HomeMy WebLinkAboutItem 4.17 Adopt Final Budgetor
19 82
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DATE:
TO:
FROM:
SUBJECT:
STAFF REPORT
CITY COUNCIL
August 19, 2014
Honorable Mayor and City Councilmembers
CITY CLERK
File #330 -20
Christopher L. Foss, City Manager "
Transmittal of the Final Adopted Budget Document for Fiscal Year 2014 -15 and
2015 -16
Prepared by Colleen Tribby, Director of Administrative Services
EXECUTIVE SUMMARY:
The City Council approved the City of Dublin's Fiscal Year 2014 -15 and 2015 -16 Budget and
Financial Plan on May 20, 2014. This Staff Report transmits the document in its final form, which
will be printed and bound, and submitted to the Government Finance Officers Association and
the California Society of Municipal Finance Officers in application for the FY 2014 -15 budget
awards programs. This document is also available on the City's website on the Finance and
Administrative Services page.
FINANCIAL IMPACT:
None.
RECOMMENDATION:
Staff recommends that the City Council receive the document.
`Reviewed By
Assistant City Manager
DESCRIPTION:
The City of Dublin's FY 2014 -15 and FY 2015 -16 Adopted Budget and Financial plan is different
from prior years budgets in that it includes a number of elements identified by the Governmental
Finance Officers Association and the California Society of Municipal Finance Officers as best
practices in local government budgeting. Some of the elements new to the budget document,
presented here as Attachment 1, include:
1. Departmental reporting (versus functional unit reporting)
2. Description of the budget document and process
3. New information related to fund structure, including fund definitions and fund balances
Page 1 of 2 ITEM NO. 4.17
4. General Fund section with descriptions of assumptions used, as well as detailed changes
to reserves
5. Glossary /Index and table of contents and figures
The new elements, as well as the change to the overall organization and presentation of the
document, help the reader better understand the City of Dublin's structure, function, and goals
for the coming years. It also provides a more standardized format that can be assessed against
other agency documents. In preparation for the FY 2015 -16 budget update next spring, Finance
staff will continue looking for ways to improve the process, in accordance with the ongoing goal
of providing a transparent and straightforward annual budget document.
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
None.
ATTACHMENTS: 1. City of Dublin FY 2014 -15 and FY 2015 -16 Adopted Budget and
Financial Plan
Page 2 of 2
N
IL
IL
CO)v
Prepared By
Colleen Tribby — Director of Administrative Services
Lisa Hisatomi — Assistant Director of Administrative Services
Renuka Dhadwal — Administrative Technician
City of Dublin
C A L I F O R N I A
Dublin
.war
1 111011 �.1
2
Adopted Budget
and Financial Plan
Fiscal Years 2014 -15 and 2015 -16
May 2014
Mayor —Tim Sbranti
Vice Mayor — Don Biddle
Council Member —Abe Gupta
Council Member — Kevin Hart
Council Member — David Haubert
City Manager — Christopher L. Foss
Assistant City Manager — Linda Smith
This page intentionally left blank.
Adopted
and Financ
Fiscal Years 2014 -15 ar
Contents
15 -16
City Manager Transmittal Letter ..................... ............................... A -1
Introduction...................................... ............................... B -1
City of Dublin Profile ...................................... ............................... B -1
Organizational Chart FY 2014 -15 and 2015 -16 ................. ............................... B-4
Budget Document and Process ............................... ............................... B -5
FundsSummary ................................... ............................... C -1
FundDefinitions .......................................... ............................... C -1
Overview of Revenues ..................................... ............................... C -5
Overview of Expenditures ................................... ............................... C -6
Overview of Fund Balances ................................... ............................... C -7
Funds and Department Relationship Matrix ..................... ............................... C -13
General Fund Summary ............................. ............................... D-1
General Fund Operating Summary ............................ ............................... D-1
General Fund Reserves Summary ............................. ............................... D -3
General Fund Reserve Details ................................ ............................... D4
General Fund Revenue Assumptions ........................... ............................... D-6
General Fund Expenditure Assumptions ........................ ............................... D-8
Departments.......... ............................... ............................E -1
CityCouncil .................. ............................... ............................E -1
CityManager ................. ............................... ............................E -3
City Clerk's Office ............. ............................... ............................E -5
Human Resources ............. ............................... ............................E -9
City Attorney's Office ........... ............................... ...........................E -13
Administrative Services .......... ............................... ...........................E -14
Non - Departmental ............. ............................... ...........................E -18
Economic Development and Public Information ....................... ...........................E -26
Community Development ........................ .. ........................................ E -30
Contents V City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 iii
FireServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-36
PoliceServices ................ ............................... ...........................E -42
Parks and Community Services .... ............................... ...........................E -47
PublicWorks ................. ............................... ...........................E -57
Capital Improvement Program ........................... ............................F -1
Overview................................................... ............................F -1
General Improvements ......................................... ............................F -2
Community Improvements ...................................... ............................F -2
Parks...................................................... ............................F -3
Streets..................................................... ............................F -4
Proprietary Funds ................................. ............................... G -1
Internal Service Funds ( ISF) .................................. ............................... G -1
PoliceVehicles ........................................... ............................... G -2
FireApparatus ........................................... ............................... G -2
Non - Safety Vehicles ....................................... ............................... G -3
Buildings............................................... ............................... G -3
Equipment.............................................. ............................... G-4
Solar Equipment .......................................... ............................... G -4
Park Replacement ........................................ ............................... G -5
Maintenance and Repairs ................................... ............................... G -5
RetireeHealth ........................................... ............................... G -6
PERS Side Fund Payoff ..................................... ............................... G-6
Energy Efficiency Capital Lease ............................... ............................... G -7
Fiduciary Funds ................................... ............................... H -1
Dublin Boulevard Assessment District .. ............................... I ....................... H -1
Geologic Hazard Abatement Districts .......................... ............................... H -2
Associated Community Action Funds (ACAP) .................... ............................... H-6
California Employers' Retiree Benefit Trust (CERBT) ................ ............................... H -7
StrategicPlan ......................................... ............................1 -1
City of Dublin 10 -Year Strategic Plan ........................... ............................... I -1
Strategies................................................... ............................1 -3
Appendix............................................ ............................J -1
Introduction................................................. ............................J -1
Historical Comparison of Revenue by Source ...................... ............................... J -2
Position Allocation Plan .................................... ............................... J -20
FY 2014 -15 Appropriations Limit ................................. ...........................J -29
Fund Balance and Reserves Policy ............................................................ 1 -31
Glossary/ Index ............................................... ...........................J -37
Demographics............................................... ...........................J -39
BudgetResolution ............................................ ...........................J -41
iv City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 * Contents
Figures
1.
Ongoing General Fund Revenues and Expenditures ............ ...............................
A -3
2.
Ongoing General Fund Expenditures by Category ($ in Thousands) ...............................
A -3
3.
Total General Fund Revenues vs. Total Expenditures ........... ...............................
A-4
4.
Percent Change to Major Budget Categories, Five Years ........ ...............................
A -5
5.
Total General Fund Revenues vs. Total Expenditures, Five -Year Forecast ............................
A -6
6.
Reporting Framework .................................. ...............................
B -5
7.
Year Cycle ......................................... ...............................
B -7
8.
Year Cycle ......................................... ...............................
B -7
9.
FY 2014 -15 and 2015 -16 Revenues, All Funds ............... ...............................
C -5
10.
FY 2014 -15 and 2015 -16 Expenditures, All Funds ............. ...............................
C -6
11.
Overview of Fund Balances FY 2013 -14 Amended Budget ...... ...............................
C -7
12.
Overview of Fund Balances FY 2014 -15 .................... ...............................
C -9
13.
Overview of Fund Balances FY 2015 -16 ................... ...............................
C -11
14.
Funds and Department Relationship Matrix ................. ...............................
C -13
15.
General Fund Operating Summary ........................ ...............................
D -2
16.
Reserves Summary .................................... ...............................
D -3
17.
Reserve Details ...................................... ...............................
D-4
18.
General Fund Revenues by Category ....................... ...............................
D -7
19.
General Fund Expenditures by Category .................... ...............................
D -8
20.
Position Count ....................................... ...............................
D -9
21.
FY 2014 -15 and 2015 -16 Out -of -State Travel Summary ....... ...............................
D -10
22.
FY 2014 -15 Adopted Items ............................ ...............................
D -11
23.
City Council Expenditures .... ............................... ............................E
-2
24.
Office of The City Manager Expenditures ........................ ............................E
-4
25.
City Clerk's Office Expenditures .............................. ............................E
-6
26.
City Clerk/Records Expenditures .............................. ............................E
-7
27.
Elections Expenditures ...... ............................... ............................E
-8
28.
Human Resources Department Expenditures ................................................
E -10
29.
Human Resources Division Expenditures ...................................................
E -11
30.
Insurance /Risk Management Expenditures .................................................
E -12
31.
City Attorney's Office Expenditures .......................................................
E -13
32.
Administrative Services Expenditures .....................................................
E -15
33.
Finance Expenditures ....... ............................... ...........................E
-16
34.
Information Services Expenditures .......................................................
E -17
35.
Non - Departmental Expenditures .........................................................
E -19
36.
Disaster Preparedness Expenditures ........................... ...........................E
-20
37.
Crossing Guard Expenditures . ............................... ...........................E
-21
38.
Animal Control Services Expenditures .......................... ...........................E
-22
Contents k City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 v
39.
Non - Departmental - Other Expenditures ....................... ...........................E -23
40.
Waste Management Expenditures ............................. ...........................E
-24
41.
Community Cable Television Expenditures ..................................................
E -25
42.
Economic Development and Public Information Expenditures ........ ...........................E
-27
43.
Economic Development Expenditures .......................... ...........................E
-28
44.
Public Information Expenditures .............................. ...........................E
-29
45.
Community Development Expenditures ......................... ...........................E
-32
46.
Planning Expenditures ...... ............................... ...........................E
-33
47.
Building and Safety Expenditures ............................. ...........................E
-34
48.
Housing Expenditures ....... ............................... ...........................E
-35
49.
Fire Services Expenditures ..............................................................
E -37
50.
Fire Operations Expenditures . ............................... ...........................E
-38
51.
Fire Prevention Expenditures .. ............................... ...........................E
-39
52.
Dougherty Regional Fire Authority Expenditures .................. ...........................E
-40
53.
Fire Station Maintenance Expenditures ......................... ...........................E
-41
54.
Police Services Expenditures .. ............................... ...........................E
-43
55.
Police Operations Expenditures ............................... ...........................E
-44
56.
Police Operations Support Expenditures ........................ ...........................E
-45
57.
Neighborhood Resources Unit Expenditures ..................... ...........................E
-46
58.
Parks and Community Services Expenditures ..................... ...........................E
-49
59.
Parks and Community Services Administration Expenditures ......... ...........................E
-50
60.
Parks Maintenance Expenditures ............................. ...........................E
-51
61.
Heritage and Cultural Arts Expenditures ........................ ...........................E
-52
62.
Facilities Operations and Rental Expenditures .................... ...........................E
-53
63.
Recreation Programs Division Expenditures ...................... ...........................E
-54
64.
Library Services Expenditures . ............................... ...........................E
-55
65.
Parks and Facilities Development Expenditures ................... ...........................E
-56
66.
Public Works Expenditures ... ............................... ...........................E
-59
67.
Public Works Administration Expenditures ....................... ...........................E
-60
68.
Street Maintenance Expenditures ............................. ...........................E
-61
69.
Street Landscaping Expenditures ............................. ...........................E
-62
70.
Street Safety Expenditures ... ............................... ...........................E
-63
71.
Building Management Expenditures ........................... ...........................E
-64
72.
Engineering Expenditures .... ............................... ...........................E
-65
73.
Environmental Services Expenditures .......................................... . ..........
E --- 66
74.
CIP Expenditures (All Funds) ................................. ............................F
-1
75.
General Improvements Expenditures ........................... ............................F
-2
76.
Community Improvements Expenditures ........................ ............................F
-2
77.
Parks Expenditures ........................................ ............................F
-3
78.
Streets Expenditures ....................................... ............................F
-4
Vi City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 * Contents
79. Internal Service Fund — Police Vehicles ..................... ............................... G -2
80. Internal Service Fund — Fire Vehicles and Apparatus ........... ............................... G -2
81. Internal Service Fund — Non - Safety Vehicles ................. ............................... G -3
82. Internal Service Fund — Buildings ......................... ............................... G -3
83. Internal Service Fund — Equipment ........................ ............................... G-4
84. Internal Service Fund — Solar Equipment .................... ............................... G-4
85. Internal Service Fund — Park Replacement ................... ............................... G -5
86. Internal Service Fund — Maintenance and Repairs ............. ............................... G -5
87. Internal Service Fund — Retiree Health ..................... ............................... G-6
88. Internal Service Fund — PERS Side Fund Payoff ............... ............................... G-6
89. Internal Service Fund — Energy Efficiency .................... ............................... G -7
90. Capital Lease ........................................ ............................... G -7
91. Fund Balance for Dublin Boulevard Assessment District ......... ............................... H -1
92. Fallon Village GHAD ................................... ............................... H -3
93. Schaefer Ranch GHAD ................................. ............................... H-4
94. Fallon Crossing GHAD ................................. ............................... H -5
95. ACAP Funds ......................................... ............................... H-6
96. CERBT Summary ..................................... ............................... H -7
97. Historical Comparison of Revenue by Source .................. ............................... J -2
98. Position Allocation By Department ........................ ............................... J -20
99. City Positions ........................................ ............................... J -22
100. Contract Positions ........................................ ...........................J -26
101. FY 2014 -15 Appropriations Limit ......................... ............................... J -30
102.2011 Demographics ....................................... ...........................J -39
Contents * City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 vii
Organizational Charts
1. Organizational Chart .................................. ............................... B -4
2. City Council Organizational Chart ............................. ............................E -1
3. Office of The City Manager Organizational Chart .................. ............................E -3
4. City Clerk Organizational Chart .............................. ............................E -5
5. Human Resources Organizational Chart ........................ ............................E -9
6. City Attorney Organizational Chart ....................................................... E -13
7. Administrative Services Organizational Chart ............................................... E -14
8. Non - Departmental Organizational Chart ........................ ...........................E -18
9. Economic Development Organizational Chart .................... ...........................E -26
10. Community Development Organizational Chart ................... ...........................E -30
11. Fire Services Organizational Chart ............................ ...........................E -36
12. Police Services Organizational Chart ........................... ...........................E -42
13. Parks and Community Services Organizational Chart ............... ...........................E -47
14. Public Works Organizational Chart ............................ ...........................E -57
viii City of Dublin Fiscal Years 2014 -2015 and 2015 -2016 * Contents
City
CITY N
TRANSMITTAL LATER
May 20, 2014
Honorable Mayor and Members of the City Council:
I am pleased to present to you the City of Dublin's Fiscal Year 2014 -15 and Fiscal Year 2015 -16 Budget, marking the
beginning of a new two -year budget cycle. The two -year budget format allows for a longer -term financial perspective,
where the attention moves from current sustainability to long -term fiscal health.
With that in mind, there are three primary goals of this 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.
This budget document adheres to guidelines by the Government Finance Officers Association (GFOA) as best practices in
local government budgeting so its appearance and substance will be different than past budget years. There are a number
of new components in the document, including departmental budget breakdowns, personnel allocations, and many
schedules that tie the City's activities and funding sources together. It is my hope that this new format will give the City
Council and community members a better understanding of the financial health of the City.
Budget -in -Brief
Executive Summary
The FY 2014 -15 and FY 2015 -16 Budget includes a General Fund operating surplus, before transfers out to the Capital
Improvement Program (CIP), of $4.7 million in FY 2014 -15 and $800,000 in FY 2015 -16. Compared to the FY 2013 -14
Adopted Budget, and ignoring large one -time payments, General Fund revenues are increasing 7.2% in FY 2014 -15. The
growth reflects gains in Property and Sales Tax, but also includes some smaller one -time revenue sources, as well as an
increase in development - related fee revenue. General Fund expenditures are increasing 3.4% in FY 2014 -15, resulting
primarily from a $1,000,000 increase in contracted services, along with expected increases in employee benefit costs.
The FY 2015 -16 Budget forecasts an overall revenue decrease by 1.7% from the prior year (excluding large one -time
revenues), due primarily to a drop in budgeted Building Permit revenue. FY 2015 -16 expenditures are budgeted to
increase 3.1 % that year, again accounting for increases to contracted service costs and personnel costs.
Total CIP project expenditures with new funding only (not carry-over funding) are budgeted at $33.3 million and $23.9
million in FY 2014 -15 and FY 2015 -16, respectively. Large -scale projects planned to begin and /or be completed in the
two year budget cycle include:
City Manager Transmittal Letter * City of Dublin Fiscal Years 2014 -15 and 2015 -16 A -1
• Emerald Glen Recreation and Aquatics Complex (Phase 1), a 31,940 square -foot facility with three separate pools,
slides, and playground: Costs of $14.9 million in FY 2014 -15; $10.4 million in FY 2015 -16;
• Fallon Sports Park (Phase II), the lower terrace of a 60 -acre community park with synthetic turf soccer fields, a lighted
baseball diamond, and related facilities: Costs of $7.5 million in FY 2014 -15; $6.2 million in FY 2015 -16; and
• Dougherty Road Improvements, a street widening project that includes the addition of bike lanes, traffic signal
modifications, and landscaping and lighting improvements: Costs of $6.0 million in FY 2014 -15.
There are no significant variances in other budgeted funds.
Budgetary Trends
Recent Budget - Balancing Actions
Dublin, like most of its local agency peers, has undergone significant change since weathering the global financial crisis
of FY 2008 -09, and continues to show signs of recovery, and even growth, well into FY 2013 -14. Since the recession,
and subsequent 9.9% drop in total General Fund revenues in FY 2009 -10, the City has taken a number of actions to
reasonably contain future cost growth and stimulate economic activity, including:
• Creating a successful Sales Tax Reimbursement Program that continues to attract high profile new businesses to the
City (FY 2008 -09);
• Setting aside and maintaining contingency reserves to cover potential downturns in development activity (FY 2009-
10);
• Reducing departmental expenditures by $4.5 million (FY 2009 -10 and FY 2010 -11);
• Aligning the budget process with the 10 -Year Strategic Plan in order to target resource allocation to specific City
Council initiatives (FY 2011 -12);
• Implementing employee sharing in the City's share of pension costs (FY 2012 -13); and
• Installing energy efficient improvements at City facilities (FY 2013 -14).
These measures, in addition to the decisions taken by the City Council to shore up reserves, have allowed the City to
continue to provide a high level of municipal services, to offer a variety of community events, and to fund large -scale parks
and facilities projects.
Ongoing Revenues and Expenditures
As a rapidly growing City, much of Dublin's funding is tied to development, including fee revenue for City services, as well
as one -time contributions linked to certain development projects. In developing the annual General Fund budget and
long -term forecast, it is important to distinguish between these one -time sources of funding, versus the ongoing revenues
that sustain fundamental City operations. It is also crucial to differentiate ongoing expenditures, which are linked to
departmental activities, from total expenditures, which include one -time costs, as well as transfers out to CIP projects.
Those transfers are typically funded by the planned use of Committed Reserves, with one -time sources like Community
Benefit Payments, or through the special designation of surplus reserves, as approved by the City Council. As ongoing
costs rise, City operations will depend upon a similarly growing ongoing revenue stream, and one -time sources should
continue to be used in funding the CIP, or to shore up contingency reserves for future needs.
Though ongoing revenues have grown steadily over the last four fiscal years, current cost containment measures have not
capped a steady growth in ongoing expenditures:
A -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * City Manager Transmittal Letter
1.' Figure 1 I ONGOING GENERAL FUND REVENUES AND EXPENDITURES
Actual Actual Actual Actual Actual Amended
08 -09 09 -10 10 -11 11 -12 12 -13 13 -14
Ongoing Revenues
$50,739,581
$46,916,794
$49,529,595
$55,326,844
$58,717,275
$60,219,162
% Change
(5.7 %)
(7.5 %)
5.6%
11.7%
6.1%
2.6%
Ongoing Expenditures
$46,721,494
$43,276,269
$44,410,234
$49,605,598
$52,283,280
$57,635,587
% Change
2.9%
(7.4 %)
2.6%
11.7%
5.4%
10.2%
Note: Community Benefit Payments are removed from revenues for this comparison
One -time expenses and carry -over budgets from the prior year are removed from the amended budget for this comparison
Expenditure Growth
Contracted Services costs (for public safety and maintenance) are a large component of the steady increase in ongoing
General Fund expenditures over the last four years. While personnel costs do rise annually, and occasionally spike if
new positions are added, salary increases are typically steady and predictable. Benefit increases are generally budgeted
conservatively at around 10% per year. Personnel costs are not as significant as in other communities given the relative
small number of City staff.
Figure 2 1 ONGOING GENERAL FUND EXPENDITURES BY CATEGORY ($ IN THOUSANDS)
Actual Actual Actual Actual Amended
09 -10 10 -11 Change 11 -12 Change 12 -13 Change 13 -14 Change
Salaries &Wages
$7,198
$7,146
($51)
$8,138
$991
$8,770
$632
$9,193
$423
Benefits
$3,456
$3,415
($41)
$3,928
$513
$4,128
$200
$4,608
$480
Services & Supplies
$1,734
$1,459
($276)
$1,538
$79
$1,992
$454
$2,349
$357
Internal Service Charges
$1,197
$1,066
($131)
$1,249
$183
$1,459
$211
$1,770
$311
Utilities
$1,197
$1,317
$121
$1,439
$121
$1,577
$138
$1,950
$373
Contracted Services
$28,371
$29,854
$1,483
$33,074
$3,219
$33,987
$914
$38,399
$4412
Capital Outlay
$123
$153
$29
$241
$89
$370
$129
$252
($118)
TOTAL
S43,276
S44,410
S1,134
$49,607
Note: One -time expenses and carry-over budgets from the prior year are removed from the amended budget for this comparison
The City contracts with Alameda County for Fire and Police Services, and the combined increases range from $1.0 million
to $1.5 million annually. The City recognizes that public safety is an essential municipal service, and that it has been
fortunate to receive such excellent service from the County. Staff will need to continue its work with our contracting
agencies to find ways to become more financially sustainable over the long term.
Revenue Growth
The City's largest ongoing revenue sources are Property Tax and Sales Tax, at 40.3% and 27.4% of the FY 2013 -14
revenue budget, respectively, and both have grown steadily since FY 2010 -11. Property Tax revenue had particularly
strong gains in FY 2012 -13 and FY 2013 -14, as the housing market experienced positive movement. Sales Tax revenue
has reached a new high in FY 2013 -14, with an 11.1 % increase over the prior year, reflecting growth across nearly all
industries, as well as the recent additions of new retail establishments. Building Permits, which had hovered between
2.6% and 4.7% of ongoing revenues during the recession, have grown to an average of 7.5% of ongoing revenues, or
$4.4 million per year in the last three years. However, because of the nature of Building Permits and their tie to community
growth and development, the City budgets this source conservatively, and does not expect to sustain this revenue over
the long term.
City Manager Transmittal Letter City of Dublin Fiscal Years 2014 -15 and 2015 -16 A -3
Net Operating Impact
The following chart illustrates the net result of total revenue less total expenditures. It is important to note that, when the
total expenditure line exceeds total revenues, it represents a draw on reserves. For example, some large CIP projects in FY
2013 -14 have been completed and funded with a planned use of Committed Reserves. This is projected to occur again in
FY 2015 -16, when the Emerald Glen Recreation and Aquatics Complex and the Cemetery Expansion projects are expected
to incur some large expenditures that will require the use of Committed Reserves.
It is also Staff's expectation that, by FY 2015 -16, ongoing revenues will just cover ongoing expenditures, and from that
point onward, even with incorporating continued moderate growth in Property and Sales Taxes, the expenditure line will
outpace total revenues. The emphasis of the long term financial plan, therefore, will be ongoing cost containment in
concert with new or enhanced ongoing revenue sources.
x Figure 3 1 TOTAL GENERAL FUND REVENUES VS TOTAL EXPENDITURES
80,000
70AW
is0,00[)
On!•Twna Alwelw*s
50.017Q _ {herots for Serwts
wwwt�lr InterBa+rarnrnentN
40,000 shit Use of Money & Property
r Fines & ven414es
C
341000 WON t,censes a Permits
Other Tax"
70.000 JIM& sty
PYOplfSr Taxes
i0,00D a ;4 — Exitw4thTrinshrs for 11P
.,�_'�i�� ExRtnd�tunes
Actual Actual Actual Actual Actual Amended Proposed Forecast
08-09 0910 10.11 11 -12 12 -13 13-14 14-13 19-18
Two -Year Budget: The Short Term Strategy
Due to the trends discussed above, the City has taken a "hold the line" approach in the preparation of the FY 2014 -15
and FY 2015 -16 General Fund budget. The "hold the line" approach means that the majority of departmental expenditure
budgets will remain flat, with few exceptions. The City has also maintained a conservative view of continued revenue
growth, and has incorporated the measured use of contingency budgets where appropriate. Specific revenue and
expenditure assumptions used in the budget are detailed in the General Fund Summary section of the budget document.
The following are the more general strategies used:
• Keep departmental budgets flat;
• Set aside reserves in FY 2013 -14 and FY 2014 -15, with a surplus budget, to fund large capital projects in the next
several years;
• Begin discussions with City Council about long -term budget balancing solutions, including either cost containment,
new or enhanced revenue streams, or some combination of those;
A -4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 a City Manager Transmittal Letter
• Look for local partnerships / opportunities to share services with other agencies;
• Prepare departmental five -year projections; and
• Expand the City's use of recycled water for irrigation in street medians and parks, where possible, to save costs.
These short -term strategies will not result in any major budget changes, service levels, or funding levels from FY 2013 -14,
but will encourage City staff to look for opportunities now that will positively impact the ongoing budget over the long term.
Five -Year Forecast
Each year the City updates its five -year financial projections in an effort to align strategic budgetary decisions in the short
term with fiscal sustainability beyond the current budget cycle. The City places particular emphasis on the strategic use
of reserves, or planned additions to reserves, in the short term, in order to maintain ongoing budgetary flexibility, to fund
future large -scale capital projects, and to provide sufficient set - asides for economic contingencies.
Assumptions
The primary factors affecting ongoing revenue growth versus expenditure growth in the current budget have been applied
to the five -year forecast, with modest inflators built into each year, beginning with the change from FY 2013 -14 to
FY 2014 -15. The following tables show the percentage change each year to the City's large revenue and expenditure
categories:
0 Figure 41 PERCENT CHANGE TO MAJOR BUDGET CATEGORIES, FIVE YEARS
REVENUES FY 1 1 1 1 1 NOTE
Property Tax 2.5% 2.5% 3.0% 3.0% 3.0%
Sales Tax 2.5% 2.5% 3.0% 3.0% 3.0%
Building Permits -16.1% -45.3% - 22.8% -2.9% Based on population estimates
EXPENDITURES
Salaries
FY 1
3.0%
I
3.0%
1
3.0%
1
3.0%
1
3.0%
NOTE
PERS
1.4%
13.4%
9.6%
12.5%
11.8%
Most recent PERS rates used
Health Benefits
13.6%
9.5%
10.0%
10.0%
10.0%
Basic Utilities
10.0%
10.0%
10.0%
10.0%
10.0%
Contracted Services
4.1%
2.2%
1.9%
0.3%
0.5%
Public safety increase roughly
$1.1 million /year
City Manager Transmittal Letter * City of Dublin Fiscal Years 2014 -15 and 2015 -16 A -5
The results of the assumptions show that by FY 2016 -17 the City's ongoing revenues will not be sufficient to cover
ongoing expenditures, as illustrated in the five -year graphic below:
x Figure 5 1 TOTAL GENERAL FUND REVENUES VS TOTAL EXPENDITURES, FIVE -YEAR FORECAST
W.DW
7n
t One Tim# %*wnuti
,iii Lthtr Revenuc
ttttiiiilOther Taxrs
$41ei Tim
Proorty Taxot
_bp wdh Transfters for UP
Ongoing EWfidauras
In light of this information, at the FY 2014 -15 and FY 2015 -16 Budget Study Session on March 19, 2014, the City Council
directed Staff to research cost containment measures and new revenue streams, and report back during FY 2014 -15. The
City will be exploring a variety of such budget balancing options in an effort to attain long term fiscal sustainability, and
will continue to refine the five -year picture with any new relevant information throughout the year.
Long Term Strategic Goals (Non - Financial)
The City of Dublin has adopted a 10 -Year Strategic Plan to help align the budget with specific goals approved by the City
Council. It contains five strategic goals and defines specific initiatives to guide the City in achieving them.
The adopted 10 -Year Strategic Plan, FY 2013 -14 Updated Strategies are included below for reference:
1. Pursue economic development initiatives that attract new businesses while strengthening and supporting existing
businesses.
2. Continue to strengthen the identity and aesthetic appeal of the downtown.
3. Create a community that supports environmental sustainability and provides an open space network that ensures
environmental protection and provides public access where appropriate.
4. Develop dynamic and unique community recreational and cultural opportunities in the region.
5. Identify new and /or enhanced opportunities for community promotion, marketing, engagement and outreach.
A -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k City Manager Transmittal Letter
The last Plan was reviewed by the City Council in April 2013, and status updates to those projects that support the
initiatives were made by Staff in March 2014. These goals remain the broad guideline for the FY 2014 -15 and FY 2015-
16 Budget and beyond. The next formal update to the Plan will be undertaken in the Spring of 2015, in time to begin
the preparation of the update to this two -year budget. A status update on each of the specific initiatives of the Plan is
provided in Section I of this document.
Conclusion
Over the last five years, the City has faced a tremendous challenge, in the face of the economic downturn, to maintain
the same high level of community services for which it has become known. Under the guidance of the City Council, we
responded swiftly to a large revenue drop by reducing department budgets and seeking creative ways to promote growth
and contain costs. Now, in a relatively stable climate, the new challenge will be fiscal sustainability over the long term, as
costs will eventually outpace resources.
It is my belief that the FY 2014 -15 and FY 2015 -16 Budget takes the initial steps in addressing this future funding gap,
by containing departmental costs now and shoring up reserves to fund future obligations. In addition, it provides for the
completion of some large -scale CIP projects that will add new parks and facilities and improve existing City infrastructure.
I would like to express my appreciation to the City of Dublin staff and their continued effort to find creative and innovative
solutions to meet the needs of the community and to sustain the City over the long term.
Sincerely,
Christopher L. Foss
City Manager
City Manager Transmittal Letter City of Dublin Fiscal Years 2014 -15 and 2015 -16 A -7
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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 east of San
Francisco and approximately 30 northeast of the Silicon
Valley. Dublin is one of five communities that comprise the
Tri- Valley region. As of January 1, 2014, the population in
the City of Dublin is 53,462.
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
t S J Th AI milla S rin located in the Dublin area
City of Dublin
INTRODUCTION
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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.
Introduction 0 City of Dublin Fiscal Years 2014 -15 and 2015 -16 B -1
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 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 Rapid Expansion
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 rapidly expanding 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.
Dublin has been at the forefront of planned growth in the region through the development of the Eastern Dublin Specific
Plan in the mid- 1990s. The community has continued to maintain its small town character in light of rapid growth in the
last 20 years. 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 19,000 jobs in Dublin with five industry sectors accounting for the majority of employment,
including:
• Retail Trade —16.6 percent of jobs;
• Professional, Scientific and Technical Services —10.9 percent of jobs;
• Manufacturing — 9.3 percent of jobs;
• Accommodation and Food Services — 8.9 percent of jobs; and
• Administration and Waste Services — 7.4 percent of jobs.
Employment growth forecasts indicate potential for robust growth in the coming decades, primarily in knowledge- intensive
sectors that include professional services, health care and education. The jobs- housing balance in Dublin remains healthy
at 1.2 jobs per household. Dublin median household income and per- capita income levels are considerably higher than in
the East Bay and California overall. The average household income of $116,622 in Dublin is similar to the Tri - Valley as a
whole. A listing of top City employers may be found in the Appendix Section of the Budget document.
Schools
The Dublin community is served by the Dublin Unified School District (DUSD). Dublin Unified has six elementary schools,
two middle schools, one traditional high school and one continuation high school, as well as an adult education program.
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.
B -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Introduction
Parks and Community Services
The City of Dublin is renowned for its parks and recreation facilities. There are 18 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. In FY 2013 -14 alone, three new parks were dedicated; in FY 2014 -15 will
see the ground breaking for the next phase of Emerald Glen Park — the Recreation and Aquatic Complex — a centerpiece
for the community.
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. The Dublin City Council recently adopted
the Iron Horse Trail Park Master Plan — which will enhance the existing regional trail that runs from Pleasanton to Martinez.
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, to 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 10 -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.
Introduction P City of Dublin Fiscal Years 2014 -15 and 2015 -16 B -3
Organizational Chart
FY 2014 -15 and 2015 -16
x Chart 11 ORGANIZATIONAL CHART
Citizens of Dublin
City Council
City, Attorney City Manager
Assistant
City Manager
Police Public Works
I
Services
6.
Hunan
Resources,
Fire Services
Non
Departmental
Economic
Development
Community
Development
mm
City Clerk
B-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Introduction
Budget Accounting
In accordance with the Governmental Accounting Standards Board (GASB), the City's budgeted 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:
x Figure 61 REPORTING FRAMEWORK
CATEGORY FUND
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 reappropriated 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 reappropriated the following year. CIP project budgets are
adopted and controlled at the project level and funding source level.
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
Introduction * City of Dublin Fiscal Years 2014 -15 and 2015 -16 B -5
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 — 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 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.
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 and electric, water and 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.
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.
B-6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Introduction
Two -Year Budget Process and Timeline
Figure 7 1 YEAR 1 CYCLE
MONTH
DESCRIPTION
December
Budget Kickoff and distribution of budget calendar.
January
1. Beginning of January, Departments prepare position allocations for the upcoming fiscal year.
April
2. Departments input CIP project information into budget worksheets.
May
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.
Figure 8 1 YEAR 2 CYCLE
MONTH
December
DESCRIPTION
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.
Introduction P City of Dublin Fiscal Years 2014 -15 and 2015 -16 B -7
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spa t � t
City
FUNDS SU
f�
Fund Definitions
The funding received by the City often has legal restrictions on how it maybe utilized. For example, Gas Tax Revenue must
be spent on certain street - related improvements. In accordance with government auditing practices, the City establishes
separate funds to demonstrate compliance with legal 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:
• 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.
• Capital Project — Accounts for the improvement, construction or acquisition of fixed assets such as buildings,
facilities, equipment and roads.
• Debt Service — Accounts for interest and principal of long -term debts.
• Special Revenue — Accounts for the use of revenues that are legally restricted to expenditures for specific purposes.
• 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:
• Internal Service — Used for operations serving other funds or departments within the government on a cost -
reimbursement basis.
• 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:
• Agency — Accounts for assets held by the City in a custodial capacity and paid to other individuals or organizations
(i.e. assessment districts).
• 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.
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -1
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 seven 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
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. Box Culvert Maintenance Fund (2322) — Accounts for the funds designated for the maintenance and
repairs of box culvert in East Dublin.
e. CableTV Facilities Fund (2811) — Accountsfor CableTV Facilitiesfees collected from CableTelevision providers
and passed through to the City for local cable television, as allowed under State and Federal franchising laws.
f. Community Development Block Grant (CDBG) Fund (2903) — Accounts for grants and expenditures
related to the Federal Community Development Block Grants received.
g. 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.
h. 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.
i. Enforcement Grants (2111) — Accounts for miscellaneous grants received for police expenditures not reported
in other funds.
C -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Funds Summary
j. Federal Asset Seizure Fund (2107) — Accounts for the receipts and expenditures of the Federal asset seizure
funds.
k. 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.
I. Highway Safety Traffic Reduction Bond (2210) — Accounts for the receipts of State grants for local streets
and road improvements funded by a statewide bond.
m. 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)
n. 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.
o. 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 are provided
for recycling and related activities. This fund also accounts for other locally derived funds for recycling related
activities.
p. SAFETEA -LU (2202) — Accounts for the revenue received from the U.S. Department of Transportation under the
Safe, Accountable, Flexible, and Efficient Transportation Equity Act: A Legal for Users fund.
q. State Gas Tax Fund (2201) —Accounts for the receipt of state gasoline taxes and expenditures.
r. State Seizure /Special Criminal Activity Fund (2101) — Accounts for receipt of funds derived from non-
federal asset forfeitures.
s. 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)
t. 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)
u. Traffic Safety Fund (2106) — Accounts for the receipt of traffic fines and traffic safety expenditures.
v. 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.
w. Noise Mitigation Fund (2902) — Accounts for the fees received from developers of residential properties,
which can only be used for noise mitigation measures.
x. 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.
Proprietary Funds
1. Internal Service Funds
a. Vehicle Replacement Fund (6100) —Finances necessary vehicle replacements, primarily fire apparatus and
police vehicles.
b. Building Replacement Fund (6200) —Finances future major building components such as Heating Ventilation
Air Conditioning (HVAC), major electrical system components, and other periodic repair expenditures.
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -3
c. Equipment Replacement (6300) — Finances necessary equipment replacement such as computers and
network infrastructure, solar equipment, and telephone systems.
d. Parks Replacement Fund (6400) — Finances major parks - related replacements.
e. Equipment Maintenance and Repair Fund (6500) — Finances the on -going maintenance and repairs of
vehicles and equipment.
f. Retiree Health Fund (6901) — Accounts for contributions made to the California Employers' Retiree Benefit
Trust Fund (CERBT) for future retiree health care benefits.
g. 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.
h. Energy Efficiency Fund (7101) — Accounts for the Chevron energy lease financing arrangement, which
finance the construction of the Energy Efficient Upgrade Capital Project.
Fiduciary Funds
1. Agency Funds
a. Geologic Hazard Abatement District (GRAD) — 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 and 5311)
• Schaefer Ranch GHAD (Fund 5302)
• Fallon Crossings GHAD (Fund 5321)
b. Dublin Boulevard Extension Assessment District (5101) —Accounts for special assessments to fund
improvements to Dublin Blvd.
c. 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.
C-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Funds Summary
Overview of Revenues
x Figure 9 1 FY 2014 -15 AND 2015 -16 REVENUES, ALL FUNDS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Property Taxes
$24,723,112
$25,337,010
$26,353,014
Sales Taxes
$15,860,768
$16,768,340
$17,566,888
Taxes Other Than Property or Sales Tax
$5,054,257
$4,333,000
$4,459,837
Licenses & Permits
$5,255,509
$2,790,770
$4,550,473
Fines & Forfeitures
$326,027
$286,540
$286,540
Use of Money & Property
$520,840
$1,780,900
$1,480,900
$3,982,647
$11,009,057
$19,462,045
$2,838,820
Intergovernmental Revenues
$4,534,748
$3,420,870
Charge for Service
$10,367,246
$10,170,200
Development Fees
$28,331,332
$15,087,010
Other Revenues
$12,215,481
$2,827,320
Les71nte7rnal Se rvice Fund Revenue $3,654,774 $4,079,770 $4,079,770
*Excludes Fiduciary Fund and Transfers In
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -5
Overview of Expenditures
x Figure 10 1 FY 2014 -15 AND 2015 -16 EXPENDITURES, ALL FUNDS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
City Council
$353,065
$433,930
$433,930
City Manager
$1,328,290
$1,338,970
$1,338,970
City Clerk
$28,361
$3,120
$3,120
Human Resources
$1,407,241
$1,540,470
$1,562,727
City Attorney
$976,128
$807,360
$882,360
Administrative Services
$1,928,696
$2,274,140
$2,336,505
Non - Departmental
$6,320,175
$8,523,730
$11,013,111
Economic Development
$685,581
$970,450
$1,263,450
Community Development
$6,086,830
$5,642,290
$6,975,639
Fire Department
$11,001,225
$11,742,590
$11,952,590
Police Department
$14,451,751
$16,100,660
$16,612,930
Parks & Community Services
$8,704,180
$9,430,280
$9,545,840
Public Works
$7,574,048
$8,073,410
$8,268,433
Note: Excludes Fiduciary Funds, depreciations expenses, and Transfers Out
C -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Funds Summary
Overview of Fund Balances
x Figure 111 OVERVIEW OF FUND BALANCES FY 2013 -14 AMENDED BUDGET
Beg. Fund End. Fund
Balance Revenue Transfer In Expenditures Transfer Out Balance
General Fund
$77,317,133
$62,373,502
$30,880
$60,471,255
$12,942,264
$66,307,997
State Seizure/SpecialActivityFund
$41,008
$1,280
$4,480
$37,808
Vehicle Abatement
$223,453
$33,520
$1,000
$20,910
$235,063
SLES /COPS Fund - CA
$149
$100,000
$100,000
$149
Traffic Safety
$131,571
$180,630
$152,380
$159,821
Federal Asset Seizure Fund
$408,903
$1,360
$100,000
$310,263
EMS Special Revenue
$22,550
$336,630
$351,231
$7,949
Enforcement Grants
$4,418
$1,230
$1,230
$4,418
State Gas Tax
$2,343,633
$1,441,690
$601,310
$1,377,492
$1,806,521
SAFETEA -LLI
($1,287,053)
$524,427
$59,740
($822,366)
Transportation Development Act
$163,100
$207,400
($44,300)
ACTC Sales Tax - Local Streets
$874,161
$2,373,640
$3,170,347
$77,454
ACTC Sales Tax- Bike & Ped
$6,513
$132,770
$86,460
$60,300
($7,477)
Congestion Management Agency
($290,981)
($290,981)
Highway Safety Traffic Reduct. Bond
$12,114
$12,114
ACTC- Vehicle Registration Fee
$328,504
$217,160
$172,080
$326,533
$47,051
Measure D
$50,743
$150,900
$71,619
$130,024
Garbage Service Fund
$103,081
$2,830,000
$2,830,150
$102,931
Local Recycling Programs
$131,864
$14,330
$94,809
$51,385
Storm Water Management
$247,037
$759,050
$10,426
$771,744
$223,917
Box Culvert
$356,089
$4,050
$360,139
East Bay Regional Park District
$155,000
$155,000
Street Light District Funds
$681,068
$534,690
$405,666
$318,729
$491,364
Landscape District Funds
$368,244
$505,860
$532,310
$4,960
$336,834
Public Art Fund
$1,592,700
$504,125
$2,500
$2,094,325
Cable TV Facilities
$96,750
$137,830
$56,840
$177,740
Affordable Housing Fund
$7,013,815
$2,638,350
$6,600
$852,444
$8,806,321
Noise Mitigation Fund
$75,907
$4,210
$80,117
Community Dev. Block Grant
$56,780
$50,180
$6,600
Capital Improvement Project Funds
$44,919,321
$44,919,321
Public Facility Fees
$28,989,874
$7,625,980
$314,140
$15,781,034
$20,520,681
Fire Impact Fees
($1,098,607)
$191,120
($907,487)
Traffic Impact Fees"
$9,542,554
$4,207,041
$443,336
$4,661,247
$8,645,012
ISF -Police Vehicles'
$1,053,965
$214,880
$534,173
$734,673
Funds Summary e City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -7
FY 1 AMENDED continued..
Beg. Fund End. Fund
Balance Revenue Transfer In Expenditures Transfer Out Balance
TITLE
ISF — Fire Apparatus'
$3,049,610
$178,270
$725,671
$2,502,209
ISF — Non - Safety Vehicles'
$184,744
$23,510
$208,254
ISF — Buildings'
$56,375,183
$228,240
$50,000
$4,306,525
$52,246,898
ISF — Equipment'
$2,733,276
$399,930
$109,000
$234,583
$2,789,623
ISF — Solar Equipment
$413,340
$413,340
ISF — Parks Replacement Fund
$211,350
$107,500
$318,850
ISF — Maintenance & Repairs
$235,443
$534,510
$473,550
$296,403
ISF — Retiree Health
$25,164
$1,793,840
$1,791,400
$27,604
ISF — PERS Side Fund Payoff
($1,642,768)
$185,750
($1,457,018)
Energy Efficiency Capital Lease•
($6,203,567)1
$799,967
1
1 $799,967
1 $551,393
($6,127,942)
Adjustment*
1 ($1,089,771)
GRAND TOTAL
S1 84,309,595
S91,990,221
S44,956,801
S1 17,108,927
S44,956,801
S1 60,907,678
Note: Excludes Fiduciary Funds.
*Traffic Impact Fees revenue for FY 1013 -14 includes $1,089,771 developer constructed improvements to offset the project cost for fund
balancing.
*Total ISF funds' Beginning Fund Balance includes $49,167,011 as Net Investment in Capital Assets.
•Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $627,018 for FY 1013 -14. Expenditures shown in
the summary includes both principal and interest payments.
C -8 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Funds Summary
x Figure 12 1 OVERVIEW OF FUND BALANCES FY 2014 -15
FY 1 14-15 ADOP
Beg.Fund End.Fund
Balance Revenue Transfer In Expenditures Transfer Out Balance
TITLE
General Fund
$66,307,997
$63,904,237
$30,650
$59,197,782
$1,353,216
$69,691,885
State Seizure /Special Activity Fund
$37,808
$211
$3,980
$34,038
Vehicle Abatement
$235,063
$31,941
$755
$21,000
$245,249
SLES /COPS Fund - CA
$149
$100,000
$100,000
$149
Traffic Safety
$159,821
$149,068
$111,253
$65,434
$132,202
Federal Asset Seizure Fund
$310,263
$1,843
$4,500
$307,606
EMS Special Revenue
$7,949
$336,716
$330,201
$14,464
Enforcement Grants
$4,418
$1,257
$1,225
$46450
State Gas Tax
$1,806,521
$1,237,070
$557,867
$624,954
$1,860,770
SAFETEA -LLI
($822,366)
($822,366)
Transportation Development Act
($44,300)
$208,379
$164,079
ACTC Sales Tax - local Streets
$77,454
$6,643,763
$4,588,507
$2,132,711
ACTC Sales Tax - Bike & Ped
($7,477)
$128,404
$17,962
$30,000
$72,965
Congestion Management Agency
($290,981)
$621,513
($912,494)
Highway Safety Traffic Reduct. Bond
$12,114
$12,114
ACTC- Vehicle Registration Fee
$47,051
$217,509
$172,429
$33,623
$58,508
Measure D
$130,024
$147,876
$131,890
$146,010
Garbage Service Fund
$102,931
$3,094,166
$3,090,551
$106,546
Local Recycling Programs
$51,385
$10,085
$48,063
$13,407
Storm Water Management
$223,917
$775,487
$10,000
$989,404
Box Culvert
$360,139
$2,185
$362,324
Street Light District Funds
$491,364
$551,066
$412,630
$39,034
$590,766
Landscape District Funds
$336,834
$543,915
$534,749
$4,850
$341,150
Public Art Fund
$2,094,325
$7,789
$30,000
$268,654
$1,803,460
Cable TV Facilities
$177,740
$150,765
$35,340
$293,165
Affordable Housing Fund
$8,806,321
$1,324,513
$6,600
$679,671
$9,457,764
Noise Mitigation Fund
$80,117
$2,819
$82,936
Community Dev. Block Grant
$74,002
$67,402
$6,600
Capital Improvement Project Funds
$33,319,221
$33,319,221
Public Facility Fees
$20,520,681
$6,665,638
$61,609
$24,443,077
$2,681,633
Fire Impact Fees
($907,487)
$188,860
($718,627)
Traffic Impact Fees
$8,645,012
$2,225,447
$350,000
$1,115,129
$9,405,330
Dublin Crossing Comm. Dev. Fee
$118,880
($118,880)
ISF - Police Vehicles'
$734,673
$209,611
$211,951
$732,333
ISF -Fire Apparatus'
$2,502,209
$164,741
$2,666,950
ISF - Non - Safety Vehicles'
$208,254
$17,023
$225,277
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -9
FY 1 14-15 ADOPTED
Beg. Fund End. Fund
Balance Revenue Transfer In Expenditures Transfer Out Balance
TITLE
ISF — Buildings'
$52,246,898
$177,928
$50,000
$52,374,826
ISF — Equipment'
$2,789,623
$450,065
$180,400
$22,000
$3,037,288
ISF — Solar Equipment
$413,340
$249,156
$662,496
ISF — Parks Replacement Fund
$318,850
$107,223
$426,073
ISF — Maintenance & Repairs
$296,403
$508,997
$508,155
$297,245
ISF — Retiree Health
$27,604
$1,917,865
$1,917,685
$27,784
ISF — PERS Side Fund Payoff
($1,457,018)
$410,389
($1,046,629)
Energy Efficiency Capital Lease'
($6,127,942)1
$535,892 1
$535,892
($5,748,947)
GRAND TOTAL
S1 60,907,678
S• '1 2
S33,356,471
S102,673,164
S33,356,471
1• ,
Note: Excludes Fiduciary Funds.
' Total ISF Funds' Beginning Fund Balance includes $49,267,011 as Net Investment in Capital Assets.
'Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $378,995 for FY 2014 -15. Expenditures shown in
the summary includes both principal and interest payments.
C -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Funds Summary
x Figure 13 1 OVERVIEW OF FUND BALANCES FY 2015 -16
FY 2015 -16 FORECAST
Balance Revenue Transfer In
General Fund $69,691,885 $61,803,963 $30,820
Expenditures
$61,034,657
Transfer Out Balance
$9,597,916 $60,894,095
State Seizure/Special Activity Fund
$34,038
$263
$3,980
$30,322
Vehicle Abatement
$245,249
$32,561
$822
$21,000
$255,988
SLES /COPS Fund - CA
$149
$100,000
$100,000
$149
Traffic Safety
$132,202
$149,095
$113,773
$65,608
$101,916
Federal Asset Seizure Fund
$307,606
$2,506
$310,112
EMS Special Revenue
$14,464
$336,795
$330,708
$20,551
Enforcement Grants
$4,450
$41
$4,491
State Gas Tax
$1,860,770
$1,217,199
$557,159
$1,066,596
$1,454,214
SAFETEA -LU
($822,366)
$470,000
$470,000
($822,366)
Transportation Development Act
$164,079
$1,325
$165,404
ACTC Sales Tax - Local Streets
$2,132,711
$379,866
$565,893
$1,946,684
ACTC Sales Tax- Bike & Ped
$72,965
$129,231
$17,962
$30,000
$154,233
Congestion Management Agency
($912,494)
$621,513
($290,981)
Highway Safety Traffic Reduct. Bond
$12,114
$12,114
ACTC - Vehicle Registration Fee
$58,508
$217,904
$149,959
$33,739
$92,714
Measure D
$146,010
$148,395
$123,901
$170,505
Garbage Service Fund
$106,546
$3,341,542
$3,344,889
$103,199
Local Recycling Programs
$13,407
$10,000
$23,407
Storm Water Management
$989,404
$7,950
$10,000
$987,354
Box Culvert
$362,324
$2,992
$365,316
Street Light District Funds
$590,766
$563,417
$416,797
$39,330
$698,056
Landscape District Funds
$341,150
$567,138
$541,678
$4,850
$361,760
Public Art Fund
$1,803,460
$7,855
$10,000
$324,586
$1,476,729
Cable TV Facilities
$293,165
$153,345
$35,340
$411,170
Affordable Housing Fund
$9,457,764
$2,541,844
$6,600
$690,627
$11,315,581
Noise Mitigation Fund
$82,936
$1,879
$84,815
Community Dev. Block Grant
$70,600
$64,000
$6,600
Capital Improvement Project Funds
$23,915,311
$23,915,311
Public Facility Fees
$2,681,633
$3,809,284
$64,797
$11,643,530
($5,217,410)
Fire Impact Fees
($718,627)
$42,420
($676,207)
Traffic Impact Fees
$9,405,330
$936,645
$300,000
$40,083
$10,001,892
Dublin Crossing Comm. Dev. Fee
($118,880)
$10,080,284
$9,961,404
ISF - Police Vehicles'
$732,333
$208,813
$168,559
$772,587
ISF - Fire Apparatus*
$2,666,950
$171,847
$2,838,797
ISF - Non - Safety Vehicles'
$225,277
$10,291
$235,568
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -11
FY 1 15-16 FORECAST continued...
Beg.Fund End.Fund
Balance Revenue Transfer In Expenditures Transfer Out Balance
TITLE
ISF — Buildings'
$52,374,826
$179,914
$50,000
$52,504,740
ISF — Equipment=
$3,037,288
$427,623
$170,700
$43,000
$3,251,211
ISF — Solar Equipment
$662,496
$252,548
$915,044
ISF — Parks Replacement Fund
$426,073
$109,002
$535,075
ISF — Maintenance & Repairs
$297,245
$541,796
$540,951
$298,090
ISF — Retiree Health
$27,784
$2,099,458
$2,099,194
$28,048
ISF — PERS Side Fund Payoff
($1,046,629)
$429,503
($617,125)
Energy Efficiency Capital Leaser 1
($5,748,947)1
$550,654 1
1 $550,654
($5,345,488)
GRAND 1 , L
S152,087,4
S92,729,302
S95,429,825
S149,790,347
Note: Excludes Fiduciary Funds.
' Total ISF Funds' Beginning Fund Balance includes $49,267,011 as Net Investment in Capital Assets.
'Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $403,459 for FY 2015 -16. Expenditures shown in
the summary includes both principal and interest payments.
C -12 City of Dublin Fiscal Years 2014 -15 and 2015 -16 4t Funds Summary
Funds and Department Relationship Matrix
The following table illustrates the use of specific funds by each department. The General Fund is excluded here, because
it is used by all departments.
Some departments use non - General Fund funding for departmental operations. Since the General Fund provides funding
to all departments, it is not listed in the matrix. The Office of the City Manager and the Administrative Services Department
provide oversight and assistance in managing all funds.
x Figure 141 FUNDS AND DEPARTMENT RELATIONSHIP MATRIX
Parks &
City Comm. Comm. Public Non -
Fund Name Attorney Dev. Fire Police Services Works Dept
GOVERNMENTAL
Affordable Housing Fund
•
FUNDS
•
OR FUNDS
Capital Improvement Project Funds
•
•
Fire Impact Fees
Public Facility Fees
•
Traffic Impact Fees
GOVERNMENTAL
ACTC — Vehicle Registration Fee
FUNDS —
OR
FUNDS
•
•
•
ACTC Sales Tax — Bike & Pedestrian
•
ACTC Sales Tax — Local Streets
•
Box Culvert
•
Cable TV Facilities
•
Community Development Block Grant
•
Congestion Management Agency
•
Dublin Crossing Community Development Fee
•
East Bay Regional Park District
•
EMS Special Revenue
•
Energy Efficiency Capital Lease
•
Enforcement Grants
Federal Asset Seizure Fund
•
Garbage Service Fund
•
Highway Safety Traffic Reduction Bond
•
Landscape District Funds
•
Local Recycling Programs
•
Measure D
•
Noise Mitigation Fund
Parks Replacement Fund
•
Public Art Fund
•
SAFETEA -LU
•
Funds Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 C -13
Funds and Department Relationship Matrix continued
Parks &
City Comm. Comm. Public Non -
Fund Name Attorney Dev. Fire Police Services Works Dept
GOVERNMENTAL
SLES /COPS Fund — CA
FUNDS
— NON-MAJOR
FUNDS
continued...
0
State Gas Tax
0
State Seizure /Special Activity Fund
0
Storm Water Management
0
Street Light District Funds
0
Traffic Safety
0
Transportation Development Act
0
Vehicle Abatement
ISF — Buildings
PROPRIETARY
0
0
ISF — Equipment
0
ISF — Fire Apparatus
0
ISF — Maintenance & Repairs
0
ISF — Non - Safety Vehicles
0
ISF — PERS Side Fund Payoff
0
ISF — Retiree Health
0
ISF — Solar Equipment
0
ISF — Vehicles
0
C -14 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Funds Summary
General Fund Operating Summary
The General Fund is the City's primary operating fund, accounting for all activities financed by general purpose revenues
(taxes, fees, charges for services, etc) and any other revenues not accounted for in other funds.
The transmittal letter in this budget document describes the general trends in recent years, and summarizes assumptions
used in the five -year forecast. The pages in this section present the two -year budget charts, followed by a detailed
discussion of the assumptions used. There are three components to the General Fund summary charts that are helpful in
understanding how the City budgets its funds, and what the estimated change to reserves will be over the budget cycle:
Revenues — Prior year, current, and budgeted revenues are shown by category. In the current year column, there is also
a figure listed as "Carryover Revenue from Prior Year." This amount is equal to the amount in the amended expenditure
budget that was carried over from the previous year, and therefore is not funded with current year revenues.
Expenditures —Total departmental costs, not including transfers out.
Impact —This section presents the net impact of revenues, less expenditures, plus one -time revenue sources, and less
transfers out. The estimated impact on reserves in FY 2014 -15 is an addition of $3,383,889, and in FY 2015 -16 there will
be a draw on reserves of $8,797,791.
General Fund Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 D -1
General Fund Operating Summary continued
x Figure 151 GENERAL FUND OPERATING SUMMARY
% Change % Change
Actual Adopted Amended Adopted from Prior Forecast from Prior
2012 -13 2013 -14 2013 -14 2014 -15 Adopted 2015 -16 Adopted
Property Taxes
$23,590,102
$24,153,050
$25,169,054
7.2%
2.5%
Sales Tax
$15,359,340
$16,271,400
$17,069,948
8.7%
1.4%
Other Taxes
$5,054,257
$4,333,000
$4,459,837
11.1%
(1.4 %)
Building Permits
$4,627,631
$2,255,020
$3,781,700
40.6%
(45.3 %)
Other Licenses & Permits
$627,878
$535,750
$768,773
$138,260
33.9%
0.0%
(25.9 %)
0.0%
Fines and Penalties
$132,616
$138,260
Interest
($541,130)
$652,970
$352,970
(43.6 %)
16.6%
Rentals and Leases
$582,039
$581,270
$581,270
74.8%
1.0%
Intergovernmental
$208,904
$183,620
$183,620
5.4%
2.6%
Charges for Services
$9,076,147
$7,093,630
$7,713,730
0.3%
(1.1 %)
Other Revenue
$4,374,340
$327,510
$339,010
18.7%
0.2%
Community Benefit Payment
$4,154,160
$1,461,210
$1,846,210
(57.1 %)
(39.7 %)
:• 1,413 S4,737,105
S800,126
Transfers Out to CIP
1 ($2,289,252)
($8,422,370)1($12,942,264)M
Carryover Funds from Prior Year
$5,958,286
IMPACT ON RESERVES
S12,553,894
(S7,667,860)
(S5,050,851) S3,383,889
TOTAL REVENUES
S67,246,284
S57,986,690
S68,362,668
S62,134,887 7.2% S61,084,783
(1.7%)
Salaries and Wages
$8,769,627
$9,279,340
$9,193,220
4.6%
5.3%
Benefits
$4,127,833
$4,628,830
$4,607,664
5.7%
9.1%
Services and Supplies
$1,992,120
$2,308,520
$2,349,067
10.8%
7.4%
Internal Service Fund Charges
$1,459,328
$1,770,280
$1,770,280
(5.5 %)
(0.8 %)
Utilities
$1,576,985
$1,944,310
$1,949,675
4.7%
6.8%
Contracted Services
$33,987,431
$35,891,550
$38,399,152
2.8%
2.0%
Capital Outlay
$369,956
$236,420
$251,578
116.4%
(41.6 %)
Contingency and Other
$119,858
$1,172,930
$1,950,621
(21.6 %)
2.2%
III I all H
O• BUDGET IMPACT
;,
S7,891,413 S2,937,105
S50,126
One -Time Contribution
IMPACT NET BUDGET
:• 1,413 S4,737,105
S800,126
Transfers Out to CIP
1 ($2,289,252)
($8,422,370)1($12,942,264)M
IMPACT ON RESERVES
S12,553,894
(S7,667,860)
(S5,050,851) S3,383,889
(S8,797,791)
D -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 9t General Fund Summary
General Fund Reserves Summary
x Figure 161 RESERVES SUMMARY
% Change % Change
Actual Adopted Amended Adopted from Prior Forecast from Prior
2012 -13 2013 -14 2013 -14 2014 -15 Adopted 2015 -16 Adopted
Non Spendable
$2,836,130
$2,836,130
$2,186,130
45.8%
299.5%
Restricted
$500,000
$500,000
$500,000
0.0%
0.0%
Committed
$36,020,171
$27,597,801
$30,144,095
-3.1%
- 38.6%
Assigned
$23,912,896
$23,912,896
$22,649,575
-5.3%
-1.4%
Unassigned /Cash Flow*
$14,311,098
$14,802,445
$10,828,195
- 28.2%
3.8%
*Cash Flow Reserve at 1.1 months of operating budget in FY 2014 -15 and FY 2015 -16.
Highlights of Reserve Changes
In order to fund the projected deficit in the Public Facility Fee Fund beginning in FY 2015 -16, the General Fund will set
aside in a Committed Reserve $2 million in FY 2013 -14 and another $3.2 million in FY 2014 -15. Those contributions
will significantly decrease the Unassigned /Cash Flow Reserve to just above the minimum requirement of 2 months of
operating budget, as defined in the City Fund Balance and Reserves Policy. When the advance occurs in FY 2015 -16, that
Committed Reserve of $5.25 million will be moved to the Non - Spendable reserve category, and remain there until it is
repaid by future revenues transferred from the Public Facility Fee Fund.
The Fund Balance and Reserves Policy is included in the Appendix to this document. The policy was last updated in June
2013, so does not contain the following new Committed Reserves that Staff will recommend funding before the close of
FY 2013 -14:
• Fallon Sports Park: $2 million ($1.8 million of which is covered by one -time Community Benefit Payment) in FY 2014 -15
• Shannon Center Parking Lot: $775,000 in FY 2013 -14
• Advance to Public Facility Fee Funds: $2.0 million in FY 2013 -14; $3.25 million in FY 2014 -15
Specific changes to all reserves are shown on the following page.
Note that, due to rounding differences in reports, Fund Balance numbers may differ by one or two dollars, between this
schedule and previous schedules.
General Fund Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 D-3
General Fund Reserve Details
x Figure 171 RESERVE DETAILS
Actual
2012 -13
FY 2013 -14
Total
Change Projected
During Yr 2013 -14
FY 20%15
Total
Change 14-15 YE
During Yr Adopted
FY 2015 -16
Total
Change 15 -16 YE
During Yr Projected
1 , 1181 1.4 4.1 IM71
Prepaid Expenses
..,
$34,756
11'
$34,756
::.
Cemetery Endowment
$60,000
$60,000
Advance to Public Facility Fees
$5,250,000
Advance to Fire Impact Fee
1 $1,098,606
($250,000)1
$848,606
($250,000) ($250,000)
Advance to PERS Side Fund
Heritage Park Maintenance
1 $1,642,768
$500,000
($400,000)1
$1,242,768
1X11111
$500,000
($400,000) ($400,000)
of oil of Iii
Economic Stability
$5,868,847
$5,868,847
Downtown Public Improvements
$1,000,000
$1,000,000
Open Space Funding
$2,000,000
($2,000,000)
Affordable Housing
$1,000,000
$1,000,000
Emerald Glen Aquatic Complex
$1,500,000
$1,397,650
$2,897,650
($2,897,650)
Emergency Communications
$741,000
$741,000
Fire Services OPEB
$7,610,058
$400,000
$8,010,058
$400,000 $400,000
Innovations& New Opportunities
$1,372,785
$1,372,785
Maintenance Facility
$6,027,950
($6,027,950)
Cemetery Expansion
$750,000
$1,641,538
$2,391,538
$1,320,640 ($3,712,178)
Fallon Sports Park
$2,000,000 ($2,000,000)
Civic Center Expansion
$391,568
$(391,568)
Public Safety Complex
$3,070,746
$(3,070,746)
Joint City /School Projects
$600,000
$(600,000)
Non - Streets CIP Commitments
$2,745,809
$2,745,809
($2,200,000)
Shannon Center Parking Lot
$775,000
$775,000
Advance to Public Facility Fee
$2,000,000
$2,000,000
$3,250,000 ($5,250,000)
One -Time Initiative
$1,341,408
$1,341,408
D-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * General Fund Summary
General Fund Reserve Details continued...
FY 2013.14 FY 2014.15 FY 20IS -16
Total Total Total
Actual Change Projected Change 14-15 YE Change 15 -16 YE
2012 -13 During Yr 2013 -14 During Yr Adopted During Yr Projected
Assigned
Accrued Leave
523,912,896
(51,263,321)
522,649,575
522,649,575 (5325,000) 522,324,575
Operating Carryovers,
CIP Carryovers
Catastrophic Loss
-�-
-
Service Continuity
MINT 1 111
-
1 111
Pension & OPEB
$8,480,646
Fiscally Responsible A.
. 1
�
111
- 111
Unassigned
TOTAL RESERVES
514,311,098
577,317,133
(53,219,740)
(511,009,137)
510,828,195
566,307,995
(5736.751) 510,091,444 X387,037 `:,10,178,481
53,383,889 569,691,883 (58,797,791) 560,894,094
General Fund Summary * City of Dublin Fiscal Years 2014 -15 and 2015 -16 D -5
General Fund Revenue Assumptions
Property Taxes and Sales Tax are the two largest ongoing revenue sources in the General Fund, accounting for 68.2%
of total revenues in FY 2014 -15, and are key indicators of the condition of the local economy. While it can be difficult
to predict future trends in these areas, it is clear that the fiscal health of the City is improving. Economists at local
and national levels believe that the economy as a whole is stabilized and is in recovery. There are positive trends of
employment, household spending, and home sales, with pricing demonstrating steady yet modest growth. For the City of
Dublin, tax revenues are expected to trend with that growth, but Building Permit and other development - related revenues
are expected to decline sharply and taper off over the long term as the City builds out. The two -year budget reflects some
of that tapering off in the second year, with the forecast reflecting the need to implement budget balancing solutions, such
as the addition of a new revenue source or cost containment measures, in the near future.
The following are the key assumptions used to construct the General Fund operating budget in FY 2014 -15 and FY 2015 -16:
Property Tax: Increase of 2.9% over the current year projection in FY 2014 -15, and 2.5% in FY 2015 -16 due to
an increase in the tax roll due to rising home values and new construction for the past two years, in addition to the
anticipated recapturing of assessed values that were adjusted downward during the recession.
Sales Tax: The current year revenue increase reflects growth in nearly all business groups, with the highest growth in the
sectors of Autos and Transportation, General Consumer Goods, Restaurants and Hotels, and Building and Construction.
The FY 2014 -15 budget assumes growth of 3.6% over expected revenue in FY 2013 -14, with 1.4% in FY 2015 -16.
Other Taxes: The two -year budget incorporates slight growth in garbage and cable franchise taxes to account for
rate increases. Transient Occupancy Tax has also been adjusted up to bring the budget in line with current returns: the
combined increase in Other Taxes in the FY 2014 -15 budget year is $405,800 (9.4 %) over the adopted FY 2013 -14
budget, with FY 2015 -16 held flat.
Building Permits: The FY 2014 -15 budget continues the growth the City is seeing in the current year, particularly in
revenue from residential fees as the housing market rebounds, reflecting an increase of $916,000 over the FY 2013 -14
adopted budget. The FY 2015 -16 Forecast incorporates a steep decline, taking revenues back to levels last seen in FY
2007 -08. Moving forward, as this revenue stream tapers off, the City will also see decreased expenditures, which will
occur approximately 18 months to two years after revenues are received. The $2.4 million service continuity reserve has
been maintained to cover these future obligations.
Other Licenses and Permits: The FY 2014 -15 budget proposes an increase of $182,000 due primarily to increases in
other minor development - related permit fees, as well as to annual fire permits. Consistent with building permits, these
also decline in the FY 2015 -16 Forecast.
Interest Income: The two -year budget carries forward the $300,000 reduction to interest income that the City is
experiencing in the current year, but builds in some recovery as market conditions improve.
Rentals and Leases: The net increase of roughly $435,000 is primarily due to the anticipation of lease revenue from
the Alameda County Fire Department in their use of the City's Public Safety Complex at 6363 Clark Avenue and the
Maintenance Facility at 5777 Scarlett Court, beginning in FY 2014 -15.
Charges for Services: The two -year budget is essentially flat, which is the net result of a 4% increase in recreation
program revenues (FY 2014 -15), and a $250,000 decrease in Santa Rita Fire Services fees, due to the decrease in the
number of non - emergency calls. Recreation program revenue is increased 1 % for FY 2015 -16, while revenue generated
by the Emerald Glen Recreation and Aquatic Complex is unknown and therefore not factored into the projection.
D-6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 V General Fund Summary
Community Benefit Payments: These revenues are not counted on in advance for ongoing purposes, but are included
in the budget when they are known. Large payments anticipated for specific projects are called out separately in the
General Fund summary, and are segregated into Committed Reserves. In FY 2014 -15 the City expects a $1.8 million
payment for the Fallon Sports Park project; in FY 2015 -16, $750,000 is expected for the Cemetery Expansion project.
Figure 18 1 GENERAL FUND REVENUES BY CATEGORY
2S,000
20.000
c�
c
10,000
S.Ot1c]
Property Sales Tax Other Building Charges Comm All Other
Taxes Taxes Permits for lk-li e(it
Service% One -Time
Rev
814,15
Proposed
a Ts -16
ProiPcted
General Fund Summary City of Dublin Fiscal Years 2014 -15 and 2015 -16 D -7
General Fund Expenditure Assumptions
The City's ongoing operating expenditures and long -term financial liabilities continue to grow, and will eventually outpace
the City's ongoing revenue growth without either additional revenues or cost containment measures. The two —year budget
reflects an increase in total operating expenditures of $2.0 million and $1.8 million for FY 2014 -15 and FY 2015 -16,
respectively. The chart below presents the composition of operating expenditures by category for FY 2014 -15, and is
followed by a discussion of the assumptions used in preparing the budget.
0 Figure 191 GENERAL FUND EXPENDITURES BY CATEGORY
1%
62%
,2%
Note: Category percentages remain relatively similar in FY 2015-16.
Personnel Costs
n Salaries & Wages
■ Benefits
r Services & $upplies
• Internal Service Fund
Charces
• Utilities
y6 Contracted Services
3% a Capital Outlay
Rising personnel costs are a major area of concern for all public agencies. In recent years, the City has implemented
employee cost sharing measures (healthcare and retirement costs) to relieve a portion of the burden to the City. Currently,
employees are paying 100% of the employee portion of the retirement costs, and are also contributing to the employer
portion of the retirement costs. Beginning in FY 2012 -13, 50% of any annual salary increase is being applied to the
City's share of retirement costs, up to a cap of 4.072 %, as provided in City Resolution 171 -12 and pursuant to California
Public Employee Retirement Law. The two -year budget includes an employee contribution of 4% of the City's share in
the first year, with the cap reached in FY 2015 -16. Last month, the CalPERS board approved a measure to speed up
rate increases that were recommended to fully fund public employees' retirement obligations. The new policies modify
the amortization periods and smoothing methods for retirement trust funds, and are expected to result in a significant
increase to employers' retirement rates. CalPERS will phase in the rate increase over five years, with implementation
scheduled for FY 2016 -17. Finance Staff has been monitoring these issues and has included a proactive increase in the
five -year forecast.
D -8 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k General Fund Summary
The two -year budget also includes the following position allocation plan changes:
• Conversion of a contract (Public Service Employee) position in Economic Development/Public Information to an
Administrative Analyst I. This new position will continue to provide similar services as the contract position, including
but not limited to day -to -day oversight of the City's website, programming and implementation of the Dublin Farmers'
Market, the Shop Local — Discover Dublin for the Holiday Campaign, assistance with communication and initiatives
within Parks and Community Services, such as Live Healthy Dublin, as well as other duties as assigned (FY 2014 -15).
• Addition of one Senior Office Assistant and one Recreation Supervisor to staff Emerald Glen Recreation and Aquatic
Complex (FY 2015 -16).
• Increase Human Resources Department Administrative Analyst from 0.75 FTE to 1.0 FTE (FY 2015 -16).
P Figure 201 POSITION COUNT
Contracts
The cost of contracted services makes up over 60% of the General Fund operating budget. Public Safety costs equate to
roughly 44% of General Fund expenditures, and have increased significantly over the past five years. The FY 2014 -15 and
FY 2015 -16 budget includes an increase of $1.7 million in total over the two fiscal years. Staff will continue working with
the Alameda County Fire Department and Alameda County Sheriff's Office to negotiate and implement cost containment
measures to ensure long -term sustainability of providing public protection services.
Public Works maintenance services are another major contract service for the City. On June 19, 2012, the City Council
approved a five -year agreement with MCE Corporation, with cost containment and the maintenance of the existing level
of quality service the primary focus during contract negotiation. It is estimated the General Fund portion of the MCE
contract cost will increase by $430,000 in total for FY 2014 -15 and FY 2015 -16, due to the incorporation of a contracted
CPI adjustment, the addition of new facilities to the service agreement, and the inclusion of additional services above
baseline scope of work.
Utilities
The City has experienced double -digit utility cost increases over the past several years for the operation of City facilities
and infrastructure. The savings from the recently implemented energy upgrades allows for a budget increase of only 8%
per year in FY 2014 -15 and FY 2015 -16. Furthermore, the $7.4 million energy project is expected to generate savings that
will exceed the project costs over a 15 -year period.
General Fund Summary 0 City of Dublin Fiscal Years 2014 -15 and 2015 -16 D -9
Out -of -State Travel (requires City Council approval)
x Figure 211 FY 2014 -15 AND 2015 -16 OUT-OF-STATE TRAVEL SUMMARY
ICSC Recon - International Council of
Shopping Centers Global Retail Real Estate
Convention
Las Vegas, Nevada
Economic Development Director
and Administrative Analyst
$2,600
National Recreation and Park Association
Conference
Las Vegas, Nevada
Parks & Community Services Director
$2,300
Americans for the Arts Convention
Boston, Massachusetts
Heritage & Cultural Arts Manager
$3,113
Institute of Transportation Engineers
Conference
Mississippi
Senior Civil Engineer
$2,700
US Mayors Conference
Washington, DC
Mayor or Vice Mayor
$2,500
National League of Cities Fall Conference
TBD
Council Member
$2,500
National League of Cities Spring Conference
Washington, DC
Mayor or Vice Mayor
$2,500
International Code Council Annual Business
Meeting and Code Hearings
Fort Lauderdale, Florida
Chief Building Official
$3,500
GFOA Conference
Denver, Colorado
Administration Services Director
$2,000
ICMA Annual Conference
TOTAL
Seattle, WA
City Manager and Assistant City Manager
1 $7,000
S30,713 I
D -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P General Fund Summary
New Items Adopted in FY 2014 -15
With approval of the budget document, the City Council authorized several new program expenditures that will be
appropriated in the General Fund, in the first year of the two -year budget. These items, which are listed in the following
table, have been included in the General Fund summaries in this document.
x Figure 22 1 FY 2014 -15 ADOPTED ITEMS
General Fund Summary a City of Dublin Fiscal Years 2014 -15 and 2015 -16 D -11
This page intentionally left blank.
City Council
x Chart 2 1 CITY COUNCIL ORGANIZATIONAL CHART
Citizens of Dublin ,
vim c"" cow
r Mayor W 1111110" er
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 FY 2013 -14
• Completed all identified goals of the adopted 2013 -14 City Council Strategic Initiatives
• Created Human Services Commission
• Initiated a comprehensive Marketing and Branding Plan for the City
• Adopted the Iron Horse Trail Master Plan
• Adopted the design and commenced construction of the Emerald Glen Recreation and Aquatic Complex
Departments V City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -1
City Council continued...
Objectives for FY 2014 -15 and 2015 -16
• Participate in Federal Legislative Consultant Services, in partnership with cities of Livermore, Pleasanton, and the
Town of Danville
• Adopt an update to the 10 -Year Strategic Plan
• Issue the City of Dublin Annual Report on City Accomplishments)
Budget Highlights
• Funding for Dublin Pride Week activities
• Funding for Volunteer Recognition event and Inside Dublin
• Funding for professional services for Strategic Plan and audits
x Figure 23 1 CITY COUNCIL EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$53,731
$55,440
$55,440
Benefits
$47,467
$57,780
$57,780
Services & Supplies
$112,674
$118,040
$120,540
Internal Service Fund Charges
$19,224
$16,260
$16,260
Contracted Services
$119,504 1
$186,4101
$183,910
Capital Outlay
$465
E -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Departments
City Manager
x Chart 3 1 OFFICE OF THE CITY MANAGER ORGANIZATIONAL CHART
Description
The City Manager is appointed by the City Council as the City's Chief Executive Officer to oversee the day -to -day operations
of the City's Operating Departments and to implement all policies adopted by the City Council.
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, and Human Resources.
Accomplishments for FY 2013 -14
• Completed construction of the first phase of the City's new Public Safety Complex to accommodate projected growth
in services. Currently being leased to the Alameda County Fire Department for its administrative offices
• Completed Energy Action Plan Project
• Initiated construction of both the City and Alameda County Fire Department's Maintenance Facility
Objectives for FY 2014 -15 and 2015 -16
Continue to identify additional actions to develop long -term fiscal sustainability
Successfully open two major park facilities — Emerald Glen Recreation and Aquatic Complex and next phase of Fallon
Sports Park
• Biennial City Council Strategic Plan update
Budget Highlights
• First year establishing the City Clerk's Office as a separate budgetary area instead of combining it with the Office of
the City Manager
Departments a City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -3
City Manager continued...
* Figure 24 1 OFFICE OF THE CITY MANAGER EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
1 �•
Salaries & Wages
$831,120
$836,060
$836,060
Benefits
$410,694
$406,640
$406,640
Services & Supplies
$41,029
$45,030
$45,030
Internal Service Fund Charges
$23,508
$26,180
$26,180
Contracted Services
$20,288
$25,060
$25,060
Capital Outlay
$1,651
1.00
1.00
Senior Office Assistant
1.50
1.50
1.50
City Manager
1.00
1.00
1.00
Assistant City Manager
1.00
1.00
1.00
Assistant to the City Manager
City Clerk/Records Manager
1.00
1.00
1.00
Administrative Technician
1.00
1.001
1.00
Executive Aide
1.00
1.00
1.00
Senior Office Assistant
1.50
1.50
1.50
E-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Clerk's Office
x Chart 41 CITY CLERK ORGANIZATIONAL CHART
Description
The City Clerk's Office is comprised of two divisions: 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 FY 2013 -14
• Coordinated the selection of the Human Services Commission and Commercial Development Task Force
• Continued Records Retention implementation
• Initiated preparations for the November 2014 General Municipal Election
Objectives for FY 2014 -15 and 2015 -16
• Conduct consolidated General Election, November 4, 2014
• Continue Records Retention implementation
• Conduct pre- candidate and candidate informational meetings for the City Council election process
Budget Highlights
• First year establishing City Clerk as a department instead of combining with Office of the City Manager
• Funding to conduct Biennial General Municipal election
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -5
City Clerk's Office continued...
x Figure 25 1 CITY CLERK'S OFFICE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: Operating costs for City Clerk's Office were included in the Office of the City Manager in prior years
E -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Cif 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.
x Figure 261 CITY CLERK/RECORDS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: Operating costs for City Clerk/Records were included in the Office of the City Manager in prior years.
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -7
Elections
The Elections unit is responsible for the municipal elections for the City of Dublin. A General Municipal Election is held
every other year, with the next election scheduled for November 2014. The budget includes funding for printing costs for
candidate binders and related documents, and elections training for City staff.
x Figure 27 1 ELECTIONS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
E -8 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Human Resources
x Chart 51 HUMAN RESOURCES ORGANIZATIONAL CHART
il! R+R
kwunweei
11!mt
The Human Resources Department 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 FY 2013 -14
• Administered City's Health and Welfare Benefit Program
• Administered City's Recruitment Efforts
• Administered City's Risk Management Program
• Conducted Employee Workplace and Safety Training
• Completed Safety Inspection per City's Injury Illness Prevention Program
• Provided Summer Internship Program
Objectives for FY 2014 -15 and 2015 -16
• Administer City's Health and Welfare Benefit Program
• Administer City's Recruitment Efforts
• Administer City's Risk Management Program
• Conduct Employee Workplace and Safety Training
• Complete Safety Inspection per City's Injury Illness Prevention Program
• Provide Summer Internship Program
Budget Highlights
• Budget for Police Services and Fire Services public liability contract costs with Alameda County has been moved to
Police and Fire Department respectively
• Increase in City's Property Insured Values with the addition of Emerald Glen Aquatic Complex
• Increase Administrative Analyst II from 0.75 FTE to 1.0 FTE
• Funding to support targeted employee training programs
• Funding for Summer Internship program
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -9
Human Resources continued...
x Figure 281 HUMAN RESOURCES DEPARTMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$242,434
$248,800
$248,800
Benefits
$101,831
$103,610
$103,610
Services &Supplies
$986,128
$1,130,920
$1,149,920
Internal Service Fund Charges
$6,996
$7,140
$7,140
Contracted Services
$64,300
$43,000
$43,000
Capital Outlay
$5,5541
$7,0001
$10,257
E -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Human Resources Division
The Human Resources Division is responsible for the recruitment, selection, salary and benefits administration for City
employees. The Division is also responsible for management of Workers' Compensation program, employee training and
recognition program, as well as special projects. Departmental staffing costs are included in this division budget.
x Figure 29 1 HUMAN RESOURCES DIVISION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$242,434
$248,800
$248,800
Benefits
$101,831
$103,610
$103,610
Services & Supplies
$97,238
$97,630
$116,630
Internal Service Fund Charges
$6,996
$7,140
$7,140
Contracted Services
$64,300
$43,000
$43,000
Capital Outlay
$5,5541
$7,000
$10,257
:� .�1
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -11
Insurance /Risk Management
The Human Resources Department oversees the City's General Liability Insurance that it obtains through a pooled risk
sharing arrangement offered through the Association of Bay Area Governments (ABAG) Plan Corporation. This pool
currently includes 29 cities in the greater Bay Area, and offers coverage up to$25 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.
Figure 30 1 INSURANCE /RISK MANAGEMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
E -12 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Departments
City Attorney's Office
x Chart 6 1 CITY ATTORNEY ORGANIZATIONAL CHART
WyAMM Y .
AWISUnt
Note: Not included in the Position Allocation Plan
Description
The City contracts with an outside firm 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 FY 2013 -14
• Provided legal support for City Council initiatives
Objectives for FY 2014 -15 and 2015 -16
9 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
x Figure 311 CITY ATTORNEY'S OFFICE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -13
Administrative Services
x Chart 7 1 ADMINISTRATIVE SERVICES ORGANIZATIONAL CHART
Administrative, Services
Director
Finance, 1, 1 Information 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 FY 2013 -14
• Revised the City's Investment Policy to allow for the use of a contracted asset management firm, and to provide the
opportunity for new investment types; engaged Chandler Asset Management as the City's investment management
firm
• Implemented a new web -based financial reporting tool that allows more efficient use of the City financial system
• Implemented an online web tool that provides the City's budget information to the public
• Revised the City Fund Balance and Reserves Policy
• Updated the City Credit Card Use Policy
• Streamlined the Capital Improvement Program and budget process
• Began implementation of a new and enhanced Geographic Information System (GIS) portal
• Completed the purchase and implementation of the new Unified Communication and Telephone System
• Established IT maintenance windows for regular system updates
E -14 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Departments
Administrative Services continued...
Objectives for FY 2014 -15 and 2015 -16
• Identify additional actions to develop Long -Term Fiscal Sustainability)
• Complete inventory of assets
• Finalize and close out Associated Community Action Program Operations
• Complete Information Technology Master Plan, incorporating the evaluation of long -term data center needs
• Establish Disaster Recovery Data Center at the new Emerald Glen Recreation and Aquatic Complex
• Complete GIS portal implementation
• Evaluate need and feasibility of new Asset Management System
• Complete new GIS aerial imagery
Budget Highlights
• Funding for consulting services for the Information Technology Master Plan
• Funding for aerial imagery acquisition for GIS program)
• Funding for investment consulting services
• Funding for Biennial OPEB Update
x Figure 32 1 ADMINISTRATIVE SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
IYAW
�Tlaries &Wages
$1,052,608
$1,244,350
$1,159,862
Benefits
$535,642
$643,630
$622,464
Services & Supplies
$27,706
$42,770
$42,770
Internal Service Fund Charges
$41,952
$39,300
$39,300
Utilities
$11,453
$12,240
$17,605
Contracted Services
$259,335
$291,650
$454,304
Capital Outlay
$200
$200
•
:..
�
1 11
Departments to City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -15
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.
P Figure 33 ( FINANCE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$614,052
$764,970
$764,970
Benefits
$310,101
$395,900
$395,900
Services & Supplies
$17,407
$29,340
$29,340
Internal Service Fund Charges
$28,956
$27,690
$27,690
Contracted Services
$146,771
$108,400
$250,400
C apital Outlay
1.00
$200
$200
to] 11 a 0,411111 In 111 all j
1.50
MIAMMIMM111
Pill 11111111111111111 111111111
I
Administrative Services Director
0.65
0.65
0.65
AssistantAdministrative Services Director /Budget
1.00
1.00
Budget Manager
1.00
Finance Manager
1.00
1.00
1.00
Accountant
1.00
2.00
2.00
Administrative Technician
1.00
1.00
1.00
Finance Technician II
1.50
1.75
1.75
Senior Finance Technician
1.00
E -16 City of Dublin Fiscal Years 2014 -15 and 2015 -16 a Departments
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.
P Figure 341 INFORMATION SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$438,556
$479,380
$394,892
Benefits
$225,541
$247,730
$226,564
Services & Supplies
$10,299
$13,430
$13,430
Internal Service Fund Charges
$12,996
$11,610
$11,610
Utilities
$11,453
$12,240
$17,605
Contracted Services
j $112,564
$183,250
$203,904
ervices Director
71nfo1
0.35
0.35
0.35
ems Manager
1.00
1.00
1.00
rmation ems Technician I
Information Sys tems Technician II
1.00
1.00
1.00
GIS Coordinator
1.00
1.00
1.00
Network Systems Coordinator
1.00
1.00
1.00
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -17
Non - Departmental
P Chart 81 NON- DEPARTMENTAL ORGANIZATIONAL CHART
Description
This budget funds activities that are not allocated to another Budget Activity. The following programs are included: Non -
Departmental, Waste Management, Community Television, Disaster Preparedness, Crossing Guards, and Animal Control.
Waste Management covers basic garbage services, 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.
Accomplishments for FY 2013 -14
• Conducted a Disaster Preparedness exercise that included school district participation
Objectives for FY 2014 -15 and 2015 -16
• Conduct annual disaster preparedness training for city staff
Conduct the annual review of the Comprehensive Emergency Management Plan
Conduct and evaluate the annual garbage rate adjustment
Budget Highlights
• Funding to support for CodeRed alert system
• Funding to support County Property Tax Administration services
• Funding for Contingency for Fiscal Responsible adjustments
• Funding for disbursement of impact fee obligations
• Funding for waste management services
• Funding forvehicle, equipment, building system component replacements, and City employees' Other Post - Employment
Benefits contribution
• Funding for additional item approved by the City Council:
Installation of defibrillators at select locations in the City
E -18 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Non - Departmental continued...
x Figure 35 1 NON - DEPARTMENTAL EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$139,744
$141,930
$141,930
Benefits
$508,758
$500,710
$500,710
Services &Supplies
$404,805
$513,220
$523,220
Internal Service Fund Charges
$9,007
$6,030
$6,030
Contracted Services
$4,683,495
$5,051,310
$5,335,970
Capital Outlay
$76,092
$1,137,600
$1,459,664
Other
$119,858
$1,172,930
$1,950,620
Principal & Interest Payments
$9,100
$799,967
Impact Fee Obligations
$369,317
$293,780
$295,000
ISF - Fire Vehicles & Apparatus
$650,000
$725,671
ISF - Non - Safety Vehicles
$359
General Fund
$1,147,436
$2,430,120
$3,251,810
Measure D
$18,612
$20,000
$55,000
Garbage Service Fund
$2,584,389
$2,645,990
$2,830,150
Local Recycling Programs
$41,584
$40,550
$40,550
Cable TV Facilities
$146,219
$35,340
$56,840
Fire Impact Fees
$9,100
Traffic Impact Fee - Category 1
$369,317
$295,000
Traffic Impact Fee - Category 2
ISF - Police Vehicles
$347
$293,780
$534,173
ISF - Fire Vehicles & Apparatus
$650,000
$725,671
ISF - Non - Safety Vehicles
$359
ISF - Buildings
$50,000
$50,000
ISF - Equipment
$17,457
$103,000
$109,000
ISF - Maintenance & Repairs
$349,210
$463,550
$473,550
ISF - Retiree Health
$1,636,146
$1,791,400
$1,791,400
Energy Efficiency Capital Lease
$799,967
1
1
III
1 :. i �� WI spa
Note: Excludes expenditures in Geologic Hazard Abatement District Funds
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -19
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.
Figure 361 DISASTER PREPAREDNESS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$37,063
$37,450
$37,450
Benefits
$19,066
$19,330
$19,330
Services & Supplies
$312
$7,250
$7,250
Internal Service Fund Charges
$5,100
$5,250
$5,250
Contracted Services
$35,885
$99,530
$99,530
E -20 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Crossing Guards Services
Crossing Guard services are provided to Dublin Unified School District schools at 10 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.
x Figure 37 1 CROSSING GUARD EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Departments k City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -21
Animal Control Services
Animal Control Services are provided under contracts 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.
0 Figure 38 1 ANIMAL CONTROL SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
E -22 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Departments
This budget funds items that are not allocated to another budget activity. For example, this includes costs associated with
credit card processing fees, administrative fees associated with part -time employee retirement system charges (PARS), the
commute alternative incentive program for employees, and the disbursement of impact fee obligations. This budget also
includes an appropriation for contingencies that may occur during the year.
x Figure 391 NON- DEPARTMENTAL — OTHER EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014-15 2015 -16
Benefits
$438,605
$429,980
$429,980
Services & Supplies
$361,015
$465,550
$475,550
Internal Service Fund Charges
$3,151
$295,000
Contracted Services
$1,502,203
$1,683,300
$1,727,300
Capital Outlay
$3,317
$1,094,780
$1,416,844
Other
$119,858
$1,172,930
$1,950,620
Principal & Interest Payments
$9,100
$799,967
Impact Fee Obligations
$369,3171
$50,000
$295,000
ISF — Equipment
$17,457
$103,000
$109,000
ISF — Maintenance & Repairs
$349,210
General Fund
$424,630
$1,494,810
$2,316,500
Fire Impact Fees
$9,100
Traffic Impact Fee —Category 1
$369,317
$295,000
Traffic Impact Fee — Category 2
ISF — Police Vehicles
$347
$293,780
$534,173
ISF — Fire Vehicles & Apparatus
$650,000
$725,671
ISF — Non - Safety Vehicles
$359
ISF — Buildings
$50,000
$50,000
ISF — Equipment
$17,457
$103,000
$109,000
ISF — Maintenance & Repairs
$349,210
$463,550
$473,550
ISF — Retiree Health
$1,636,146
$1,791,400
$1,791,400
Energy Efficiency Capital Lease
$799,967
Note: Excludes expenditures in Geologic Hazard Abatement District Funds
Departments 0 City of Dublin Fiscal Years 2014 -15 and 2015 -16
E -23
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. Through various recycling
grant funds, the City also provides support to commercial recycling programs; curbside used oil collection; an annual
household hazardous waste collection event; and a residential food -scrap recycling program.
Figure 40 1 WASTE MANAGEMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &wages
$102,681
$104,480
$104,480
Benefits
$51,087
$51,400
$51,400
Services & Supplies
$43,398
$40,270
$40,270
Internal Service Fund Charges
$756
$780
$780
Contracted Services
$2,600,431
$2,665,490
$2,884,650
E -24 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
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.
x Figure 411 COMMUNITY CABLE TELEVISION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -25
Economic Development and Public Information
x Chart 9 1 ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART
Economic Development Director/
Information Officer
Economic D"W nt Public Information
Description
The Economic Development Department is comprised of two divisions — Economic Development and Public Information.
The primary objectives of this department are to enhance and maintain the City's economic base through programs and
activities focused on business attraction, expansion and retention; and to create consistent and ongoing communication
with Dublin residents and businesses through a variety of outreach efforts.
Accomplishments for FY 2013 -14
• Development of an incentive package for Persimmon Place (Whole Foods- anchored shopping center, including
Nordstrom Rack and Home Goods) to Dublin
• Assistance in opening Ross Stores corporate offices to Emerald Pointe Business Park
• Held the third annual Dublin Farmers' Market at Emerald Glen Park
• Held a successful third season of Discover Dublin for the Holidays Campaign
• Launched the City's first mobile app — MyDublinCA
Objectives for FY 2014 -15 and 2015 -16
• Continue to offer incentives to address current market conditions (Facade Improvement Program, Sales Tax
Reimbursement, Sewer Capacity Assistance, Small Business Assistance, etc.)
• Continue to evaluate social media uses and options for general City use
• Facilitate roundtables with commercial and residential brokers, developers and auto dealers
• Continue the City's efforts to better connect to the Livermore Valley Wine Region
• Continue to host and program the Dublin Farmers' Market
• Complete the Citywide Marketing Campaign and Strategy
• Implementation of a comprehensive marketing and branding plan to assist in the City's economic development and
outreach efforts
E -26 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Departments
Economic Development and Public Information continued...
Budget Highlights
• First year creating Public Information division
• Funding to continue the City's Facade Improvement Program in the Downtown Dublin Specific Plan area
• Funding to assist with research on the implementation of Economic Development Strategy
• Funding for the implementation of Marketing and Branding Campaign
• Funding for the re- design of the City's website
• Funding to support Farmers' Market activities
• Conversion of a contract (Public Service Employee) position to an Administrative Analyst I
• Funding for additional items approved by the City Council:
• Live Healthy Dublin which includes two community walks and a 5K race
• Community Health and Fitness Expo at Farmers' Market
• Health and Wellness Expo for Dublin business community
Figure 42 1 ECONOMIC DEVELOPMENT AND PUBLIC INFORMATION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$356,263
$489,200
$513,200
Benefits
$150,069
$232,580
$232,580
Services & Supplies
$80,476
$97,310
$97,310
Internal Service Fund Charges
$5,640
$5,750
$5,750
Contracted Services
$93,133
$145,610
$414,610
.:
Departments P City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -27
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; execution of the
Business Recognition Program; participation in regional economic development efforts, including but not limited to, the
East Bay Economic Development Alliance, i -GATE, East Bay Leadership Council, Innovation Tri- Valley and Visit Tri - Valley;
partnerships with the Alameda County Small Business Development Center and the Dublin Chamber of Commerce on
small business support, as well as continued participation in membership groups such as the California Association for
Local Economic Development (CALED).
x Figure 43 1 ECONOMIC DEVELOPMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$356,263
$489,200
$513,200
Benefits
$150,069
$232,580
$232,580
Services & Supplies
$80,476
$97,310
$97,310
Internal Service Fund Charges
$5,640
$5,750
$5,750
Contracted Services
$93,133
$145,610
$414,610
E -28 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Public Information activities include the issuance of City press releases; management of the City website content and
information, as well as social media outreach efforts. The division also provides management and oversight for the annual
Dublin Farmers' Market.
x Figure 441 PUBLIC INFORMATION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: New division starting FY 2014 -15
Departments k City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -29
Community Development
x Chart 10 1 COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART
Communi7 Dev l mne�nt
toa�uni#y
nt Eirector
Planning Division
HouslAgbiVislon
Description
The Community Development Department is comprised of three divisions: Building and Safety, Housing, and Planning.
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, and the Human
Services Commission. It is the mission of the Department to insure that residential and commercial development projects
are of the highest quality for a deserving community, and that the human services and housing needs of all residents are
addressed.
E -30 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Community Development continued...
Accomplishments for FY 2013 -14
• Completed several major amendments to the General Plan in the areas of economic development, water management
and energy conservation
• Processed entitlements and issued permits for numerous major projects including the Ross Headquarters and
expansion of Fallon Gateway Center
• Prepared the Dublin Crossings Specific Plan for the conversion of 189 acres of Camp Parks for residential, commercial,
school and parkland development
• Prepared the 2013 California Building Codes for City Council adoption, and enhanced customer services by
implementing on -line viewing of building permit plan check comments
• Prepared, for City Council adoption, new procedures to streamline and clarify zoning regulations for certain land use,
design, signage, and parking requirements for small businesses
• Proposed, for City Council creation, the City's first Human Services Commission and provided over$200,000 in
financial support to community groups serving Dublin residents
• Completed the award - winning redevelopment of the Emerald Vista residential community providing quality affordable
housing in a safe new community
Objectives for FY 2014 -15 and 2015 -16
• Provide staff support to the Commercial Development Task Force in providing recommendations on retail and office
development on key undeveloped sites
• Complete a mandated update of the General Plan Housing Element maintaining compliance with State housing policy
• Enhance the customer service experience by expanding on -line services to include inspection scheduling and routine
over - the - counter permits
• Prepare, implement, and monitor recommendations and City Council policies impacting development policy in the
Downtown and in Eastern Dublin
• Ensure timely processing and permitting to enhance the economic growth of the community
• Complete an evaluation of existing affordable housing programs and recommend necessary updates to enhance
retention and production of affordable housing
• Work with the City's regional partners, community stakeholders and human services providers to address
recommendations of the Tri- Valley Needs Assessment
Budget Highlights
• Decreased Contracted Services associated with processing of anticipated development projects
• Funding for Community Grant program
• Funding for First Time Homebuyer loan program
Departments a City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -31
Community Development continued...
0 Figure 45 1 COMMUNITY DEVELOPMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$1,665,775
$1,814,570
$1,814,570
Benefits
$864,270
$915,660
$915,660
Services & Supplies
$84,193
$147,800
$154,500
Internal Service Fund Charges
$108,248
$108,770
$108,770
Utilities
$6,240
$6,840
$6,840
Contracted Services
$2,954,183
$2,376,650
$3,554,967
Loans
$317,492
$272,000
$272,000
Capital Outlay
$34,762
Other
$51,667
$148,333
E -32 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
The Planning Division 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.
x Figure 461 PLANNING EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$880,485
$916,810
$916,810
Benefits
$461,209
$475,050
$475,050
Services & Supplies
$52,069
$73,130
$76,830
Internal Service Fund Charges
$56,876
$57,450
$57,450
Utilities
$3,255
$3,100
$3,100
Contracted Services
$1,162,178
$608,260
$1,280,209
Capital Outlay
$24,881
1.00
1.00
Secretary
1.00
1.00
Mill i
A
Community Development Director
0.50
0.50
0.50
Assistant Director of Community Development
1.00
1.00
1.00
Assistant Planner
1.00
1.00
1.00
Code Enforcement Officer
1.00
1.00
1.00
Administrative Analyst II
0.25
0.25
0.25
Office Assistant II
1.45
1.45
1.45
Principal Planner
1.00
1.00
1.00
Secretary
1.00
1.00
1.00
Senior Code Enforcement Officer
1.00
1.00
1.00
Senior Office Assistant
0.25
0.25
0.25
Senior Planner
1.00
1.00
1.00
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -33
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 Building Official is responsible for the administration and enforcement of the City's 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.
x Figure 47 1 BUILDING AND SAFETY EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$604,548
$649,270
$649,270
Benefits
$302,568
$320,260
$320,260
Services & Supplies
$24,382
$46,980
$46,980
Internal Service Fund Charges
$46,224
$46,120
$46,120
Utilities
$2,986
$3,740
$3,740
Contracted Services
$1,483,108
$1,429,660
$1,879,660
Capital Outlay
$9,476
6.501
6.50
Contract Positions
1 6.251
7.501
7.50
Community Development Director
0.50
0.50
0.50
Chief Building Official
1.00
1.00
1.00
Administrative Aide
1.00
1.00
1.00
Office Assistant II
1.00
1.00
1.00
Plan Check Engineer
1.00
1.00
1.00
Permit Technician
2.00
2.00
2.00
City Positions
1 6.501
6.501
6.50
Contract Positions
1 6.251
7.501
7.50
E -34 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Housing
The Housing Division helps provide safe, decent and suitable living environments for low- and moderate - income Dublin
residents. The Division also provides support for social service related activities and provides staff support to the Human
Services Commission. Affordable housing support 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 Inclusionary
Units. The Division also administers the Community Grants Program assisting locally -based service providers in meeting
the special needs of the community.
x Figure 481 HOUSING EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015.16
WKWA�•
Salaries &Wages
$180,742
$248,490
$248,490
Benefits
$100,493
$120,350
$120,350
Services & Supplies
$7,742
$27,690
$30,690
Internal Service Fund Charges
$5,148
$5,200
$5,200
Contracted Services
$308,897
$338,730
$395,098
Loans
$317,492
$272,000
$272,000
Capital Outlay
$404
Other
$51,667
$148,333
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -35
re Services
x Chart 111 FIRE SERVICES ORGANIZATIONAL CHART
Fire Operations
ser*"
Description
Fire o"
Contras Alameda County
Fire Marshal
Contract - Alameda County
Fire Prevention
Fire Station Dougherty Regional
Maintenance Fire Authority
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 FY 2013 -14
• Responded to 1,973 calls from July 1 to March 31, 2014
• Conducted 1,746 inspections
• Completed 572 plan checks
• Relocated the County's Fire Administration to Dublin
Objectives for FY 2014 -15 and 2015 -16
• Provide quality emergency response services within contract guidelines
• Work with the business and development community to meet the changing needs of a growing community
E -36 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Fire Services continued...
Budget Highlights
• Budget for Fire Services public liability contract costs with Alameda County has been moved from Human Resources
to Fire Services
• First year establishing four divisions to segregate the functions of the department
• ACFD contract cost includes the operating cost of running a firefighter recruit academy. Of the 24 budgeted recruits,
12 will be funded by FEMA Adequate Fire and Emergency Response (SAFER) grant
x Figure 491 FIRE SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013.14 2013 -14 2014 -15 2015 -16
7Bein ries &Wages
$67,113
$69,080
$69,080
efit s
$41,080
$42,580
$42,580
Services & Supplies
$21,178
$8,470
$8,470
Internal Service Fund Charges
$182,244
$204,230
$204,230
Utilities
Contracted Services
$71,0541
$10,599,296
$75,330
$11,324,600
$75,330
$11,534,600
Capital Outlay
$19,261
$18,300
$18,300
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -37
Fire Operations
The City of Dublin contracts with the Alameda County Fire Department 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.
x Figure 501 FIRE OPERATIONS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$67,113
$69,080
$69,080
Benefits
$41,080
$42,580
$42,580
Services &Supplies
$21,178
$8,470
$8,470
Internal Service Fund Charges
$182,244
$204,230
$204,230
Utilities
$71,054
$75,330
$75,330
Contracted Services
$10,599,296
$11,324,600
$11,534,600
Capital Outlay
$19,261
$18,3001
$18,300
Note: Prior to FY 2014 -15, entire Fire Department expenditures were included in the Fire Operations Division budget. Starting FY 2014 -15, budgets
are reported at division level.
E -38 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
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 511 FIRE PREVENTION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: Prior to FY 2014 -15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014 -15, budgets are
reported at division level.
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -39
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 Dougherty Regional Fire Authority 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.
0 Figure 52 1 DOUGHERTY REGIONAL FIRE AUTHORITY EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: Prior to FY 2014 -15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014 -15, budgets are
reported at division level.
E-40 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
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 53 1 FIRE STATION MAINTENANCE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014-15 2015 -16
Note: Prior to FY 2014 -15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014 -15, budgets are
reported at division level.
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-41
Police Services
x Chart 121 POLICE SERVICES ORGANIZATIONAL CHART
Pole #operations
Description
Sheriff
Contract Alameda County
Police Commander
Contract�- Alameda Count,
Police Operations L Neighborhood
Support Resources
Dublin Police Services is comprised of the Operations Division, Operations Support Division, and the Neighborhood
Resources Unit. Dublin Police Services consists of 51 sworn officers, 2 non -sworn personnel, and 4 City personnel. The
Department provides the following services to the community: Crime Prevention, Investigations, Special Investigations,
Patrol, Traffic Enforcement, and Neighborhood Watch. 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 FY 2013 -14
• 40% reduction in crimes against persons from March 31, 2013 to March 31, 2014
• 12% reduction in property crimes
• 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
• Participated in the 2013 National Night Out event, along with over 1,500 residents throughout the community
• The Crime Prevention Unit hosted several "Coffee with the Chief" events at the Farmers' Market in Emerald Glen Park
• Participated in two National Drug "Take -Back Initiative" events, resulting in 438 lbs. of prescription drugs collected
in the first event, and 278 lbs. of prescription drugs in second event
E -42 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Police Services continued...
Objectives for FY 2014 -15 and 2015 -16
Maintain emergency plans, sustain planning coordination with other city entities, and participate in emergency drills
to address expanding responsibilities in emergency management
Strengthen partnerships between Dublin Police Services, Dublin Unified School District, Dublin /San Ramon Sanitary
Department, MCE, and Camp Parks Police and to identify roles during an emergency situation
Explore innovative and creative means to upgrade, maintain, and replace department facilities, equipment and
technology level; goal to install Wi -Fi in administration building
Budget Highlights
• The Neighborhood Resources program transfers to Dublin Police Services
• Budget for Police Services public liability contract costs with Alameda County has been moved from Human Resources
Department to Dublin Police Services
• First year re- structuring Police Department budget by contract and City costs
• Funding for increased contract personnel costs pursuant to County labor negotiations
x Figure 541 POLICE SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$480,498
$519,970
$494,338
Benefits
$263,550
$287,250
$287,250
Services &Supplies
$104,250
$133,140
$137,987
Internal Service Fund Charges
$627,158
$692,680
$692,680
Utilities
$9,058
$10,080
$10,080
Contracted Services
$12,650,386
$14,457,210
$14,887,265
Capital Outlay
$316,852
$330
$103,330
Other
11111111 J111 11111 Jill 11
7Gteneral nd
$14,146, 419
$15,993,950
$16,406,220
re /Special Activity Fund
$78,796
$4,480
$4,480
Vehicle Abatement
$239
$1,000
$1,000
SLES/COPS Fund — CA
$103,601
$100,000
$100,000
Federal Asset Seizure Fund
$118,035
$100,000
Enforcement Grants
$4,660
$1,230 j
$1,230
Departments 0 City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-43
Police Operations
The Police Services Operations Division comprises Administration, Crime Prevention, Investigations, Patrol,Traffic Unit, and
Dispatch.
* Figure 551 POLICE OPERATIONS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$235,529
$260,740
$235,108
Benefits
$122,106
$140,130
$140,130
Services &Supplies
$89,400
$116,440
$120,537
Internal Service Fund Charges
$627,158
$692,680
$692,680
Utilities
$8,601
$10,010
$10,010
Contracted Services
$12,650,386
$14,451,210
$14,881,015
Capital Outlay
$313,622
$330
$103,330
Other
0
General Fund
$13,741,471
$15,564,830
$15,976,100
State Seizure /Special Activity Fund
$78,796
$4,480
$4,480
VehicleAbatement
$239
$1,000
$1,000
SLES /COPS Fund —CA
$103,601
$100,000
$100,000
Federal Asset Seizure Fund
$118,035
$100,000
Enforcement Grants
$4,660
$1,230
$1,230
Note: Prior to FY 2014 -15, entire Police Services expenditures were included in the Police Operations Division budget. Starting FY 2014 -15,
budgets are reported at division level.
E-44 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Police Operations Support
The Police Services Operations Support Division comprises the Records Unit and the Evidence Unit. Records provide
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 it back to owners.
x Figure 561 POLICE OPERATIONS SUPPORT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014-15 2015 -16
Salaries & Wages
Benefits
Services & Supplies
7'-
Internal Service Fund Charges
Utilities
Contracted Services
Capital Outlay
Note: Prior to FY 2014 -15, this division expenditure was included in the Police Operations Division budget. Starting FY 2014 -15, budgets are
reported at division level.
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-45
Neighborhood Resources Unit
The Neighborhood Resources Unit is responsible for neighborhood programs such as Neighborhood Watch and work with
members of the community to promote safety and crime prevention information. Annually the National Night Out event
is coordinated by the unit, as well as other seminars and workshops throughout the year.
x Figure 57 1 NEIGHBORHOOD RESOURCES UNIT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
�•
Salaries &Wages
$244,969
$259,230
$259,230
Benefits
$141,444
$147,120
$147,120
Services & Supplies
$14,850
$16,700
$17,450
Internal Service Fund Charges
Utilities
$456
$70
$70
Contracted Services
$6,000
$6,250
Capital Outlay
$3,230
E-46 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Departments
Parks and Community Services
x Chart 13 1 PARKS AND COMMUNITY SERVICES ORGANIZATIONAL CHART
Parks Cn►ity Services
r+ec#or
Assistant Parks and Community
Services ®hector
Facilities `operations
and Rentals
Administration
Description
Park Puff a
1.11 h. W. 'ance ft
The Parks and Community Services Department is comprised of the following divisions: Administration, Recreation
Programs, Facilities Development, Heritage and Cultural Arts, Park Maintenance, Facilities Operations and Rentals, and
Library Services. The Department budget also provides for the operation and maintenance of parks, community facilities
and the Dublin Pioneer Cemetery.
Accomplishments for FY 2013 -14
• Completed the Shannon Park Water Play Area Renovation and three new neighborhood parks including Positano Hills
Park, Schaefer Ranch Park and Passatempo Park
• Developed the Parks and Community Services Marketing and Promotions Plan
• Acquired land and developed the Master Plan for the Iron Horse Nature Park and Open Space
• Expanded options available as part of the Camp Connector Program
• Expanded funding for the Recreation Fee Assistance Program
• Completed the Maintenance Yard Facilities Project and Phase I of the Public Safety Complex
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-47
Parks and Community Services continued...
Objectives for FY 2014 -15 and 2015 -16
• Complete update to the Parks and Recreation Master Plan and Public Facility Fee Program
• Develop and implement a Department Business Plan and a focused business plan for the Emerald Glen Recreation
and Aquatic Complex that will address organizational efficiencies, operational priorities, staffing, and enhancements
to programs, services and delivery models to maximize cost recovery
• Complete construction of the Emerald Glen Recreation and Aquatic Complex and the final phase of park improvements
• Complete construction of the Fallon Sports Park Lower Terrace
• Commission and install Public Art at the Emerald Glen Recreation and Aquatic Complex and Fallon Sports Park
• Develop the small expansion space at the Dublin Public Library into a 21 It Century Library Space for technology based
programs that support "Idea Exchange" and "Maker" programs, employment programs, technology training, and
education
• Develop a partnership with Camp Parks to design and develop a "Dublin Military History Center" at the new gate at
Camp Parks
• Expand rental of group picnic areas to Schaefer Ranch Park, Kolb Park, and Bray Commons
• Develop inventory and maintenance plan for the City's Public Art Collection, and publish artwork background
information on the City website
• Develop a local "Arts Resource Database" to better connect local art community and foster synergies between those
groups and individuals
• Provide multi - cultural performance venue at splatter through partnerships with local performing arts groups, and
continue to provide opportunities to support the visual arts at the event
• Complete implementation of the Department Marketing and Promotions Plan
• Develop implementation plan for the Conservation Assessment Program that was completed for the Heritage Park
and Museums in FY 2013 -14
• Complete update to the Master Plan and phasing options for the Cemetery development at the Heritage Park and
Museums and identify funding sources
• Funding for additional item approved by the City Council:
Additional two hours of library service per week
Budget Highlights
• Funding for the operating costs for the opening of Jordan Ranch Neighborhood Park, the Emerald Glen Recreation
and Aquatic Complex, Fallon Sports Park Lower Terrace and Library Technology Space
• Funding for splatter and St. Patrick's Day events
• Funding for Dublin Swim Center improvements and Senior Center Marquee
E-48 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Parks and Community Services continued...
x Figure 581 PARKS AND COMMUNITY SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013.14 2014 -15 2015 -16
Salaries &Wages
$2,675,993
$2,653,560
$2,653,560
Benefits
$1,037,013
$1,171,510
$1,171,510
Services & Supplies
$467,806
$502,200
$509,700
Internal Service Fund Charges
$203,263
$297,550
$297,550
Utilities
$945,105
$1,195,020
$1,195,020
Contracted Services
$3,300,068
$3,482,110
$3,590,170
Capital Outlay
$74,933
$128,330
$128,330
Other
Departments P City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-49
Parks and Community Services Administration
The Parks and Community Services Administration Division manages the department activities which include programming,
operations, and maintenance of the Dublin Senior Center, Dublin Swim Center, Stager Community Gymnasium, Dublin
Preschool at Fallon Sports Park, and the Shannon Community Center. The budget also includes administration of the
registration and facility reservation system, and publication of the seasonal Activity Guides for the community.
* Figure 591 PARKS AND COMMUNITY SERVICES ADMINISTRATION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
7 Mages
$287,260
$189,210
$189,210
$146,861
$85,070
$85,070
Services & Supplies
$74,206
$84,490
$84,490
Internal Service Fund Charges
$56,760
$57,750
$57,750
Contracted Services
$149,936
$116,370
$92,370
Capital Outlay
$6,682
Office Assistant II
0 1
0.23
0.20
0.20
Parks and Community Services Director
0.50
0.50
0.50
Administrative Aide
0.70
0.40
Administrative Analyst I
0.40
Assistant Parks and Community Services Director
0.30
0.30
0.30
Recreation Coordinator
0.20
Graphic Design & Communications Coordinator
1.00
Office Assistant II
0 1
0.23
0.20
0.20
E -50 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Departments
Parks Maintenance
This budget funds park maintenance services for parks, open space and the grounds associated with recreational and civic
facilities. Park maintenance services are provided to the City under contract by MCE.
x Figure 601 PARKS MAINTENANCE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
Benefits
Services & Supplies
$16,658
$7,980
$7,980
Internal Service Fund Charges
$107,904
$108,480
$108,480
Utilities
$736,461
$877,100
$877,100
Contracted Services
$1,703,120
$1,721,490
$1,727,490
Capital Outlay
$32,524
$47,000
$47,000
Other
...
i
.:
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -51
Heritage and Cultural Arts
This budget funds the activities of the Heritage and Cultural Arts Division including: Historic Facility Operations and
Rentals; Heritage Center Programs; Cultural Activities; Community Events and Festivals; and burials at the Dublin Pioneer
Cemetery.
x Figure 611 HERITAGE AND CULTURAL ARTS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$374,391
$429,410
$429,410
Benefits
$162,034
$222,460
$222,460
Services &Supplies
$202,087
$199,940
$199,940
Internal Service Fund Charges
$7,656
$7,770
$7,770
Utilities
$659
$840
$840
Contracted Services
$173,306
$189,300
$189,300
Capital Outlay
$378
1.00
Recreation Coordinator
0.80
1.00
2.00
• I -
Parks and Community Services Director
0.20
0.20
0.20
Administrative Aide
0.10
Administrative Analyst 1
0.10
Graphic Design &Communications Coordinator
0.40
0.40
Heritage & Cultural Arts Manager
0.80
0.80
0.80
Heritage Center Director
0.80
0.80
0.80
Office Assistant II
1.00
Recreation Coordinator
0.80
1.00
2.00
Recreation Technician
0.40
0.40
0.40
Senior Office Assistant
E -52 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Departments
Facilities Operations and Rentals
This budget includes the scheduling, use and rental of park and community facilities, including the Dublin Public Library
Community Room, Dublin Civic Center, Shannon Community Center, Dublin Senior Center, Dublin Heritage Park and
Museums, City owned sports fields and courts, Emerald Glen Park group picnic area, and the Dublin Unified School District
athletic fields and facilities.
x Figure 62 1 FACILITIES OPERATIONS AND RENTAL EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
�.
Salaries &Wages
$372,579
$398,520
$398,520
Benefits
$155,937
$173,510
$173,510
Services & Supplies
$68,147
$83,200
$90,700
Internal Service Fund Charges
$22,128
$47,710
$47,710
Utilities
$199,502
$237,370
$237,370
Contracted Services
$249,396
$299,770
$306,370
Capital Outlay
$18,025
$63,200
$63,200
W 1 a
0.50
.I
I I i
Parks and Community Services Director
0.05
0.05
0.05
Administrative Aide
0.30
0.40
Administrative Analyst 1
0.40
Assistant Parks and Community Services Director
0.20
0.20
0.20
Heritage & Cultural Arts Manager
0.10
0.10
0.10
Heritage Center Director
0.20
0.20
0.20
Office Assistant II
1.37
1.30
1.30
Recreation Supervisor
0.50
0.50
0.50
Senior Office Assistant
1.10
j 1.10
j 1.10
City Positions
3.821
3.85
3.85
0.71
,
Contract Positions
�
0.351
I
0.77
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -53
Recreation Programs
This budget funds the programming operations of family and teen programs; recreational activities; preschool programs;
senior programs; sports programs; and aquatic programs.
x Figure 63 1 RECREATION PROGRAMS DIVISION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$1,410,184
$1,482,010
$1,482,010
Benefits
$455,531
$493,150
$493,150
Services &Supplies
$99,894
$113,150
$113,150
Internal Service Fund Charges
$2,059
$16,550
$16,550
Utilities
$1,622
$5,090
$5,090
Contracted Services
$476,093
$429,610
$429,610
Capital Outlay
$646
$1,230
$1,230
Recreation Supervisor
"I E, L,11174:�Twm
I 11AMMUM&I I",
DWI
Parks and Community Services Director
Administrative Analyst I
Assistant Parks and Community Services Director
0.50
0.50
0.50
Graphic Design & Communications Coordinator
0.60
0.60
Heritage & Cultural Arts Manager
0.10
0.10
0.10
Office Assistant II
0.50
0.50
0.50
Recreation Coordinator
5.00
5.00
5.00
Recreation Supervisor
1.50
1.50
1.50
Recreation Technician
1.60
1.60
1.60
0.90
Senior Office Assistant
0.90
0.90
E -54 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Departments
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 641 LIBRARY SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
. 1 • �.
Services & Supplies
$4,602
$6,910
$6,910
Internal Service Fund Charges
$52,410
$52,410
Utilities
$6,861
$74,620
$74,620
Contracted Services
$543,697
$545,570
$545,570
Capital Outlay
$16,678
$16,9001
$16,900
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -55
Parks and Facilities Development
The Parks and Facilities Development Division is responsible for managing the design, development and construction of
recreation, park and other municipal facilities.
x Figure 651 PARKS AND FACILITIES DEVELOPMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
, I ,
Parks and Community Services Director
$231,578
$154,410
$154,410
7ServA
$116,649
$197,320
$197,320
ices&
$2,213
$6,530
$6,530
Internal Service Fund Charges
$6,756
$6,880
$6,880
Contracted Services
$4,520
$180,000
$299,460
, I ,
Parks and Community Services Director
0.25 0.25
0.25
Administrative Aide
0.10
Administrative Analyst I
0.10
Office Assistant II
0.10
0.10
Parks and Facilities Development Coordinator
1.00 2.00
2.00
Parks and Facilities Development Manager
1.00 1.00
1.00
E -56 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Public Works
x Chart 141 PUBLIC WORKS ORGANIZATIONAL CHART
Public Works Dior
City Engineer
Geologic Hazard
Abatement-District (GRAD)
Engineering
0 F77 M,77
Description
The Public Works Department is responsible for developing, operating and maintaining City infrastructure and is comprised
of several functional areas including Administration, Building Management, Engineering, Environmental Services, Geologic
Hazardous Abatement Districts, Street Landscaping, Street Maintenance, and Street Safety.
Accomplishments for FY 2013 -14
• Coordinated and administered the Federal and Military Communities Committee established by City Council in
September 2013
• Developed the Street Tree Ordinance
• Received awards for the Alamo Canal Trail under 1 -580 and West Dublin BART Golden Gate Drive projects
• Completed annual slurry seal and street overlay programs
• Coordinated the City's Energy Action Plan implementation
• Updated the City's Climate Action Plan
• Coordinating Downtown Traffic Impact Fee Study
• Managed and expanded a recycling contest for the Dublin Unified School District, covering all elementary and middle
schools
• Produced a Long -term Trash Reduction Plan, designed to reduce the amount of litter by 70% within the City's storm
drains, creeks, and waterways by the end of Calendar Year 2017
Departments k City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -57
Public Works continued...
Objectives for FY 2014 -15 and 2015 -16
• Support "Bike to Work Day" and "Walk and Roll to School" activities
• Complete design of Dublin Boulevard Improvements — Sierra Court to Dublin Court, and begin utility undergrounding
• Monitor and evaluate the Energy Upgrade Improvements
• Develop a solar map for residents and businesses to evaluate their buildings for solar resource potential
• Complete the Bicycle and Pedestrian Master Plan
Budget Highlights
• Transferring Environmental Services to Public Works
• Continue funding for building maintenance of Public Safety Complex
• Funding for participation in Alameda County National Pollutant Discharge Elimination System (NPDES) and Congestion
Management Agency programs
• Funding for the development of a solar map
E -58 City of Dublin Fiscal Years 2014 -15 and 2015 -16 V Departments
Public Works continued...
P Figure 661 PUBLIC WORKS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014-15 2015 -16
Salaries &Wages
$1,489,127
$1,523,940
$1,546,299
Benefits
$741,474
$848,210
$848,210
Services & Supplies
$120,124
$132,670
$166,020
Internal Service Fund Charges
$274,228
$573,690
$405,551
Utilities
$1,050,818
$1,251,200
$1,191,651
Contracted Services
$3,806,854
$3,619,120
$3,942,222
Capital Outlay
$91,423
$124,580
$168,480
Other
$5,000
$5,000
$5,213
Village Parkway Storm Water Management
$5,000
$5,000
$5,213
Street Light District 1983 -1
$250,669
IM
1
General Fund
$5,716,855
$5,996,550
$6,088,587
Traffic Safety
$111,891
$120,030
$152,380
State Gas Tax
$403,426
$525,310
$601,310
ACTC Sales Tax - Bike & Pedestrian
$181,946
$20,110
$86,460
ACTC Vehicle Registration Fee
$156,497
$172,080
$172,080
Measure D
$133,738
$9,030
$16,619
Local Recycling Programs
$27,067
$46,670
$54,259
Dublin /Dougherty Storm Water Management
$5,000
$5,000
$5,213
Village Parkway Storm Water Management
$5,000
$5,000
$5,213
Street Light District 1983 -1
$250,669
$359,810
$274,490
Landscape District Stagecoach 1983 -2
$67,022
$77,970
$77,970
Landscape District Dougherty 1986 -1
$110,862
$130,060
$130,060
Landscape District Santa Rita 1997 -1
$271,765
$324,280
$324,280
Street Light District East Dublin 1999 -1
$132,265
$261,510
$131,176
Traffic Impact Fee - Category 1
$79,745
Traffic Impact Fee- Downtown
$44
$20,000
$68,591
M Ell F-11 0 2110 1011
MT&TERIT,
Note: Excludes expenditures in Geologic Hazard Abatement District Funds
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E -59
Public Works Administration
The Public Works Administration is responsible for oversight of the department and its related functions in the areas of
engineering, building maintenance, streets and streets landscaping and maintenance, assessments, etc. The administrative
function includes the budgeting, as well as revenue and expense management on work related to capital projects and
development. It should be noted that the Public Works staff accounted for in this budget area are providing their service
and time to most of the functional /budget areas as outlined in this department budget.
x Figure 67 1 PUBLIC WORKS ADMINISTRATION EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries &Wages
$451,615
$419,210
$419,210
Benefits
$233,597
$239,840
$239,840
Services & Supplies
$14,296
$20,320
$20,320
Internal Service Fund Charges
$33,552
$33,560
$33,560
Contracted Services
$188,785
$192,120
$222,558
Capital Outlay
$539
1.00
City Positions
4.45
4.45
4.45
1.03
Public Works Director /Assistant City Engineer
1.00
1.00
1.00
Administrative Technician
1.00
1.00
1.00
Office Assistant II
1.45
1.45
0.45
Public Works Manager
1.00
1.00
1.00
Senior Administrative Analyst
Senior Office Assistant
1.00
City Positions
4.45
4.45
4.45
1.03
Contract Positions
•0
1.001
1.03
E -60 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Street Maintenance
The Street Maintenance Division is responsible for the following services: street sweeping; street repair; drainage
maintenance; storm patrol and clean -up; emergency and temporary curb, gutter and sidewalk repair; traffic, street and
community sign repair and installation; striping and marking; guard rail repair; weed control; and bike path maintenance.
Street Maintenance services are provided to the City under private contract (MCE Corporation). The City entered into an
agreement with East Bay Regional Park District for certain maintenance activities related to the Tassajara Creek Trail.
Figure 68 1 STREET MAINTENANCE EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-61
Street Landscaping
Street Landscaping services are provided to the City under private contract (with MCE Corporation). The contract provides
for landscape maintenance, including street trees, turf care, irrigation maintenance, weed control, litter pick -up and illegal
sign removal.
P Figure 69 1 STREET LANDSCAPING EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
E-62 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
Street Safety
The Street Safety 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.
x Figure 70 1 STREET SAFETY EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Services & Supplies
$28,817
$32,470
$32,470
Internal Service Fund Charges
$27,000
$195,140
$27,001
Utilities
$376,554
$433,000
$373,451
Contracted Services
$231,253
$251,550
$263,584
CapitalOutlay
$29,7841
$52,000
$52,000
Street Light District East Dublin 1999 -1
$128,977
$254,620
$124,286
General Fund
$20,408
$25,060
$25,060
Traffic Safety
$111,891
$120,030
$120,030
State Gas Tax
$29,784
$42,000
$42,000
ACTC Vehicle Registration Fee
$156,497
$172,080
$172,080
Street Light District 1983 -1
$245,851
$350,370
$265,050
Street Light District East Dublin 1999 -1
$128,977
$254,620
$124,286
Departments * City of Dublin Fiscal Years 2014 -15 and 2015 -16 E-63
Building Management
The Building Management Division is responsible for the maintenance and operations of the following City buildings: Dublin
Civic Center, Public Works Corporation Yard; and the Public Safety Complex. Components of this budget includes supplies,
utilities, telephone costs for most of the City system, contract services, minor improvements, and repairs associated with
these buildings. The maintenance cost for other City facilities, such as the Library, Senior Center, and Shannon Community
Center, is included in the respective budgets for each of these facilities.
0 Figure 711 BUILDING MANAGEMENT EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Services & Supplies
$46,100
$39,330
$39,330
Internal Service Fund Charges
$155,352
$283,170
$283,170
Utilities
$272,782
$337,850
$337,850
Contracted Services
$281,564
$313,170
$323,170
Capital Outlay
$28,576
$26,000
$34,900
E -64 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
The Engineering Division is responsible for the following services: traffic engineering; storm water pollution control
activities; design and inspection of Capital Projects; inspection of private development facilities which will be dedicated
to the City (i.e. development of new streets and sidewalks); review of plans for subdivisions and private development;
preparation of maps identifying parcels within the City; and technical engineering support for Assessment Districts.
Figure 72 1 ENGINEERING EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$813,268
$874,340
$896,699
Benefits
$403,116
$502,250
$502,250
Services & Supplies
$26,283
$34,210
$67,560
Internal Service Fund Charges
$52,240
$55,640
$55,640
Utilities
$1,922
$2,370
$2,370
Contracted Services
$1,487,111
$1,062,520
$1,233,847
Capital Outlay
$2,364
$3,500
$3,500
Landscape District Santa Rita 1997 -1
$2,541
$7,940
$7,940
7Gas
$2,601,003
$2,475,860
$2,475,860
Administrative Analyst II
1.00
$32,350
$3,024
$6,000
$6,000
ACTC Sales Tax - Bike & Pedestrian
$166,611
2.00
$66,350
Street Light District 1983 -1
$4,818
$9,440
$9,440
Landscape District Stagecoach 1983 -2
$2,485
$4,010
$4,010
Landscape District Dougherty 1986 -1
$2,487
$4,690
$4,690
Landscape District Santa Rita 1997 -1
$2,541
$7,940
$7,940
Street Light District East Dublin 1999 -1
$3,288
$6,890
$6,890
Traffic Impact Fee - Category 1
$79,745
Traffic Impact Fee - Downtown
$44
$20,0001
$68,591
:.
. :..
City Engineer
1.00
1.00
1.00
Administrative Analyst II
1.00
1.00
Associate Civil Engineer
1.00
1.00
1.00
Public Works Inspector
2.00
2.00
2.00
Public Works Technician 1 /II
1.00
1.00
1.00
Senior Administrative Analyst
1.00
Senior Civil Engineer
3.00
3.00
3.00
Note: Excludes expenditures in Geologic Hazard Abatement District Funds
Departments V City of Dublin Fiscal Years 2014 -15 and 2015 -16
E -65
Environmental Services
The Environmental Services 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.
x Figure 73 1 ENVIRONMENTAL SERVICES EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Salaries & Wages
$224,244
$230,390
$230,390
Benefits
$104,762
$106,120
$106,120
Services & Supplies
$4,629
$6,340
$6,340
Internal Service Fund Charges
$6,084
$6,180
$6,180
Contracted Services
$38,942
$35,000
$50,179
E -66 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Departments
s x,,
City
CAPITAL IMPROVEMENT P M
Overview
The 2014 -19 Five Year Capital Improvement Program (CIP), which includes twenty -seven (27) projects within the current
CIP time frame with funding allocation for 22 of the projects in FY 2014 -15 and 17 projects in FY 2015 -16.
The City's Capital Projects are divided into four Capital Funds: General Improvements, Community Improvements, Parks,
and Streets projects. The Fund accumulates resources for capital expenditures, and utilizes those resources to support
projects that are general in nature, projects that would promote or enhance redevelopment, revitalization, beautification
of the City's infrastructure, projects that would construct, improve or enhance the City's parks and facilities, projects that
would construct, improve, or enhance the City's trails, highways, streets, roads, bridges, as well as street lighting, and
storm drain systems.
Figure 74 1 CIP EXPENDITURES (ALL FUNDS)
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
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 2014 -2019 Five Year Capital Improvement Program.
Capital Improvement Projects * City of Dublin Fiscal Years 2014 -15 and 2015 -16 F -1
General Improvements
x Figure 75 1 GENERAL IMPROVEMENTS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
G10509 Maintenance Yard Facility Improvements
$730,194
$6,765,865
$9,027,950
G10611
Electronic Agenda System
Street Light District East Dublin 1999 -1
$32,651
$308,950
G10712
Public Safety Complex
$637,172
$2,688,603
$4,283,905
G10813
Telephone System
$266,567
$258,607
$143,323
G10913
Energy Upgrade
$6,512,394
$6,204,431
$1,147,423
G13014
Network System Upgrade
$74,174
$80,000
$326,332
GI3513
Geographic Information System
$33,844
$129,500
$132,656
G14099
Civic Center Mod. Design & Construction
$589,167
$140,171
$175,573
$19,650
G15014
Annual ADA Transition Plan
$15,546
$19,650
930008
Civic Center Generator
$7,038
1001
General Fund
$2,095,663
$5,792,440
$10,231,751
2705
Street Light District East Dublin 1999 -1
$283,810
6201
Internal Service Fund — Buildings
$307,395
$4,000,000
$4,306,525
6301
Internal Service Fund — Equipment
$258,607
$64,000
$192,283
7101
Energy Efficient Capital Lease
$6,204,431
$551,393
Community Improvements
x Figure 76 1 COMMUNITY IMPROVEMENTS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
F -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Capital Improvement Projects
Parks
Figure 77 1 PARKS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
.1
PK0105
Emerald Glen Recreation &Aquatic
Complex — Phase I
$265,932
$9,053,515
$9,520,631
PK0212
Passatempo Park
$486,873
$1,047,598
$1,778,255
PK0311
Positano Neighborhood Park
$1,319,091
Dublin Crossing Development Fee
$7,698
PK0414
Fallon Sports Park — Phase II
$880,418
$880,418
PK0514
Jordan Ranch Neighborhood Park
$386,542
$386,542
PK0713
Shannon Park Water Play Area
$83,425
$295,417
$634,864
PK0813
Iron Horse Parkland Acquisition and
Master Plan
$166,700
$4,640,600
$4,727,200
PK0914
Tennis Court Resurfacing Project
$298,350
$298,350
PKNEW2
Dublin Crossing Community Park
PKNEW3
PublicArt — Emerald Glen Recreation &
Aquatic Complex
PKNEW4
Public Art — Fallon Sports Park
PKNEW6
Public Art —John Monego Court
PKNEW7
Dublin Heritage Park Cemetery Phase
PKNEW10
Library Expansion — Center for
2111 Century Skills
1001
General Fund
$2,322,021 $2,297,959 $2,297,924
2402
East Bay Regional Park District
$155,000 $155,000
2801
Public Art Fund
4100
Public Facility Fees
$14,149,481 $15,781,034
4401
Dublin Crossing Development Fee
Capital Improvement Projects 4t City of Dublin Fiscal Years 2014 -15 and 2015 -16 F -3
Streets
x Figure 78 1 STREETS EXPENDITURES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
ST0494
St. Patrick Way — Regional Street to
Golden Gate Dr.
$1,089,771
$1,089,771
960003
Dublin Blvd Improvements — Silvergate
$55,999
960004
Eastern Dublin Arterial Street & Freeway
Interchange
$103,771
$1,469,944
960008
Alamo Canal Trail Under 1-580
$1,063,118
ST0610
Citywide Street Storm Drain Condition
Assessment
$74,622
$161,965
$147,443
STNEW2
I Traffic Sign Inventory and Safety Review
ST0713
Citywide Signal Communications Upgrade
$93,068
$87,552
$368,833
ST0911
Dougherty Rd Improvements — Sierra Lane
to North City Limit
$380,518
$4,880,101
$4,881,215
ST1012
Dublin Blvd. Improvements — Sierra Court
to Dublin Court
$152,741
$670,070
$675,358
ST1111
West Dublin BART Golden Gate Drive
Improvements
$1,815,911
$24,300
$166,607
ST1212
Storm Drain Bypass San Ramon Road
$87,763
$764,376
$771,744
ST1312
Storm Drain Trash Capture Project
$37,731
$83,875
$179,019
ST1413
AVB Pedestrian Safety Improvements at
midblock crosswalk between Regional St.
and Starwood Dr.
$163,104
$178,400
ST1513
Accessible Pedestrian Signal Retrofit of
Existing Traffic Signals
$29,000
Annual
Annual Street Overlay Program
$1,052,041
$1,066,021
$1,211,467
Annual
Annual Slurry Seal Program
$8,131
$1,280,910
$1,304,707
Annual
Annual Dublin Ranch Street Light Pole
Painting
$21,113
$29,911
$29,911
F -4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Capital Improvement Projects
Streets continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
1001'
General Fund
$112,354
$245,840
$326,461
2106
Traffic Safety
2201
State Gas Tax
$170,661
$1,220,910
$1,377,492
2202
SAFETEA -LU
$1,918,773
$59,740
2203
Transportation Development Act
$163,100
$207,400
2204
ACTC Measure B Sales Tax - Local Streets
Fund
$346,513
$3,066,021
$3,170,347
2205
ACTC Measure B Sales Tax - Bike &
Pedestrian Fund
$595,085
$60,000
$60,300
2208
Congestion Management Agency
2210
1 Highway Safety Traffic Reduction Bond
$507,203
$24,300
2211
ARRA - Transportation (TIGER)
$267,749
2212
ACTC Vehicle Registration Fee
$40,468
$45,252
$326,533
2321
Storm Water Management
$87,763
$764,376
$771,744
2705
Street Light District East Dublin 1999 -1
$21,113
$29,911
$29,911
4301
Traffic Impact Fee - Category 1
$28,826
$896,640
4302
Traffic Impact Fee - Category 2
$74,945
$719,838
$146,530
4303
j Traffic Impact Fee- Category 3
$1,159,000
$1,159,000
4304
Traffic Impact Fee - Downtown
$133,217
$1,089,771
$1,104,674
4305
Traffic Impact Fee - Dougherty Valley
$190,382
$1,398,052
$1,708,773
4309
Mitigation Contributions
$398,875
$846,589
$542,270
6301
Internal Service Fund - Equipment
$52,600
$42,300
$42,300
Capital Improvement Projects * City of Dublin Fiscal Years 2014 -15 and 2015 -16 F -5
This page intentionally left blank.
Internal Service Funds (ISF)
The ISFs provide 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) Ongoing maintenance and repairs of buildings, vehicles, equipment and computers; 5) replacement of major Parks
components; 6) City employees Other Post - Employment Benefits (OPEB); 7) Energy Efficient Capital Lease.
Each City operating department includes, within its budget, charges for equipment usage and City employees' post -
employment benefits. These departmental charges represent revenue to the ISFs. Departmental charges are established at
a level to sufficiently accumulate funds over time for the replacement of the equipment and funding for future employee
obligations. The ISFs are also used to capture ongoing maintenance and operation costs for vehicles, such as gasoline,
tire replacements, periodic maintenance /repair, and other operating costs for equipment such as copiers, printers, and
computer supplies.
The total ISF budget for FY 2014 -15 is $2,868,191, and FY 2015 -16 is $3,029,404 (excludes depreciation expense and
transfers). The FYs 2014 -15 and 2015 -16 ISF budgets include funding for operating supplies, vehicle and equipment
maintenance, building maintenance, replacement of network servers and computers, replacement of 7 police patrol cars
in FY 2014 -15, replacement of 5 patrol cars in FY 2015 -16 and related equipment, and OPEB.
The following pages contain the fund summaries for Internal Service Funds.
Proprietary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 G -1
Police Vehicles
P Figure 791 INTERNAL SERVICE FUND — POLICE VEHICLES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: FY 2013 -14 Beginning Fund Balance indudes$153,219 as Net Investment in Capital Assets
Fire Apparatus
x Figure 80 1 INTERNAL SERVICE FUND — FIRE VEHICLES AND APPARATUS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: FY 2013 -14 Beginning Fund Balance indudes$825, 083 as Net Investment in Capital Assets
G -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Proprietary Funds
:rg-Ii �YIIiIWIIlY111111 -•`- _ M-...-
Non - Safety Vehicles
x Figure 811 INTERNAL SERVICE FUND — NON- SAFETY VEHICLES
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
III
Note: FY 2013 -14 Beginning Fund Balance includes$46,109 as Net Investment in Capital Assets
Buildings
x Figure 82 1 INTERNAL SERVICE FUND — BUILDINGS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: FY 2013 -14 Beginning Fund Balance includes$47,789,583 as Net Investment in Capital Assets
Proprietary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 G -3
Equipment
x Figure 83 1 INTERNAL SERVICE FUND — EQUIPMENT
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: FY 2013 -14 Beginning Fund Balance includes$453, 016 as Net Investment in Capital Assets
Solar Equipment
* Figure 841 INTERNAL SERVICE FUND — SOLAR EQUIPMENT
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
d
G -4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Proprietary Funds
Park Replacement
P Figure 85 1 INTERNAL SERVICE FUND — PARK REPLACEMENT
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Maintenance and Repairs
x Figure 86 1 INTERNAL SERVICE FUND — MAINTENANCE AND REPAIRS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Proprietary Funds a City of Dublin Fiscal Years 2014 -15 and 2015 -16 G -5
Retiree Health
P Figure 87 1 INTERNAL SERVICE FUND — RETIREE HEALTH
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
PERS Side Fund Payoff
x Figure 881 INTERNAL SERVICE FUND — PERS SIDE FUND PAYOFF
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
G -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 P Proprietary Funds
Energy Efficiency Capital Lease
The Energy Efficiency Capital Lease fund includes two components:
Internal Service Fund
x Figure 891 INTERNAL SERVICE FUND — ENERGY EFFICIENCY
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013.14 2014-15 2015 -16
Capital Lease
x Figure 90 1 CAPITAL LEASE
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Proprietary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 G -7
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Dublin Boulevard Assessment District
This fund makes debt service payments on bonds issued to construct a portion of the Dublin Boulevard Extension
improvements. A total of $2,350,000 in bonds was originally issued on June 2, 1992. The debt service bond was fully
retired on September 2, 2012 and the residual funds will be disbursed in accordance with State Law. The following is a
summary of financial activity for the fund:
x Figure 911 FUND BALANCE FOR DUBLIN BOULEVARD ASSESSMENT DISTRICT
Fiduciary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 H -1
Redemption
Reserve
Fund
Fund (Held
(Held by City
by US Bank,
for Bond
Trustee)
Payments) Total
Fiduciary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 H -1
Geologic Hazard Abatement Districts
A Geologic Hazard Abatement District (GHAD) is a special entity which is established separate from the City of Dublin and
applies to a specific defined area within the City. The GHAD is formed under provisions in the California Public Resources
Code which establishes in Section 26500 that a GHAD 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 GHAD, coordinating activities undertaken for the GHAD, administering
the GHAD funds and coordinating the payment of expenses associated with the GHAD. GHAD funding is collected as part
property tax bills. The GHAD 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. The purpose of establishing
a GHAD is intended as a means to address both prevention and any corrections resulting from a geologic hazard. State
law identifies the purpose of a GHAD as addressing: (a) Prevention, mitigation, abatement, or control of a geologic
hazard; and (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 GHADs: Fallon Village Geologic Hazard Abatement District, Schaefer
Ranch Geologic Hazard Abatement District, and Fallon Crossing Geologic Hazard Abatement District. These GHADs 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 GHAD 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.
H -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Fiduciary Funds
Fallon Village GHAD
On December 4, 2007, the City Council approved Resolution No. 216 -07 which created the Fallon Village GHAD. The
boundary of this GHAD encompasses approximately 175 acres of land, located generally east of Fallon Road. On May 3,
2011, the City Council approved Resolution No. 52 -11 which modified the boundaries of the Fallon Village GHAD. The
modification was made to include Jordan Ranch development, which is adjacent to the Fallon Village development.
At the beginning of FY 2014 -15, there will be approximately 1,000 parcels within the GHAD that will be subject to the
special assessment in accordance with the Engineer's Report.
e Figure 92 1 FALLON VILLAGE GHAD
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Fiduciary Funds e City of Dublin Fiscal Years 2014 -15 and 2015 -16 H -3
Schaefer Ranch GHAD
On December 5, 2006, the City Council approved Resolution No. 224 -06 which created the Schaefer Ranch GHAD. The
boundary of the GHAD encompasses approximately 500 acres of land located at the westerly boundary of the City limits.
At the beginning of FY 2014 -15, there will be approximately 280 parcels within the GHAD that will be subject to the
special assessment in accordance with the Engineer's Report.
x Figure 93 1 SCHAEFER RANCH GHAD
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
H-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Fiduciary Funds
Fallon Crossing (North Tassaiara) GHAD
On August 16, 2011, the City Council approved Resolution No. 147 -11 which created the Fallon Crossing GHAD. The
boundary of the GHAD encompasses approximately 68 acres of land located on the northeast side of Tassajara Road.
At the beginning of FY 2014 -15, there will be approximately 86 parcels within the GHAD that will be subject to the
special assessment in accordance with the Engineer's Report.
x Figure 941 FALLON CROSSING GHAD
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015.16
Fiduciary Funds * City of Dublin Fiscal Years 2014 -15 and 2015 -16 H -5
Associated Community Action Funds (ACAP)
Alameda Community Action Program (ACAP) is a California public entity based in 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 ending fund
balance as shown on the schedule for 2013 in the amount of $604,344 at 2013 is unaudited.
x Figure 95 1 ACAP FUNDS
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Note: ACAP financials are presented on a calendar year basis. Budgets for 2015 and 2016 are not available.
H-6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 if Fiduciary Funds
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 FY 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 FY 2012 -13. The ARC rate was
determined at 14.6% of salaries for FY 2014 -15. 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.
At the end of FY 2012 -13, the City had a balance of $10,061,127 in the CERBT. The projected ending balances for the
FYs 2013 -14, 2014 -15, and 2015 -16 are shown below with ARC at 14.6% of salaries.
x Figure 96 1 CERBT SUMMARY
Actual Adopted Amended Estimated Estimated
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
Fiduciary Funds e City of Dublin Fiscal Years 2014 -15 and 2015 -16 H -7
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City dt,
STRATE xJ►I
City of Dublin 10 -Year Strategic Plan
March 2013 Update
Mission
The City of Dublin promotes and supports a high quality of life which ensures a safe and secure environment that fosters
new opportunities.
Vision
Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance
history with progress, to sustain an enlightened, economically balanced and diverse community.
Dublin is unified in its belief that an engaged and educated community encourages innovation in all aspects of City
life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability
through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle
through the creation of first -class recreational opportunities, facilities and programs.
Values
Our Values in Building Community
• Promote locations and events that bring people of all ages together.
• Provide more venues for family -based activities.
• Foster heritage and cultural development.
Our Values in Ensuring a Safe Community
• Provide high quality police and fire services to insure the safety of the citizens living in the community.
• Provide education and training to residents and businesses that would promote public safety.
Our Values in Guiding Development
• Assure that development contributes positively to the City's fiscal health.
• Support pedestrian - friendly development, transit - oriented development, green building and environmental responsiveness.
• Promote high quality design and architectural standards in private development and in all public facilities.
• Develop transportation systems that facilitate ease of movement throughout the City.
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16
City of Dublin 10 -Year Strategic Plan continued...
Our Values in Governing
• Commit to openness and responsiveness to the public and community.
• Operate at all times with honesty and integrity.
• Exercise fairness in consideration of issues.
• Provide a high level of customer service and responsiveness from City staff to citizens.
• Embrace technology to improve effectiveness and efficiency.
• Strive to build an informed community through communication.
Our Values in Relating to Other Communities and Entities
• Encourage collaboration and communication with other communities on issues of mutual concern.
• Encourage public and private partnerships of mutual benefit.
Strategies
Pursue economic development initiatives that attract new businesses while strengthening and supporting existing
businesses.
a. Develop programs that create and retain jobs, as well as increase sales tax revenue.
b. Create programs that support small businesses in Dublin.
c. Focus business development efforts on Priority Development Areas and adjacent properties.
d. Retain, attract and support innovative companies.
Continue to strengthen the identity and aesthetic appeal of the downtown.
a. Facilitate and encourage continued investment in Downtown Dublin.
b. Continue to work with private property owners to renovate or update retail areas.
3. Create a community that supports environmental sustainability and provides an open space network that ensures
environmental protection and provides public access where appropriate.
a. Establish Open Space Area in western hills.
b. Create Open Space connections and trails where appropriate.
c. Implement open space policies of the Eastern Dublin GPA/Specific Plan.
d. Explore and implement strategies that enhance environmental sustainability.
4. Develop dynamic and unique community recreational and cultural opportunities in the region.
a. Expand and enhance Dublin Heritage Park and Museums.
b. Develop a state -of- the -art recreation programs and facilities.
c. Identify opportunities for development of a unique passive park/recreation facility.
5. Identify new and /or enhanced opportunities for community promotion, marketing, engagement and outreach.
a. Enhance awareness of City amenities, activities, and programs to a wide variety of audiences.
1 -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Strategic Plan
Strategies
STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening existing
businesses.
STRATEGIC
GOAL
2013 -2014
ftlA: Develop programs thelt Clelite Md r0t,1111 j0bS, dS Well tIS 11100aSe SI1eS UX reVemle.
Create a comprehensive marketing and branding plan for the City.
Underway
1.
2.
2013 -2014
Focus the City's Business Visitation Program on high - growth companies.
Ongoing
3.
2013 -2014
Advance the City's participation efforts (i -GATE, Tri- Valley CVB, Innovation Tri - Valley, East Bay EDA, etc.).
Ongoing
4.
2013 -2014
Position development sites (Downtown and Eastern Dublin Transit Center) to meet current and future
market demand and provide necessary marketing support.
Underway
5.
2013 -2014
Partner with Alameda County Surplus Authority on the Eastern Dublin Transit Center.
Underway
6.
2013 -2014
Support Downtown Specific Plan area property owners' business attraction and development.
Underway
7.
2013 -2014
Expedite development process Downtown and optimize conditions for entertainment uses.
Underway
8.
2013 -2014
Explore potential funding sources and financing tools to advance real estate and economic development.
Ongoing
9.
2013 -2014
Explore the creation of an economic development corporation.
Complete
10.
2012 -2013
Facilitate roundtables with commercial brokers and the development community.
Complete
11.
2012 -2013
Develop business meetings /summits with property owners around key areas of interest.
Complete
12.
2011 -2012
Develop an Economic Development Strategy.
Complete
13.
2011 -2012
Continue to develop economic incentives for retail, office, restaurants, and industrial users.
Complete
14.
2011 -2012
Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses.
Complete
15.
2011 -2012
Explore a Shop Local Holiday Campaign.
Complete
16.
2011 -2012
Update the Facade Improvement Program.
Complete
17.
2010 -2011
Execute Business Visitation Program.
Complete
18.
2010 -2011
Work with DSRSD to develop sewer incentive program.
Complete
STRATEGIC
1.
rr
2013 -2014
rr
Focus the City's Business Visitation Program on high - growth companies.
Ongoing
2.
2013 -2014
Support Downtown Specific Plan area property owners' business attraction and development efforts.
Underway
3.
2013 -2014
Develop and implement on -line building permit application for routine "over- the - counter" permits.
Underway
4.
2013 -2014
Engage local businesses in updating Business Watch program.
Underway
5.
2013 -2014
Monitor on -line Business License Renewal Program to ensure high -level customer satisfaction.
Ongoing
6.
2013 -2014
Develop on -line building inspection scheduling.
Underway
7.
2012 -2013
Amend Zoning Ordinance to streamline entitlements for Commercial Day Care facilities.
Complete
8.
2012 -2013
Facilitate roundtables with commercial brokers and the development community.
Complete
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -3
Strategies: Strategy #1 continued...
STRATEGIC
9.
GOAL
2012 -2013 Develop business meetings /summits with property owners around key areas of interest.
Complete
10.
2012 -2013
Develop on -line access to plan check comments for active building permit applications.
Complete
11.
2011 -2012
Develop an Economic Development Strategy.
Complete
12.
2011 -2012
Develop a Design Awards Program to recognize new and remodeled projects of special quality.
Complete
13.
2011 -2012
Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses.
Complete
14.
2011 -2012
Explore a Shop Local Holiday Campaign.
Complete
15.
2011 -2012
Update the Facade Improvement Program.
Complete
16.
2010 -2011
Explore the feasibility of an ordinance that would encourage existing and future commercial locations,
which have adequate enclosure space, to provide recycling services.
Complete
17.
2010 -2011
Explore an environmental recognition program for targeted program practices for Dublin businesses.
Complete
18.
2010 -2011
Develop a Business Anniversary Awards Program.
Complete
19.
2010 -2011
Work with DSRSD to develop sewer incentive program.
Complete
20.
2010 -2011
Develop a template recycling plan to be shared with the commercial sector to increase recycling.
Complete
STRATEGIC OA
1. 2013 -2014
Development
Position development sites (Downtown and Eastern Dublin Transit Center) to meet current and future
market demand and provide necessary marketing support.
Underway
2. 2013 -2014
Partner with the Alameda County Surplus Property Authority on the Eastern Dublin Transit Center.
Underway
3. 2013 -2014
Support Downtown Specific Plan area property owners' business attraction and development efforts.
Ongoing
4. 2013 -2014
Expedite development process Downtown and optimize conditions for entertainment uses.
Underway
5. 2013 -2014
1 Explore potential funding sources and financing tools to advance real estate and economic development.
Ongoing
1 -4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 9i' Strategic Plan
STRATEGY #2: Continue to strengthen the identity and aesthetic appeal of the downtown.
STRATEGIC
1.
OA
2014 -2015
Downtown DUblill.
Identify aesthetic improvements consistent with comprehensive marketing and branding plan for the City.
Underway
2.
2013 -2014
Implement Design Awards Program to recognize new and remodeled projects of special quality.
Underway
3.
2013 -2014
Position development sites to meet current and future market demand and provide necessary marketing
support.
Underway
4.
2013 -2014
Monitor new temporary sign regulations to ensure consistency and allowing for more attractive place to
do business.
Underway
5.
2013 -2014
Support Downtown Specific Plan area property owners' business attraction and development efforts.
Ongoing
6.
2013 -2014
Expedite development progress Downtown and optimize conditions for entertainment uses.
Underway
7.
2013 -2014
Explore potential funding sources and financing tools to advance real estate and economic development.
Ongoing
8.
j 2013 -2014
Explore the creation of an economic development corporation.
Complete
9.
2013 -2014
Identify additional parkland to serve residential development planned for downtown Dublin.
Complete
10.
2013 -2014
Explore funding options to facilitate implementation of Bikeways and Pedestrian Master Plan.
Underway
11.
2013 -2014
Update the Downtown Traffic Improvement Fee Program following adoption of the Bikeways and
Pedestrian Master Plan.
Underway
12.
2013 -2014
Complete design and bid of the construction of pedestrian safety improvements on Amador Valley
Boulevard in Downtown area.
Complete
13.
2012 -2013
Ensure completion of Golden Gate Drive Downtown Pedestrian Connection Project.
Complete
14.
2011 -2012
Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Street.
Complete
15.
2012 -2013
Facilitate roundtables with commercial brokers and the development community.
Complete
16.
2012 -2013
Develop business meetings /summits with property owners around key areas of interest.
Complete
17.
2011 -2012
Institute Design Awards Program to recognize new and remodeled projects of special quality.
Complete
18.
2011 -2012
Continue to develop economic incentives for retail, office, restaurants, and industrial users.
Complete
19.
2011 -2012
Update the Facade Improvement Program.
Complete
20.
2010 -2011
Work with Chabot/Las Positas to find location for District Office /Learning Center.
Complete
21.
2010 -2011
Develop a Downtown Business Attraction Plan.
Complete
22.
2010 -2011
Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas
along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area.
Complete
23.
2010 -2011
Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that
addresses the entire Downtown Area.
Complete
24.
2009 -2010
Develop Economic Incentive Program.
Complete
25.
2008 -2009
Facilitate the selection of public art for three (3) Private Development projects.
Complete
26.
2008 -2009
Prepare Community Design Element for General Plan.
Complete
27.
2007 -2008
Work with Dublin Honda on development options for Amador Plaza site.
Complete
28.
2006 -2007
Develop Historic District Master Plan for Dublin Blvd. /Donlon property and implement Specific Plan, if
required.
Complete
29.
2006 -2007
Work with property owner of Ralph's Grocery store to identify replacement alternatives.
Complete
30.
2005 -2006
Complete Senior Housing Project.
Complete
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -5
Strategies: Strategy #2 continued...
STRATEGIC
31.
►•
2005 -2006
Downtown Dublin
Complete construction of new Senior Center and prepare for operation of new facility.
Complete
32.
2005 -2006
Work with Dolan Lumber owners to facilitate development opportunities.
Complete
33.
2005 -2006
Negotiate Lease Agreement and resolve funding for the West Dublin BART project.
Complete
34.
2005 -2006
Install lighting at approaches to the 1 -680 Freeway Underpass Art Projects.
Complete
35.
2005 -2006
Develop and implement program to keep trucks out of shopping centers and overnight parking.
Complete
STRATEGIC
1.
OA
2013 -2014 Support Downtown Specific Plan area property owners' business attraction and development efforts.
Ongoing
2.
2013 -2014
Explore potential funding sources and financing tools to advance real estate and economic development.
Ongoing
3.
2013 -2014
Explore the creation of an economic development corporation.
Complete
4.
2013 -2014
Identify opportunities for public art in downtown Dublin
Ongoing
5.
2011 -2012
Institute Design Awards Program to recognize new and remodeled projects of special quality.
Complete
6.
2011 -2012
Continue to develop economic incentives for retail, office, restaurants, and industrial users.
Complete
7.
2011 -2012
Update the Facade Improvement Program.
Complete
8.
2010 -2011
Work with Chabot/Las Positas to find location for District Office /Learning Center.
Complete
9.
2010 -2011
Develop a Downtown Business Attraction Plan.
Complete
10.
2010 -2011
Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas
along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area.
Complete
11.
2010 -2011
Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that
addresses the entire Downtown Area.
Complete
12.
2009 -2010
Develop Economic Incentive Program.
Complete
13.
2009 -2010
Examine parking requirements to streamline development review and encourage businesses to locate
within the City of Dublin.
Complete
14.
2008 -2009
Prepare Community Design Element for General Plan.
Complete
15.
2007 -2008
Work with Dublin Honda on development options for Amador Plaza site.
Complete
16.
2006 -2007
Work with property owner of Ralph's Grocery store to identify replacement alternatives.
Complete
17.
2005 -2006
Work with Dolan Lumber owners to facilitate development opportunities.
Complete
18.
2005 -2006
Negotiate Lease Agreement and resolve funding for the West Dublin BART project.
Complete
19.
2004 -2005
Investigate options for Shamrock Village.
Complete
20.
2004 -2005
Work with Shamrock Village to facilitate improvement to the Center.
Complete
1 -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Strategic Plan
STRATEGY #3: Create a community that supports environmental sustainability and provides an open space network
that ensures environmental protection and provides public access where appropriate.
STRATEGIC
Complete the Bikeways and Pedestrian Master Plan.
1. 2011 -2012
Coordinate with East Bay Regional Parks District on the opening of the Dublin Hills Regional Park. Complete
2. 2004 -2005
Work with East Bay Regional Parks District to complete negotiations for land acquisition or obtain Complete
3. 2001 -2002
conservation easement to provide public access in the eastern hills for an Open Space Area.
3. 2004 -2005
Identify and secure sources of funding for land acquisition in the western hills for an Open Space Area. Underway
4. 2004 -2005
Upon completion of land acquisition in the western hills, prepare an Open Space Master Plan and No Progress
5. 2007 -2008
appropriate CEQA documents.
STRATEGIC OA
1. 2013 -2014
Complete the Bikeways and Pedestrian Master Plan.
Underway
2. 2013 -2014
Begin discussions with EBRPD about the Master Plan and the feasibility of joint improvements for the
future Moller Ranch Neighborhood Park and Staging Area.
Ongoing
3. 2001 -2002
Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments.
Complete
4. 2011 -2012
Oversee construction of the Alamo Canal Trail Under 1 -580.
Complete
5. 2007 -2008
Complete GPA Study on the Transportation Corridor Right -of -Way.
Complete
6. 2006 -2007
Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify
funding sources to facilitate the connection of Alamo Canal Trail under 1 -580 to Pleasanton trails.
Complete
7.
2006 -2007
Complete review of Moller Annexation and General Plan and Specific Plan Amendments.
Complete
8.
2005 -2006
Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation
Area.
Complete
9. 2005 -2006
Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments.
Complete
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -7
Strategies: Strategy #3 continued...
STRATEGIC
1.
OA
2013 -2014 Implement an environmental recognition program for targeted program practices for Dublin businesses.
Underway
2.
2013 -2014
Implement Tobacco Retailer License System.
Complete
3.
2013 -2014
Implement application process for Conditional Use Permits for businesses selling tobacco products
within 1,000 feet of schools, residential neighborhoods, and libraries.
Complete
4.
2013 -2014
Continue to encourage agricultural open space and inclusion of viticulture themes in development projects.
Ongoing
5.
2013 -2014
Continue efforts to support vintners in Dublin and the Livermore Valley Winegrowers Associate.
Ongoing
6.
2013 -2014
Complete design and bid the construction of pedestrian safety improvements on Amador Valley
Boulevard in Downtown area.
Complete
7.
2013 -2014
Explore clean water program grant funding for storm water treatment features in the Dougherty Road
Improvement project.
Underway
8.
2013 -2014
Explore funding options for pedestrian bicycle improvements on Amador Plaza Road between Amador
Valley Boulevard and St. Patrick's Way.
Underway
9.
2013 -2014
Explore funding options for Village Parkway downtown corridor improvements.
Underway
10.
2013 -2014
Explore funding options for project environmental studies and engineering design for a downtown
Dublin Boulevard bikeway corridor.
Underway
11.
2012 -2013
Work with Dublin San Ramon Services District (DSRSD) on expansion of the recycled water irrigation
system to Kolb, Stagecoach and Alamo Creek Parks.
Complete
12.
2012 -2013
Work with DSRSD on expansion of the recycled water irrigation system to Kolb, Stagecoach and Alamo
Creek Parks.
Complete
13.
2012 -2013
Develop an environmental recognition program for targeted program practices for Dublin businesses.
Underway
14.
2012 -2013
Complete Central Irrigation Control Upgrades.
Complete
15.
2012 -2013
Develop and implement composting programs at all Dublin Unified School District Middle Schools.
Complete
16.
2012 -2013
Coordinate Energy Audit Outcomes.
Complete
17.
2012 -2013
Partner with California Youth Energy Services to provide energy savings to residents.
Complete
18.
2012 -2013
Construct bypass storm drain on San Ramon Road between Shannon Avenue and Silvergate Drive.
Underway
19.
2011 -2012
Create new Energy Conservation and Generation Element of Dublin General Plan.
Underway
20.
2012 -2013
Explore changes to City policy documents to implement One Bay Area's Sustainable Communities Strategy.
Complete
21.
2012 -2013
Expand the Dublin Unified School District Recycling Contest to the middle schools.
Complete
22.
2012 -2013
Explore a collaborative effort with DSRSD to educate the commercial community about water conservation.
Complete
23.
2012 -2013
Update the Climate Action Plan (CAP).
Complete
24.
2012 -2013
Coordinate implementation of the city's Trash Reduction Plan.
Complete
25.
2012 -2013
Establish storm drain capture project to assist with trash reduction.
Complete
26.
2011 -2012
Create new Water Conservation and Management Element of Dublin General Plan.
Complete
1 -8 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Strategic Plan
Strategies: Strategy #3 continued...
27.
2012 -2013
Develop an ordinance that requires existing and future commercial locations, which have adequate
enclosure space, to provide recycling and composting services.
Complete
28.
2012 -2013
Develop and implement an organics collection program at all City facilities.
Complete
29.
2012 -2013
Develop and implement a green fleet administrative policy.
Complete
30.
2012 -2013
Develop and implement a contract amendment with Amador Valley Industries (AVI) that lowers the cost
of garbage collection services to ensure economic sustainability of the Dublin Unified School District
(DUSD) recycling and composting programs.
Complete
31.
2012 -2013
Develop and implement composting programs at DUSD elementary schools.
Complete
32.
2012 -2013
Explore opportunities to provide a collection point for discarded pharmaceuticals.
Complete
33.
2012 -2013
Work with StopWaste to educate the community on the countywide bag ban.
Complete
34.
2012 -2013
Work with PG &E to promote energy savings programs.
Complete
35.
2012 -2013
Develop a community a -waste recycling opportunity outreach program.
Complete
36.
2011 -2012
Develop a tobacco retailer license system.
Complete
37.
2011 -2012
Develop zoning restrictions that would require a Conditional Use Permit for businesses to sell tobacco
products within 1,000 feet of schools, residential neighborhoods, libraries, etc.
Complete
38.
2010 -2011
Explore the feasibility of a streetlight energy efficiency improvement program along Dublin Boulevard.
Complete
39.
2010 -2011
Explore the feasibility of a mandatory requirement for the installation of sustainable features, like solar
power building infrastructure for future installation, for new residential and non - residential development
projects and look at possible incentives.
Complete
40.
2011 -2012
Partner with schools to do outreach related to waste management with the students and teachers.
Complete
41.
2011 -2012
Explore greater a -waste recycling /disposal opportunities within the City of Dublin.
Complete
42.
2010 -2011
Explore the feasibility of an ordinance that would encourage existing and future commercial locations,
which have adequate enclosure space, to provide recycling services.
Complete
43.
2010 -2011
Conduct six (6) watershed awareness educational events.
Complete
44.
2010 -2011
Explore an environmental recognition program for targeted program practices for Dublin businesses.
Complete
45.
2010 -2011
Explore the feasibility of a green fleet plan for the City.
Complete
46.
2010 -2011
Implement recommended solutions for paperless City Council Meetings.
Complete
47.
2010 -2011
Conduct a volunteer clean -up day in the fall.
Complete
48.
2010 -2011
Develop a template recycling plan to be shared with the commercial sector to increase recycling.
Complete
49.
2010 -2011
Explore and present findings related to creation of food waste programs at City facilities.
Complete
50.
2010 -2011
Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks, soda, etc.)
at city hosted events.
Complete
51.
2010 -2011
Implement a food - scrap, cash - incentive program for single family residential customers.
Complete
52.
2010 -2011
Create a CAP.
Complete
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -9
STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region.
STRATEGIC
1.
O,
2013 -2014
,, Park and MUseL1111S.
Complete the Conservation Assessment Program and prepare implementation plan from recommendations
in the study.
Underway
2.
2013 -2014
Conduct feasibility study on expanding capacity at the Dublin Pioneer Cemetery.
Underway
3.
2013 -2014
Conduct museum study for the Heritage Park Museums and the Camp Parks Collection and determine
collection policies, operational enhancements and opportunities for temporary, virtual and permanent exhibits.
Underway
4.
2012 -2013
Relocate Visitor /Welcome Center to St. Raymond Church to enhance visitor experience and interpretive
opportunities.
Complete
5.
2012 -2013
Update Parks and Community Services Strategic Plan.
Underway
6.
2012 -2013
Develop and implement Parks and Community Services marketing and promotions plan.
Complete
7.
2011 -2012
Pursue a Museum Assessment Program Phase II Application process.
Complete
8.
2011 -2012
Conduct monthly Saturday events at the Dublin Heritage Parks and Museums.
Complete
9.
2011 -2012
Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote rentals of the facility.
Complete
10.
2011 -2012
Establish an Art/Ceramic Studio in the Old Kolb House.
Complete
11.
2011 -2012
Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the Collection (pending
approval by the US Army Center of Military History).
Complete
12.
2010 -2011
Upon relocation of the Kolb properties to the Dublin Historic Park, complete furnishing of buildings and
catalogue /accessioning of the collections of the Kolb family.
Complete
13.
2010 -2011
Conduct a park/facility dedication event for the Dublin Historic Park, Phase I.
Complete
14.
2010 -2011
Produce one exhibit and corresponding catalog each year that will focus on a significant Dublin family or
theme.
Complete
15.
2009 -2010
Implement a self -study and peer review for the Phase II Museum Assessment Program (MAP) — Public
Dimension Assessment for the Dublin Heritage Center.
Complete
16.
2008 -2009
Upon acquisition of the Dublin Square Shopping Center, undertake development of design and construction
documents for Phase I of the Dublin Historic Park.
Complete
17.
2007 -2008
Establish a Visitor Center at St. Raymond's Church.
Complete
18.
2007 -2008
Assess the condition of the Kolb Family properties (house, barn, and workshop) and develop a plan for
relocation of the properties as appropriate.
Complete
19.
2006 -2007
Develop Historic District Master Plan for Dublin Blvd. /Donlon property and implement Specific Plan, if required.
Complete
20.
2006 -2007
Prepare an update to the Parks and Recreation Master Plan.
Complete
21.
2006 -2007
Undertake a site master plan, programming and financial feasibility study for the Dublin Historic Park
including DHPA land /cemetery feasibility study.
Complete
22.
2006 -2007
Research and submit new application for Murray Schoolhouse to be placed on the National Register of
Historic Places.
Complete
23.
2006 -2007
Submit application for California Cultural Historic Endowment grant for Dublin Historic Park project.
Complete
24.
2005 -2006
Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that will optimally highlight
Dublin's history.
Complete
1 -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Strategic Plan
Strategies: Strategy #4 continued...
..
O.
2013 -2014
.•
Complete construction of Phase I and installation of Public Art for Emerald Glen Recreation and Aquatic
Proposed
1.
2015 -2016
Identify additional parkland to serve residential development planned for downtown Dublin.
Complete
Complex.
2013 -2014
2.
2014 -2015
Begin construction of Phase I and fabrication of Public Art for Emerald Glen Recreation and Aquatic Complex.
Proposed
3.
2013 -2014
Complete construction document for Phase I and bid the project for Emerald Glen Recreation and Aquatic
Underway
Identify additional parkland to serve residential development planned for downtown Dublin.
Complete
Complex.
2012 -2013
4.
2013 -2014
Identify opportunities for Public Art at the facility and begin artist selection for Emerald Glen Recreation and
Complete
Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and soccer field.
Complete
Aquatic Complex.
2001 -2002
5.
2012 -2013
Update the Emerald Glen Recreation and Aquatic Complex building and phasing plan and restart design of
Complete
Complete Positano Hills Neighborhood Park.
Complete
the facility.
2007 -2008
6.
2012 -2013
Update Public Facility Impact Fee.
Underway
7.
2008 -2009
Undertake development of design and construction documents for Emerald Glen Recreation and Aquatic
Underway
Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area.
Complete
Complex.
2005 -2006
8.
2007 -2008
Re- evaluate the Facilities Feasibility Study and update the conceptual Master Plan for the Emerald Glen
Complete
Recreation and Aquatic Complex.
STRATEGIC
1.
O.
2013 -2014
#4C: Expand and enhance EILIblin Heritage Park and Museurns.
Determine if there are park sites in the Eastern Dublin Specific Plan that may be suitable for a more passive
park.
Underway
2.
2012 -2013
Identify additional parkland to serve residential development planned for downtown Dublin.
Complete
3.
2013 -2014
Complete Passatempo Neighborhood Park.
Complete
4.
2013 -2014
Complete Schaefer Ranch Park.
Complete
5.
2012 -2013
Identify additional parkland to serve residential development planned for downtown Dublin.
Complete
6.
2012 -2013
Update Public Facility Impact Fee.
Underway
7.
2012 -2013
Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and soccer field.
Complete
8.
2001 -2002
Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments,
Complete
9.
2012 -2013
Complete Positano Hills Neighborhood Park.
Complete
10.
2007 -2008
Complete GPA Study on the Transportation Corridor Right -of -Way.
Complete
11.
2006 -2007
Closely monitor development projects Citywide to identify potential sites for a unique passive park/
recreation facility.
Complete
12.
2005 -2006
Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area.
Complete
13.
2005 -2006
Conduct research on various unique passive park/recreation facilities and identify preferred components and
site requirements.
Complete
Strategic Plan k City of Dublin Fiscal Years 2014 -15 and 2015 -16
STRATEGY #S: Identify new and /or enhanced opportunities for community promotion, marketing, engagement and
outreach.
STRATEGIC
1.
GOAL
2013 -2014
Create a comprehensive marketing and branding plan for the City.
Underway
2.
2013 -2014
Conduct community outreach to update the Parks and Community Services Strategic Plan.
Underway
3.
2013 -2014
Explore alternative to connect residents with City Hall and educate the community on available City services.
Underway
4.
2013 -2014
Develop "Welcome Packet" for residents of new neighborhoods, augmented by information on City website.
Underway
5.
2013 -2014
Explore feasibility of establishing a Human Services Commission focusing on Tri- Valley social service issues.
Complete
6.
2013 -2014
Collaborate with Alameda County 2 -1 -1 to promote available services in the community.
Underway
7.
2013 -2014
Develop and distribute info guide on "Celebrating with Fireworks."
Complete
8.
2013 -2014
Develop and distribute informational guide on participating in "P.A.C." (Pulsepoint, AED's, CPR) to help save
lives.
Complete
9.
2013 -2014
Develop Neighborhood Resources newsletter for community outreach on a bi- annual basis.
Complete
10.
2013 -2014
Create a Neighborhood Resources newsletter for community outreach on a bi- annual basis.
Complete
11.
2013 -2014
Engage local businesses in updating Business Watch program.
Underway
12.
2013 -2014
Implement redesigned Neighborhood Watch Program and "National Night Out" event.
Complete
13.
2013 -2014
Investigate collaborative opportunities with local mental health providers to promote mental illness support
services within the community.
Ongoing
14.
2013 -2014
Develop and actively seek opportunities to provide community presentations on frequently requested and
emerging safety topics.
Ongoing
15.
2012 -2013
Develop Marketing and Promotions Plan for the programs, classes and events offered by the Parks and
Community Services Department.
Underway
16.
2012 -2013
Continue to evaluate Social Media uses and options for general City use.
Underway
17.
2012 -2013
Develop and Implement Parks and Community Services marketing and promotions plan.
Underway
18.
2012 -2013
Expand options available as part of the Camp Connector program.
Underway
19.
2012 -2013
Expand Saturday programs to include use of existing preschool classrooms at Shannon Community Center
and Emerald Glen Park.
Underway
20.
2012 -2013
Facilitate roundtables with commercial brokers and the development community.
Complete
21.
2012 -2013
Develop business meetings /summits with property owners around key areas of interest.
Complete
22.
2012 -2013
Identify new opportunities for Neighborhood Outreach and education programs.
Complete
23.
2012 -2013
Expand Crime Prevention Education and Outreach materials on City website.
Complete
24.
2012 -2013
Establish Residential Fire Sprinkler Community Awareness Program.
Complete
25.
2011 -2012
Update Dublin General Plan to include new information, graphics and photos.
Complete
26.
2012 -2013
Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Activities.
Complete
27.
2011 -2012
Develop and distribute an Annual Report on City Accomplishments.
Complete
28.
2011 -2012
Develop a Faith and Culture Based Network that will assist Dublin Police Services in bridging the gaps
between the Police and various faiths and cultures.
Complete
29.
2011 -2012
Implement five Volunteer Projects.
Complete
30.
2011 -2012
Partner with schools to do outreach related to waste management with students and teachers.
Complete
1 -12 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Strategic Plan
Strategies: Strategy #5 continued
STRATEGIC
,
I Continued
Develop a Design Awards Program to recognize new and remodeled projects of special quality.
Complete
31.
2011 -2012
32.
2011 -2012
Develop Social Media Policies.
Complete
33.
2010 -2011
Implement City Communication Plan.
Complete
34.
2010 -2011
Develop and distribute quarterly e- newsletter by market segment to coincide with publication of Activity Guide.
Complete
35.
2010 -2011
Prepare and produce semi - annual Public Service Announcement via local radio (KKIQ) for crime prevention/
safety tips and upcoming Police Services events.
Complete
36.
2010 -2011
Update the City's website and include an element of community involvement in the process.
Complete
37.
2010 -2011
Explore options for a listsery system to inform the community of City meetings, news, and events.
Complete
38.
2009 -2010
Produce a Citywide Newsletter.
Complete
39.
2009 -2010
Explore the feasibility of acquiring or producing a crime prevention video for distribution to targeted
audiences within the community and determine the best means of delivery. Primary focus would be on
minimizing risk of being a victim of property crimes.
Complete
Strategic Plan * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -13
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City
A bIX
Introduction
The City of Dublin adopts a biennial budget which incorporates the estimated revenue and expenditures for the City in
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. A copy of the resolution adopted by the City Council is included in this section for informational
purposes. 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 (excluding transfers)
#2 — Position Allocation Plan
#3 — FY 2014 -15 Appropriations Limit
#4 — Fund Balance Reserves Polity
#5 — Glossary /Index
#6 — Demographics
#7 — Budget Resolution
Appendix k City of Dublin Fiscal Years 2014 -15 and 2015 -16
Historical Comparison of Revenue by Source
x Figure 97 1 HISTORICAL COMPARISON OF REVENUE BY SOURCE
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
GENERAL 0i0
Property Taxes
Current Secured
$17,940,100
$18,506,450
$19,522,454
$19,738,751
$20,232,220
Current Unsecured
$1,135,445
$1,164,000
$1,164,000
$1,193,100
$1,222,928
In Lieu Property Tax
$3,584,445
$3,667,000
$3,667,000
$4,030,439
$4,131,200
Supplemental
$344,318
$444,700
$444,700
$455,818
$467,213
Prior Secured
$609,272
$280,000
$280,000
$387,000
$394,175
Prior Unsecured
($81,284)
$5,000
$5,000
$5,125
$5,253
Property Tax Penalties
$57,806
$85,900
$85,900
$88,048
$90,249
Sub -Total
$23,590,102
$24,153,050
$25,169,054
$25,898,281
$26,543,238
Sales Tax
Sales and Use Tax
$11,392,472
$12,203,550
$12,364,098
$12,863,200
$12,990,030
In Lieu Sales Tax
$3,966,868
$4,067,850
$4,705,850
$4,823,496
$4,944,083
Sub -Total
$15,359,340
$16,271,400
$17,069,948
$17,686,696
$17,934,113
Other Taxes
Property Transfer Tax
$873,022
$491,100
$491,100
$475,000
$475,000
Transient Occupancy Tax (Hotel)
$1,003,146
$898,100
$898,100
$950,000
$950,000
Sub -Total
$1,876,167
$1,389,200
$1,389,200
$1,425,000
$1,425,000
Franchise Taxes
Electric
$451,392
$463,500
$590,337
$538,500
$538,500
Gas
$93,985
$105,300
$105,300
$105,300
$105,300
Garbage
$1,883,489
$1,700,000
$1,700,000
$2,000,000
$1,925,750
Cable
$749,223
$675,000
$675,000
$745,000
$750,000
Sub -Total
$3,178,090
$2,943,800
$3,070,637
$3,388,800
$3,319,550
Licenses
Business Licenses
$139,300
$138,000
$138,000
$138,000
$138,000
Taxi Company
$5,741
$4,970
$4,970
$4,970
$4,970
Taxi Driver
$10,927
$8,080
$8,080
$8,080
$8,080
Tobacco Retailing License
$7,800
$7,800
$7,800
Massage
$3,824
$1,740
$1,740
$1,740
$1,740
Massage - Employee
$750
$1,600
$1,600
$1,600
$1,600
Peddler
$1,912
$1,130
$1,130
$1,797
$1,797
Animal
$7,201
$6,000
$6,000
$7,000
$7,000
Sub -Total
1 $177,4541
$161,520
$161,5201
$170,987
$170,987
J -2 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
GENERAL FUND 000
Permits
Fire Permits - Self Inspected
$7,051
$12,860
$12,860
$12,996
$12,996
Fire Permits - Annual
$58,895
$45,000
$65,000
$83,200
$83,700
Planning Permits
$57,958
$52,740
$52,740
$52,740
$52,740
Building Permits
$4,627,631
$2,255,020
$3,781,700
$3,171,473
$1,733,925
Construction and Demo Permits
$126,956
$56,290
$79,486
$124,654
$47,666
City Calgreen Building Permit Surcharge
$126,972
$146,420
$262,584
$207,638
$96,358
Encroachment/Transportation
$57,209
$48,910
$122,573
$57,000
$57,000
Grading
$6,761
$3,320
$3,320
$2,652
$2,652
Newspaper Racks Permit
$1,440
$3,240
$3,240
$1,440
Miscellaneous Permits
$7,181
$5,450
$5,450
$5,692
$5,832
Sub -Total
$5,078,054
$2,629,250
$4,388,953
$3,718,045
$2,094,309
Fines & Penalties
Other Court Fines
$61,099
$63,580
$63,580
$63,580
$63,580
Parking Citations
$68,464
$72,430
$72,430
$72,430
$72,430
Business License Penalties
$3,053
$2,250
$2,250
$2,250
$2,250
Sub -Total
$132,616
$138,260
$138,260
$138,260
$138,260
Revenue from Use of Money & Property
Interest
($524,527)
$652,970
$352,970
$368,581
$429,890
Field & Court Rentals
$202,406
$193,550
$193,550
$193,550
$193,550
Facility Rentals
$283,397
$307,950
$307,950
$290,170
$290,170
Picnic Area Rentals
$17,621
$15,740
$15,740
$15,740
$15,740
Leased Property
$62,013
$64,030
$64,030
$516,576
$527,129
Sub -Total
$40,910
$1,234,240
$934,240
$1,384,617
$1,456,479
Intergovernmental - State
Mandated Costs Reimbursement
$24,835
$10,000
$15,000
Property Tax Relief (HOPTR)
$184,069
$183,620
$183,620
$183,620
$183,620
Sub -Total
$208,904
$183,620
$183,620
$193,620
$198,620
Charge for Services
General & Administrative
Sale of Documents
$10,182
$3,700
$3,700
$3,700
$3,700
Building Use Insurance
$19,640
$16,000
$16,000
$16,000
$16,000
General &Administrative
$29,8221
$19,700
$19,7001
$19,700
$19,700
Appendix K City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -3
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
GENERAL iii
Police Services
Police Reports
$2,653
$1,380
$1,380
$2,380
$2,380
Background Letter
$1,570
$1,070
$1,070
$1,300
$1,300
ABC Letter
$616
$420
$420
$620
$620
LiveScan
$4,160
$3,000
$3,000
$3,000
$3,000
Fingerprints
$3,694
$2,630
$2,630
$3,800
$3,800
Vehicle Release
$31,597
$41,780
$41,780
$41,780
$41,780
Fix It Tickets
$395
$310
$310
$310
$310
Repo Releases
$780
$600
$600
$600
$600
DUI Response Costs Recovery
$917
$2,110
$2,110
$2,110
$2,110
Miscellaneous Police Services
$803
$820
$820
$820
$820
Police Services
$47,185
$54,120
$54,120
$56,720
$56,720
Fire Services
Fire Alarm
$28,796
$8,050
$38,000
$25,000
$16,000
Sprinkler /Underground
$357,523
$105,000
$200,000
$187,000
$97,000
Fixed System
$1,796
$660
$660
$1,010
$1,010
Fire Plan Check
$41,120
$32,850
$50,000
$35,500
$23,785
Miscellaneous Fire Services
$5,139
$3,100
$3,100
$7,580
$7,580
Santa Rita Services
$881,827
$820,000
$525,000
$570,000
$570,000
Fire Services
$1,316,201
$969,660
$816,760
$826,090
$715,375
Environmental Services
Waste Management Admin Fee
$704,119
$670,000
$670,000
$715,000
$730,000
Local Share Permit Surcharge - Green Bldg
$1,689
$790
$790
$1,143
$525
Environmental Services
$705,808
$670,790
$670,790
$716,143
$730,525
Parks & Community Services
Cultural Arts Activities
$155,606
$133,250
$133,250
Heritage Center Programs
$9,742
$12,090
$12,090
$10,740
$10,740
Cemetery
$1,150
$3,180
$3,180
$1,150
$1,150
Community Events & Festivals
$164,077
$142,050
$142,050
$133,140
$133,140
Family Programs
$515,678
$391,290
$391,290
$515,767
$515,767
Recreational Activities
$252,317
$285,790
$285,790
$385,607
$385,607
Preschool Programs
$447,971
$479,260
$479,260
$446,700
$466,850
Senior Programs
$82,243
$81,150
$81,150
$81,150
$81,150
Sports Programs
$616,798
$452,430
$452,430
$529,197
$529,197
Aquatic Programs
$197,924
$176,170
$176,170
$176,170
$176,170
Parks & Community Services
$2,443,507
$2,156,660
$2,156,660
$2,279,621
$2,299,771
Sub -Total
$4,542,522
$3,870,930
$3,718,030
$3,898,274
$3,822,091
J-4 City of Dublin Fiscal Years 2014 -15 and 2015 -16 x Appendix
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
GENERAL FUND 0i0
Development Services
2101)
Interest
$810 $1,280 $1,280 $211 $263
Sub -Total
$810 $1,280 $1,280 $211 $263
Zoning
$2,297,113
$976,130
$1,749,130
$952,474
$952,474
Plan Checking
$2,210,601
$2,233,880
$2,233,880
$2,250,373
$2,256,446
Local Share Permit Surcharge - Zone 7
$23,437
$9,240
$9,240
$9,900
$4,075
Local Share Permit Surcharge - SMIP
$2,097
$1,520
$1,520
$2,799
$649
Business License City Admin CASp fee
$377
$1,930
$1,930
$1,932
$1,932
Sub -Total
$4,533,625
$3,222,700
$3,995,700
$3,217,478
$3,215,576
General Revenue
Sale of Property
$166,666
Donations and Sponsorships
$74,525
$78,250
$89,750
$100,250
$100,250
Miscellaneous Revenue
$116,398
$93,080
$93,080
$101,791
$102,001
Reimbursement, General
$3,877,952
$105,930
$105,930
$133,461
$133,671
Reimbursement, Damage
$22,439
$19,370
$19,370
$22,502
$22,502
Community Benefit Payments
$4,154,160
$1,461,210
$1,846,210
$2,426,174
$1,127,315
Sub -Total
$8,412,140
$1,757,840
$2,154,340
$2,784,179
$1,485,740
TOTAL
S67,129,924
S57,955,81 i
S62,373,502
S63,904,237
:0
STATE SEIZURE/SPECIAL ACTIVITY FUND (#
Interest
2101)
Interest
$810 $1,280 $1,280 $211 $263
Sub -Total
$810 $1,280 $1,280 $211 $263
General Revenue
Miscellaneous Revenue
$9,822
Sub -Total
$9,822
TOTAL
S10,632 :i S1,280 S211 S263
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -5
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
ABATEMENT VEHICLE
Interest
Interest
$435
Sub -Total
$435
Interest
$1,938
$3,060
$3,060
$1,481
$2,101
Sub -Total
$1,938
$3,060
$3,060
$1,481
$2,101
Intergovernmental - County
County Grants
$26,705
$30,460
$30,460
$30,460
$30,460
Sub -Total
$26,705
$30,460
$30,460
$30,460
$30,460
TOTAL
:64
i
S33,520
S31,941
,
SLES/COPS
Interest
Interest
$435
Sub -Total
$435
Vehicle Fines
$193,411
Intergovernmental - State
$148,280
Other State Grants
$103,315 $100,000 $100,000 $100,000 $100,000
Sub -Total
$103,315 $100,000 $100,000 $100,000 $100,000
TOTAL
S103,750 S100,000 S100,000 S100,000 S100,000
TRAFFIC SAFETY (# 0.
Fines & Penalties
Vehicle Fines
$193,411
$148,280
$148,280
$148,280
$148,280
Sub -Total
$193,411
$148,280
$148,280
$148,280
$148,280
Interest
Interest
$595
$788
$815
Sub -Total
$595
$788
$815
Intergovernmental - State
Other State Grants
$32,350
Sub -Total
$32,350
General Revenue
Reimbursement, General
$11,825
Sub -Total
$11,825
TOTAL
S205,831
S148,280
S180,630
S149,068
S149,095
J -6 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Appendix
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
FEDERAL
Interest
Interest
$504
$27 $41
Interest
$1,540
$1,360
$1,360
$1,843
$2,506
Sub -Total
$1,540
$1,360
$1,360
$1,843
$2,506
Property Tax Penalties
$460
$1,000
$1,000
$1,000
$1,000
General Revenue
$152,234
$159,000
$159,000
$159,000
$159,000
Miscellaneous Revenue
$416,601
Reimbursement, General
$98
Sub -Total
$416,699
$86
$165
TOTAL
S418,239
60
S1,360
S1,843
06
EMS SPECIAL REVENUE (# 2109)
Property Taxes
Interest
$504
$27 $41
Current Secured
$150,696
$155,500
$155,500
$155,500
$155,500
Prior Secured
$1,078
$2,500
$2,500
$2,500
$2,500
Property Tax Penalties
$460
$1,000
$1,000
$1,000
$1,000
Sub -Total
$152,234
$159,000
$159,000
$159,000
$159,000
Interest
Interest
$374
$86
$165
Sub -Total
$374
$86
$165
Intergovernmental - County
County Grants
1 $173,860
$177,630
$177,630
$177,630
$177,630
Sub -Total
$173,860
$177,630
$177,630
$177,630
$177,630
TOTAL
4.
ENFORCEMENT ••
Interest
Interest
$504
$27 $41
Sub -Total
$504
$27 $41
Intergovernmental - State
Other State Grants
$4,629
$1,230 $1,230 $1,230
Sub -Total
$4,629
$1,230 $1,230 $1,230
TOTAL
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -7
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
STATE GAS TAX (# 2201)
Interest
Interest
$979 $1,325
Sub -Total
$979 $1,325
Interest
$18,089
$21,050
$21,050
$10,650
$11,199
Sub -Total
$18,089
$21,050
$21,050
$10,650
$11,199
Intergovernmental - State
Gas Tax Section 2105
$175,129
$228,070
$228,070
$234,542
$230,000
Gas Tax Section 2106
$206,714
$155,990
$155,990
$187,328
$180,000
Gas Tax Section 2107
$340,431
$339,560
$339,560
$288,189
$280,000
Gas Tax Section 2107.5
$6,000
$6,000
$6,000
$6,000
$6,000
Prop 42 (TCRF) Replacement
$424,583
$691,020
$691,020
$510,361
$510,000
Sub -Total
$1,152,856
$1,420,640
$1,420,640
$1,226,420
$1,206,000
TOTAL
S1,170,945
S1,4411,690
S1,441,690
S1,237,070
S1,217,199
TRANSPORTATION DEVELOPMENT ACT (# 2203)
Interest
Interest
$979 $1,325
Sub -Total
$979 $1,325
Intergovernmental - State
Other State Grants
$163,100 $163,100 $207,400
Sub -Total
$163,100 $163,100 $207,400
TOTAL
ii S163,100 S208,379
J -8 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
2204) ACTC SALES TAX - LOCAL STREETS (#
Sales Tax
Sales and Use Tax
$369,676
$366,370
$366,370
$363,525
$363,525
Sub -Total
$369,676
$366,370
$366,370
$363,525
$363,525
Interest
Interest
$7,147
$7,270
$7,270
$13,238
$16,341
Sub -Total
$7,147
$7,270
$7,270
$13,238
$16,341
General Revenue
Reimbursement, General
$282,993
$2,000,000
$2,000,000
$6,267,000
Sub -Total
1 $282,993
$2,000,000
$2,000,000
$6,267,000
TOTAL
S376,823
S2,373,640
S2,373,640
S6,643,763
S379,866
Sales Tax
Sales and Use Tax
$131,752
$130,570
$130,570
$127,956
$127,956
Sub -Total
$131,752
$130,570
$130,570
$127,956
$127,956
Interest
Interest
$837
$2,200
$2,200
$448
$1,275
Sub -Total
$837
$2,200
$2,200
$448
$1,275
General Revenue
Reimbursement, General
$282,993
Sub -Total
1 $282,993
TOTAL
S415,582
S132,770
S132,770
404
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -9
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
TRAFFIC HIGHWAY SAFETY :O
Interest
Interest $
$2,695
Sub -Total $
$2,695
Intergovernmental — State
Other State Grants $
$1,000
Sub -Total $
$1,000
Interest
Interest $2,795 $349 $744
Sub -Total $2,795 $349 $744
Intergovernmental — County
ACTC —Vehicle Registration Fee $288,819 $217,160 $217,160 $217,160 $217,160
Sub -Total $288,819 $217,160 $217,160 $217,160 $217,160
General Revenue
Reimbursement, General $723
Sub -Total $723
TOTAL S292,338 S217,160 S217,160 S217,509 S217,904
1 -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
1 -10 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
MEASURE D (# 2302)
Interest
Interest
Interest
$66
$900
$900
$876
$1,395
Sub -Total
$66
$900
$900
$876
$1,395
Intergovernmental - County
Intergovernmental - State
County Grants
$18,000
$13,480
$13,480
$10,000 $10,000
Other state Grants
$32,624
$10,000
$10,000
$13,000
$13,000
Sub -Total
$32,624
$10,000
$10,000
$13,000
$13,000
Garbage Penalties
$9,468
$15,000
$15,000
$10,000
$10,000
Intergovernmental - County
$2,635,880
$2,638,210
$2,830,000
$3,093,531
$3,340,715
County Grants
$134,220
$140,000
$140,000
$134,000
$134,000
Sub -Total
$134,220
$140,000
$140,000
$134,000
$134,000
TOTAL
S166,910
S150,900
S150,900
S147,876
S148,395
GARBAGE
Interest
Interest
Interest
$3,543
$850
$85
$635
$827
Sub -Total
$3,543
$85
$635
$827
Intergovernmental - County
Environmental Services
County Grants
$18,000
$13,480
$13,480
$10,000 $10,000
Residential Garbage /Recycle
$2,604,826
$2,573,210
$2,765,000
$3,063,531
$3,310,715
Residential Garbage /Recycle Prior Year
$21,586
$50,000
$50,000
$20,000
$20,000
Garbage Penalties
$9,468
$15,000
$15,000
$10,000
$10,000
Sub -Total
$2,635,880
$2,638,210
$2,830,000
$3,093,531
$3,340,715
TOTAL
7T
•
iii
7
S3,094,166
,
LOCAL RECYCLING PROGRAMS i4
Interest
Interest
$1,582
$850
$850
$85
Sub -Total
$1,582
$850
$850
$85
Intergovernmental - County
County Grants
$18,000
$13,480
$13,480
$10,000 $10,000
Sub -Total
$18,000
$13,480
$13,480
$10,000 $10,000
. ..
TOTAL
S19,582
S14,330
S14,330
S10,085 S10,000
Appendix 0 City of Dublin Fiscal Years 2014 -15 and 2015 -16
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -96
STORM
Interest
,
Interest
$1,672
$2,280
$2,280
$5,917 $7,950
Sub -Total
$1,672
$2,280
$2,280
$5,917 $7,950
$7,500
$3,107
$3,107
Property Tax Penalties
$1,534
Intergovernmental - State
$2,950
$1,674
$1,674
Sub -Total
Other State Grants
$141,947
$756,770
$756,770
$769,570
Sub -Total
$141,947
$756,770
$756,770
$769,570
TOTAL
S143,619
i
S759,050
S775,487
STREET LIGHT DISTRICT (# i i
Property Taxes
Current Secured
$509,542
$513,910
$513,910
$542,715
$552,912
Prior Secured
$3,071
$7,500
$7,500
$3,107
$3,107
Property Tax Penalties
$1,534
$2,950
$2,950
$1,674
$1,674
Sub -Total
$514,147
$524,360
$524,360
$547,496
$557,693
Interest
Interest
$5,469
$7,830
$7,830
$3,570
$5,724
Sub -Total
$5,469
$7,830
$7,830
$3,570
$5,724
General Revenue
Reimbursement, Damage
$2,500
$2,500
Sub -Total
$2,500
$2,500
TOTAL
S519,616
S534,690
S534,690
S551,066
J -12 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
LANDSCAPE
Property Taxes
04
Interest
$7,132
$3,290 $3,290 $7,789 $7,855
Current Secured
$464,296
$496,480
$496,480
$539,347
$561,653
Prior Secured
$1,123
$3,010
$3,010
$1,252
$1,252
Property Tax Penalties
$1,210
$1,110
$1,110
$1,250
$1,250
Sub -Total
$466,628
$500,600
$500,600
$541,849
$564,155
Cable TV Support
$138,621
$135,000
$135,000
$149,000
$150,000
Interest
$138,621
$135,000
$135,000
$149,000
$150,000
Interest
$3,435
$5,260
$5,260
$2,066
$2,983
Sub -Total
$3,435
$5,260
$5,260
$2,066
$2,983
TOTAL
S470,063
S505,860
S505,860
S543,915
S567,138
PUBLIC • :0
Interest
Interest
$7,132
$3,290 $3,290 $7,789 $7,855
Interest
Sub -Total $7,132
$3,290 $3,290 $7,789 $7,855
$2,830
$1,765
$3,345
General Revenue
$941
$2,830
Developer Contribution
$1,321,615
$500,835
Sub -Total $1,321,615
$500,835
TOTAL
S1,328,747
•0 S504,125 ..
CABLE TV FACILITIES (# 2811)
Interest
Interest
$941
$2,830
$2,830
$1,765
$3,345
Sub -Total
$941
$2,830
$2,830
$1,765
$3,345
General & Administrative
Cable TV Support
$138,621
$135,000
$135,000
$149,000
$150,000
Sub -Total
$138,621
$135,000
$135,000
$149,000
$150,000
TOTAL
S139,562
S137,830
S137,830
S150,765
S153,345
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -13
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
AFFORDABLE •i
Interest
Interest
$53,319
$90,750
$90,750
$46,737
$78,484
Sub -Total
$53,319
$90,750
$90,750
$46,737
$78,484
Loan Repayments
Interest
$15,071
$3,310
$3,310
$2,319
$1,185
Sub -Total
$15,071
$3,310
$3,310
$2,319
$1,185
TOTAL
.4:
S4,210
S4,210
S2,819
S1,879
Development Services
Housing Services
$97,854
$47,600
$47,600
$43,360
$43,360
Sub -Total
$97, 854
$47,600
$47,600
$43,360
$43,360
General Revenue
Developer Contribution
$2,404,809
$787,750
$2,500,000
$1,234,416
$2,420,000
Sub -Total
$2,404,809
$787,750
$2,500,000
$1,234,416
$2,420,000
TOTAL
S2,571,053
ii
;,,
NOISE MITIGATION FUND (# •0
Interest
Interest
$624
$900
$900
$500
$694
Sub -Total
$624
$900
$900
$500
$694
General Revenue
Developer Contribution
$5,024
$3,310
$3,310
$2,319
$1,185
Sub -Total
$5,024
$3,310
$3,310
$2,319
$1,185
TOTAL
.4:
S4,210
S4,210
S2,819
S1,879
J -14 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
PUBLIC FACILITY FUND ., 00
Interest
Interest $
$143,399 $
$205,140 $
$205,140 $
$97,214 $
$142,177
Sub -Total $
$143,399 $
$205,140 $
$205,140 $
$97,214 $
$142,177
General Revenue
Developer Contribution $
$12,830,985 $
$7,420,840 $
$7,420,840 $
$6,568,424 $
$3,667,107
Sub -Total $
$12,830,985 $
$7,420,840 $
$7,420,840 $
$6,568,424 $
$3,667,107
•A i0
Interest
Interest $77,128 $70,310 $70,310 $36,403 $55,868
Sub -Total $77,128 $70,310 $70,310 $36,403 $55,868
General Revenue
Developer Contribution $2,713,851 $1,952,480 $2,956,430 $2,189,044 $880,777
Miscellaneous Revenue $90,530 $90,530
Sub -Total $2,713,851 $2,043,010 $3,046,960 $2,189,044 $880,777
CROSSING TOTAL S2,790,980 S2,113,320 S3,117,270 S2,225,447 S936,645
DUBLIN (# 4401)
Interest
Interest $80,284
Sub -Total $80,284
General Revenue
Developer Contribution $10,000,000
Sub -Total $10,000,000
TOTAL S10,080,284
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -15
DUBLIN (# 4401)
Interest
Interest $80,284
Sub -Total $80,284
General Revenue
Developer Contribution $10,000,000
Sub -Total $10,000,000
TOTAL S10,080,284
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -15
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -15
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
INTERNAL POLICE VEHICLES
Interest
(# 6101)
i
Interest
$7,002
$4,280
$4,280
$4,396
$6,260
Sub -Total
$7,002
$4,280
$4,280
$4,396
$6,260
Charge for Services
Internal Service Charges
$155,642
$201,600
$201,600
$197,715
$196,553
Sub -Total
$155,642
$201,600
$201,600
$197,715
$196,553
$148,681
TOTAL
S174,510
S23,510
S17,023
S164,741
General Revenue
Sale of Property
$14,770
$9,000
$9,000
$7,500
$6,000
Sub -Total
$14,770
$9,0001
$9,0001
$7,5001
$6,000
TOTAL S177,414
S214,880
S214,880
S209,611
S208,813
INTERNAL ,
Interest
APPARATUS
i
Interest
$18,570
$25,840
$25,840
$16,060
$23,166
Sub -Total
Sub -Total $18,570
$25,840
$25,840
$16,060
$23,166
Charge for Services
Internal Service Charges
$155,940
$152,430
$152,430
$148,681
$148,681
Sub -Total
Sub -Total
$155,940
$152,430
$152,430
$148,681
$148,681
TOTAL
S174,510
S23,510
S17,023
S164,741
;I
INTERNAL
Interest
i
Interest
$1,100
$1,460
$1,460
$1,352
$1,911
Sub -Total
$1,100
$1,460
$1,460
$1,352
$1,911
Charge for Services
Internal Service Charges
$19,697
$22,050
$22,050
$15,671
$8,380
Sub -Total
$19,697
$22,050
$22,050
$15,671
$8,380
TOTAL
96
S23,510
S23,510
S17,023
,
J -16 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
INTERNAL SERVICE FUND
Interest
BUILDINGS (9 6201)
Interest
$73,945
$57,610
$57,610
$27,691
$35,357
Sub -Total $
Sub -Total $73,945
$57,610
$57,610
$27,691
$35,357
Charge for Services
Internal Service Charges
$170,628
$170,630
$170,630
$150,237
$144,557
Sub -Total $
Sub -Total $170,628
$170,630
$170,630
$150,237
$144,557
TOTAL
S244,573
S228,240
S228,240
S177,928
S179,914
INTERNAL SERVICE FUND - EQUIPMENT (# i
i
Interest $
$20,722 $
$20,010 $
$20,010 $
$18,234 $
$26,379
Sub -Total $
$20,722 $
$20,010 $
$20,010 $
$18,234 $
$26,379
Charge for Services
Internal Service Charges $
$387,564 $
$379,920 $
$379,920 $
$431,831 $
$401,244
Sub -Total $
$387,564 $
$379,920 $
$379,920 $
$431,831 $
$401,244
INTERNAL SERVICE FUND - EQUIPMENT (# 6302)
Interest
Interest $3,951 $7,343
Sub -Total $3,951 $7,343
Charge for Services
Internal Service Charges $413,340 $413,340 $245,205 $245,205
Sub -Total $413,340 $413,340 $245,205 $245,205
TOTAL 40 S413,340 S249,156 4:
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -17
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -17
Historical Comparison of Revenue by Source continued
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
•••
Interest
.40
i
Interest
$1,318
$2,830
$2,830
$2,558
$4,337
Sub -Total
Sub -Total $1,318
$2,830
$2,830
$2,558
$4,337
Sub -Total
$1,041
$2,440
$2,440
$180
$264
Charge for Services
Internal Service Charges
$505,667
$104,664
$104,670
$104,670
$104,665
$104,665
$505,667
Sub -Total
$104,664
$104,670
$104,670
$104,665
$104,665
TOTAL
S105,982
i ii
S107,500
S107,223
5109,002
INTERNAL SERVICE FUND - MAINTENANCE
Interest
& REPAIRS
i
Interest
$1,239
$1,580
$1,580
$1,842
$2,494
Sub -Total
$1,239
$1,580
$1,580
$1,842
$2,494
Sub -Total
$1,041
$2,440
$2,440
$180
$264
Charge for Services
Internal Service Charges
$505,667
$532,930
$532,930
$507,155
$539,302
Sub -Total
$505,667
$532,930
$532,930
$507,155
$539,302
Sub -Total
$1,198,363
$1,362,740
$1,362,740
$1,387,285
$1,491,444
General Revenue
Reimbursement, Damage
$17,375
Sub -Total
$17,375
$428,660
$428,660
$530,400
$607,750
TOTAL
S524,281
S534,510
i
S508,997
$607,750
RETIREE HEALTH FUND (# .0
Interest
Interest
$1,041
$2,440
$2,440
$180
$264
Sub -Total
$1,041
$2,440
$2,440
$180
$264
Charge for Services
Internal Service Charges
$1,198,363
$1,362,740
$1,362,740
$1,387,285
$1,491,444
Sub -Total
$1,198,363
$1,362,740
$1,362,740
$1,387,285
$1,491,444
General Revenue
Reimbursement, General
$447,470
$428,660
$428,660
$530,400
$607,750
Sub -Total
$447,470
$428,660
$428,660
$530,400
$607,750
TOTAL
S1,646,874
S1,793,840
S1,793,840
S1,917,865
S2,099,458
1 -18 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Historical Comparison of Revenue by Source continued...
Actual Adopted Amended Adopted Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2015 -16
CAPITAL ENERGY EFFICIENCY
Interest
Interest Fiscal Agent
$864
Sub -Total
$864
Charge for Services
Internal Service Charges
$799,967
$535,892
$550,654
Sub -Total
$799,967
$535,892
$550,654
Other Financing Source
Proceeds from Capital Lease Financing
$6,755,824
Sub -Total
$6,755,824
TOTAL
S6,756,688
S799,967
S535,892
S550,654
Note: Excludes Agency Funds and Transfers In
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 1 -19
Position Allocation Plan
Summary by Department
x Figure 981 POSITION ALLOCATION BY DEPARTMENT
Change
Actual Adopted Amended Adopted from Forecast
CITY CLERK
City Positions 2.001 2.001 2.00
2.000
POLICE DEPARTMENT
City Positions 7.001 7.001 7.001 7.00 1 1 7.00
Contract Positions 53.00 53.00 53.00 53.00 53.00
Total 60A0 60.00` 60.00 60.00 60.00
J -20 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Position Allocation Plan: Summary by Department continued...
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 2014 -15 and 2015 -16 J -21
Change
Actual
Adopted
Amended
Adopted
from
Forecast
Department/Classification 2012 -13
2013 -14
2013 -14
2014 -15
2013 -14
2015 -16
PARKS
City Positions 22.10
24.101
24.10
_25.101
1.001
240
Contract Positions 10.82
12.791
12.791
13.861
1.071
13.86
,.
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 2014 -15 and 2015 -16 J -21
City Positions
x Figure 99 1 CITY POSITIONS
Department/Classification
Change
Actual Adopted Amended Adopted from Forecast
2012 -13 2013 -14 2013 -14 2014 -15 2013 -14 2015 -16
CITY MANAGER
City Manager
1.00
1.00
1.00
1.00
0.75
1.00
Assistant City Manager
1.00
1.00
1.00
1.00
Total �► 1.F t.75
1.00
Assistant to the City Manager
2.50
1.00
1.00
0.34
0.34
0.34
Administrative Technician
1.00
1.00
1.00
1.00
(1.00)
1.00
City Clerk/Records Manager
1.00
1.00
1.00
(1.00)
Executive Aide
1.00
1.00
1.00
1.00
1.00
Senior Office Assistant
1.50
1.50
1.50
1.00
(0.50)
1.00
TOW
1.00
1.00
1.00
1.00
1.00
HUMAN RESOURCES
Human Resources Director 1.00 1.00 1.00
1.00
1.00
1.00
Administrative Analyst II 0.75 0.75 0.75
0.75
1.00
1.00
Senior Office Assistant
0.50
0.50
0.50
Total �► 1.F t.75
2.25
0.,
2.50
ADMINISTRATIVE
Administrative Services Director
1.00
1.00
1.00
1.00
1.00
Accountant
1.00
2.00
2.00
2.00
2.00
Administrative Technician
1.00
1.00
1.00
1.00
1.00
Assistant Admin. Services Director /Budget
1.00
1.00
1.00
1.00
Budget Manager
1.00
Finance Manager
1.00
1.00
1.00
1.00
1.00
Finance Technician II
1.50
1.75
1.75
1.75
1.75
GIS Coordinator
1.00
1.00
1.00
1.00
1.00
Information Systems Manager
1.00
1.00
1.00
1.00
1.00
Information Systems Technician I /II
1.00
1.00
1.00
2.00
1.00
2.00
Network Systems Coordinator
1.00
1.00
1.00
(1.00)
Senior Finance Technician
1.00
Total
1130
11.75
1 11.75
11.751
11.75
1-22 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Position Allocation Plan: City Positions continued...
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014 -15 2013 -14 2015 -16
NON-DEPARTMENTAL
Assistant to the City Manager
0.66
0.66
0.66
0.66
0.66
Administrative Aide
0.50
0.50
0.50
0.50
1.00
0.50
Environmental Coordinator
0.25
0.25
0.25
0.25
0.25
Environmental Technician
0.50
0.50
0.50
0.75
0.75
0.75
Special Projects Manager (Limited Term)
1.00
1.01
1.x61
X1(6#5
(1.00)
1.00
DEVELOPMENT ECONOMIC
Economic Development Director /PIO
1.00
1.00
1.00
1.00
1.00
Administrative Analyst 1
1.00
1.00
1.00
1.00
1.00
1.00
Administrative Analyst II
1.00
1.00
1.00
1.00
1.00
Senior Office Assistant
0.50
0.50
0.50
0.50
0.50
Special Projects Manager (Limited Term)
1.00
1.00
1.00
1.00
(1.00)
1.00
Asst. Director of Community Development
1.00
1.00
1.00
1.00
3,
DEVELOPMENT COMMUNITY
Community Development Director
1.00
1.00
1.00
1.00
1.00
Administrative Aide
1.00
1.00
1.00
1.00
1.00
Administrative Analyst II
1.00
1.00
1.00
1.00
1.00
Assistant Planner
1.00
1.00
1.00
1.00
1.00
Assistant to the City Manager
1.00
1.00
1.00
1.00
1.00
Asst. Director of Community Development
1.00
1.00
1.00
1.00
1.00
Chief Building Official
1.00
1.00
1.00
1.00
1.00
Code Enforcement Officer
1.00
1.00
1.00
1.00
1.00
Office Assistant II
2.45
2.45
2.45
2.45
2.45
Permit Technician
2.00
2.00
2.00
2.00
2.00
Plan Check Engineer
1.00
1.00
1.00
1.00
1.00
Principal Planner
1.00
1.00
1.00
1.00
1.00
Secretary
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 /Associate Planner
1.00
1.00
1.00
1.00
1.00
TOW
11*017
13.4si,
18.45
18.45
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -23
Position Allocation Plan: City Positions continued...
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014 -15 2013 -14 2015 -16
Administrative Analyst II
1.00
1.00
1.00
1.00
1.00
Administrative Aide
1.00
1.00
1.00
1.00
1.00
Administrative Technician
1.00
1.00
1.00
1.00
1.00
Office Assistant II
2.00
2.00
2.00
2.00
2.00
Neighborhood Resources Technician II
2.00
2.00
2.00
2.00
2.00
R
1.00
1.00
1.00
1.00
1.00
Heritage and Cultural Arts Manager
1.00
1.00
PARKS
Parks and Community Services Director
1.00
1.00
1.00
1.00
1.00
Administrative Aide
1.00
1.00
Administrative Analyst 1
1.00
1.00
1.00
Asst. Parks and Community Services Director
1.00
1.00
1.00
1.00
1.00
Graphic Design and Comm. Coordinator
1.00
1.00
1.00
1.00
1.00
Heritage and Cultural Arts Manager
1.00
1.00
1.00
1.00
1.00
Heritage Center Director
1.00
1.00
1.00
1.00
1.00
Office Assistant II
2.10
2.10
2.10
2.10
2.10
Office Assistant 1/11 (Limited Term)
1.00
Parks & Facilities Development Coordinator
1.00
1.00
1.00
1.00
1.00
Parks & Facilities Dev. Coord. (Limited Term)
1.00
1.00
2.00
1.00
2.00
Parks & Facilities Development Manager
1.00
1.00
1.00
1.00
1.00
Recreation Coordinator
6.00
6.00
7.00
6.00
(1.00)
6.00
Recreation Supervisor
2.00
2.00
2.00
3.00
1.00
4.00
Recreation Technician
2.00
2.00
2.00
2.00
2.00
Senior Office Assistant
2.00
2.00
2.00
2.00
3.00
Total
22.10
24.10
24.10
25.101
1.00
27.10
1 -24 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Appendix
Position Allocation Plan: City Positions continued...
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014-15 2013 -14 2015 -16
PUBLIC WORKS
Public Works Director
1.00
1.00
1.00
1.00
1.00
Administrative Aide
0.50
0.50
0.50
0.50
0.50
Administrative Analyst Il
1.00
1.00
Administrative Technician
1.00
1.00
1.00
1.00
1.00
Associate Civil Engineer
1.00
1.00
1.00
1.00
1.00
City Engineer
1.00
1.00
1.00
1.00
1.00
Assistant to the City Manager
0.34
0.34
0.34
(0.34)
Environmental Coordinator
0.75
0.75
0.75
0.75
0.75
Environmental Technician
1.00
1.00
1.00
0.25
(0.75)
0.25
Office Assistant 1 /II
1.45
1.45
0.45
0.45
0.45
Public Works Inspector
2.00
2.00
2.00
2.00
2.00
Public Works Manager
1.00
1.00
1.00
1.00
1.00
Public Works Technician II
1.00
1.00
1.00
1.00
1.00
Senior Office Assistant
1.00
1.00
1.00
Senior Administrative Analyst
1.00
1.00
1.00
Senior Civil Engineer
3.00
3.00
3.00
3.00
3.00
1
14.05
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -25
Contract Positions
P Figure 100 1 CONTRACT POSITIONS
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014 -15 2013 -14 2015 -16
DEVELOPMENT COMMUNITY
Building & Safety
Building Inspector
6.00
7.00
7.00
7.50
0.50
7.00
Plan Checker
0.25
0.50
0.50
1.00
0.50
0.50
Fire Captain
12.00
12.00
12.00
12.00
12.00
DEPARTMENT FIRE
Fire Contract (Alameda County)
Firefighter /Paramedic
12.00
12.00
12.00
12.00
12.00
Fire Engineer
12.00
12.00
12.00
12.00
12.00
Fire Captain
12.00
12.00
12.00
12.00
12.00
CERT Coordinator
0.13
0.13
0.13
0.13
0.13
Emergency Preparedness Manager
0.13
0.13
0.13
0.13
0.13
Fire Marshal
0.13
0.13
0.13
0.13
0.13
Deputy Fire Marshal
1.00
1.00
1.00
1.00
1.00
Plans Checker
0.13
0.13
0.13
0.13
0.13
Code Compliance Officer
1.00
1.00
1.00
1.00
1.00
Sub -Total
38.52
38.52
38.52
38.52
38.52
Fire Station Maintenance (MCE)
Landscape Foreman
0.04
0.04
0.04
0.04
0.04
Landscape Laborer 1
0.15
0.15
0.15
0.16
0.01
0.16
Landscape Laborer II
0.06
0.06
0.06
0.06
0.06
Landscape Laborer III
0.13
0.13
0.13
0.13
0.13
Sub -Total
0.381
0.381
0.381
0.39
0.01
0.39
TOW
MM
1 38..90
38.90
1 38.91
1 0.01
3&91
J -26 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Position Allocation Plan: Contract Positions continued...
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014-15 2013 -14 2015.16
POLICE DEPARTMENT
Police Contract (Alameda County)
Commander
1.00
1.00
1.00
1.00
1.00
Lieutenant
2.00
2.00
2.00
2.00
0.01
2.00
Sergeant - Training
1.00
1.00
1.00
1.00
0.01
1.00
Sergeant - Patrol
4.00
4.00
4.00
4.00
4.00
Sergeant - Investigations
3.00
2.00
2.00
2.00
(0.02)
2.00
Sergeant - Traffic
1.00
1.00
1.00
1.00
(0.06)
1.00
Sergeant - Crime Prevention
0.07
1.00
1.00
1.00
(0.03)
1.00
Officer - Patrol
28.00
26.00
26.00
26.00
26.00
Officer - Investigations
6.00
6.00
6.00
6.00
(0.11)
6.00
Officer - Traffic
3.00
3.00
3.00
3.00
3.00
Officer - Crime Prevention
0.98
2.00
2.00
2.00
(0.41)
2.00
Officer - School
2.00
2.00
2.00
2.00
(0.23)
2.00
Sheriff's Technician
2.00
2.00
2.00
2.00
(0.34)
2.00
Landscape Laborer III
2.85
3.23
!
5.38
2.15
53.00
PARKS
Library (MCE)
Landscape Foreman
0.21
0.21
0.21
0.21
0.21
Landscape Laborer 1
0.16
0.16
0.16
0.17
0.01
0.17
Sub -Total
0.37
0.37
0.37
0.38
0.01
0.38
Facilities Operations & Rentals (MCE)
Landscape Foreman
0.07
0.19
0.19
0.17
(0.02)
0.17
Landscape Laborer 1
0.21
0.46
0.46
0.40
(0.06)
0.40
Landscape Laborer II
0.07
0.12
0.12
0.09
(0.03)
0.09
Landscape Laborer III
Sub -Total
0.35
0.77
0.77
0.66
(0.11)
0.66
Park Maintenance (MCE)
Landscape Foreman
0.98
1.41
1.41
1.00
(0.41)
1.00
Landscape Laborer 1
3.98
4.36
4.36
4.13
(0.23)
4.13
Landscape Laborer II
2.29
2.65
2.65
2.31
(0.34)
2.31
Landscape Laborer III
2.85
3.23
3.23
5.38
2.15
5.38
Sub -Total
10.10
11.65
11.65
12.82
1.17
12.82
TOW
40.82
t2.T9
Im
1'°.07
13.86
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -27
Position Allocation Plan: Contract Positions continued...
Change
Actual Adopted Amended Adopted from Forecast
Department/Classification 2012 -13 2013 -14 2013 -14 2014 -15 2013 -14 2015 -16
PUBLIC WORKS
Public Works Administration (MCE)
Maintenance Superintendent
1.00
1.03
1.03
1.03
1.03
Sub -Total
1.00
1.03
1.03
1.03
1.03
Building Management (MCE)
Landscape Foreman
0.66
0.70
0.70
0.73
0.03
0.73
Landscape Laborer 1
0.68
0.78
0.78
0.81
0.03
0.81
Landscape Laborer II
0.10
0.10
0.08
(0.02)
0.08
Landscape Laborer III
0.12
0.12
0.08
(0.04)
0.08
Sub -Total
1.34
1.70
1.70
1.70
1.70
Street Maintenance (MCE)
Landscape Foreman
0.19
0.19
0.19
0.21
0.02
0.21
Landscape Laborer 1
0.41
0.41
0.41
0.45
0.04
0.45
Landscape Laborer II
0.19
0.19
0.19
0.21
0.02
0.21
Landscape Laborer III
1.20
1.26
1.26
1.28
0.02
1.28
Sub -Total
1.99
2.05
2.05
2.15
0.10
2.15
Street Landscaping (MCE)
Landscape Foreman
0.89
0.89
0.89
0.99
0.10
0.99
Landscape Laborer 1
2.39
2.39
2.39
2.68
0.29
2.68
Landscape Laborer II
2.18
2.18
2.18
2.17
(0.01)
2.17
Landscape Laborer 111
2.63
2.81
2.81
3.61
0.80
3.61
Sub -Total
8.09
8.27
8.27
9.45
1.18
9.45
14 .33,
7.2$
74.33
J -28 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
FY 2014 -15 Appropriations Limit
(Based on FY 2013 -14 Limit Adopted by City Council Resolution No. 73 -13)
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 (Prop 13) 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 2014 -15 limit in accordance with
Article XIII B of the California Constitution and the recognized methodology for calculating adjustments. Although this
is a two -year budget the City can only adopt the limit for a single year. 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 2014 -15 the City of Dublin population growth of 7.49% was larger than the
Alameda County population growth of 1.50% (based on the Price and Population Information each May 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 - 0.23 %. The change in the assessed valuation compares
the total change in assessed valuation to the amount related strictly to non - residential improvements. In March 2014,
the Alameda County Assessor provided data related to FY 2013 -14 changes in assessed valuation attributable to Non -
Residential New Construction. The amount of the increase was $14,230,125, or 1.67 %. 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 2014 -15 Appropriations Limit is
$247,143,137, as shown on the following page, while the FY 2014 -15 Budget contains appropriations of $45,990,383
that would be categorized as funded by proceeds of taxes. Therefore, the City's appropriations subject to the Gann Limit
are $201,152,754 below the allowed amount calculated for FY 2014 -15.
Appendix k City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -29
Calculation of FY 2014 -15 Appropriations Limit
(Based on FY 2013 -14 Limit)
x Figure 10 11 FY 2014 -15 APPROPRIATIONS LIMIT
A. Selection of Optional Factors
B.
1. Change in Population — City vs. County.
3. City of Dublin 51,646 48,049 7.49%
3. County of Alameda 1,570,128 1,546,928 1.50%
The City selected Factor 1a. City of Dublin population growth 7.49%
2. Change in State per Capita Personal Income vs. City Non Residential Building Construction.
The City selected Factor 2b. Change in Non Residential Assessed Valuation 1.67%
FY 2014 -15 Growth Adjustment Factor
Calculation of factor for FY 2014 -15 = X *Y = 1.0749* 1.0167 = 1.0929
X = Selected Factor #1 + 100 = 7.49 +100 = 1.0749
100 100
Y = Selected Factor #2 + 100 = 1.67 +100 = 1.0167
100 100
C. Calculation of Appropriations Limit
FY 2013 -14 Appropriations Limit
FY 2014 -15 Adjustment Factor
FY 2014 -15 Appropriations Limit
$226,135,179
x 1.0929
$247,143,137
J -30 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
,a
a. Change in State per Capita Personal Income
b. Change in Non Residential Assessed Valuation
The City selected Factor 2b. Change in Non Residential Assessed Valuation 1.67%
FY 2014 -15 Growth Adjustment Factor
Calculation of factor for FY 2014 -15 = X *Y = 1.0749* 1.0167 = 1.0929
X = Selected Factor #1 + 100 = 7.49 +100 = 1.0749
100 100
Y = Selected Factor #2 + 100 = 1.67 +100 = 1.0167
100 100
C. Calculation of Appropriations Limit
FY 2013 -14 Appropriations Limit
FY 2014 -15 Adjustment Factor
FY 2014 -15 Appropriations Limit
$226,135,179
x 1.0929
$247,143,137
J -30 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
Fund Balance and Reserves Policy
General Fund and Other Governmental Funds
(Updated June 2013)
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.
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.
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:
1. 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 will 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 ":
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.
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -31
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.
2. Restricted Fund Balance
Restricted Fund Balance shall reflect that portion of fund balance that reflects constraints placed on the use of resources
(other than non - spendable 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 and Arts Special Revenue Funds: The portion of fund balances derived from funds collected to be
used for Cultural and Arts related activities.
Health and Welfare Special Revenue Funds: The portion of fund balances derived from funds collected to be
used for Social Services and Housing related activities.
Impact and 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.
3. 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
J -32 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
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.
Emerald Glen Recreation and Aquatic Complex Scope Change: The portion of General Fund Balance
established by the City Council to support the design and construction of added features (beyond facilities described
in the Park and Recreation Master Plan and impact fee program). In 2007 the estimated cost was $6.93 million. 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 and 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.
Future Maintenance Facility: The portion of General Fund Balance established by the City Council to fund
design, improvements, and equipment required for the establishment of a City maintenance yard. The expenditure is
to be identified as a specific appropriation made by the City Council.
Civic Center Expansion: The portion of General Fund Balance established by the City Council to fund design,
improvements, and equipment required for the expansion of the Civic Center. The expenditure is to be identified as a
specific appropriation made by the City Council.
Public Safety Complex: The portion of General Fund Balance established by the City Council to fund the design
and construction of a Public Safety Complex located at the corner of Clark Avenue and Dublin Boulevard. The
expenditure is to be identified as a specific appropriation made by the City Council.
Heritage Park: This commitment shall be initially used to capture the receipt of Developer contributions specifically
identified for additional development of the Dublin Heritage Park and Museums. The commitment is beyond amounts
collected under existing fee programs. The expenditure is to be identified as a specific appropriation made by the City
Council.
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -33
One Time Initiatives (Operating): 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 initiatives within the operating budget. The expenditure is to be identified as a specific appropriation made by
the City Council.
One Time Initiatives (Capital): 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 capital expenditures. 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.
4. 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 and 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 funds are
available for authorized appropriations in the subsequent year in conformance with personnel policies and procedures.
Catastrophic Facility /Infrastructure Loss and 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
1 -34 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
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.
5. 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 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.
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 and Safety Expenditures, the following criteria shall be used for calculating an adjustment only if
annual building permit revenue exceeds annual Building and Safety expenditures. The Administrative Services Director
shall complete an analysis of major building permits issued in the period April — June and shall assign an allocation
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -35
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.
J -36 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Appendix
Glossary /index
TERM
DESCRIPTION
..
Amended Budget
The increase or decrease of the amount budgeted for a program or account code.
A -3
Appropriation
The amount of money that has been designated for specific purposes and approved by the City
B -5
Council. A legal authorization granted by the City Council to expend monies, and incur obligations
for specific purposes.
Appropriations Limit
Local agencies are subject to annual spending limits. The limit applies only to tax revenues.
I -1
Annual Required
The annual amount that is needed to pay for retiree benefits.
H -7
Contribution (ARC)
Assessment District
A defined area of land that will be benefitted by the acquisition, construction, or maintenance of a
C -1
public improvement; it is not a separate governmental entity.
Budget
The plan of expenditures and revenues for a specific period.
A -1
Budget Deficit
The gap between revenue and expenditures; a deficit occurs when expenditures are greater than
1 -32
revenues.
Capital Expenditures
Expenditures that are used to improve the infrastructure of the City.
F -1
Capital Outlay
One time expenditures for the purchase of furniture, equipment, or vehicles.
A -3
Capital Improvement
Program used for City infrastructure improvement projects. The CIP appropriations are approved by
A -1
Program (CIP)
the City Council in a separate document.
Community
This is a grant from the Federal Department of Housing and Urban Development (HUD). The
C -2
Development Block
funds are used to support programs such as housing programs, and grants to nonprofit agencies
Grant (CDBG)
providing social services.
Development Impact
These are fees which may be imposed on new construction to pay for improvements and facilities
1 -37
Fees
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.
Equipment Replacement
An internal service fund that is used to set aside funds for future equipment purchases. Charges
C^4
are made to the department and the money is placed into the equipment replacement fund.
Fiduciary Fund
This is a fund where the City acts as a trustee of impact fees received from developers of properties.
B -5
All of the funds used in the Fiduciary Fund are set aside for specific types of projects or purposes.
Fiscal Year (FY)
This is the year used for accounting purposes that begins July 1 and ends June 30.
A -2
Franchise
These fees are collected in lieu of rent for use of city streets from refuse collectors, cable television
B -6
companies and utilities. Some franchise fees are limited by statute.
Funds
Different accounts that are used to separate expenses and revenues used for specific purposes.
A -2
Full Time Equivalent
Some positions are part-time and are budgeted based on the hours, and are then converted to a
D -9
(FTE)
full -time equivalent of a position. One FTE is equivalent to 2080 hours of work per year.
GASB 45
Accounting guidelines issued by the Governmental Accounting Standard Board (GASB) on how
1 -37
and when to account for expenditures and liabilities relating to Other Post - Employment Benefits
(OPEB).
GASB 54
Accounting guidelines issued by the Governmental Accounting Standard Board (GASB) on fund
1 -31
balance reporting and classification of Governmental Funds.
Gas Tax
This tax is an 18 cent per gallon tax on fuel used in vehicles and aircraft. The use of gasoline
C -1
tax revenue is restricted to research, planning, construction, improvements, maintenance, and
operation of public streets and highways, or public mass transit guide ways.
General Fund
The main governmental operating fund for the City. The General Fund is the largest of the City
C -1
funds and the majority of government activities are in this fund.
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -37
TERM
DESCRIPTION
.A
General Revenue
Revenues that cannot be associated with a specific expenditure, such as property taxes, sales tax,
G -2
and business license tax.
Internal Service Fund
Charges that are made to departments to support internal operations, for example IT, phone
B-6
Charges
service and vehicle repair.
Modified Accrual Basis
The basis for budgeting and accounting in the governmental funds where the revenues are
B -5
recognized as they are measureable and available, when the invoice for payment is issued. The
expenditures are recognized as they occur, and not as the check clears.
Operating Budget
This is the budget that is used to plan for City operational expenditures and revenues each fiscal year.
B -5
OPEB — Other Post-
These are the costs related to benefits paid to employees who have retired from the City. They
D-4
Employment Benefits
generally consist of retires health, dental and vision care, and are covered for the life of the retiree.
CalPERS —The California
The City is part of the State's PERS retirement system. Employees contribute to PERS for employee
C-4
Public Employee
defined benefit pension costs. Each year, CaIPERS sends the City the required contribution
Retirement System
information, based on age and number of employees.
Projected
The projected amount of expenditures or revenues for the City, before the account books have
D -3
been closed out for the fiscal year and an audit of expenses and revenues has been conducted.
Property Tax
This tax is imposed on real property and tangible personal property, and is based on the value of
C -5
the property. It is collected by Alameda County and allocated to cities, counties, special districts
and school districts
Proprietary Funds
These are the funds that receive the majority of revenue from user fees and not through taxes.
B -5
Proprietary Funds are considered business - related because of the nature of activity that takes place
within the fund such as sewer charges.
Quimby Act
The Act was passed by the California State Legislature in 1975 which authorizes local governments
1 -38
to require developers to set aside land, make a donation, or pay fees for park improvements
(California Government Code 66477).
Resolution
The legal document that is approved or rejected by the City Council for a specific action regarding
D -8
City government. A resolution is often prepared in conjunction with a staff report which is present
to the City Council for consideration and vote.
Reserves
Money that is set aside for future expenditures and emergencies. The City Council approves a
D -2
reserve policy for the General Fund.
Sales and Use Tax
Sales and Use Tax revenue received by cities is general purpose revenue and is deposited into a
1 -2
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.
Charge for Services
These are fees and charges that are imposed for services and facilities provided, such as
1 -3
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.
Special Revenue Funds
These are funds used to account for activities paid for by taxes or other designated revenue
1 -7
sources that have specific limitations on their use according to law.
Staff Report
The memorandum or report that is presented to the City Council for information or approval.
1 -38
Transient Occupancy Tax
This tax may be levied by a city under the police powers granted to cities in the state Constitution.
B -6
(TOT)
It is a tax imposed on people staying for 30 days or less in a hotel, inn or other lodging facility.
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,
1 -38
and paid to the Department of Motor Vehicles.
1 -38 City of Dublin Fiscal Years 2014 -15 and 2015 -16 k Appendix
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 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 2011 Demographic Snapshot
report (provided by Neilsen Site Reports) may be found on the City's website under the Community and Economic Profile
Section. The data shown is based on the 2011 Demographic Report.
x Figure 102 12011 DEMOGRAPHICS
AREA POPULATION AND POPULATION DENSITY
Total Population, 2011 Estimate
POPULATION
49,249
%
2016 Population Estimate
54,211
52.08%
Land Area in Square Miles
14.59
47.92%
2011 Population per Square Mile (Land Area)
3,376
6.24%
Estimated Growth 2011 -2016
7,193
+10.08%
POPULATION, AGE, AND SEX CHARACTERISTICS
Total Population
POPULATION
49,249
%
Male (Median Age 35.78)
25,648
52.08%
Female (Median Age 37)
23,601
47.92%
Persons under 5 years
3,064
6.24%
Persons 5 -17 years
7,193
14.61%
Persons 18 -34 years
13,099
26.60%
Persons 35 -64 years
22,232
45.14%
Persons 65+
3,651
7.41
RACIAL DETAIL POPULATION BY SINGLE RACE
Total Population
POPULATION
49,249
%
100%
Total Population of One Race
46,911
95.25%
White
32,383
65.75%
Black or African American
3,332
6.77%
American Indian and Alaska Native
315
0.64%
Asian
7,754
15.74%
Native Hawaiian and Other Pacific Islander
182
0.37%
Other
2,945
5.98%
Two or More Races
2,338
4.75%
Not Hispanic or Latino
42,079
85.44%
Hispanic or Latino
7,170
14.56%
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -39
Demographics continued...
EDUCATION
Less than High School Diploma
POP
3,502
,
10.08%
High School Graduate (or GED)
8,043
23.17%
Some College, no Degree
7,180
20.68%
Associate Degree
2,482
7.15%
Bachelor's Degree
9,213
26.54%
Master's Degree
3,085
8.89%
Professional School Degree
666
1.92%
Doctorate Degree
548
1.58%
HOUSEHOLDS
2011 Estimate
S
•O•
16,349
%
Estimated Growth 2011 -2016
Microdental DTI
Zeiss Meditec
+12.45%
Family Households
Franklin Templeton Investments
11,454
70.06%
Non - family Households
4,895
29.94%
Average Household Size
2.64
Average Household Income
$116,622
Median Household Income
$98,133
Per Capita Income
$40,095
O• TEN EMPLOYERS
United States Government
Target
Dublin Unified School District
Safeway
SAP
Microdental DTI
Zeiss Meditec
City of Dublin
Alameda County
Franklin Templeton Investments
J-40 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Appendix
Budaet Resolution
RESOLUTION NO. 62 14
A RESCLUTM OF THE CITY COUNCIL
OF THE CRY OF DUB>r N
�AAA1ti�AAA
ADOPTI11410 A BUDGET FOR THE CITY OF MMJM
FOR FISCft YEAR 24'!4-15
WHER, ft City Council of the City of Dublin desires to each a Budget and Financial
Ptah [br Fiec01 Year 2014 -16 and 2016 -18; and
WHEREAS. Ihs City Council has ravlowed and considered fie Bwadget dow m,enls end has
nmiyed input from the Public; and
VVHERWM. the City Manager has pnparad a balanoad budget which provides, for
organizational adntments and allocation of reiipmce6 in a nilinner which aligns with available
resources and the adopled Ten Year Stretagic Plan elements: and
WHEREAS, the General Fund Operating Budget is balanced without that need to draw from
the R*erve 10 EoRomic Slability in order to 6810AM funding with plan- expeirAr S-. and
WHIER6,AT►, the City Council is required to adopt a budget and lfinanaaI plan berom the Fiscal
Year brine on July 1, 2414; and
WHEREAS, the Summary of Appropriations 1ExhM A) aUaahW herelo and made part of this
Resolution, reflects the Fimal Year 2014 -15 Budget (Alt Funds) for Bte Clly of Dublin; and
WHEREAS, certain addkional budget items were pmsenled to the City Council for potential
inclusion in the Fiscal Year 2014 -15 General Fund Budget, upon City Council approval, and the
oddilronal ,terns approved by thwt City Counwd are listed in Em hdbit ; and
WHERW. Euhitdt A has been selMated to Wllarte a grant appropriation for a communily
organization. Dublin Perinen in Education. (OPIE) which will be voted on as a separate Resolution as
one City Councilmernber is also a member of the community organization's Board of Directors; and
WHEREAS, the action taken by IN& resolution shall approve Iris appnoprialiarw of all funds
atxctuding the DPI I- app apriatle . and
WHEREAS, the Cily Council 0160 desires 1D eonlirrn 0*0 men% made odministirMively to the
Capital Protecl balances during the preparation of the Pfgmud Budget and accomreodarle the
earryeuer of rrn6l*i%t F $Ml Year 2013-14 Capital Project wappropdMionis. for lhose pn>;waw:ts wham
work and expenditures will continue in Fiscal Year 2014.15; and
WHERE=AS, the City Council also desires to aaoommodale a pMoM for the conyover of
unsperi t FY2013-14 open ting expendilums (excluding personnel costs) kv morass where work and
expenditure: vwall continue in Fiscal Year 2011-15; and
Appendix k City of Dublin Fiscal Years 2014 -15 and 2015 -16 1-41
WHEREAS, as part of the Crty's ilwo year budget prWAss. a forecast for Fiscal Yes 201b -15
Approprialrane has bm acropleled. and Wit bo updaW JjLrW presented to the City Council 100 retiriew
and adoptron irk June 2016.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does
hereby.
1. Adopt the Fiscal Year 201 15 Budget App ropriation and Financial Plan for the City of Dublin.
as ouvined in hx I bit A (Gahm A - E=lrides BPI Cbntnl)ution) aLnd the additional items
approved by City Council lid in Exhibit B.
2. Authorize the use of reserwre funds, as cutli nod in Eahiii ,it C.
S. Authorize the City Manager to make expenditures appropriations in accordance wile ft
Budget as adapted. with the oxceplion of those okpanditufos which reg4rine prior City Council
approval, in accordaAft with Me adrptsd City ondinonabs, rules and regulations.
d. Authorize the City Manager to transfer budgeted amounts between line dams, pe*VWW Ihst
the lrana(er is w IWI the UM fund, regoWless of the specific department activity. This include
IN sulhorily to tranrAvr from the General Fund budgeted contingency amou nis that dro
approved by the City Council during the budget adoption. A full ac ounling of any such
transfers will be providedl to tha City Council during Ins guaftriy 5nancisi nsvi .
6, Transfer appropriations from the Budgeted Cantingent Reserve upon adcoing a formal budget
change at a public meeting.
6. Recognize that the Budget as presents tMeto includes a Contingency for Fiscally Responsible
AdIvIb ift of 6285.000. which is not scheduled to be Load in Fiscal Year 2014 -16. As
determined by fiscal outcomes of June 30, 2016, this funding may be available for
appropriation in the subsequent f Cal yser. The Fiscal Year 2013 -14 Approved Budget
includes a COnlingency for Fiscal Responsible Adjustments in the amount of 4270.000. which
will be corn 41 owr to Focal Year 201445, the City Manager in aulhorksd W ingreaee the
appropriations for Fiscal Year 2014 -15 by this amount to the extent the furrcls are available.
7. Authorize the City Manager to increase revenue and expenditure eudgrrl for various
dwortrrrantal fu+ictions, when oornespanding revenues comes in over b~: lhiv wputd apply
to developmental ac bvity, inspection activity, recreation program acbvily, and any other
departmental activity which generalea correlating revenues. as verified by Ile Administrative
Services Oiractiar. Incr011sed s,ppropreations shall continue to be documented in the finaneisl
racerds and oonveyed to the C ity Council as part of the quarterly finanersl reviews,
S, Authorise the City Manager. when reumue eSliinolea oxoeed the amount identified in the
Budget dus to increased in grant revenues, as veri6ed by the Administrative Eer+rr"s Clireatar,
I* increase the sipproprialions for Fiscal Year 2014 -16 eigwgrtu nag in an amount not to
exceed the amount of increased gran) fevenw. I rlcroased appropriations shall continue late
e
J-42 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix
8. dvcumenlaed in the An Wal records end ownyed to the City Camcai as par of the quarieriy
financial mewl.
10.AuTho w 0* City Manager to make tran :firs among Iha various funds desiip iew as
Transfers. This snap be consistent: with the 'SUmwary Apprapnddans by Major Fund" as
presented in ft PoWnary Budget and Financial Pin and fcmd kanafors one aparted as
part of Tt regular financial ropoft prop wad tome City COwnoii and pWmo
11.ALOwize the City Manager to inmeaae the appiap iations far Fiecaf Yon 2014 -16
in an amount not Tb exceed the dmounl of funds endu ed or dallies led by
Iha City MomVer as needed (a expeMm that did not occur WW to Be yeuwnd, bul are
expeoled to be expended in Fhwal Year 2014.15 cassia wt with the orWW purpose. This
abi'lity to carry -ow funding shall not apply to saving from porzwwwl sw*" end III only
con ur if 1m Department Activity toil im ►ton- personnel 1 rm wene im ftn am
amount d br The some. This mst also be evaluated on a fund by fund basis. The
schW wnourrt of the incncnsed appropn■tion shall be ►$ported to the Cdyr Council, and the City
Manager may assign the fund balance in on arnount sufficient to account for the increase.
12. Authorize Iiie City Manager to adjust the:Fk4wI Yew 2014 -15 appmpriatim to account for the
carryover of unspent Coptlol Project appapriations from Fiscal Year 201 3-14. An such
sdjus nmb shots be clearly rfcorded in Iha Cilyr financial rowdy and shoe ofy be for projects
That remain incomplat* as of Juno $0, 2014.
13. Aulhofte the City Manager to transfer kmvb be wottn capital pmjecxs, within Illy Tenn Lund N
sauce. Any ranrisions, which altar 1ha ptojeas budgel by adding a new handing source, are to
be eppwoed by the City Council,
PASSED, APPROVED AND ADOPTED Nib 20th day of May, 2014, by the Wowing vote -
AYES: Counci[members SMdie. Duple. tfart, Hauberk and Mayor Sbronti
NOES: None
ASSENT: None
ABSTAIN: None
Mayor
ATTEST:
�2. -
City Cleric
Roca Not 63.14. ASupw 5-M 14 U■en rl
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -43
EXHIBIT A
FISCAL YEAR 20t41.16 SUMMARY OF APPROPRIATIONS
A C
EXCLUDING INCLUDJNO
DKE DPIE OPIE
_qdy Council - -- - .....
..__ $463.391,
, - $463.301
My Manager
$1,006,5513
city Clerk
$45_3.415
$453,415
- Human. Resources _ _ _ .
V.OW.590
_ 51.01 B_6g0 _
Ct Attomey
$807,360
$807.360
l _ I41!tinlsga.live $ervrr s
$2.329.581 _ -
52,329,591
Non-Cemammall
$8,591.463
$8.601.053
Economic De CM
$1.011.724
$1.011.724 .
ommunily Ge�n610p�ntiEht
$5.132.503__
$10.400 $6.142,503
Fire Dapa rtment
$12,258,367
$12.258,357!
Polift D"**rw nt
$16-4Q9.466
$16,409.466!
_ -Parks & Community Servkq:j
$10.0,rY.333
�- $10811.333
Pub is Works
$8.164.641:
$8.164.601
Ganar l -• - -• .. -- - .._.�._ .. $62,177 :..
Community Improvwen 3�26,03T'-
Dir4 a *%& ce_
J-44 City of Dublin Fiscal Years 2014 -15 and 2015 -16 0 Appendix
EXHIBITS
FWAt YEAR 2014 -15 ADOMONAL OUDMT RE4MT3
M
. Lire Hami ft Dublin
Comma .Fteslih ono Fiitnesc Expo II
Hvs4h ink ISM k1p4ja
�.0.
Appendix * City of Dublin Fiscal Years 2014 -15 and 2015 -16 J -45
EXHIBIT C
Approved Appmpri#tiome From General fund
Cornmlltrd And Assigned Fund Balsam
As prowitsd in the NOW nafy Budget and Financial Plan FisoW Year$ 2014 -15 and 2015 -16. the
scume of funding includes allocations from wArver.. In accordance with adapted policies misted to
Fund Ealonm the Cdy Council mull &Ldmxize the rrae of certain toserve fords. The following
schedule identiFes the neaems sou, Nil are approved for use by the City Council as part of the
furdiriq scones in the proposed budgei.
Aoarcipriethom 1r+am Reserves
Cemetery Expamion
fiscal Year
20~4.15
5616.900
J-46 City of Dublin Fiscal Years 2014 -15 and 2015 -16 * Appendix