprint and efficiency of this tool.
2B. Strengthen the City’s social media presence on existing platforms.
2C. Conduct a residential satisfaction survey.
2D. Put greater emphasis on the disaster preparedness efforts by the City.
2E. Participation in 2018 Urban Shield mass care and shelter countywide exercise.
2F. Review and update the City’s comprehensive emergency management plan.
3. Pursue efforts to help strengthen the City’s infrastructure and technology.
Strategic Objectives:
3A. Work to establish a Public-Public Partnership with Parks Reserve Force Training Area
(RFTA) Maintenance.
3B. Continue to embrace technology to improve traffic, street and engineering
infrastructure.
3C. Continue evaluating the feasibility of enhancing and increasing technology such as
Automated License Plate Readers (ALPR), video cameras, and other new technology
to prevent crime, increase community safety and to aid police investigations.
3D. Develop a special needs affordable housing project.
Strategic Plan City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page J-3
Strategies
4. Focus efforts on ways to strengthen the City’s economic vitality, including the
Downtown, through public investment and economic development.
Strategic Objectives:
4A. Continue implementing the recommendations in the City’s adopted Economic
Development Strategic Plan, including offering of incentives
and other grants to small businesses to make physical improvements to properties.
4B. Market, in conjunction with property owners, the opportunity sites.
4C. Work with Downtown property owners on updating the CC&Rs to facilitate retail
transition.
4D. Work with Downtown property owners on building/site improvements.
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Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-1
City of Dublin
APPENDIX
Introduction
The City of Dublin adopts a Biennial Budget which incorporates the estimated Revenue and Expenditures for
the City each of the two Fiscal Years. The Fiscal Year begins July 1st and ends on June 30th.
The schedules included in the Appendix are intended to provide additional summary and comparison
information related to both Revenues and Expenditures. The Appendix also includes a glossary of terms, and
detailed demographic information about the City of Dublin. Upon adoption by the City Council, a copy of
the resolution will be placed in the Appendix as well. Questions about the presentation of the information can
be directed to Administrative Services Department at (925) 833-6640, or via e-mail at
admin.services@dublin.ca.gov.
The following are the sections included in the Appendix:
#1 – Historical Comparison of Revenues by Source
#2 – Human Services Grants Program
#3 – Position Allocation Plan
#4 – Fiscal Year 2018-19 Appropriations Limit
#5 – Fund Balance Reserves Policy
#6 – Glossary/Index
#7 – Demographics
#8 – Legal Debt Limit
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-2
Historical Comparison of Revenue by Source
Figure 70| HISTORICAL COMPARISON OF REVENUE BY SOURCE
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
General Fund (1000s)
Property Taxes
Current Secured $29,922,952$31,169,023$32,399,023 $32,534,041 $34,426,857
Current Unsecured $1,496,194$1,579,935$1,579,935 $1,644,800 $1,740,494
Motor Vehicle In Lieu $5,603,714$5,855,881$5,855,881 $6,111,198 $6,378,257
Property Tax Reduction ($1,568,460)($1,648,000)($1,648,000)($1,713,920) ($1,782,477)
Supplemental $1,077,687$698,321$698,321 $1,184,726 $1,253,653
Prior Secured $367,938$315,987$315,987 $404,483 $428,016
Prior Unsecured ($31,984)($35,160) ($37,206)
Property Tax Penalties $96,743
Sub-total $36,964,785$37,971,147$39,201,147 $40,130,167 $42,407,594
Sales Taxes
Sales and Use Tax $20,490,275$20,758,196$20,758,196 $20,758,196 $20,363,790
Sales Tax Reimbursements ($488,896)($461,395)($461,395)($628,500) ($466,500)
Sub-total $20,001,379$20,296,801$20,296,801 $20,129,696 $19,897,290
Other Taxes
Property Transfer Tax $1,064,805$500,000$750,000 $750,000 $750,000
Transient Occupancy Tax (Hotel) $1,498,493 $1,400,000 $1,400,000 $1,400,000 $1,400,000
Sub-total $2,563,298$1,900,000$2,150,000 $2,150,000 $2,150,000
Franchise Taxes
Electric $593,875$510,000$510,000 $595,000 $606,900
Gas $123,478$100,000$100,000 $125,000 $127,500
Garbage $2,687,372$2,522,000$2,522,000 $2,788,100 $2,858,200
Cable $866,522$915,000$915,000 $915,000 $915,000
Sub-total $4,271,247$4,047,000$4,047,000 $4,423,100 $4,507,600
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-3
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Licenses & Permits
Business Licenses $175,624$170,000$170,000 $170,000 $170,000
Taxi - Company $2,427$4,970$4,970 $2,500 $2,500
Taxi - Driver $3,287$8,080$8,080 $3,300 $3,300
Tobacco Retailing License $5,928$7,500$7,500 $4,000 $4,000
Massage - Establishment $2,568$1,740$1,740 $1,740 $1,740
Peddler $5,628$1,797$1,797 $1,797 $1,797
Animal License $7,394 $7,000 $7,000 $7,000 $7,000
Fire Permits - Self Inspected $12,659$12,980$12,980 $14,460 $14,460
Fire Permits - Annual $91,887$81,291$81,291 $55,566 $56,595
Planning Permits $58,843$57,098$57,098 $60,758 $60,758
Building Permits $6,716,671$4,397,615$4,397,615 $4,141,524 $3,396,546
Construction and Demo Permits $124,687 $101,280 $101,280 $72,799 $73,358
City Calgreen Building Permit
Surcharge $414,885$336,540$336,540 $311,777 $252,171
Encroachment /Transportation $136,174$118,000$118,000 $84,500 $84,500
Grading $3,960$4,100$4,100 $5,000 $5,000
Newspaper Racks Permit $1,440$1,440 $500 $500
Miscellaneous Permits $7,619$8,198$8,198 $6,150 $6,255
Sub-total $7,770,240$5,319,629$5,319,629 $4,943,371 $4,140,480
Fines & Penalties
Other Court Fines $41,761$35,000$35,000 $35,000 $35,000
Parking Citations $47,943$72,432$72,432 $72,432 $72,432
Business License Penalties $4,402$4,000$4,000 $4,000 $4,000
Penalties Other $100
Sub-total $94,205$111,432$111,432 $111,432 $111,432
Use Of Money & Property
Interest $1,286,942$876,000$1,326,000 $1,328,987 $1,335,015
Investment Fair Market Value
Adjustment ($2,161,541)
Field & Court Rentals $220,159 $200,000 $200,000 $185,480 $185,480
Facility Rentals $359,900 $361,228 $361,228 $413,554 $417,554
Picnic Area Rentals $29,734 $20,000 $20,000 $28,055 $28,055
Leased Property $509,374 $500,444 $500,444 $520,129 $522,506
Sub-total $244,567$1,957,672$2,407,672 $2,476,205 $2,488,610
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-4
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Intergovernmental
Vehicle License Fee $25,692
Mandated Costs Reimbursement $10,125 $15,000$15,000 $10,000 $10,000
Property Tax Relief (HOPTR) $222,692 $183,618 $183,618 $224,919 $224,919
Sub-total $258,508$198,618$198,618 $234,919 $234,919
Charges For Services
General & Administrative
Sale of Documents $527$500$500 $500 $500
Bldg Use Insurance $27,712$21,000$21,000 $24,378 $26,816
General & Administrative $28,239$21,500$21,500 $24,878 $27,316
Police Services
Police Reports $3,960$2,380$2,380 $2,380 $2,380
Background Letter $1,430 $1,300$1,300 $1,300 $1,300
ABC Letter $588$620$620 $620 $620
Livescan $2,631$3,000$3,000 $500 $500
Fingerprints $3,857$3,800$3,800 $500 $500
Vehicle Release $29,695$41,780$41,780 $30,000 $30,000
Fix It Tickets $710$310$310 $310 $310
Repo Releases $940$600$600 $600 $600
DUI Response Costs Recovery $1,985$2,110$2,110 $2,110 $2,110
Miscellaneous Police Services $356$820$820 $820 $820
Police Services $46,151$56,720$56,720 $39,140 $39,140
Fire Services
Fire Alarm $62,519$15,000$37,000 $16,477 $16,087
Sprinkler / Underground $360,282 $200,000$250,000 $124,704 $124,095
Fixed System $6,244$730$730 $1,122 $1,524
Fire Plan Check $88,748$70,400$70,400 $36,322 $36,534
Miscellaneous Fire Services $2,362$1,500$1,500 $692 $1,760
Santa Rita Services $795,177$505,200$505,200 $764,160 $764,160
Fire Services $1,315,332$792,830$864,830 $943,477 $944,160
Environmental Services
EV Charging Stations $2,397$2,000$2,000 $2,000 $2,000
Waste Mgt Admin Fee $922,932 $900,000 $900,000 $1,000,130 $1,030,134
Local Share Permit Surcharge-
Green Bldg $2,031 $1,273 $1,273 $1,183 $740
Environmental Services $927,360$903,273$903,273 $1,003,313 $1,032,874
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-5
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Parks & Community Services
Cultural Arts Activities $190,098$204,500$204,500 $214,250 $221,025
Heritage Center Programs $14,965$22,485$22,485 $16,850 $17,650
Cemetery $5,589$6,222$6,222 $6,222 $6,222
Community Events & Festivals $196,479$94,570$94,570 $153,325 $153,325
Family Programs $499,376$741,565$741,565 $1,237,670 $1,237,670
Recreational Activities $279,668 $318,500 $318,500 $300,000 $300,000
Preschool Programs $360,140 $359,828 $359,828 $382,316 $382,316
Senior Programs $103,943 $93,400 $93,400 $92,420 $92,420
Sports Programs $786,403 $763,303 $763,303 $769,216 $773,118
Aquatic Programs $487,012 $1,695,163 $1,695,163 $1,576,545 $1,576,545
Parks & Community Services $2,923,672$4,299,536$4,299,536 $4,748,814 $4,760,291
Development Services
Zoning $1,658,782$1,148,855$2,070,760 $722,575 $722,575
Plan Checking $3,240,696$3,639,471$3,639,471 $2,892,500 $2,892,500
Local Share Permit Surcharge-Zone 7 $23,517$14,314$14,314 $13,082 $17,067
Local Share Permit Surcharge-SMIP $4,598$2,094$2,094 $2,590 $1,732
Business License City Admin CASp fee $2,782$2,450$2,450 $12,600 $12,600
PFD Development Services $3,289
Development Services $4,933,663$4,807,184$5,729,089 $3,643,347 $3,646,473
Sub-total $10,174,417$10,881,043$11,874,948 $10,402,969 $10,450,255
General Revenue
Sale of Property $6,307
Concessions Revenue $1,093 $229,564 $229,564
Contribution/Donations/Sponsorships $317,319$112,760$112,760 $92,395 $90,395
Miscellaneous Revenue $63,843 $70,000 $70,000
Reimbursement, General $511,288$141,475$155,040 $439,067 $440,051
Reimbursement, Damage $4,112$5,000$5,000 $5,000 $5,000
Community Benefit Payments $699,000 $200,000 $200,000 $641,000 $200,000
Sub-total $1,602,961$459,235$472,800 $1,477,026 $1,035,010
Total $83,945,609 $83,142,577 $86,080,047 $86,478,886 $87,423,190
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-6
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
State Seizure/Special Activity Fund (2101)
Interest $1,125 $1,196 $1,196 $644 $644
General Revenue $718
Total $1,843 $1,196 $1,196 $644 $644
Vehicle Abatement (2102)
Interest $3,794$3,763$3,763 $5,647 $6,106
Intergovernmental-County $34,464$30,457$30,457 $34,000 $34,000
Total $38,257 $34,220 $34,220 $39,647 $40,106
SLES/COPS Fund - CA (2103)
Interest $594$310$310 $410 $73
Intergovernmental-State $123,632$100,000$100,000 $100,000 $100,000
Total $124,227 $100,310 $100,310 $100,410 $100,073
Traffic Safety (2106)
Fines & Penalties $166,015$148,279$148,279 $160,000 $160,000
Interest $3,726 $2,358 $2,358 $2,420 $1,588
Total $169,741 $150,637 $150,637 $162,420 $161,588
Federal Asset Seizure Fund (2107)
Interest $310
General Revenue $19,058
Total $19,368
EMS Special Revenue (2109)
Special Assessments - Current $179,638$183,512$183,512 $190,663 $198,289
Special Assessments - Prior Year &
Penalties $1,794$1,800$1,800 $1,800 $1,800
Interest $1,167$932$932 $40
Intergovernmental-County $188,192$63,143$63,143
Total $370,791 $249,387 $249,387 $192,503 $200,089
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-7
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Enforcement Grants (2111)
Interest $63$20$20 $44 $44
Intergovernmental-Federal $25,000
Total $63 $20 $20 $25,044 $44
State Gas Tax (2201)
Interest $41,469$20,891$20,891 $19,498 $17,300
Intergovernmental-State $1,091,706$1,207,169$1,207,169 $1,444,239 $1,444,239
General Revenue $396,334 $65,618 $67,853 $67,853
Total $1,133,175 $1,624,394 $1,293,678 $1,531,590 $1,529,392
Federal Transportation Grant (2202)
Intergovernmental-Federal $661,000
Total $661,000
Transportation Development Act (2203)
Intergovernmental-State $148,311 $210,000
Total $148,311 $210,000
Measure B-Local Streets (2204)
Sales Tax $458,222$442,000 $442,000 $500,000 $500,000
Interest $3,719 $529 $354
Total $461,941 $442,000 $442,000 $500,529 $500,354
Measure B-Bike & Ped (2205)
Sales Tax $175,830$170,000$170,000 $170,000 $170,000
Interest $3,267 $139 $875
Total $179,097 $170,000 $170,000 $170,139 $170,875
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-8
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Transportation for Clean Air (2207)
Intergovernmental-County $75,500$146,352
Total $75,500 $146,352
Vehicle Registration Fee (2212)
Interest $2,338$1,134$1,134 $1,972 $1,819
Intergovernmental-County $276,584$252,000$252,000 $250,000 $250,000
Total $278,922 $253,134 $253,134 $251,972 $251,819
Measure BB-Local Streets (2214)
Sales Tax $408,414$400,200$400,200 $450,000 $450,000
Interest $6,182 $342 $1,355
Total $414,596 $400,200 $400,200 $450,342 $451,355
Measure BB-Bike & Ped (2215)
Sales Tax $142,487$140,000$140,000 $140,000 $140,000
Interest $1,831$624$624 $1,299 $2,041
Total $144,318 $140,624 $140,624 $141,299 $142,041
Measure B Grants (2216)
Intergovernmental-County $4,966,356$1,300,644
Total $4,966,356 $1,300,644
Measure BB Grants (2217)
Intergovernmental-County $681,650$3,727,000$13,818,350 $1,294,000 $200,000
Total $681,650 $3,727,000 $13,818,350 $1,294,000 $200,000
Road Maintenance & Rehab Account (RMRA) (2220)
Interest $615 $5,902
Intergovernmental-State $330,716 $991,149 $992,000
Total $330,716 $991,764 $997,902
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-9
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Measure D (2302)
Interest $3,584$1,948$1,948 $3,456 $3,042
Intergovernmental-County $169,993$134,000$134,000 $180,000 $180,000
Total $173,577 $135,948 $135,948 $183,456 $183,042
Garbage Service Fund (2303)
Interest $5,651$668$668 $2,434 $2,217
Environmental Services $3,833,056$4,073,000$4,073,000 $4,535,063 $4,759,988
Total $3,838,707 $4,073,668 $4,073,668 $4,537,497 $4,762,205
Local Recycling Programs (2304)
Interest $633$715$715 $1,222 $1,142
Intergovernmental-State $126,023 $27,000 $27,000 $190,100 $30,100
Intergovernmental-County $3,000$3,000
General Revenue $1,000$2,000$2,000 $1,200 $1,000
Total $127,656 $32,715 $32,715 $192,522 $32,242
Storm Water Management (2321, 2323, 2324)
Interest $2,912$3,975$3,975 $3,133 $2,970
Intergovernmental-State $951,837
Total $954,749 $3,975 $3,975 $3,133 $2,970
Box Culvert (2322)
Interest $4,028$3,662$3,662 $5,011 $5,011
Total $4,028 $3,662 $3,662 $5,011 $5,011
Small Business Assistance (2601)
General Revenue $100,000 $100,000
Total $100,000 $100,000
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-10
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Street Light Districts (2701, 2705)
Special Assessments - Current $605,985$586,102$586,102 $632,364 $641,788
Special Assessments - Prior Year
& Penalties $6,135$4,050$4,050 $5,000 $5,000
Interest $7,891$4,913$4,913 $6,059 $6,492
Total $620,012 $595,065 $595,065 $643,423 $653,280
Landscape Districts (2702, 2703, 2704)
Special Assessments - Current $581,223$619,358$619,358 $622,664 $630,625
Special Assessments - Prior Year &
Penalties $41,946$1,725$1,725 $7,500 $7,500
Interest $8,759$5,828$5,828 $10,309 $12,301
Total $631,928 $626,911 $626,911 $640,473 $650,426
Dublin Crossing CFD (2710)
Special Assessments - Current $7,194 $25,954 $39,274
Interest $58 $174
Total $7,194 $26,012 $39,448
Cable TV Facilities (2811)
Interest $5,398$527$527 $1,799 $3,266
General & Administrative $139,718$183,000$183,000 $183,000 $183,000
Total $145,117 $183,527 $183,527 $184,799 $186,266
Affordable Housing Fund (2901)
Interest $125,923$98,627$98,627 $152,231 $143,950
Loan Repayments $420,502
Development Services $38,574$38,072$38,072 $40,620 $40,620
Developer Contribution $1,367,445$502,000$502,000 $212,813
Total $1,952,445 $638,699 $638,699 $405,664 $184,570
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-11
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Noise Mitigation Fund (2902)
Interest $220$60$60 $158 $213
Developer Contribution $8,280$3,068$3,068 $1,720 $1,583
Total $8,500 $3,128 $3,128 $1,878 $1,796
Community Development Block Grant (2903)
Intergovernmental-Federal $93,532$82,202$100,334 $86,381 $86,381
Total $93,532 $82,202 $100,334 $86,381 $86,381
HCD Housing Related Park Grant (2904)
Intergovernmental-State $166,575$232,075
Total $166,575 $232,075
CIP Funds (3000s)
General Revenue $2,408,320
Total $2,408,320
Public Facilities Fee (4100s)
Interest $346,476$153,956$153,956 $116,786 $71,920
Other Finance Sources $5,450,042
Developer Contribution $10,449,460 $7,603,560 $9,583,560 $3,843,611 $3,091,079
Total $16,245,979 $7,757,516 $9,737,516 $3,960,397 $3,162,999
Fire Impact Fee (4201)
Interest $2,188 $2,385
Developer Contribution $167,349$160,000 $125,129 $64,128
Total $167,349 $160,000 $127,317 $66,513
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-12
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
Traffic Impact Fee (4300s)
Interest $267,057$167,027$167,027 $254,644 $204,147
General Revenue $1,140,000
Developer Contribution $6,498,586 $1,778,751 $2,733,751 $1,937,734 $984,461
Total $6,765,642 $1,945,778 $4,040,778 $2,192,378 $1,188,608
Dublin Crossing Fund (4401)
Interest $152,529$23,141$23,141 $109,619 $83,119
General Revenue $99,290
Community Benefit Payments $3,000,000 $3,000,000 $1,000,000 $1,000,000
Total $251,820 $3,023,141 $3,023,141 $1,109,619 $1,083,119
Vehicles Replacement (6105)
Interest $36,551$25,732$25,732 $29,834 $24,267
Internal Service Charges $528,048$520,509$520,509 $496,612 $526,265
General Revenue $28,495
Total $593,093 $546,241 $546,241 $526,446 $550,532
Facilities Replacement (6205)
Interest $70,225$62,278$62,278$77,251$79,200
Internal Service Charges $317,676$298,775$298,775 $231,339 $220,593
General Revenue $62
Total $387,962 $361,053 $361,053 $308,590 $299,793
Equipment Replacement (6305)
Interest $43,294$36,046$36,046 $47,787 $51,799
Internal Service Charges $840,672$938,028$938,028 $957,914 $846,984
Total $883,966 $974,074 $974,074 $1,005,701 $898,783
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-13
Revenue Comparison
Category
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
IT Fund (6605)
Interest $18,207 $14,775 $10,620
Internal Service Charges $1,439,856 $1,422,119$1,422,119 $1,494,688 $1,575,245
General Revenue $22,248
Total $1,480,311 $1,422,119 $1,422,119 $1,509,463 $1,585,865
Retiree Health (6901)
Interest $1,376$1,002$1,002 $352 $352
Internal Service Charges $1,573,886 $1,645,152$1,645,152 $1,029,193 $1,013,759
General Revenue $610,662$790,020$790,020 $799,660 $897,600
Total $2,185,924 $2,436,174 $2,436,174 $1,829,205 $1,911,711
PERS Side Fund Payoff (6951)
General & Administrative $390,333$200,000$159,616
Total $390,333 $200,000 $159,616
Energy Efficiency Capital Lease (7101)
Interest $913
General & Administrative $565,976$581,881$581,881 $510,936
Total $566,890 $581,881 $581,881 $510,936
Grand Total $132,797,415 $116,084,492 $137,420,645 $113,330,094 $109,838,682
*Excludes Agency Funds and Transfers In
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-14
Human Services Grants Program
Figure 71| GRANTS FOR FISCAL YEAR 2018-19
General Fund
City Council
Approved
Funding
CALICO Center - Dublin Child Abuse Intervention $333
Chabot-Las Positas Community College District/Tri Valley One Stop Career Center - Back-to-
Work Dublin $12,000
Chabot-Las Positas Community College District/Tri Valley One Stop Career Center - Dublin
VITA Grant 2018-19 $6,667
Child Care Links - Early Literacy Diaper Pantry / Car Seat Program $8,500
CityServe of the Tri-Valley - CityServe of the Tri-Valley $14,333
Community Resources for Independent Living - Independent Living, Housing & Employment
Services for People with Disabilities $9,333
Deaf Counseling Advocacy and Referral Agency (DCARA) - Deaf Access Services $9,000
Easter Seals Bay Area - Easter Seals Kaleidoscope $12,667
Eden I&R, Inc. - 2-1-1 Alameda County Communication System $10,000
Hope Hospice, Inc. - Grief Support Center and Hospice Volunteer Program $14,833
Legal Assistance for Seniors - Legal Services, Medicare Counseling and Education for Dublin
Seniors $6,967
Senior Support Program of the Tri Valley - Case Management $13,167
Spectrum Community Services - Meals on Wheels for Dublin's Homebound Elderly $3,655
Tri-Valley Haven - Domestic Violence Services Program $1,600
Tri-Valley Haven - Homeless Services Program $10,600
Subtotal $133,655
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-15
Human Grants Program
CDBG Funds
City Council
Approved
Funding
Axis Community Health - Facility Project Loan Obligation $15,925
Axis Community Health - Phase II Dental Capital Project $25,000
CALICO Center - Dublin Child Abuse Intervention $9,000
Community Resources for Independent Living - Roof Replacement $4,667
Open Heart Kitchen - Dublin Meal Programs $15,845
Spectrum Community Services - Meals on Wheels for Dublin's Homebound Elderly $9,345
Subtotal $79,781
Affordable Housing Fund
Tri-Valley Haven - Domestic Violence Services Program $8,000
Subtotal $8,000
Grand Total $221,436
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-16
Position Allocation Plan
Summary by Department
Department
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
City Manager Office
City Positions 7.847.848.84 9.45 9.450.61
Total 7.84 7.84 8.84 9.45 9.45 0.61
City Clerk
City Positions 3.003.003.00 2.50 2.50(0.50)
Total 3.00 3.00 3.00 2.50 2.50 (0.50)
Human Resources
City Positions 2.502.502.50 3.25 3.250.75
Total 2.50 2.50 2.50 3.25 3.25 0.75
Administrative Services
City Positions 12.0012.0012.00 12.00 12.00
Total 12.00 12.00 12.00 12.00 12.00
Non-Departmental
City Positions 0.660.660.66 0.60 0.60(0.06)
Total 0.66 0.66 0.66 0.60 0.60 (0.06)
Fire Department
City Positions 1.001.001.00 1.00 1.00
Contract Positions 38.5938.5938.59 38.58 38.58(0.01)
Total 39.59 39.59 39.59 39.58 39.58 (0.01)
Community Development
City Positions 19.9519.9519.95 19.65 19.65(0.30)
Contract Positions 9.6910.4810.48 10.63 8.840.15
Total 29.64 30.43 30.43 30.28 28.49 (0.15)
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-17
Position Allocation Plan
Summary by Department
Department
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Police Department
City Positions 4.004.004.00 4.00 4.00
Contract Positions 57.0059.0059.00 61.00 61.002.00
Total 61.00 63.00 63.00 65.00 65.00 2.00
Parks & Community Services
City Positions 24.6024.6024.60 23.10 23.10(1.50)
Total 24.60 24.60 24.60 23.10 23.10 (1.50)
Public Works
City Positions 19.4519.4518.45 18.45 18.45
Contract Positions 34.6739.5439.54 39.54 39.54
Total 54.12 58.99 57.99 57.99 57.99
City Employees 95.00 95.00 95.00 94.00 94.00 (1.00)
Contract Employees 139.95 147.61 147.61 149.75 147.96 2.14
TOTAL CITY & CONTRACT 234.95 242.61 242.61 243.75 241.96 1.14
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.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-18
Position Allocation Plan
City Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
City Manager Office
City Manager 1.001.001.00 1.00 1.00
Assistant City Manager 1.001.001.00 1.00 1.00
Administrative Technician 0.500.50 0.50 0.50
Assistant to the City Manager 0.340.340.34 0.75 0.750.41
Economic Dev Dir/PIO 1.001.001.00 1.00 1.00
Executive Aide 1.001.00
Management Analyst I 1.001.00 1.00 1.00
Management Analyst II (Limited
Term) 1.002.002.00 1.70 1.70(0.30)
Office Assistant I 1.00 0.50 0.50(0.50)
Senior Office Assistant 1.501.001.00 1.00 1.00
Special Projects Manager
(Limited Term) 1.00 1.001.00
Total - City Manager Office 7.84 7.84 8.84 9.45 9.45 0.61
City Clerk
City Clerk/Records Manager 1.001.001.00 1.00 1.00
Deputy City Clerk 1.001.001.00 1.00 1.00
Office Assistant I 0.50 0.500.50
Office Assistant I (Limited Term) 1.001.001.00 (1.00)
Total - City Clerk 3.00 3.00 3.00 2.50 2.50 (0.50)
Human Resources
Human Resources Director 1.001.001.00 0.75 0.75(0.25)
Administrative Technician 0.500.50 1.50 1.501.00
Management Analyst II 1.001.001.00 1.00 1.00
Senior Office Assistant 0.50
Total - Human Resources 2.50 2.50 2.50 3.25 3.25 0.75
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-19
Position Allocation Plan
City Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Administrative Services
Administrative Services Director 1.001.001.00 1.00 1.00
Accountant 1.001.001.00 1.00 1.00
Administrative Aide 1.001.00 1.00 1.00
Administrative Technician 1.00
Asst. Admin. Services Dir./Budget 1.001.001.00 1.00 1.00
Budget Analyst 1.00 1.00 1.00
Finance Technician I/II 2.001.001.00 1.00 1.00
Financial Analyst 1.001.001.00 0.90 0.90(0.10)
GIS Coordinator 1.001.00
Information Systems Manager 1.001.001.00 1.00 1.00
Information Systems Technician II 2.002.001.00 1.00 1.00
Network Systems Coordinator 1.00 1.00 1.00
Office Assistant II 0.10 0.100.10
Senior Accountant 1.001.001.00 1.00 1.00
Senior Finance Technician 1.001.00 1.00 1.00
Total - Administrative Services 12.00 12.00 12.00 12.00 12.00
Non-Departmental
Assistant to the City Manager 0.660.660.66 0.25 0.25(0.41)
Financial Analyst 0.10 0.100.10
Human Resources Director 0.25 0.250.25
Total - Non-Departmental 0.66 0.66 0.66 0.60 0.60 (0.06)
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-20
Position Allocation Plan
City Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Community Development
Community Development Director 1.001.001.00 1.00 1.00
Administrative Aide 1.001.001.00 1.00 1.00
Administrative Technician 1.001.001.00 1.00 1.00
Assistant Planner 1.001.001.00 1.00 1.00
Associate Planner 1.001.001.00 1.00 1.00
Asst. Director of Community Dev. 1.001.001.00 1.00 1.00
Chief Building Official 1.001.001.00 1.00 1.00
Housing Specialist 1.001.001.00 1.00 1.00
Management Analyst I 0.500.500.50 (0.50)
Management Analyst II 0.30 0.300.30
Office Assistant II 2.452.452.45 2.35 2.35(0.10)
Permit Technician 2.001.001.00 1.00 1.00
Permit Technician (Limited Term) 1.001.00 1.00 1.00
Plan Check Engineer 1.001.001.00 1.00 1.00
Plans Examiner 1.001.001.00 1.00 1.00
Principal Planner 1.001.001.00 1.00 1.00
Senior Code Enforcement Officer 1.001.001.00 1.00 1.00
Senior Office Assistant 1.001.001.00 1.00 1.00
Senior Planner 1.001.001.00 1.00 1.00
Senior Planner (Limited Term) 1.001.001.00 1.00 1.00
Total - Community Development 19.95 19.95 19.95 19.65 19.65 (0.30)
Fire Department
Office Assistant II 1.001.001.00 1.00 1.00
Total - Fire Department 1.00 1.00 1.00 1.00 1.00
Police Department
Administrative Aide 2.002.002.00 2.00 2.00
Office Assistant II 2.002.002.00 2.00 2.00
Total - Police Department 4.00 4.00 4.00 4.00 4.00
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-21
Position Allocation Plan
City Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Parks & Community Services
Parks & Community Svcs Director 1.001.001.00 1.00 1.00
Administrative Technician 1.001.001.00 (1.00)
Asst. Parks & Comm Services Dir. 1.001.001.00 1.00 1.00
Cultural Arts & Heritage Manager 1.001.001.00 1.00 1.00
Graphic Design & Comm Coord. 1.001.001.00 1.00 1.00
Heritage Center Director 1.001.001.00 1.00 1.00
Management Analyst I 0.500.500.50 1.00 1.000.50
Office Assistant I/II 2.102.101.10 1.10 1.10
Parks & Comm Svcs Business Mgr 1.001.001.00 (1.00)
Recreation Coordinator 6.006.006.00 6.00 6.00
Recreation Manager 1.00 1.00 1.00
Recreation Supervisor 5.005.003.00 3.00 3.00
Recreation Technician 2.002.003.00 4.00 4.001.00
Senior Office Assistant 2.002.003.00 2.00 2.00(1.00)
Total - Parks & Community Services 24.60 24.60 24.60 23.10 23.10 (1.50)
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-22
Position Allocation Plan
City Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Public Works
Public Works Director 1.001.001.00 1.00 1.00
Administrative Aide 1.001.001.00 1.00 1.00
Assistant Civil Engineer 1.001.00
Assistant Public Works Dir/City Engineer 1.001.001.00 1.00 1.00
Associate Civil Engineer 1.001.002.00 2.00 2.00
Capital Improvement Program Manager 1.001.00 1.00 1.00
Environmental Coordinator 1.001.001.00 1.00 1.00
Environmental Technician 1.001.001.00 1.00 1.00
Facilities Development Manager 1.00
Management Analyst II 1.00 1.001.00 1.00 1.00
Office Assistant II 1.45 1.451.45 1.45 1.45
Parks & Facilities Dev. Coordinator 1.00 1.001.00 1.00 1.00
Parks & Facilities Dev. Coordinator (Limited
Term) 1.00 1.001.00 1.00 1.00
Public Works Inspector 2.00 2.00
Public Works Manager (Maint) 1.00 1.001.00 1.00 1.00
Public Works Trans/Ops Manager 1.00 1.001.00 1.00 1.00
Senior Civil Engineer 2.00 2.002.00 2.00 2.00
Senior Office Assistant 1.00 1.001.00 1.00 1.00
Senior Public Works Inspector 1.00 1.00 1.00
Total - Public Works 19.45 19.45 18.45 18.45 18.45
GRAND TOTAL - CITY POSITIONS 95.00 95.00 95.00 94.00 94.00 (1.00)
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-23
Position Allocation Plan
Contract Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Community Development
Building & Safety
Building Inspector 8.349.209.20 9.60 7.760.40
Plan Checker 1.351.281.28 1.03 1.08(0.25)
Total - Community Development 9.69 10.48 10.48 10.63 8.84 0.15
Fire Department (Alameda County)
CERT Coordinator 0.130.130.13 0.13 0.13
Code Compliance Officer 1.001.001.00 1.00 1.00
Deputy Fire Marshal 1.001.001.00 1.00 1.00
Emergency Prepared. Assistant 0.07 0.07 0.07 0.06 0.06 (0.01)
Emergency Prepared. Manager 0.130.13 0.13 0.13 0.13
Fire Captain 12.0012.0012.00 12.00 12.00
Fire Engineer 12.0012.0012.00 12.00 12.00
Fire Marshal 0.130.130.13 0.13 0.13
Firefighter/Paramedic 12.0012.0012.00 12.00 12.00
Plans Checker 0.13 0.13 0.13 0.13 0.13
Total- Fire Department 38.59 38.59 38.59 38.58 38.58 (0.01)
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-24
Position Allocation Plan
Contract Positions
Department / Classification
Actual
2016-17
Adopted
2017-18
Amended
2017-18
Budget
2018-19
Forecast
2019-20
2018-19 vs
2017-18
Police Department (Alameda County)
Commander 1.001.001.00 1.00 1.00
Captain 1.001.001.00 1.00 1.00
Lieutenant 2.002.002.00 2.00 2.00
Sergeant - Training 1.001.001.00 1.00 1.00
Sergeant - Patrol 4.004.004.00 4.00 4.00
Sergeant - Investigations 2.002.002.00 2.00 2.00
Sergeant - Traffic 1.001.001.00 1.00 1.00
Sergeant - Crime Prevention 1.001.001.00 1.00 1.00
Officer - Patrol 27.0029.0029.00 30.00 30.001.00
Officer - Investigations 6.006.006.00 7.00 7.001.00
Officer - Traffic 3.003.003.00 3.00 3.00
Officer - Crime Prevention 2.002.002.00 2.00 2.00
Officer - School 2.002.002.00 2.00 2.00
Sheriff's Technician 4.004.004.00 4.00 4.00
Total - Police Department 57.00 59.00 59.00 61.00 61.00 2.00
Public Works (MCE)
Maintenance Superintendent 1.001.001.00 1.00 1.00
Maintenance Supervisor 1.001.001.00 1.00 1.00
Landscape Foreman 2.702.702.70 2.70 2.70
Landscape Laborer I 9.4310.3110.31 10.31 10.31
Landscape Laborer II 5.967.267.26 7.26 7.26
Landscape Laborer III 14.58 17.27 17.27 17.27 17.27
Total - Public Works 34.67 39.54 39.54 39.54 39.54
GRAND TOTAL - CONTRACT POSITIONS 139.95 147.61 147.61 149.75 147.96 2.14
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-25
Fiscal Year 2018-19 Appropriations Limit
(Based on Fiscal Year 2017-18 Limit Adopted By City Council Resolution No. 54-17)
The Gann Limit, or Proposition 4 Limit, was a 1979 amendment to the California constitution sponsored by
political activist Paul Gann in 1979 on the heels of his property tax-reducing Proposition 13 initiative passed
the prior year. The Gann Limit was designed to regulate state and local spending by linking the rate of
appropriation growth to a statewide index.
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. The City of Dublin has calculated a FY 2018-19 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. State law limits only the
appropriations that are funded by “proceeds of taxes,” which are narrowly defined. The law also establishes a
formula to be used to calculate annual adjustments to the limit using a combination of two factors selected by
the agency.
The first factor is based on changes in population. Agencies may either select the change in the city population
or the change in county population. For FY 2018-19 the City of Dublin population growth of 4.66% was larger
than the Alameda County population growth of 0.84% (based on the Price and Population Information
provided by the California Department of Finance). Therefore, the adjustment calculation uses the City of
Dublin population growth.
The second 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 Department of Finance is 3.67%. The change in
the assessed valuation compares the total change in assessed valuation to the amount related strictly to non-
residential improvements, in April 2018, the Alameda County Assessor provided data related to FY 2017-18
changes in assessed valuation attributable to Non-Residential New Construction. The amount of the increase
was $40,353,200, or 3.81%. Therefore, the City of Dublin elected to use the change in non-residential assessed
valuation.
The two factors discussed above are combined to arrive at a growth rate for appropriations, which is then
applied to the prior year to arrive at a limit for the new budget year. The City of Dublin’s FY 2018-19
Appropriations Limit is $341,825,370, as shown on the following page, while the FY 2018-19 Budget contains
appropriations of $64,922,904 that would be categorized as funded by proceeds of taxes. Therefore, the City’s
appropriations subject to the Gann Limit are $276,902,466 below the allowed amount calculated for FY 2018-
19.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-26
CALCULATION OF FISCAL YEAR 2018-19 APPROPRIATIONS LIMIT
(Based on Fiscal Year 2017-18 Limit)
A. Selection of Optional Factors
1. Change in Population – City vs. County.
Factors 1/1/2018 1/1/2017 % Increase
a. City of Dublin 61,514 58,777 4.66%
b. County of Alameda 1,656,996 1,643,199 0.84%
The City selected Factor 1a. City of Dublin population growth 4.66%
2. Change in State per Capita Personal Income vs. City Non Residential Building Construction.
Factors % Change
a. Change in State per Capita Personal Income 3.67%
b. Change in Non Residential Assessed Valuation 3.81%
The City selected Factor 2b. Change in Non-Residential Assessed Valuation 3.81%.
B. FY2018-19 Growth Adjustment Factor
Calculation of factor for FY2018-19 = X*Y = 1.0466*1.0381 = 1.0865
X = Selected Factor #1 + 100 = 4.66+100 = 1.0466
100 100
Y = Selected Factor #2 + 100 = 3.81+100 = 1.0381
100 100
C. Calculation of Appropriations Limit
Fiscal Year 2017-18 Appropriations Limit $314,611,477
Fiscal Year 2018-19 Adjustment Factor x 1.0865
Fiscal Year 2018-19 Appropriations Limit $341,825,370
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-27
Fund Balance and Reserves Policy
General Fund and Other Governmental Funds
(Updated June 2015)
This document shall establish the foundation for the components of fund balance and provide requirements
for maintaining reasonable levels of reserves in governmental funds, with a focus on the General Fund. The
presentation of fund balances is also presented in the Comprehensive Annual Financial Report (CAFR) and
the official City financial records. This document is intended to comply with Governmental Accounting
Standards Board (GASB) Statement No. 54. In the event of a conflict between this policy and the provisions
of GASB Statement No. 54 the accounting statement shall prevail.
In accordance with the requirements of GASB, the City Council also confirms as part of this policy the order
of expenditures from resources available. The City considers “Restricted” amounts to have been spent prior
to “unrestricted” amounts when an expenditure is incurred for purposes for which both are available
(“unrestricted” would include Committed, Assigned, and Unassigned). Similarly, when an expenditure is
incurred for purposes for which amounts in any of the unrestricted classifications of fund balance could be
used, the City considers “Committed” amounts to be reduced first, followed by assigned amounts and then
the unassigned amounts.
A. POLICY OBJECTIVES
The City of Dublin’s Fund Balance and Reserves Policy has four primary objectives:
- Determine available liquid resources;
- Classify fund balances in accordance with GASB 54;
- Define the methodology of allocating net resources; and
- Provide information needed to make informed financial decisions.
Periodically the City Manager may recommend to the City Council a review of this policy based on overall
City initiatives and current balances. Any adjustments to the policy shall be adopted by the City Council.
B. CLASSIFICATION OF FUND BALANCES
In accordance with GASB Statement No. 54 and as reported in the City’s financial statements, fund balances
are identified by the following five fund balance classifications:
I. Non-spendable Fund Balance
Non-spendable fund balances are amounts in a form that cannot be spent because they are either (a) in a non-
spendable form such as pre-paid items, inventories, or loans receivable; or (b) they have external restrictions
imposed by creditors, grantors, contributors, laws, regulations, etc. However, if the use of the proceeds from
the collection of those receivables or from the sale of those properties is restricted, committed, or assigned,
then they should be included in the appropriate fund balance classification (restricted, committed, or assigned),
rather than non-spendable fund balance.
The following are items that are expected to be recorded as “Non-spendable”:
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-28
Prepaid Expenditures: The portion of fund balance that represents the asset amount of prepaid expenditures,
held by a given fund.
Endowments: The portion of fund balance established as an endowment by the donor and in which the principal
balance is not intended for expenditure.
Advances To Other Funds: The portion of the fund balance that represents the asset amount of cash advanced
to other funds, held by a given fund.
Notes / Loans Receivable: The portion of fund balance that represents the asset amount of notes or loans
receivable, held by a given fund.
II. Restricted Fund Balance
Restricted Fund Balance shall reflect that portion of fund balance that reflects constraints placed on the use
of resources (other than nonspendable items) that are either: (a) externally imposed by creditors (such as
through debt covenants), grantors, contributors, or laws or regulations of other governments; or (b) Imposed
by law through constitutional provisions or enabling legislation.
The following are items that are expected to be recorded as “Restricted”:
Public Safety Special Revenue Funds: The portion of fund balances derived from funds collected to be used for
Public Safety related activities.
Transportation Special Revenue Funds: The portion of fund balances derived from funds collected to be used for
Transportation related activities.
Environmental Special Revenue Funds: The portion of fund balances derived from funds collected to be used for
Environmental related activities.
Parks Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Parks
related activities.
Assessment District Special Revenue Funds: The portion of fund balances derived from funds collected to be used
for Public Safety and Transportation related activities, consistent with the purpose under which the fee is
collected.
Cultural & Arts Special Revenue Funds: The portion of fund balances derived from funds collected to be used
for Cultural & Arts related activities.
Health & Welfare Special Revenue Funds: The portion of fund balances derived from funds collected to be used
for Social Services and Housing related activities.
Impact & Mitigation Capital Project Funds: The portion of fund balances derived from funds collected to be used
for parks, public facilities, fire and transportation related activities, consistent with the purpose under which
the fee is collected.
Other Restricted: The portion of fund balance in any governmental fund (except the General Fund) that is
restricted under the “Restricted Fund Balance” definition as otherwise prescribed by Governmental
Accounting Standards Board Statement No. 54 and not otherwise described in this category above.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-29
III. Committed Fund Balance
Committed Fund Balance shall be comprised of amounts in which the City Council has taken action to commit
the funds before the end of fiscal year. The decision to modify the amount or use of funds designated as
committed can only be changed by action of the City Council.
Economic Stability: The portion of General Fund Balance committed for the purpose of stabilizing the delivery
of City services during periods of severe operational deficits and to mitigate the effects of uncertainties from
unforeseen change in revenues and / or expenditures. City Council approval shall be required before
expending any portion of this fund balance. Reserve shall be used only if: a) Sudden and unexpected decline
in ongoing revenues greater than 5% of General Fund operating revenues; and/or b) Elimination or reduction
of State revenue source(s) received consistently for municipal purposes, resulting in a decrease of $1,000,000
in General Fund revenues; and/or c) Reduction in projected or actual property tax or sales tax of $1 million
or more; and/or d) An increase in contracted Police or Fire Services in excess of 10 percent more than the
previous year.
Downtown Public Improvements Seed Funding: The portion of General Fund Balance established by the City
Council for public improvements in the downtown. The use of this balance is intended to address public
improvements within the Downtown Specific Plan Area. The expenditure is to be identified as a specific
appropriation made by the City Council. The appropriation shall be a minimum of $50,000.
Open Space Funding: The portion of General Fund Balance established by the City Council for the acquisition
and long term protection of open space in the City. The acquisition may be in cooperation with other agencies.
The expenditure is to be identified as a specific appropriation made by the City Council.
Affordable Housing Funding: The portion of General Fund Balance established by the City Council to support
the construction, acquisition, or creation of affordable housing in the City. The acquisition may be in
cooperation with other public and private entities. The expenditure is to be identified as a specific
appropriation made by the City Council.
Emergency Communications System: The portion of General Fund Balance established by the City Council to fund
the purchase of emergency radio system equipment. This includes a pro-rata share of regional radio
infrastructure as well as City owned radios for Police, Fire, and Public Works. Further the reserve may be
used to fund the upgrade of centralized City telephone and communication systems. The expenditure is to be
identified as a specific appropriation made by the City Council.
Fire Retiree Other Post-Employment Benefits (OPEB): The portion of General Fund Balance established by the
City Council for the future liability related to retiree medical benefits offered to the inactive Dougherty
Regional Fire Authority Staff, as well as the City share of obligations with the OPEB benefits for Alameda
County Fire Department. The expenditure is to be identified as a specific appropriation made by the City
Council.
Innovations & New Opportunities: The portion of General Fund Balance established by the City Council to fund
potential projects which require up-front costs, but would provide longer term benefits and / or potential
operating cost reductions. The expenditure is to be identified as a specific appropriation made by the City
Council.
One Time Initiatives: The City Council recognizes that there may be fluctuations in revenues and expenditures
over time. Periodically the Council may determine that funds are best set-aside to address certain one-time
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-30
initiatives within the operating and/or capital budget. The expenditure is to be identified as a specific
appropriation made by the City Council.
Joint City / School Projects This commitment shall be used to fund projects undertaken via a joint effort of the
City and the Dublin Unified School District. The expenditure is to be identified as a specific appropriation
made by the City Council.
Fund Balance-Committed: The portion of Fund Balance that is in any non-general fund governmental fund that
is committed under the “Committed Fund Balance” definition as otherwise prescribed by Governmental
Accounting Standards Board Statement No. 54 and not otherwise described in this category above. The
portion of Fund Balance that was restricted but later found to be unrestricted shall be designated as a
“Committed” balance.
Committed for Specific Projects: The portion of fund balance that is established annually by the City Council to
fund design, improvements, and equipment required for a variety of capital improvement projects. Specific
project designations will be identified with the Resolution Authorizing Special Designations of General Fund
Reserves, to be considered for adoption by the City Council prior to the end of each fiscal year. This reserve
category replaces all subcategories for specific projects, except for the reserves listed here separately, which
are more long term in nature and/or are considered contingency reserves to be used in the case of specific
fiscal necessity.
IV. Assigned Fund Balance
Assigned fund balances are amounts constrained by the City’s intent to be used for a specific purpose, but are
neither restricted nor committed.
The City Council has authorized the City Manager or his/her designee to make assignments in accordance
with this policy and in conformance with any formal direction provided by the City Council.
Accrued Leave Subject To Year End Calculations: Certain fund balances are calculated based on the financial
performance of the reporting period including accrued Leave. These amounts fluctuate each year and are
reflected as part of the year-end financial statements.
Carry-Over Items (Operating Budget & Capital Improvement Projects): Fund balance may be assigned for operating
expenditures (excluding personnel costs) which were not expended in the current year and the expense will
occur in the following year, i.e. encumbrances. Similarly, a Capital Improvement Project may have funds
allocated in a specific year and the project remains incomplete at year end. The City Manager or his/her
designee may assign fund balance representing the unexpended funds. These funds are available for
authorized appropriations in the subsequent year.
Non-Streets Capital Improvement Projects (CIP) Reserve: The portion of General Fund Balance intended to fund
future non-streets capital projects, where total funding may not currently be known, and for which lump sum
amounts will be set aside over time. These funds are available for authorized appropriations in the subsequent
year.
Carry-Over Fiscally Responsible Adjustment: In any year that an appropriation was made to the contingency For
Fiscally Responsible Adjustment the unused fund balance may be assigned as a carry-over for personnel costs.
The City Manager or his/her designee may assign fund balance representing the unexpended funds. These
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-31
funds are available for authorized appropriations in the subsequent year in conformance with personnel
policies and procedures.
Catastrophic Facility / Infrastructure Loss & City Business Recovery: The City Council recognizes the importance to
maintain funds to recover from a catastrophic loss which are unexpected and incur more than $500,000 in
expenses to public facilities and infrastructure. This may also be used for short-term recovery and business
operations following a catastrophic loss pending the reimbursement from insurance or grants to the extent
that they are available. The balance is established in the General Fund and the expenditure shall be made
only by City Council appropriation, which shall include a special emergency appropriation. The target
established for the maximum balance in this category is an amount equal to 15% of the reported book value
of the City owned Buildings and Improvements recorded as Capital assets.
Service Continuity Obligations: The City Council recognizes the importance to maintain funds for continued
obligations to provide Building and Safety inspections in the event that program supporting fees are collected
in one year and the expenditures occur in a subsequent year. The City Council hereby establishes as policy
that the assigned funds shall not exceed 125% of the budgeted Building and Safety Division operating cost.
Pension and Other Post-Employment Benefits: The City Council recognizes that investment earnings can fluctuate
from year to year and they are an important component of the funding of retiree benefits. Investment
performance impacts annual contributions and expenditures made towards retiree obligations. The intent of
the City Council is to establish a fund balance that can provide supplemental financing to lessen the impacts
from decreases in investment performance on retiree obligations. The City Manager or designee may allocate
from what would otherwise be “Unassigned” fund balance to increase the fund balance. The use of funds
from this fund balance may be used: (a) if the City Employer share of the Public Employee Retirement System
(PERS) rate increases by 3 percent; and / or (b) If the City Annual Required Contribution (ARC) for retiree
medical benefits increases by 3 percent or more; and / or (c) If the City Council by majority vote authorizes
a lump sum use of the fund balance to reduce pension or OPEB liabilities.
Assigned for Specific Projects: The portion of fund balance that is intended to be used to fund design,
improvements, and equipment required for a variety of capital improvement projects, via recommendation of
either the City Council or the City Manager. Specific assigned reserves will be identified with the Resolution
Authorizing Special Designations of General Fund Reserves, to be considered for adoption by the City
Council prior to the end of each fiscal year. This reserve category replaces all subcategories for specific
projects, except for the reserves listed here separately, which are more long term in nature and/or are
considered contingency reserves to be used in the case of specific fiscal necessity.
IV. Unassigned Fund Balance (General Fund Only)
Unassigned fund balance represents amounts that have not been restricted, committed, or assigned and is
available for any purpose. The City Council at its discretion may modify unassigned fund balance, and
designate in the future an intended “Commitment” or “Assignment”.
Unrealized Gain on Investments: Used to account for that portion of fund balance that is the result of unrealized
investment gains that have been recorded in accordance with Governmental Accounting Standards Board
Statement No. 31.
Unassigned For Cash Flow Purposes: The City Council recognizes the importance to maintain funds for cash flow
purposes to balance the fact that the receipt of major revenues and major expenditure disbursements are not
evenly distributed throughout the year. The City Council establishes as policy that this fund balance shall be
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-32
at a minimum equal to two months of budgeted operating expenditures with a goal to achieve a maximum of
four months. As part of the annual budget appropriation the City Council may also appropriate as a source
of funding “Unrestricted – Capital Contribution” from this source. This shall typically be done only for high
priority one time capital expenditures, provided the minimum fund balance would remain.
C. CHANGES IN GENERAL FUND RESOURCES
In accordance with the requirements of GASB the City Council also confirms as part of this policy how
General Fund resources shall impact changes in balances.
Revenue Sources Allocated to Fire OPEB: The entire amount of the General Fund resources derived from the
repayment of funds advanced to the PERS Side Fund, shall be assigned to the Fire OPEB Committed Balance,
until such time that either there are no longer any repayments made, or the balance equals $8.6 million,
whichever occurs first.
Revenue Sources Allocated to Service Continuity: If the “Assigned” balance is below the target maximum of 125%
of Building & Safety Expenditures, the following criteria shall be used for calculating an adjustment.. The
Administrative Services Director shall complete an analysis of major building permits issued in the period
April – June and shall assign an allocation of the portion of revenue that is expected to be related to
expenditures occurring in the subsequent year. The amount derived shall be recommended to the City
Manager. If annual building permit revenue is less than the annual Building and Safety expenditures, the City
Manager is authorized to reduce the assigned amount by the amount necessary to balance revenues and
expenditures.
Allocation of Residual Resources: When there are net resources in excess of what is classified as Non-spendable,
Restricted, Committed, and/or Assigned, and after maintaining the minimum level of unassigned cash-flow
funding, those resources shall be allocated as follows: a) 50% to Pension and Other Post Employment
Benefits; and b) 50% to Non-Streets CIP Reserve.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-33
Glossary/Index
Term Description Page#
Amended Budget The increase or decrease of the amount budgeted for a program or
account code.
B-5
Appropriation The amount of money that has been designated for specific purposes
and approved by the City Council. A legal authorization granted by
the City Council to expend monies, and incur obligations for specific
purposes.
B-6
Appropriations
Limit
Local agencies are subject to annual spending limits. The limit
applies only to tax revenues.
K-27
Annual Required
Contribution (ARC)
The annual amount that is needed to pay for retiree benefits. I-6
Assessment District A defined area of land that will be benefitted by the acquisition,
construction, or maintenance of a public improvement; it is not a
separate governmental entity.
D-1
Budget The plan of expenditures and revenues for a specific period. B-1
Budget Deficit The gap between revenue and expenditures; a deficit occurs when
expenditures are greater than revenues.
B-2
Capital
Expenditures
Expenditures that are used to improve the infrastructure of the City. G-1
Capital Outlay One time expenditures for the purchase of furniture, equipment, or
vehicles.
B-6
Capital
Improvement
Program (CIP)
Program used for City infrastructure improvement projects. The CIP
appropriations are approved by the City Council in a separate
document.
B-4
Charge for Services These are fees and charges that are imposed for services and facilities
provided, such as recreational classes or plan checking. Use of the
revenue is limited to paying for the service for which the fees are
collected, but may include overhead, capital improvements, or debt
service.
K-4
Community
Development Block
Grant (CDBG)
This is a grant from the Federal Department of Housing and Urban
Development (HUD). The funds are used to support programs such
as housing programs, and grants to nonprofit agencies providing
social services.
D-3
Development
Impact Fees
These are fees which may be imposed on new construction to pay for
improvements and facilities required to serve the new development
and to reduce the impacts of new development on the community.
For example, they may pay for streets, sewers, parks and schools.
They may not be used for day-to-day operating expenses.
B-5
Equipment
Replacement
An internal service fund that is used to set aside funds for future
equipment purchases. Charges are made to the department and the
money is placed into the equipment replacement fund.
B-3
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-34
Term Description Page#
Fiduciary Fund This is a fund where the City acts as a trustee of impact fees received
from developers of properties. All of the funds used in the Fiduciary
Fund are set aside for specific types of projects or purposes.
B-1
Fiscal Year (FY) This is the year used for accounting purposes that begins July 1 and
ends June 30.
B-1
Franchise These fees are collected in lieu of rent for use of city streets from
refuse collectors, cable television companies and utilities. Some
franchise fees are limited by statute.
C-7
Funds Different accounts that are used to separate expenses and revenues
used for specific purposes.
B-1
Full Time
Equivalent (FTE)
Some positions are part-time and are budgeted based on the hours,
and are then converted to a full-time equivalent of a position. One
FTE is equivalent to 2080 hours of work per year.
F-77
GASB 45 Accounting guidelines issued by the Governmental Accounting
Standard Board (GASB) on how and when to account for
expenditures and liabilities relating to Other Post-Employment
Benefits (OPEB).
F-17
GASB 54 Accounting guidelines issued by the Governmental Accounting
Standard Board (GASB) on fund balance reporting and classification
of Governmental Funds.
K-33
GASB-68 Accounting guidelines issued by the Governmental Accounting
Standard Board (GASB) requiring governments providing defined
benefit pensions to recognize their long-term obligation for pension
benefits as a liability, and to more comprehensively and comparably
measure the annual costs of pension benefits.
F-17
Gas Tax This tax is an 18 cent per gallon tax on fuel used in vehicles and
aircraft. The use of gasoline tax revenue is restricted to research,
planning, construction, improvements, maintenance, and operation of
public streets and highways, or public mass transit guide ways.
B-11
General Fund The main governmental operating fund for the City. The General
Fund is the largest of the City funds and the majority of government
activities are in this fund.
B-4
General Revenue Revenues that cannot be associated with a specific expenditure, such
as property taxes, sales tax, and business license tax.
E-7
Internal Service
Fund Charges
Charges that are made to departments to support internal operations,
for example IT, phone service and vehicle repair.
B-6
Modified Accrual
Basis
The basis for budgeting and accounting in the governmental funds
where the revenues are recognized as they are measurable and
available, when the invoice for payment is issued. The expenditures
are recognized as they occur, and not as the check clears.
C-6
Operating Budget This is the budget that is used to plan for City operational
expenditures and revenues each fiscal year.
B-6
OPEB – Other Post-
Employment
Benefits
These are the costs related to benefits paid to employees who have
retired from the City.
E-2
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-35
Term Description Page#
CalPERS – The
California Public
Employee
Retirement System
The City is part of the State’s PERS retirement system. Employees
contribute to PERS for employee defined benefit pension costs.
Each year, CalPERS sends the City the required contribution
information, based on age and number of employees.
B-6
Projected The projected amount of expenditures or revenues for the City,
before the account books have been closed out for the fiscal year and
an audit of expenses and revenues has been conducted.
B-6
Property Tax This tax is imposed on real property and tangible personal property,
and is based on the value of the property. It is collected by Alameda
County and allocated to cities, counties, special districts and school
districts
B-5
Proposed Budget The budgeted revenues and expenditures that are presented to the
City Council for consideration. After the City Council has approved
the proposed budget, then it becomes the Adopted Budget beginning
July 1st.
K-42
Proprietary Funds These are the funds that receive the majority of revenue from user
fees and not through taxes. Proprietary Funds are considered
business-related because of the nature of activity that takes place
within the fund such as sewer charges.
C-6
Quimby Act The Act was passed by the California State Legislature in 1975 which
authorizes local governments to require developers to set aside land,
make a donation, or pay fees for park improvements (California
Government Code 66477).
K-42
Resolution The legal document that is approved or rejected by the City Council
for a specific action regarding City government. A resolution is often
prepared in conjunction with a staff report which is present to the
City Council for consideration and vote.
C-4
Reserves Money that is set aside for future expenditures and emergencies. The
City Council approves a reserve policy for the General Fund.
B-1
Sales and Use Tax Sales and use tax revenue received by cities is general purpose
revenue and is deposited into a city’s General Fund. A sales tax is
collected by the state Board of Equalization, and imposed on retailer
for the privilege of selling tangible personal property in California. A
use tax is imposed on purchasers for transactions in which the sales
tax is not collected, such as for goods purchase out of state for use in
California.
K-2
Special Revenue
Funds
These are funds used to account for activities paid for by taxes or
other designated revenue sources that have specific limitations on
their use according to law.
C-6
Staff Report The memorandum or report that is presented to the City Council for
information or approval.
K-42
Transient
Occupancy Tax
(TOT)
This tax may be levied by a city under the police powers granted to
cities in the state Constitution. It is a tax imposed on people staying
for 30 days or less in a hotel, inn or other lodging facility.
C-7
Vehicle License Fee
(VLF)
This is a tax on ownership of a registered vehicle. The tax rate is
based on the value of the vehicle, and paid to the Department of
Motor Vehicles.
D-2
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-36
Demographics
Since the City of Dublin’s incorporation in 1982, the City’s population has progressively increased as both
residents and businesses found the benefits of calling Dublin home. The City has consistently been one of the
fastest growing cities in Alameda County for the past several years, and the City is projected to have a total
population of 75,000 at build out.
The U.S. Census Bureau is continually releasing additional data from the 2010 U.S. Census. The full 2010 Census
Population Demographics Report, as well as the 2016 Demographic Snapshot report may be found on the City’s
website under the Community and Economic Profile Section. Below is a snapshot of demographic estimates for
2018 developed by Environics Analytics.
Area Population and Population Density Population %
Total Population, 2018 estimates 56,632
Land Area in Square Miles 14.59
2018 Population per Square Mile (Land Area) 3,779
Estimated Growth 2018-2023 +8%
Population, Age, and Sex Characteristics Population %
Total Population 56,632
Male 29,043 51.3%
Female 27,589 48.7%
Persons under 5 years 3,686 6.5%
Persons 5-17 years 9,222 16.3%
Persons 18-34 years 13,080 23.1%
Persons 35-64 years 25,112 44.3%
Persons 65+ 5,532 9.8%
* It should be noted that the population numbers included in this section vary slightly from some of the numbers included earlier in
the report. The source of the formal population numbers is the California Department of Finance as of January 1, 2017 (front section
of the Budget Document). The number listed here are 2018 estimates developed by Environics Analytics based on data from Claritas.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-37
Racial Detail Population by Single Race Population %
Total Population 56,632 100%
Total Population of One Race 52,557 92.8%
White 24,876 43.9%
Black or African American 4,727 8.4%
American Indian and Alaska Native 265 0.5%
Asian 19,629 34.7%
Native Hawaiian and Other Pacific Islander 381 0.7%
Other 2,679 4.7%
Two or More Races 4,075 7.2%
Not Hispanic or Latino 49,052 86.6%
Hispanic or Latino 7,580 13.4%
Education Population (over
age 25)
%
Less than High School Diploma 3,830 10%
High School Graduate (or GED) 5,712 14.39%
Some College, no Degree 6,636 16.72%
Associate Degree 2,622 6.61%
Bachelor’s Degree 13,025 32.81%
Master’s Degree 5,829 14.69%
Professional School Degree 1,102 2.78%
Doctorate Degree 938 2.36%
Households $ # %
2018 Estimate 24,170
Estimated Growth 2018-2023 8%
Family Households 18,677 70.58%
Population living in Group Quarters 5,493 29.14%
Average Household Size 2.73
Average Household Income $172,9520
Median Household Income $137,726
Per Capita Income $50,220
Top Ten Employers
United States Government & Federal Correction InstituteZeiss Meditec
Dublin Unified School District Callidus Cloud
Alameda County City of Dublin
SAP Target
Ross Stores Headquarters De Silva Gates Construction
Note: The Census defines a household as all persons who occupy a housing unit. This definition includes single persons living alone, families related through marriage or blood,
and unrelated individuals living together. Persons living in retirement or convalescent homes, dormitories, or other group living situations are not considered households. Examples
of large group quarters in Dublin include the Santa Rita Jail and Federal Correctional Institution, Dublin (“FCI Dublin”), both located near the Camp Parks Reserve Forces
Training Area.
Appendix City of Dublin Fiscal Years 2018-19 and 2019-20 Budget Page K-38
Legal Debt Limit
The City of Dublin does not currently have any bonded indebtedness, and does not intend to issue any such debt
in the foreseeable future.
The following table illustrates the City’s most recent debt limit over a five-year period, as presented in the FY
2014-15 Comprehensive Annual Financial Report. The Government Code of the State of California provides for
a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation
was based on 25% of market value. Effective with FY 1981-82, each parcel is now assessed at 100% of market
value (as of the most recent change in ownership for that parcel). The computations shown below reflect a
conversion of assessed valuation data for each fiscal year from the current full valuation to the 25% level that was
in effect at the time that the legal debt margin for local governments was enacted by the State.
Figure 72| LEGAL DEBT LIMIT
Fiscal Year 2012 2013 2014 2015 2016
Assessed valuation $8,363,640,410 $8,790,788,955$9,581,476,430$11,049,972,226 $12,530,479,945
Add back exempted real
property $120,225,737 $112,296,063$172,869,596$185,639,690 $152,705,687
Total assessed valuation $8,483,866,147 $8,903,085,018$9,754,346,026$11,235,611,916 $12,683,185,632
Conversion Ratio 25% 25%25%25% 25%
Converted assessed
valuation $2,120,966,537 $2,225,771,255$2,438,586,507$2,808,902,979 $3,170,796,408
Debt limit percentage 15% 15%15%15% 15%
Debt limit $318,144,981 $333,865,688$361,622,926$416,774,836 $469,892,998
Total net debt applicable
to the limit as a percentage
of debt limit 0 000 0
Legal debt margin $318,144,981 $333,865,688361,622,926$416,774,736 $469,892,998
Total debt applicable to
the limit as a percentage
of debt limit 0.0% 0.0%0.0%0.0% 0.0%
RESOLUTION NO. -18
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
***************************
ADOPTING A BUDGET FOR THE CITY OF DUBLIN FOR FISCAL YEAR 2018-19
WHEREAS, the City Council of the City of Dublin desires to establish a Budget for
Fiscal Year 2018-19; 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 provides for
organizational adjustments and allocation of resources in a manner which aligns with available
resources and the Strategic Plan elements; and
WHEREAS, the General Fund Operating Budget is balanced without the n eed to draw
from the Reserve for Economic Stability in order to balance funding with planned expenditures;
and
WHEREAS, the City Council is required to adopt a budget and financial plan before the
Fiscal Year begins on July 1, 2018; and
WHEREAS, the Summary of Appropriations (Exhibit A) attached hereto and made part
of this Resolution, reflects the Fiscal Year 2018-19 Budget for Governmental and Proprietary
Funds for the City of Dublin; and
WHEREAS, the City Council also desires to confirm adjustments made administratively
to the Capital Improvement Project balances during the preparation of the Proposed Budget
and accommodate the carryover of unspent Fiscal Year 2017 -18 Capital Improvement Project
appropriations, for those projects where work and expenditures will continue in Fiscal Year
2018-19; and
WHEREAS, the City Council also desires to accommodate a process the carryover of
unspent Fiscal Year 2017-18 operating expenditures, both encumbered and unencumbered,
excluding personnel costs, for activities where work and expenditures will continue in Fiscal
Year 2018-19; and
WHEREAS, the City Council also desires to delegate the authority to appropriate
Committed fund balances that have been approved by the City Council for specific purposes to
the City Manager in Fiscal Year 2018-19; and
WHEREAS, the City Council desires to adopt an Interfund Loan Policy to create
uniformed guidelines regarding the establishment, management and repayment of all interfund
loans.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does
hereby:
1. Adopt the Fiscal Year 2018-19 Budget Appropriation for the City of Dublin, as outlined in
Exhibit A; adjusted to incorporate the final community grants amount as shown in
Exhibit B.
2. Authorize the City Manager to make expenditures 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;
3. Authorize the City Manager to transfer budgeted amounts between line items, provided
that the transfer is within the same fund, regardless of the specific department activity.
This includes the authority to transfer from the General Fund budgeted contingency
amounts that are approved by the City Council during the budget adoption . A full
accounting of any such transfers will be provided to the City Council during t he quarterly
financial reviews;
4. Recognize that the Budget as presented also includes a Contingency for Fiscally
Responsible Adjustments, the utilization of which will be determined by fiscal outcomes
of June 30, 2018;
5. Authorize the City Manager to increase revenue and expenditure budget for various
departmental functions, when corresponding revenues comes in over budget: this would
apply to developmental activity, inspection activity, recreation program activity, and any
other departmental activity which generates correlating revenues, as verified by the
Administrative Services Director. Increased appropriations shall continue to be
documented in the financial records and conveyed to the City Council as part of the
quarterly financial reviews;
6. Authorize the City Manager to increase revenues and expenditures related to the award
of grants, where there is no net impact to the City, as verified by the Administrative
Services Director. Increased appropriations shall continue to be documented in the
financial records and conveyed to the City Council as part of the quarterly financial
reviews;
7. Authorize the City Manager to make transfers among the various funds, consistent with
the “Fund Balances FY 2018-19” as presented in the Proposed Budget. Fund transfers
are reported as part of the regular financial reports provided to the City Council;
8. Authorize the City Manager to increase the appropriations for Fiscal Year 2018-19
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 the
year-end but are expected to be expended in Fiscal Year 2018-19 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 was 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 Co uncil, and the City Manager may assign
the fund balance in an amount sufficient to account for the increase;
9. Authorize the City Manager to adjust the Fiscal Year 2018-19 appropriations to account
for the carryover of unspent Capital Improvement Project appropriations from Fiscal
Year 2017-18. 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, 201 8;
10. Authorize the City Manager to transfer funds between capital projects, within the same
funding source. Any revisions, which alter the project’s budget by adding a new funding
source, are to be approved by the City Council;
11. Authorize the City Manager to appropriate funds from Committed fund balances that
have been approved by the City Council for specific purposes; and
12. Approve the creation of an Interfund Loan Policy attached as Exhibit C to the
Resolution.
PASSED, APPROVED AND ADOPTED this 15th day of May, 2018 by the following
vote:
AYES:
NOES:
ABSENT:
________________________________
Mayor
ATTEST:
____________________________
City Clerk
EXHIBIT A
FISCAL YEAR 2018-19 SUMMARY OF APPROPRIATIONS
(Governmental and Proprietary Funds)
OPERATING PROGRAM APPROPRIATIONS (1)
City Council $525,990
City Manager $2,463,581
City Clerk $754,868
Human Resources $1,357,101
City Attorney $1,187,780
Administrative Services $2,019,810
Non-Departmental $10,544,219
Community Development $6,771,741
Fire Department $14,318,937
Police Department $21,220,901
Parks & Community Services $9,380,108
Public Works $16,164,780
Total Operating Program $86,709,815
CAPITAL IMPROVEMENT PROGRAM
General $3,014,100
Parks $5,961,192
Streets $8,851,735
Total Capital Improvement Program $17,827,027
INTERNAL SERVICES PROGRAM
Information Services $1,530,268
Fire Department $297,668
Non-Departmental $3,019,128
Parks & Community Services $49,571
Total Internal Service Program $4,896,635
(1) To be modified by final community grant amount shown in Exhibit B)
EXHIBIT B
FISCAL YEAR 2018-19 COMMUNITY GRANTS ADJUSTMENT
ORGANIZATION NAME APPLICATION TITLE
CITY
COUNCIL
APPROVED
AMOUNT(2)
RECOMMENDED
ADJUSTMENT
FINAL
AMOUNT
CALICO Center Dublin Child Abuse Intervention $333 ($333)$0
Chabot-Las Positas Community
College District/Tri Valley One Stop
Career Center
Back-to-Work Dublin $12,000 $25 $12,025
Chabot-Las Positas Community
College District/Tri Valley One Stop
Career Center
Dublin VITA Grant 2018-19 $6,667 $33 $6,700
Child Care Links Early Literacy Diaper Pantry / Car Seat
Program
$8,500 $25 $8,525
CityServe of the Tri-Valley CityServe of the Tri-Valley $14,333 $27 $14,360
Community Resources for
Independent Living
Independent Living, Housing & Employment
Services for People with Disabilities
$9,333 $27 $9,360
Deaf Counseling Advocacy and
Referral Agency (DCARA)
Deaf Access Services $9,000 $25 $9,025
Easter Seals Bay Area Easter Seals Kaleidoscope $12,667 $28 $12,695
Eden I&R, Inc.2-1-1 Alameda County Communication System $10,000 $0 $10,000
Hope Hospice, Inc.Grief Support Center and Hospice Volunteer
Program
$14,833 $27 $14,860
Legal Assistance for Seniors Legal Services, Medicare Counseling and
Education for Dublin Seniors
$6,967 $33 $7,000
Senior Support Program of the Tri
Valley
Case Management $13,167 $33 $13,200
Spectrum Community Services Meals on Wheels for Dublin's Homebound
Elderly
$3,655 ($3,655)$0
Tri-Valley Haven Domestic Violence Services Program $1,600 $25 $1,625
Tri-Valley Haven Homeless Services Program $10,600 $25 $10,625
Total General Fund $133,655 ($3,655)$130,000
Axis Community Health Facility Project Loan Obligation $15,925 $37 $15,962
Axis Community Health Phase II Dental Capital Project $25,000 $0 $25,000
CALICO Center Dublin Child Abuse Intervention $9,000 $1,000 $10,000
Community Resources for
Independent Living
Roof Replacement $4,667 $333 $5,000
Open Heart Kitchen Dublin Meal Programs $15,845 $6,655 $22,500
Spectrum Community Services Meals on Wheels for Dublin's Homebound
Elderly
$9,345 $3,655 $13,000
Total CDBG Fund $79,781 $11,681 $91,462
Tri-Valley Haven Domestic Violence Services Program $8,000 $0 $8,000
Total Community Grants $221,436 $8,026 $229,462
(2) Amount included in Exhibit A
General Fund
Community Development Block Grant
Affordable Housing Fund
ADMINISTRATIVE
POLICIES
NUMBER
Page 1 of 3
SUBJECT
Interfund Loan Policy
APPROVED BY
City Council
EFFECTIVE
DATE: May 15,
2018
The practice of interfund loans is a recognized and necessary aspect of municipal finance. They are
typically short term in nature, and constitute the allocation of resources between individual funds.
Interfund loans should not be used to solve ongoing structural budget problems.
A. POLICY OBJECTIVES
Create uniformed guidelines regarding the establishment, management and repayment of all interfund
loans.
B. DEFINITIONS
I. Interfund loans are loans from one City fund to another City fund for a designated purpose.
II. Loans are accounted for as either short-term or long-term. A short-term loan has a term of one
year or less, and a long-term loan has a term longer than one year.
C. GENERAL
I. Interfund loans should be considered temporary borrowing of cash and may be made for the
following reasons:
a. To offset timing differences in cash flow.
b. To offset timing differences between expenditures and reimbursements, typically associated
with grant funding.
c. To provide for advance spending for a capital project prior to securing project financing.
d. For other needs as deemed appropriate by the City Council.
II. The term of the interfund loan may continue over a period of more than one year, but must be
“temporary” in the sense that no permanent diversion of the lending fund results from the failure
to repay by the borrowing fund. The maximum duration of the loan shall be determined on a per
case basis and shall be included in the repayment plan.
III. Interfund loans must have an identified repayment source and repayment plan.
IV. Payments made on outstanding loans shall be reflected in the annual Budget, determined by the
loan repayment plan, and Comprehensive Annual Financial Report (CAFR)
V. Accounting for interfund loans shall governed by the Governmental Accounting Standards Board.
D. AUTHORITY
I. Interfund loans are subject to City Council approval, and shall be requested in adherence with the
Procedures guidelines of this Policy.
a. Exception: The City Manager has the authority to approve interfund loans for which the City
Council has set aside Committed Reserves.
E. REPAYMENT
Exhibit C
I. All interfund loans shall be required to have a repayment schedule that details terms of the
repayment including but not limited to:
a. The repayment start date
b. The annual amount to be repaid (with interest at the current LAIF rate)
c. The estimated repayment end date
d. The funding source for the repayment
II. Repayment of the loan is the top priority of the borrowing fund once the repayment period
commences and cash is available.
a. If the borrowing fund continues to maintain negative cash balance for a period beyond the
term of the loan, scheduled payments should be postponed until the fund has a positive cash
balance. Interest should continue to accrue and be added to the principal of the loan.
III. The annual interfund loan repayment amount must be included in the City’s annual budget. The
City Council may, at their discretion, adjust the annual loan payment as part of the annual budget
process.
F. PROCEDURES
The development of interfund loans requires coordination among several parties, including the
department overseeing the fund with funding needs (receiving department), the Administrative Services
Department, and the City Attorney.
I. Identify Funding Need – (Receiving Department/ Administrative Services Department)
a. Upon determination that a need for an interfund loan may be necessary, the receiving
department will contact the Administrative Services Department (ASD) to coordinate the
preparation of the Request for Interfund Loan Form.
b. The receiving department, in consultation with the ASD, will be responsible for completing
the “Receiving Fund” portion, which shall include:
i. The Loan Purpose, Amount, Duration, and Repayment Plan
(a) The projected revenues and expenditures of the “Receiving” fund should be analyzed
to determine if the funding need under consideration can be paid from monies within
the existing fund by re-prioritizing both current and future expenditure items.
II. Determine Appropriateness of Interfund Loan – (Administrative Services)
Once the “Receiving Fund” portion of the Request for Interfund Loan Form is completed the
receiving department will forward the request to the ASD.
a. The ASD will review the status of the receiving fund to determine the appropriateness of an
interfund loan.
b. The ASD will provide information on potential funding option(s) and the status of the fund(s)
requested in loan.
c. The ASD will review the repayment plan and determine the estimated loan and interest
repayment calculation.
i. Interfund loans should include an interest component that equals the investment earnings
the providing fund would have received had the loan not occurred (LAIF rate).
III. Identify potential legal issues – (City Attorney)
a. Documents will be forwarded to the City Attorney by the ASD to determine if there are legal
restrictions associated with the use of the identified funding source for the interfund loan, and
to prepare the resolution with the loan terms, when necessary.
IV. Prepare Loan Memorandum – (Receiving Department)
a. If the Request is approved by the ASD and the City Attorney, the receiving department will
prepare a Memorandum that will include a description of the need for the interfund loan,
identification of the fund providing the loan, and the terms of repayment. The Memorandum
will be submitted with all back-up documentation to the City Manager.
i. If specific funds have already been reserved as Committed for the purpose of the interfund
loan, then the City Manager is authorized to approve the loan and a Staff Report does not
need to be completed. The City Manager has authority to appropriate funds set aside in
Committed Reserves for the use intended by City Council.
ii. If there are no specific funds reserved as Committed for the purpose of the interfund loan,
then the request must be brought to the City Council for approval via either a Staff Report
or as part of the annual budget process.
ATTACHMENT 3
RESOLUTION NO. XXX - 18
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. 64-97 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. 64-97 and subsequent amendments shall be s uperseded 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
Maximum
Monthly
Minimum
Accountant $8,125 $10,159
Assistant Civil Engineer $8,267 $10,334
Associate Civil Engineer $9,615 $12,019
Associate Planner $8,125 $10,159
Budget Analyst $8,946 $11,183
Deputy City Clerk $7,009 $8,762
Environmental Coordinator $7,778 $9,725
Executive Aide $7,010 $8,762
Financial Analyst $8,946 $11,183
Housing Specialist $8,946 $11,183
Management Analyst II $7,778 $9,725
Network Systems Coordinator $7,778 $9,725
Parks & Facilities Development Coordinator $8,125 $10,159
Plans Examiner II $7,778 $9,725
ATTACHMENT 3
Recreation Supervisor $7,934 $9,916
Senior Accountant $8,946 $11,183
Senior Management Analyst $8,946 $11,183
Senior Civil Engineer $10,773 $13,466
Senior Planner $9,260 $11,576
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
Minimum
Monthly
Maximum
Hourly
Minimum
Hourly
Maximum
Administrative Aide $6,674 $8,345 $38.5064 $48.1425
Administrative Technician $6,069 $7,585 $35.0110 $43.7590
Assistant Planner $7,196 $8,993 $41.5169 $51.8835
Code Enforcement Officer $6,476 $8,095 $37.3602 $46.7002
Environmental Technician $6,740 $8,429 $38.8843 $48.6274
Finance Technician I $5,100 $6,375 $29.4245 $36.7807
Finance Technician II $5,669 $7,084 $32.7059 $40.8682
Graphic Design & Comm. Coordinator $6,740 $8,429 $38.8843 $48.6274
Heritage Center Director $6,740 $8,429 $38.8843 $48.6274
Information Systems Technician I $5,822 $7,278 $33.5876 $41.9893
Information Systems Technician II $6,469 $8,087 $37.3224 $46.6562
Management Analyst I $7,002 $8,751 $40.3958 $50.4854
Office Assistant I $4,316 $5,396 $24.9025 $31.1314
Office Assistant II $4,797 $5,995 $27.6737 $34.5890
Permit Technician $6,069 $7,585 $35.0110 $43.7590
Plans Examiner I $7,054 $8,816 $40.6981 $50.8633
Public Works Inspector $7,409 $9,261 $42.7451 $53.4266
Public Works Technician I $6,412 $8,015 $36.9949 $46.2405
Public Works Technician II $7,054 $8,816 $40.6982 $50.8632
Recreation Coordinator $6,740 $8,429 $38.8843 $48.6274
Recreation Technician $6,069 $7,585 $35.0110 $43.7590
Senior Code Enforcement Officer $7,196 $8,993 $41.5169 $51.8835
Senior Finance Technician $6,469 $8,087 $37.3224 $46.6562
Senior Office Assistant $5,276 $6,595 $30.4386 $38.0466
Senior Public Works Inspector $8,150 $10,187 $47.0196 $58.7692
BE IT FURTHER RESOLVED that the changes contained herein shall be effective July
1, 2018.
PASSED, APPROVED AND ADOPTED this 15th day of May, 2018 by the following vote:
AYES:
ATTACHMENT 3
NOES:
ABSENT:
ABSTAIN:
Mayor
ATTEST:
City Clerk
ATTACHMENT 4
RESOLUTION NO. XXX- 18
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
Maximum
Monthly
Minimum
Administrative Services Director $14,631 $18,289
Assistant City Manager $15,743 $19,676
Assistant Dir. of Community Development $11,485 $14,357
Assistant Parks & Community Services Director $11,485 $14,357
Assistant Dir. of Admin Svcs/Finance $11,485 $14,357
Assistant to the City Manager $10,485 $13,108
Capital Improvement Program Manager $11,360 $14,199
Chief Building Official $11,360 $14,199
City Clerk/Records Manager $10,485 $13,108
Assistant Public Works Director/City Engineer $12,230 $15,288
City Manager $23,608
Community Development Director $14,187 $17,735
Economic Development Director $10,773 $13,466
Economic Development Director/PIO $13,185 $16,482
Heritage & Cultural Arts Manager $10,485 $13,108
Human Resources Director $13,185 $16,482
Information Systems Manager $10,485 $13,108
Parks & Community Services Business Manager $10,485 $13,108
Parks & Community Services Director $14,406 $18,005
Plan Check Engineer $10,485 $13,108
Principal Planner $10,485 $13,108
Public Works Director/Asst City Engineer $14,080 $17,601
Public Works Trans & Ops Mgr. $11,360 $14,199
ATTACHMENT 4
Public Works Manager $10,485 $13,108
Recreation Manager $10,485 $13,108
Special Projects Manager $10,485 $13,108
BE IT FURTHER RESOLVED that the changes contained herein shall be effective
July 1, 2018.
PASSED, APPROVED AND ADOPTED this 15th day of May, 2018 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
________________________________________
Mayor
ATTEST:
_______________________________________
City Clerk
ATTACHMENT 5
RESOLUTION NO. XXX – 18
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
* * * * * * * * *
AMENDING THE MANAGEMENT POSITIONS EXEMPT FROM COMPETITIVE SERVICE
RESOLUTION AND PRESCRIBING LEAVE BENEFITS 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 positions of Special Projects Manager
shall be added to the list of Management Positions under the City’s Personnel Ordinance and
shall be granted benefits in accordance with City Resolution 202-08:
Special Projects Manager
BE IT FURTHER RESOLVED that the changes contained herein shall be effective May
15, 2018.
PASSED, APPROVED AND ADOPTED this 15th day of May, 2018, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Mayor
ATTEST:
______________________________________
City Clerk
ATTACHMENT 6
RESOLUTION NO. XX – 18
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 add and revise job descriptions in the
Classification Plan to reflect current responsibilities and laws.
NOW, THEREFORE, BE IT RESOLVED that Resolution No. 30-84 and subsequent
Resolutions shall be amended to add the following positions:
Special Projects Manager (Exhibit A)
Food Service Worker (Exhibit B)
BE IT FURTHER RESOLVED that Resolution No. 30-84 and subsequent Resolutions
shall include changes to the following amended positions:
Cashier (Exhibit C)
Facility Attendant I/II (Exhibit D)
Senior Facility Attendant (Exhibit E)
Slide Attendant (Exhibit F)
Lifeguard I (Exhibit G)
Lifeguard II (Exhibit H)
Assistant Pool Manager (Exhibit I)
Pool Manager (Exhibit J)
Swim Instructor I (Exhibit K)
Swim Instructor II (Exhibit L)
Assistant Swim Lesson Manager (Exhibit M)
Customer Service Assistant I/II (Exhibit N)
BE IT FURTHER RESOLVED that Resolution No. 30-84 and subsequent Resolutions
shall be further amended to delete the following job descriptions:
Facilities Development Manager
Planning Manager
Geographic Information Systems Coordinator
Permit Coordinator
Neighborhood Resources Technician I/II
Senior Neighborhood Resources Technician
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 May 15, 2018.
ATTACHMENT 6
PASSED, APPROVED AND ADOPTED this 15th day of May, 2018, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
___________________________________
Mayor
ATTEST:
_______________________________________
City Clerk
EXHIBIT A
1
Date Adopted: March 5, 2013
Date Revised: May 15, 2018
Title: Special Projects Manager
FLSA: Exempt/At-Will/Designated Management
General Purpose:
Under administrative direction, performs complex administrative, project, programs and analysis
work in support of activities within the City Manager’s Office. Incumbents manage, plan and
coordinate the activities of assigned project areas such as potential public/public partnerships and
other special projects that are generally assigned to this functional area. Provide highly complex
staff assistance to the City Manager/Assistant City Manager and other City departments as
assigned.
Distinguishing Characteristics:
Incumbents in this single classification perform complex and sensitive administrative (and
confidential) work on programs with citywide implications. Incumbents assigned to a particular
program area have considerable latitude for project and/or program oversight, policy and
procedure development and exercise independent judgment, particularly when representing the
City with other agencies, boards and commissions, and community groups. Persons appointed to
the Special Projects Manager classification are At-Will positions that are exempt from the
overtime provisions of the Fair Labor Standards Act (FLSA), exempt from the City’s Personnel
System Rules and are Designated Management positions appointed by and serving at the pleasure
of the City Manager.
Supervision Received and Exercised:
Supervision is provided by the Assistant City Manager or designee.
Receives administrative direction from the City Manager and/or Assistant City Manager.
Provides supervision, as assigned, to professional, technical, clerical and contract personnel.
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.
EXHIBIT A
2
As assigned to program and/or project area, responsible for the design, implementation,
administration, monitoring and evaluation of various City projects and projects and programs in the
following areas: general administration; community engagement activities, legislative work,
strategic planning, public partnerships, and other special projects that are typically assigned to the
City Manager’s Office.
Undertake studies to determine the financial and operational feasibility and desirability of providing
municipal services and programs.
Develop and implement goals, objectives, policies and procedures related to the City Council’s
adopted Strategic Initiatives.
Assist in budget implementation; participate in the forecast of additional funds needed for,
materials and supplies.
Represent the City to outside agencies and organizations; participate in outside community and
professional groups and committees; provide technical assistance as necessary.
Research and prepare technical and administrative reports; prepare written correspondence.
Develop and conduct studies, needs assessment, research and financial analyses; research and
analyze contracts and program of assigned area.
Prepare grant applications; write articles and develop other methods for the City to receive
regional, State, Federal and national recognition for assigned programs and service areas.
Build and maintain positive working relationships with co-workers, other City employees and the
public using principles of good customer service.
Perform related duties as assigned.
Minimum Qualifications:
Knowledge of:
Modern public administration and management principles, practices and procedures.
Statistical methodology, research techniques and procedures.
Principles and practices of budgetary and financial record keeping.
Fiscal Analysis.
Effective techniques and methods of leadership and supervision.
Methods of technical and analytical report preparation and presentation
EXHIBIT A
3
Effective public speaking techniques.
The organization and functions of local government.
Pertinent local, State and Federal rules, regulations and laws.
Modern office procedures and computer equipment.
Budgeting procedures and techniques.
Principles and practices of supervision, training and personnel management.
Ability To:
Organize and direct assigned program areas and/or Divisions of the City Manager’s Office.
Perform complex work related to assigned program areas and activities.
Analyze problems, identify alternative solutions, project consequences of proposed actions and
implement recommendations in support of goals.
Gain cooperation through discussion and persuasion.
Interpret and apply City policies, ordinances, laws, procedures, rules and regulations as related to
assigned program areas.
Deal effectively with City staff and representatives of various public and private agencies;
Prepare written material regarding local government activities and assigned programs and make
public presentation of materials.
Write with sufficient clarity to produce clear, concise and readable reports on a wide variety of
topics.
Prepare and administer a municipal budget.
Supervise, train and evaluate personnel, as appropriate.
Work a flexible schedule including evening and weekend hours.
Handle pressure of deadlines and work on several projects or processes at the same time.
Communicate clearly and concisely, both orally and in writing.
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.
EXHIBIT A
4
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; hand writing and use of keyboard to communicate; see small text and numbers;
intermittently move equipment and/or supplies weighing 20 pounds or less. 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; observe and
interpret people and situations; learn and apply new information or skills; perform highly detailed
work on multiple, concurrent tasks with constant interruptions; work under intensive and
frequently changing deadlines; successfully interact with those encountered in the course of
work; read and interpret complex data, information and documents; analyze and solve problems;
interact with City management, other governmental officials, contractors, vendors, media
personnel, employees and the general public.
Training and Experience:
Any combination equivalent to education and experience is likely to provide the required
knowledge and abilities. A typical way to obtain the knowledge and abilities would be:
Education: Equivalent to a Bachelor’s degree from an accredited college or university with
major course work in public or business administration finance, communications, or a closely
related field. A Master’s degree is preferred.
Experience: Four years of increasingly responsible full-time professional experience in an
administrative management and/or operations capacity for a local government agency which
included project administration and/or experience in assigned program area. Lead or supervisory
experience desirable. A Master’s degree may be substituted for one year of the required experience.
Training: Any recent training, such as academic courses and certification programs, which
are relevant to this job classification and/or assigned program area.
Licenses; Certificates; Special Requirements: Possession of a valid California Class C
Driver’s License and Certificate of Automobile Insurance for Personal Liability.
Special Requirement: 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.
EXHIBIT B
1
Date Adopted: May 15, 2018
Date Revised: _____
Title: Food Service Worker
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
Works under the supervision of the Recreation Supervisor or their designee to prepare and serve
appropriate quantities of food to meet menu requirements. Operates simple food service support
equipment in a safe and effective manner including preparation, cooking, and washing
assignments, assembly and service bar, storage and refrigeration, utensils and any equipment as
part of the daily routine. Maintain high standards of quality in food production, orderly
appearance of work area, sanitation, and safety practices. May deliver items to guests
maintaining appropriate customer service skills.
Supervision Received and Exercised:
Receive general supervision from a Recreation Supervisor or their designee.
May exercise functional supervision over assigned part-time employees.
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.
Prepare meats for cooking by cutting, trimming, grinding or slicing.
Clean, cut, chop and slice food for preparation.
Cook meat, vegetables, soups, and other foods according to recipe or other instructions meeting
the concession menu.
Maintain and oversee kitchen safety standards, food handling practices, and the disposal of
garbage.
EXHIBIT B
2
Clean kitchen utensils and equipment and maintain cooking area in clean and safe condition.
Train Staff in food preparation, service, and clean-up duties; and safety and sanitation practices.
Ensure proper storage and temperature of foods for serving.
Inventory perishables and dry goods weekly and rotate inventory, as necessary.
Maintain up-to-date records and prepare related reports as required.
Order supplies for menu as required and assist in the receiving and storing of food items and
supplies.
Build and maintain positive working relationships with co-workers, other City employees,
volunteers and the public using principles of good customer service.
Performs related duties as assigned.
Minimum Qualifications:
Knowledge of:
Principles and methods of food preparation and cooking.
Kitchen sanitation and methods of care and cleaning of kitchen equipment.
Basic safety procedures as applied to food storage, preparation and cooking.
Basic arithmetic and record keeping procedures.
English usage, spelling, punctuation, and grammar.
Ability to:
Ability to understand written and verbal food preparation and safety instructions
Working knowledge of kitchen equipment and food production procedures
Ability to operate large and small kitchen equipment and tools
Ability to perform basic math
Prepare quality food according to a planned menu of tested and uniform recipes.
Serve food according to departmental policies, and procedures, and practice and promote portion
control and proper use of leftovers.
EXHIBIT B
3
Store and handle food items and supplies safely and according to established procedures.
Maintain a clean and organized storage area.
Correct unsafe conditions in work area and promptly report any conditions that are not
immediately correctable to supervisor.
Maintain personal appearance and hygiene.
Operate tools and equipment according to prescribed safety standards and follow established
procedures to meet high standards of cleanliness, health, and safety.
Keep garbage collection containers and areas neat and sanitary.
Handle and record cashier functions accurately.
Help record food requisitions and order necessary supplies.
Maintain daily food preparation records.
Promote teamwork and interaction with fellow staff members.
Deliver and receive written and oral instructions.
Communicate in an effective manner.
Exercise courtesy and tact in dealing with patrons.
Deal with difficult or stressful situations in a calm and professional manner.
Establish and maintain cooperative working relationships with those contacted in the course of
work.
Perform related duties as required.
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.
Employee is regularly required to stand for long periods of time; talk or hear, in person, in
meetings, and by telephone; perform grasping and fine manipulation to operate standard
commercial kitchen equipment; and reach with hands and arms. Employee is frequently required
to bending/stoop, frequent kneeling/squatting, pushing/pulling, and twisting, and walk. On an
intermittent basis, employee is required to lift or carry weight of 40 lbs. or less.
EXHIBIT B
4
Tools/Equipment Used: Standard large and small kitchen equipment and tools including
electric slicer, mixer, pressure steamer, deep-fat fryer, sharp cutting tools, stove, oven,
dishwasher, and food/utility cart.
Environment: Work inside in kitchen environment; exposure to extreme hot and cold
temperatures, extreme humidity, noise, vibration, microwaves, biological hazards (bacteria,
mold, fungi), chemical hazards (fumes, vapors, gases), electrical hazards; work with hands in
water; work around machinery with moving parts; work on slippery surfaces
Mental Demands: Work with frequent interruptions; maintain emotional control under stress
While performing duties, employee is required to speak, read and follow simple written and oral
directions; use written and oral communications, and interact with employees, volunteers and the
public.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Possession of a high school diploma or equivalent; 18 years old
AND
Six (6) months (equivalent to 1000 hours) of verifiable food handling ex perience in the food
service industry as a food service worker, kitchen helper, waiter, busboy, or similar position.
Substitution: Completion of twelve (12) semester units or equivalent credits in Food Service,
Culinary Arts, Dietetics and/or Nutrition can substitute for six (6) months of food handling
experience as described above.
Licenses; Certificates; Special Requirements:
Possess valid current Food Handling Certification from ServSafe or ability to attain certification
prior to assuming duties as a Food Service Worker.
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of completed fingerprint screening and a satisfactory background check.
Current certification in First Aid and CPR is desired.
Possession of a valid California Class C drivers’ license and Certificate of Automotive Insurance
for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT C
Date Adopted: February 12, 1990
Date Revised: May 15, 2018
Title: Cashier
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
Collect fees from public swimming pool patrons, register participants for classes, greet and
welcome the public and perform a variety of related general clerical duties.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level clerical and/or technical personnel.
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.
Collect fees from public swimming pool patrons and aquatics class registrants, and issue pool
passes;
Complete daily attendance and cash receipt report forms;
Answer the telephone, provide information to callers and write messages as needed; assist
customers at the front counter;
Perform general clerical work such as issuing receipts, photocopying, and filing;
Perform light maintenance work such as emptying wastebaskets, sweeping, and opening and
closing an office;
Maintain clean food and stock areas;
Maintain accurate inventory of food and merchandise items;
Receives inventory, moves and lifts food and beverage products and supplies;
EXHIBIT C
Ensures proper food handling procedures are followed including wrapping, labeling, dating,
stocking, storing; rotating and checking temperature of products;
Clean and sanitizes work station and equipment;
Build and maintain positive working relationships with co-workers, other City employees and the
public using principles of good customer service;
Perform other duties as assigned;
Minimum Qualifications:
Knowledge of:
Basic arithmetic, including addition, subtraction, multiplication and division;
Point of sale or cash registers;
English language skills, including punctuation and spelling;
Safe food handling procedures.
Ability to:
Follow written and oral instructions. Communicate in an effective manner;
Exercise courtesy and tact in meeting or talking with the public;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative working relationships with those contacted in the course of
work;
Follow proper food handling procedures including wrapping, labeling, dating, stocking, storing,
rotating, and checking temperature of products;
Use of a personal computer and ten key adding machines is desirable.
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 emplo yee is regularly required to: sit at desk and in meetings 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 including cash register; and reach with hands and arms.
Intermittently, twist to reach equipment surrounding desk; walk to observe department
activities; bend and squat to perform file searches; perform simple grasping and fine
manipulation; use telephone and write or use a keyboard to communicate through written
EXHIBIT C
means; attend various meetings and workshops at locations other than primary worksite. While
performing duties, the employee is regularly required to use written and oral communication
skills; know laws, regulations and codes; remember personnel rules, legal and code
requirements; and ex plain and interpret codes, policies and procedures; interact with City
management, other governmental officials, contractors, vendors, employees and the public.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Work experience is not required; experience in handling money and cashiering is
desirable.
Licenses; Certificates; Special Requirements:
At time of hire, must be 15 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional upon
submission of a completed fingerprint screening and a satisfactory background check.
Current certification in First Aid and CPR is desired.
Possession of a valid California Class C drivers’ license is not required for this class, however, if
an employee possesses a valid license, he/she may be required to provide a Certificate of
Automotive Insurance for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT D
1
Date Adopted: February 15, 2000
Date Revised: May 15, 2018
Title: Facility Attendant I/II
FLSA: Non-Exempt, Part-Time
General Purpose:
Under general supervision, oversees the proper use of a community recreational facility;
performs a variety of custodial tasks; and assists the public and staff in their use of the
facility. Duties include supervising, setting up and cleaning community recreational
facilities during use by private parties and community groups.
Facility Attendant I classification performs set-up and take-down duties, opens and closes
for daytime rentals and weekend leisure classes. The Facility Attendant II classification is
distinguished from the Facility Attendant I level in that it has some training
responsibilities of new attendants, functionally supervises Facility Attendant I employees,
and closes the building after rentals and weekday leisure classes.
Distinguishing Characteristics:
The Facility Attendant I/II classification is flexibly staffed as defined in the City’s
Classification Plan. After gaining the experience and knowledge to perform the full
range of journey level tasks and fulfilling any special requirements for the journey level,
the employee could reasonably expect to progress to the higher level based upon the
judgment of management and approval by the City Manager.
Essential Duties and Responsibilities:
Facility Attendant I/II
Opens and closes facilities as scheduled for use.
Sets up furniture or equipment for activities scheduled and sees that it is in proper
condition and is replaced after use.
EXHIBIT D
2
Monitors activities of facility users for appropriate and safe conduct.
Cleans up after facility users and sets up for subsequent activities.
Sweeps and mops floors as required.
Keeps restrooms and kitchen clean and well stocked with paper towels, tissues, etc.
Empties garbage throughout the facility as necessary.
Secures the facility upon leaving.
Other duties as assigned.
Facility Attendant II
Makes written reports of damage to equipment or facility.
Trains attendant staff on facility and rental procedures.
Lead attendant for evening rentals and weekday evening shifts.
Responsible for monitoring adherence to building rules and party limitations.
Minimum Qualifications:
Knowledge and Abilities:
Ability to do heavy physical work including the lifting and moving of tables and chairs.
Ability to follow written and oral instructions.
Ability to deal effectively and courteously with the public.
Must be available to work nights, weekends and holidays.
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.
EXHIBIT D
3
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, twist, lift, walk; stand; and set-up and move equipment weighing up to 50 pounds.
While performing duties, the employee is regularly required to use written and oral
communication skills; read and interpret information and room layout specifications; and
interact with City employees and the public.
Training and Experience:
Facility Attendant I
Must be 15 years or older.
Some experience setting up facilities for meeting and events, and in cleaning or custodial
work.
Facility Attendant II
Must be 17 years or older.
Some experience supervising the use of facilities, setting up facilities for meetings and
events and in cleaning or custodial work.
Possession of a valid California Class C drivers’ license and Certificate of Automobile
Insurance for Personal Liability.
Licenses; Certificates; Special Requirements:
Any offer of employment to an adult who will have direct contact with minors is
conditional upon submission of a completed fingerprint screening and a satisfactory
background check.
Certification in Standard First Aid and CPR is desirable.
Possession of a valid California Class C drivers’ license is not required for this class,
however, if an employee possesses a valid license, he/she may be required to provide a
Certificate of Automotive Insurance for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory
Reporter training is required within one month of employment.
EXHIBIT E
1
Date Adopted: January 15, 2008
Date Revised: May 15, 2018
Title: Senior Facility Attendant
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
Under general supervision, oversees the proper use of a community recreational facility;
performs a variety of tasks; and assists the public and staff in their use of the facility.
The Senior Facility Attendant opens and closes for weekday and weekend public hours,
tours, special events and rentals; welcomes visitors; provides tours, tour materials and
answers patron questions; assists visitors with exhibits, activities and interactive displays;
provides customer service that will lead to a positive visitor experience; oversees the
safety and security of visitors, the facility, exhibits and grounds; opens, sets up and cleans
up after special events or use by private parties and community groups.
Distinguishing Characteristics:
This is the advanced journey level class in the Facility Attendant 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, the amount of time
spent performing the duties, and the nature of the public contact made. Employees perform
the most difficult and responsible types of duties assigned to classes within this series
including docent activities with the scope of a community historic facility. Employees at
this level are required to be fully trained in all procedures related to assigned area of
responsibility. Must be available to work nights, weekends and holidays.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level clerical and/or technical personnel.
Exercise technical and functional supervision over less experienced facility attendants,
maintenance and cashier personnel.
Essential Duties and Responsibilities:
EXHIBIT E
2
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.
Open and close facilities as scheduled for use.
Set-up furniture or equipment for activities scheduled and very that it is in proper
condition and is replaced after use.
When work assignments are in public area of assigned facility, greet visitors, collect fees,
have visitors sign guest book.
Provide facility and exhibit orientations and/or tours including appropriate tour materials.
Function as supervising attendant for evening rentals and weekday evening shifts; as
necessary.
Monitor activities of facility users for adherence to building rules and appropriate and
safe conduct.
Maintain clean food and stock areas;
Maintain accurate inventory of food and merchandise items;
Receives inventory, moves and lifts food and beverage products and supplies;
Ensures proper food handling procedures are followed including wrapping, labeling,
dating, stocking, storing; rotating and checking temperature of products;
Clean and sanitizes work station and equipment;
Clean-up after facility users and set up for subsequent activities.
Sweep and mop floors as required.
Keep restrooms and kitchen clean and well stocked with paper towels, tissues, etc.
Empty garbage throughout the facility as necessary.
Make written reports of damage to equipment or facility.
Train ancillary attendant and maintenance staff on facility and rental procedures.
Appropriately secure the facility upon leaving.
Build and maintain positive working relationships with co-workers, other City
employees, and the public using principles of good customer service.
EXHIBIT E
3
Perform related duties as assigned.
Minimum Qualifications:
Knowledge of:
Principles and practices of facility maintenance and operational practices.
Principles and practices of standard safety precautions.
Operational characteristics of the assigned program.
Safe food handling procedures.
English usage and vocabulary.
Customer service techniques.
Ability to:
Learn tour and exhibit content.
Provide tours to diverse audiences.
Problem solve conflicts and disputes; as applicable.
Perform heavy physical work including the lifting and moving of tables and chairs.
Follow proper food handling procedures including wrapping, labeling, dating, stocking,
storing, rotating, and checking temperature of products;
Follow written and oral instructions.
Express ideas and communicate effectively both verbally and in writing.
Instruct and enforce safety rules.
Analyze and interpret facility policies and procedures.
Deal effectively and courteously with the public.
Establish and maintain effective working relationships with those contacted in the course
of work.
Communicate clearly and concisely, both orally and in writing.
Physical Standards:
EXHIBIT E
4
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 stand 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, twist, lift, walk; set-up and move equipment weighing up to 50 pounds.
While performing duties, the employee is regularly required to use written and oral
communication often speaking to large groups of people; read and interpret information
and room layout specifications; and interact with City employees and the public.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and
abilities would be:
Education: Equivalent to the completion of twelfth grade is desirable; must be 18
years or older.
Experience: Some experience supervising the use of facilities, setting up facilities for
meetings and events, and in cleaning or custodial work. Experience in
museum and/or public facility operations desirable.
Licenses; Certificates; Special Requirements:
Any offer of employment to an adult who will have direct contact with minors is
conditional upon submission of a completed fingerprint screening and a satisfactory
background check.
Certification in Standard First Aid and CPR and ServSafe Food Protection Manager
Certification are desirable.
Possession of a valid California Class C drivers’ license and Certificate of Automotive
Insurance for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory
Reporter training is required within one month of employment.
EXHIBIT F
1
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Slide Attendant
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To perform slide dispatch duties in enforcing water slide procedures City public swimming pool
rules and monitoring patron conduct; perform emergency rescue and lifesaving techniques.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
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.
Enforce waterslide rules and proper rider position, swimming pool rules and regulations,
including ensuring orderly conduct by pool patrons;
Assist patrons who are in distress and administer a variety of first aid and/or life saving
techniques, as appropriate;
Assist in maintaining waterslides are in a safe and clean condition;
Preform safety checks of the waterslides;
Build and maintain positive working relationships with co-workers, other City employees and
the public using principles of good customer service;
Perform other duties as assigned.
EXHIBIT F
2
Minimum Qualifications:
Knowledge of:
Use and care of lifesaving techniques and equipment used at public swimming pools.
Ability to:
Learn and enforce waterslide operational procedures, City swimming pool rules, regulations, and
policies;
Perform lifesaving and emergency first aid techniques and practices; engage in physical activity;
Follow written and oral instructions. Communicate in an effective manner;
Exercise courtesy and tact in dealing with pool patrons;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative 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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and instructions, observe, identify, and report operational problems.
On an intermittent basis; stand, walk, and bend while monitoring various swimming activities;
squat, climb, kneel and twist intermittently when setting up various programs; perform various
swimming techniques; perform simple grasping and fine manipulation; and lift or carry weight of
100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Demonstrated experience in skilled aquatic activities is desirable.
EXHIBIT F
3
Licenses; Certificates; Special Requirements:
At time of hire, must be 16 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of a completed fingerprint screening and a satisfactory background check.
Current certification in American Red Cross CPR and First Aid.
Completion of position specific training must be completed prior to performing duties.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT G
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Lifeguard I
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To perform lifeguard duties in enforcing City public swimming pool rules and monitoring pool
patron conduct; perform emergency rescue and lifesaving techniques.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
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.
Enforce swimming pool rules and regulations, including ensuring orderly conduct by pool
patrons;
Assist in providing instruction for a variety of swimming classes for all ages and ability levels.
Assist swimmers who are in distress and administer a variety of first aid and/or life savi ng
techniques, as appropriate;
Assist in maintaining pool areas in a safe and clean condition;
Build and maintain positive working relationships with co-workers, other City employees and
the public using principles of good customer service;
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
Use and care of lifesaving techniques and equipment used at public swimming pools.
EXHIBIT G
Ability to:
Learn and enforce City swimming pool rules, regulations, and policies;
Perform lifesaving strokes according to American Red Cross standards, perform lifesaving and
emergency first aid techniques and practices; engage in physical activity;
Follow written and oral instructions. Communicate in an effective manner;
Exercise courtesy and tact in dealing with pool patrons;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative 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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and instructions, observe, identify, and report operational problems.
On an intermittent basis, sit in lifeguard station for long periods of time; stand, walk, and bend
while monitoring various swimming activities; squat, climb, kneel and twist intermittently when
setting up various programs; perform various swimming techniques; perform simple grasping
and fine manipulation; and lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Demonstrated experience in skilled aquatic activities is desirable.
Licenses; Certificates; Special Requirements:
At time of hire, must be 15 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of a completed fingerprint screening and a satisfactory background check.
EXHIBIT G
Current certification in American Red Cross CPR for the Professional Rescuer with
AED; Lifeguard Training with Administering Emergency Oxygen; First Aid for Public Safety
Personnel (California Title 22) within one year of employment.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT H
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Lifeguard II
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To perform lifeguard duties in enforcing City public swimming pool rules and monitoring pool
patron conduct; perform emergency rescue and lifesaving techniques. Lifeguard II is
distinguished from Lifeguard I based on seasonal experience.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
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.
Enforce swimming pool rules and regulations, including ensuring orderly conduct by pool
patrons;
Assist in providing instruction for a variety of swimming classes for all ages and ability levels.
Assist swimmers who are in distress and administer a variety of first aid and/or life savi ng
techniques, as appropriate;
Assist in maintaining pool areas in a safe and clean condition;
Build and maintain positive working relationships with co-workers, other City employees and
the public using principles of good customer service;
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
EXHIBIT H
Use and care of lifesaving techniques and equipment used at public swimming pools.
Ability to:
Learn and enforce City swimming pool rules, regulations, and policies;
Perform lifesaving strokes according to American Red Cross standards, perform lifesaving and
emergency first aid techniques and practices; engage in physical activity;
Follow written and oral instructions. Communicate in an effective manner;
Exercise courtesy and tact in dealing with pool patrons;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative 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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and instructions, observe, identify, and report operational problems.
On an intermittent basis, sit in lifeguard station for long periods of time; stand, walk, and bend
while monitoring various swimming activities; squat, climb, kneel and twist intermittently when
setting up various programs; perform various swimming techniques; perform simple grasping
and fine manipulation; and lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Two years’ experience or equivalent to completion of two seasonal assignments as
Lifeguard I with the City of Dublin.
Licenses; Certificates; Special Requirements:
At time of hire, must be 16 years of age or older.
EXHIBIT H
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of a completed fingerprint screening and a satisfactory background check.
Current certification in American Red Cross CPR for the Professional Rescuer with
AED; Lifeguard Training with Administering Emergency Oxygen; First Aid for Public Safety
Personnel (California Title 22) within one year of employment.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT I
Date Adopted: February 13, 1996
Date Revised: May 15, 2018
Title: Assistant Pool Manager
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To assist in planning, organizing, and supervising aquatics programs related to the
management and operation of a public swimming pool; act as the Pool Manager in his/her
absence.
Supervision Received and Exercised:
Receive general supervision from the Recreation Coordinator or Pool Manager.
May exercise technical and functional supervision over part-time staff, as appropriate.
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.
Assist in supervising and training swimming pool part-time staff, including input to
schedules and staff evaluation; act as the Pool Manager in his/her absence.
Assist in overseeing swim lesson program; serve as swim instructor as needed.
Enforce pool safety rules and regulations; maintain orderly patron conduct.
Oversee weekend lifeguard team; serve as lifeguard as needed.
Maintain up-to-date records and prepare related reports as required.
Build and maintain positive working relationships with co-workers, other City employees
and the public using principles of good customer service.
EXHIBIT I
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
City swimming pool rules, regulations, and policies.
Basic techniques of motivation and leadership.
Use and care of lifesaving techniques and equipment used at public swimming pools.
English usage, spelling, punctuation, and grammar.
Ability to:
Assist in the management and operation of a public swimming pool.
Oversee part-time staff activities, as assigned.
Perform all swimming strokes according to American Red Cross standards, engage in
physical activity.
Perform and demonstrate lifesaving and emergency first aid techniques and practices.
Deal with difficult or stressful situations in a calm and professional manner.
Prepare reports related to pool management and operations, as assigned.
Communicate clearly and concisely, both orally and in writing.
Establish and maintain cooperative working relationships with those contacted in the
course of work.
Use of computer applications is desirable.
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.
EXHIBIT I
On a continuous basis, know and understand all aspects of the job; intermittently analyze
work papers, reports and special projects; identify and interpret technical and numerical
information; observe and problem solve operational and technical policy and procedures.
On an intermittent basis stand, walk, and bend while monitoring aquatics programs; squat,
climb, kneel and twist intermittently when setting up various programs; perform various
swimming techniques when instructing staff and/or patrons; perform simple grasping and
fine manipulation; and lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and
abilities would be:
Education: Equivalent to completion of twelfth grade.
Experience: Two years experience as lifeguard and swim instructor.
Licenses; Certificates; Special Requirements:
At time of hire, must be 18 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is
conditional upon submission of a completed fingerprint screening and a satisfactory
background check.
Current certification in American Red Cross CPR for the Professional Rescuer with
AED; Lifeguard Training with Administering Emergency Oxygen; Emergency Response
(Title 22) within one year of employment; and Water Safety Instructor. Lifeguard
Management certification is desirable.
Possession of a valid California Class C drivers’ license and Certificate of Automotive
Insurance for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory
Reporter training is required within one month of employment.
EXHIBIT J
Date Adopted: February 13, 1996
Date Revised: May 15, 2018
Title: Pool Manager
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To plan, organize, and supervise aquatics programs related to the management and
operation of a public swimming pool.
Supervision Received and Exercised:
Receive direction from a Recreation Coordinator.
Exercise technical and functional supervision over part-time staff, as appropriate.
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.
Plan, organize, and supervise swimming activities at a public swimming pool.
Schedule, supervise and evaluate part-time staff; plan and conduct in-service training.
Schedule and maintain staff rotation and breaks; determine appropriate duties for
lifeguards during periods when not assigned to guard chair.
Assist with staff recruitment and hiring.
Teach certification classes, and/or serve as swim instructor or lifeguard, as needed.
Maintain up-to-date records, prepare required reports in a timely manner.
Assist in the supervision of pool and building maintenance; notify Recreation
Coordinator when supplies are needed, or equipment needs repair.
EXHIBIT J
Build and maintain positive working relationships with co-workers, other City employees
and the public using principles of good customer service.
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
City Swimming pool rules, regulations, and policies.
Basic supervisory practices and techniques.
Use and care of lifesaving techniques and equipment used at public swimming pools.
Basic pool chemistry and maintenance.
Basic mathematics.
English spelling, punctuation, and grammar.
Ability to:
Plan, organize, and supervise programs related to the management and operation of a
public swimming pool.
Supervise, train, and evaluate part-time staff.
Perform all swimming strokes according to American Red Cross standards, engage in
physical activity.
Perform and demonstrate lifesaving and emergency first aid techniques and practices.
Deal with difficult or stressful situations in a calm and professional manner.
Prepare, oversee, and/or review reports related to pool management and operations.
Communicate clearly and concisely, both orally and in writing.
Establish and maintain cooperative working relationships with those contacted in the
course of work.
Use of computer applications is desirable.
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
EXHIBIT J
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
On a continuous basis, know and understand all aspects of the job; intermittently analyze
work papers, reports and special projects; identify and interpret technical and numerical
information; observe and problem solve operational and technical policy and procedures.
On an intermittent basis, sit at desk for long periods of time; stand, walk, and bend while
monitoring aquatics programs; squat, climb, kneel and twist intermittently when setting up
various programs; perform various swimming techniques when instructing staff and/or
patrons; perform simple grasping and fine manipulation; and lift for carry weight of 100
pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities is qualifying. A typical way to obtain the knowledge and
abilities would be:
Education: Equivalent to the completion of the twelfth grade. Some college coursework
in recreation administration, sports management or related field is
desirable.
Experience: Two years experience in management of pool operations.
Licenses; Certificates; Special Requirements:
At time of hire, must be 18 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is
conditional upon submission of a completed fingerprint screening and a satisfactory
background check.
Current certification in American Red Cross CPR for the Professional Rescuer with
AED; Lifeguard Training with Administering Emergency Oxygen; First Aid for Public
Safety Personnel (California Title 22) within one year of employment. Lifeguard
Management certification desirable.
Possession of a valid California Class C drivers’ license and Certificate of Automotive
Insurance for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory
Reporter training is required within one month of employment.
EXHIBIT K
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Swim Instructor I
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To perform swim instructor duties in planning, coordinating and teaching swimming and water
safety courses, enforcing City public swimming pool rules and monitoring pool patron conduct.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
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.
Develop and implement lesson plans for swimming and water safety classes;
Provide instruction for a variety of swimming classes for all ages and ability levels;
Maintain accurate records related to swimming classes;
Assist in maintaining pool areas in a safe and clean condition;
Build and maintain positive working relationships with co-workers, other City employees and
the public using principles of good customer service;
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
Use and care of lifesaving techniques and equipment used at public swimming pools.
EXHIBIT K
Ability to:
Learn and enforce City swimming pool rules, regulations, and policies;
Perform all swimming strokes according to American Red Cross standards, engage in physical
activity;
Follow written and oral instructions;
Communicate in an effective manner;
Exercise courtesy and tact in dealing with pool patrons;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative 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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and instructions, observe, identify, and report operational problems.
On an intermittent basis, sit in lifeguard station for long periods of time; stand, walk, and bend
while monitoring various swimming activities; squat, climb, kneel and twist intermittently when
setting up various programs; perform various swimming techniques; perform simple grasping
and fine manipulation; and lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Demonstrated experience in skilled aquatic activities is desirable.
Licenses; Certificates; Special Requirements:
At time of hire, must be 15 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of a completed fingerprint screening and a satisfactory background check.
Current certification in CPR/AED and First Aid is desirable.
EXHIBIT K
Completion of position specific training must be completed prior to performing duties.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT L
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Swim Instructor II
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To provide instruction in all levels of swimming and water safety classes.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
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.
Develop and implement lesson plans for swimming classes;
Provide instruction for a variety of swimming classes for all ages and ability levels;
Assist in maintaining pool areas in a safe and clean condition. Maintain accurate records related
to swimming classes;
Build and maintain positive working relationships with co-workers, other City employees and
the public using principles of good customer service;
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
Basic instruction/training techniques.
Ability to:
Develop and implement lesson plans for swimming instruction and certification activities;
EXHIBIT L
Instruct and train patrons in a variety of swimming skills and techniques;
Learn and enforce City swimming pool rules, regulations, and policies;
Perform all swimming strokes according to American Red Cross standards, engage in physical
activity;
Communicate concisely orally and in writing. Communicate in an effective manner;
Exercise courtesy and tact in dealing with swimming students and pool patrons;
Deal with difficult or stressful situations in a calm and professional manner;
Establish and maintain cooperative 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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and instructions, observe, identify, and report operational problems.
On an intermittent basis, stand, walk, and bend while monitoring various swimming activities;
squat, climb, kneel and twist intermittently when setting up various programs; perform and
demonstrate various swimming techniques; perform simple grasping and fine manipulation; and
lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
Education: There is no educational requirement for this class; equivalent to completion of
two years of high school is desirable.
Experience: Two years’ experience as a swim instructor
Licenses; Certificates; Special Requirements:
At time of hire, must be 16 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional
upon submission of a completed fingerprint screening and a satisfactory background check.
Current certification in American Red Cross Water Safety Instructor is desirable.
EXHIBIT L
Completion of position specific training must be completed prior to performing duties.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT M
Date Adopted: June 7, 2016
Date Revised: May 15, 2018
Title: Assistant Swim Lesson Manager
FLSA: Non-Exempt, Part-Time/Temporary
General Purpose:
To assist in planning, organizing, and supervising aquatics programs related to the management
and operation of a public swimming pool; act as the Pool Manager in his/her absence.
Supervision Received and Exercised:
Receives immediate supervision from assigned supervisor and functional and/or technical
supervision from higher-level technical personnel.
May exercise technical and functional supervision over part-time staff, as appropriate.
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.
Assist in supervising and training swimming pool part-time staff, including input to schedules
and staff evaluation; act as the Pool Manager in his/her absence;
Assist in overseeing swim lesson program; serve as swim instructor as needed;
Enforce pool safety rules and regulations; maintain orderly patron conduct;
Maintain up-to-date records and prepare related reports as required;
Build and maintain positive working relationships with co-workers, other City employees and the
public using principles of good customer service;
Perform other duties as assigned.
Minimum Qualifications:
Knowledge of:
EXHIBIT M
City swimming pool rules, regulations, and policies;
Basic techniques of motivation and leadership;
Use and care of lifesaving techniques and equipment used at public swimming pools;
English usage, spelling, punctuation, and grammar.
Ability to:
Assist in the management and operation of a public swimming pool;
Oversee part-time staff activities, as assigned;
Perform all swimming strokes according to American Red Cross standards, engage in physical
activity;
Deal with difficult or stressful situations in a calm and professional manner;
Prepare reports related to pool management and operations, as assigned;
Communicate clearly and concisely, both orally and in writing;
Establish and maintain cooperative working relationships with those contacted in the course of
work;
Use of computer applications is desirable.
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.
On a continuous basis, know and understand all aspects of the job; intermittently analyze work
papers, reports and special projects; identify and interpret technical and numerical information;
observe and problem solve operational and technical policy and procedures.
On an intermittent basis stand, walk, and bend while monitoring aquatics programs; squat, climb,
kneel and twist intermittently when setting up various programs; perform various swimming
techniques when instructing staff and/or patrons; perform simple grasping and fine manipulation;
and lift or carry weight of 100 pounds or less.
Training and Experience:
Any combination equivalent to education and experience likely to provide the required
knowledge and abilities are qualifying. A typical way to obtain the knowledge and abilities
would be:
EXHIBIT M
Education: Equivalent to completion of twelfth grade.
Experience: Three years’ experience as a swim instructor.
Licenses; Certificates; Special Requirements:
At time of hire, must be 17 years of age or older.
Any offer of employment to an adult who will have direct contact with minors is conditional upon
submission of a completed fingerprint screening and a satisfactory background check.
Current certification as an American Red Cross Water Safety Instructor is desirable.
Possession of a valid California Class C drivers’ license and Certificate of Automotive Insurance
for Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter
training is required within one month of employment.
EXHIBIT N
1
Date Adopted: March 5, 2013
Date Revised: May 15, 2018
Title: Customer Service Assistant I/II
FLSA: Non-Exempt; Part-Time/Temporary
General Purpose:
To perform a wide variety of customer service, cashier, and clerical duties related to the function,
facility, and department assigned. The location and hours of this part-time position are flexible and
vary based on the needs of the assigned department.
Distinguishing Characteristics :
Customer Service Assistant I - This is the entry-level class in the Customer Service Assistant series.
Positions in this class typically have basic work-related experience and work under immediate
supervision. The Customer Service Assistant I class is distinguished from the II level by the
performance of less than the full range of duties assigned to the II level. Incumbents work under
immediate supervision while learning job tasks, progressing to general supervision as procedures and
processes of assigned area of responsibility are learned.
Customer Service Assistant II - This is the second level class in the Customer Service Assistant series
and is distinguished from level I by the ability to perform the full range of duties assigned with only
occasional instruction or assistance as unusual or unique situations arise. Positions in this class are
flexibly staffed and are normall y filled by advancement from level I as recommended by the assigned
department.
Supervision Received and Exercised:
Customer Service Assistant I
Receives immediate supervision from assigned supervisor and functional and/or technical supervision
from higher-level clerical and/or technical personnel. May exercise lead functional supervision over
Cashier classification.
Customer Service Assistant II
Receives general supervision from assigned supervisor and/or functional and technical supervision
from higher-level clerical and/or technical personnel. May exercise lead functional supervision over
EXHIBIT N
2
level I classification.
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.
Perform general clerical duties related to assigned functional area, facility, and department.
Type, proofread, and process a variety of documents including general correspondence, customer-
related correspondence, and memos, from rough draft or verbal instruction.
Assist customers at the front counter; act as a receptionist; answer the telephone and wait on the
general public.
Provide information on department and programs areas and policies and procedures; refer inquiries as
appropriate.
Receive facility rental applications for public facilities and registration forms for City programs;
including checking availability.
Process transactions and collect fees charged from the public for registrations, facility rentals, and
other program areas.
Balance cash register and prepare reconciliation form.
Perform a wide variet y of routine clerical work including filing, tallying, checking and recording
information on records.
Sort and file documents and records, maintaining alphabetical, index, and cross-reference files.
Operate standard office equipment including computer, printer, copier, and facsimile machine.
Receive, sort and distribute incoming and outgoing mail; send facsimile requests.
Build and maintain positive working relationships with co-workers, other City employees, and the
public using principles of good customer service.
Perform related duties as assigned.
Minimum Qualifications :
Customer Service Assistant I
Knowledge of:
EXHIBIT N
3
English usage, spelling, grammar, and punctuation.
Word processing software.
Personal computer and ten-key adding machine.
Office methods and equipment including filing systems.
Cash handling and cashiering procedures.
Ability to:
Learn the organization, procedures and operating details of the City department to which
assigned.
Learn department processes and procedures, rules, and regulations related to area of
assignment.
Perform routine clerical work including maintenance of appropriate records
Verify and check files and data.
Understand and carry out both oral and written directions
Perform simple mathematical calculations.
Communicate in an effective manner.
Exercise courtesy and tact in meeting or talking with the public.
Establish and maintain effective working relationships with those contacted in the course
of work.
Operate a variet y of work-related office equipment.
Must be available to work nights, weekends and holidays.
Type accurately at a speed of 30 words per minute.
Training and Experience:
Any combination of experience and training that would likely provide the required knowledge and
abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education: Equivalent to the completion of the twelfth grade.
Experience: Some clerical experience is desirable.
Customer Service Assistant II
In addition to the requirements for Customer Service Assistant I:
Knowledge of:
Organization, procedures and operating details of the City department to which assigned.
Advanced use of word processing software.
Laws, rules and regulations related to area of assignment.
Techniques in managing difficult or stressful situations.
Ability to:
Independently perform duties in assigned area.
Type accurately at a speed of 35 words per minute.
Use word processing and spreadsheet software.
EXHIBIT N
4
Training and Experience:
Any combination of experience and training that would likel y provide the required knowledge and
abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education: Equivalent to the completion of the twelfth grade.
Experience: One year of experience performing duties similar to a Customer Service Assistant
I for the City of Dublin.
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 at desk for long periods of time; talk or hear, in person, at the
public counter and by telephone; use hands and fingers to handle, feel or operate standard office
equipment; and reach with hands and arms. Intermittently, twist to reach equipment surrounding desk;
walk to observe department activities; bend and squat to perform file searches; perform simple
grasping and fine manipulation; use telephone and write or use a keyboard to communicate through
written means. While performing duties, the employee is regularly required to use written and oral
communication skills; explain policies and procedures to vendors, employees and the general public.
Licenses; Certificates; Special Requirements:
Valid typing certificate.
Must be available to work nights, weekends and holidays.
Any offer of employment to an adult who will have direct contact with minors is conditional upon
submission of completed fingerprint screening and a satisfactory background check.
Certification in Standard First Aid and CPR is desirable.
Possession of a valid California Class C drivers' license and Certificate of Automobile Insurance for
Personal Liability.
This classification is designated as a Mandatory Reporter; Completion of Mandatory Reporter training is
required within one month of employment.