HomeMy WebLinkAbout City Of Mountain View California Fiscal Year 2000-01 Adopted Budget
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CITY OF
MOUNTAIN VIEW,
CALIFORNIA
FISCAL YEAR
2000-01
ADOPTED BUDGET
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THE CITY OF
MOUNTAIN VIEW,
CALIFORNIA
OPERA TING BUDGET
FISCAL YEAR 2000-01
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CITY COUNCIL:
Rosemary Stasek, Mayor
Nancy Noe, Vice Mayor
Mario Ambra
Ralph Faravelli
R. Michael Kasperzak, Jr.
Sally J. Lieber
Mary Lou Zoglin
Submitted by:
Kevin C. Duggan
City Manager
Prepared by:
Nadine P. Levin, Assistant City Manager
Robert F. Locke, Finance and Administrative Services Director
Patty J. Kong, Asst. Finance and Admin. Services Director
Helen M. Ansted, Principal Financial Analyst
Suzanne Niederhofer, Principal Financial Analyst
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City of Mountain View
California
Directory of City Officials
City Council
Rosemary Stasek, Mayor
Nancy Noe, Vice Mayor
Mario Ambra
Ralph Faravelli
R. Michael Kasperzak, Jr.
Sally J. Lieber
Mary Lou Zoglin
City Staff
Kevin C. Duggan, City Manager
Nadine P. Levin, Assistant City Manager
Michael D. Martello, City Attorney
Angee Salvador, City Clerk
Robert F. Locke, Finance and Administrative Services Director
Kathy Farrar, Employee Services Director
Elaine Costello, Community Development Director
Cathy R. Lazarus, Public Works Director
David A. Muela, Community Services Director
Kent Pettey, Library Services Director (Acting)
Hugh G. Holden, Fire Chief
Michael Maehler, Police Chief
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CONTENTS
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1. INTRODUCTION
Transmittal Letter .......................................................................................... ............... ....... ..1-1
Total Fund Revenues ...........................................................................................................1-26
Total Fund Expenditures .....................................................................................................1-27
General Fund Operating Revenues ......................................................................................1-28
General Fund Operating Expenditures ................................................................................1-29
Resolution _ City of Mountain View ..................................................................................1-30
Resolution - Mountain View Revitalization Authority .......................................................1-32
Resolution - Mountain View Shoreline Regional Park Community ...................................1-34
Resolution - City of Mountain View Capital Improvement Financing Authority.............. 1-36
GFOA Distinguished Budget Presentation Award ..............................................................1-37
CSMFO Budgeting Awards .................................................................................................1-38
2. DEPARTMENT BUDGETS
General Notes . .................... ................................................................. ................................. 2-1
City Counci I .. ...................... ...................................................................... ........................... ..2-4
City Clerk's Office ................................................................................... ........................ ...2-12
City Attorney's Office ...................................................................................................... ...2-20
City Manager's Office ...................................................................................................... ...2-27
Employee Services ...................................................................... ....... .......... ..................... ...2-35
Finance and Administrative Services ..................................................................................2-41
Communi ty Development.................................................................................................. ..2-70
Public Works ................................................................................................................... ..2-1 03
Communi ty Services............................................................... ......................................... ..2-156
Li brary Services .. ............................................................... .................... .......................... ..2-190
Fire .............................................................................................................................. .......2-209
Po I ice .............................................................................................................................. ...2-234
3. STATISTICAL SECTION
Ci ty Government Organization......................................................................... .................... .3-1
Total Fund Revenues .............. ............................................ ..... ............................................. .3-2
General Fund Revenues ............................................................................... ......................... .3-3
Other Fund Revenues ......................................................... ............... .......... ......................... .3-4
Total Fund Revenues and General Fund Revenues Pie Charts .............................................3-5
Total Fund Expenditures ................................. .................................................................. ....3-6
Total Operating Expenditures .......................... ........................... .......................................... .3-7
General Fund Expenditures ........................................................ ........................................ ...3-8
Total Fund Expenditures and General Fund Expenditures Pie Charts ..................................3-9
Full-Time and Permanent Part-Time Position Allocation ...................................................3-10
Funding for Nonprofit Agencies ..........................................................................................3-12
Adopted Capital Outlay .......... ........................................................................................... ..3-14
Adopted Equi pment Replacement ........................................... ................. ......................... ..3-18
Adopted Capital Improvement Projects for Fiscal Year 2000-01 ........................................3-20
Ongoing Operating Costs fror:n Capital Improvements .......................................................3-30
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CONTENTS
(continued)
3. STATISTICAL SECTION (con't.)
Communi ty Profile ... ... ... ... .......... ....... .............................................. .................................. .3-3 I
Top Ten Property Owners ...................................................................................................3-34
Computation of Legal Debt Margin ....................................................................................3-35
Debt Service Requirements .......... .............................. ............... ........ ....................... ........ ...3-36
Annual Debt Service Payments by Entity ............................................................................3-37
Financial and Budgetary Policy ...........................................................................................3-38
Glossary .............................................................................................................................. . 3-43
4. FUND SCHEDULES
Fund Group Summaries ................................................................................................ ..... ....4-2
General Operating Fund ..................................................... ...................:.............. ....... ......... .4-4
Gas Tax Fund.................................................................................................... .......... .......... .4-5
Construction Tax-Real Property Conveyance Tax Fund .......................................................4-6
Below Market Rate Housing Fund ........................................................................................4-7
Revitalization Authority Fund ...................... ........................................................................ .4-8
Shoreline Golf Links Fund ....................................................................................................4-9
Parking District No.2 and In Lieu Fees Fund .....................................................................4-10
Supplemental Law Enforcement Services Fund ..................................................................4-11
Community Development Block Grant Fund ......................................................................4-12
Local Law Enforcement Block Grant Fund .........................................................................4-13
Cable Television Fund ................................. ................................................ ....................... .4-14
Shoreline Regional Park Community Fund .........................................................................4-15
Storm Drain Construction Fund ..........................................................................................4-16
Park Land Dedication Fund .................................................................................................4-17
Water Fund ...................................................................... ....................................... ............ .4-18
Wastewater Fund ..................................................................... ............. ........................ ..... ..4-19
Solid Waste Management Fund ...........................................................................................4-20
Equipment Maintenance and Replacement Internal Service Fund ......................................4-21
Workers Compensation Self-Insurance Fund ......................................................................4-22
Unemployment Self-Insurance Fund ........... ....................... ........ ................................... ..... .4-23
Liability Insurance Fund ....................................................... ................ .............. ....... ......... .4-24
Retirees' Health Program Insurance Fund ...........................................................................4-25
Employee Benefits Self-Insurance Fund .............................................................................4-26
Reserves .............................................................................................................................. .4-27
Schedule of Interfund Transfers ..........................................................................................4-28
5. FORECAST
Transmittal Memo ......................................................................................................... ...... ..5-1
Revenue & Expenditure Summary ........................................................................................5-6
Revenue Forecasts ...................................................... .................................................... ...... .5-7
Expenditure Forecasts......................... ................................ ............................ .................... .5-29
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CITY OF MOUNTAIN VIEW
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Office of the City Manager. 500 Castro Street. Post Office Box 7540 . Mountain View, California 94039-7540
650-903-6301 . FAX 650-962-0384
July 1, 2000
Honorable City Council
City of Mountain View
FISCAL YEAR 2000-01 ADOPTED OPERATING BUDGET
Honorable Mayor Stasek and Members of the Council:
I am pleased to present to you the adopted operating budget for the City of Mountain
View for the fiscal year beginning July 1, 2000 and ending June 30, 2001. This document
contains the City Manager's recommendations for all City operations for the
2000-01 fiscal year. The Fiscal Year 2000-01 budget is divided into five sections:
1. Introduction-includes a summary of the City's overall financial plan,
2. Department Budgets-includes operating plans for all City departments,
3. Statistical Section-includes statistical information about the City,
4. Fund Schedules-includes adopted budgets for all funds, and
5. Five-Year Forecast-includes the General Fund revenue and expenditure forecast.
This budget and the documents that accompany it have been prepared in accordance
with Section 1103 of the City Charter, the State Constitutional limit on the proceeds of
taxes and all applicable regulations.
OVERVIEW
The most challenging issue associated with this budget is the financial status of the
General Fund. It is the General Fund that supports most City services and the majority
of the City's Capital Improvement Program. The City was fortunate in the mid-1990s in
regard to steady and significant growth of General Fund revenues; however, this trend
has changed dramatically in the last three years. General Fund revenues are no longer
keeping pace with even inflationary growth in General Fund expenditures. While the
overall economy continues to be strong, a significant trend of decreasing sales tax
revenue is primarily responsible for this circumstance. The need to control expen-
ditures in the General Fund is reflected in the extremely modest expenditure increases
adopted in the budget. All of these increases have been deemed to be nondiscretionary
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Honorable City Council
July 1, 2000
Page 2
in nature. Many worthwhile service enhancements in a variety of departments are
unable to be accommodated at the present time. While the previously established
Economic Stabilization Contingency has been critically helpful in avoiding service
reductions at this time of decreasing revenues, the contingency has now been reduced
to the point that it will not be able to counter any additional significant revenue
reductions.
The utility funds are in stable financial condition. The Water, Wastewater and Solid
Waste Funds continue to appropriately balance revenues with expenditures. These
funds also contain adequate reserves. No significant new expenditures are adopted in
any of these funds. The adopted rate adjustments for the services provided from these
funds are modest in nature and are below the rate of inflation. The Water Fund will be
subject to potentially significant rate increases in future years as the result of large-scale
infrastructure improvement projects for both the City's water system as well as the
Hetch-Hetchy system managed by the San Francisco Water Department.
Various special funds, including the Downtown Revitalization District, the Shoreline
Golf Links and the Shoreline Regional Park Community, are in generally good financial
condition.
The City will continue its commitment to infrastructure repair and replacement with
significant expenditures in the Capital Improvement Program. This program also
includes new projects that are considered to be important community priorities. The
adopted budget also includes investments for equipment replacement and the acqui-
sition of new equipment. Priority is given to equipment that improves employee safety
and efficiency.
City reserves have been enhanced in recent years. The adopted budget includes
funding to maintain reserve levels consistent with this practice and the standards
prescribed in the City of Mountain View Financial Policies.
While the City of Mountain View continues to supply an enviable array of services and
has some of the finest public facilities in the State, the clear message to be taken from
current General Fund revenue trends is the need for significant caution relating to
General Fund expenditures. While the adopted budget demonstrates how current
service levels can be maintained for the upcoming year, service adjustments will be
unavoidable if current revenue trends do not abate.
The Fund Schedule section of this budget presents the City's financial picture in detail.
Following this letter are Exhibits 1 and 2, which detail revenues and expenditures for
the Fiscal Year 1998-99 (audited actual), Fiscal Year 1999-2000 (adopted and unaudited
actual) and Fiscal Year 2000-01 (adopted) for the General Fund and other funds.
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Honorable City Council
July 1, 2000
Page 3
MAJOR ACCOMPLISHMENTS IN FISCAL YEAR 1999-2000
.
Completed the Downtown Precise Plan amendments for Plan Areas 2, 3 and 4.
.
Developed an interim ordinance regulating high-tech businesses in the Service
Commercial Zone and in the Evelyn Corridor Precise Plan area.
.
Completed an amendment of the North Bayshore Precise Plan and the
Shoreline/Vista Slope Master Plan regarding a hotel and conference center in the
North Bayshore.
.
Completed Transit-Oriented-Development (TaD) rezoning for the Veritas
development and established general TaD rezoning procedures.
.
Completed the extensive effort to amend and update the Residential Zone Districts
to deal with the "monster house" and neighborhood compatibility issues as well as
general updating and reformatting of the Zoning Ordinance.
.
Refined the list of potential Efficiency Studio Project sites and allocated
supplemental funding for the project.
.
Completed the HUD required five-year Consolidated Plan for Fiscal
Years 2000-2005 as required for the City to receive CDBG and HOME funds.
.
Completed development and design review for many projects, including
numerous downtown residential projects, the A valonBay residential project on
El Camino Real and the Veritas Corporate Campus on Ellis Street.
.
Processed plan checks and building permits for many projects, including the
Microsoft Corporate Campus, Alza Corporate Campus and numerous downtown
and El Camino Real projects.
.
Completed City-initiated Americana Center Precise' Plan amendments.
.
Began providing Emergency Medical Priority Dispatch services.
.
Completed installation of automatic external defibrillators in Police patrol vehicles
and City buildings, with ongoing training of personnel.
.
Completed the Paramedic Program implementation, including permanently
staffing each engine company with a Firefighter-Paramedic.
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Honorable City Council
July 1, 2000
Page 4
· Implemented golf course design improvements, including water well design,
front-nine drainage and irrigation design, and back-nine drainage and irrigation
construction.
· Selected and began implementing new long-term golf course operating model.
. Designed Pioneer Park renovation project.
. Developed a funding strategy for and designed Phases 1 and 2 of El Camino Real
median landscaping improvement project.
. Designed, fabricated and installed El Camino Real banners.
. Selected site, designed and began construction of a temporary dog park facility.
. Constructed Wyandotte/Reinert neighborhood landscape project.
. Developed scope and selected consultant for Stevens Creek Trail, Reach 4,
Segment 2 Feasibility Study.
. Designed Reach 4, Segment 1 of the Stevens Creek Trail.
· Completed the Tasman West Light Rail Line in cooperation with Valley
Transportation Authority.
. Completed the Downtown Transit Center in cooperation with Valley
Transportation Authority, including negotiation and execution of maintenance
agreements.
· Completed construction of the MOC Administration Building.
· Completed the Adobe Building restoration design.
· Completed the Fire Station 2 design.
· Developed a vision and funding strategy for the new Community Center.
· Completed Evelyn Avenue Reconstruction, Phase I.
· Completed formation of the Yardis Court Assessment District.
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Honorable City Council
July 1, 2000
Page 5
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Completed the Whisman Pump Station renovation.
.
Completed the Miramonte Pump Station renovation.
.
Completed construction of the Crittenden Storm Water Pumping Station.
.
Completed the Crittenden parking lot and landscaping project.
.
Acquired the Upton-Casey property (253-255 Franklin Street) and consolidated it
with adjacent City-owned properties.
.
Negotiated a long-term lease with the Joint Powers Board for the "Cube Site" for
nominal cost.
.
Completed a successful FEMA audit of City flood control programs.
.
Completed the San Antonio Loop reconstruction.
.
Removed the Bryant Water Tank.
.
Completed design of the water fluoridation system.
.
Completed the CTC Transportation Policy review.
.
Coordinated with the Valley Transportation Authority regarding the
85/101/Shoreline/Moffett freeway intersection project.
. Developed a design concept for the Mercy-Bush Park.
.
Coordinated day worker initiatives, including development of an ordinance
regulating solicitation and the identification of a new location for a worker center.
.
Developed a Legislative Objectives program that provides for more responsive
action to legislative proposals.
.
Selected individuals to serve as the City's representatives to the California Air and
Space Center Board of Directors.
.
Undertook employee workshops to identify / reinforce organizational values.
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Honorable City Council
July 1, 2000
Page 6
· Worked with the Community Child Care Task Force to secure a grant to fund a
study of the feasibility of siting a child-care center at the Community Center site.
· Completed an overhaul of the policies and procedures governing the conduct of
City Council meetings and a policy setting forth a procedure for the selection of
Mayor and Vice Mayor.
. Implemented "Operation Broomstick" in the downtown area.
· Completed implementation of a new financial information and budgeting system.
. Developed, recommended and implemented a Socially Responsible Investing
Policy.
. Coordinated the City's Census 2000 effort.
. Coordinated the City's Y2K preparation.
. Achieved Police Department national accreditation by the Commission for the
Accreditation of Law Enforcement Agencies (CALEA).
. Developed a system to allow the public to report certain types of crimes via the
Internet.
. Planned a transition from the DARE youth drug prevention program to a new,
independent and broader-based YIELD (Youth Intervention and Education for
Life-Long Decision-Making) program.
· Enhanced domestic violence case support and prevention services in the Police
Department.
· Enhanced focus on technology crime by participating in the High-Technology
Alliance, a partnership between Federal, State and local enforcement agencies.
· Assumed contract landscape maintenance of open space at Huff and Slater Schools
as a result of the work of the City Council School Site Maintenance Ad Hoc
Committee.
· Developed and implemented new youth programs and initiatives through the
work of the Council Youth Ad Hoc Committee.
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Honorable City Council
July 1, 2000
Page 7
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Dedicated Chetwood and Magnolia Parks.
.
Completed Internet service improvements to the Library, including a new Internet
service model, advanced Internet search training for staff and classes for the
public.
.
Enhanced the Library catalog by upgrading and standardizing records and
implementing new features and functionality.
.
Coordinated the Sister City 25th anniversary celebration with Iwata, Japan.
.
Began planning for the City's Centennial with the formation of the Centennial
Celebration Planning Committee.
.
Processed nine neighborhood grants and prepared an analysis of the neighbor-
hood grant program for the Council Neighborhoods Committee.
.
Initiated a review of downtown window sign standards.
.
Completed and distributed the Public Art in Mountain View brochure.
.
Updated the City's Zoning Requirements handbook for single-family
homeowners.
.
Revised and updated the Sidewalk Cafe Design Guidelines.
.
Implemented Police Department LiveScan digital fingerprint identification and
digital booking photo systems.
.
Partnered with the City of Sunnyvale and Microsoft to develop and deploy the
first Internet based e-commerce permitting website for issuance of building
permits over the Internet.
.
Implemented Phase II of the Amphitheatre Parking and Circulation Plan in
conjunction with the North Bayshore Traffic and Circulation Plan and Crittenden
Site improvements.
.
Expanded Police Department's volunteer program and increased volunteer hours
from 1,000 hours the previous year to over 3,500 hours last year (a 250 percent
increase).
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Honorable City Council
July 1, 2000
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. Implemented Year 1 of the Center for Performing Arts Nonprofit Support Fund.
. Updated the Master Agreement for Improvement and Recreational Use of School
Sites with the Mountain View School District.
A wards:
. Received awards for the Stevens Creek Trail, including:
Statewide "Special Award of Excellence" Facility for Reach 3.
Design and Park Planning-Park Planning and Special Purpose Category,
California Parks and Recreation Society for Reach 3.
Statewide "2000 Engineering Excellence A wards Competition," Consulting
Engineers and Land Surveyors of California for Reach 3.
Local District IV Award of Excellence, California Parks and Recreation
Society for Reach 3.
Certificate of Merit, 1999 Public Works "Project of the Year" competition,
South Bay Chapter of the American Public Works Association for Reach 3.
Teacher's Guide and Student Workbook-Mountain View Chamber of
Commerce Corporate Award (Synopsys).
. Received numerous awards for the "Science at Shoreline" program, including:
Statewide "A ward of Merit" in the Recreation/Community Service
Program-Youth Development category, California Parks and Recreation
Society.
Local District IV Award of Excellence, California Parks and Recreation
Society.
Honorable Mention-Greater Santa Clara Valley Chapter of the American
Society for Public Administration.
. Received award for Charleston Park-Centennial Medallion Award, American
Society of Landscape Architects.
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Honorable City Council
July 1, 2000
Page 9
. Received awards for Charleston Slough Restoration Project-National Public
Works Project of the Year, American Public Works Association (APW A) and
Co-Project of the Year, South Bay Chapter of APWA.
· Received awards for Creekside Park-First Place in New Projects, Public Agency
category, Northern California Turf and Landscape Council and Certificate of
Merit, South Bay Chapter of APW A.
· Received six national and State-wide awards in the Finance and Administrative
Services Department, including three budget awards, two financial reporting
awards and one information services award.
MAJOR GOALS FOR FISCAL YEAR 2000-01
The City will address a number of important issues and undertake significant projects
during Fiscal Year 2000-01. These goals will require a substantial effort in order to be
successfully accomplished. The following goals are viewed as the most significant:
. New Community Center
The City Council and City staff commenced the process of planning for the new
Community Center in Fiscal Year 1999-2000. A key decision was to construct a
new Center in-lieu of remodeling the existing facility. The City Council
Community Center Ad Hoc Committee was formed and developed a "vision" for
the new Center after having visited and evaluated the current Center and a
number of community centers constructed by other communities in recent years.
A City Council study session and public comment meeting was also held.
Additional funding for the amended scope of this project is in the adopted Capital
Improvement Program. Formal design will commence and continue through the
fiscal year.
. Efficiency Studio Housing Project
The City Council approved the use of Federal housing funds in the Fiscal
Year 1999-2000 budget for the construction of an efficiency studio housing
development. Charities Housing was selected as the developer of the project and
preliminary site selection has begun. The City Council will be confirming a pre-
ferred location and financing plan over the first few months of the fiscal year. The
2000-01 fiscal year will be the period in which formal planning to allow the project
to proceed will be undertaken. Final site selection will be completed, a financial
plan proposed and design will commence.
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Honorable City Council
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. NASA Ames/Moffett Federal Airfield Complex
Issues and projects associated with the Moffett Federal Airfield and the
NASA/ Ames Research Center have required a substantial amount of City time
and attention in recent years. It is anticipated that this pattern will continue
through Fiscal Year 2000-01. Among the most significant issues anticipated to
require City time and attention are the following:
Moffett Complex land use/economic development plan.
Housing issues.
California Air and Space Center.
Potential street connection over Stevens Creek from the Moffett Complex to
the North Bayshore Area.
. Housing Impact Fee
The City Council has recently reviewed the topic for the potential development of
a housing impact fee. The fee is to be levied against new commercial/office
projects to help respond to the need for additional housing created by such
developments. A study of such a fee will be undertaken during the 2000-01 fiscal
year and will be brought forward to the City Council to determine whether or not
to implement such a fee.
. Review of Economic Development Strategies/Economic Development Plan
Over the last several years, the City has been implementing a variety of economic
development strategies. Many of these strategies were included in a previously
adopted Economic Development Plan. The goal for the 2000-01 fiscal year is to
evaluate current programs and strategies to identify potential modifications to
further enhance the City's economic competitiveness and balance.
. Youth Initiatives
The City Council has identified the issue of youth services as a priority concern for
the last several years. Additional funding for youth services and a number of
youth-related initiatives and services have been implemented. The continuing
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Honorable City Council
July 1,2000
Page 11
implementation of these initiatives as well as the possible identification of
additional initiatives will continue during the 2000-01 fiscal year.
. Downtown Committee/Downtown Plan
A significant effort was undertaken during the 1999-2000 fiscal year to develop
and implement a number of initiatives relating to Downtown Mountain View. The
new Downtown Committee (formed in FY 1998-99) was very active and
accomplished a number of significant projects including a major review of the
Downtown Precise Plan. This review resulted in an amended Precise Plan being
adopted by the City Council. Other areas of work for the Committee were the
development of new outdoor cafe guidelines and the study of parking, economic
development and code enforcement issues. The 2000-01 fiscal year will also be
very active for the Committee with major areas of work anticipated to be:
Parking Strategies;
Redevelopment of City-owned surplus properties; and
Sign Standards.
The issue of a potential second City-developed parking structure is anticipated to
be a significant issue in and of itself.
. Child Care
Continuing City efforts to collaborate with other governmental, as well as
nonprofit, organizations to identify opportunities to increase affordable child care
will continue during the 2000-01 fiscal year. Ways in which to incorporate a child-
care component in the new Community Center project will be one of the topics
explored.
. Moffett Boulevard Corridor Study
The primary focus for the 2000-01 fiscal year will be to identify short-term
strategies to eliminate blighting influences and to target opportunities for property
reuse/redevelopment. A more comprehensive study may follow in a subsequent
year, depending on perceived need and resource availability.
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Honorable City Council
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Page 12
. Centennial Planning Committee
A citizen's committee to begin planning for the City's Centennial in 2002 was
formed during the 1999-2000 fiscal year. The work of the committee and related
preliminary planning efforts for the centennial will continue through the
2000-01 fiscal year.
. "Below Market Rate" (BMR) Program Implementation
The 2000-01 fiscal year is anticipated to be the first year for significant funding to
be available through the BMR program adopted by the City Council in Fiscal
Year 1998-99. This first year of funding will require additional effort in collecting
revenues and administering the program.
. Stevens Creek Trail
The further extension of Stevens Creek Trail will be a major project during the
2000-01 fiscal year and will include the completion of design and the initiation of
construction of Reach 4, Segment 1. In addition, the feasibility review and public
input process regarding Reach 4, Segment 2 will be completed.
. Evelyn Avenue Reconstruction Project
Phase 1 (Castro Street to Steven's Creek) of this three-phase project was completed
during the 1999-2000 fiscal year. The 2000-01 fiscal year will see the construction
of Phase 2 from Steven's Creek to Pioneer Way. The third phase from Pioneer Way
to Bernardo Avenue is programmed in the third year of the adopted Capital
Improvement Program.
. "Charleston East" Site
"Charleston East" is an 18-acre City-owned parcel in the North Bayshore Area
bounded by Amphitheatre Parkway, Charleston Road, Shoreline Boulevard and
Charleston Park. It previously served as an interim parking facility for the
Shoreline Amphitheatre. A land use study of this parcel has recently been
completed and is under review by the City Council. Depending on the City
Council's decisions regarding this site, there could be a significant project during
the 2000-01 fiscal year to market this property for public and/ or private use.
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. "Downtown Transit Plaza"
With the completion of the Downtown Transit Center and the initiation of light rail
service, the last remaining portion of this project is the redevelopment of the small
City-owned site at the corner of Castro Street and Evelyn Avenue and the adjoin-
ing Joint Powers Board (IPB) property. This combined one-acre site is envisioned
to be a public plaza with one or more buildings/structures. The possible location
of the Chamber of Commerce offices at this site is also under consideration. In
Fiscal Year 1999-2000, the City acquired a long-term lease for the JPB property and
began preliminary planning for the site. The City Council has formed a
Downtown Transit Plaza Ad Hoc Committee to serve as a sounding board for staff
regarding the project. The 2000-01 fiscal year will include the development of a
formal design for the site and a determination regarding the Chamber of
Commerce's presence at this location.
. Mercy/Bush Park
The design of Mercy /Bush Park is underway. The design will be completed and
the park will be constructed during the 2000-01 fiscal year.
. Community School of Music and Arts
During the 1999-2000 fiscal year, a lease was negotiated with the Community
School of Music and Arts for City-owned property at the "San Antonio Loop Site"
and a design for the campus has been developed and reviewed. Construction of
the project by the school will commence after the completion of fund-raising
efforts.
. Americana Precise Plan/Home Depot
The City Council recently adopted new Precise Plan standards for the former
Emporium site at El Camino Real and Highway 85. Home Depot has submitted a
request for a Precise Plan amendment which is being reviewed and processed.
The review and processing of this proposal will continue into the 2000-01 fiscal
year.
. Adobe Building Rehabilitation Project
This project will restore the Adobe Building to its original design and appearance
dating back to its construction in the 1930s. The renovation plans have been
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completed and bids have been received. The project will be under construction
during most of the 2000-01 fiscal year.
. Water System Master Plan and Water Projects
The City is in the midst of a major multi-year effort to significantly upgrade the
City's water system. Projects to expand reservoir capacity, develop new well sites
and replace water mains will continue throughout the 2000-01 fiscal year.
Reservoir siting, funding and scheduling will be particularly significant issues
during the 2000-01 fiscal year. The water fluoridation project will also be
completed and placed into operation.
. New Fire Station No.2
The design for the New Fire Station No.2 is nearing completion. The project will
be out to bid and under construction during most of the 2000-01 fiscal year.
Station No.2 staff and equipment will be temporarily located to a former residence
owned by El Camino Hospital adjacent to Saint Francis High School at the end of
South Drive.
. Other Capital Improvement Projects
Other significant capital improvement projects to be undertaken during the
2000-01 fiscal year include the following:
Shoreline Golf Links "front nine" renovation and water well construction.
Rengstorff Avenue utility undergrounding project construction.
Dog park construction.
Pioneer Park renovation.
El Camino Real Landscape Median Renovation-Phases I and II.
Senior Center renovation (Phase 1).
85/101/Shoreline Boulevard interchange design (in conjunction with the
Valley Transportation Authority).
Shoreline Boulevard traffic signal interconnect system.
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. Review/Coordination of Significant Private Development Projects
Additional significant private development projects currently identified as
requiring planning, building, permitting or inspection services during the
2000-01 fiscal year are the following:
400 California Street (Tishman Speyer).
Veritas Corporate Headquarters.
El Camino Real residential projects.
AvalonBay (Skyview).
Whisman Station expansion.
Downtown Development projects.
. Other Significant Goals
Other significant goals for the 2000-01 fiscal year include the following:
Conduct 2000 municipal election.
Review /monitoring of local government financing proposals.
Continued implementation of website/ e-commerce enhancements.
Contract negotiations with the Mountain View Police Officers Association.
Marketing of City-owned properties.
Continued review of day worker issue.
Implementation of a new operating model for the golf course.
Continue implementation of organizational development initiatives.
Updating of the Housing Element to the General Plan.
Service/ commercial zoning study.
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Continued review of transportation policies.
Preparation of Fiscal Year 2001-02 Operating Budget.
Preparation of Fiscal Year 2001-02 Five-Year Capital Improvement Plan.
Develop a General Fund budget contingency plan.
BUDGET HIGHLIGHTS
. General Fund
General Fund revenues adopted in Fiscal Year 1999-2000 total $66.1 million. The
unaudited actual revenues for Fiscal Year 1999-2000 total $74.7 million
($8.7 million or 13.1 percent higher than the adopted budget). This is primarily a
result of higher than budgeted property taxes, sales taxes, transient occupancy tax
and utility user tax; increased licenses, permits and service charge revenues from a
high level of private construction activity; and higher than anticipated motor
vehicle license fees due to an increase in auto values and auto registrations.
General Fund unaudited actual expenditures for Fiscal Year 1999-2000 are
$59.8 million or 5.1 percent lower than the adopted budget of $63.1 million. This is
primarily a result of salary savings from vacant positions but also reflects under
expended budgets for various supplies and services accounts.
Adopted revenues for Fiscal Year 2000-01 are $67.3 million, 2.0 percent higher than
Fiscal Year 1999-2000 adopted and 9.9 percent lower than Fiscal Year 1999-2000
unaudited actual.
Fiscal Year 2000-01 adopted operating expenditures include limited increases in a
few high-priority areas, including school open space maintenance, maintenance of
the new Mercy-Bush Park and maintenance of new landscape areas. In the Fire
Department, additional funding is included for public safety dispatching services
and for the paramedic program. Placeholder funding for animal control services is
included in the Police Department's budget. With these increases, adopted
expenditures are $65.9 million, 4.5 percent higher than Fiscal Year 1999-2000
adopted. The adopted budget includes a reservation of revenues totaling
$1.5 million or 2.2 percent of revenues as an Economic Stabilization Contingency to
cushion the impact of further decreases in General Fund revenues.
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· Special Funds
Revitalization Authority Fund
Fiscal Year 1999-2000 unaudited actual revenues are $2.1 million, exceeding
budget by approximately $888,000. Included in revenues is a $413,000 loan from
the General Fund Revenue Stabilization Reserve. Unaudited actual expenditures
are $1.9 million, which includes the $725,000 purchase of property on Franklin
Street partially funded by the $413,000 General Fund loan. This results in revenues
exceeding expenditures by $180,000, leaving an unaudited ending balance of
$1.4 million.
Revenues for Fiscal Year 2000-01 are adopted at $1.4 million, and expenditures are
adopted at $1.3 million. Adopted revenues exceed expenditures by approximately
$146,000, resulting in an ending balance of $1.6 million.
Shoreline Golf Links Fund
Fiscal Year 1999-2000, unaudited actual revenues are $3.2 million compared to
budgeted revenues of $3.3 million. Unaudited actual expenditures are $3.8 million
(including capital projects of $1.6 million) compared to the adopted budget of
$4.0 million. The Shoreline Golf Links Fund has an unaudited ending balance, for
Fiscal Year 1999-2000, of $2.2 million.
For Fiscal Year 2000-01, adopted revenues are $3.2 million, and adopted expen-
ditures are $3.6 million (including capital projects of $455,000). This results in
expenditures exceeding revenues by approximately $334,000 (as a result of one-
time capital projects) and a projected ending balance of $1.9 million.
Shoreline Regional Park (North Bayshore) Community Fund
For Fiscal Year 1999-2000, unaudited actual revenues are $21.3 million compared
to budget of $17.3 million as a result of higher than anticipated property tax,
investment earning and bond interest earning revenues. Unaudited actual
expenditures are $13.8 million (including capital projects of $1.9 million) compared
to the adopted budget of $14.1 million. This fund will have an unaudited ending
balance for Fiscal Year 1999-2000 of $17.2 million.
For Fiscal Year 2000-01, revenues are adopted at $18.0 million, and adopted
expenditures are $15.4 million (including capital projects of $2.7 million). The
ending balance for Fiscal Year 2000-01 is projected at $19.8 million.
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Water Fund
Unaudited actual revenues for Fiscal Year 1999-2000 are $15.4 million, higher than
the adopted budget of $14.0 million, primarily as a result of water sales higher
than budget. Unaudited actual expenditures are slightly lower than the adopted
budget ($17.4 million versus $17.6 million budgeted). This fund will end the fiscal
year with an unaudited balance of $6.6 million in addition to a reserve of
$4.8 million.
For Fiscal Year 2000-01, an average rate increase of 3.0 percent is adopted,
primarily to offset the 4.4 percent increase in wholesale water costs adopted by the
San Francisco Water Department (SFWD).
With the 3.0 percent rate increase, adopted revenues for Fiscal Year 2000-01 are
$15.2 million. Adopted operating expenditures for Fiscal Year 2000-01 total
$19.9 million (including capital projects of $8.3 million), resulting in expenditures
exceeding revenues by $4.8 million. An anticipated element of the financing
strategy for the Water System Master Plan capital improvement projects is that
expenditures will exceed revenues in certain years. This does not indicate a
degradation of the long-term financial position of the fund. The projected ending
balance for Fiscal Year 2000-01 is $2.3 million, excluding reserves of $4.9 million.
Wastewater Fund
Unaudited actual revenues for Fiscal Year 1999-2000 are $9.9 million compared to a
budget of $9.6 million. Unaudited actual expenditures (including capital projects
of $1.6 million), are $10.4 million compared to a budget of $11.5 million. The fund
will end the fiscal year with an unaudited balance of $5.5 million in addition to
$10.8 million in reserve. These reserves are planned to be used to finance major
wastewater system improvements in future years.
For Fiscal Year 2000-01, a 4.0 percent average rate increase is adopted. With this
increase, adopted revenues for this fund are $9.9 million, and adopted operating
expenditures (including capital projects of $1.5 million) total $11.5 million. The
ending balance for Fiscal Year 2000-01 is projected at $4.6 million with a reserve
balance of $10.4 million.
Solid Waste Management Fund
For Fiscal Year 1999-2000, City revenues were budgeted at $9.0 million (excluding
Foothill Disposal Company revenues of $8.1 million), compared to unaudited
actual revenues of $9.8 million. Expenditures were budgeted at $8.9 million
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(excluding payments to Foothill of $8.1 million) and unaudited actual expenditures
are $9.3 million. The fund will end the fiscal year with an unaudited balance of
$3.9 million and reserves of $2.4 million.
An average 3.0 percent rate increase is adopted for Fiscal Year 2000-01. With the
rate increase, adopted revenues total $9.5 million (excluding Foothill Disposal
Company revenues of $8.8 million), and expenditures total $9.5 million (including
capital projects of $25,000, but excluding payments to Foothill Disposal Company
of $8.8 million). The ending balance for Fiscal Year 2000-01 is projected at
$3.9 million with reserves of $2.4 million.
· Reserves
Currently, many reserves need supplementation to meet required policy or target
balances. The reserves requiring additional funds will be supplemented from the
Fiscal Year 1999-2000 General Fund carryover.
The recommendations in this budget regarding reserves are consistent with the
City's Financial Policies that ensure reserves will be maintained at prudent levels.
. Capital Improvement Projects, Capital Outlay and Equipment Replacement
On June 6, 2000, the City Council adopted a Five- Year Capital Improvement Plan
for Fiscal Years 2000-01 through 2004-05. The adopted budget includes funding
for Fiscal Year 2000-01 projects in the amount of $27.1 million. A detailed list of
adopted capital projects is included in the Statistical Section.
Operating and maintenance expenses have been evaluated for projects as some
capital projects will result in increased ongoing operating expenses while others
can result in long-term operating cost savings through productivity and efficiency
improvements. An increase of approximately $28,000 in annual operating and
maintenance expenses is associated with projects adopted for Fiscal Year 2000-01.
Additional discussion of the projects increasing the ongoing operational costs may
be found in the Statistical Section.
Included in the Fiscal Year 2000-01 Adopted Budget is approximately $366,800 for
capital outlay expenditures in the General Fund. An additional $173,900 of capital
outlay is adopted for other funds for a total of $540,700.
In addition, approximately $1.6 million is included in the Fiscal Year 2000-01
Adopted Budget for equipment replacement in accordance with the equipment
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replacement plan. The General Fund, Special Funds and the Enterprise (Utility)
Funds all contribute to the Equipment Replacement Fund.
Detailed lists of adopted capital outlay expenditures and adopted equipment
replacement expenditures are included in the Statistical Section of this document.
The following sections describe the budget process, the basis of accounting utilized by
the City of Mountain View and the budget amendment process.
THE BUDGET PROCESS
The budget process begins in November of each year, when all City departments begin
preparation of their budget proposals for the upcoming fiscal year.
Departments submit budget requests to the Budget Review Team (consisting of the
Assistant City Manager and the Finance and Administrative Services Director) in late
December. The Budget Review Team reviews these requests and submits recommen-
dations to the City Manager.
The City Manager assesses the Budget Review Team's recommendations, meets with
department heads for further discussion and submits recommendations to the City
Council in the form of the Narrative Budget Report in May. The City Council is then
able to review and discuss the recommendations and consider the budget prior to the
presentation of the Proposed Budget.
The Proposed Budget is presented to the City Council in early June and considered at
public hearings. The City's annual budget must be adopted prior to the beginning of
each fiscal year (July 1).
FINANCIAL AND BUDGETARY POLICIES
The City Council has established financial and budgetary policies which are reviewed
and updated as necessary by the City Council. A comprehensive and consistent set of
financial and budgetary policies provides a basis for sound financial planning, identi-
fies appropriate directions for service level development, aids budgetary
decision-making and serves as an overall framework to guide financial management
and operations of the City.
A city's adoption of financial policies also promotes public confidence and increases the
city's credibility in the eyes of bond rating agencies and potential investors. Such
policies also provide the resources to react to potential financial emergencies in a
prudent manner.
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A summary of financial and budgetary policies is included in the Statistical Section of
this document.
BUDGET AMENDMENT PROCESS
Pursuant to financial policy, budgets are approved at the fund and department level
(legal level of control) and may not be exceeded without City Council approval.
Transfers and adjustments between funds, departments and capital projects must be
submitted to the City Council for approval. The City Charter requires approval by five
votes of the seven-member City Council to amend the budget.
Budget adjustments are also required for grants and reimbursed services that were not
anticipated or budgeted. Council Resolution No. 15443 authorizes the Finance and
Administrative Services Director and the City Manager to increase appropriations up to
$10,000 and $33,200 (indexed for inflation), respectively, when outside grants or reim-
bursement revenues have been received to offset expenditures that were not anticipated
or budgeted. If the grant or reimbursement is not within the City Manager's level of
authorization, a request for an appropriation increase must be submitted to the City
Council for approval (five votes required).
Department heads are responsible for managing expenditures within their budget and
assuring funds are only expended for properly authorized City expenses. Department
heads are also responsible for expending funds consistent with the goals and objectives
approved by the City Council.
BASIS OF BUDGETING
All Governmental Fund Type annual budgets are presented on a basis consistent with
the general purpose financial statements prepared in accordance with generally
accepted accounting principles.
The accounting and financial reporting treatment applied to a fund is determined by the
measurement focus of the fund.
Governmental fund types are accounted for using the modified accrual basis of
accounting. Revenues are recorded as received, or accrued if they are both measurable
and available to finance expenditures of the current period. Expenditures are recorded
when the related fund liability is incurred, except for principal and interest on long-
term debt, which are recorded when paid.
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Capital Improvements Financing Authority
Shoreline Regional Park Community
Revitalization Authority
Special Assessment Debt
$41,263
$63,379
$8,120
$3,315
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Proprietary fund types are accounted for using the accrual basis of accounting wherein
revenues, unbilled or billed, are recognized in the accounting period in which they are
earned and expenses are recognized in the period liabilities are incurred.
DEBT ADMINISTRA nON
As of June 30, 2000, the City has various debt obligations outstanding. These obliga-
tions are comprised of (dollars in thousands):
Entity
Principal
Outstanding
The Mountain View Capital Improvements Financing Authority 1992 Revenue Bonds
were issued to refund certain lease obligations relating to the City of Mountain View's
City Hall/Community Theater Complex and to refund two outstanding tax allocation
bond issues of the Shoreline Community. There are two components to the Bonds, the
City Lease Component and the Community Bonds Component, funded by the General
Fund and the Shoreline Regional Park Community Fund, respectively.
The Shoreline Regional Park Community (the Community) has three outstanding tax
allocation bond issues. The 1996 Series A Bonds were issued to fund the acquisition of
certain land from the City and to fund road, water, sewer and other public improve-
ments along certain roadways. The 1993 Series A Bonds were issued to finance certain
landfill closure projects and other public improvements within the Community. The
1992 Refunding Bonds were issued to defease two prior bond issues.
The Revitalization Authority funds debt payments for the 1995 Refunding Certificates
of Participation debt issuance. The Certificates were issued to refinance all of the
outstanding Revitalization Authority, 1986 Tax Allocation Bonds issued for the
reconstruction of Castro Street.
Special Assessment Debt consists of various issues to finance property owner
improvements within the City.
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CALCULATION OF APPROPRIATIONS LIMIT
The City is required by the State Constitution, Article XIIIB, to annually calculate the
maximum amount of appropriations subject to limitation. This calculation is intended
to limit the annual growth in tax revenues used to fund governmental expenditures in
California. Article XIIIB was changed with the passage of Proposition 111 on the
June 1990 ballot. These changes permit greater flexibility with regard to annually
calculating increases in the appropriations limit by allowing additional growth factors
to be used. The factors permitting the maximum allowable increase in the appropria-
tions limit are chosen for the calculation each fiscal year.
The annual appropriations limit calculation for this fiscal year is shown below. As can
be seen, the City is substantially under its appropriations limit.
Fiscal Year 1999-2000 Limit
1999-2000 Population Change in Santa Clara County
1999-2000 Change in Per Capita Personal Income
$114,655,524
1.0163
1.0491
Fiscal Year 2000-01 Limit
122,245,758
Fiscal Year 2000-01 Budget Amount Subject to Limitation
44.901.014
Amount Under Appropriation Limit
$ 77.344.744
AWARDS
For the seventh time, the Government Finance Officers Association of the United States
and Canada (GFOA) presented an award for Distinguished Budget Presentation to the
City of Mountain View for the Fiscal Year 1999-2000 annual budget.
In order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, an operations guide, a financial plan
and a communications device.
In addition, for the fourteenth year, the California Society of Municipal Finance Officers
(CSMFO) has presented the City with an award for Excellence in Operational Budgeting
and the City's seventh award for Excellence in Public Communication for the Fiscal
Year 1999-2000 budget documents.
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The awards are valid for a period of one year only. The Fiscal Year 2000-01 budget
documents continue to conform to program requirements and will be submitted to
GFOA and CSMFO to determine eligibility for another award.
CONCLUSION
Fiscal Year 2000-01 adopted General Fund revenues are $67.3 million and adopted
expenditures are $65.9 million. There is no revenue balance after reserving for the
Economic Stabilization Contingency of $1.5 million. General Fund revenues for Fiscal
Year 2000-01 are 9.9 percent lower compared to current year unaudited actuals.
Reduced revenues can be absorbed in the Economic Stabilization Contingency, a
reserve for volatile revenues and not used for operating expenditures. The Economic
Stabilization Contingency is limited in the coming fiscal year to $1.5 milliop.
Unavoidable service needs are addressed in the proposed General Fund budget at a
level which can be sustained into the future.
The Revitalization Authority Fund will be impacted by the development of new
downtown strategies and housing set-aside fund designations. Fiscal Year 2000-01
housing set-aside funds have been designated for the efficiency studio project.
Revenues for the Shoreline Golf Links Fund are slightly less than budget as a result of
construction to improve the course. Projects are in process to continue enhancing
facilities and improve conditions at the course. Council approved the long-term
operating model for the course and changes are incorporated in this adopted budget
document. The projected ending balance available for Fiscal Year 2000-01 is
$1.9 million. This balance may be used to fund future capital projects to continue
improvement of the course.
The Shoreline Regional Park (North Bayshore) Community Fund continues to generate
sufficient tax increment revenues to meet ongoing operations, debt service obligations
and capital needs. The balance available at the end of Fiscal Year 2000-01 is estimated at
$19.8 million.
A 3.0 percent rate increase is adopted for the Water Fund for Fiscal Year 2000-01 due
primarily to the SFWD adopting a 4.4 percent rate increase for Fiscal Year 2000-01.
A 4.0 percent rate increase is adopted for the Wastewater Enterprise Funds to fund
inflationary cost increases and an ongoing higher level of annual capital projects.
A 3.0 percent rate increase in refuse rates is adopted to cover inflationary cost increases
in the Solid Waste Management Enterprise Fund.
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Reserves are generally in good condition and required supplemental allocations will be
funded by the Fiscal Year 1999-2000 General Fund carryover balance.
General Fund revenues are not experiencing any growth, and the City does not have the
resources to fund all identified needs. The additional expenditures adopted for the
Fiscal Year 2000-01 budget are limited in order to help maintain the City's financial
health into the future. The Five-Year Forecast for the General Fund points out the need
for careful expenditure management.
Many staff members have contributed significantly to the preparation of this report. All
department heads have shown the type of teamwork, cooperative spirit and creativity
necessary for this process. I would particularly like to thank Assistant City Manager
Nadine Levin, Finance and Administrative Services Director Robert Locke, Assistant
Finance and Administrative Services Director Patty Kong, and Principal Financial
Analysts Helen Ansted and Suzy Niederhofer for their assistance with the Operating
Budget. I would also like to thank Administrative Services Manager Jim Williamson
and Police Captain Larry Plummer for their assistance with the capital outlay process
and the Document Processing and Copy Center staff for their constant support in the
preparation of this document.
J<'~~
Kevin C. Duggan
City Manager
KCD/SN/9/BUD
541-0S-02-00L^
Enclosures
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EXHIBIT I ~
TOTAL FUND REVENUES J
AUDITED ADOPTED UNAUDITED ADOPTED 3
ACTUAL BUDGET ACTUAL BUDGET
1998-99 1999-2000 1999-2000 2000-0 I
GENERAL FUND $ 67,899,500 66,050,149 74,711,961 67,347,002 J
RESER VES 24,070,597 15,148,924 24,003,736 19,090,242 J
GAS TAX 1,553,743 1,440,781 1,481,336 1,470,893
CONVEYANCE TAX 3,379,376 2,156,665 3,543,383 2,446,893 8
BELOW MARKET RATE HOUSING 0 0 0 0
REVITALIZATION AUTHORITY 1,915,915 1,185,865 2,074,030 1,431,369 a
SHORELINE GOLF LINKS 3,470,806 3,310,251 3,228,444 3,248,108 J
PARKING DISTRICT & IN LIEU FEES 1,068,815 477,750 464,643 452,841
SUPPLEMENTAL LA W ENFCMNT 168,485 104,301 172,853 150,000 J
C.D.B.G. 2,156,703 1,338,000 419,920 1,320,000
LOCAL LA W ENFCMT BLOCK GRT 12,462 0 1,001 0 :J
CABLE T.V. 517,094 481,250 529,404 529,675
SHORELINE COMMUNITY 17 ,890,365 17,339,191 21,278,308 17,967,636 J
STORM DRAIN CONSTRUCTION 261,278 42,483 178,463 48,212
PARK LAND DEDICATION 1,973,070 186,830 1,496,632 281,991 J
WATER 13,479,660 14,047,847 15,355,301 15,174,085 ~
W ASTEW A TER 10,318,902 9,626,216 9,904,454 9,894,656
SOLID WASTE 8,890,640 8,973,515 9,785,192 9,472,756 ~
EQUIPMENT MAINTENANCE 3,455,010 3,765,841 3,755,993 3,934,682
WORKERS COMPENSATION 1,324,878 1,191,978 1,205,959 1,148,438 :J
UNEMPLOYMENT 84,473 66,833 70,568 71,332
LIABILITY 1,018,714 892,785 1,671,846 789,353 ~
RETIREES HEALTH 1,713,005 706,587 1,826,335 896,280 8
EMPLOYEE BENEFITS 1,250,916 1,105,186 144,741 53,014
TOTAL $ 167,874,407 149,639,228 177,304,503 157,219,458 3
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C EXHIBIT 2
~ TOTAL FUND EXPENDITURES
C AUDITED ADOPTED UNAUDITED ADOPTED
ACTUAL BUDGET ACTUAL BUDGET
1998-99 1999-2000 1999-2000 2000-01
C GENERAL FUND $ 58,340,667 63,070,951 59,846,439 65,879,825
C RESERVES 19,863,845 19,546,669 24,012,676 14,085,216
GAS TAX 2,075,969 1,793,149 1,793,149 1,787,074
C CONVEYANCE TAX 4,169,916 4,868,000 4,868,000 2,769,000
BELOW MARKET RATE HOUSING 0 0 0 25,000
~ REVITALIZATION AUTHORITY 1,293,430 1,153,466 1,894,210 1,285,706
SHORELINE GOLF LINKS 3,398,796 4,024,094 3,840,391 3,582,590
C PARKING DISTRICT & IN LIEU FEES 383,625 241,343 186,306 992,999
C SUPPLEMENTAL LAW ENFRCMNT 162,800 166,638 177,333 185,333
C.D.B.G. 2,189,365 1,538,200 384,111 1,523,500
C LOCAL LAW ENFCMT BLOCK GRT 98,520 0 16,593 0
CABLE T.V. 506,489 581,400 574,509 592,065
~ SHORELINE COMMUNITY 21,273,061 14,104,441 13,819,625 15,368,946
STORM DRAIN CONSTRUCTION 25,000 25,000 65,000 25,000
C PARK LAND DEDICATION 172,177 1,385,000 1,385,000 2,172,000
C WATER 12,724,473 17 ,613,082 17,388,774 19,949,495
W ASTEW A TER 10,039,592 11,501,153 10,449,160 11,530,880
~ SOLID WASTE 8,512,489 8,948,980 9,279,022 9,524,987
EQUIPMENT MAINTENANCE 2,628,852 3,625,799 2,640,337 3,033,905
~ WORKERS COMPENSATION 1,120,117 1,391,761 1,539,380 1,530,117
UNEMPLOYMENT 40,117 67,250 25,926 67,250
~ LIABILITY 766,679 805,000 572,327 805,000
~ RETIREES HEALTH 319,144 388,330 274,870 489,942
EMPLOYEE BENEFITS 1,211,316 1,111,666 115,378 79,700
~ TOTAL $ 151,316,439 157,951,372 155,148,516 157,285,530
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EXHIBIT 3
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GENERAL FUND OPERATING REVENUES
FISCAL OPERATING % CHANGE
YEAR REVENUE FROM PRIOR YEAR
1989-90 $45,020,000 0.2%
1990-91 $44,490,000 (1.2%)
1991-92 $45,894,000 3.2%
1992-93 $45,248,000 (1.4%)
1993-94 $46,921,000 3.7%
1994-95 $51,766,000 10.3%
1995-96 $57,149,000 10.4%
1996-97 $64,510,000 12.9%
1997-98 $67,027,000 3.9%
1998-99 $67,900,000 1.3%
1999-2000 * $74,712,000 10.0%
2000-01 ** $67,347,000 (9.9%)
* Unaudited
** Adopted
1-28
C EXHIBIT 4
~ GENERAL FUND OPERATING EXPENDITURES
~ FISCAL OPERATING % CHANGE
~ YEAR EXPENDITURES (1) FROM PRIOR YEAR
1989-90 $35,500,000 6.1%
C 1990-91 $41,390,000 16.6%
~ 1991-92 $44,326,000 7.1%
C 1992-93 $42,718,000 (3.6%)
1993-94 $41,831,000 (2.1%)
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1994-95 $48,080,000 14.9%
C 1995-96 $47,783,000 (0.6%)
C 1996-97 $52,019,000 8.9%
C 1997 -98 $54,380,000 4.5%
1998-99 $57,504,000 5.7%
C 1999- 2000 * $59,675,000 3.8%
C 2000-01 ** $65,880,000 10.4%
~ * Unaudited
~ ** Adopted
(1) Includes changes in encumbrances.
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CITY OF MOUNTAIN VIEW
RESOLUTION NO. 16488
SERIES 2000
enURed to be . True Copy ollbe Orlllul
olltd,q.5oU A~( [)::M,J4
De 'y 'y Clerk
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A RESOLUTION ADOPTING THE FISCAL YEAR 2000-01 BUDGET
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WHEREAS, the City Council held a duly noticed study session on May 16, 2000
and held duly noticed public hearings on June 6 and June 13,2000, and heard all
persons wishing to be heard regarding said proposed budgets. The City Council
considered these comments and deliberated the City Manager's proposed budget;
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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Mountain View as follows:
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1. The City of Mountain View proposed budget in the amount of
$116,261,405 as recommended by the City Manager and amended by the City Council,
plus any amendments approved by the City Council on June 6 and June 13, 2000 on file
in the City Clerk's Office, including the fund schedules section of the proposed budget,
is hereby adopted as the Fiscal Year 2000-01 budget of this agency. The Finance and
Administrative Services Director is authorized to determine the budgeted amounts for
implementation of the decisions made at the public hearings and report by informa-
tionalmemorandum to the City Council and to file such memorandum with the City
Clerk.
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2. The City Council appropriate funding in the amount of $24,465,000 for Fiscal
Year 2000-01 new and amended Capital Improvement Projects.
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3. The City Council has included appropriations sufficient to meet all its debt
service obligations.
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4. Except for continuing appropriations for capital improvement projects not
yet completed, Community Development Block Grant programs, grant funding, legal
cases and other expenditures lawfully encumbered or accrued, all unexpended
appropriations shall lapse at the end of the fiscal year in accordance with City Charter
Section 1105.
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5. Appropriations as needed from investment earnings received on grant funds
are hereby authorized.
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6. Appropriations from the compensated absence reserve are hereby authorized
as needed for payment of vacation and sick leave balances of employees separating
from City service during Fiscal Year 2000-01.
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7. Appropriations from the Employee Benefits Fund are hereby authorized as
needed to be funded by the contributions of the City, employees and retirees.
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8. Appropriations for the Police Asset Forfeiture Fund are hereby authorized up
to the uncommitted cash balance in the Police Asset Forfeiture Fund.
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9. The City Manager is authorized to increase appropriations in the Cable
Television Fund for pi\yments and transfers that are calculated on franchise fees
received.
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10. The City Manager is authorized to increase appropriations for specific retail
and golf lesson expenditures of the Shoreline Golf Links operations that are offset by
retail sales and golf lesson revenues.
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11. The Finance an9. Administrative Services Director is hereby authorized to
make adjustments and corrections to budgeted amounts for reasons such as:
(1) amendments adopted by City Council; (2) final benefit coverage costs; (3) final
represented and nonrepresented employee compensation costs; (4) the ability to process
adjl1Shlu~nts between funds and departments for internal service charges and
administrative overhead reimbursements; (5) adjust revenue and appropriations for the
actual Public Library Fund grant amount received; and (6) the ability to process other
corrections as necessary. The Finance and Administrative Services Director will report
the final adopted budget and any reconciling changes in the compilation of the budget
to the City Council by an informational memorandum and will file said final adopted
budget with the City Clerk's Office.
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The foregoing Resolution was regularly introduced and adopted at a Regular
Meeting of the City Council of the City of Mountain View, duly held on the 13th day of
June, 2000, by the following vote:
AYES:
Council members Ambra, Faravelli, Kasperzak, Lieber, Noe, Zoglin
and Mayor Stasek
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NOES:
None
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AIlSENT:
None
NOT VOTING:
None
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ATTEST:
APPROVED:
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ANGELITA M. SALVADOR
CITY CLERK
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'- ROSEMARY ST SEK
MAYOR
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I do hereby certify that the foregoing resolution was
passed and adopted by the City Council of the City of
Mountain View at ;l R f> q 111 ... r meeting
held on the ,.. t- to day of ----J...u.J:l<> by
the foregoing vott:.
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City Clerk
City of Mountain View
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530-05-1O-00R^
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Certified to be a Tru
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. Dated: 1/5/0()
DepUI
MOUNTAIN VIEW REVITALIZATION AUTHORITY (MVRA) .
RESOLUTION NO. RA-89
SERIES 2000
A RESOLUTION ADOPTING THE FISCAL YEAR 2000-01 BUDGET
WHEREAS, the MVRA Board of Directors held a duly noticed study session on
May 16, 2000 and held duly noticed public hearings on June 6 and June 13, 2000 and
heard all persons wishing to be heard regarding said proposed budgets;
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors (Board) of the
Mountain View Revitalization Authority as follows:
L The Mountain View Revitalization Authority proposed budget in the amount
of $1,282,600, as recommended by the City and Authority Manager, plus any amend-
ments approved by the Board on June 6 and June 13,2000, on file in the City Clerk's
Office, is hereby adopted as the Fiscal Year 2000-01 budget of this agency. '
2. The Board has included appropriations sufficient to meet all its bonded debt
obligations.
3. Except for continuing appropriations for capital improvement projects not
yet completed and other expenditures lawfully encumbered or accrued, all other
unexpended appropriations shall lapse at the end of the fiscal year.
4. The Treasurer /Finance and Administrative Services Director is hereby
authorized to make adjustments and corrections to budget amounts for reasons such as:
(I) amendments adopted by the Board; (2) final benefit coverage costs; (3) final repre-
sented and nonrepresented employee compensation costs; (4) the ability to process
adjustments between funds and departments for internal service charges and admin-
istrative overhead reimbursements; and (5) the ability to process other corrections as
necessary. The Treasurer /Finance and Administrative Services Director will report the
final adopted budget and any reconciling changes on the compilation of the budget to
the Board by an informational memorandum and will file said final adopted budget
with the City Clerk's Office.
5. The Treasurer/Finance and Administrative Services Director is authorized to
adjust the Housing Set-Aside appropriation based on the applicable property tax
received.
1-32
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The foregoing Resolution was regularly introduced and adopted at a Regular
Meeting of the Mountain View Revitalization Authority, duly held on the 13th day of
June, 2000, by the following vote:
AYES:
Board members Ambra, Faravelli, Kasperzak, Lieber, Noe, Zoglin and
President Stasek
NOES:
None
ABSENT:
None
NOT VOTING: None
ATTEST:
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ANGELITA M. SALVADOR
SECRETARY
HMA/4/RESO
530-05-1O-00R-3^
APPROVED:
'/;i4~pn~~rdLJ
. ROSEMARY S-y. EK
PRESIDENT
I do hereby certify that the foregoing resolution was
passed and adopted by the Mountain View Revitalization
Authority at a Reau 1 a r meeting held on
the 13th dayof ,1un" by
the foregoing vote.
Secretary
Mountain View Revitalization Authority
1-33
Certified to be a Tr e Copy orthe Oripaal 0
.)atedH -.5 -00' wJ\..M
Dep y CIty Clerk
MOUNTAIN VIEW SHORELINE REGIONAL PARK COMMUNITY (SRPC)
RESOLUTION NO. S-112
SERIES 2000
A RESOLUTION ADOPTING THE FISCAL YEAR 2000-01 BUDGET
WHEREAS, the SRPC Board of Directors held a duly noticed study session on
May 16, 2000 and held duly noticed public hearings on June 6 and June 13, 2000 and
heard all persons wishing to be heard regarding said proposed budget;
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors (Board) of the
Mountain View Shoreline Regional Park Community as follows:
1. That the Mountain View Shoreline Regional Park Community proposed
budget in the amount of $12,954,333 as recommended by the City Manager and the
adopted Fiscal Year 2000-01 Capital Improvement Projects in the amount of $2,673,000,
plus any amendments approved by the Board on June 6 and June 13, 2000, on file in the
City Clerk's Office, are hereby adopted as the Fiscal Year 2000-01 budget of this agency.
The Finance and Administrative Services Director is authorized to determine the
budgeted amounts for implementation of the decisions made at the public hearings and
report by informational memorandum to the City Council and to file such
memorandum with the City Clerk.
2. That the Board has included appropriations sufficient to meet all its debt
obligations.
3. 111at except for continuing appropriations for capital improvement projects
not yet completed and other expenditures lawfully encumbered, all other unexpended
appropriations shall lapse at the end of the fiscal year in accordance with City Charter
Section 1105.
4. That the Treasurer /Finance and Administrative Services Director is hereby
authorized to make adjustments and corrections to budgeted amounts, such as:
(1) amendments adopted by the Board; (2) final benefit coverage costs; (3) final
represented and nonrepresented employee compensation costs; (4) the ability to process
adjustments between funds and departments for internal service charges and admin-
istrative overhead reimbursements; and (5) the ability to process other corrections as
necessary. The Treasurer/Finance and Administrative Services Director will report the
final adopted budget and any reconciling changes in the compilation of the budget to
the Board by an informational memorandum and will file said final adopted budget
with the City Clerk's Office.
1-34
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The foregoing Resolution was regularly introduced and adopted at a Regular
Meeting of the Mountain View Shoreline Regional Park Community, duly held on the
13th day of June, 2000, by the following vote:
AYES:
Board members Ambra, Faravelli, Kasperzak, Lieber, Noe, Zoglin and
President Stasek
NOES:
None
ABSENT:
None
NOT VOTING: None
ATTEST:
APPROVED:
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ROSEMARY S SEX
PRESIDENT
ANGELITA M. SALVADOR
SECRETARY
I do hereby certify that the foregoing resolution was
passed and adopted by the Mountain View Shoreline
Regional Park Community at aRe QU 1 a ltneeting
held on the 13 t h day of Ju n e by the foregoing
vote.
Secretary
Mountain View Shoreline Regional Park Community
HMA/4/RESO
530-05-1O-00R-5^
1-35
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Dated!l.:.SJW
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CerUntd to bt R Tru
CITY OF MOUNTAIN VIEW
CAPITAL IMPROVEMENT FINANCING AUTHORITY (MVClFA)
RESOLUTION NO. FA-8
SERIES 1999
3
A RESOLUTION ADOPTING THE FISCAL YEAR 1999-2000 BUDGET
FOR MVClFA DEBT SERVICE PAYMENTS
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WHEREAS, the MVCIFA Board of Directors held duly noticed public hearings on June I
and June 8,1999 and heard all persons wishing to be heard regarding said proposed budget;
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NOW, THEREFORE, DE IT RESOLVED by the Board of Directors (Board) of the City of
Mountain View Capital Improvement Financing Authority as follows:
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1. The City of Mountain View Capital Improvement Financing Authority proposed
budget in the amount $4,345,673 as recommended by the City and Financing Authority
Manager, including any amendments approved by the Board on June 8,1999, on file in the City
Clerk's Office, is hereby adopted as the Fiscal Year 1999-2000 budget of this agency.
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2, The Board has included appropriations sufficient to meet all its bonded debt
obligations.
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3, Except for the expenditures lawfully encumbered, all other unexpended
appropriations shatllapse at the end of the fiscal year in accordance with City Charter
Section 1105.
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4. The Treasurer/Finance and Administrative Services Director is hereby authori7:ed to
make adjustments and corrections to budget amounts and report the final adopted budget to
the Board by an informational memorandum and will file said final adopted budget with the
City Clerk's Office.
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The foregoing Resolution was regularly introduced and adopted at a Regular Meeting of
the Mountain View Capital Improvements Financing Authority, duly held on the 8th day of
June, 1999, by the following vote:
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AYES:
Board members Ambra, Faravelli, Kasperzak, Lieber, Noe, Stasek and
President Zoglin
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NOES:
None
ABSENT:
None
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NOT VOTING: None
ATTEST:
APPROVED:
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ANGELITA M. SALVADOR
SECRETARY
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"-I'Ll" hv J~~
MARY LOu' ZOGLI
PRESIDENT
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I do hereby certify that the foregoing resolution was
passed and adopted by the Mountain ViE'w Capital
Improvements Financing Authority at ;:ll Rpqll1 '" y
meeting held on the At}, day of ~np 1 qqq by
thE' foregoing volE',
/'MJrnl I. _
iJ})I~-_._--
SE'crE'tary
Mounlain View CapitallmprovE'mE'nts Financing Authority
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HMA/7/RESO/S30-06-0I-99R-4^
1-36
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Mountain View,
California
For the Fiscal Year Beginning
July 1,1999
CCe.:~:~ ~{t?o::~
1-37
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NOTES
(This page left intentionally blank)
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General Notes
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These notes explain the format and conventions used for each of the Department summaries
that appear in the following section of this document.
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A. Organizational Charts
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Included for each department is an overview of the functions and responsibilities of the
department as well as the organizational structure of the department. A City-wide
organizational chart is included in the Statistical Section of this document.
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B. Performance MeasuresIWorkload Measures
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Included on each department text page (see below description) is a list of performance
and workload measures by program. Because the process of creating a sound
performance measurement system is still evolving, some performance/workload measures
are noted as being "discontinued" and some are noted as "New for FY 2000-01".
'"'"
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Performance/workload measures are clearly tied to departmental functions. If a
departmental function has a performance/workload measure tied to it, it is noted in
parenthesis with an "M" and the performance/workload measure number(s) following.
For example, (M 1,2,3). Performance/workload measures which are being discontinued
are not tied to a departmental function.
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C. Text Pages
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1. Centered at the top of the page is a title identifying the Department or Program name
and whether it is the Department Summary or a Program Summary.
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2. Each text page identifies the manager, mission statement, objectives, and major
goals/strategies for Fiscal Year 2000-01 as well as any major changes for the
Department or Program.
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D. Numerical Pages
1'IllJ'tIl
1. The listed number of positions for each Department or Program represents the
maximum number of permanent budgeted positions that can be filled. "Part-Time
Hourly" positions identify the number of full-time equivalent positions budgeted to be
filled by hourly personnel. Contract personnel are not included in this listing.
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2-1
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General Notes
(Continued)
Nji+
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d
2. Positions listed in the "1998-99 Adjusted" column are those positions actually
approved in the adopted budget that year plus any adjustments made mid-year.
Positions listed in the "1999-2000 Adopted" column are those positions in the
"1998-99 Adjusted" column plus positions adopted in Fiscal Year 1999-2000.
Positions listed in the "2000-01 Adopted" column are those positions in the
"1999-2000 Adopted" column plus any amendments or adjustments made mid-year
and any new positions adopted for Fiscal Year 2000-01.
lIIIIII
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3. Salaries and wages are calculated using the employees' actual pay plus any potential
mid-year step increases. Vacant safety positions are calculated at 5th step (or the 100
percent level) of the position classification, all other vacant positions are calculated at
2nd step (or 85 percent level). Hourly positions are also calculated at 5th step of the
position classification.
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CITY COUNCIL
DEPARTMENT SUMMARY
DEPARTMENT MANAGER-CITY CLERK
DEPARTMENT MISSION STATEMENT
To set policy that governs the City in a manner which is both financially sound as well as responsive to
the needs and concerns of the community.
DEPARTMENT FUNCTIONS
· Serve as Board of Directors for the Mountain View Shoreline Regional Park Community, the
Mountain View Revitalization Authority and the City of Mountain View Capital Improvements
Financing Authority.
. Participate in regional boards and agencies which directly affect the City of Mountain View and the
needs and interests of the citizens.
Adopt the annual budget and five-year Capital Improvement Program.
Meet annually in study sessions with each advisory commission/ committee.
Participate in the City's Corporate Visitation Program.
MAlOR CITY GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Conduct the 2000 General Municipal Election.
Continue the work of the Centennial Planning Committee.
Continue to work in collaboration with other organizations to identify and evaluate potential
strategies to create more accessible/affordable child care.
.
Continue efforts associated with the day worker issue.
. Monitor / participate in discussions of local government financing proposals.
. Continue initiatives relating to the Moffett Complex/NASA Ames, including:
California Air and Space Center Foundation.
Moffett Complex land use/economic development plan.
Housing issues.
Potential for a street connection between the North Bayshore Area and the Moffett Complex
over Stevens Creek.
. Continue implementation of website/e-commerce enhancements.
. Continue organizational development initiatives.
2-5
..
CITY COUNCIL
DEPARTMENT SUMMARY
III
..
III
..
.
Undertake negotiations with the Mountain View Police Officers Association.
..
.
Prepare the Fiscal Year 2001-02 Operating Budget.
..
..
. Develop a General Fund budget contingency plan.
..
.
Update the Housing Element to the General Plan.
-
.
Evaluate the potential implementation of a housing impact fee.
..
.
Implement decisions resulting from the "Charleston East" land use study.
-
.
Complete a review of the Americana Precise Plan/Home Depot application.
-
..
. Continue support of the Downtown Committee and downtown initiatives, including:
-
Downtown parking strategies/parking structure design and financing.
Sign standards.
Redevelopment of surplus City properties.
..
..
..
. Review economic development strategies/economic development plan.
..
.
Service/Commercial Zoning study.
III
.
Facilitate the review / construction of private development projects, including:
..
400 California Street (Tishman Speyer).
Veritas corporate headquarters.
El Camino Real residential projects.
Avalon Bay /Skyview residential towers.
Whisman Station expansion.
Various downtown development projects.
..
-
-
..
..
..
. Proceed with implementation of an efficiency studio housing project.
..
. Continue initial implementation of the Below-Market Rate (BMR) housing program.
III
.
Prepare the Fiscal Year 2001-02 Capital Improvement Plan.
..
.
Market City-owned surplus properties.
..
.
Support the Council Transportation Committee in the completion of their review of transportation
policies.
..
-
.
Complete design and construct Mercy-Bush Park.
..
.
Begin design of the new Community Center.
..
..
2-6
..
..
-
~
-
~
!QIMI
-
-
-
~
...
.ww
-
,~
.~
~
fO\l..o!I
CITY COUNCIL
DEPARTMENT SUMMARY
.
Undertake the Evelyn A venue Reconstruction Project-Phase II.
· Complete initial planning and commence design for the downtown transit plaza.
· Complete design and begin construction of Stevens Creek Trail, Reach 4, Segment 1.
· Continue the planning process for Stevens Creek Trail, Reach 4, Segment 2.
· Complete the Adobe Building renovation project.
.
Construct replacement Fire Station No.2.
· Undertake other capital improvement projects, including:
Golf course projects (Front Nine renovation, water well and cart storage facility).
Rengstorff A venue utility undergrounding.
Dog park.
Renovation of Pioneer Park.
EI Camino Real median renovation-Phase I and II.
Senior Center renovations.
85/101/Shoreline Boulevard interchange planning.
Shoreline Boulevard traffic signal interconnect system.
.
Identify preliminary strategies for improving the Moffett Boulevard Corridor.
.
Complete construction and implement the water fluoridation system.
.
Continue implementation of the Water Master Plan projects, including:
Water reservoirs.
Water wells.
Water mains.
· Continue implementation of youth initiatives.
· Coordinate with the Community School of Music and Arts regarding the construction of the new
CSMA campus.
· Implementation of new operating model for the golf course.
2-7
2-8
..
..
..
-
..
.-
..
..
$15,200
..
lit
..
..
-
..
..
lit
..
..
..
..
..
lit
..
..
..
..
..
.-
..
..
..
..
..
..
..
..
..
.
CITY COUNCIL
DEPARTMENT SUMMARY
MAlOR DEPARTMENT CHANGES
· General Fund:
Equipment Funding (one-time expenditure)
Per Council Policy A-2, each Councilmember is allocated $3,800 per term to be
used to purchase a computer and related equipment. Four new Council terms will
commence during the 2000-01 fiscal year. Maintains level of service.
AMS/BUD
LHP-402-01^
-
..
CITY COUNCIL
DEPARTMENT SUMMARY
-
- 1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
~ Mayor 1 1 1
Councilmember 6 6 6
Total Permanent 7 7 7
-
Total Part-Time Hourly 0 0 0
~ TOTAL POSITIONS 7 7 7
-
1998-99 1999-00 2000-01
- EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
,~ Salaries Wages and Benefits $ 89,476 101,116 103,513
... Supplies and Other Services 89,560 116,035 131,235
Capital Outlay 0 0 0
\"~ Interfund Expenditures 0 0 0
.. TOTAL EXPENDITURES $ 179,036 217,151 234,748
/!'J'M!,
MiIillI DET AILED EXPENDITURES
1998-99 1999-00 2000-01
.... PERSONNEL ACTUAL ADOPTED ADOPTED
,~ Salaries $ 46,802 52,388 52,388
M!l"!t Wages 225 1,700 1,700
Benefits 42,449 47,028 49,425
"~
$ 89,476 101,116 103,513
;~
1998-99 1999-00 2000-01
"'"' SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
"iMi
Materials and Supplies $ 9,949 12,015 *1 12,015
- Maintenance and Operations 184 400 400
~ Utilities 5,874 12,960 *1 12,960
Professional/Technical Srvcs 10,422 9,000 9,000
Other Expenses 63,131 81,660 96,860 *2
$ 89,560 116,035 131,235
* 1 Includes increased funding of $2,000 for supplies and $3,920 for telephone and communications reimbursements.
~ *2 Includes one-time funding of $15,200 for computers and related equipment. Per Council Policy A-2, each Councilmember is
allocated $3,800 per term. Four new Council terms will commence during FY 2000-01.
2-9
-
..
NOTES
(This page left intentionally blank)
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III
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2-10
..
.
,<:*-.;i
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NOTES
(This page left intentionally blank)
2-11
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CITY CLERK'S OFFICE
DEPARTMENT SUMMARY
..
..
..
DEPARTMENT MANAGER-CITY CLERK
..
-
DEPARTMENT MISSION STATEMENT
..
To maintain official records, administer elections and provide administrative support to City Council.
..
..
DEPARTMENT FUNCTIONS
..
.
Administer City elections. (M 1)
..
.
Maintain the City Code and City Charter.
..
-
· Administer campaign and financial disclosures, and oaths. (M 2)
-
.
Notice legal documents and process annexation and assessment district proceedings, deeds,
appeals, initiative petitions and ordinances. (M 9)
..
..
.
Coordinate, prepare and distribute Council agenda materials and minutes. (M 3, 4, 5, 12)
-
.
Maintain official City records and provide records management support services for all
departments. (M 6, 8, 10, 13, 14, 15)
..
..
· Provide administrative support to City Council. (M 16)
..
MAJOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
.
Conduct the 2000 General Municipal Election, including orientation of new Councilmembers.
..
.
Continue to coordinate the development of a strategy for preparing for the City of Mountain View
Centennial Celebration in the Year 2002 in conjunction with the City Manager's Office.
-
..
.
Implement the City-wide records retention program.
..
.
Develop a plan to add new category of records, such as agreements, to the City Clerk's Electronic
Document Management system.
..
..
.
Continue to manage recodification of the City Code, in coordination with the City Attorney's Office.
..
MAJOR DEPARTMENT CHANGES
..
..
.
General Fund:
-
General Municipal Election (one-time expenditure)
$17,000
..
Provides one-time funding for conducting the year 2000 General Municipal
Election. This amount covers all related election costs, including possible improve-
ment in processing absentee ballots by the Registrar of Voters. Maintains level of
service.
..
..
..
2-14
..
..
CITY CLERK'S OFFICE
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Elections:
1. Percent of official election notices published New for 100% No notices 100%
without errors FY 1999-00 published
2. Percent of Statement of Economic Interests New for 100% 99% 100%
processed correctly and submitted on time FY 1999-00
Legislative:
3. Percent of agenda packets prepared without New for 100% 100% 100%
errors reported FY 1999-00
4. Percent of agendas and minutes posted at least New for 100% 100% 100%
72 hours prior to a regular Council meeting FY 1999-00
5. Percent of minutes prepared for City Council New for 100% 91% 100%
meeting without errors of fact FY 1999-00
6. Percent of resolutions and ordinances New for 90% 97% 90%
processed within five days after a Council FY 1999-00
meeting is held
7. Percent of agenda packets scanned within five New for 95% 100% Discontinued
days after a Council meeting FY 1999-00 (Part of M 15)
8. Percent of Council agenda staff reports New for 90% 97% 90%
processed within five days after a Council FY 1999-00
meeting is held
9. Percent of legal hearing notices prepared, New for 100% 100% 100%
noticed and mailed within legal deadlines FY 1999-00
Records Management:
10. Percent of boxes of records deemed eligible for New for 90% 90% 90%
destruction which are destroyed FY 1999-00
11. Percent of boxes of records scheduled for New for 90% 100% Discontinued
microfilm which are already microfilmed FY 1999-00
(Majority of records will be imaged)
12. Percent of agenda items uploaded to imaging New for 100% 100% 100%
system each agenda production week FY 1999-00
13. Number of agreements documented and New for 150 291 150
indexed FY 1999-00
14. Percent of agreements/contracts retrieved New for 95%
within three days of request FY 2000-01
15. Percent of records sent for recordation within New for 100% 100% 100%
24 hours upon receipt of request from FY 1999-00
~ department
Administrative/Support to Council:
16. Percent of Council service requests responded New for 95% 95% 95%
to within one hour FY 1999-00
lir..""
AMS/BUD
LHP-402-02^
2-15
..
..
CITY CLERK'S OFFICE
DEPARTMENT SUMMARY
..
..
...
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Ci ty Clerk 1 1 1
Deputy City Clerk 1 1 1
Secretary 1 1 1
Office Assistant III 1 1 1
Office Assistant 11I1 1 1 1
Total Permanent 5 5 5
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 5 5 5
..
...
..
...
..
...
..
...
..
...
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 333,624 373,315 366,866
Supplies and Other Services 85,410 148,207 99,036
Capital Outlay 0 0 2,900
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 419,034 521,522 468,802
..
..
.
..
..
..
..
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
General Service Charges $ 3,593 0 0
Miscellaneous Revenue 3,128 0 0
Interfund Revenue Transfers 25,000 0 0
TOTAL REVENUES $ 31,721 0 0
..
-
..
..
...
..
..
..
..
..
..
-
..
..
..
2-16
.
CITY CLERK'S OFFICE
DEPARTMENTS~ARY
,.iiiW
DETAILED EXPENDITURES
,~ 1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 261,454 291,772 289,762
Wages 9,920 18,000 18,000
Benefits 62,250 63,543 59,104
$ 333,624 373,315 366,866
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 32,271 20,011 20,011
Maintenance and Operations 918 1,500 1,500
Utilities 317 600 600
Professional/Technical Srvcs 40,357 36,325 36,325
Other Expenses 11,547 89,771 *1 40,600 *2
$ 85,410 148,207 99,036
~ * 1 Includes one-time fundings of $25,000 for temporary help, $20,000 for Records Management Second Phase and
rebudget of the balance of Sister City Celebration funding of $21,171.
*2 Includes one-time funding of $17,000 for the general municipal election in November 2000.
~;jr".
"'<.
~...
2-17
..
-
NOTES
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CITY ATTORNEY'S OFFICE
DEPARTMENT SUMMARY
...
...
..
DEPARTMENT MANAGER-CITY ATTORNEY
..
..
DEPARTMENT MISSION STATEMENT
..
To provide legal services and counsel to the City Council, boards and commissions; and participate as a
member of the management team in support of City departments.
-
..
DEPARTMENT FUNCTIONS
-
.
Prosecute and defend legal proceedings involving the City. (M I, 2, 3)
..
...
.
Represent and advise City officials and City staff in legal matters.
..
. Draft and/ or review ordinances, resolutions, contracts and other legal documents. (M 4, 5, 6)
..
.
Prosecute violations of City ordinances.
...
.
Coordinate and monitor outside legal service providers retained to represent the City in its ongoing
operations.
...
..
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
...
.
Identify key Neighborhood Preservation Code provisions for revision.
...
...
. Continue developing code enforcement strategies, practices and procedures.
..
. Assist Community Development Department in updating precise plans.
...
.
Continue to coordinate code enforcement efforts with community policing effort.
..
.
Continue to manage recodification of the City Code, in coordination with the City Clerk's Office.
...
..
...
...
...
..
...
..
...
..
...
..
2-22
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..
~
-
CITY ATTORNEY'S OFFICE
DEPARTMENT SUMMARY
tiIiiwl
~ PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00 2000-01
- Target Actual Target Actual Target
- City Attorney's Office:
1. Total cost of legal services, in-house and ~2% 1.52% ~2% 1.14% ~2%
- outside counsel, as a percent of General Fund
budget
~ 2. Total cost of project-related legal services or 0.5% 0% 0.5% 0% 0.5%
- specialty services (i.e., Revitalization) as a
percent of individual budget
- 3. Percent of claims responded to within 45 days 90% 92% 90% 88% 90%
(except for claims that are delayed for strategic
.ita reasons)
4. Percent of routine contracts reviewed within 85% 97% 85% 96% 85%
.....
10 working days
~ 5. Percent of complex contracts reviewed within 85% 89% 80% 84% 80%
20 working days
6. Percent of CC&Rs reviewed within 30 working 85% 85% 85% 86% 85%
~. days
CSE/BUD
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2-23
~....
CITY ATTORNEY'S OFFICE
DEPARTMENT SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
City Attorney 1 1 1
Sr Assist City Attorney 2 2 2
Assistant City Attorney 1 1 1
Code Enforcement Officer 2 2 2
Exec Asst to the City Attorney 1 1 1
Legal Secretary 0 1 * 1
Secretary 1 1 1
Office Assistant IIII 0.50 0 * 0
Total Permanent 8.50 9 9
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 8.50 9 9
* Addition of a Legal Secretary position and the elimination of a half time Office Assistant I/II position.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 681,629 882,844 935,188
Supplies and Other Services 233,748 115,140 115,140
Capital Outlay 40,613 0 0
Interfund Expenditures 3,845 5,000 5,000
TOTAL EXPENDITURES $ 959,835 1,002,984 1,055,328
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Miscellaneous Revenue $ 3,147 0 0
Interfund Revenue Transfers 140,000 0 0
TOTAL REVENUES $ 143,147 0 0
2-24
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CITY ATTORNEY'S OFFICE
DEPARTMENT SUMMARY
....
- DETAILED EXPENDITURES
iiiM
1998-99 1999-00 2000-01
IJoWlI PERSONNEL ACTUAL ADOPTED ADOPTED
-
Salaries $ 554,338 743,391 791,748
Wages 13,937 0 0
... Benefits 113,354 139,453 143,440
$ 681,629 882,844 935,188
'f"
~
1998-99 1999-00 2000-01
~ SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
-
Materials and Supplies $ 40,620 34,550 34,550
Maintenance and Operations 77 200 200
~ Utilities 2,523 5,850 5,850
Professional/Technical Srvcs 174,339 *1 52,400 52,400
- Other Expenses 16,189
22,140 22,140
.. $ 233,748 115,140 *2 115,140
* 1 Includes outside legal fees of $51,000 for the Orange County bankruptcy litigation, $81,000 for special cases litigation, and
iIiiIliiIIi $17,000 for general liability litigation.
*2 Includes the transfer of funds from salaries and benefits to supplies and services for the Code Enforcement program.
~
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2-25
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CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER-CITY MANAGER
DEPARTMENT MISSION STATEMENT
To support the City Council in the development and execution of their goals and policies and to provide
leadership and guidance to City departments in the delivery of City services.
DEPARTMENT FUNCTIONS
Manage coordination of Council meeting agenda preparation process.
Develop and present to the City Council solutions and strategies in response to community issues.
(M 1)
Provide leadership to City departments in the execution of policies, objectives and programs
adopted by the City Council. (M 2)
Respond to all City Council and citizen inquiries received by the City Manager's Office in a timely
manner. (M 3)
Assist the City Council in its annual setting of major City goals and track departments' progress in
achieving City-wide goals.
Develop and submit an annual City budget to the City Council and support City Council revenue
enhancement and efforts in long-term financial planning.
Support the City Council's legislative advocacy. (M 5)
Manage the City's Community Relations Program by providing information to the community
through public forums, The View, government access programming, web site, Automated Citizen
Information Service (ACIS), the Community Outreach Program and City publications. (M 6)
Provide staff support to the Human Relations Commission. (M 8)
Provide City liaison to various community groups and nonprofit organizations. (M 9)
Coordinate the City's environmental compliance issues. (M 10)
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Continue to coordinate the development of a strategy for preparing for the City of Mountain View
Centennial Celebration in the Year 2002 in conjunction with the City Clerk's Office.
Continue to work in collaboration with other organizations to identify and evaluate potential
strategies to create more accessible/affordable child care.
Coordinate implementation of day worker initiatives.
Monitor and coordinate participation in discussions of local government financing proposals.
2-29
..
CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
..
..
..
..
-
· Manage the City's coordination of NASA Ames/Moffett Complex issues.
..
.
Continue to implement strategic enhancements to the City's web page.
-
.
Coordinate City Council candidates and City Councilmember-elect briefings/ orientations.
...
.
Continue development and refinement of a City-wide performance measures program.
..
.
Continue work on the development of a local government education program for civics classes in
the school systems.
...
-
.
Coordinate mini self-reevaluation of ADA compliance issues of City departments.
..
MAlOR DEPARTMENT CHANGES
..
...
.
General Fund:
-
Organizational Evaluations (one-time expenditure)
$30,000
.".
Provides one-time funding to conduct an organizational evaluation/review of one
City department and smaller reviews of specific operations. Organizational reviews
assist in assessing staffing and service levels, expenditure levels and efficiency/effectiveness
of operating departments.
-
-
..
.
Cable Television Fund:
..
Mountain View Community Television (KMVT) Funding
..
$32,585
Overall, cable franchise revenues are expected to increase by $46,550 during Fiscal
Year 2000-01. As required by the contract between the City and KMVT, KMVT will
receive an additional $32,585 from the City for the public access ($18,620) and
government access ($13,965) support services it provides to the community and
City.
...
..
..
-
Capital Equipment Grant Payment to KMVT
($25,000)
..
As provided for in the City's Cable Services Agreement with KMVT, there is a
reduction in the Capital Equipment Grant Payment to KMVT for $25,000.
..
-
..
..
..
..
..
..
..
2-30
..
..
,~
-
,...
CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
~
..
PERFORMANCE /WORKLOAD MEASURES
~
- 1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
City Manager's Office:
1. Percent of time an action or decision (on a New 90% 100% 95% 100% 95%
- Business item prepared by the City Manager's
Office) can be made or taken when an item is
first brought to Council
2. Percent of City Manager's Office cost as a 52% 1.7% 52% 1.45% 52%
percent of the General Fund operating budget.
,""~ 3. Percent of written inquiries received by the 95% 83% 95%
:~ City Manager's Office via Citygram that are
responded to within 10 days
4. Preparation/publication of quarterly major New for 4 4 Discontinued
City goals update reports FY 1999-00
~ 5. Number of communications regarding the New for 20 17 20
City's position on legislation or legislative FY 1999-00
issues made annually to the State Legislature,
Congress and other branches of government
6. Percent of Community Outreach Program New for 95% 100% 95%
information requests that are responded to FY 1999-00
.. within 10 days
7. Percent of Human Relations Commission New for 85% 85% Discontinued
annual work plan items completed on FY 1999-00 (See M 8)
-
schedule
~ 8. Percent of time an action or a decision can be New for 95%
made on an agenda item by the Human FY 2000-01
'~ Relations Commission and subcommittees.
9. Number of community group and nonprofit New for 50 57 50
- FY 1999-00
organization meetings attended by City
"~ Manager's Office staff
10. Percent of time comments submitted within New for 90%
~ public comment period on environmental FY 2000-01
'~ reports, regulations, legislation or report
reviewed by City Manager's Office(l)
-- 11. Percent of residents surveyed that report they 85% Customer 85% Customer Discontinued
are either "very satisfied" or "somewhat survey not survey not
satisfied" with City services taken taken
~ (I) Necessity of commenting determined on a case-by-case basis.
MiIII
LF /BUD /LHP-601-01 ^
-
~
~
2-31
....
CITY MANAGER'S OFFICE
DEPARTMENTS~RY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
City Manager 1 1 1
Assistant City Manager 1 1 1
Deputy City Manager 2 1 * 1
Assistant to the City Manager 1 1 1
Community Relations Manager 1 1 1
Web Site Coordinator 0 1 * 1
Senior Administrative Analyst 0.50 0.50 0.50
Exec Asst to the City Manager 1 1 1
Secretary 1 1 1
Total Permanent 8.50 8.50 8.50
Total Part-Time Hourly 0.48 0.48 0.48
TOTAL POSITIONS 8.98 8.98 8.98
* Addition of a Web Site Coordinator position and the elimination of a vacant Deputy City Manager position.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 872,275 1,037,649 1,078,936
Supplies and Other Services 500,164 674,488 678,083
Capital Outlay 2,924 33,700 20,940
Interfund Expenditures 120,317 110,100 124,065
TOTAL EXPENDITURES $ 1,495,680 1,855,937 1,902,024
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Franchise Fees $ 401,055 367,000 413,550
Miscellaneous Revenue 73,000 73,000 73,000
Interfund Revenue Transfers 45,793 46,137 49,536
TOTAL REVENUES $ 519,848 486,137 536,086
2-32
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CITY MANAGER'S OFFICE
DEPARTMENT SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 697,868 824,102 865,534
Wages 35,844 62,210 52,630
Benefits 138,563 151,337 160,772
$ 872,275 1,037,649 1,078,936
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 25,099 40,198 42,198
Maintenance and Operations 9,356 179 2,179
Utilities 4,143 1,560 1,560
Professional/Technical Srvcs 374,904 404,166 *1 436,751 *3
Other Expenses 86,662 228,385 *2 195,395 *4
$ 500,164 674,488 678,083
* 1 Includes the elimination of $35,000 for web page services.
*2 Includes one-time fundings of $42,000 for organizational reviews (of which $17,000 is rebudgeted) and $6,000 for Census
2000 outreach.
*3 Includes increase funding of $32,585 for cable public access. This increase is offset by increased cable franchise revenue.
*4 Includes reduction in funding of $25,000 for the cable capital equipment grant payment and one-time fundings of $30,000 for
organizational evaluations and $6,000 for the rebudget of community outreach funding.
2-33
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EMPLOYEE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER-EMPLOYEE SERVICES DIRECTOR
DEPARTMENT MISSION STATEMENT
To attract and retain the most appropriately qualified employees.
DEPARTMENT FUNCTIONS
Develop and maintain infrastructure for administering effective personnel! employee relations
functions. (M I, 2, 3, 4, 5)
Manage and maintain positive labor relations with represented employee groups through
negotiations and administration of Memorandums of Understanding. (M I, 5)
Evaluate and update the City's classification plan through periodic salary surveys, classification
and reclassification studies and implement changes to the City's compensation plan as needed.
Coordinate the review of compensation for unrepresented employees.
Plan and conduct training for employees in personnel-related issues and for supervisors/managers
to improve their supervisory skills.
. Manage and coordinate the City's grievance and appeals process and assist departments with all
disciplinary actions. (M 1)
Fill vacant positions as quickly and cost effectively as possible while adhering to equal employment
principles. (M 3, 6, 7)
Manage and administer the City's employee benefits. (M 2)
Orient all new employees to the City and conduct interviews with all employees who separate from
City service.
Annually review the City's Affirmative Action Plan, prepare an Affirmative Action progress report
for the City Council and update the Plan as necessary.
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Manage the City-Wide Organization Development Committee to identify, manage and improve
organizational culture with emphasis on development of a comprehensive training program for
supervisors and managers.
. Undertake contract negotiations with represented groups.
. Evaluate and implement changes to employee contributions for medical insurance.
. Review medical plan benefit structure particularly as it relates to a non-HMO medical plan.
.
Coordinate with Information Services to update the Personnel Plus system.
2-37
..
...
EMPLOYEE SERVICES
DEPARTMENT SUMMARY
..
....
-
...
.
Review impact of mandated binding arbitration for Public Safety employees.
..
.
Conduct special training in drug and alcohol abuse, sexual harassment and other training as
necessary.
-
-
.
Participate in consortium of public agencies for Firefighter recruitment and selection.
...
.
Evaluate and implement changes to the City's policies on employment of hourly /temporary
employees.
-
.
Evaluate performance evaluation/merit systems.
wi'
..
PERFORMANCE/WORKLOAD MEASURES
Employee Services Department:
1. Percent grievances resolved at the informal
level
2. Overall employee benefit costs as percent of
payroll
3. Average number of days to complete
competitive recruiting and exam process from
date of job posting of position(A)
4. Percent of employees hired completing
probationary period
5. Employee turnover rate
6. Cost per job placement ;;;;$3,400
7. Percent of recruitments/vacant positions filled
by existing personnel(B)
8. Number of personnel status changes processed
for full-time and part-time employees
9. Number of recruitments processed 60
(A)
IlIIIi
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
;;;;90% 95% ;;;;95% 85% ;;;;95%
New for ;;;;35% 30% ;;;;35%
FY 1999-00
New for 90 45 90
FY 1999-00
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FY 1999-00
New for 10%
FY 2000-01
$3,695 ;;;;$3,000 $3,300 ;;;;$3,000
New for 85%(C) 40% 30%
FY 1999-00
New for 550 868 Discontinued
FY 1999-00
66 72 82 Discontinued
-
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(B)
(C)
Performance Measure changed from "date of request from hiring department" to "date of job
posting of position."
Excludes promoting within positions classified as !/ll (e.g., Engineering Assistant Ull).
Eighty-five percent (85%) target has been determined to be unrealistic.
-
KF/BUD
LHP-031-01^
-
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2-38
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EMPLOYEE SERVICES
<tWI DEPARTMENTS~RY
~...
1iIiiiiii 1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
~ Employee Services Director 1 1 1
Senior Personnel Analyst 2 2 2
Personnel Analyst I/II 1.50 1.50 1.50
- Executive Assistant 1 1 1
Secretary 1 1 1
Office Assistant IIII 1 1 1
,;y Total Permanent 7.50 7.50 7.50
Total Part-Time Hourly 0 0 0
-",,* TOTAL POSITIONS
7.50 7.50 7.50
;jM
1998-99 1999-00 2000-01
~ EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
~ Salaries Wages and Benefits $ 555,272 638,808 676,500
Supplies and Other Services 314,135 368,150 368,900
Capital Outlay 1,960 0 0
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 871,367 1,006,958 1,045,400
-.... DETAILED EXPENDITURES
1998-99 1999-00 2000-01
~ PERSONNEL ACTUAL ADOPTED ADOPTED
...
Salaries $ 440,022 526,174 555,250
.. Wages 24,487 4,440 4,440
Benefits 90,763 108,194 116,810
$ 555,272 638,808 676,500
1998-99 1999-00 2000-01
~ SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 44,876 31,400 31,400
-- Maintenance and Operations 74 350 350
Utilities 0 0 0
ProfessionallTechnical Srvcs 106,631 197,800 *1 197,800
Other Expenses 162,554 138,600 *2 139,350
$ 314,135 368,150 368,900
iiIt;ti * 1 Includes $10,000 for reclassification reviews.
*2 Includes additional funding of $13,750 for additional employee benefits resulting from labor negotiations.
2-39
NOTES
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
DEPARTMENT MANAGER-FINANCE AND ADMINISTRATIVE SERVICES
DIRECTOR
DEPARTMENT MISSION STATEMENT
To support the planning and management of the City's fiscal affairs and to provide internal
administrative services to all City departments.
DEPARTMENT FUNCTIONS
Plan, monitor and report in a timely and accurate manner the City's financial and budgetary
position; provide financial analysis and recommendations on major issues facing the City. (M 1)
Manage the City budget process and produce the annual City budget.
Manage investment of City funds with the objectives of meeting cash flow requirements and
minimizing risk while earning market rates of return. (M 2)
Manage the City's debt obligations, including special assessment debt; monitor and manage the
City's credit rating; recommend and supervise issuance of new debt as appropriate.
Maintain and process accurate and timely payroll. (M 3, 4, 5)
Process and collect charges for utility and miscellaneous services provided to residents and
businesses. (M 6, 7)
.
Maintain centralized financial systems, delivering accurate and timely processing of financial
transactions and on-time information. (M 8, 9,11)
.
Manage the City's annual independent audit of financial transactions and produce the City's
Comprehensive Annual Financial Report.
.
Provide centralized purchasing services and sale of surplus equipment. (M 12, 13)
.
Manage and support the planning, development, operation and enhancement of information
systems, providing a reliable City-wide network, electronic mail, public access, City Internet web
site, microcomputer support and technical support of computer applications in City departments.
(M 14, 15)
.
Provide centralized document processing, document reproduction and voice mail services.
(M 17, 18)
.
Minimize the City's exposure to financial loss through a City-wide risk management and insurance
program in the areas of general liability, property insurances, Workers' Compensation,long-term
disability and unemployment insurance. (M 23, 24, 25)
2-43
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
-
MAJOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
· Prepare fhe Fiscal Year 2001-02 operating budget.
· In conjunction with other departments, coordinate development of a General Fund budget
contingency plan.
· Update retirees' health plan actuarial valuation.
· Develop water system capacity and expansion financing plan.
· Develop downtown parking structure financing plan.
· Participate in development of financing plan for efficiency studio housing project.
· Participate in review of economic development strategies/economic development plan.
· Monitor and report on legislation, fiscal restructuring proposals, e-commerce taxation and other
developments affecting City finances.
· Determine feasibility and begin implementation of an improved payroll system with automated
time reporting technology.
· Begin data collection and other steps necessary to implement new governmental reporting
requirements (GASB 34).
PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00
Target Actual Target Actual
Financial Management:
1. Accuracy of final budget numbers-percent of New for <2% 1.85%
budget corrections needed due to error FY 1999-00
2. Percent of time portfolio's target of market risk New for >50% Measure
(modified duration) is within 3 percent of the FY 1999-00 Suspended
for Y2K
benchmark Liquidity
3. Cost per payroll check issued (cost of payroll <$11.00 $12.06 <$11.00 $l1.29(A)
operation to total paychecks issued)
4. Percent of reissued payroll checks versus total <2% 0.12% <2% 0.15%
issued
5. Payroll checks issued 18,400 20,181 19,750 20,328
6. Percent utility bills processed and mailed New for
seven days from meter reading date FY 2000-01
7. Percent of utility and accounts receivable New for
accounts written off as a percent of total FY 2000-01
receivables
2-44
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-
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..
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..
..
..
-
..
.
..
-
-
-
..
2000-01 ..
Target
-
<2% -
>50% ..
-
<$11.00 -
<2% ..
19,750 ..
95% .
<3% ..
-
..
-
..
..
~
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
~7
~
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Accounting:
8. Percent of correcting accounting entries to total <25% 17% <25% 15% <25%
accounting entries
,.. 9. Percent of month-end closes completed within New for 100% 83% >83%
10 working days FY 1999-00
10. Vendor checks issued 11,900 11,150 12,250 12,130 Discontinued
(See M 11)
11. Cost per vendor check issued New for <$18.10
FY 2000-01
Administrative Services:
12. Cost of procurement services as a percent of 4% 2.9% <4% 2.6% <4%
~
total dollars spent
13. Percent of time purchase orders issued timely 75% 70%(B) 75% 75% 75%
14. Cost of information services as a percent of 3% 1.4% <3% 1.7% <3%
.~. total City department expenditures
15. Percent of time network is up 98% 98% 98% 98%(C) 98%
16. Percent of time Document Processing and 80% 90% 80% 92% Split
Copy Center documents completed within the (See M 17, 18)
established time frame
17. Percent of time Document Processing New for 80%
documents are completed timely FY 2000-01
18. Percent of time Copy Center documents are New for 80%
completed timely FY 2000-01
19. Purchase orders issued 1,000 992 1,000 1,139 Discontinued
~ 20. Microcomputers supported 465 525 490 525 Discontinued
21. Document Processing pages completed 65,000 57,942 65,000 52,752 Discontinued
22. Copy Center copies completed 3,600,000 3,802,150 3,800,000 3,106,930 Discontinued
.~ Risk Management:
23. Percent of Workers' Compensation program <5% 2.5% <5% 2.71% <5%
costs to total payroll
24. Percent of hours lost to occupational injury <1.5% 0.84% <1.5% 0.97% < 1.5%
compared to total hours worked
25. Percent of dollars recovered compared to New for 100%
~ FY 2000-01
expenditures paid to repair damage due to
c~ third-party vehicle accidents
(A) Temporary period of increased project staffing to transition payroll system to new platform.
(81 Due to installation of new financial system.
;~ (e) The network downtime was due to e-mail server, INET and problems with the AT&T fiber-optic installation in March.
SN IBUD
LHP-541-01^
'~
""'"'
2-45
~
FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Finance and Administrative Srvcs Director 1 1 1
Assistant Finance and Admin Srvcs Director 1 1 1
Administrative Services Manager 1 1 1
Risk Manager 1 1 1
Accounting Officer 1 1 1
Principal Financial Analyst 0 0 2
Senior Administrative Analyst 2 2 0
Investment Officer 1 1 1
Revenue Manager 1 1 1
Systems Analyst 1 1 1
Senior Accountant 1 1 1
Administrative Analyst IIII 0.50 0.50 0.50
Accountant VII 1 1 1
Senior Buyer 1 1 1
Document Processing Supervisor 2 2 2
Assistant Buyer 0.50 0.50 0.50
Systems Coordinatorrrechnician 0.50 0.50 0.50
Systems Administrator 0.50 0.50 0.50
Program Assistant 2 2 2
Accounting Technician 5 5 5
Account Clerk IIII 4 4 4
Document Processing Technician III 2 2 2
Document Processing Technician IIII 3 3 3
Storeskeeper/B u yer 1 1 1
Warehouse Worker 0.50 0.50 0.50
Executive Assistant 1 1 1
Copy Center Technician 1 1 1
Copy Center Assistant 0.50 0.50 0.50
Customer Service Representati ve 2 2 2
Office Assistant III 1 1 1
Total Permanent 40 40 40
Total Part-Time Hourly 0.29 0.29 0.29
TOTAL POSITIONS 40.29 *1 40.29 *1 40.29
* 1 In addition, there are eleven positions provided by contract.
*2 Mid-year reclassification of two Senior Administrative Analyst positions to Principal Financial Analyst.
*3 Mid Year position title changes from Word Processing Supervisor to Document Processing Supervisor, from Word Processing
Operator III to Document Processing Technician III, from Word Processing Operator I/II to Document Processing
Technician I/II, and from Copy Center Technician I to Copy Center Assistant.
2-46
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FINANCE AND ADMINISTRATIVE SERVICES
DEPARTMENT SUMMARY
~
--~ 1998-99 1999-00 2000-01
~ DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
"-.... Finance and Admin. Services Admin. $ 803,854 803,523 844,254
Financial Management 986,818 1,207,734 1,229,896
.... Accounting 489,196 449,626 519,470
Administrative Services 2,976,607 3,275,341 3,386,095
Risk Management 2,047,514 2,439,945 2,594,702
$ 7,303,989 8,176,169 8,574,417
.... 1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
-~ Salaries Wages and Benefits $ 2,785,778 3,256,854 3,429,051
Supplies and Other Services 4,479,055 4,879,315 5,112,366
Capital Outlay 25,550 25,000 15,000
...... Interfund Expenditures 13,606 15,000 18,000
TOTAL EXPENDITURES $ 7,303,989 8,176,169 8,574,417
~
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
-
Miscellaneous Revenue $ 132,670 20,000 10,000
Interfund Revenue Transfers 41,772 69,428 76,246
-~ TOTAL REVENUES $ 174,442 89,428 86,246
~
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.~
~
2-47
..
liiItllIi
FINANCE AND ADMINISTRATIVE SERVICES-ADMINISTRATION
PROGRAM SUMMARY
..
...
11III
PROGRAM MANAGER-FINANCE AND ADMINISTRATIVE
SERVICES DIRECTOR
..
IIII!I
PROGRAM MISSION STATEMENT
'MIJt
To plan, manage and direct the operations of the Finance and Administrative Services Department.
-
..
PROGRAM FUNCTIONS
-
.
Manage the provision of centralized financial and administrative services and establish the goals,
objectives and priorities of the department consistent with those of the City Council and City
Manager.
-
iIIill'
.
Provide analytical support and long-range financial planning to the City Council, City Manager's
Office and other departments.
-
..
.
Recommend and oversee management of City financial policies.
...
.
Direct the City's audit program and resolution of audit findings.
..
.
.
Oversee the development and provision of information systems in a manner consistent with the
City's goals and priorities.
...
· Represent City interests to rating agencies, financial service providers and other outside parties.
..
· Represent the department and coordinate inter- and intradepartment communications and projects.
IIII!I
..
.
Provide leadership in the continuous effort to improve the quality of services provided by the
department.
IIII!I
..
· Oversee the City's portfolio management program, assuring policy compliance in all aspects.
IIII!I
.
Manage budget and timely payments to General Fund nonprofit agencies and City-wide
memberships in municipal organizations.
...
MAJOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
IIII!I
-
.
Prepare the Fiscal Year 2001-02 operating budget.
-
.
In conjunction with other departments, coordinate development of a General Fund budget
contingency plan.
-
-
.
Update retirees' health plan actuarial valuation.
.
.
Develop water system capacity and expansion financial plan.
..
.
Develop downtown parking structure financing plan.
...
.
Participate in development of financing plan for efficiency studio housing project.
-
-
2-48
.
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FINANCE AND ADMINISTRATIVE SERVICES-ADMINISTRATION
PROGRAM SUMMARY
.
Participate in review of economic development strategies/economic development plan.
.
Monitor and report on legislation, fiscal restructuring proposals, e-commerce taxation and other
developments affecting City finances.
MAlOR PROGRAM CHANGES
. General Fund:
Nonprofit Agencies
$7,800
Provides increased funding for nonprofit agencies as approved by Council on
May 2, 2000.
. Retirees Health Fund:
Actuarial Study (one-time expenditure)
$8,000
The Retirees Health Fund provides for the post-retirement health care benefits of
retired employees. The City performs an actuarial study to update the calculation
of this liability every three years. One-time funding of $8,000 is proposed to
update this study.
SN/BUD
LHP-541-02^
2-49
...
-
FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATION
PROGRAM SUMMARY
-
..
-
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Finance and Administrative Srvcs Director 1 1 1
Assistant Finance and Admin Srvcs Director 1 1 1
Executive Assistant 1 1 1
Total Permanent 3 3 3
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 3 3 3
IIIIIf
...
-
-
...
-
-
..
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 363,346 388,831 422,894
Supplies and Other Services 439,103 414,692 421,360
Capital Outlay 1,405 0 0
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 803,854 803,523 844,254
11IIII
..
-
..
..
..
..
REVENUE SUMMARY
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
..
-
Interfund Revenue Transfers
TOTAL REVENUES
$
$
5,000
5,000
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FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATION
PROGRAM SUMMARY
~
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DET AILED EXPENDITURES
.~ 1998-99 1999-00 2000-01
;ffl PERSONNEL ACTUAL ADOPTED ADOPTED
~
Salaries $ 306,188 331,816 362,932
,~ Wages 0 0 0
,i;<liM Benefits 57,158 57,015 59,962
$ 363,346 388,831 422,894
~
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 19,874 18,075 20,270
Maintenance and Operations 49 50 50
~ Utilities 864 1,200 1,200
ProfessionallTechnical Srvcs 169,427 112,700 118,700 *2
Other Expenses 248,889 282,667 *1 281,140 *3
.~ $ 439,103 414,692 421,360
* 1 Includes increased funding of $38,939 ($25,000 one-time) for Non-Profit Agencies.
- *2 Transferred appropriations from the Accounting Program.
*3 Includes increased funding of $7,828 ($5,000 one-time rebudget) for Non-Profit Agencies and one-time funding of $8,000 for
Retirees Health Program actuarial study.
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FINANCE AND ADMINISTRATIVE SERVICES-FINANCIAL MANAGEMENT
PROGRAM SUMMARY
PROGRAM MANAGER-ASSISTANT FINANCE AND
ADMINISTRA TIVE SERVICES DIRECTOR
PROGRAM MISSION STATEMENT
To plan and manage financial resources and department operations.
PROGRAM FUNCTIONS
. Forecast, monitor and report financial trends and developments.
.
Provide analytical support to other departments.
. Manage the City's budgetary system.
. Coordinate and oversee preparation of annual City budget documents.
.
Monitor and review fees for City services.
. Monitor and report on investments in accordance with the City's investment policy.
. Manage the City's debt, special assessment district bonds and other financings.
.
Maintain an effective utility billing system, providing a high level of accuracy and customer service.
.
Manage public counter, cashiering functions and the processing of all City revenues.
. Issue business licenses and administer the City's business license ordinance.
. Provide timely, accurate and cost-efficient payroll processing.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
. Prepare the Fiscal Year 2001-02 operating budget.
.
Determine feasibility and begin implementation of an improved payroll system with automated
time reporting technology.
.
Manage an audit of 25 percent of City hotels verifying payment of the Transient Occupancy Tax
(TOT).
SNjBUDjLHP-541-03^
2-53
FINANCE AND ADMINISTRATIVE SERVICES - FINANCIAL MANAGEMENT
PROGRAM SUMMARY
POSITIONS
1998-99
ADJUSTED
2000-01
ADOPTED
1999-00
ADOPTED
Principal Financial Analyst
Senior Administrative Analyst
Investment Officer
Revenue Manager
Administrative Analyst I/II
Accounting Technician
Account Clerk I/II
Customer Service Representative
Total Permanent
Total Part-Time Hourly
TOTAL POSITIONS
o
2
1
1
0.50
4
2
2
12.50
o
12.50
o
2
1
1
0.50
4
2
2
12.50
o
12.50
2 *
o *
1
1
0.50
4
2
2
12.50
o
12.50
* Mid-year reclassification of two Senior Administrative Analyst positions to Principal Financial Analyst.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 771,950 896,304 940,596
Supplies and Other Services 213,225 311,430 289,300
Capital Outlay 1,643 0 0
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 986,818 1,207,734 1,229,896
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Miscellaneous Revenue $ 4,478 0 0
Interfund Revenue Transfers 36,772 69,428 76,246
TOTAL REVENUES $ 41,250 69,428 76,246
2-54
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FINANCE AND ADMINISTRATIVE SERVICES - FINANCIAL MANAGEMENT
PROGRAM SUMMARY
,~
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
-~
Salaries $ 618,044 731,708 770,857
Wages 5,199 1,400 1,400
Benefits 148,707 163,196 168,339
$ 771,950 896,304 940,596
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 66,631 76,090 71,495
Maintenance and Operations 4,117 3,700 3,950
- Utilities 0 0 0
ProfessionallTechnical Srvcs 139,788 208,250 205,215
Other Expenses 2,689 23,390 *1 8,640
-~ $ 213,225 311,430 289,300
* 1 Includes one-time funding of $14,800 for the cost allocation plan update.
-
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2-55
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FINANCE AND ADMINISTRATIVE SERVICES-ACCOUNTING
PROGRAM SUMMARY
PROGRAM MANAGER-ACCOUNTING OFFICER
PROGRAM MISSION STATEMENT
To maintain the integrity and operations of the accounting system and related processes.
PROGRAM FUNCTIONS
. Manage the City's internal financial and budgetary control systems.
. Provide centralized accounting services, reporting accurate management information on all assets,
liabilities, revenues and expenditures.
. Professionally manage the general ledger, accounts payable and fixed asset systems.
. Manage financial audits and preparation of the comprehensive annual financial report, required
State reports and other reports as necessary.
.
Report in a timely and accurate manner City departments' financial position and provide training to
departments to access and input information in the financial system.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Begin data collection and other steps necessary to implement new governmental reporting
requirements (GASB 34).
.
Continue the expansion of features and the training of departments on the City's financial system.
MAlOR PROGRAM CHANGES
. General Fund:
GASB 34 Implementation (one-time expenditure)
$50,000
Provides one-time funding to initiate the implementation of GASB 34 financial
reporting model. The Governmental Accounting Standards Board (GASB) has
issued a new pronouncement (Statement No. 34) that will dramatically change the
information that is tracked and the way it is reported in the City's Comprehensive
Annual Financial Report. New data must be developed regarding the value, con-
dition and estimated remaining life of the City's infrastructure assets, including
roads, sidewalks, buildings, etc. New reporting requirement.
SN/BUD
LHP-541-04^
2-57
-
-
FINANCE AND ADMINISTRATIVE SERVICES - ACCOUNTING
PROGRAM SUMMARY
..
...
-
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Accounting Officer 1 1 1
Senior Accountant 1 1 1
Accountant I/II 1 1 1
Accounting Technician 1 1 1
Account Clerk I/II 2 2 2
Total Permanent 6 6 6
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 6 6 6 *
...
-
-
-
...
-
...
-
-
* In addition, there is one-half Accounting Technician position budgeted in the Community Services Department, but located
in the Accounting Division.
-
-
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
481,768 431,481 458,225
7,428 18,145 61,245
0 0 0
0 0 0
489,196 449,626 519,470
-
EXPENDITURE SUMMARY
..
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
-
-
$
-
-
-
-
-
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-
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2-58
-
'~ DETAILED EXPENDITURES
.,..y~
1998-99 1999-00 2000-01
#l1I!'~ PERSONNEL ACTUAL ADOPTED ADOPTED
~
Salaries $ 345,565 356,424 379,498
Wages 52,254 3,500 3,500
Benefits 83,949 71,557 75,227
$ 481,768 431,481 458,225
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FINANCE AND ADMINISTRATIVE SERVICES - ACCOUNTING
PROGRAM SUMMARY
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 4,318 4,945 4,945
Maintenance and Operations 1,100 1,100 1,200
Utilities 0 0 0
ProfessionalrTechnical Srvcs 1,845 8,250 1,250 *1
Other Expenses 165 3,850 53,850 *2
$ 7,428 18,145 61,245
* 1 Transferred appropriations to the Administration Program.
*2 Includes one-time funding of $50,000 for GASB 34 implementation.
2-59
-
FINANCE AND ADMINISTRATIVE SERVICES-ADMINISTRATIVE SERVICES
PROGRAM SUMMARY
..
-
-
-
PROGRAM MANAGER-ADMINISTRATIVE SERVICES MANAGER
-
PROGRAM MISSION STATEMENT
-
"""
To provide integrated procurement, information technology, document processing and other
organizational support services.
-
-
PROGRAM FUNCTIONS
-
.
Obtain timely delivery of price-competitive equipment, supplies and services; capitalize on
quantity discounts and reduce paperwork by aggregating like purchases and services.
-
-
.
Provide centralized storage of high-use supplies and surplus property; provide storage for other
departments; and provide inter-building delivery of mail and supplies.
..
-
.
Advise City departments on specifications and purchasing decisions; provide training on proper
purchasing procedures; and solicit customer feedback to constantly improve procurement
processes.
-
-
.
Provide centralized document processing and desktop publishing services; limited in-house graphic
design services; and coordinate use of outside graphic designers, emphasizing reasonableness,
effectiveness and quality control.
..
-
-
.
Provide document reproduction and coordinate outside printing services; provide mail handling
services and coordinating outside special package deliveries in a timely manner and with high
customer satisfaction.
...
..
.
Provide telephone services including long distance service, voice mail applications and cellular
phone service.
-
-
· Manage City Hall security and janitorial services.
...
.
Provide Information Services support to all City departments; maintain a reliable City-wide data
communications network; and provide Help Desk assistance for questions and repairs.
IoiIII
-
.
Increase staff productivity and effectiveness by enhancing computer systems and the application of
new technologies.
..
.
Coordinate computer training programs to increase City staff skill levels.
...
...
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FINANCE AND ADMINISTRATIVE SERVICES-ADMINISTRATIVE SERVICES
PROGRAM SUMMARY
MAl OR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Participate in feasibility and implementation of payroll system replacement and of automated time
reporting.
.
Institute on-line material requisitions for warehouse items and continue to train departments in the
use of the new IFAS financial system with both the Purchasing and Stores Inventory Modules.
.
Continue to develop and train departments in the use of Procurement Cards to create efficient
procurement methods for low-dollar expenditures.
.
Continue to support the installation of a Maintenance Management System in the Public Works
Department and its integration with the City's Geographic Information System (GIS).
. Manage the network infrastructure for uninterrupted high-speed access to the City's centralized
data servers.
MAlOR PROGRAM CHANGES
. General Fund:
Information Services Operations
$65,500
Provides funding for a 5.0 percent cost-of-living increase adjustment to Affiliated
Computer Systems (ACS) as stipulated in the Information Services contract.
Maintains level of service.
Phone Line Consultant (one-time expenditure)
$10,000
Provides one-time funding to hire a consultant/ service provider to review all City
telephone lines, eliminate unused lines and to revise the Pacific Bell billing report
to indicate the fundi department using the line. The billing consolidation will allow for
better management of phone system costs.
SN /BUD
LHP-541-05^
2-61
FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATIVE SERVICES
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Administrative Services Manager 1 1 1
Senior Buyer 1 1 1
Assistant Buyer 0.50 0.50 0.50
Systems Analyst 1 1 1
Systems CoordinatorfTechnician 0.50 0.50 0.50
Systems Administrator 0.50 0.50 0.50
Program Assistant 1 1 1
Document Processing Supervisor 2 2 2
Document Processing Technician III 2 2 2
Document Processing Technician IIII 3 3 3
Storeskeeper/Buyer 1 1 1
Warehouse Worker 0.50 0.50 0.50
Copy Center Technician 1 1 1
Copy Center Assistant 0.50 0.50 0.50
Office Assistant III 1 1 1
Total Permanent 16.50 16.50 16.50
Total Part-Time Hourly 0.29 0.29 0.29
TOTAL POSITIONS 16.79 *1 16.79 *1 16.79
* 1 In addition, there are eleven positions provided by contract.
*2 Mid Year position title changes from Word Processing Supervisor to Document Processing Supervisor, from Word Processing
Operator III to Document Processing Technician III, from Word Processing Operator IIII to Document Processing
Technician I/II, and from Copy Center Technician I to Copy Center Assistant.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
1,035,543 1,170,634 1,221,331
1,904,956 2,064,707 2,131,764
22,502 25,000 15,000
13,606 15,000 18,000
2,976,607 3,275,341 3,386,095
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
2-62
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FINANCE AND ADMINISTRATIVE SERVICES - ADMINISTRATIVE SERVICES
PROGRAM SUMMARY
-
"'.. 1998-99 1999-00 2000-01
^'~ REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
;~ Miscellaneous Revenue $ 19,482 20,000 10,000
TOTAL REVENUES $ 19,482 20,000 10,000
",t#j
DETAILED EXPENDITURES
i~
"W 1998-99 1999-00 2000-01
- PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 839,583 948,826 999,843
'~'j,.r..; Wages 25,521 19,224 19,884
Benefits 170,439 202,584 201,604
~ $ 1,035,543 1,170,634 1,221,331
......
1998-99 1999-00 2000-01
"-~ SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 83,725 78,426 77,850
~ Maintenance and Operations 223,751 302,900 304,700
Utilities 296,103 281,800 281,762
Professionalrrechnical Srvcs 1,146,248 1,219,875 *1 1,275,232 *2
'~ Other Expenses 155,129 181,706 192,220 *3
~ $ 1,904,956 2,064,707 2,131,764
.~ * 1 Includes funding of $62,300 for a cost of living and potential staff retention incentive for the Information Services
Contractor (ACS).
"HiilI *2 Includes increase funding of $65,450 for cost of living for the Information Services Contractor (ACS).
*3 Includes one-time funding of $10,000 for a phone line consultant.
~
-
~
2-63
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FINANCE AND ADMINISTRATIVE SERVICES-RISK MANAGEMENT
PROGRAM SUMMARY
PROGRAM MANAGER-RISK MANAGER
PROGRAM MISSION STATEMENT
To manage and minimize the City's exposure to accidental loss.
PROGRAM FUNCTIONS
. Manage the City's comprehensive general liability, property, loss control, Workers' Compensation,
long-term disability and unemployment insurance programs, including self-insurance programs
and excess insurance for catastrophic loss coverage.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Complete a Workers' Compensation claims audit.
Develop City safety manual, emphasizing the regulatory requirements under Cal-OSHA.
Expand City-wide safety communication and training programs.
Review and update building appraisals.
Oversee and manage City-wide ergonomic program.
MAlOR PROGRAM CHANGES
Workers' Compensation Fund:
Ergonomic Program (one-time expenditure)
$90,000
Provides additional funding to continue the program.
Safety Consultant Services (one-time expenditure)
$60,000
Provides funding to develop additional safety programs and update the City's
Injury and Illness Prevention Program (IIPP) to meet current standards.
Administrative Law Judge
$30,000
Provides funding for expenses incurred for disputed Public Employees Retirement
System (PERS) applications for safety disability retirements.
SN/BUD
LHP-541-06^
2-65
-
~
FINANCE AND ADMINISTRATIVE SERVICES - RISK MANAGEMENT
PROGRAM SUMMARY
-
.!I!dIJ
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Risk Manager 1 1 1
Program Assistant 1 1 1
Total Permanent 2 2 2
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 2 2 2
EXPENDITURE SUMMARY
1998-99
ACTUAL
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
133,171 *
1,914,343
o
o
2,047,514
$
* Includes $200,000 for workers' compensation claims.
REVENUE SUMMARY
1998-99
ACTUAL
Miscellaneous Revenue
TOTAL REVENUES
$
$
108,710
108,710
2-66
1999-00
ADOPTED
369,604 *
2,070,341
o
o
2,439,945
1999-00
ADOPTED
-
-
-
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-
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-
-
2000-01
ADOPTED
-
-
386,005 *
2,208,697
o
o
2,594,702
-
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2000-01
ADOPTED
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FINANCE AND ADMINISTRATIVE SERVICES - RISK MANAGEMENT
PROGRAM SUMMARY
~
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
~~ PERSONNEL ACTUAL ADOPTED ADOPTED
~ $
Salaries 108,710 341,680 * 354,942 *
.,'~ Wages 218 1,500 1,500
Benefits 24,243 26,424 29,563
$ 133,171 369,604 386,005
?~ * Includes $200,000 for workers' compensation claims.
;~ 1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~
~ Materials and Supplies $ 319 5,000 5,000
Maintenance and Operations 25 0 0
Utilities 0 0 0
Professional/Technical Srvcs 120,862 305,150 333,550 *2
Other Expenses 1,793,137 1,760,191 *1 1,870,147 *3
$ 1,914,343 2,070,341 2,208,697
,j,;ijjjP
~~V
* 1 Includes a rebudget of the Ergonomics Program balance of $64,500 and a rebudget of a portion of the Workers
Compensation Administrator balance for a potential performance bonus of $10,000 and safety and health intern of $18,000.
*2 Includes funding of $30,000 for administrative law judge expenses.
*3 Includes a rebudget of the Ergonomics Program balance of $50,900 and one-time fundings of $90,000 to replenish
the Ergonomics Program and $60,000 for a loss controUsafety consultant.
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
-
-
-
DEPARTMENT MANAGER-COMMUNITY DEVELOPMENT DIRECTOR
III
-
DEPARTMENT MISSION STATEMENT
..
To provide land use, building development, neighborhood protection, economic development and
environmental policy services.
-
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DEPARTMENT FUNCTIONS
-
.
Respond promptly to individual applications or Environmental Planning Commission/City
Council-initiated General Plan and Zoning Ordinance amendments and precise plan changes.
(M 1)
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..
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.
Provide support for the comprehensive planning efforts of citizens, City Council and the
Environmental Planning Commission. (M 2)
-
.
Provide a foundation for long-range planning activities by maintaining comprehensive data bases
on land use, demographics and economics. (M 3)
..
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.
Manage and coordinate the corporate visitation program. (M 4)
..
.
Retain existing businesses and attract new businesses throughout the City. (M 5, 6)
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· Provide staff support to the Downtown Committee and subcommittees.
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Provide timely, professional assistance with the review of proposed subdivision applications and
development applications for Development Review Committee and Zoning Administrator
hearings. (M 7, 8)
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Provide zoning and planning information to the public in a timely, complete, accurate and
courteous manner. (M 7, 8)
..
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.
Support neighborhood associations by providing access to City information and services. (M 9,12)
..
.
Provide staff support to the Council Neighborhoods Committee (CNC). (M 10)
-
.
Provide housing, human service and community development improvements, principally for low-
income persons. (M 11)
..
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.
Maintain the efficiency of the City's plan review and permit system and building fire life safety
inspection elements of the City's development review process, while integrating the requirements of
City departments and other public agencies with the customer's needs.. (M 14, 15, 16)
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2-72
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Manage the high level of tenant improvement and development activity, while ensuring quality
developments meet City conditions and are sensitive to community quality-of-life issues, by
continuing to monitor workload levels and the organizational development review process.
Commence a land use and enhancement study for Moffett Boulevard (between Central Expressway
and Middlefield Road).
Complete the following land use studies:
CG and Evelyn Corridor zoning amendment regarding high-tech
Precise Plan reviews
Americana Center
Complete and implement decision resulting from the North Bayshore "Charleston East" and
Shoreline Master Plan land use study.
. Update the Housing Element of the General Plan.
.
Initiate study of a housing impact fee.
. Complete a review of the Americana Precise Plan/Home Depot application.
.
Continue support of the Downtown Committee and downtown initiatives, including:
Downtown parking strategies/parking structure design and financing
Sign standards
Redevelopment of surplus City property
.
Review economic development strategies/economic development plan.
.
Service/ commercial zoning study.
.
Coordinate private development projects including:
400 Castro Street (Tishman Speyer)
Veritas corporate headquarters
EI Camino Real residential projects
A valonBay /Skyview residential towers
Whisman Station expansion
Emporium Site
SGI Campus
Alza, Phase II
Downtown Residential projects-933 Villa Street and 231 Hope Street
GTE site
CSMA
861 West Dana Street office/retail building
Mora-Ortega townhomes
Netscape/ AOL Campus expansion
.
Continue to work with Charities Housing to identify a site, secure site control and secure funding
for development of an efficiency studio project.
2-73
..
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
..
..
..
..
. Implement the Below-Market-Rate (BMR) program by working with the Housing Authority to
administer the program, developing regulatory agreements and other necessary documents, and
working with developers to ensure that the required BMR units or in-lieu payments are provided.
. Complete implementation of the MVPS web-based building permit system including the E-permit
Internet-based permit issuance and inspection scheduling components.
PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Advance Planning:
1. Percent of time that staff analysis and recom- 80% 100% 80% 95% 80%
mendation on General Plan or rezoning
applications are completed within the schedule
established (when the application is complete)
2. Number of public policy issues (Agenda and New for 30 49 30
Major Research items) researched for Planning FY 1999-00
Commission and Council meetings
3. Percent of time a work program and schedule New for 80% 70%(A) 80%
for a long-range planning project is completed FY 1999-00
within the approved schedule
Economic Development:
4. Percent of time corporate visits goal of 12 visits 100% 75% 80% 75% 80%
per year is met
5. Percent of businesses that generate major sales New for 50%
tax to the City per year visited by staff FY 2000-01
6. Number of businesses interested in relocating 50 65 50 50 50
or expanding in Mountain View that Economic
Development staff meets with
Current Planning:
7. Percent of CEQA exempt applications that are 85% 94% SeeMS SeeMS 85%
acted upon within two months after applicant
has submitted all required information
8. Land use applications processed by:
. Zoning Administrator and/ or City Council New for 50 51 See below
FY 1999-00 (split)
. City Council New for- 15
FY 2000-01
. Zoning Administrator New for 75
FY 2000-01
. Development Review Committee 140 186 140 127 135
. Over the Counter 100 125 100 165 90
. Subdivision Committee New for 25
FY 2000-01
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2-74
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COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Neighborhood Preservation:
9. Percent of mediation participants rating New for 80% 100% 80%
customer satisfaction level as "good" or higher FY 1999-00
10. Percent of the community's residential area New for 50% 33%(6) 50%
included in neighborhood meetings sponsored FY 1999-00
by the Council Neighborhoods Committee
II. Percent of Federally funded contracts carried 100% 100% 100% 100% 100%
out in compliance with City and Federal
requirements
12. Number of mediation cases handled 100 253 100 243 100
13. Tenant/landlord information contacts 1,750 1,023 1,750 737C) Discontinued
Building Inspection:
14. Percent of time where City provides 24-hour 95% 99% 95% 99% 95%
building inspection response for those
inspection requests received by 3 p.m. on
weekdays
15. Percent of time that City meets five-day 90% 95% 90% 95% 90%
turnaround plan check for all Fast Track
submittals that meet building inspection
criteria
16. Construction permits issued 4,500 5,620 4,350 4,425 4,300
(A) The Downtown Precise Plan took longer than what was originally planned, but was completed on time
according to the revised schedule. The Moffett Boulevard Enhancement Study also took longer than
what was originally planned. This project is pending a City Council meeting date to approve a revised
work scope and schedule.
(6) The Council Neighborhoods Committee cancelled one meeting in order to accommodate the
community workshop on the efficiency studio.
(C) With the decline in rent increases, the number of tenant/landlord calls greatly dropped. The target of
1,750 is not realistic in the current rental climate.
RG/4/BUD
LHP-884-01 ^
2-75
..
..
COMMUNITY DEVELOPMENT
DEPARTMENTS~RY ..
..
-
1998-99 1999-00 2000-01 ..
POSITIONS ADJUSTED ADOPTED ADOPTED III!!
Community Development Director 1 1 1 ..
Deputy Community Development Dir/Bldg & Sfty 1 1 1 -
Administrative & Neighborhood Srvcs Mgr 1 1 1
Principal Planner 1 1 1 ..
Economic Development Manager 1 1 1 -
Zoning Administrator 1 1 1
-
Deputy Zoning Administrator 1 1 1
Special Project Manager 1 1 1 -
Assistant Economic Development Mgr. 1 1 1
..
Senior Building Inspector 2 2 2
Senior Planner 4 4 4 -
Building Inspector I/II 4 4 4 ..
Asst./ Associate Planner 3 3 3
Planning Aide 1 1 1 -
Program Assistant 1 1 1 .
Permit Technician 1 1 1
Executive Assistant 1 1 1 -
Secretary 3 3 3 ..
Office Assistant IIII 1 1 1
Total Permanent 30 30 30 ..
Total Part-Time Hourly 0 0 0 -
TOTAL POSITIONS 30 30 30
-
"'"'
1998-99 1999-00 2000-01 ..
DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
IiIIII
Community Development Administration $ 568,195 593,219 538,839 -
Advance Planning 312,317 498,388 406,500
Economic Development 787,761 902,137 936,052 -
Current Planning 491,761 822,242 873,754 ..
Neighborhood Preservation 573,000 1,794,631 1,740,416
Building Inspection 1,820,647 1,936,013 1,981,398 -
$ 4,553,681 6,546,630 6,476,959 -
..
-
..
.
11III
-
2-76 ..
-
--
lJIIl!'J
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
~
..
"... 1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
-
c'!'iliW!' Salaries Wages and Benefits $ 2,403,800 2,752,853 2,917,249
Supplies and Other Services 1,658,306 3,396,216 3,143,420
.. Capital Outlay 68,455 54,700 22,800
~ Interfund Expenditures 423,120 342,861 393,490
TOTAL EXPENDITURES $ 4,553,681 6,546,630 6,476,959
-
'~
.... 1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
~. General Licenses & Permits $ 3,178,571 2,300,618 2,206,058
Federal Intergovernmental Revenue 2,022,740 1,293,000 1,294,000
General Service Charges 1,751,218 1,325,707 1,323,942
... Miscellaneous Revenue 31,332 6,000 7,000
Interfund Revenue Transfers 66,000 0 0
TOTAL REVENUES $ 7,049,861 4,925,325 4,831,000
-..;
-
...
.-
~
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~
....
..
~
2-77
..
COMMUNITY DEVELOPMENT -ADMINISTRATION
PROGRAM SUMMARY
.....
..
..
..
PROGRAM MANAGER-COMMUNITY DEVELOPMENT DIRECTOR
..
..
PROGRAM MISSION STATEMENT
-
To provide policy and program direction, general management and support to advance planning,
economic development, current planning, neighborhood preservation and building inspection, and
implement policies established by the City Council and City administration.
..
-
PROGRAM FUNCTIONS
..
..
.
Provide effective communication and coordination regarding planning issues to citizens, City
Council, Environmental Planning Commission and City departments.
..
..
.
Establish and track goals, objectives and priorities for each division within Community
Development.
..
· Assure high performance standards and service levels to the public.
..
..
.
Provide for effective interdepartmental and intradepartmental coordination.
..
.
Develop and monitor the department budget.
..
.
Promote department staff training and professional development.
..
.
Compile Committee/Commission agenda and minutes.
-
· Maintain complete and accurate department records.
-
III!
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
11II\
.
Manage the high level of tenant improvement and development activity, while ensuring quality
developments meet City conditions and are sensitive to community quality-of-life issues, by
continuing to monitor workload levels and the organizational development review process.
..
..
.
Continue efforts to improve public service and public information through the Development
Services Center.
III!
..
.
Maintain procedural manuals for all positions in the Clerical Section.
..
· Support public art through the Visual Arts Committee.
..
..
..
..
..
-
..
2-78
..
..
-
--
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COMMUNITY DEVELOPMENT -ADMINISTRATION
PROGRAM SUMMARY
MAlOR PROGRAM CHANGES
.
General Fund:
Clerical Help (one-time expenditure)
$35,000
Provides temporary funding for continuation of contract clerical help needed to
maintain the current level of service provided by the department. Maintains desired
level of service.
RG/BUD
LHP-884-02^
2-79
..
..
COMMUNITY DEVELOPMENT. ADMINISTRATION
PROGRAM SUMMARY
-
..
-
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Community Development Director 1 1 1
Principal Planner 0.25 0 * 0
Planning Aide 1 1 1
Executive Assistant 1 1 1
Secretary 0.50 0 * 0
Total Permanent 3.75 3 3
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 3.75 3 3
-
-
-
-
iIiIi
-
..
..
..
* Transferred .25 Principal Planner position and .50 Secretary position to the Advanced Planning Program.
..
..
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 406,579 318,300 379,120
Supplies and Other Services 139,616 274,919 154,919
Capital Outlay 22,000 0 4,800
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 568,195 593,219 538,839
..
.
..
-
-
-
..
-
-
-
..
lIIIII
..
..
..
..
..
..
..
..
..
2-80
.
-~
~
""""'lII
COMMUNITY DEVELOPMENT - ADMINISTRATION
PROGRAM SUMMARY
-
-~
DET AILED EXPENDITURES
...
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
liiMiiif
Salaries $ 321,931 266,256 289,263
--~ Wages 12,683 0 35,000 *
1~ Benefits 71,965 52,044 54,857
$ 406,579 318,300 379,120
..
* Includes one-time funding of $35,000 for temporary clerical help.
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 54,920 36,268 36,268
Maintenance and Operations 89 286 286
Utilities 400 0 0
ProfessionallTechnical Srvcs 57,400 25,000 25,000
Other Expenses 26,807 213,365 *1 93,365 *2
$ 139,616 274,919 154,919
~
~
~
* 1 Includes one-time funding of $150,000 for computer imaging of address files.
*2 Includes one-time rebudget of $30,000 for computer imaging of address files.
..
~:'
-4:-~
iiiiH'<i
~
2-81
..
..
COMMUNITY DEVELOPMENT-ADVANCE PLANNING
PROGRAM SUMMARY
-
..
..
PROGRAM MANAGER-PRINCIPAL PLANNER
-
..
PROGRAM MISSION STATEMENT
-
To plan for and implement long-term community land use and development objectives through neighbor-
hood and area development studies and use of the General Plan, zoning and precise plans.
-
..
PROGRAM FUNCTIONS
..
.
Provide clear and accessible information on planning and development activities to the public.
..
.
Provide support for the comprehensive planning efforts of citizens, City Council and the
Environmental Planning Commission.
..
..
.
Maintain the General Plan as the primary, long-range foundation for City planning policy
decisions.
..
..
.
Respond promptly to individual applications or Environmental Planning Commission/City
Council-initiated General Plan and Zoning Ordinance amendments and precise plan changes.
..
..
.
Ensure appropriate City participation and representation in regional planning efforts.
..
.
Provide a foundation for long-range planning activities by maintaining comprehensive data bases
on land use, demographics and economics.
..
..
MAJOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
.
Commence a land use and enhancement study for Moffett Boulevard (between Central Expressway
and Middlefield Road).
..
..
.
Complete the following land use studies:
-
CG and Evelyn Corridor zoning amendment regarding high-tech.
Precise Plan reviews
-- Americana Center
..
..
..
.
Complete and implement decisions resulting from the North Bayshore "Charleston East" and
Shoreline Master Plan land use study.
..
· Update the Housing Element of the General Plan.
..
-
.
Initiate study of a housing impact fee.
..
.
Complete a review of the Americana Precise Plan/Home Depot application.
..
.
Together with Economic Development Division, complete Phase II of the Downtown Precise Plan
Study.
..
-
.
Process General Plan amendments and rezoning applications (including AOL/Netscape).
..
2-82
..
..
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COMMUNITY DEVELOPMENT-ADVANCE PLANNING
PROGRAM SUMMARY
. Complete 2000 Mayor's Award Program.
RGjBUD jLHP-884-03^
2-83
COMMUNITY DEVELOPMENT - ADV ANCE PLANNING
PROGRAM SUMMARY
POSITIONS
1998-99
ADJUSTED
2000-01
ADOPTED
1999-00
ADOPTED
Principal Planner
Senior Planner
Secretary
Total Permanent
Total Part-Time Hourly
TOTAL POSITIONS
0.75
2
o
2.75
o
2.75
1 *
2
0.50 *
3.50
o
3.50
* Transferred .25 Principal Planner position and .50 Secretary position from the Administration Program.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 277,874 357,888 380,000
Supplies and Other Services 34,443 140,500 26,500
Capital Outlay 0 0 0
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 312,317 498,388 406,500
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Miscellaneous Revenue $ 28,825 0 0
Interfund Revenue Transfers 51,000 0 0
TOTAL REVENUES $ 79,825 0 0
2-84
-
-
..
..
-
-
-
1
2
0.50
3.50
o
3.50
..
-
-
..
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COMMUNITY DEVELOPMENT - ADVANCE PLANNING
PROGRAM SUMMARY
DETAILED EXPENDITURES
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
231,587 299,226 319,299
0 0 0
46,287 58,662 60,701
277,874 357,888 380,000
Salaries
Wages
Benefits
$
$
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 6,494 5,500 6,500
Maintenance and Operations 0 0 0
Utilities 0 0 0
ProfessionallTechnical Srvcs 27,906 20,000 *1 20,000
Other Expenses 43 115,000 *2 0
$ 34,443 140,500 26,500
* 1 Includes funding of $5,000 for general plan/zoning technical analysis.
*2 Includes one-time funding of $75,000 for the update of the housing element and rebudget of $40,000 for residential studies.
2-85
III
...
COMMUNITY DEVELOPMENT-ECONOMIC DEVELOPMENT
PROGRAM SUMMARY
...
...
-
PROGRAM MANAGER-ECONOMIC DEVELOPMENT MANAGER
-
-
PROGRAM MISSION STATEMENT
...
To foster the City's continued economic health in order to maintain a desirable quality of life and a
balanced community through a cooperative government atmosphere that helps businesses prosper and
encourages businesses to become long-term partners in the community.
-
...
PROGRAM FUNCTIONS
-
..
.
Retain existing businesses and attract new businesses throughout the City.
..
.
Help shape an economy with diverse employment choices.
..
.
Secure revenues that support the community's quality of life.
..
· Foster public/private partnerships that promote community values and business success.
-
.
Support and participate in State and regional economic development programs such as Caled, Joint
Venture:Silicon Valley, Santa Clara County Manufacturing Group; continue coordination with local
organizations such as the Chamber of Commerce; coordinate local economic development activities
with regional programs; and maintain liaison with economic development functions in other local
communities.
-
.
III
..
.
Manage and coordinate the Corporate Visitation Program.
..
.
Support the Downtown Committee and Subcommittees.
...
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
-
.
Continue support of the Downtown Committee and downtown initiatives, including:
-
Downtown parking strategies/parking structure design and financing
Sign standards
Redevelopment of surplus City property
...
..
..
· Review economic development strategies/economic development plan.
..
.
Assist the City Manager's Office with the Moffett Federal Airfield and NASA Ames issues.
...
.
Work with the City Manager's Office and the Public Works Department on the use of City-owned
properties to assist in accomplishing community economic development goals.
..
..
· Facilitate the attraction and retention of businesses in Mountain View.
..
.
Work with the Public Works Department to develop alternative uses for the Transit Plaza,
including a location for the Chamber of Commerce office.
...
..
-
2-86
..
..
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....
~
.~
-~
....
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COMMUNITY DEVELOPMENT-ECONOMIC DEVELOPMENT
PROGRAM SUMMARY
.
Establish and maintain high quality working relationships with major corporations in Mountain
View.
MAlOR PROGRAM CHANGES
.
Revitalization Authority Fund:
Downtown Studies (one-time expenditure)
$50,000
Provides one-time funding for professional assistance relating to Revitalization
District projects. These projects include $25,000 for further planning for a second
downtown parking structure project and $25,000 for the marketing of City-owned
properties. This funding amount is likely to be adjusted as the scope of these
projects is more fully defined.
RG/BUD
LHP-884-04^
2-87
COMMUNITY DEVELOPMENT - ECONOMIC DEVELOPMENT
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADmSTED ADOPTED ADOPTED
Economic Development Manager 1 1 1
Assistant Economic Development Mgr. 1 1 1
Secretary 0.50 0.50 0.50
Total Permanent 2.50 2.50 2.50
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 2.50 2.50 2.50
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 224,794 254,876 272,587
Supplies and Other Services 139,971 273,400 284,975
Capital Outlay 15,898 43,000 0
Interfund Expenditures 407,098 330,861 * 378,490
TOTAL EXPENDITURES $ 787,761 902,137 936,052
* Includes funding tranfer to the Recreation Program of $6,000 for an evening concert series at the Civic Center.
REVENUE SUMMARY
1998-99 1999-00 . 2000-01
ACTUAL ADOPTED ADOPTED
48,398 51,957 60,000
160,000 160,000 160,000
1,661 1,000 1,000
15,000 0 0
225,059 212,957 221,000
General Licenses & Permits
General Service Charges
Miscellaneous Revenue
Interfund Revenue Transfers
TOTAL REVENUES
$
$
2-88
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COMMUNITY DEVELOPMENT - ECONOMIC DEVELOPMENT
PROGRAM SUMMARY
DETAILED EXPENDITURES
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
186,210 212,583 229,462
0 0 0
38,584 42,293 43,125
224,794 254,876 272,587
Salaries
Wages
Benefits
$
$
1998-99 1999-00
SUPPLIES AND SERVICES ACTUAL ADOPTED
Materials and Supplies $ 19,086 21,000
Maintenance and Operations 1,543 11,100
Utilities 27,866 34,700
ProfessionallTechnical Srvcs 86,449 123,500
Other Expenses 5,027 83,100
$ 139,971 273,400
2000-01
ADOPTED
*1
24,500
11,100
34,875
131,400
83,100 *4
284,975
*2
*3
* 1 Includes annual funding of $10,000 for replacment of holiday lights on Castro Street.
*2 Includes funding of $9,000 for additional janitorial services in the downtown parking garage.
*3 Includes one-time fundings of $40,000 for the Economic Development Brochure update and $25,000 for evaluation of land
use changes.
*4 Includes one-time fundings of $50,000 as a placeholder for downtown studies and $15,000 rebudget for the Economic
Development Brochure.
2-89
"'"
COMMUNITY DEVELOPMENT-CURRENT PLANNING
PROGRAM SUMMARY
'.fl<ti
-
..
-
PROGRAM MANAGER-ZONING ADMINISTRATOR
-
-
PROGRAM MISSION STATEMENT
-
To ensure quality development within our community by reviewing and approving projects that conform
to City development regulations and are compatible with the community's environment and surrounding
neighborhoods.
-
-
PROGRAM FUNCTIONS
-
...
.
Provide zoning and planning information to the public in a timely, complete, accurate and
courteous manner.
..
..
· Interpret the Zoning Ordinance in a fair and consistent manner.
..
.
Provide timely, professional assistance with the review of proposed subdivision applications and
development applications for Development Review Committee and Zoning Administrator
hearings.
-
..
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
-
.
Service/ commercial zoning study.
...
.
Coordinate private development projects, including:
-
400 Castro Street (Tishrnan Speyer)
Veritas corporate headquarters
EI Camino Real residential projects
A valonBay /Skyview residential towers
Whisman Station expansion
Emporium Site
SGI Campus
Alza Phase II
Downtown residential project-933 Villa: Street and 231 Hope Street
GTE Site
CSMA
861 West Dana Street office/retail building
Mora Ortega townhomes
Netscape/ AOL Campus expansion
-
....
...
-
..
....
..
..
-
.
Provide assistance on advance planning projects, the Housing Element, the Americana Precise Plan
and other precise plan amendments.
..
..
.
Continue to update and improve division handouts and application materials for the Development
Services Center.
.
-
· Assist in revisions to Downtown Precise Plan and related activities of the Downtown Committee.
..
..
2-90
..
...
.~
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COMMUNITY DEVELOPMENT-CURRENT PLANNING
PROGRAM SUMMARY
MAlOR PROGRAM CHANGES
.
General Fund:
Contract Planner (one-time expenditure)
$93,000
Provides for an extension of temporary funding for a Contract Planner position to
assist with development review, environmental impact analysis and plan checking
services to meet the current level of permit applications. This is designated as a
"one-time" expenditure as it is the intent to reduce staffing levels as development
activity subsides. Ensures continued high levels of customer service. These expenditures
are partially recovered by fees.
RG/BUD
LHP-884-05^
2-91
COMMUNITY DEVELOPMENT - CURRENT PLANNING
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Zoning Administrator 1 1 1
Deputy Zoning Administrator 1 1 1
Special Project Manager 1 1 1
Senior Planner 1 1 1
Asst./ Associate Planner 3 3 3
Secretary 0 0.50 *1 0.50
Total Permanent 7 7.50 7.50
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 7 7.50 7.50
* 1 Transferred .50 Secretary position from the Neighborhood Preservation Program.
EXPENDITURE SUMMARY
1998-99
ACTUAL
2000-01
ADOPTED
1999-00
ADOPTED
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
452,203
37,230
o
2,328
491,761
672,742
147,500
o
2,000
822,242
724,254
147,500
o
2,000
873,754
$
REVENUE SUMMARY
1998-99
ACTUAL
2000-01
ADOPTED
1999-00
ADOPTED
General Service Charges
TOTAL REVENUES
$
$
149,331
149,331
151,000
151,000
175,000
175,000
2-92
-
-
-
..
-
-
-
-
-
-
..
..
-
..
...
-
-
-
...
-
-
..
-
-
-
..
..
-
-
"*
-
..
...
..
-
..
-
..
'~
COMMUNITY DEVELOPMENT - CURRENT PLANNING
PROGRAM SUMMARY
~
DETAILED EXPENDITURES
~#' 1998-99 1999-00 2000-01
';~ PERSONNEL ACTUAL ADOPTED ADOPTED
~ $
Salaries 368,339 561,132 605,152
~ Wages 10,604 0 0
Benefits 73,260 111,610 119,102
.....
$ 452,203 672,742 724,254
~
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
519 0 0
0 0 0
0 0 0
36,496 54,500 54,500
215 93,000 * 93,000 *
37,230 147,500 147,500
SUPPLIES AND SERVICES
'i"",,,
u.
Materials and Supplies
Maintenance and Operations
Utilities
ProfessionallTechnical Srvcs
Other Expenses
$
-~-
$
* Includes one-time funding of $93,000 for contract planners.
~
'~
~
,~
,..
..-
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-~
~-
2-93
."'"
..
NOTES
(This page left intentionally blank)
-
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11II
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2-94
III
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,,~
COMMUNITY DEVELOPMENT-NEIGHBORHOOD PRESERVATION
PROGRAM SUMMARY
PROGRAM MANAGER-ADMINISTRATIVE AND
NEIGHBORHOOD SERVICES MANAGER
PROGRAM MISSION STATEMENT
To promote community participation, facilitate the development of affordable housing and administer
community programs.
PROGRAM FUNCTIONS
.
Encourage participation in the community by promoting neighborhood associations and other
activities designed to increase community pride and appearance.
.
Support neighborhood associations by providing access to City information and services.
. Provide staff support to the Council Neighborhoods Committee (CNC).
.
Provide housing, human service and community development improvements, principally for low-
income persons.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
. Continue to work with Charities Housing to identify a site, secure site control and secure funding
for development of an efficiency studio project.
.
Implement the Below-Market-Rate (BMR) program by working with the Housing Authority to
administer the program, developing regulatory agreements and other necessary documents, and
working with developers to ensure that the required BMR units or in-lieu payments are provided.
.
Ensure that City Council-approved and CDBG/HOME-funded human service contracts and capital
projects (i.e., 16 to 18 annually) are carried out in compliance with City and Federal requirements.
. Continue to implement the Neighborhood Preservation Strategy by maintaining an open dialogue
with community residents and neighborhood associations about ways to improve community
livability and by undertaking initiatives as deemed appropriate.
. Hold three neighborhood meetings as part of the neighborhood strategy implementation.
.
Administer City approved neighborhood grants. (Subject to CNC continued funding of this
program).
RG/BUD
LHP-884-06^
2-95
COMMUNITY DEVELOPMENT - NEIGHBORHOOD PRESERVATION
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Administrative & Neighborhhod Srvcs Mgr 1 1 1
Senior Planner 1 1 1
Secretary 1 0.50 *1 0.50
Total Permanent 3 2.50 2.50
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 3 2.50 2.50
* 1 Transferred .50 Secretary position to the Current Planning Program.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 285,803 256,414 254,570
Supplies and Other Services 285,057 1,538,217 1,485,846
Capital Outlay 1,960 0 0
Interfund Expenditures 180 0 0
TOTAL EXPENDITURES $ 573,000 1,794,631 1,740,416
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Federal Intergovernmental Revenue $ 2,022,740 1,293,000 1,294,000
Miscellaneous Revenue 846 5,000 6,000
TOTAL REVENUES $ 2,023,586 1,298,000 1,300,000
2-96
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COMMUNITY DEVELOPMENT - NEIGHBORHOOD PRESERVATION
PROGRAM SUMMARY
'$W
&'V....,
~
DETAILED EXPENDITURES
'""",
--
f~
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 241,447 217,362 214,867
Wages 0 0 0
Benefits 44,356 39,052 39,703
$ 285,803 256,414 254,570
:~
"~
.~
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~
Materials and Supplies $ 12,717 9,200 9,200
(\~ Maintenance and Operations 25 165 165
.. Utilities 0 0 0
ProfessionallTechnical Srvcs 259,501 1,469,852 1,442,481
flI>'ill Other Expenses 12,814 59,000 34,000
*1 *2
$ 285,057 1,538,217 1,485,846
'~,~
~
* 1 Includes one-time fundings of $25,000 for below market-rate housing administration and $10,000 for small neighborhood
grant program.
*2 Includes one-time rebudget of $10,000 for samll neighborhood grant program.
'*M
'~
~
'~
~'
2-97
..
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COMMUNITY DEVELOPMENT-BUILDING INSPECTION
PROGRAM SUMMARY
-
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PROGRAM MANAGER-DEPUTY COMMUNITY DEVELOPMENT
DIRECTOR/BUILDING AND SAFETY
-
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PROGRAM MISSION STATEMENT
-
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To safeguard the health, safety and welfare of the community by enforcing applicable Building Codes,
Fire Codes and ordinances and furnishing building-related technical support and service.
-
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PROGRAM FUNCTIONS
..
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Create and maintain programs and procedures that provide the highest level of customer service.
..
.
Provide clear, accurate and timely building and fire life safety related information to the City
Council, developers, citizens and coworkers.
-
..
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Maintain the efficiency of the City's plan review and permit system and building fire life safety
inspection elements of the City's development review process, while integrating the requirements of
City departments and other public agencies with the customers' needs.
..
...
.
Ensure that user fees accurately reflect the cost of building and fire inspection services.
.
.
Ensure the welfare of the community by inspecting all buildings for compliance with all applicable
codes, ordinances and laws.
..
..
.
Check building and fire life safety system plans in a timely manner for conformance with
appropriate codes, ordinances and laws. .
...
..
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Monitor permit applicants' qualifications and insurance coverage.
-
.
Develop and maintain productivity and professionalism for division personnel through continuous
training and participation in code enforcement and professional organizations.
-
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Provide required reports to County, State and Federal agencies.
...
.
Provide technical assistance on capital improvement projects.
-
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
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Manage the high level of tenant improvement and development activity, while ensuring quality
developments meet City conditions and are sensitive to community quality of life issues, by
continuing to monitor workload levels and the organizational development review process.
..
...
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Coordinate private development projects, including:
400 Castro Street (Tishman Speyer)
Veritas corporate headquarters
EI Camino Real residential projects- Tuban Ford and Harry's Hofbrau sites
A valonBay /Skyview residential towers
Emporium Site
SGI Campus
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2-98
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COMMUNITY DEVELOPMENT-BUILDING INSPECTION
PROGRAM SUMMARY
Alza Phase II
Downtown residential projects-933 Villa Street and 231 Hope Street
CSMA
Mora Ortega townhomes
Netscape/ AOL Campus Expansion
.
Complete implementation of the MVPS web-based building permit system including the E-permit
Internet-based permit issuance and inspection scheduling component.
.
Enhance training and educational programs for Building Inspection Division and City code
enforcement personnel to support the adoption of the 2000 International Building and Fire Codes.
.
Improve the process flow of information and efficiency of the plan review, permitting and
inspection processes by continued evaluation and streamlining of the City's and division's
development review process.
. Support regional efforts to streamline and standardize the development review and code
enforcement process.
.
Manage Fiscal Year 2000-01's projected $300 million City-wide development growth and
construction activity.
.
Develop enhancements and improvements in the administrative process, public information
systems and customer service delivery levels in the Development Services Center.
.
Implement Phase IV of the Building Inspection Five-Year Resource and Community Service
Delivery Strategy.
.
Manage, develop and implement enhancements to current division technology to improve
customer service, communication and delivery of services to the public and business community.
MAJOR PROGRAM CHANGES
.
General Fund:
Building Plan Checking and Inspection Services (one-time expenditure)
$335,000
Provides one-time funding for the anticipated level of construction activity
projected for Fiscal Year 2000-01. These services are fully cost recovered by fees.
Maintains desired level of service.
Building Permit System Support
Ongoing
One-time expenditure
$5,000
$15,000
Provides funding for software maintenance support for the new building permit
system. The level of support required will be evaluated over the 2000-01 fiscal year
to determine the cost of ongoing maintenance in the future. Maintains desired level
of service.
RG/BUD /LHP-884-07^
2-99
COMMUNITY DEVELOPMENT - BillLDING INSPECTION
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Deputy Community Development Dir/Bldg & Sfty 1 1 1
Senior Building Inspector 2 2 2
Building Inspector I/II 4 4 4
Program Assistant 1 1 1
Permit Technician 1 1 1
Secretary 1 1 1
Office Assistant 1111 1 1 1
Total Permanent 11 11 11
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 11 * 11 * 11 *
* In addition, there are two Fire Protection Engineer positions budgeted in the Fire Department, but located in the
Building Inspection Division.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 756,547 892,633 906,718
Supplies and Other Services 1,021,989 1,021,680 1,043,680
Capital Outlay 28,597 11,700 18,000
Interfund Expenditures 13,514 10,000 13,000
TOTAL EXPENDITURES $ 1,820,647 1,936,013 1,981,398
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
General Licenses & Permits $ 3,130,173 2,248,661 2,146,058
General Service Charges 1,441,887 1,014,707 988,942
TOTAL REVENUES $ 4,572,060 3,263,368 3,135,000
2-100
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COMMUNITY DEVELOPMENT. BUILDING INSPECTION
PROGRAM SUMMARY
;~
,,~
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
.~ PERSONNEL ACTUAL ADOPTED ADOPTED
..... Salaries $ 599,791 744,317 749,957
;~ Wages 19,279 0 0
Benefits 137,477 148,316 156,761
\......
$ 756,547 892,633 906,718
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 14,722 11,325 13,325
Maintenance and Operations 544 500 500
Utilities 5,806 7,000 7,000
Professional/Technical Srvcs 985,770 986,000 *1 1,006,000 *2
Other Expenses 15,147 16,855 16,855
$ 1,021,989 1,021,680 1,043,680
*1 Includes one-time funding of $335,000 for additional building plan checking and inspection services.
~. *2 Includes funding of $20,000 ($15,000 one-time) for information technology support for the permitting system and one-time
~ funding of $335,000 for additional building plan chaecking and inspection services.
,~
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NOTES
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1ffl~
PUBLIC WORKS
DEPARTMENT SUMMARY
-
-
-
DEPARTMENT MANAGER-PUBLIC WORKS DIRECTOR
...
-
DEPARTMENT MISSION STATEMENT
~
Plan, design, review, construct, operate, maintain and improve the City's infrastructure, facilities, utilities,
property and equipment.
-
.....
DEPARTMENT FUNCTIONS
..
.
Manage occupational safety programs and practices in the Public Works and Community Services
Departments. (M 1, 2)
..
..
.
Manage department customer service programs, including shopping cart collection and graffiti
abatement. (M 4, 5)
-
..
.
Review, evaluate and regulate private and public development and construction in conformance
with the City's General Plan, ordinances and policies. (M 6, 14, 15, 16, 17, 18,20, 23, 24, 25, 26)
..
-
.
Represent the City in matters relating to, and provide for, solid waste collection and disposal.
(M 7, 8)
-
.
Deliver quality, responsive customer service and furnish clear, accurate and timely information to
citizens, the City Council and City departments. (M 8, 21, 22, 30)
-
-
.
Continue efforts to meet State-mandated solid waste landfill diversion goals. (M 10)
-
.
Represent the City's interest in local and regional public works studies and projects, and encourage
the highest design and environmental quality in public and private improvements.
-
-
.
Manage the acquisition, lease and disposal of City real property. (M 13)
-
.
Plan, manage, operate and maintain potable and blended water supply and distribution systems.
(M 28, 29, 34)
-
-
.
Plan, manage, operate and maintain wastewater collection, treatment and discharge systems.
(M 33,34)
-
-
.
Engineer and maintain the cap and leachate and gas extraction systems for the City's closed
landfills. (M 35, 41)
-
..
. Meet all applicable Federal, State and local regulations. (M 36,37)
..
.
Plan, manage and maintain public streets, sidewalks, parking lots and streetlight systems.
(M 40 42)
..
..
.
Manage, maintain and improve City buildings. (M 44, 45, 46, 47)
-
.
Procure and maintain the City's vehicle and equipment fleet. (M 51, 52, 53, 54, 56)
-
.
Prepare the Annual Five-Year Capital Improvement Program.
-
2-106
-
..
,,~
~
,~
~
.
.
.....
.
.
.
;'iitiiiIi
.
PUBLIC WORKS
DEPARTMENT SUMMARY
· Provide for safe, efficient and convenient vehicular, bicycle and pedestrian traffic.
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
. Prepare the 2001-02 Capital Improvement Plan.
. Work with the Valley Transportation Authority (VTA) to expedite the Route 85/U.S. 101
interchange reconstruction as part of the Measure A/B program.
. Prepare a Request for Proposals and draft contract for waste collection and recycling services.
. Expand the commercial/industrial recycling program to 40 percent of eligible customers.
. Work with Community Development Department to market and develop City-owned surplus
property as authorized by the City Council.
.
Support the Council Transportation Committee in the completion of their review of transportation
policies.
. Complete design and construction of Mercy-Bush neighborhood park.
. Select an architectural design consultant and begin designing a new Community Center in
coordination with the Community Services Department.
. Complete the Evelyn A venue Phase II reconstruction and utility undergrounding from Stevens
Creek to Pioneer Way.
Complete the design and advertise for bids for construction of the Transit Plaza.
Award construction contract and begin construction of the Stevens Creek Trail, Reach 4, Segment 1
from Landels School to Yuba Drive.
Complete the planning process for Stevens Creek Trail, Reach 4, Segment 2.
Complete the Adobe Building renovation project.
Complete mid-point construction of a replacement Fire Station No.2.
Begin Fiscal Year 2000-01 capital improvement projects, including:
Senior Center Renovation (Phase II)
Shoreline Lake Supply Main Line Replacement
Shoreline Lake Supply Dual Pumps/Structure
2-107
-
~
PUBLIC WORKS
DEPARTMENT SUMMARY
-
-
-
. Undertake other capital improvement projects, including:
-
Golf course projects (front nine renovation, water well and cart storage facility)
Rengstorff A venue utility undergrounding
Dog park
Renovation of Pioneer Park
EI Camino Real Median Renovation-Phase I and II
8S/lOI/Shoreline Boulevard interchange planning
Shoreline Boulevard traffic signal interconnect system
-
-
-
.
Identify preliminary strategies for improving the Moffett Boulevard Corridor.
-
-
. Develop and implement landscaping and site maintenance plans for all utility facilities.
IM&
. Complete preventive maintenance manuals for all utility facilities.
-
.
Resolve outstanding issues with the City of Los Altos and proceed with the Miramonte Reservoir
expansion.
i1h#
-
.
Update landfill postclosure plan and standard operation procedures to reflect current postclosure
maintenance operations.
..
-
.
Complete construction and implementation of water system fluoridation infrastructure.
..
.
Initiate design and environmental documentation for the Graham School reservoir and pump
station.
-
..
. Coordinate the Fiscal Year 2000-01 Water Master Plan projects, including:
..
Water reservoirs
Water wells
Water mains
-
-
.
Transition landfill activities from a construction to a maintenance mode by revising preventive
maintenance program schedules for postclosure landfill operations.
..
-
.
Continue to transition light-duty vehicles from gasoline to electric power using grant funding
where practical.
-
-
11M
..
..
-
-
..
-
2-108
-
-
\#!ilO
PUBLIC WORKS
DEPARTMENT SUMMARY
di,~
PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00 2000-01
;~ Target Actual Target Actual Target
Administration:
~~ 1.54%(A)
1. Percent of hours lost to Workers' <0.65% 0.67% <0.65% <0.65%
Compensation injuries
2. Variance of division/section accident rates <25% 116%(8) <25% 92%(A) <25%
,~ from target
3. Completed monthly job site safety inspections 96 85 96 45(C) Discontinued
4. Percent of graffiti removed within 10 days of New for 90%
report FY 2000-01
5. Removal of graffiti on public right-of-way 300 263 300 257 300
(number of assignments)
Business Services:
6. Percent of contracts and agreements sent to 85% 91% 90% 93% 90%
contractors/consultants four working days
from the date of Council approval or date
"final" agreement was prepared
7. Average cost of recycling per ton of material ~150% 124% ~150% 151% ~150%
~
versus cost to dispose
8. Percent of solid waste complaints/requests 80% 79% 90% 99% 90%
resolved to complainant's/ customer's
satisfaction
9. Tons of refuse landfilled 65,900 65,335 65,900 72,777 Discontinued
(See M 10)
10. Percent of refuse diverted from landfill New for 50%
FY 2000-01
Transportation and Policy:
.:Dll!! 11. Percent of time staff confers with a 100% 100% 100% 100% Discontinued
- Councilmember serving on regional transpor-
tation boards/commissions 24 hours prior to a
~~ meeting
12. Proceeds from land sales ($ in Thousands) $600 $936 $500 $0 Discontinued
;dIiIJi (No land
sales)
13. Percent of inquiries for the sale, lease, New for 95%
temporary use or purchase of City-owned land FY 2000-01
-
responded to within 24 hours
Engineering:
14. Total budgets of funded capital improvement 61.3 64.57 62 60.3(0) 62
- construction projects compared to Capital
~ Improvements Section staff costs
15. Construction expenditures compared to 11.6 11.2 12 11.34 12
.iiftiijj Capital Improvements Section staff costs
16. Capital projects bid and awarded 15 29 18 22 18
-~ 17. Capital projects completed and accepted 10 23 14 22 14
18. Percent of completed construction projects for New for 85% 100% 85%
~ which inspection cost is not greater than 15% FY 1999-00
of the project's construction costs
-
2-109
~
PUBLIC WORKS
DEPARTMENT SUMMARY -
~
-
~,,;.'
1998-99 1998-99 1999-00 1999-00 2000-01
-
Target Actual Target Actual Target
19. Amount of staff time expended to review ::;;10% 7.6% ::;;10% 11.1% Discontinued ~
tentative maps and private development appli- -
cations compared to the estimated time used as
the basis for the amount of the service fee ~'*-'
20. Percent of time all tentative maps and private 95% 91% 95% 84%(E) 95%
development applications are reviewed within ...
the departmental standard review time 'j;j,;ii'>i"
21. Percent of all traffic signal complaints 90% 95% 90% 99% 90%
investigated within 24 hours of their receipt -
22. Percent of citizen traffic concerns processed 90% 90% 90% 95% 90%
through the Neighborhood Traffic -
Management Program (NTMP) within -
16 weeks from the time an inquiry is received
23. Private development's off-site improvements 16 51(E) 20 40(E) 20 ..
inspected
24. Private development's off-site improvements 16 17 16 15(F) 16 -
plan checked -
25. Subdivision maps checked 18 15 18 24 18
26. Planning commentaries reviewed 80 63 80 96 80 -
27. Traffic signals maintained 57 56 58 65 Discontinued
Utilities: -
28. Maintenance cost per lineal mile of water, -
sewer and storm systems:
Water $10,715 $13,438 $14,000 $12,761 $14,000 -
Sewer $6,254 $6,316 $6,500 $5,721 $6,500
Storm $3,466 $4,273 $3,800 $3,841 $3,800 ..
29. Percent of time spent on unscheduled
maintenance: -
Water Distribution 20% 5% 5% 5% 5% -
Wastewater 15% 5% 5% 7% 5%
30. Percent response time standards met for 90% 90% 90% 90% 90% -
various customer service requests
31. Water delivered (million gallons) 4,973 4,488 4,562 4,635 Discontinued -
32. Sewer mains maintained/cleaned (miles) 45 52 70 30.72(G) Discontinued _
33. Storm pipes maintained/cleaned (miles) 50 46 40 21.9 40
34. Number of maintenance duty calls: New for -
FY 1999-00 .
Utility Systems 50 55 50 ...
Water Distribution 90 113 90
Wastewater 250 585(H) 250 -
Engineering and Environmental Compliance: -
35. Percent of landfill expense spent on regulatory 17.5% 27% 40% 54%(1) 40%
compliance -
36. Number of emergency reports and 2 0 0 1 0
notifications to emergency agencies .-
37. Percent of regulatory repairs submitted on 100% 100% 100% 100% 100%
time -
38. Private development/building plans reviewed 12 20 18 31 Discontinued ..
2-110 -
..
;~
PUBLIC WORKS
DEPARTMENT SUMMARY
;;"df
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
39. Private development/street plans reviewed 12 16 15 17 Discontinued
Streets and Landfill Closure:
40. Cost per street mile maintained $20,050 $20,405 $20,400 $20,486 $20,400
41. Cost per acre of landfill maintained $4,920 $5,304 $5,400 $3,687 $5,400
42. Percent of sweeping routes completed on 85% 78% 85% 78% 85%
schedule
43. Street sweeping miles completed 12,000 9,704 12,000 10,491 Discontinued
Facilities:
44. Cost per square foot of building maintained $2.65 $2.90 $2.70 $3.510) $2.20
45. Percent of hours spent on unscheduled work 1.25% (K) 11% 30% 8.1% 15%
46. Percent of work orders classified as emergency 3.5% 14.2%(L) 10% 7.9% 10%
or urgent repairs
47. Percent of completed work orders requiring ::;1 % 0.4% ::;0.5% 0% ::;0.5%
corrective action
48. Number of structures maintained 97 99 99 99 Discontinued
49. Square feet of buildings maintained 542,654 530,654 552,654 552,654 Discontinued
50. Work requests initiated 2,000 4,240 4,000 5,081 Discontinued
Fleet Services:
51. Cost per vehicle mile (PO marked vehicles $2.60 $0.36 $0.30 $0.49(M) $0.30
only)
52. Percent of preventive maintenance completed 75% 94% 95% 98.1% 95%
on schedule
53. Percent of time frontline fleet units are 90% 97% 97.5% 98.3% 97.5%
available (Public Services and Community
Services field vehicles)
54. Percent of time frontline fleet units are 95% 96% 97.5% 98.2% 97.5%
available (Police and Fire emergency units)
55. Number of fleet units maintained 635 639 640 640 Discontinued
56. Number of road calls/emergency repair <80 94 <80 85 <80
requests
..".
i>t~
-
f_
:~
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~
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~
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(A) Includes carryovers and two significant injuries, one is long-term and the other requires significant rehabilitation.
(8) Fiscal Year 1998-99 experienced an increased number of reported smaller injuries.
(C) Staffing issues-staff in transition.
(0) Reflects staff vacancy.
(E) Reflects current high level of private development activity.
(F) Actual based on customer demand.
(G) Staff shortage resulting in decreased activity.
(H) Measure was new in Fiscal Year 1999-2000 and target was estimated low. Fiscal Year 2000-01 target was
submitted and adopted before final actual number was known.
(I) Increased use of consultant services as project transitions from landfill closure to postclosure stage.
0) Increased cost/square foot due to database not previously adding in PG&E costs and many large maintenance
projects completed, closing out old CIPs.
(K) Target not realistic. Fiscal Year 1999-2000 adjusted.
(L) Higher than anticipated due to new Library facility and the MOC renovation.
(M) Higher cost reflects: additional wear and tear on vehicles from citizens' academy, increased fuel costs, several
Police vehicles required major drive-line repairs and reconfigured exterior graphics of all unmarked patrol vehicles.
GAH/BUO/LHP-761-01^
2-111
4._
'~
"..
PUBLIC WORKS
DEPARTMENT SUMMARY
~~
1998-99 1999-00 2000-01
~-'f!'li!!I!I POSITIONS CONTINUED ADJUSTED ADOPTED ADOPTED
,~
Balance Forward 60 63 63
"'-;f~
~t@Iii Recycling Coordinator 2 1 *1 1
Systems Coordinatorrrechnician 1 1 1
Customer Service Technician 1 1 1
Water Quality Technician 1 1 1
Telemetry Technician 1 1 1
Lighting and Traffic Technician 1 1 1
HV AC Technician 2 2 2
Utility Systems Specialist 0 0 1 *7
Senior Utilities Systems Technician 0 0 2 *8
'. Senior Water System Operator 1 1 0 *7
Senior Wastewater System Operator 1 1 0 *8
"'~ Senior Lanfill System Operator 1 1 1
~. Heavy Equipment Specialist 2 2 2
Administrative Analyst IIII 1 0 *1 0
-~
Water System Operator 1 1 0 *8
'~ Landfill System Operator 3 4 *3 4
Heavy Equipment Operator 2 2 2
t#'fFi.
Cross-Connection Cntrl Specialist 1 1 1
.IN Meter Service Worker III 1 1 1
Meter Service Worker IIII 5 5 5
.,~"
Water Utility Worker III 2 2 2
- Water Utility Worker IIII 7 7 7
""~ Wastewater Utility Worker III 3 3 3
Wastewater Utility Worker IIII 4 4 4
~ Street Maintenance Worker III 3 3 3
Street Maintenance Worker IIII 7 7 7
Facilities Maintenance III 1 1 1
,,~ Facilities Maintenance IIII 3 3 3
Equipment Mechanic III 2 2 2
Equipment Mechanic IIII 4 4 4
.iW Equipment Service Worker 1 1 1
~ Streetsweeper Operator 2 2 2
Executive Assistant 2 2 2
~
Secretary 0 1 *4 1
~ Office Assistant III 7 6 *4 6
Office Assistant IIII 2 2 2
Total Permanent 138 140 140
Total Part-Time Hourly 2.32 2.32 2.32
TOTAL POSITIONS 140.32 142.32 142.32
2-113
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PUBLIC WORKS
DEPARTMENT SUMMARY
~
"".
-
* 1 The FY 1999-2000 Adopted Budget includes the elimination of a vacant Deputy Public Works Director position, the
reclassification of an Administrative Analyst VII position to Senior Administrative Analyst, the reclassification of a Recycling
Coordinator to Solid Waste Recycling Analyst, the addition of a 2-year limited term Jr/AsstJAssociate Engineer (Civil)
position, the addition of a 2-year limited term Public Works Inspector VII position, and the reclassification of a Public Works
Inspector VII position to Senior Public Works Inspector.
*2 Reclassification of an Engineering Assistant III position to Jr/AsstJAssoc Engineer (Civil) and reclassification of an
Engineering Assistant VII position to Jr/AsstJAssoc Engineer (Civil).
*3 Addition of a Landfill System Operator position.
*4 Reclassification of an Office Assistant III position to Secretary.
*5 Mid year reclassification of the Utilities Superintendent to Utilities Systems Supervisor.
*6 Mid year reclassification of the Solid Waste Enforcement Officer position to Enforcement and Recycling Coordinator.
*7 Mid year reclassification of the Senior Water Systems Operator position to Utility Systems Specialist.
*8 Mid year reclassifications of the Senior Wastewater Systems Operator and Water System Operator positions to Senior
Utilities Systems Technician.
~M
-
.....
-
..
l!IlIlIR
~
-
-
-
~
1998-99 1999-00 2000-01
DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
Public Warks Administration $ 1,013,936 832,355 855,193
Business Services 5,884,989 6,235,704 6,824,443
Transportation and Policy 281,512 657,646 690,670
Engineering 1,737,754 2,072,618 2,137,159
Utilities 13,180,704 15,241,779 15,982,968
Engineering & Environmental Compliance 988,376 1,242,328 1,273,466
Streets and Landfill Maintenance 2,412,070 2,755,658 2,772,142
Facilities 2,373,046 2,343,590 2,354,998
Fleet Services 1,171,304 1,300,147 1,383,322
$ 29,043,691 32,681,825 34,274,361
-
-
-
-
-
....
.-
~~
-
lWiiiilIi
-
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 8,965,133 10,598,919 10,819,699
Supplies and Other Services 19,642,035 21,449,756 22,909,362
Capital Outlay 49,392 97,150 20,300
Interfund Expenditures 387,131 536,000 525,000
TOTAL EXPENDITURES $ 29,043,691 32,681,825 34,274,361
-
-
-
-
-
-
-
-
-
-
2-114
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"11
~
~
\1ft
-
~
rJIi&
~
-
...
-
~
'*
'~
~
~
..
PUBLIC WORKS
DEPARTMENT SUMMARY
REVENUE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
49,251 16,500 73,000
0 4,218 4,218
24,506 0 0
450,592 304,500 119,500
11,560,365 *1 12,581,682 *3 13,585,157 *1
7,802,719 *2 8,218,874 *1 8,381,001 *4
280,618 235,000 300,000
8,599,308 *1 8,747,684 *1 9,262,337 *1
142,504 50,000 15,000
152,895 50,000 50,000
236,572 153,500 204,000
1,152,741 1,439,600 1,502,100
78,916 83,400 83,400
30,530,987 31,884,958 33,579,713
General Licenses & Permits
Rents & Leases
State Intergovernmental Revenue
General Service Charges
Water Service Charges
Wastewater Service Charges
Blended Water Charges
Refuse Service Charges
Water Main Extensions
Wastewater Main Extensions
Miscellaneous Revenue
Equipment Maintenance Charges
Interfund Revenue Transfers
TOTAL REVENUE
$
$
* 1 Includes rate increases of 3%.
-
*2 Includes rate increase of 6%.
.... *3 Includes rate increase of 14%.
*4 Includes rate increases of 4%.
:,.
-
~
....
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~
...
-
....
~
biiIiiI
~
2-115
..
-
PUBLIC WORKS-ADMINISTRATION
PROGRAM SUMMARY
-
-
-
PROGRAM MANAGER-PUBLIC WORKS DIRECTOR
..
-
PROGRAM MISSION STATEMENT
-
Coordinate and facilitate the activities of the Public Works Department.
-
PROGRAM FUNCTIONS
...,.
-
. Provide leadership, administrative support, direction and job-related training for department staff.
-
. Establish policies and procedures to govern department functions.
..
.
Establish department goals and objectives and track achievements.
-
.
Encourage staff to take advantage of career development opportunities.
-
.
Ensure customer service is given the highest priority and monitor customer satisfaction.
l1li
-
.
Develop and recommend equitable solid waste, water and wastewater utility rates in conjunction
with the Finance and Administrative Services Department.
.
.
Manage occupational safety programs and practices in the Public Works and Community Services
Departments.
-
..
.
Develop and update long-range plans.
..
.
Monitor regulatory requirements and provide support to meet those requirements.
..
-
. Create a positive and supportive environment for department employees.
..
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
.
Oversee preparation of City's Capital Improvement Program.
..
.
Monitor Measure A/B program implementation and support the Route 85/U.S. 101 design and
environmental review process.
-
l1li
.
Provide support for the SMaRT@ Station contractor/transition and the waste collection and
recycling services proposal development.
..
-
.
Ensure high priority capital projects such as the Community Center, Transit Plaza and Evelyn
A venue remain on schedule and within budget.
..
..
.
Manage implementation of major utilities systems projects, including the Miramonte reservoir
expansion, a Graham Middle School reservoir, Miramonte A venue water main replacement and
fluoridation of the City water supply.
..
..
.
Manage implementation of Public Services information systems in the Streets, Utilities and Fleet
operations.
.
..
2-116
..
...
'iIW
~
PUBLIC WORKS-ADMINISTRATION
PROGRAM SUMMARY
....
~
-
.
Oversee the development, review and implementation of preventative maintenance schedules for
Streets, Landfill, Water, Wastewater, Fleet and Facilities operations.
,~
-
.
Develop a comprehensive inventory of City-owned property and the strategy for their ultimate use
and/ or disposal.
'~
-
~
GAH/BUD
LHP-761-02^
-
~
~
~
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2-117
....
...
..
PUBLIC WORKS - ADMINISTRATION
PROGRAM SUMMARY
...
..
...
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Public Warks Director 1 1 1
Assistant Public Works Director 1 2 *1 2
Safety and Training Manager 1 1 1
Business Manager 1 0 *2 0
Senior Administrative Analyst 1 0 *2 0
Systems Coordinator!Technician 1 0 *2 0
Executive Assistant 2 1 *3 1
Office Assistant III 2 1 *3 1
Office Assistant IIII 1.50 0 *3 0
Total Permanent 11.50 6 6
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 11.50 6 6
....
-
-
-
-
-
-
...
-
-
..
* 1 Transferred one Assistant Public Workds Director position from the Engineering Program.
*2 Transferred Business Manager position, Senior Administrative Analyst position and the System Coordinatorrrechnician
position to the Business Services Program.
*3 Transferred one Executive Assistant position, one Office Assistant III position and 1.5 Office Assistant I/II positions to the
Transportation and Policy Program.
...
..
-
..
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
927,456 726,962 750,800
83,833 97,393 97,393
0 0 0
2,647 8,000 7,000
1,013,936 832,355 855,193
lIIII!I
EXPENDITURE SUMMARY
..
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
...
..
...
..
$
-
REVENUE SUMMARY
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
-
...
Miscellaneous Revenue
TOTAL REVENUES
$
$
140
140
o
o
o
o
..
...
..
...
..
..
..
..
2-118
..
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PUBLIC WORKS. ADMINISTRATION
PROGRAM SUMMARY
~
-fjM
iIIIiMil
DETAILED EXPENDITURES
~
..
~
Salaries
Wages
Benefits
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
$ 752,135 602,329 624,661
9,971 10,035 10,035
165,350 114,598 116,104
$ 927,456 726,962 750,800
.... PERSONNEL
-
.-
~
1998-99 1999-00 2000-01
C;;..lIoi!lril SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~
Materials and Supplies $ 55,932 53,088 53,088
~
Maintenance and Operations 842 990 990
~ Utilities 1,560 1,845 1,845
ProfessionallTechnical Srvcs 17,361 31,200 31,200
Other Expenses 8,138 10,270 10,270
- $ 83,833 97,393 97,393
~
...
,,~
--..
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1Iiiiiiiii
~
....
...
2-119
-
-
PUBLIC WORKS-BUSINESS SERVICES
PROGRAM SUMMARY
-
..
..
PROGRAM MANAGER-BUSINESS MANAGER
-
..
PROGRAM MISSION STATEMENT
..
Provide business support and financial management to the department. Manage the collection, recycling
and disposal of the City's solid waste, and department customer service programs.
..
..
PROGRAM FUNCTIONS
-
.
Manage the department budget and provide financial management for operational and capital
improvement activities.
..
..
.
Provide departmental financial control and accountability.
..
.
Ensure department services are provided in a cost-effective manner.
-
..
.
Encourage waste reduction and ensure appropriate handling and disposal of household hazardous
wastes and other special wastes.
-
.
Administer contracts for refuse collection, disposal and recycling.
..
.
Work to meet landfill diversion goals by implementing programs to maximize commercial and
residential recycling.
..
..
.
Manage department customer service programs, including shopping cart collection and graffiti
abatement.
..
11II
.
Support development and maintenance of department information systems.
11II
.
Coordinate the department's emergency response planning.
-
.
Ensure department practices adhere to City policies.
...
..
· Manage the department asset inventory.
11II
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
.
Prepare the 2001-02 Capital Improvement Plan.
-
..
· Monitor receipt and expenditures of Measure A/B funds.
-
· Prepare a Request for Proposals and draft contract for waste collection and recycling services.
..
.
Expand the commercial/industrial recycling program to 40 percent of eligible customers.
..
.
Work with Cities of Sunnyvale and Palo Alto to transition SMaRT@ Station operations to a new
contractor.
..
..
.
Provide support to integrate utilities and fleet maintenance management information systems into
daily work procedures.
..
2-120
..
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.',"
~
PUBLIC WORKS-BUSINESS SERVICES
PROGRAM SUMMARY
~
~
· Audit department purchasing and contract development procedures and implement changes to
streamline processes.
,iiM
.
Work with Finance and Administrative Services Department to implement new financial reporting
requirements related to infrastructure as promulgated by the Governmental Accounting Standards
Board (GASB) 34.
~
-
'~
..
GAH/BUD
LHP-761-03^
~
.-
~
iIiiiiioIi
~
-
~
'fl:1lII
~
~
~
-
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....
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2-121
'j;~
PUBLIC WORKS - BUSINESS SERVICES
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Deputy Public Works Dir./City Engineer 0.30 0 *1 0
Business Manager 0 1 *1 1
Solid Waste Program Manager 1 1 1
Senior Administrative Analyst 0 2 *1 2
Systems Coordinatorffechnician 0 1 1
Solid Waste Recycling Analyst 0 1 *1 1
Enforcement & Recycling Coordinator 0 0 1 *2
Solid Waste Enforcement Officer 1 1 0 *2
Administrative Analyst IIII 0.50 0 *1 0
Recycling Coordinator 2 1 *1 1
Customer Service Technician 0 1 *1 1
Office Assistant IIII 0.50 0.50 0.50
Total Permanent 5.30 9.50 9.50
Total Part-Time Hourly 0.50 0.50 0.50
TOTAL POSITIONS 5.80 10 10
* 1 Department reorganization included the creation of the Business Services Program, the elimination of a
vacant Deputy Public Works Director/City Engineer position, transferring the Business Manager position, the Senior
Administrative Analyst position, and the Systems Coordinatorffechnician position from the Administration Program,
transferring .50 Administrative Analyst I/II position from the Engineering Program, the reclassification of a Administrative
Analyst I/II position to Senior Administrative Analyst, the reclassification of a Recycling Coordinator position to Solid
Waste Recycling Analyst, and transferring the Customer Service Technician from the Utilities Program.
*2 Mid year reclassification of the Solid Waste Enforcement Officer position to Enforcement and Recycling Coordinator.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
349,858 867,399 837,760
5,534,077 5,364,305 5,982,683
0 0 0
1,054 4,000 4,000
5,884,989 6,235,704 6,824,443
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Refuse Service Charges $ 8,599,308 * 8,747,684 * 9,262,337 *
Miscellaneous Revenue 4,259 0 0
TOTAL REVENUES $ 8,603,567 8,747,684 9,262,337
* Includes rate increase of 3%.
2-122
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..
-
..
-
..
-
..
-
..
..
..
-
..
-
..
.
..
..
-
..
..
..
-
..
..
..
..
-
..
..
..
..
..
.
..
..
..
..
~
'~
PUBLIC WORKS - BUSINESS SERVICES
PROGRAM SUMMARY
_L
-
ItIiilIlIl
DETAILED EXPENDITURES
...
1998-99 1999-00 2000-01
i;Q\IIIIl PERSONNEL ACTUAL ADOPTED ADOPTED
..
Salaries $ 274,175 697,076 673,207
~ Wages 10,753 21,809 22,912
,M\it Benefits 64,930 148,514 141,641
$ 349,858 867,399 837,760
~
1998-99 1999-00 2000-01
~ SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~
Materials and Supplies $ 35,650 44,900 36,500
.~ Maintenance and Operations 0 1,000 0
~ Utilities 169 43,250 5,800,028 *
ProfessionallTechnical Srvcs 5,469,713 5,255,500 139,500 *
:~ Other Expenses
28,545 19,655 6,655
~' $ 5,534,077 5,364,305 5,982,683
'EM
* Moved appropriations to new account.
<iM'
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~
2-123
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2-124
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~
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...
~
.
~
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~
't~
...
~
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"t_
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,,~
.<8l!lJI
--
~
...
.diliIl
PUBLIC WORKS-TRANSPORT A TION AND POLICY
PROGRAM SUMMARY
PROGRAM MANAGER-TRANSPORTATION POLICY MANAGER
PROGRAM MISSION STATEMENT
Manage transportation planning initiatives, the sale and management of City-owned real property, policy
analysis and provide office support functions.
PROGRAM FUNCTIONS
. Represent the City in regional transportation issues and congestion management planning.
.
Participate in the allocation of transportation funds within the County through the Valley
Transportation Authority.
Perform analysis and provide information on local and regional transportation planning efforts,
including congestion management programs, the Valley Transportation Plan 2000, CalTrain,
Measure A/B programs and the Light Rail Transit system expansion.
Acquire, lease or sell real property to implement other City goals.
Manage City-owned land and residential property.
Furnish office support to the department and help the public resolve Public Works-related
inquiries.
.
Manage department records retention by microfilming and microfiching.
.
Manage commute alternatives services for City employees.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Work with the Valley Transportation Authority (VTA) to expedite the Route 85/U.S. 101
interchange reconstruction as part of the Measure A/B program.
.
Work with Community Development Department to market and develop City-owned surplus
property as authorized by the City Council.
.
Support the Council Transportation Committee in the completion of their review of transportation
policies.
.
Continue management of fluoridation public information program.
.
Continue to evaluate properties for potential acquisition as park sites in the Del Medio
neighborhood.
.
Update the Public Works file retention schedule to City standards.
GAH/BUD
LHP-761-04^
2-125
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~
PUBLIC WORKS - TRANSPORTATION AND POLICY
PROGRAM SUMMARY
..
-
..
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Deputy Public Works Dir.lCity Engineer 0.25 0 * 0
Transportation and Policy Manager 1 1 1
Real Property Manager 1 1 1
Senior Administrative Analyst 0 1 * 1
Executive Assistant 0 1 * 1
Office Assistant III 0 1 * 1
Office Assistant IIII 0 1.50 * 1.50
Total Permanent 2.25 6.50 6.50
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 2.25 6.50 6.50
-
..
-
-
-
-
..
-
..
-
* Department reorganization included the creation of the Transportation and Policy Program, the elimination
of a vacant Deputy Public Works Director/City Engineer position, transferring a Senior Administrative Analyst from the
Engineering and Environmental Compliance and Streets and Landfill Maintenance Programs, and transferring an Executive
Assistant position, an Office Assistant III position and 1.5 Office Assistant IIII positions from the Administration Program.
-
-
..
-
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 158,923 518,591 551,615
Supplies and Other Services 122,589 139,055 139,055
Capital Outlay 0 0 0
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 281,512 657,646 690,670
..
-
..
-
...
-
...
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Rents & Leases $ 0 4,218 4,218
State Intergovernmental Revenue 3,960 0 0
Miscellaneous Revenue 6,208 3,500 4,000
TOTAL REVENUES $ 10,168 7,718 8,218
-
..
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..
-
-
-
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2-126
.
-
-
'f1M PUBLIC WORKS - TRANSPORT A TION AND POLICY
PROGRAM SUMMARY
-
.,.
..- DETAILED EXPENDITURES
'A!I'I
MiiiW 1998-99 1999-00 2000-01
.~ PERSONNEL ACTUAL ADOPTED ADOPTED
..
Salaries $ 99,786 430,799 460,535
~ Wages 35,092 0 0
Benefits 24,045 87,792 91,080
-
$ 158,923 518,591 551,615
~
,"'"
1998-99 1999-00 2000-01
~ SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
-
Materials and Supplies $ 22,841 23,605 23,605
~ Maintenance and Operations 0 0 0
.. Utilities 0 0 0
ProfessionallTechnical Srvcs 98,755 111 ,500 111 ,500
~ Other Expenses 993 3,950 3,950
.... $ 122,589 139,055 139,055
..
.~
~
'~
-
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~
.~
~
~
~
....
,~~
fiIIiIIJI
SiiiiI
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2-128
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PUBLIC WORKS-ENGINEERING
PROGRAM SUMMARY
PROGRAM MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING
PROGRAM MISSION STATEMENT
Manage engineering design and the capital project process, including construction contract administra-
tion and inspection, traffic engineering and private development reviews.
PROGRAM FUNCTIONS
.
Provide civil engineering design services, manage capital project planning and design and con-
struction contract administration services to promote efficient completion of capital improvement
projects.
. Prepare the City's annual Capital Improvement Program and assist other departments with project
planning and proposals.
.
Perform construction inspection of off-site private development construction projects to ensure
compliance with plans, specifications, regulations, ordinances and policies.
.
Furnish timely and effective delivery of engineering services to City Council, committees, citizens
and other City departments.
.
Improve effectiveness and on-schedule delivery of high-priority assignments by properly assigning
division resources and coordinating their efforts.
Support division personnel with effective training, development and work evaluation programs.
Review and provide input to the construction documents sponsored by other departments.
Provide analytical and administrative support relating to assessment districts.
Develop and maintain the Capital Improvement Program data base and prepare semiannual status
reports and monthly updates on major projects.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Complete design and construction of Mercy-Bush neighborhood park.
. Select an architectural design consultant and begin designing the new Community Center in
coordination with the Community Services Department.
.
Complete the Evelyn Avenue Phase II reconstruction and utility undergrounding from Stevens
Creek to Pioneer Way.
. Complete the design and advertise for bids for construction of the Transit Plaza.
. Award construction contract and begin construction of the Stevens Creek Trail, Reach 4, Segment 1
from Landels School to Yuba Drive.
2-129
"'"
....
PUBLIC WORKS-ENGINEERING
PROGRAM SUMMARY
-
...
-
.
Complete the planing process for Stevens Creek Trail, Reach 4, Segment 2.
-
-
.
Complete the Adobe Building renovation project.
-
. Complete mid-point construction of a replacement Fire Station No.2.
"'"
.
Begin Fiscal Year 2000-01 capital improvement projects, including:
....
Senior Center Renovation (Phase II)
Shoreline Lake Supply Main Line Replacement
Shoreline Lake Supply Dual Pumps/Structure
-
-
-
. Undertake other capital improvement projects, including:
llIiI
Golf course projects (front nine renovation, water well and cart storage facility)
Rengstorff Avenue utility undergrounding
Dog park
Renovation of Pioneer Park
EI Camino Real Median Renovation-Phase I and II
85/101/Shoreline Boulevard interchange planning
Shoreline Boulevard traffic signal interconnect system
-
..
-
..
-
. Identify preliminary strategies for improving the Moffett Boulevard corridor.
-
. Complete design and begin construction of the Miramonte Avenue water main replacement.
...
.
Assist in the coordination of major private development projects, including:
-
A valonBay /Skyview residential towers
Emporium Site
Veritas corporate headquarters
"'"
..
"'"
.
Complete construction of new traffic signals at Charleston Road/Independence A venue and Old
Middlefield Way/Independence A venue intersections.
-
....
-
-
-
-
'illIlIIi
-
-
-
-
2-130
.
.
--
-
'~
PUBLIC WORKS-ENGINEERING
PROGRAM SUMMARY
-
~-
-
MAlOR PROGRAM CHANGES
~
.
General Fund:
-
'l\~
Outside Plan Checking Services (one-time expenditure)
.-
Provides for a continuation of temporary funding for outside plan checking
services and combines it with base budget funding of $60,000 for a total of
$120,000. This funding will provide outside services in order to keep up with
service demands experienced from the current level of private development
activity. These expenditures are offset by fees and can be reduced when the current level of
development activity decreases. Maintains desired level of service.
,.
..~
-
~
Contract Construction Inspection (one-time expenditure)
.,.
-
Provides one-time funding for contract Construction Inspectors. This funding will
supplement staff with contract inspectors in order to keep up with service demands
experienced from the current level of private development activity. These expendi-
tures are offset by fees and can be reduced when the current level of development activity
decreases. Maintains desired level of service.
'-~
~
~~
Traffic Signal Maintenance
....
Contract service for traffic signal maintenance will be bid out next fiscal year. It is
expected higher costs will result. Provides funding for increased signal
maintenance and repair costs. Maintains desired level of service.
il!flIlIit
~
't~
GAHjBUDjLHP-761-05^
~
'~
....
,~
~
~
~
.~"'"
2-131
..-..
$60,000
$30,000
$7,000
PUBLIC WORKS. ENGINEERING
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Assistant Public Works Director 1 0 *2 0
Deputy Public Works Dir./City Engineer 0.45 0 *2 0
Capital Program Manager 1 1 1
Principal Civil Engineer 3 3 3
Traffic Engineer 1 1 1
Senior Ci viI Engineer 3 3 3
Senior Project Manager 3 3 3
Project Manager 1 1 1
Jr/Asst/Associate Engineer (Civil) 5 *1 8 *3/5 8 *6/7
Senior Public Works Inspector 0 1 *4 1
Public Works Inspector IIII 3 *1 3 *3/4 3 *6
Administrative Analyst IIII 0.50 0 *2 0
Engineering Assistant III 2 1 *5 1 *7
Engineering Assistant IIII 3 2 *5 2
Total Permanent 26.95 27 27
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 26.95 27 27
* 1 Continuation of Limited Term Jr/Asstl Associate Engineer (Civil) position (2 years) and Public Works Inspector IIII
position (2-years).
*2 Department reorganization proposal includes transferring the Assistant Public Works Director position to the
Administration Program, the elimination of a vacant Deputy Public Works Director/City Engineer position and transferring
.50 Administrative Analyst VII position to the Business Services Program.
*3 Addition of a 2-year limited term Jr/AsstlAssociate Engineer (Civil) position and a 2-year limited term Public Works
Inspector IIIl Position.
*4 Reclassification of a Public Works Inspector VII position to Senior Public Works Inspector.
*5 Reclassification of an Engineering Assistant III position to Jr/AsstlAssoc Engineer (Civil) and reclassification of an
Engineering Assistant VII position to Jr/AsstlAssoc Engineer (Civil).
*6 Continuation of Limited Term Jr/ AsstlAssociate Engineer (Civil) and Public Works Inspector IIII positions for one year.
*7 Mid-Year reclassifiaction of the limited term Jr/ Asstl Assoc Civil Engineer ending 6/30/01 to permanent status and
reclassification of the permanent Engineering Assistant III position to limited term ending 6/30/01.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
1,383,792 1,519,303 1,625,144
335,139 506,315 496,215
6,668 33,000 3,800
12,155 14,000 12,000
1,737,754 2,072,618 2,137,159
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
2-132
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-
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-
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..
111IIII
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-
-
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WI
...
-
..
-
...
-
".
~.
>~
PUBLIC WORKS - ENGINEERING
PROGRAM SUMMARY
~
.. 1998-99 1999-00 2000-01
;i~ REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
~- $
General Licenses & Permits 49,251 16,500 73,000
~ General Service Charges 444,474 292,500 117,500
Miscellaneous Revenue 11,844 0 0
,--
TOTAL REVENUES $ 505,569 309,000 190,500
~
~,-
DETAILED EXPENDITURES
..':#Il:I
~
1998-99 1999-00 2000-01
~ PERSONNEL ACTUAL ADOPTED ADOPTED
...
Labor Chargeback $ (1,186,179) (1,146,390) * (1,184,200)
~ Salaries 2,069,704 2,170,656 2,309,374
~ Wages 105,385 60,800 * 60,800
Benefits 394,882 434,237 439,170
$ 1,383,792 1,519,303 1,625,144
~
* Includes funding of $20,000 for clerical help (offset by labor chargeback to eIP's).
'JiIiI;ijj 1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~. Materials and Supplies $ 19,766 22,745 22,745
~ Maintenance and Operations 122,332 147,665 154,665 *2
Utilities 123,725 136,000 136,000
\Iiititit ProfessionallTechnical Srvcs 56,675 69,500 72,500
Other Expenses 12,641 130,405 *1 110,305 *3
$ 335,139 506,315 496,215
-
.~ * 1 Includes one-time fundings of $60,000 for additional outside plan checking services and $51,000 for contract construction
inspection services.
*2 Includes increase of $7,000 for traffic signal maintenance.
.... *3 Includes one-time fundings of $60,000 for additional outside plan checking services and $30,000 for contract construction
~ inspection services.
~"""
2-133
..
-
PUBLIC WORKS-UTILITIES
PROGRAM SUMMARY
..
..
..
OVERSEEING MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-
PUBLIC SERVICES
-
-
PROGRAM MANAGER-UTILITIES SERVICES MANAGER
..,
..
PROGRAM MISSION STATEMENT
..
Manage, operate and maintain facilities and infrastructure for water distribution, sewer and storm water
collection and treatment.
-
lIOIIt
PROGRAM FUNCTIONS
ilia
..
. Review, update, maintain and implement master plans for water and wastewater.
..
.
Meet State and Federal water quality standards.
..
.
Maintain, operate and/ or replace key water system facilities, including valves, meters, fire
hydrants and backflow prevention devices.
-
-
. Read water meters (approximately 16,000) in a timely and accurate manner.
-
.
Ensure the trouble-free operation of the sewage pump station, retention basins and storm water
removal stations through preventive maintenance.
..
..
. Maintain and operate blended water facilities.
-
. Provide services for the installation of sewer laterals and connections.
..
.
Ensure the reliable and efficient removal of wastewater through the sanitary and storm sewer
systems.
-
-
.
Maintain the City's 1,300 catch basins and 75 miles of storm drains.
..
.
Clear blockages during storms and make necessary repairs.
..
.
Assure the collection and transmission of sewage to the Palo Alto Regional Water Quality Control
Plant (approximately 11 million gallons per day).
-
-
MAlOR PROGRAM GOALS /STRA TEGIES FOR FISCAL YEAR 2000-01
...
.
Develop and implement landscaping and site maintenance plans for all utility facilities.
..
..
. Complete preventive maintenance manuals for all utility facilities.
-
.
Resolve outstanding issues with the City of Los Altos and proceed with the Miramonte Reservoir
expansion.
-
-
· Implement a pilot program for automated water meter reading.
..
2-134
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'41M
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PUBLIC WORKS-UTILITIES
PROGRAM SUMMARY
.
Develop and implement operational parameters for the new telemetry system automatic
controllers.
.
Integrate the Utilities Section preventive maintenance program with the computerized maintenance
management system.
.
Develop and implement maintenance and operation schedules for new and renovated storm and
potable water pump stations.
. Integrate fluoridation operations into the Utilities Section work plan.
. Develop and implement a staff safety and training program.
GAH/BUD
LHP-761-06^
2-135
PUBLIC WORKS - UTILITIES
PROGRAM SUMMARY
POSITIONS
1998-99
ADJUSTED
1999-00
ADOPTED
2000-01
ADOPTED
Utilities Services Manager
Senior Civil Engineer
Utilities Project Manager
Water Meters Supervisor
Utilities Systems Supervisor
Utilities Superintendent
Water Distribution Supervisor
Wastewater Supervisor
Utilities Inspector/Locator
Customer Service Technician
Water Quality Technician
Telemetry Technician
Utility Systems Specialist
Senior Utilities Systems Technician
Senior Water System Operator
Senior Wastewater System Operator
Water System Operator
Heavy Equipment Operator
Cross-Connection Cntrl Specialist
Meter Service Worker III
Meter Service Worker IIII
Water Utility Worker III
Water Utility Worker IIII
Wastewater Utility Worker III
Wastewater Utility Worker IIII
Office Assistant III
Total Permanent
Total Part-Time Hourly
TOTAL POSITIONS
1
1
1
1
o
1
1
1
2
1
1
1
o
o
1
1
1
2
1
1
5
2
7
3
4
2
42
0.50
42.50
1
o *1
o *1
1
o
1
1
1
2
o *2
1
1
o
o
1
1
1
2
1
1
5
2
7
3
4
2
39
0.50
39.50
* 1 Transferred the Senior Civil Engineer and Utilities Project Manager positions to the Engineering and Environmental
Compliance Program.
*2 Transferred the Customer Service Technician to the newly created Business Services Program.
*3 Mid year reclassification of the Utilities Superintendent to Utilities Systems Supervisor.
*4 Mid year reclassification of the Senior Water System Operator position to Utility Systems Specialist.
* 5 Mid year reclassifications of the Senior Wastewater Systems Operator and Water System Operator positions to Senior
Utilities Systems Technician.
2-136
1
o
o
1
1
o
1
1
2
o
1
1
1
2
o
o
o
2
1
1
5
2
7
3
4
2
39
0.50
39.50
-
~.
-
-
..
-
..
-
...
...
*3
*3 -
-
-
...
-
*4 -
*5
*4 ..
*5 ..
*5
-
-
..
..
-
-
-
-
-
...
-
...
-
..
-
...
..
-
-
..
.~
.~
"l1\\ll!I PUBLIC WORKS - UTILITIES
PROGRAM SUMMARY
~
;Yl(i!
,~ 1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
~ Salaries Wages and Benefits $ 2,676,851 2,924,278 2,905,869
Supplies and Other Services 10,328,500 12,015,851 12,815,099
Capital Outlay 0 39,650 0
Interfund Expenditures 175,353 262,000 262,000
TOTAL EXPENDITURES $ 13,180,704 15,241,779 15,982,968
~'-~,*
'.~~ 1998-99 1999-00 2000-01
-~ REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Water Service Charges $ 11,560,365 *1 12,581,682 *3 13,585,157 *1
~~ Wastewater Service Charges 7,802,719 *2 8,218,874 *1 8,381,001 *4
Blended Water Charges 280,618 235,000 300,000
Water Main Extensions 142,504 50,000 15,000
'~ Wastewater Main Extensions 152,895 50,000 50,000
Miscellaneous Revenue 203,615 150,000 200,000
TOTAL REVENUES $ 20,142,716 21,285,556 22,531,158
kt1ilt~"
* 1 Includes rate increase of 3%.
'~m
*2 Includes rate increase of 6%.
MiiiJ *3 Includes rate increase of 14%.
*4 Includes rate increase of 4%.
';-.,~ DETAILED EXPENDITURES
~.~
1998-99 1999-00 2000-01
t1ifti PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 2,047,292 2,385,554 2,382,543
'?~ Wages 5,938 15,829 16,620
Benefits 623,621 522,895 506,706
$ 2,676,851 2,924,278 2,905,869
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
~
Materials and Supplies $ 243,162 253,340 260,740
Maintenance and Operations 41,440 126,400 127,400
Utilities 8,973,573 10,661,593 11,378,988
Professionalrrechnical Srvcs 329,024 189,275 205,275
.....' Other Expenses 741,301 785,243 842,696
$ 10,328,500 12,015,851 12,815,099
2-137
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~-
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,~
,,;-~
~-
'<O;"'...d'
~
~
~
tJi'ij;i
PUBLIC WORKS-ENGINEERING AND
ENVIRONMENTAL COMPLIANCE
PROGRAM SUMMARY
OVERSEEING MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-
PUBLIC SERVICES
PROGRAM MANAGER-ENVIRONMENTAL ENGINEERING MANAGER
PROGRAM MISSION STATEMENT
Provide engineering and environmental compliance services to the Public Services Division.
PROGRAM FUNCTIONS
. Provide engineering support and direction for the Public Services Division.
.
Coordinate the Public Services Division annual CIP process.
. Participate in capital improvement project design and construction.
. Assure postclosure activities comply with all regulatory requirements by: (1) guiding City crews;
(2) administering contracts for groundwater, leachate and gas monitoring; (3) developing cost-
effective corrective action programs; and (4) minimizing differential settlement groundwater
contamination, odors and visual impact on Shoreline users, lessees and adjacent property owners.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
. Update landfill postclosure plan and standard operating procedures to reflect current postclosure
maintenance operations.
. Complete construction and implementation of water system fluoridation infrastructure.
. Initiate design and environmental documentation for the Graham School reservoir and pump
station.
. Coordinate the Fiscal Year 2000-01 Water Master Plan projects, including:
Water reservoirs
Water wells
Water mains
. Complete evaluation and upgrades on the North Field gas recovery system.
.
Pursue groundwater monitoring program modifications with the Regional Water Quality Control
Board to reduce operating costs by reducing existing monitoring requirements.
. Continue working with Community Services Department on landfill and golf course restoration to
assure landfill cap integrity is maintained and a cost-efficient restoration plan is implemented for
the front-nine of the Shoreline Golf Links.
GAH/BUD/LHP-761-07^
2-139
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......
PUBLIC WORKS - ENGINEERING AND ENVIRONMENTAL COMPLIANCE
PROGRAM SUMMARY
-
-
...
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Environmental Engineering Manager 1 1 1
Principal Civil Engineer 1 1 1
Senior Civil Engineer 1 2 *1 2
Utilities Project Manager 0 1 *1 1
Jr/ Asst/ Associate Engineer (Civil) 0 1 *2 1
Senior Administrative Analyst 0.70 0 *3 0
Engineering Assistant IIII 1 1 1
Secretary 0 1 *4 1
Office Assistant III 1 0 *4 0
Total Permanent 5.70 8 8
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 5.70 8 8
-
...
-
-
-
..
..
...
...
...
..
* 1 Transferred the Senior Civil Engineer and Utilities Project Manager positions from the Utilities Program.
*2 Transferred the Jr/AsstJAssociate Engineer (Civil) position from the Streets and Landfill Maintenance Program.
*3 Transferred the Senior Administrative Analyst position to the Administration Program and the newly created Business
Services Program.
*4 Reclassification of an Office Assistant III position to Secretary.
-
.
..
..
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
478,884 761,665 789,703
509,492 480,663 483,763
0 0 0
0 0 0
988,376 1,242,328 1,273,466
-
EXPENDITURE SUMMARY
..
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
...
-
-
-
$
-
-
REVENUE SUMMARY
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
...
-
Miscellaneous Revenue
TOTAL REVENUES
$
$
799
799
o
o
o
o
..
-
..
-
..
-
..
2-140
..
-
~
~
PUBLIC WORKS - ENGINEERING AND ENVIRONMENTAL COMPLIANCE
PROGRAM SUMMARY
~
DETAILED EXPENDITURES
~
~ 1998-99 1999-00 2000-01
~ PERSONNEL ACTUAL ADOPTED ADOPTED
~ $ 398,615 656,658
Salaries 629,283
~~ Wages 0 0 0
Benefits 80,269 132,382 133,045
$ 478,884 761,665 789,703
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 14,055 14,600 14,600
Maintenance and Operations 0 50 50
~ Utilities 2,478 250 250
Professionalrrechnical Srvcs 467,737 438,000 * 438,000
Other Expenses 25,222 27,763 30,863
$ 509,492 480,663 483,763
'~
...
* Includes the reduction of $188,500 for landfill gas monitoring and liquid pumping services (in exchange for an additional
Landfill System Operator position in the Streets and Landfill Maintenance Program).
~.
2-141
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-
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2-142
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~
~
~
~
.~
~
~
~
~
~
~
PUBLIC WORKS-STREETS AND LANDFILL MAINTENANCE
PROGRAM SUMMARY
OVERSEEING MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-
PUBLIC SERVICES
PROGRAM MANAGER-STREETS AND LANDFILL MAINTENANCE MANAGER
PROGRAM MISSION STATEMENT
Repair and maintain roadways, sidewalks and closed landfills.
PROGRAM FUNCTIONS
.
Comply with regulatory requirements related to landfill postclosure maintenance.
. Maintain and repair pavement and sidewalk.
. Maintain traffic signs and pavement markings.
. Repair, replace, maintain and operate streetlight system.
. Sweep City streets and keep City right-of-way free of litter and graffiti.
MAlOR PROGRAM GOALS FOR FISCAL YEAR 2000-01
. Transition landfill activities from a construction to a maintenance mode by revising preventive
maintenance program schedules for postclosure landfill operations.
.
Perform all major street maintenance functions, including crack sealing, asphalt concrete patching,
street sweeping, streetlight maintenance (electrical and paint), leaf removal, red curb painting, and
sidewalk and sign/street legend maintenance as scheduled.
.
Select and implement a computerized work order system for Streets and Landfill Maintenance
operations.
GAH/BUD
LHP-761-08^
2-143
...
:'I!:W
,,~
PUBLIC WORKS - STREETS AND LANDFILL MAINTENANCE
PROGRAM SUMMARY
~
~.J
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 1,153,089 1,346,201 1,391,530
,~ Wages 33,809 39,946 41,936
Benefits 348,221 326,809 316,674
$ 1,535,119 1,712,956 1,750,140
:t;<1'!IIi
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 330,609 350,637 350,637
Maintenance and Operations 2,802 7,300 7,300
~ Utilities 282,960 247,400 277,400
ProfessionallTechnical Srvcs 67,425 75,525 75,525
Other Expenses 24,265 137,840 107,140
$ 708,061 818,702 818,002
.....
~
2-145
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..
..
-
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-
..
-
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iIIt;t
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..
..
-
..
..
-
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-
-
-
-
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..
..
-
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-
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-
2-146
-
~
,~
.~
~.
~
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~ .
.
.
.
~
.~j'...'\Iil\ .
:~
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)'~.
~
PUBLIC WORKS-FACILITIES
PROGRAM SUMMARY
OVERSEEING MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-
PUBLIC SERVICES
PROGRAM MANAGER-FACILITIES SERVICES MANAGER
PROGRAM MISSION STATEMENT
Operate, maintain and improve buildings and structures.
PROGRAM FUNCTIONS
Provide facilities maintenance, project management and contract administrative services.
Provide design services for modifying existing City buildings.
Plan and manage annual building improvement projects.
Represent the operation and maintenance perspective in building design, modification and
cons truction.
Develop and implement standard operating policies and procedures.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Complete the development of performance benchmarks for HV AC, lighting, plumbing and
electrical work activities in major City facilities.
.
Perform building maintenance activities outlined in the first year of the 10-year building
maintenance schedules, including component and equipment condition assessments.
.
Complete Emergency Power Plan CIPs (Phases II through III) for major City facilities, including
Fire Station No. I, Fire Station No.4, City Hall power plug installations and converting a 500 kw
generator to a portable unit.
GAHjBUD
LHP-76l-09^
2-147
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~
PUBLIC WORKS - FACILITIES
PROGRAM SUMMARY
..
-
..
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Facilities Services Manager 1 1 1
Facilities Maintenance Supervisor 1 1 1
Facilities Project Manager 1 1 1
HV AC Technician 2 2 2
Facilities Maintenance III 1 1 1
Facilities Maintenance 11I1 3 3 3
Office Assistant III 1 1 1
Total Permanent 10 10 10
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 10 10 10
-
-
-
-
~
-
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..
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-
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1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 758,538 798,685 808,013
Supplies and Other Services 1,586,928 1,516,405 1,524,485
Capital Outlay 8,784 12,500 6,500
Interfund Expenditures 18,796 16,000 16,000
TOTAL EXPENDITURES $ 2,373,046 2,343,590 2,354,998
-
-
-
'-
..
-
..
.~
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Miscellaneous Revenue $ 134 0 0
Interfund Revenue Transfers 21,000 21,000 21,000
TOTAL REVENUES $ 21,134 21,000 21,000
..
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2-148
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PUBLIC WORKS - FACILITIES
PROGRAM SUMMARY
-
~
DETAILED EXPENDITURES
"~ 1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 598,313 652,421 655,220
~ Wages 1,457 2,418 2,418
Benefits 158,768 143,846 150,375
Y$ $
758,538 798,685 808,013
"jld!i
~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
,~
Materials and Supplies $ 37,411 27,095 27,095
~- Maintenance and Operations 618,979 611,000 611,000
~ Utilities 798,953 755,015 755,895
ProfessionallTechnical Srvcs 111,627 106,600 106,600
,~ Other Expenses 19,958 16,695 23,895
:~ $ 1,586,928 1,516,405 1,524,485
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PUBLIC WORKS-FLEET SERVICES
PROGRAM SUMMARY
OVERSEEING MANAGER-ASSISTANT PUBLIC WORKS DIRECTOR-
PUBLIC SERVICES
PROGRAM MANAGER-FLEET SERVICES MANAGER
PROGRAM MISSION STATEMENT
Maintain, repair and purchase vehicles and equipment.
PROGRAM FUNCTIONS
.
Maximize the useful life of the City's fleet by managing a preventive maintenance program.
.
Perform safety inspections on heavy equipment and test emissions from all gasoline-fueled vehicles
to ensure compliance with State regulatory agencies.
.
Provide technical advice for the fleet replacement program.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Continue to transition light-duty vehicles from gasoline to electric power, using grant funding
where practical.
.
In conjunction with Fire and Police Department staff, complete construction of a new fire pumper
truck and Police Mobile Command Center vehicle and place units in service.
. Complete the implementation of recommendations from the Fleet operational audit.
.
Transition lead responsibility for maintaining generator sets and stationary power plants from the
Facilities and Utilities programs to Fleet Services.
MAlOR PROGRAM CHANGES
.
Equipment Maintenance Fund:
Fuel
$45,000
Fleet services is an internal service fund which charges departments for servicing
vehicles and other operating equipment. As the price of fuel has increased dra-
matically, the fleet services budget needs to be increased $45,000 to fund this price
increase. This reflects the increase in fuel costs primarily for Police and Fire
vehicles.
GAH/BUD
LHP-761-10^
2-151
PUBLIC WORKS - FLEET SERVICES
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Fleet Services Manager 1 1 1
Equipment Supervisor 1 1 1
Equipment Mechanic III 2 2 2
Equipment Mechanic VII 4 4 4
Equipment Service Worker 1 1 1
Office Assistant III 1 1 1
Total Permanent 10 10 10
Total Part-Time Hourly 0.12 0.12 0.12
TOTAL POSITIONS 10.12 10.12 10.12
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 695,712 769,080 800,655
Supplies and Other Services 433,416 511,067 552,667
Capital Outlay 25,139 0 10,000
Interfund Expenditures 17,037 20,000 20,000
TOTAL EXPENDITURES $ 1,171,304 1,300,147 1,383,322
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Miscellaneous Revenue $ 228 0 0
Equipment Maintenance Charges 1,152,741 1,439,600 1,502,100
TOTAL REVENUES $ 1,152,969 1,439,600 1,502,100
2-152
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PUBLIC WORKS - FLEET SERVICES
PROGRAM SUMMARY
..
~
,~
DETAILED EXPENDITURES
!&".".,.
1998-99 1999-00 2000-01
~ PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 539,432 619,099 650,212
Wages 7,484 6,673 7,005
Benefits 148,796 143,308 143,438
$ 695,712 769,080 800,655
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 17,069 15,800 15,800
Maintenance and Operations 397,125 469,072 514,072 *
Utilities 2,488 3,000 3,000
Professional/Technical Srvcs 0 0 0
Other Expenses 16,734 23,195 19,795
$ 433,416 511,067 552,667
* Includes increase of $45,000 for fuel.
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2-155
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
~
-
~~
-
DEPARTMENT MANAGER-COMMUNITY SERVICES DIRECTOR
~
DEPARTMENT MISSION STATEMENT
-
'~
To provide park, recreation and cultural opportunities.
-
DEPARTMENT FUNCTIONS
~'t-4
.
Assure that services provided are responsive to community needs.
-
-
.
Assure that the department's services are provided in a cost-effective manner.
-
.
Provide access to Performing Arts facilities and provide quality service for clients/licensees.
(M 1, 3)
IlUiil
.
Provide entertainment opportunities for Center for the Performing Arts patrons. (M 2, 3, 5)
-
IiiiIII
. Provide education and outreach opportunities to the community. (M 6)
-
.
Comply with various regulatory agency requirements as they relate to wetlands, wildlife and land
'use in the Shoreline area. (M 7)
-
-
.
Provide visitors a safe and secure passive outdoor recreation experience by proper maintenance
and supervision of trails, pathways, turf areas and facilities in the Shoreline area. (M 8,9)
-
-
. Coordinate City-wide volunteer program. (M 4, 11,36)
..
.
Conduct safety inspections of all park and playground areas and equipment. (M 12, 13)
-
.
Maintain all City landscaped areas including parks, medians and roadways; public facilities and
portions of creeks and drainage channels. (M 14,15,16,17,21,22,23)
-
....
.
Manage Forestry program which includes maintenance of City trees and enforcement of the
Heritage Tree Ordinance. (M 18, 19,20,24,25)
-
-
.
Conduct or schedule recreation activities, classes and events based on community preferences.
(M 26, 27, 28, 29, 30)
-
-
.
Provide environmental education classes and camps at Deer Hollow Farm. (M 31, 32)
-
. Provide a comprehensive aquatics program using Eagle and Rengstorff Pools. (M 33, 34)
-
.
Manage and operate golf course in such a manner as to maximize operating revenues and control
operating expenses. (M 37)
-
..
.
Provide golfing customers an enjoyable golfing experience. (M 38)
..
...
..
-
2-158
-
~~
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COMMUNITY SERVICES
DEPARTMENT SUMMARY
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
Continue efforts to locate and acquire open space in neighborhoods underserved in regard to park
and recreation facilities.
Assist with the construction of the Stevens Creek Trail, Reach 4, Segment 1 (Landels School to Yuba
Drive) in conjunction with the Public Works Department.
Assist with the Stevens Creek Trail, Reach 4, Segment 2 (Yuba Drive to Mountain View High
School) feasibility study in conjunction with the Public Works Department.
Assist with the design and construction of the Community Center project in conjunction with the
Public Works Department.
Assist with the construction of Phases I and II of the EI Camino Real roadway median landscape
renovation project in conjunction with the Public Works Department.
· Complete the Golf Course Renovations, Phase IV project, including coordinating repair and
replacement of the front-nine irrigation system and drainage in conjunction with the Public Works
Department.
.
'Conduct Shoreline Maintenance Facility Design Study in conjunction with the Public Works
Department.
.
Conduct biannual review of the Parks and Open Space Plan in conjunction with the Parks and
Recreation Commission.
.
Assist with the design and construction of Mercy-Bush Park in conjunction with the Public Works
Department.
.
Continue implementation of youth initiatives.
.
Coordinate with the Community School of Music and Arts regarding the construction of the new
CSMA campus.
· Implementation of new operating model for the golf course.
2-159
,....."
COMMUNITY SERVICES
DEPARTMENT SUMMARY
...
~
PERFORMANCE/WORKLOAD MEASURES
-
1998-99 1998-99 1999-00 1999-00 2000-01 -
Target Actual Target Actual Target
Performing Arts: ~
I. Percentage of users (licensee) who rate the 80% 89% 80% 83% 80%
Center's services as "high quality" -
2. Percentage of all patron surveys received 80% 81% 80% 93% 80% ~
indicating that the respondent enjoyed their
time at the Center -
3. Number of performances 350 422 380 477 380
~
4. Number of volunteer hours 10,000 11,549 10,500 11,953 10,500
5. Number of seats sold (including TheatreWorks 125,000 160,462 140,000 155,140 140,000 -
performances of Lucie Stem facility events)(A)
6. Number of tickets given to Mountain View New for 300 -
nonprofits by Center licensees as a result of FY 2000-01
Center outreach program. -
Shoreline: -
7. Percentage of annual regulatory permits and 100% 100% 100% 100% 100%
reports completed on time -
8. Percentage of trail and park users rating 90% 95% 90% 95% 90% -
satisfaction above average (maintenance of
trails, safety, etc.) -
9. Number of park visitors (# in thousands) 1,000 863 1,000 900(8) 900
10. Number of volunteer hours 12,500 10,722 12,500 8,380(C) See M 11 -
1I. Volunteer time staffing equivalent New for 5.5 FTE
FY 2000-01 -
Parks:
(D) N/A (D) -
12. Percent of playground equipment in 54% 33%
compliance with Standard Consumer Safety -
Performance Specifications (produced by the
U.S. Consumer Produce Safety Commission) ~
13. Percent of inspections completed biannually of 100% 100% 100% 100% 100%
all City-maintained park play equipment -
14. Percent of park construction and irrigation New for 90% 97% 90% ~
work orders completed in compliance with FY 1999-00
National Park and Recreation Association -
(NRP A) Mode II maintenance standards (high ilIldiiif
level maintenance)
15. Percent of park turf acres maintained in New for 100% 79.1%(E) 100%
FY 1999-00 -
compliance with NRP A Mode II maintenance
standards (high level maintenance) .....
16. Percent of roadway median islands serviced New for 95% 95% 95%
per program service standards (based on FY 1999-00 ..
NRP A standards) -
17. Percent of inquiries responded to within New for 95% 960(0 95%
24 hours FY 1999-00 -
18. Percent of trees serviced versus scheduled as 75% 72% 75% 77% 75%
part of cyclic pruning program -
19. Average cost of trimming per tree (based on New for $128 $123 $128
industry standards) FY 1999-00 .
..
.
2-160
..
..
.....
COMMUNITY SERVICES
DEPARTMENT SUMMARY
;t~
"'"' 1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
._~
20. Percent of trees planted in the prior year New for 95% 100% 95%
-~ receiving maintenance FY 1999-00
21. Acres maintained-regional parks/public 357 357 772(F) 772 772
facilities
~~ 22. Acres maintained-urban parks/public 212 212 171.15 180.2(G) 171.15
facilities
23. Acres maintained-roadway medians 113 113 114.5 114.5 114.5
24. Number of trees planted annually 345 452 250 415 250
~
25. Number of trees trinuned or serviced annually 3,600 3,721 3,600 4,737 3,600
-i'~ Recreation:
26. Percent of classes cancelled due to lack of ~1O% 10% ~1O% 8% ~10%
.'1W registrants versus classes scheduled
27. Percent of class refunds requested due to ~0.5% 0% ~1% 0% ~1%
~:~ dissatisfaction
-~ 28. Percent of adult sports teams registered New for 98% 98% 98%
compared to number of openings FY 1999-00
>'~ 29. Percent of fee waiver registrations compared to New for 10% 9% 10%
total registrations FY 1999-00
30. Average number of students participating in New for 350 247 350
after-school programs (per day). FY 1999-00
31. Number of classes/students participating in New for 150/ 217/ 150/
Deer Hollow Farm school year field trips FY 1999-00 3,400 4,447 3,400
32. Percent of teacher evaluations rating Deer New for 99% 100% 99%
Hollow Farm school year field trips good or FY 1999-009
excellent
33. Percent of parents rating swim lessons good or New for 90% 94% 90%
excellent FY 1999-00
34. Percent of lap swim participants rating the New for 95% 98% 95%
.~ program good or excellent FY 1999-00
35. Number of volunteer hours contributed (City- 38,000 37,746 38,000 37,643 See M 36
:'1--
wide)
,... 36. Volunteer time staffing equivalent (City-wide) New for 18 FTE
FY 2000-01
~ Shoreline Golf Links:
37. Percentage of revenues generated versus > 100% 147% > 100% 142% >100%
- operating costs
:"& 38. Number of golf rounds played 70,000 76,105 70,000 68,960 70,000
,~ (A) The Center's box office is the only box office where tickets for TheatreWorks' Lucie Stem performances can be
~ purchased.
(B) Estimated due to shortage of volunteers.
i~ (C) Volunteer hours are down due to need for staff to attend to wildlife issues.
(0) The goal for Fiscal Year 1999-2000 was not established as the playground audit was not completed. The goal
for Fiscal Year 2000-01 will be determined upon approval of the playground audit, no later than the end of
September 2000.
(E) Results were lower than expected due to low staffing levels.
(F) Figure includes all portions of Shoreline Regional Park, Charleston Slough, Vista Slope and the Crittenden site.
(G) Huff School (5.1 acres) and Slater School (3.6 acres) added April 2000.
-:_~
LT /BUD/LHP-244-01^
2-161
!;;Wii'
~
-
COMMUNITY SERVICES
'MIiI DEPARTMENTS~RY
.-
i/liPlll'
... *1 Addition of a Parks Maintenance Worker IIII position.
*2 Mid-year conversion of contractor positions to City employees.
'~ *3 Mid-year reclassification of a Program Assistant position to Performing Arts Coordinator.
-
~ 1998-99 1999-00 2000-01
- DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
~ Community Services Administration $ 421,699 474,293 491,161
- Performing Arts 919,761 1,046,504 975,837
Shoreline 1,060,977 1,394,978 1,452,352
#lJ!!I~ Parks 4,453,052 4,947,933 5,127,618
... Recreation 2,260,671 2,723,132 2,766,724
Shoreline Golf Links 2,198,798 2,454,094 2,827,018
.~
$ 11,314,958 13,040,934 13,640,710
-..
'~
1998-99 1999-00 2000-01
'MIl EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
.
~
.. Salaries Wages and Benefits $ 6,639,445 7,304,674 8,850,387
Supplies and Other Services 4,265,006 5,134,510 4,241,713
~ Capital Outlay 195,850 279,750 234,610
... Interfund Expenditures 214,657 322,000 314,000
TOTAL EXPENDITURES $ 11,314,958 13,040,934 13,640,710
'-"
-
1998-99 1999-00 2000-01
- REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
...
Fines & Forefeitures $ 2,300 0 0
~ Rents & Leases 301,875 266,869 269,200
.- Local Intergovernmental Revenue 149,128 137,315 142,381
Recreation Service Charges 756,563 719,900 722,550
- Golf Course Service Charges 3,271,865 3,129,366 3,044,366
- General Service Charges 4,905 3,500 4,850
Shoreline Service Charges 75,000 75,000 60,000
~ Miscellaneous Revenue 343,290 300,993 270,458
... Interfund Revenue Transfers 140,290 94,790 61,000
TOTAL REVENUES $ 5,045,216 4,727,733 4,574,805
;~
...
-
liilili.
~
2-163
-
-
COMMUNITY SERVICES-ADMINISTRATION
PROGRAM SUMMARY
-
-
-
-
PROGRAM MANAGER-COMMUNITY SERVICES DIRECTOR
-
PROGRAM MISSION STATEMENT
-
..
To provide leadership and management to the Community Services' divisions in support of their efforts
to deliver quality services to the community.
-
-
PROGRAM FUNCTIONS
-
.
Provide direction and support to all Community Services divisions.
..
.
Assure that services provided are responsive to community needs.
...
.
Provide support to the Parks and Recreation Commission, Heritage Tree Board and Performing
Arts Advisory Committee.
II1II
...
.
Analyze the department's services to assure they are provided in a cost-effective manner.
..
.
Work closely with other City departments, commissions and committees serviced by the
Community Services Department.
-
...
.
Perform community outreach with local service clubs, civic groups and organizations.
...
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
-
.
Continue efforts to locate and acquire open space in neighborhoods underserved in regard to park
and recreation facilities.
-
.
Assist with the construction of Stevens Creek Trail, Reach 4, Segment 1 (Landels School to Yuba
Drive) in conjunction with the Public Works Department.
-
-
.
Assist with the Stevens Creek Trail, Reach 4, Segment 2 (Yuba Drive to Mountain View High
School) feasibility study in conjunction with the Public Works Department.
..
...
.
Assist with the design and construction of the Community Center project in conjunction with the
Public Works Department.
..
-
.
Assist with the construction of Phases I and II of the El Camino Real roadway median landscape
renovation project in conjunction with the Public Works Department.
-
..
.
Assist with the completion of the Golf Course Renovations, Phase IV project, including coordinating
repair and replacement of the front-nine irrigation system and drainage, in conjunction with the
Public Works Department.
-
...
.
Assist with the Shoreline Maintenance Facility Design Study in conjunction with the Public Works
Department.
II1II
-
-
-
2-164
-
II1II
....
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~.
~
~
~
..
-
COMMUNITY SERVICES-ADMINISTRATION
PROGRAM SUMMARY
.
Conduct biannual review of the Parks and Open Space Plan in conjunction with the Parks and
Recreation Commission.
L T /BUD /LHP-244-02^
2-165
COMMUNITY SERVICES - ADMINISTRATION
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Community Services Director 1 1 1
Senior Administrative Analyst 1 1 1
Executive Assistant 1 1 1
Total Permanent 3 3 3
Total Part-Time Hourly 0.16 0.16 0.16
TOTAL POSITIONS 3.16 3.16 3.16
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 307,166 348,727 357,645
Supplies and Other Services 114,533 125,566 133,516
Capital Outlay 0 0 0
Interfund.Expenditures 0 0 0
T<)T AL EXPENDITURES $ 421,699 474,293 491,161
REVENUE SUMMARY
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
Fines & Forfeitures
TOTAL REVENUES
$
$
o
o
2,300
2,300
2-166
..
-
-
-
-
-
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-
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-
COMMUNITY SERVICES - ADMINISTRATION
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 231,915 276,422 290,815
Wages 29,366 16,179 9,484
Benefits 45,885 56,126 57,346
$ 307,166 348,727 357,645
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 5,024 3,066 4,016
Maintenance and Operations 0 0 0
Utilities 1,453 2,190 2,190
ProfessionalfTechnical Srvcs 102,984 112,735 112,735
,
Other Expenses 5,072 7,575 14,575
$ 114,533 125,566 133,516
2-167
-
-
NOTES
(This page left intentionally blank)
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2-168
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~
...
COMMUNITY SERVICES-PERFORMING ARTS
PROGRAM SUMMARY
!JMII'
-
l1I!4!IJlI
-
PROGRAM MANAGER-PERFORMING ARTS MANAGER
-
-
PROGRAM MISSION STATEMENT
~
The Mountain View Center for the Performing Arts seeks to enrich Silicon Valley audiences through
enjoyment, celebration and interaction with the arts.
..
.lJ!III!I
PROGRAM FUNCTIONS
...
· Provide access to performing arts facilities and provide quality service for clients/licensees.
-
.
Provide entertainment opportunities for patrons.
iiIiiii
';1M
.
Provide education and outreach opportunities to the community.
....
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
...
.
Continue to expand and promote the diversity of licensees and publication materials to ensure that
,all residents receive benefit from the facility.
...
-
· Develop/implement a plan to provide ticket sales via the Center's web page.
iIiIII;ij
~
· Investigate feasibility of obtaining lessee and opening Center cafe for regular business hours.
*iiiIii
.
Research and develop appropriate interior/exterior/plaza/building treatment to mark the facility
as a cultural center.
'iiII!IIJ
.
Develop and implement the Center interior signage plan incorporating effective directional signage.
...
.
Administer the Center's rate change.
.....
-
,..,
LT/BUD
LfIP-244-03^
:dWit
..~
~
-
~
MlliI
.~
2-169
COMMUNITY SERVICES - PERFORMING ARTS
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADmSTED ADOPTED ADOPTED
Performing Arts Manager 1 1 1
Performing Arts Supervisor 3 3 3
Performing Arts Coordinator 0 0 1 *
Program Assistant 1 1 0 *
Performing Arts Assistant 2.25 2.25 2.25
Senior Stagehand 1.50 1.50 1.50
Senior Ticket Service Representative 1.50 1.50 1.50
Total Permanent 10.25 10.25 10.25
Total Part-Time Hourly 0.92 0.92 0.92
TOTAL POSITIONS 11.17 11.17 11.17
* Mid-year reclassification of a Program Assistant position to Performing Arts Coordinator.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 738,877 785,661 818,894
Supplies and Other Services 159,068 210,243 147,943
Capital Outlay 21,816 50,600 9,000
Interfund Expenditures 0 0 0
TOTAL EXPENDITURES $ 919,761 1,046,504 975,837
REVENUE SUMMARY
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
Rents & Leases
Miscellaneous Revenue
TOTAL REVENUES
$
228,869
125,400
354,269
231,200 *
129,500
360,700
285,117
181,858
466,975
$
* Includes rate increase, offset by nonprofit subsidy.
2-170
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COMl\1UNITY SERVICES - PERFORMING ARTS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 500,752 559,519 592,230
Wages 114,641 86,124 92,487
Benefits 123,484 140,018 134,177
$ 738,877 785,661 818,894
SUPPLIES AND SERVICES
1998-99
ACTUAL
1999-00
ADOPTED
2000-01
ADOPTED
Materials and Supplies
Maintenance and Operations
Utilities
Professionalffechnical Srvcs
Other Expenses
$
67,140
13,630
o
56,350
73,123 *
210,243
71,916
15,130
1,150
52,350
7,397
147,943
67,071
17,868
85
62,957
11,087
159,068
$
* Includes one-time funding of $65,000 for nonprofit support.
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COMMUNITY SERVICES-SHORELINE
PROGRAM SUMMARY
PROGRAM MANAGER-SHORELINE MANAGER
PROGRAM MISSION STATEMENT
To provide regional open space facilities and opportunities.
PROGRAM FUNCTIONS
.
Provide visitors a safe and secure passive outdoor recreation experience by proper maintenance
and supervision of trails, pathways, turf areas and facilities.
.
Manage a cost-effective volunteer ranger and docent program that will assist in the enforcement of
Shoreline and Stevens Creek Trail rules and regulations, the education of visitors and trail users,
assist with litter control and maintenance and conduct tours of the historic Rengstorff House.
.
Manage and oversee clubhouse (Michaels Restaurant) and boathouse lessees to assure that these
concessions are meeting lease terms and expectation levels of the City.
.
Comply with various regulatory agency requirements as they relate to wetlands, wildlife and land
use.
MAlOR PROGRAM GOALS /STRA TEGIES FOR FISCAL YEAR 2000-01
.
Assist with the construction of Stevens Creek Trail, Reach 4, Segment 1 (Lande Is School to Yuba
Drive) in conjunction with the Public Works Department.
.
Assist with the Stevens Creek Trail, Reach 4, Segment 2 (Yuba Drive to Mountain View High
School) feasibility study in conjunction with the Public Works Department.
.
Conduct Shoreline Maintenance Facility Design Study in conjunction with the Public Works
Department.
.
Manage the temporary dog park facility and act as City's liaison to the Citizen Dog Park support
group.
.
Establish Stevens Creek Trail Volunteer Ranger Patrol unit.
. Renew the clubhouse lease.
MAlOR PROGRAM CHANGES
.
Shoreline Regional Park Community Fund:
Landscape Maintenance
$47,400
Provides funding for roadway landscape maintenance services previously
supported by General Funds on the City's approximately 324,000 square feet of
medians and parkways not currently under contract in the North Bayshore Area.
L T IBUD ILHP-244-04^
2-173
COMMUNITY SERVICES - SHORELINE
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Shoreline Manager 1 1 1
Parks Supervisor 1 1 1
Sr Recreation Coordinator 1 1 1
Parks Maintenance Worker III 1 1 1
Parks Maintenance Worker I!II 1 2 * 2
Secretary 1 1 1
Total Permanent 6 7 7
Total Part-Time Hourly 2.72 2.72 2.72
TOTAL POSITIONS 8.72 9.72 9.72
* Addition of a Parks Maintenance Worker III! position.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries ,Wages and Benefits $ 531.023 669,619 725,643
Supplies and Other Services 503,858 667,509 698,709
Capital Outlay 2,923 29,850 0
Interfund Expenditures 23,173 28,000 28,000
TOTAL EXPENDITURES $ 1,060,977 1,394,978 1,452,352
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Rents & Leases $ 16,758 38,000 38,000
Shoreline Service Charges 75,000 75,000 60,000
Miscellaneous Revenue 10,743 26,135 15,000
Interfund Revenue Transfers 33,790 33,790 0
TOTAL REVENUES $ 136,291 172,925 113,000
2-174
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COMMUNITY SERVICES - SHORELINE
PROGRAM SUMMARY
DETAILED EXPENDITURES
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
$ 368,769 461,181 488,272
75,988 102,664 127,436
86,266 105,774 109,935
$ 531,023 669,619 725,643
Salaries
Wages
Benefits
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 65,884 77,472 76,472
Maintenance and Operations 6,957 21,100 20,700
Utilities 78,155 132,750 135,050
Professionalrrechnical Srvcs 342,435 423,607 *1 453,707 *3
Other Expenses 10,427 12,580 12,780
$ 503,858 667,509 *2 698,709
*1 Includes funding of $13,100 for Crittenden Hill landscape maintenance and $11,000 for contract rangers on Crittenden Site.
*2 Includes funding of $35,900 for Crittenden Lane/Amphitheatre Parkway landscape maintenance.
*3 Includes funding of $47,400 for contract landscape maintenance.
2-175
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COMMUNITY SERVICES-PARKS
PROGRAM SUMMARY
;,.,~
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PROGRAM MANAGER-PARKS MANAGER
-
PROGRAM MISSION STATEMENT
-
-
To provide park and open space opportunities and provide forestry and roadway landscape maintenance
services.
..
PROGRAM FUNCTIONS
-
-
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Plan and develop new parks and open space as approved by CoW1cil.
...
.
Maintain all City landscaped areas including parks, medians and roadways, public facilities and
portions of creeks and drainage channels.
..
..
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Maintain downtown area, including Civic Center and Castro Street improvements.
..
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Manage Forestry Program, which includes maintenance of City trees and enforcement of the
Heritage Tree Ordinance.
...
..
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Conduct safety inspection of all park and playgroW1d areas.
-
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
.
Assist with the construction of Phases I and II of the EI Camino Real roadway median landscape
renovation, in conjW1ction with the Public Works Department.
..
..
.
Assist with the design and construction of Mercy-Bush Park in conjW1ction with the Public Works
Department.
..
-
.
Assist with the design and construction of the Cuesta Park play equipment project, in conjW1ction
with the Public Works Department.
..
-
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Implement and monitor EI Camino Real Banner Program.
....
.
Implement Phase II of the Cuesta Park pathway and parking lot light replacement project, in
conjW1ction with the Public Works Department.
-
...
.
Initiate a renovation program for various play structures and sites maintained by the City in
conformance with the PlaygroW1d Equipment Survey and Assessment Report.
...
..
· Monitor the quality and performance of contract landscape services at Huff and Slater School sites.
..
.
Work in conjW1ction with the Public Works Department and Los Altos Elementary School District
regarding the design and construction of turf, irrigation, drainage and pathway improvements at
the Springer School site.
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COMMUNITY SERVICES-PARKS
PROGRAM SUMMARY
MAlOR PROGRAM CHANGES
.
General Fund:
School Open Space Maintenance
In Fiscal Year 1999-2000, the City Council approved a shared maintenance program
with the Mountain View School District for the open space at both the Huff
($44,500) and Slater ($31,500) School sites. The City's share of services will be
handled through contract with an outside landscape maintenance firm. Provides
increased level of service for Mountain View School District open space areas.
Mercy-Bush Park Maintenance
Construction of Mercy-Bush Park is scheduled for completion in December 2000.
Additional operating costs of $14,000 will be needed to handle contract
maintenance of the facility for the six-month period of January 2001 through
June 2001. An additional $14,000 will be recommended in the Fiscal Year 2001-02
budget to reflect the full-year cost of $28,000. Provides required maintenance for a new
park area.
'New Landscape Areas
Provides funding for materials, utilities, gas and electricity necessary to maintain
new landscape areas. Provides required maintenance for new landscaped areas.
LT/BUD
LHP-244-05^
2-177
$76,000
$14,000
$10,100
COMMUNITY SERVICES - PARKS
PROGRAM SUMMARY ...
...
-
1998-99 1999-00 2000-01
.fIWiii;
POSITIONS ADJUSTED ADOPTED ADOPTED
-
Parks Manager 1 1 1 ......
Parks Section Manager 2 2 2
Parks Supervisor 3 3 3 -
Tree Supervisor! Arborist 1 1 1 -
Parks Maintenance Worker III 11 11 11
Parks Maintenance Worker JJII 21 21 21 -
Tree Trimmer III 1 1 1 -
Tree Trimmer JJII 5 5 5
Secretary 1 1 1 ..
Office Assistant IIII 1 1 1 ...
Total Permanent 47 47 47
Total Part-Time Hourly 4.54 4.54 4.54 -
TOTAL POSITIONS 51.54 51.54 51.54 -
..
1998-99 1999-00 2000-01 ..
,
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED -
Salaries Wages and Benefits $ 3,256,398 3,417,138 3,545,658 ...
Supplies and Other Services 1,001,478 1,180,595 1,294,600 ..
Capital Outlay 21,326 76,700 26,360 -
Interfund Expenditures 173,850 273,500 261,000
TOTAL EXPENDITURES $ 4,453,052 4,947,933 5,127,618 ..
...
REVENUE SUMMARY ..
1998-99 1999-00 2000-01 ...
ACTUAL ADOPTED ADOPTED
..
Local Intergovernmental Revenue $ 99,128 87,315 92,381 -
General Service Charges 2,810 2,750 2,750
Miscellaneous Revenue 76,755 79,458 75,958 -
Interfund Revenue Transfers 60,000 55,000 55,000 ...
TOTAL REVENUES $ 238,693 224,523 226,089
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COMMUNITY SERVICES - PARKS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 2,425,695 2,623,232 2,720,232
Wages 130,283 143,771 150,949
Benefits 700,420 650,135 674,477
$ 3,256,398 3,417,138 3,545,658
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 215,816 236,637 240,937 *2
Maintenance and Operations 5,619 5,350 5,900
Utilities 509,166 636,080 659,735 *2
ProfessionallTechnical Srvcs 239,910 249,368 339,368 *3
,
Other Expenses 30,967 53,160 48,660
$ 1,001,478 1,180,595 *1 1,294,600
*1 Includes funding of $16,100 for Creekside Park maintenance and $12,200 for maintenance of the WyandottelReinert Park
landscaped area.
*2 Includes funding of $10,100 for materials, gas and electricity, and utilities for new landscaped areas.
*3 Includes funding of $44,550 for Huff School maintenance, $31,450 for Slater School maintenance, and $14,000 for Mercy-
Bush Park maintenance.
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COMMUNITY SERVICES -RECREATION
PROGRAM SUMMARY
PROGRAM MANAGER-RECREATION MANAGER
PROGRAM MISSION STATEMENT
To provide community members recreation opportunities that develop leisure skills, promote healthy
lifestyles and stimulate community involvement and pride.
PROGRAM FUNCTIONS
.
Conduct or schedule activities, classes and events at the Community Center, Mountain View Sports
Pavilion, Whisman Sports Center and various park areas and school sites.
Provide environmental education classes and camps at Deer Hollow Farm.
Provide a comprehensive aquatics program using Eagle and Rengstorff Pools.
Provide recreational, educational and social programs for older adults at the Senior Center.
Coordinate City-wide volunteer program.
,Organize City special events and facilitate coordination of community special events.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
· Continue implementation of youth initiatives.
.
Coordinate with the Community School of Music and Arts regarding the construction of the new
CSMA campus.
.
Assist with the design and construction of the Community Center project in conjunction with the
Public Works Department.
.
Continue staffing and support of Youth Advisory Groups.
.
Complete construction of permanent freestanding skate park facility.
.
Evaluate the effectiveness of the After-School All-Stars program.
.
Expand hours of walk-in barbecue reservation program.
-
- LT IBUD
LHP-244-06^
.....
2-181
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COMMUNITY SERVICES. RECREATION ..
PROGRAM SUMMARY -
..
-
1998-99 1999-00 2000-01
-
POSITIONS ADmSTED ADOPTED ADOPTED
-
Recreation Manager 1 1 1 -
Recreation Supervisor 3 3 3
Senior Recreation Coordinator 4 4 4 -
V olunteer Coordinator 0.75 0.75 0.75 ....
Recreation Coordinator 4.50 4.50 4.50
Parks Maintenance Worker ill 2 2 2 -
Secretary 1 1 1 ...
Office Assistant III 0.50 0.50 0.50
Office Assistant I/II 1 1 1 ...
Recreation Specialist 0.50 0.50 0.50 ..
Recreation Leader II 1.75 1.75 1.75
Total Permanent 20.00 20 20 -
Total Part-Time Hourly 20.81 20.85 * 22.24 * -
TOTAL POSITIONS 40.81 40.85 42.24 -
* Conversion of contract dollars to hours. -
..
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED -
-
Salaries Wages and Benefits $ 1,631,452 1,923,723 1,962,085 ..
Supplies and Other Services 564,222 765,409 735,139
Capital Outlay 50,878 15,500 49,500 -
Interfund Expenditures 14,119 18,500 20,000 -
TOTAL EXPENDITURES $ 2,260,671 2,723,132 2,766,724
-
-
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED -
..
Local Intergovernmental Revenue $ 50,000 50,000 50,000
Recreation Service Charges 756,563 719,900 722,550 -
General Service Charges 2,095 750 2,100 -
Miscellaneous Revenue 69,855 70,000 50,000
Interfund Revenue Transfers 46,500 6,000 6,000 ..
TOTAL REVENUES $ 925,013 846,650 830,650 ..
..
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COMMUNITY SERVICES - RECREATION
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 1,020,283 1,125,781 1,148,269
Wages 356,409 507,237 * 505,290
Benefits 254,760 290,705 308,526
$ 1,631,452 1,923,723 1,962,085
* Includes funding for additional Lifeguard hours and youth services hours.
1998-99 1999-00
SUPPLIES AND SERVICES ACTUAL ADOPTED
Materials and Supplies $ 124,248 124,671
Maintenance and Operations 11,803 11,752
Utilities 170,576 190,182
, 271,954
Professionalffechnical Srvcs 237,223
Other Expenses 20,372 166,850
$ 564,222 765,409
2000-01
ADOPTED
*1
128,823
11,752
190,882
293,020
110,662 *4
735,139
*2
*3
* 1 Includes funding of $6,700 for youth services supplies.
*2 Includes funding of $38,500 for youth and theatre classes and $6,000 for an evening concert series at the Civic Center.
*3 Includes $100,000 placeholder funding for youth initiatives.
*4 Portions of Youth funding transferred to other appropriate accounts.
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COMMUNITY SERVICES-SHORELINE GOLF LINKS
PROGRAM SUMMARY
PROGRAM MANAGER-GOLF OPERATIONS MANAGER
PROGRAM MISSION STATEMENT
To provide golf services.
PROGRAM FUNCTIONS
.
Provide golfing customers an enjoyable golfing experience, including high levels of customer
service and enhanced playing conditions, largely by increased maintenance of turf grass.
.
Manage and operate golf course in such a manner as to maximize operating revenues and control
operating expenses.
MAIOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Implementation of new operating model for the golf course.
.
Complete the Golf Course Renovations, Phase IV project, including coordinating repair and
replacement of the front-nine irrigation system and drainage in conjunction with the Public Works
'Department.
.
Continue to enhance the quality of turf grass maintenance at the course.
· Improve customer services, including those associated with retail sales, the lesson program, golf car
rentals and the marshaling program.
.
Assist the Public Works Department in updating the program and cost of the pro shop and golf car
storage building.
.
Attract or sponsor one or more amateur or professional tournaments (NCGA, PGA, qualifying,
mini-tour, etc.).
.
Conduct Shoreline Maintenance Facility Design Study in conjunction with the Public Works
Department.
LT IBUD
LHP-244-07^
2-185
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COMMUNITY SERVICES - SHORELINE GOLF LINKS -
PROGRAM SUMMARY -
..
-
1998-99 1999-00 2000-01
-
POSITIONS ADJUSTED ADOPTED ADOPTED
-
Golf Operations Manager 1 1 1 -
Golf Course Superintendent 0 0 1
Assistant Golf Course Superintendent 0 0 1 -
Head Golf Professional 0 0 1 ~
RetailfTournament Manager 0 0 1
Senior Greenskeeper 0 0 1 -
Golf Course Equipment Mechanic 0 0 1 -
Greenskeeper II 0 0 2
Greenskeeper I 0 0 2 ....
Teaching Professional 0 0 0.50 -
Assistant Golf Professional 0 0 5.50
Irrigation Technician 0 0 1 -
Assistant Greenskeeper 0 0 5 -
Accounting Technician 0 0 0.50
Secretary 0 0 0.75 .
Total Permanent 1 1 24.25 -
Total'Part-Time Hourly 0.78 0.78 7 .
TOTAL POSITIONS 1.78 *1 1.78 *2 31.25 *3
..
* 1 In addition, there are 26.5 full time equivalent contractors. ....
*2 In addition, there are 28 full time equivalent contractors. -
*3 Mid-year conversion of contractor positions to City employees.
-
1998-99 1999-00 2000-01
-
EXPENDITURE StTh1MARY ACTUAL ADOPTED ADOPTED
-
Salaries Wages and Benefits $ 174,529 159,806 1,440,462 -
Supplies and Other Services 1,921,847 2,185,188 1,231,806
Capital Outlay 98,907 107,100 149,750 -
Interfund Expenditures 3,515 2,000 5,000 -
TOTAL EXPENDITURES $ 2,198,798 2,454,094 2,827,018
..
-
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED -
-
Golf Course Service Charges $ 3,271,865 3,129,366 3,044,366
Miscellaneous Revenue 4,079 0 0 -
TOTAL REVENUES $ 3,275,944 3,129,366 3,044,366 -
-
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2-186 -
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COMMUNITY SERVICES - SHORELINE GOLF LINKS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 120,598 102,489 984,277
Wages 26,195 31,025 111 ,250
Benefits 27,736 26,292 344,935
$ 174,529 159,806 1,440,462 *
* Includes the conversion of contract employees to City employees.
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 244,646 263,725 277,154
Maintenance and Operations 112,225 126,927 *1 128,127
Utilities 205,647 366,350 366,350
ProfessionalfTechnical Srvcs 999,897 1,057,412 135,135 *3
Other Expenses 359,432 370,774 *2 325,040
$ 1,921,847 2,185,188 1,231,806
* 1 Includes funding of $5,100 for golf course parking lot maintenance.
*2 Includes the elimination of $70,000 for the resident reimbursement program, one-time funding of $30,000 for the
golf car buy-out-upgrade, and ongoing funding of $22,000 for inventory for resale at the pro shop.
*3 Includes the conversion of contractor positions to City employees.
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LIBRARY SERVICES
DEPARTMENT SUMMARY
~
-
-
-
DEPARTMENT MANAGER-LIBRARY SERVICES DIRECTOR
-;j
-
DEPARTMENT MISSION STATEMENT
t:iIiWIJ
To offer our diverse community a dynamic, user-friendly gateway to organized lending and information
services.
-
-
DEPARTMENT FUNCTIONS
-
.
Develop and maintain a quality collection that meets customer needs into the future. (M I, 2)
.....
.
Provide quality services, systems and facilities. (M 3, 4, 5)
-
-
.
Maintain available library resources and enable customers, through signs, instructions and
guidance, to avail themselves of these resources. (M 7, 8)
-
MAJOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
-
.
Continue to refine staffing assignments, policies and procedures to maximize resources.
..
.
Evaluate and redesign, as appropriate, the reporting of Library activity and service.
..
.
Continue programming to meet community interests and needs.
-
.
Develop a marketing strategy to promote Library services and collections.
...
-
.
Continue the implementation of new features and functionality of the Innovative Interfaces, Inc.
software.
-
-
-
-
-
-
-
-
-
..
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..
...
-
2-192
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LIBRARY SERVICES
DEPARTMENT SUMMARY
PERFORMANCE/WORKLOAD MEASURES
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Public Services:
1. Number of items circulated per capita 10 10.88 10 13.65 10
2. Percent of information seekers satisfied with 85% 85% 85% 96% 85%
Library information services
3. Visitors and Library customers 750,000 528,083 750,000 498,173 500,000
4. Participants in children's activities 12,000 16,177 11,000 21,094 20,000
5. Percentage of program/tour participants who New for 75% 100% 75%
expressed satisfaction with the program or FY 1999-00
tour
6. Percentage of returned Library materials that New for 75% 83.3% Discontinued
are shelved within 48 hours of return FY 1999-00
7. Population per permanent Full-Time New for 1,900
Equivalent (FTE) FY 2000-01
8. Percentage of customers oversubscribed to New for 20%
children's programs compared to program FY 2000-01
participants
KP /BUD
LHP-026-01 ^
2-193
LIBRARY SERVICES
DEPARTMENTS~RY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Library Services Director 1 1 1
Library Services Manager 2 2 2
Supervising Librarian 3 3 3
Librarian IIII 9 9 9
Supervising Library Assistant 1 1 1
Executive Assistant 1 1 1
Library Assistant III 8.75 8.75 8.75
Library Assistant IIII 11.75 11.75 11.75
Office Assistant III 1 1 1
Bookmender 1 1 1
Total Permanent 39.50 39.50 39.50
Total Part-Time Hourly 13.10 13.10 13.12
TOT AL POSITIONS 52.60 52.60 52.62
1998-99 1999-00 2000-01
DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
Library Services Administration $ 430,841 527,896 546,728
Public Services 1,543,752 1,571,868 1,935,758
Customer and Support Services 1,374,604 1,685,067 1,444,354
$ 3,349,197 3,784,831 3,926,840
2-194
-
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LIBRARY SERVICES
DEPARTMENT SUMMARY
...
,~
,~
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 2,771,571 3,147,972 3,257,927
Supplies and Other Services 554,494 583,759 642,813
Capital Outlay 5,831 29,000 2,000
Interfund Expenditures 17,301 24,100 24,100
TOTAL EXPENDITURES $ 3,349,197 3,784,831 3,926,840
~
~
~
~
~
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
State Intergovernmental Revenue $ 89,646 500 100,500
~ General Service Charges 92,138 86,562 81,000
Miscellaneous Revenue 11,889 0 0
TOTAL REVENUES $ 193,673 87,062 181,500
~
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2-195
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NOTES
(This page left intentionally blank)
-
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LIBRARY SERVICES-ADMINISTRATION
PROGRAM SUMMARY
PROGRAM MANAGER-LIBRARY SERVICES DIRECTOR
PROGRAM MISSION STATEMENT
To provide quality and responsive administrative support to meet the needs of our diverse community
and our diverse staff.
PROGRAM FUNCTIONS
.
Promote library services to the diverse Mountain View community through easy-to-use infor-
mational brochures and handouts.
.
Provide administrative support for the library staff, Library Board and the community through
management of resources and dissemination of information.
.
Support collection development activities through the timely, efficient and accurate acquisition of
library materials within established budgetary parameters.
.
Monitor expenditures for library materials and prepare corresponding reports on a regular basis.
.
Provide staff with appropriate training and team-building opportunities to strengthen the delivery
of library services to the community.
.
Examine and revise as necessary library publications and forms used by either staff or the public for
timeliness, attractiveness and usability. Support the program to provide information in other
languages.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Continue to refine staffing assignments, policies and procedures to maximize resources. This will
include possible changes to loan periods and implementation of the recommendations of the
Organizational Review.
.
Evaluate and redesign, as appropriate, the reporting of Library activity and service.
MAlOR PROGRAM CHANGES
.
General Fund:
State Public Library Funds
No cost
Includes $100,000 in the operating budget for State public library funding
approved in the past by Council as a mid-year budget adjustment after funds were
received. The stability of this funding in recent years makes it more appropriate to
include in the annual budget. The $100,000 is split between the Administration and
Public Services Programs. Maintains desired level of service.
KP /BUD/LHP-026-02^
2-197
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LIBRARY SERVICES - ADMINISTRATION
PROGRAM SUMMARY
....
-
..
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Library Services Director 1 1 1
Executive Assistant 1 1 1
Library Assistant III 1 1 1
Office Assistant III 1 1 1
Total Permanent 4 4 4
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 4 4 4
-
..
-
..
-
..
..
..
..
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 332,704 357,264 374,042
Supplies and Other Services 96,028 163,532 172,586
Capital Outlay 2,109 7,000 0
Interfund Expenditures 0 100 100
TOTAL EXPENDITURES $ 430,841 527,896 546,728
-
..
.
..
-
-
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
State Intergovernmental Revenue $ 89,646 500 50,500 *
General Service Charges 54 0 0
Miscellaneous Revenue 11,889 0 0
TOTAL REVENUES $ 101,589 500 50,500
....
..
-
-
-
-
* Includes increase of $50,000 for State Public Library Funds.
....
..
..
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-
..
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..
..
..
..
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LIBRARY SERVICES - ADMINISTRATION
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 267,552 292,549 302,557
Wages 19,550 15,000 15,000
Benefits 45,602 49,715 56,485
$ 332,704 357,264 374,042
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 52,438 41,680 90,880 *3
Maintenance and Operations 9,802 20,306 *1 20,306
Utilities 6,437 10,862 10,862
ProfessionallTechnical Srvcs 12,734 13,862 13,862
Other Expenses 14,617 76,822 *2 36,676 *4
$ 96,028 163,532 172,586
* 1 Includes funding of $8,000 for the card key security system annual service maintenance.
*2 Includes one-time funding of $25,000 for historical photograph cataloging phase II, and rebudgets of the balance of
historical photograph cataloging phase I of $15,500 and the balance of PLF funding received in Fiscal Year 1998-99
of $15,535.
*3 Includes funding of $50,000 for miscellaneous supplies offset by State Public Library Funds revenue.
*4 Includes rebudgeting the balance of historical photograph cataloging of $15,900.
2-199
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NOTES
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LIBRARY SERVICES-PUBLIC SERVICES
PROGRAM SUMMARY
PROGRAM MANAGER-LIBRARY SERVICES MANAGER
PROGRAM MISSION STATEMENT
To facilitate the connection of the customer to information resources and develop quality library
collections.
PROGRAM FUNCTIONS
. Provide quality reference assistance.
.
Maintain and enhance the quality of library resources by selecting and updating the book and
library materials collections in a timely manner.
.
Improve access to library materials by providing Bookmobile and Special Outreach Services
throughout the community and by empowering customers through instruction, guidance and
arrangement of materials to avail themselves of these resources.
.
Ensure the preservation of the historical record of the City of Mountain View.
.
Shelve materials in all sections of the library accurately and in a timely manner.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Continue programming to meet community interests and needs. Programs will be for children and
adults; some will feature guest authors; some will be instructional and some special events will be
presented.
.
Develop a marketing strategy to promote Library services and collections. The strategy will include
in-house plans, outreach plans and outline shelving and display opportunities.
MAlOR PROGRAM CHANGES
.
General Fund:
State Public Library Funds
No cost
Includes $100,000 in the operating budget for State public library funding
approved in the past by Council as a mid-year budget adjustment after funds were
received. The stability of this funding in recent years makes it more appropriate to
include in the annual budget. The $100,000 is split between the Administration and
Public Services Programs. Maintains desired level of service.
KP jBUD
LHP-026-03^
2-201
LIBRARY SERVICES - PUBLIC SERVICES
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Library Services Manager 1 1 1
Supervising Librarian 2 2 2
Librarian IIII 7.50 7.50 7.50
Library Assistant III 2.50 2.50 3.50
Total Permanent 13 13 14
Total Part-Time Hourly 3.55 3.55 11.70
TOTAL POSITIONS 16.55 16.55 25.70
* 1 Transferred one Library Assistant III from the Customer and Support Services Program.
*2 Transferred hourly positions from the Customer and Support Services Program.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
1,127,148 1,158,798 1,492,688
399,303 367,070 417,070
0 22,000 2,000
17,301 24,000 24,000
1,543,752 1,571,868 1,935,758
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
1998-99 1999-00
REVENUE SUMMARY ACTUAL ADOPTED
State Intergovernmental Revenue $ 0 0
General Service Charges 92,084 86,562
TOTAL REVENUES $ 92,084 86,562
2000-01
ADOPTED
50,000 *
81,000
131,000
* Includes increase of $50,000 for State Public Library Funds.
2-202
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LIBRARY SERVICES - PUBLIC SERVICES
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 759,704 802,606 914,937
Wages 193,882 187,013 366,010
Benefits 173,562 169,179 211,741
$ 1,127,148 1,158,798 1,492,688
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 389,303 326,570 407,070 *
Maintenance and Operations 0 0 0
Utilities 0 0 0
Professionalrrechnical Srvcs 10,000 40,500 10,000
Other Expenses 0 0 0
$ 399,303 367,070 417,070
* Inc1udes funding of $50,000 for books offset by State Public Library Funds revenue.
2-203
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NOTES
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LIBRARY SERVICES-CUSTOMER AND SUPPORT SERVICES
PROGRAM SUMMARY
PROGRAM MANAGER-LIBRARY SERVICES MANAGER
PROGRAM MISSION STATEMENT
To provide lending services, manage library computer systems, and maintain the on-line catalog and
physical condition of library collections.
PROGRAM FUNCTIONS
.
Catalog, classify and process all incoming print and media items and all current issues of
periodicals in a timely manner.
.
Create and maintain the integrity of indexes which facilitate location and use of resources in the
library's collection, including the library's on-line catalog data base, shelf list, periodical indexes
and a nationwide bibliographic data base.
.
Maintain the library's computer system and make recommendations for the purchase of hardware
and software to support the library's service objectives.
. Maintain the excellent physical condition of the library's collection.
. Provide quality lending services.
.
Provide access to materials not held in the Library's collection through quality interlibrary loan
services.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Continue the implementation of new features and functionality of the Innovative Interfaces, Inc.
software.
KP /BUD
LHP-026-04^
2-205
LIBRARY SERVICES - CUSTOMER AND SUPPORT SERVICES
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Library Services Manager 1 1 1
Supervising Librarian 1 1 1
Librarian IIII 1.50 1.50 1.50
Supervising Library Assistant 1 1 1
Library Assistant III 5.25 5.25 4.25
Library Assistant IIII 11.75 11.75 11.75
Bookmender 1 1 1
Total Permanent 22.50 22.50 21.50
Total Part-Time Hourly 9.55 9.55 1.42
TOTAL POSITIONS 32.05 32.05 22.92
* 1 Transferred one Library Assistant III to the Public Services Program.
*2 Transferred hourly positions to the Public Services Program.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
1,311,719 1,631,910 1,391,197
59,163 53,157 53,157
3,722 0 0
0 0 0
1,374,604 1,685,067 1,444,354
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
2-206
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PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 895,942 1,098,024 1,079,555
Wages 199,506 242,439 64,967
Benefits 216,271 291,447 246,675
$ 1,311,719 1,631,910 1,391,197
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 30,300 26,657 26,657
Maintenance and Operations 0 0 0
Utilities 477 0 0
ProfessionallTechnical Srvcs 28,379 26,500 26,500
Other Expenses 7 0 0
$ 59,163 53,157 53,157
2-207
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FIRE
DEPARTMENT SUMMARY
DEPARTMENT MANAGER-FIRE CHIEF
DEPARTMENT MISSION STATEMENT
To save lives and property, protect the environment and minimize risks of fire and natural disaster by
translating service requests into action and investing in education, training and prevention.
DEPARTMENT FUNCTIONS
.~
.
Respond quickly to all emergencies and take appropriate actions thereby reducing loss of life,
property and environmental damage while ensuring the safety of all Fire personnel involved. (M 2)
.
Maintain a professional level of readiness as Firefighters, Paramedics, Emergency Medical
Technicians, Hazardous Materials First-Responders, Hazardous Materials Technicians and
Rescuers. (M 4, 6)
;'.0"i!'lI
. Provide annual training and coordination for City staff and residential and business community
volunteers on disaster preparedness, response and recovery.
~
.
Maintain a fire prevention, environmental protection and housing code enforcement program
through ongoing inspection and investigation. (M 11, 19)
. Ensure that facilities using or storing hazardous materials, or discharging wastewater into the
sanitary or storm sewers comply with applicable Federal, State and local requirements. (M 14)
. Maintain radio and data communications for Police, Fire, after-hour Public Services and contract
dispatch services. (M 20, 21, 22, 23, 24, 25)
_J:~
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
. Conduct "Change Management Training" for all department supervisors and managers.
~
.
Acquire and implement thermal imaging capability to increase Firefighter safety and effectiveness
in structural fire fighting.
~
. Work with the Public Works Department to construct Fire Station 2.
. Relocate and operate Engine 2 Company from temporary quarters during construction of Fire
Station 2.
. Implement first phase of the Mobile Disaster Supplies Program.
. Expand the use of pen-based computers in the Fire and Environmental Safety Division.
. Participate in and implement recommendations from the County-wide Communications Study as
appropriate.
. Reduce 9-1-1 dispatch time to 60 seconds 90 percent of the time.
2-211
..
-
FIRE
DEPARTMENT SUMMARY -
-
..
PERFORMANCE/WORKLOAD MEASURES ..
..
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target -
Fire Administration:
I. Percent of responses on City's opinion poll ..
indicating satisfaction with: lilt
- Fire protection and rescue 90% Poll not 90% Poll not Discontinued
taken taken ..
- Emergency medical services 80% 80% Discontinued
Suppression: -
2. Percent of emergency calls (Fire, Paramedic,
Hazardous Materials, etc.) where Fire -
Department units arrive on scene within: -
4 minutes of notification 50% 46% 50% 49% Discontinued
- 5 minutes of notification 80% 72% 80% 73% Discontinued ..
- 6 minutes of notification 90% 87% 90% 87% 90%
3. Fire responses 209 187 190 175 Discontinued ..
(See M 4)
4. Fire calls per 1,000 population New for 2.61 ..
FY 2000-01
5. Emergency medical responses 2,933 2,691 2,680 2,891 Discontinued ..
(See M 6)
6. Emergency medical responses per New for 37.09 ..
1,000 population FY 2000-01
..
7. Hazardous condition responses 157 201 195 216 Discontinued
8. Other service responses 1,939 1,639 1,640 1,869 Discontinued ..
9. Emergency preparedness training sessions for New for 47 49 Discontinued
City staff, businesses, amateur radio FY 1999-00 -
volunteers and citizens conducted
Fire and Environmental Protection: ..
10. Number of initial hazardous materials 33.3% 36.9% 33.3% 46% Discontinued ..
inspections completed divided by the total
number of permitted hazardous materials ..
facilities
II. Percent of environmental permit inspections 100% 100% 100% 99% 100% ..
cleared of violations ..
12. Number of inspections conducted by New for 1,452 1,634 Discontinued
Environmental Safety Section: FY 1999-00 -
13. Plan checks 125 261 200 201 Discontinued
(See M 16) ..
14. Percent of plans checked within five working New for 100%
days of receipt by division FY 2000-01 ..
15. Number of inspections conducted by New for 623 1,147 Discontinued
Prevention/Housing Section FY 1999-00 ..
16. Number of service requests 200 170 165 129 Discontinued ..
17. Fire investigations 12 38 30 35 Discontinued
18. Percent of total inventory of apartment 20% 21% 20% 21% Discontinued ..
complexes and motel complexes pro actively (See M 19)
..
inspected per year
..
..
2-212 ..
..
-
~.
FIRE
DEPARTMENT SUMMARY
~
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
~ 19. Percent of total apartment and hotel complex New for 20%
inventory pro actively inspected annually FY 2000-01
compared to target (target = 33 percent of all
".~'ioiiwiit complexes)
Emergency Communications:
'J":~ 20. Percent of incoming 9-1-1 emergency lines that 95% 100% 95% 98.57% 95%
~ are answered within 9 seconds of receipt
21. Police dispatched calls for service 76,500 63,531 76,975 70,721 62,260
'.... 22. 9-1-1 calls processed per dispatcher 1,280 1,170 1,400 1,397 1,400
23. Percent of emergency medical dispatch calls New for 70% 65% 70%
where Emergency Medical Dispatch services FY 1999-00
were provided to citizens
24. Percent compliance to protocol on Emergency New for 90% 88.96% 90%
Medical Dispatch calls FY 1999-00
25. Percent of fire service dispatches within New for 90%
60 seconds of call receipt FY 2000-01
~
f.~ LM/BUD/LHP-172-01^
....
.'f~
iWKiii
'li~
~
~
2-213
-
-
FIRE
DEPARTMENTS~ARY -
..
-
1998-99 1999-00 2000-01 ..
POSITIONS ADJUSTED ADOPTED ADOPTED
-
Fire Chief 1 1 1 ..
Battalion Chief 4 4 4 -
Fire Marshal 0 1 *2 1
Environmental Safety Manager 1 0 *2 0 ..
Communications Manager 1 1 1 ..
Asst Coord Off Emerg Srvcs 1 1 1
..
Assistant Fire Marshal 0 1 *2 1
Fire Protection Engineer 2 2 2 ..
Deputy Fire Marshal 2 1 *2 1
..
Fire CaptainfHM II 3 3 3
Fire CaptainfHM I 2 2 2 -
Fire Captain 13 13 13
11IIII
Fire Engineer/HM II 3 3 3
Fire Engineer/HM I 2 2 2 ..
Fire Engineer 13 13 13 ..
Firefighter/HM II 3 3 3
Firefighter/HM I 2 2 2 -
FirefighterIParamedic 21 21 21 ..
Firefighter 4 6 *3 4
Haz Mat Specialist 2 2 2 -
Urban Runoff Coordinator 0 1 *2 1 -
Water Environmental Specialist 3 2 *2 2
Systems Specialist 1 1 1 -
Program Assistant 0.50 0.50 0.50 ..
Lead Public Safety Dispatcher 4 4 4
Lead Public Safety Dispatcher Overhire 2 2 2 ..
Public Safety Dispatcher 11.50 *1 10 *3 9 ..
Building Inspector I/II 2 2 2
Senior Administrative Analyst 1 1 1 -
Executive Assistant 1 1 1 ..
Office Assistant III 2 2.50 *4 2.50
106 ..
Total Permanent 108 109
Total Part-Time Hourly 0.42 0.42 0.42 ..
TOTAL POSITIONS 108.42 109.42 106.42 ..
..
* 1 Continuation of 2.5 temporary Public Safety Dispatcher positions.
*2 The reorganization of the Fire Department included the reclassification of the Environmental Safety Manager position to ..
Fire Marshal, the rclassification of a Deputy Fire Marshal position to Assistant Fire Marshal, and the reclassification of III
a Water Environmental Specialist to Urban Runoff Coordinator.
*3 Addition of two temporary Firefighter positions (funding for a portion of one year only) and continuation of one temporary ..
Public Safety Dispatcher position (funding for one year only). ..
*4 Addition of a half-time Office Assistant III position.
..
2-214 III
'!IlIllIIi
-
'~~ FIRE
DEPARTMENT SUMMARY
-
'~
,- 1998-99 1999-00 2000-01
~ DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
- Fire Administration $ 482,213 511 ,683 541,771
~ Fire Suppression 8,447,120 9,577,299 9,634,079
Fire and Environmental Protection 1,664,746 1,588,681 1,612,262
.... 1,845,776
Emergency Communications 1,684,252 1,768,484
~ $ 12,278,331 13,446,147 13,633,888
-
-~ 1998-99 1999-00 2000-01
.. EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 10,813,257 11,933,005 12,243,486
~ Supplies and Other Services 754,556 988,957 1,023,942
Capital Outlay 551,143 336,685 154,460
!IiMt Interfund Expenditures 159,375 187,500 212,000
tIiIllif TOTAL EXPENDITURES $ 12,278,331 13,446,147 13,633,888
~
~ 1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
""""
iiIiiliilI General Licenses & Permits $ 294,867 315,102 315,100
Local Intergovernmental Revenue 14,026 0 0
qil!I)
State Intergovernmental Revenue 1,004 4,900 6,750
- General Service Charges 117,525 97,250 99,250
,"'lQ Miscellaneous Revenue 34,773 20,000 20,000
Interfund Revenue Transfers 76,000 0 0
- TOTAL REVENUES $ 538,195 437,252 441,100
~
~
~
~
...
~
~
2-215
-
.....
NOTES
(This page left intentionally blank)
-
-
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FIRE-ADMINISTRATION
PROGRAM SUMMARY
PROGRAM MANAGER-FIRE CHIEF
PROGRAM MISSION STATEMENT
To provide leadership to Fire Department divisions; identify related needs of the community and
effectively manage department resources toward meeting those needs.
PROGRAM FUNCTIONS
.
Keep City Management and Council apprised of enhanced service level alternatives.
. Promote overall personal physical fitness.
.
Act as a liaison between the department and other jurisdictions to maximize the effectiveness of the
organization and to share resources when appropriate.
. Keep current on legislation that affects Fire Department-related services.
.
Analyze and plan for the department's capital and personnel needs.
MAJOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Conduct "Change Management Training" for all department supervisors and managers.
LMjBUD
LHP-172-02^
2-217
FIRE - ADMINISTRATION
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Fire Chief 1 1 1
Senior Administrative Analyst 1 1 1
Executive Assistant 1 1 1
Office Assistant III 1.75 1.75 1.75
Total Permanent 4.75 4.75 4.75
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 4.75 4.75 4.75
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 409,472 455,484 480,572
Supplies and Other Services 63,438 54,199 57,199
Capital Outlay 6,053 0 0
Interfund Expenditures 3,250 2,000 4,000
TOTAL EXPENDITURES $ 482,213 511,683 541,771
REVENUE SUMMARY
1998-99
ACTUAL
2000-01
ADOPTED
1999-00
ADOPTED
Local Intergovernmental Revenue
TOTAL REVENUES
$
$
o
o
4,935
4,935
2-218
-
-
-
-
...
-
-
-
-
-
-
-
-
..
-
-
-
-
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-
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-
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-
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FIRE - ADMINISTRATION
PROGRAM SUMMARY
~
'~
DETAILED EXPENDITURES
''l,~
t:~
'il"'-
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
$ 340,398 372,649 398,735
1,056 0 0
68,018 82,835 81,837
$ 409,472 455,484 480,572
....
f~
Salaries
Wages
Benefits
.~
-~
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 45,234 38,464 40,464
'~ Maintenance and Operations 1,007 550 650
'~ Utilities 0 0 0
Professionalrrechnical Srvcs 9,722 1,800 1,800
Other Expenses 7,475 13,385 14,285
$ 63,438 54,199 57,199
ifU
~
\iiiMi
..
'ii~
',---i'$1ii
",'lm
~
2-219
..
....
FIRE-SUPPRESSION
PROGRAM SUMMARY
-
-
PROGRAM MANAGER-FIRE CHIEF
-
-
PROGRAM MISSION STATEMENT
-
To provide well-trained emergency responders who safeguard lives and property and protect the
environment by providing services which reduce the risk or losses incurred by fire, medical emergencies,
hazardous materials incidents and natural disasters, and to prepare City staff and community for
response to and recovery from natural and man-made disasters.
-
-
-
PROGRAM FUNCTIONS
-
-
.
Respond quickly to all emergencies and take appropriate actions thereby reducing loss of life,
property and environmental damage while ensuring the safety of all Fire personnel involved.
...
-
.
Maintain a professional level of readiness as Firefighters, Paramedics, Emergency Medical
Technicians, Hazardous Materials First-Responders, Hazardous Materials Technicians, and
Rescuers.
...
-
.
Participate in ongoing fire and life safety activities through public education, community training
and code enforcement.
..
-
.
Seek out and consider for organizational incorporation cost-effective innovations in equipment and
methodologies.
..
..
.
Provide annual training and coordination for City staff and residential and business community
volunteers on disaster preparedness, response and recovery.
-
.
Maintain the Emergency Operations Center (EOC) in a state of readiness.
....
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
-
.
Acquire and implement thermal imaging capability to increase Firefighter safety and effectiveness
in structural fire fighting.
-
-
· Work with the Public Works Department to construct Fire Station 2.
-
.
Relocate and operate Engine 2 Company from temporary quarters during construction of Fire
Station 2.
-
-
· Implement first phase of the Mobile Disaster Supplies Program.
-
...
-
..
..
...
..
2-220
-
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FIRE-SUPPRESSION
PROGRAM SUMMARY
MAlOR PROGRAM CHANGES
.
General Fund:
Paramedic Program
Ongoing
One-time expenditure
Ongoing funding of $20,700 for overtime is needed for recertification of current
paramedics. Increased funding of $7,700 is needed for the Paramedic Program
management contract. Additional one-time funding for training of $9,000 with the
rebudget of Fiscal Year 1999-2000 one-time funding, is needed to complete the
training necessary to fully staff the Paramedic Program. Overtime one-time
funding of $46,000 is required to complete paramedic training of one Firefighter.
As personnel are taken off-line to attend paramedic training, shifts are filled using
overtime. The Paramedic Program enhances the level of emergency medical services in the
City by having line personnel (''first responder") trained as paramedics.
Recruit and New Hire Costs (one-time expenditure)
Provides one-time funding for four Firefighter level recruitments. The department
anticipates losing four employees to retirement during Fiscal Year 2000-0l.
Maintains desired level of recruiting standards.
Assessment Center (one-time expenditure)
Provides one-time funding for a consultant to create and conduct assessment
centers for Battalion Chief, Captain and Engineer positions. Maintains desired level
of service.
LMjBUD
LHP-172-03^
2-221
$28,400
$55,000
$40,000
$15,200
-
~
FIRE - SUPPRESSION
PROGRAM SUMMARY -
....
-
1998-99 1999-00 2000-01 '-
POSITIONS ADJUSTED ADOPTED ADOPTED
-
Battalion Chief 3.50 4 *1 4 .....
Asst Coord Off Emerg Srvcs 1 1 1
-
Fire CaptainJHM II 3 3 3
Fire CaptainJHM I 2 2 2 -
Fire Captain 13 13 13 ..
Fire Engineer/HM II 3 3 3
Fire Engineer/HM I 2 2 2 -
Fire Engineer 13 13 13 -
Firefighter/HM II 3 3 3
Firefighter/HM I 2 2 2 -
Firfighter/Paramedic 21 21 21 -
Firefighter 4 6 *2 4
-
Total Permanent 70.50 73 71
Total Part-Time Hourly 0 0 0 -
TOTAL POSITIONS 70.50 73 71 ..
...
* 1 Transferred .50 Battalion Chief position from the Fire and Environmental Protection Program. ..
*2 Addition of two temporary Firefighter positions (funding for a portion of one year only).
11IIII
1998-99 1999-00 2000-01 ..
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
-
Salaries Wages and Benefits $ 7,618,761 8,609,386 8,817,811 -
Supplies and Other Services 273,850 478,128 511 ,308
Capital Outlay 421,181 327,785 122,960 -
Interfund Expenditures 133,328 162,000 182,000 ....
TOTAL EXPENDITURES $ 8,447,120 9,577,299 9,634,079
-
-
1998-99 1999-00 2000-01 -
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
..
General Licenses & Permits $ 107 102 100 -
State Intergovernmental Revenue 0 4,900 5,250
General Service Charges 2,203 3,700 3,700 ..
Miscellaneous Revenue 3,855 0 0 -
Interfund Revenue Transfers 76,000 0 0 ..
TOTAL REVENUES $ 82,165 8,702 9,050
...
-
-
2-222 ..
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FIRE - SUPPRESSION
PROGRAM SUMMARY
DETAILED EXPENDITURES
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
5,983,434 7,057,421 *1 7,204,504 *2
0 0 0
1,635,327 1,551,965 1,613,307
7,618,761 8,609,386 8,817,811
Salaries
Wages
Benefits
$
$
* 1 Includes ongoing funding of $273,000 for a full year operation for fire station 5, and one-time fundings of $322,200 for
personnel costs associated with the completion of the Paramedic Program and $73,500 for two temporary Firefighter
Overhires (funded for only a portion of the year).
*2 Includes ongoing funding of $20,680 for overtime for paramedic recertification, one-time funding of $46,000 for personnel
costs associated with training one firefighter as a paramedic and one-time rebudget fundings of $153,000 for personnel.
costs associated with the completion of the Paramedic Program and $40,000 for a temporary Firefighter Overhire (funded
for only a portion of the year).
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 148,091 160,316 159,279
Maintenance and Operations 28,328 55,954 54,606
Utilities 30,576 44,170 46,295
ProfessionallTechnical Srvcs 19,510 85,735 *1 103,172 *4
Other Expenses 47,345 131,953 *2 147,956 *5
$ 273,850 478,128 *3 511 ,308
* 1 Includes funding of $25,000 for the Paramedic Program management.
*2 Includes one-time fundings of $27,000 for paramedic training, $20,300 for miscellaneous expenditures, and rebudget of
the balance of Fire Station #5 start-up costs of $14,200.
*3 Includes funding of $19,000 for the full year of operation for Fire Station #5.
*4 Includes increased funding of $7,650 for Paramedic Manager contract and a transfer of appropriations from the Fire and
Environmental Protection Program.
*5 Includes one-time fundings of $40,000 for recruit and new employee costs, $15,213 for assessment centers, and $29,000 for
paramedic training costs ($20,000 rebudgeted from prior year).
2-223
-
~
NOTES
(This page left intentionally blank)
-
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FIRE-FIRE AND ENVIRONMENTAL PROTECTION
PROGRAM SUMMARY
PROGRAM MANAGER-FIRE MARSHAL
PROGRAM MISSION STATEMENT
To protect the health, safety and welfare of the community through a comprehensive program
emphasizing fire prevention, public education/ outreach, and environmental compliance.
PROGRAM FUNCTIONS
. Maintain an effective permitting program requiring businesses to submit critical information about
their hazardous materials storage, use and wastewater discharge practices.
.
Maintain an ongoing fire prevention program, hazardous materials, and underground storage tank
inspection program.
.
Ensure that facilities using or storing hazardous materials, or discharging wastewater into the
sanitary or storm sewers, comply with applicable Federal, State and local requirements.
.
Identify and remove any abandoned or unmonitored underground storage tanks which may have
contained hazardous materials.
. Review and inspect facilities discontinuing the use or storing of hazardous materials.
.
Review plans and inspect new construction projects for compliance with applicable codes and
ordinances.
. Provide technical assistance at hazardous materials incidents.
.
Provide counseling and education for juvenile fire setters to prevent repeat offenses.
.
Investigate all suspicious, fatal and high-dollar-Ioss fires to determine cause, origin and
circumstances.
. Maintain a proactive rental housing inspection program.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Expand the use of pen-based computers in the Fire and Environmental Safety Division.
LM/BUD /LHP-172-04^
2-225
FIRE - FIRE AND ENVIRONMENTAL PROTECTION
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADmSTED ADOPTED ADOPTED
Fire Marshal 0 1 *1 1
Battalion Chief 0.50 0 *2 0
Environmental Safety Manager 1 0 *1 0
Assistant Fire Marshal 0 1 *1 1
Fire Protection Engineer 2 2 2
Deputy Fire Marshal 2 1 *1 1
Haz Mat Specialist 2 2 2
Urban Runoff Coordinator 0 1 *1 1
Water Environmental Specialist 3 2 *1 2
Building Inspector I/II 2 2 2
Program Assistant 0.50 0.50 0.50
Office Assistant III 0.25 0.25 0.25
Total Permanent 13.25 12.75 12.75
Total Part-Time Hourly 0 0 0
TOTAL POSITIONS 13.25 12.75 12.75
* 1 The reorganization of the Fire Department included the reclassification of the Environmental Safety Manager position to
Fire Marshal, the reclassification of a Deputy Fire Marshal position to Assistant Fire Marshal, and the reclassification of a
Water Environmental Specialist position to Urban Runoff Coordinator.
*2 Transferred .50 Battalion Chief position to the Fire Suppression Program.
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
Salaries Wages and Benefits $ 1,465,628 1,351,006 1,416,704
Supplies and Other Services 168,018 217,175 172,558
Capital Outlay 9,328 0 0
Interfund Expenditures 21,772 20,500 23,000
TOTAL EXPENDITURES $ 1,664,746 1,588,681 1,612,262
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
General Licenses & Permits $ 294,760 315,000 315,000
Local Intergovernmental Revenue 6,506 0 0
General Service Charges 115,322 93,550 95,550
Miscellaneous Revenue 11,454 10,000 10,000
TOTAL REVENUES $ 428,042 418,550 420,550
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FIRE - FIRE AND ENVIRONMENTAL PROTECTION
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 1,140,605 1,092,328 1,154,016
Wages 55,148 0 0
Benefits 269,875 258,678 262,688
$ 1,465,628 1,351,006 1,416,704
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 29,446 26,857 26,650
Maintenance and Operations 1,905 3,550 3,550
Utilities 3,509 0 0
Professionalrrechnical Srvcs 98,515 147,608 *1 128,208 *3
Other Expenses 34,643 39,160 *2 14,150
$ 168,018 217,175 172,558
* 1 Includes funding of $20,000 for fire inspection services.
*2 Includes one-time funding of $25,000 for the conversion of the Hazardous Materials Program database.
*3 Includes the transfer of appropriations to the Suppression Program.
2-227
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FIRE-EMERGENCY COMMUNICATIONS
PROGRAM SUMMARY
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PROGRAM MISSION STATEMENT
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To translate citizen 9-1-1 and nonemergency telephone service requests into the appropriate action and
dispatch emergency services via telephone, radio and/ or data communications.
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PROGRAM FUNCTIONS
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Communicate the citizens' needs in an expedient manner for public safety emergency and
nonemergency services.
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Maintain radio and data communications for Police, Fire, after-hours Public Services and contract
dispatch services.
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they arise.
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Provide prearrival medical instructions to the public.
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MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
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Participate in and implement recommendations from the County-wide Communications Study as
appropriate.
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Reduce 9-1-1 dispatch time to 60 seconds 90 percent of the time.
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PROGRAM SUMMARY
MAJOR PROGRAM CHANGES
· General Fund:
Public Safety Dispatcher Minimum Staffing Overtime
Provides a $50,000 increase in funding for a total of $80,000, for Public Safety
Dispatcher minimum staffing overtime. Overtime is used when employees are on
leave in order to maintain minimum staffing. The actual level of required staffing
was previously absorbed by temporary dispatch overhire positions. Now, with the
phasing out of those positions, more overtime will be incurred that requires this
funding increase. Maintains desired level of staffing.
Wireless Service-Mobile Data Terminals
Provides funding in the Communications Center for the data transmission costs of
the new mobile data terminals in Police vehicles. Increases productivity and provides
ability to transmit and process information more efficiently.
County-Wide Emergency Communications Study (one-time expenditure)
Provides one-time funding for a consultant to conduct a needs assessment and
make recommendations to improve radio interoperability between County
agencies. Department staff will work with allied Santa Clara County police/fire
agencies to improve interoperability for public safety personnel. The request of
$8,000 and the rebudget of $7,000 from Fiscal Year 1999-2000 provides for total
funds of $15,000. Allows for communication between public safety personnel in various
jurisdictions.
LM/BUD
LHP-172-05^
2-229
$50,000
$35,400
$8,000
FIRE - EMERGENCY COMMUNICATIONS
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Communications Manager 1 1 1
Systems Specialist 1 1 1
Lead Public Safety Dispatcher 4 4 4
Lead Public Safety Dispatcher Overhire 2 2 2
Public Safety Dispatcher 11.50 *1 10 *2 9
Office Assistant III 0 0.50 *3 0.50
Total Permanent 19.50 18.50 17.50
Total Part-Time Hourly 0.42 0.42 0.42
TOTAL POSITIONS 19.92 18.92 17.92
* 1 Continuation of 2.5 temporary Public Safety Dispatcher positions.
*2 Continuation of one temporary Public Safety Dispatcher position (funding for an additional year only).
*3 Addition of a half-time Office Assistant III position.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
1,319,396 1,517,129 1,528,399
249,250 239,455 282,877
114,581 8,900 31,500
1,025 3,000 3,000
1,684,252 1,768,484 1,845,776
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Local Intergovernmental Revenue $ 2,585 0 0
State Intergovernmental Revenue 1,004 0 1,500
Miscellaneous Revenue 19,464 10,000 10,000
TOTAL REVENUES $ 23,053 10,000 11,500
2-230
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FIRE. EMERGENCY COMMUNICATIONS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 1,099,070 1,220,287 *1 1,237,717 *2
Wages 0 27,427 28,786
Benefits 220,326 269,415 261,896
$ 1,319,396 1,517,129 1,528,399
* 1 Includes one-time funding of $73,000 for one temporary Public Safety Dispatcher Overhire.
*2 Includes ongoing funding of $50,000 for Public Safety Dispatcher overtime.
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 16,387 8,125 11,600
Maintenance and Operations 16,031 8,405 10,629
Utilities 79,405 71,200 124,140 *2
ProfessionallTechnical Srvcs 117,170 128,675 105,458 *2
Other Expenses 20,257 23,050 *1 31,050 *3
$ 249,250 239,455 282,877
* 1 Includes one-time funding of $7,000 for the County-wide emergency communications study.
*2 Includes funding of $35,422 for wireless service for Police communications and reallocation of appropriations between
line items.
*3 Includes one-time funding of $15,000 for the County-wide emergency communications study ($7,000 rebudgeted from
prior year).
2-231
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POLICE
DEPARTMENT SUMMARY
-
..
-
..
DEPARTMENT MANAGER-POLICE CHIEF
-
DEPARTMENT MISSION STATEMENT
-
...
To provide contemporary professional police service in partnership with our community in order to
enhance community safety, protect life and property, and reduce crime and the fear of crime by leading a
community commitment to solve problems.
..
-
DEPARTMENT FUNCTIONS
..
-
.
Promote a community partnership for the protection of life, property and the promotion of com-
munity order through crime prevention and education programs, the apprehension and
prosecution of criminals and the management of noncriminal activities. (M 1, 2)
..
..
.
Join other City departments in maintaining community quality of life by providing contemporary
police response systems to meet community expectations for service. (M 3, 4, 6, 7,8,9,10,11,12,
13)
..
-
.
Develop a philosophy and provide leadership, management and direction to guide the organization
towards effective and efficient police services. (M 14,15)
..
.
MAlOR DEPARTMENTAL GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
..
· Continue the transition of the department into community policing philosophies and strategies.
-
.
Continue to enhance programs to improve communication with the community.
-
.
Maintain Police Department accreditation by the Commission for Accreditation of Law
Enforcement Agencies (CALEA) and continue implementation of strategies adopted.
-
-
.
Maintain aggressive outreach programs for all levels of the organization to attract a diverse pool of
Police candidates in order to continue improving organizational diversity.
-
..
PERFORMANCE/WORKLOAD MEASURES
-
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Administration:
1. Percent of citizen complaints resolved and 90% 97.1% 90% 92.6% 90%
notification made to complaining party within
60 days
2. Percent reduction in false alarm responses 5% (5.4%) 5% 0.7% 5%
through use of community education, false
alarm warnings, and billing of frequent
violators
..
..
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..
2-236
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POLICE
DEPARTMENT SUMMARY
1998-99 1998-99 1999-00 1999-00 2000-01
Target Actual Target Actual Target
Field Operations:
3. Percent of calls for service workload handled 20% 16% 25% 16.7% 25%
by Community Services Officer (CSO) staff
4. Percent of time response is made to emergency 90% 63.8%(A) 95% 64.55%(8) 95%
calls for service within 4 minutes
5. Percent of officer time not committed to New for 45% Not Discontinued
responding to calls for service and required FY 1999-00 CollectedlCl
administrative responsibilities and available
for directed problem-solving activities
6. Incident reports processed (total calls for 50,000 59,125 60,000 57,892 60,000
service)
7. Part I crimes reported (murder, rape, robbery, 3,700 2,822 3,000 2,771 3,000
aggravated assault, burglary, larceny-theft,
auto theft)
8. Part II crimes reported (all other crimes) 3,500 3,454 3,750 3,825 3,750
9. Traffic collisions reported
Injury fFatality New for 200 363 200
Property damage only FY 1999-00 900 734 900
10. Adult arrests New for 3,200 2,821 3,200
FY 1999-00
11. Juvenile arrests New for 400 353 400
FY 1999-00
12. Citations issued for moving violations New for 5,000 8,837 5,000
FY 1999-00
Support Operations:
13. Percent of total reported Part 1 crimes cleared 39% 41.6% 25% 34% 25%
by arrest or exception
14. Percent of Police Officer background New for 80% 60% 80%
investigations completed (conditional offer FY 1999-00
made) within 45 days of assignment
15. Percent of police reports entered in records New for 90% 79.8% 90%
databases within three days of submission FY 1999-00
(A) The average response time for "E" calls is 3.6 minutes; average for "PI" calls is 4.8 minutes.
(8) This measures time call is received by Dispatcher to time Officer arrives on scene. Percentage would be
higher if it measured from time call dispatched to time Officer arrives.
(C) Programming changes that will allow collection of this data have not been completed.
LP fBUD fLHP-305-0l ^
2-237
POLICE
DEPARTMENTS~RY
1998-99 1999-00 2000-01
POSITIONS ADmSTED ADOPTED ADOPTED
Police Chief 1 1 1
Police Captain 2 2 2
Police Lieutenant 5 5 5
Police Sergeant 13 13 13
Police Agent 6 6 6
Police Officer 67 67 67
Police Officer (Overhire) 2 8 *1 5
Community Services Officer 11 11 11
Police Records Supervisor 1 1 1
Senior Administrative Analyst 1 1 1
Crime Analyst 1 1 1
Property & Fingerprint Technician 1 1 1
Lead Police Records Specialist 2 2 2
Police Records Specialist 11 11 11
Police Assistant 0 2 *2 2
Word Processing Operator IIII 1 0 *3 0
Executive Assistant 1 1 1
Secretary 2 2 2
Office Assistant III 2 3 *3 3
Total Permanent 130 138 135
Total Part-Time Hourly 5.50 3.58 *2 3.58
TOTAL POSITIONS 135.50 141.58 138.58
* 1 Addition of 3 permanent Police Officer Overhire and 3 temporary Police Officer Overhire positions (funding for one
year only).
*2 Conversion of up to 4 Police Assistant positions from half-time hourly to permanent half-time.
*3 Addition of an Office Assistant III position and the elimination of a vacant Word Processing Operator IIII position.
1998-99 1999-00 2000-01
DEPARTMENT PROGRAMS ACTUAL ADOPTED ADOPTED
Police Administration $ 1,238,398 1,315,643 1,734,195
Field Operations 8,763,920 9,450,988 9,810,300
Support Operations 3,022,467 3,538,738 3,277,915
$ 13,024,785 14,305,369 14,822,410
2-238
-
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POLICE
DEPARTMENTS~RY
$.
...... 1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED
I!IfI!!8
M/iiI' Salaries Wages and Benefits $ 11,156,151 12,334,319 12,924,198
Supplies and Other Services 1,292,226 1,327,900 1,441,462
.. Capital Outlay 235,324 305,150 67,750
- Interfund Expenditures 341,084 338,000 389,000
TOTAL EXPENDITURES $ 13,024,785 14,305,369 14,822,410
~
REVENUE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
$ 11,505 10,000 12,000
293,934 265,182 315,000
40,608 60,000 60,000
184,226 112,497 184,593
143,331 120,650 121,050
212,845 149,000 100,000
10,278 0 0
$ 896,727 717,329 792,643
~
~
,,~
General Licenses & Permits
Fines & Forfeitures
Local Intergovernmental Revenue
State Intergovernmental Revenue
General Service Charges
Miscellaneous Revenue
Interfund Revenue Transfers
TOTAL REVENUES
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POLICE-ADMINISTRATION
PROGRAM SUMMARY
..
..
..
...
PROGRAM MANAGER-POLICE CHIEF
..
PROGRAM MISSION STATEMENT
...
..
To provide administrative support essential to the department's operational effectiveness.
...
PROGRAM FUNCTIONS
-
.
Provide management which ensures iriternal and budgetary accountability, control and viability.
...
..
· Maintain positive liaisons with other City departments.
..
.
Provides the data, resource, technical, analytical and investigative needs expressed by the
department and its external customers.
..
...
.
Develop and enhance communications and partnerships with the community in order to maximize
effectiveness and efficiency.
-
.
Maintain certification by the Commission for Accreditation of Law Enforcement Agencies
(CALEA).
..
-
MAJOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
..
-
· Continue the transition of the department into community policing philosophies and strategies.
..
.
Continue to enhance programs to improve communication with the community.
..
.
Maintain Police Department accreditation by the Commission for Accreditation of Law
Enforcement Agencies (CALEA), and continue implementation of strategies adopted.
..
..
.
Maintain aggressive outreach programs for all levels of the organization to attract a diverse pool of
Police candidates in order to continue improving organizational diversity.
..
-
.
Continue work planning to focus organizational direction and work activities and provide
accountability.
..
· Continue programs to improve internal communications and coordination.
-
..
· Respond to citizens complaints with timely and credible internal investigations.
-
..
-
-
..
..
..
2-240
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POLICE-ADMINISTRATION
PROGRAM SUMMARY
MAlOR PROGRAM CHANGES
.
General Fund:
Recruitment Contract Services (one-time expenditure)
Provides one-time funding for recruitment and promotional testing ($10,000),
background investigation ($10,000) and polygraph examination consulting services
($6,800) while the department is in a period of significant recruitment and hiring.
Maintains desired level of recruiting standards.
Grant Matching Funds (one-time expenditure)
Provides matching funds to the Law Enforcement Block Grant. Maintains desired
level of service.
Miscellaneous Increase
Provides increased funding for miscellaneous items such as CALEA
reaccredidation ($4,000) and pager service charges ($3,600). Provides needed funding
for miscellaneous supplies and services.
LP IBUD
LHP-305-02^
2-241
$26,800
$10,000
$7,600
..
..
POLICE - ADMINISTRATION
PROGRAM SUMMARY ..
-
..
1998-99 1999-00 2000-01 ...
POSITIONS ADJUSTED ADOPTED ADOPTED
..
Police Chief 1 1 1 ...
Police Leiutenant 1 1 1
Police Sergeant 2 2 3 * ..
Community Services Officer 1 1 1 -
Senior Administrative Analyst 1 1 1
Crime Analyst 1 1 1 ..
Property & Fingerprint Technician 0 0 1 * ...
Police Records Specialist 0 0 1 *
..
Police Assistant 0 0 0.50 *
Executive Assistant 1 1 1 ...
Secretary 1 1 1
..
Office Assistant III 1 1 2 *
Total Permanent 10 10 14.50 -
Total Part-Time Hourly 0.60 0.60 0.60 ..
TOTAL POSITIONS 10.60 10.60 15.10 ...
* Transferred positions from the Support Operations Program. ..
-
1998-99 1999-00 2000-01
EXPENDITURE SUMMARY ACTUAL ADOPTED ADOPTED ..
-
Salaries Wages and Benefits $ 877,821 1,033,963 1,437,665
Supplies and Other Services 296,608 236,080 262,780 ..
Capital Outlay 52,884 33,600 18,750 ..
Interfund Expenditures 11,085 12,000 15,000
TOTAL EXPENDITURES $ 1,238,398 1,315,643 1,734,195 ..
-
1998-99 1999-00 2000-01 ..
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED IiI1IIII
..
General Licenses and Permits $ 5,031 4,000 5,000
General Service Charges 32,667 12,000 12,000 -
Miscellaneous Revenue 4,086 0 0 ..
TOTAL REVENUES $ 41,784 16,000 17 ,000
...
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2-242
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POLICE - ADMINISTRATION
PROGRAM SUMMARY
DETAILED EXPENDITURES
PERSONNEL
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
679,822 806,194 1,141,371
30,075 17,746 18,635
167,924 210,023 277,659
877,821 1,033,963 1,437,665
Salaries
Wages
Benefits
$
$
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 104,796 60,620 *1 60,620
Maintenance and Operations 14,170 26,276 *2 26,276
Utilities 53,772 58,150 *2 62,100 *4
Professionalffechnical Srvcs 84,009 12,335 16,335 *4
Other Expenses 39,861 78,699 *3 97,449 *5
$ 296,608 236,080 262,780
* 1 Includes funding of $10,000 for computer supplies.
*2 Includes funding of $4,800 for misceIlaneous increases such as janitorial supplies and alphanumeric paging.
*3 Includes funding of $8,000 for the volunteer in partnership program supplies and one-time funding of $20,000 for
organization training and assessment centers.
*4 Includes funding of $4,000 for CALEA re-accreditation and $3,600 for pager services.
*5 Includes one-time fundings of $26,750 for background checks, polygraph and recruitment services and $10,000 for Local Law
Enforcement Block Grant matching funds.
2-243
-
POLICE-FIELD OPERATIONS
PROGRAM SUMMARY
-
..
..
..
PROGRAM MANAGER-FIELD OPERA TrONS CAPTAIN
-
PROGRAM MISSION STATEMENT
..
..
To provide services which protect and enhance community safety and welfare through timely response to
high-priority calls-for-service and effective, collaborative problem-solving initiatives. ..
-
PROGRAM FUNCTIONS
..
.
Manage high-priority calls-for-service in a timely and effective manner.
-
.
Continue to advance the implementation of community-oriented policing.
-
.
Continue to effectively manage planned special events and unplanned emergencies.
..
.
Address traffic safety needs in partnership with the community and other City departments via a
program of problem solving, which includes communication, education, engineering and
enforcement. .
..
..
-
.
Monitor customer satisfaction through the administration of surveys and other public feedback
instruments.
..
-
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
-
.
Construct and complete the fifth year strategic plan to further the implementation of community-
oriented policing.
-
..
.
Implement a system where individuals take responsibility for their assignments whether they
involve a geographical area such as a beat or a task such as traffic enforcement and they are held
3;ccountable for achieving results in those assignments.
..
..
.
Provide clear communications and information-sharing within the organization as well as fostering
a two-way flow of information with the community.
-
-
-
-
..
..
..
-
..
..
..
..
2-244
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POLICE-FIELD OPERATIONS
PROGRAM SUMMARY
MAlaR PROGRAM CHANGES
· General Fund:
Animal Control Services
Provides additional funding of $80,000 for increased costs of animal control
services provided under contract by the City of Palo Alto. In addition to
itself and Mountain View, Palo Alto provides animal control services to the
Cities of Los Altos and Los Altos Hills. Costs are allocated to all four
agencies based on their percentage of total animals handled during the
year. A number of factors are causing costs to rise including State
mandates increasing the length of time an animal must be held before
disposal and required provision of veterinary care. Maintains desired level of
service.
Miscellaneous Increases
Ongoing
One-time expenditure
Provides increased funding for miscellaneous items such as crossing guard contract
services ($2,800) and wildlife rescue services ($600). Also provides one-time
funding for the training and certification of two Police dogs in narcotic detection
and recovery ($4,000) and five new radar guns for officers ($4,000). Provides needed
funding for miscellaneous services and maintains desired level of service.
LP /BUD
LHP-305-03^
2-245
$80,000
$3,400
$8,000
POLICE - FIELD OPERATIONS
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Police Captain 1 1 1
Police Lieutenant 3 3 3
Police Sergeant 8 8 8
Police Agent 6 6 6
Police Officer 55 55 55
Police Officer (Overhire) 2 8 *1 5
Community Services Officer 10 10 10
Police Assistant 0 1 *2 1
Total Permanent 85 92 89
Total Part-Time Hourly 1.92 0.96 *2 0.96
TOTAL POSITIONS 86.92 92.96 89.96
* 1 Addition of 3 permanent Police Officer Overhire and 3 temporary Police Officer Overhire positions (funding for one
year only).
*2 Conversion of up to 2 Police Assistant positions from half-time hourly to permanent half-time.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
7,694,862 8,308,529 8,722,541
615,613 642,709 723,909
147,743 205,750 29,850
305,702 294,000 334,000
8,763,920 9,450,988 9,810,300
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
Fines & Forfeitures $ 293,934 265,182 315,000
Local Intergovernmental Revenue 7,563 0 0
State Intergovernmental Revenue 184,226 112,497 184,593
General Service Charges 25,389 67,300 67,300
Miscellaneous Revenue 191,357 140,000 100,000
Interfund Revenue Transfer 10,278 0 0
TOTAL REVENUES $ 712,747 584,979 666,893
2-246
..
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POLICE - FIELD OPERATIONS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 6,088,960 6,671,323 7,083,063
Wages 37,085 54,580 55,800
Benefits 1,568,817 1,582,626 1,583,678
$ 7,694,862 8,308,529 8,722,541
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 148,701 158,354 156,854
Maintenance and Operations 18,018 12,308 12,308
Utilities 4,437 0 0
Professionalffechnical Srvcs 351,665 333,716 *1 417,166 *3
Other Expenses 92,792 138,331 *2 137,581 *4
$ 615,613 642,709 723,909
* 1 Includes increased funding of $9,500 for animal control services.
*2 Includes one-time fundinga of $6,500 for uniforms and training for the new Police Officer Overhires and $3,800 for narcotics
detection training.
*3 Includes increased funding of $80,000 for animal control services, $2,825 for crossing guards contract services, and $625
for wildlife rescue contract services.
*4 Includes one-time fundings of $4,000 for two canine narcotic certifications and $4,000 for five rador guns.
2-247
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NOTES
(This page left intentionally blank)
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2-248
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POLICE-SUPPORT OPERATIONS
PROGRAM SUMMARY
PROGRAM MANAGER-SUPPORT OPERATIONS CAPTAIN
PROGRAM MISSION STATEMENT
To provide investigative, training and records support to the Field Operations Division and to the overall
mission of the Police Department.
PROGRAM FUNCTIONS
.
Manage investigative programs that effectively combine suppression, intervention and prevention
components in order to enhance community safety and quality of life.
.
Provide management of the department budget that ensures budgetary accountability, control and
viability.
.
Maintain police records administration that provides accurate data collection, timely records
retrieval and analytical development that meets the needs of community policing and management
decision-making.
MAlOR PROGRAM GOALS/STRATEGIES FOR FISCAL YEAR 2000-01
.
Continue to enhance the department's capability to respond to high-technology crime.
. Continue the development of strategies and partnerships designed to reduce domestic violence.
.
Continue the development of strategies designed to further immerse the Support Operations
Division in COPPS.
MAlOR PROGRAM CHANGES
.
General Fund:
Miscellaneous Increase
$7,700
Provides increased funding for miscellaneous items such as booking fees contract
services ($3,200) and crime lab contract services ($4,500). Provides needed funding for
miscellaneous services.
LP JBUD
LHP-305-04^
2-249
POLICE - SUPPORT OPERATIONS
PROGRAM SUMMARY
1998-99 1999-00 2000-01
POSITIONS ADJUSTED ADOPTED ADOPTED
Police Captain 1 1 1
Police Lieutenant 1 1 1
Police Sergeant 3 3 2 *3
Police Officer 12 12 12
Police Records Supervisor 1 1 1
Property & Fingerprint Technician 1 1 0 *3
Lead Police Records Specialist 2 2 2
Police Records Specialist 11 11 10 *3
Police Assistant 0 1 *1 0.50 *3
Word Processing Operator I/II 1 0 *2 0
Secretary 1 1 1
Office Assistant III 1 2 *2 1 *3
Total Permanent 35 36 31.50
Total Part-Time Hourly 2.98 2.02 *1 2.02
TOTAL POSITIONS 37.98 38.02 33.52
* 1 Conversion of up to 2 Police Assistant positions from half-time hourly to permanent half-time.
*2 Addition of an Office Assistant III position and the elimination of a vacant Word Processing Operator IIII position.
*3 Transferred positions to the Administration Program.
EXPENDITURE SUMMARY
1998-99 1999-00 2000-01
ACTUAL ADOPTED ADOPTED
2,583,468 2,991,827 2,763,992
380,005 449,111 454,773
34,697 65,800 19,150
24,297 32,000 40,000
3,022,467 3,538,738 3,277,915
Salaries Wages and Benefits
Supplies and Other Services
Capital Outlay
Interfund Expenditures
TOTAL EXPENDITURES
$
$
1998-99 1999-00 2000-01
REVENUE SUMMARY ACTUAL ADOPTED ADOPTED
General Licenses & Permits $ 6,474 6,000 7,000
Local Intergovernmental Revenue 33,045 60,000 60,000
General Service Charges 85,275 41,350 41,750
Miscellaneous Revenue 17,402 9,000 0
TOTAL REVENUES $ 142,196 116,350 108,750
2-250
"""
-
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POLICE - SUPPORT OPERATIONS
PROGRAM SUMMARY
DETAILED EXPENDITURES
1998-99 1999-00 2000-01
PERSONNEL ACTUAL ADOPTED ADOPTED
Salaries $ 1,983,638 2,256,011 2,201,110
Wages 62,570 53,172 55,834
Benefits 537,260 682,644 507,048
$ 2,583,468 2,991,827 2,763,992
1998-99 1999-00 2000-01
SUPPLIES AND SERVICES ACTUAL ADOPTED ADOPTED
Materials and Supplies $ 51,090 60,122 39,329
Maintenance and Operations 196 2,932 2,932
Utilities 13,744 22,148 22,148
Professionalffechnical Srvcs 277,312 332,274 *1 337,936 *3
Other Expenses 37,663 31,635 52,428
$ 380,005 449,111 *2 454,773
* 1 Includes increased funding of $13,800 for the Santa Clara County Crime Lab.
*2 Includes increased funding of $7,800 for miscellaneous inflationary increases such as the Santa Clara County Criminal
Justice Information Center, memberships, and the CAL-ID fingerprint identification system.
*3 Includes increased funding of $4,438 for the Santa Clara County Crime Lab and $3,224 for booking fees.
2-251
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NOTES
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3-1
Actual Adopted Adopted Percent
Revenue Category 1998-99 1999-2000 2000-0 I Change ..
Property Taxes $ 27,474,266 27,239,162 29,777,048 9.3%
Sales Tax 19,614,613 20, I 02,607 17,325,116 (13.8%)
Other Local Taxes 9,310,121 8,479,401 9,494,281 12.0%
Use of Money and Propeny 14,916,005 13,473,995 14,363,698 6.6%
Other Revenues
Licenses & Permits 6,996,383 5,575,804 5,834,908 4.6%
Fines & Forfeitures 296,234 265,182 315,000 18.8%
Intergovernmental 7,385,556 6,583,592 7,552,911 14.7%
Charges for Current Services 34,825,798 35,553,575 37,032,903 4.2%
Other Revenues 6,866,002 3,216,502 1,986,628 (38.2%)
Interfund Revenues & Transfers 37,211,903 27,250,156 31,636,713 16.1%
Loan Repayments 2,977,526 1,899,252 1,900,252 0.1%
TOTAL FUND REVENUES $ 167,874.407 149.639,228 157.219,458 5.1%
.. Perccnt Change From Prior Year Adopted to Current Year Adopted Budget.
TOTAL FUND REVENUES
Property T'lxes
I
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Sales Tax
Other Taxes
Use of Money &
Property
Other Revenues
Loan Repayments
o
100,000 ·
20,000
40,000
60,000
80,000
3-2
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o oo-{) I Adopted
o 99-{)0 Adopted
098-99 Actual
· Dollars in
Thousands
I
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GENERAL FUND REVENUES
Property Taxes
I
1
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Sales Tax
Other Local Taxes
Use of Money &
Property
Other Revenues
Loan Repayments
o
5,000
10,000
20,000
.
25,000
15,000
!:lOO-O 1 Adopted
099-00 Adopted
!J 98-99 Actual
· Dollars in
Thousands
Actual Adopted Adopted Percent
Revenue Categorv 1998-99 1999-2000 2000-01 Change ..
Property Taxes $ 10,297,838 9,936,754 11,667,533 17.4%
Sales tax 19,614,613 20, I 02,607 17,325,116 (13.8%)
Other Local Taxes 6,356,909 6,648,40 I 7,439,281 11.9%
Use of Money and Property 8,210,381 8,157,223 8,507,546 4.3%
Other Revenues
Licenses, Permits & Fees 5,666,729 4,876,847 5,081,358 4.2%
Fines & Forfeitures 296,234 265,182 315,000 18.8%
Intergovernmental 3,827,289 3,812,240 4,708,711 23.5%
Charges for Current Services 3,161,027 2,495,969 2,310,042 (7.4%)
Other Revenues 859,907 574,211 500,600 (12.8%)
Interfund Revenues & Transfers 7,714,321 7,286,463 7,597,563 4.3%
Loan Repayments 1,894,252 1,894,252 1,894,252 0.0%
TOTAL GENERAL FUND REVENUES $ 67,899,500 66,050,149 67,347,002 2.0%
.. Percent Change From Prior Year Adopted to Current Year Adopted Budget.
3-3
OTHER FUND REVENUES
Property Taxes
j
'-
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I
~., 1
I
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J
Other Local Taxes
Use of Money &
Property
Other Revenues
Loan Repayments
o
15,000
30,000
45,000
60,000
75,000
rn 00-0 1 Adopled
o 99-00 Adopled
098-99 Actual
· Dollars in
Thousands
.
Actual Adopted Adopted Percent
Revenuc Category 1998-99 1999-2000 2000-0 I Change ..
Property Taxes $ 17,176,428 17,302,408 18,109,515 4.7%
Olher Local Taxes 2,953,212 1,831,000 2,055,000 12.2%
Use of Money & Property 6,705,624 5,316,772 5,856,152 10.1%
Other Revenues
Licenses, Permits & Fees 1,329,654 698,957 753,550 7.8%
Intergovernmental 3,558,267 2,771,352 2,844,200 2.6%
Charges for Current Services 31,664,771 33,057,606 34,722,861 5.0%
OUler Revenues 6,006,095 2,642,291 1,486,028 (43.8%)
Interfund Revenues and Transfers 29,497,582 19,963,693 24,039,150 20.4%
Loan Repayments 1.083.274 5.000 6,000 20.0%
TOTAL OTHER FUND REVENUES $ 99,974,907 83,589,079 89,872.456 7.5%
.. Percent Change From Prior Year Adopted to Current Year Adopted Budget.
1-4
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TOTAL FUND REVENUES
FISCAL YEAR 2000-01
Loan Repayments
$1,900,000
~
Property Taxes
$29,777,000
~
Other Revenues
$84,359,000 \
Sales Tax
/$17,325,000
__ Other Local Taxes
$9,494,000
Total Fund Revenues: $157,219,000
Use of Money &
Property
$14,364,000
GENERAL FUND REVENUES
FISCAL YEAR 2000-01
Other Revenues
$20,513,000
~
Loan Repayments
$1,894,000
Property Taxes
$11,668,000
~
Use of Money & /
Property
$8,508,000
"'- Sales Tax
$17,325,000
')
Other Local Taxes
$7,439,000
Total General Fund Revenues: $67,347,000
3-5
TOTAL FUND EXPENDITURES
Operating
Expenditures
General Fund
Administration
Charges
Capital Projects
Debt Service
Loan Repayments
Transfers
o
.
100,000 120,000
20,000
40,000
60,000
80,000
I
I
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I
I
I
I
.00-0 I Adopted
o 99-00 Adopted
.98-99 Actual
· Dollars in
Thousands
I
I
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I
Actual Adopted Adopted Percent
Exocnditllre Category 1998-99 1999-2000 2000-0 I Changc ..
Operating Expenditures $ 92,664,726 102,192,102 103,962,991 1.7%
General Fund Administration Charges 5,212,742 4,996,904 5,367,954 7.4%
Capital Projects 27,288,762 30,862,000 27,174,000 (11.9%)
Debt Service 8,531,086 8,616,301 8,608,078 (0.1%)
Loan Repayments 2,032,244 1,894,252 1,918,000 1.3%
Transfers 15,586,879 9,389,813 10,254,507 9.2%
TOTAL FUND EXPENDITURES $ 151,316,439 157,951,372 157,285,530 (0.4%)
.. Percent Change From Prior Year Adopted to Current Year Adopted Budget.
3-6
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City Council
City Clerk
City Attorney
City Manager
Employee Services
Finance & Admin. Services
Commnnity Development
Public Works
Community Services
Library Services
Fire
Police
Non-Departmental Operating
TOTAL OPERATING EXPENDITURES
I_ 00-0 I Adopted
o 99-00 Adopted
_ 98-99 Actual
· Dollars in
Thousands
.
o 5,000 10,000 15,000 20,000 25,000 30,000 35,000
Actual Adopted Adopted Percent
Deoartment 1998-99 1999-2000 2000-01 Change ..
City Council $ 179,036 217,151 234,748 8.1%
City Clerk 419,034 521,522 468,802 (10.1%)
City Attorney 959,835 1,002,984 1,055,328 5.2%
City Manager 1,495,680 1,855,937 1,902,024 2.5%
Employee Services 871,367 1,006,958 1,045,400 3.8%
Finance and Admin Srvcs 7,303,989 8,176,169 8,574,417 4.9%
Community Development 4,553,681 6,546,630 6,476,959 (1.1%)
Public Works 29,043,691 32,681,825 34,274,361 4.9%
Community Services 11,314,958 13,040,934 13,640,710 4.6%
Library Services 3,349,197 3,784,831 3,926,840 3.8%
Fire 12,278,331 13,446,147 13,633,888 1.4%
Police 13,024,785 14,305,369 14,822,410 3.6%
Non-Departmental Operating 7,930,332 5,605,645 3,907,104 (30.3%)
TOTAL OPERATING
EXPENDITURES $ 92,723,916 102,192,102 103,962,991 1.7%
.. Percent Change From Prior Year Adopted to Current Year Adopted Budget.
3-7
GENERAL FUND EXPENDITURES
City Council
City Clerk
City Attorney
City Manager
Employee Services
Finance & Admin. Services
Community Development
Public Works
Community Services
Library Services
Fire
Police
Non-Departmental
o
*
15,000
3,000
6,000
9,000
12,000
.00-0 I Adopted
099-00 Adopted
.98-99 Actual
* Dollars in
Thousands
Actual Adopted Adopted Percent
Department 1998-99 1999-2000 2000-0 I Change **
City Council $ 179,035 217,151 219,548 l.l%
City Clerk 419,033 455,351 451,802 (0.8%)
City Attorney 942,963 992,984 1,045,328 5.3%
Ci ty Manager 968,205 1,199,764 1,241,479 3.5%
Employee Services 863,087 1,000,958 1,034,400 3.3%
Finance and Admin Srvcs 5,358,686 5,766,488 6,000,162 4.1%
Community Development 3,512,231 3,502,499 3,629,262 3.6%
Public Works 6,310,789 6,922,161 7,047,039 1.8%
Community Services 7,960,186 9,025,562 9,266,340 2.7%
Library Services 3,349,194 3,728,824 3,910,979 4.9%
Fire 11,110,924 11,627,333 12,325,306 6.0%
Police 12,763,462 13,672,241 14,592,327 6.7%
Non-Departmental 4,602,872 4,959,635 5,115,853 3.1%
TOTAL GENERAL FUND
EXPENDITURES $ 58,340,667 63,070,951 65,879,825 4.5%
** Percent Change From Prior Year Adopted to Current Year Adopted Budget.
3-8
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TOTAL FUND EXPENDITURES
FISCAL YEAR 2000-01
Loan Repayments Transfers
$1,918,000 ,,$10,255,000
Debt Service '"
$8,608,000
Capital Projects
$27,174,000 -
Operating
""- Expenditures
$103,963,000
General Fund
Administration
Charges
$5,368,000
Total Fund Expenditures: $157,286,000
GENERAL FUND EXPENDITURES
FISCAL YEAR 2000-01
Debt Service
$2,150,000
Transfers
$2,521,000
\,
Adrnin./Support
Departments
$10,438,000
~ Community
~ Development
$3,629,000
Public Safety
$26,918,000
Public Works
-- $7,047,000
,---
Library Services
$3,911,000
Total General Fund Expenditures: $65,880,000
~ Community
Services
$9,266,000
3-9
.
FULL-TIME AND PERMANENT PART-TIME POSITION ALLOCATION .
ADJUSTED ADOPTED ADOPTED .
1998-99 1999-2000 2000-01 CHANGE
GENERAL FUND I
CITY COUNCIL 7.00 7.00 7.00
CITY CLERK 5.00 5.00 5.00 I
CITY ATTORNEY 8.50 9.00 9.00
CITY MANAGER 8.10 8.10 8.10
EMPLOYEE SERVICES 7.50 7.50 7.50
FINANCE AND ADMIN SRVCS 39.00 39.00 39.00 I
COMMUNITY DEVELOPMENT 26.50 26.50 26.50
PUBLIC WORKS 56.85 57.68 57.68
COMMUNITY SERVICES 80.25 80.25 80.25 I
LIBRARY SERVICES 39.50 39.50 39.50
FIRE 101.25 102.35 99.35 -3.00 (a)
POLICE 130.00 138.00 135.00 -3.00 (b) I
509.45 519.88 513.88 -6.00
OTHER FUNDS I
CITY MANAGER
SHORELINE REGIONAL PARK COMMUNITY 0.40 0.40 0.40 I
FINANCE AND ADMIN SRVCS
WATER 1.00 1.00 1.00
COMMUNITY DEVELOPMENT ..
SHORELINE REGIONAL PARK COMMUNITY 1.25 1.25 1.25
CDBG 1.70 1.70 1.70
REVIT ALIZA TIONIP ARKING 0.55 0.55 0.55 I
PUBLIC WORKS
SHORELINE REGIONAL PARK COMMUNITY 1.30 1.40 1.40
WATER 39.25 39.39 39.39 I
W ASTEW A TER 13.65 13.65 13.65
SOLID WASTE MANAGEMENT 16.95 17.88 17.88
EQUIPMENT MAINTENANCE 10.00 10.00 10.00 I
COMMUNITY SERVICES
SHORELINE PARK 6.00 7.00 7.00
SHORELINE GOLF LINKS 1.00 1.00 24.25 +23.25 (c) .
FIRE
W ASTEW A TER 6.75 6.65 6.65
99.80 101.87 125.12 23.25
TOTAL EMPLOYEES 609 .25 621.75 639.00 17.25 .
CHANGE FROM PRIOR YEAR 18.25 12.50 17.25 I
.
3-10 n
<'~
FULL-TIME AND PERMANENT PART-TIME POSITION ALLOCATION
(Continued)
Notes:
~
a. Includes the elimination of two temporary Firefighter positions and one temporary
Public Safety Dispatcher position. These positions were approved for one year only
in the Fiscal Year 1999-2000 budget.
~
i~
b. Includes the elimination of three temporary Police Officer Overhire positions. These
positions were approved for one year only in the Fiscal Year 1999-2000 budget.
'....
c. Includes the mid-year conversion of contractor positions to City employees.
~-~
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~
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~
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--
~
~
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3-11
FISCAL YEAR 2000-01
FUNDING OF NONPROFIT AGENCIES
1999- 2000 2000-01 2000-01
AGENCY Adopted Requested Adopted
Catholic Charities $ 8,913 9,180 9,180
Mid Peninsula YWCA 8,500 9,000 6,000
Mid Peninsula Citizens for Fair Housing 15,500 15,500 15,500
Mid Peninsula Support Network 31,000 35,000 32,000
CSA - Senior Meals 28,350 29,200 29,200
Outreach and Escort 15,836 15,836 15,836
Mountain View/Mayfield Clinics 35,401 35,401 35,401
Veterans' Workshop, Inc.(one-time funding) 5,000 *1 5,000 *1 5,000 *1
Community School of Music & Arts
Education Program 17,000 22,000 17,510
St. Vincent De Paul (one-time funding) 20,000 *2 0 0
Junior Achievement of Santa Clara County, Inc, 0 9,275 0
Green Pastures, Inc. (one time funding) 0 5,180 0
Pop Warner Football 5,000 5,000 5,000
Communi ty Health Awareness Council 56,575 59,403 59,403
Project Sentinel *3 80,914 80,914 80,914
Joint Venture:Silicon Valley 15,000 15,000 15,000
KMVT 256,900 *4 289,485 *4 289,485 *4
Community School of Music & Arts
Arts in Action 52,259 52,259 52,259
Music in Action 24,800 24,800 24,800
Youth Sports Fee Waiver 8,000 8,000 8,000
General Fund Total $ 684,948 725,433 700,488
* 1 Rebudget from Fiscal Year 1998-99
*2 Originally requested CDBG funding.
*3 Formerly contracted with Peninsula Area Information and Referral.
*4 Actual payment is dependent on revenue received from cable franchise revenues. This represents
3 1/2% of the 5% franchise revenues received by the City and accounted for in the Cable Fund.
3-12
-
...
-
IliiiiiN
-
-
-
..
-
-
-
-
-
-
-
-
-
-
..
-
-
...
-
-
-
-
-
-
..
-
-
-
..
-
-
..
-
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-
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..
....
FISCAL YEAR 2000-01
FUNDING OF NONPROFIT AGENCIES
(Continued)
1999-00 2000-01 2000-01
AGENCY Adopted Requested Adopted
American Red Cross $ 6,938 10,000 6,938
CSA - Senior Services 30,000 31,500 31,500
CSA - Emergency Assistance 33,328 34,235 34,235
CSA - Alpha Omega Shelter 10,000 10,300 10,300
Emergency Housing Consortium 17,000 19,272 18,000
Mtn.View/Mayfield Health Center 4,599 14,599 4,877
Mid Peninsula Citizens for Fair Housing 8,500 16,900 8,500
Alliance for Community Care 6,405 0 0
Project Match 4,333 6,523 0
Second Harvest Food Bank 6,150 6,600 6,150
Senior Adults Legal Assistance 6,967 7,100 7,000
Senior Day Health Program 5,000 5,000 5,000
Social Advocates for Youth 13,500 13 ,500 13,500
Clara-Mateo Alliance Shelter 3,370 10,000 10,000 *5
Community Technology Alliance 0 12,000 0
Mental Health Advocacy Project 0 7,525 0
St. Vincent De Paul Society 0 30,000 0
CDBG Total $ 156,090 235,054 156,000
*5 Comprised of $5,000 for emergency shelter for homeless and $5,000 for emergency shelter
for families.
3-13
...
....
-
-
FISCAL YEAR 2000-01
ADOPTED CAPITAL OUTLAY
-
-
General Fund Recommendations
...
IIIiII
City Clerk's Office:
$ 2,900
..
Computer for front office and public access
2,900
-
-
City Manager's Office
6,800
-
Computer for Web Site Analyst (rebudget)
6,800
..
-
Finance & Administrative Services Department
15,000
..
Fax Server (rebudget)
15,000
-
-
Community Development Department:
22,800
..
Ford Pick-up Truck with Shell
Computers (2)
18,000
4,800
..
..
-
Public Works Department:
10,300
-
...
20 foot portable personnel lift (Library)
Laptop Computer
6,500
3,800
-
..
Community Services Department:
84,900
..
-
Chlorine Generation System - Rengstorff Pool
Irrigation Booster Pump - Cuesta Park
Rec-Ware Reservation System Modification (rebudget)
Directional Signage for Performing Arts Center
Irrigation Booster Pump - McKelvey Park
34,000
17,500
15,500
9,000
8,900
-
-
-
..
..
Library Services Department:
2,000
..
Microfilm/fiche storage cabinet
2,000
..
..
..
3-14
..
.
..
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-
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FISCAL YEAR 2000-01
ADOPTED CAPITAL OUTLAY
(Continued)
Fire Department:
$ 154,400
49,000
22,000
19,000
16,500
15,000
12,500
10,000
7,600
2,800
67,700
15,000
14,800
13,200
11,700
7,500
4,500
1,000
Thermal Imaging Devices (2)
Quint Fire Truck Equipment and Hose
TCP/IP Connection to Department of Justice
Turnout Coats & Pants (15)
Mobile Disaster Preparedness Trailer
CAD Software Program
Lifepak Defibrillator
Paramedic Training Equipment
Wildland Cargo Box
Police Department:
Patrol Sergeant! Agent Office Remodel
SWAT Assault Rifles (6)
Auditorium Training Equipment
Voice Stress Analyzer
Fax Machine (rebudget)
Recruitment Team Equipment
Administrative Conference Room Upgrade - (rebudget)
General Fund Total
$ 366,800
3-15
-
....
-
FISCAL YEAR 2000-01
ADOPTED CAPITAL OUTLAY
(Continued)
....
-
-
Non General Fund Recommendations
..
-
City Manager's Office:
..
Cable Fund:
$ 14,100
-
..
4th Camera for Council Chambers
14,100
..
..
Public Works Department:
..
Fleet:
10,000
...
-
Upgrades for emissions equipment
10,000
..
IIIIIi
Community Services Department:
-
Shoreline Golf Links Fund:
149,800
-
Fairway Mowing Unit
Triplex Tee Mower
Heavy-Duty Utility Vehicle
Bunker Raking Unit
Telephone tee time reservation system
Light-Utility Vehicles (2)
Drill SeederIRototiller
Walk-behind Greens Mower
Tent/cover for instructional
Ball picking unit for range
37,300
24,000
19,000
15,300
15,000
13,800
10,000
7,100
5,000
3,300
...
-
..
-
-
IIIIIi
-
-
-
Total Other Funds
173,900
..
Total Capital Outlay
$ 540,700
-
-
-
-
-
..
3-16
..
..
-
-
i8iiiIIiiIIi
--
~
iliIIii
...
-
'M!!I
-
:~
....
-
..
-
-
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"""
~
odIItI
~
...
!ffllM
....
''''''''
-
-~
-~
~
iiIIiiiIil
~
~
~.
.......
NOTES
(This page left intentionally blank)
3-17
FISCAL YEAR 2000-01
ADOPTED EQUIPMENT REPLACEMENT
FLEET:
1 Motorcycle
8 Patrol Cars
2 Vans
2 Mini Pick-up Trucks
6 3/4- Ton Truck with Crew Cab
3 I-Ton Truck
1 Dump Truck
1 Large Sweeper
1 Large Tractor
1 Mini Trailer
2 Small Trailer
COMPUTERS:
Desktop Software
131 Desktop PC's
4 Portable PC's
3 High Capacity Printers
20 Regular Printers
1 Laser Color Printer
1 Scanner CC Image
1 HP Plotters E Size
1 Overhead Display System
1 Utility Bill PC Controller
3 Utility Bill Printers
1 GIS HP Plotter
COMMUNICATIONS CENTER:
1 FD Zetron encoder
1 Micor Monitor Receiver
1 SCLEMACS Base MSR
FD2 Base MSR-2000
3-18
-
..
-
-
..
-
$ 955,000
-
17,000
264,000
48,000
32,000
210,000
72,000
90,000
170,000
37,000
3,000
12,000
-
...
-
...
...
-
..
...
...
526,200
-
..
58,000
314,400
15,200
15,000
48,000
8,500
9,000
9,500
8,500
7,600
24,000
8,500
..
..
-
...
..
...
...
...
...
36,500
...
6,000
12,000
8,500
10,000
...
...
..
..
..
..
..
..
.
.
..
..
..
-
-
-
~
-
iIi!JIIIll
-
"'"
-
~
...
~
;1M
-
-
~
(ft!I!llI
:MilfliI
~
-
-
-
....
...
.~
..
-
--
FISCAL YEAR 2000-01
ADOPTED EQUIPMENT REPLACEMENT
(Continued)
POLICE RADIOS:
10 SYNTOR Mobile radios
TOTAL EQUIPMENT REPLACEMENT
3-19
$ 45,000
45,000
$1.562.700
...
.....
-
Fiscal Year 2000-01 -
Adopted Capital Improvement Projects -
-
Fundim! ..
Item Proiect Description Source 2000-01
-
2000-01 Adopted Amended Projects ..
-
00-49 Transit Plaza Design and Construction
Additional funding for design and construction CIP Reserve $ 800 -
of the City's and Valley Transportation Other (VTA) 425 ..
Authority's portion of the project (includes
design for Chamber of Commerce addition). -
..
00-32 Miramonte Reservoir Construction
Additional funding for expanded capacity. Water 1,500 ..
-
00-58 Evelyn A venue Undergrounding District # 38
Transfer of funding to new undergrounding CIP Reserve (15) ..
District #39 on Evelyn A venue from Pioneer to Other (Rule (1,295) ..
Bernardo A venue. 20A)
..
96- 24 Cuesta Playground Renovations ..
Additional funding for new play structures CIP Reserve 385
compliant with current safety and ADA Other (Rec-in- 42 ..
standards. Lieu) -
00-17 Open Space Acquisition (Del Medio Area) ..
Additional funding for acquiring open space in Other (Rec-in- 390 ..
the Del Medio area. Lieu)
..
00-18 Pioneer Park Irrigation and Grounds -
Improvement-Construction CIP Reserve (29)
Transfer of funding from CIP Reserve to Rec-in- Other (Rec-in- 29 ..
Lieu. Lieu) -
99-25 Stevens Creek Trail, Reach 4, Segment 1 -
Additional funding for construction to meet Shoreline 500 ..
Caltrans requirements. Community ..
Other (Grant) 200
..
00-16 Community Center Construction Funding
Set aside funds for an outer year project to CIP Reserve 3,214 ..
construct a new Community Center. Other (Rec-in- 686 ..
Lieu) ..
..
*Dollars in thousands ..
3-20 ..
'~
iilWflf
w_
~ Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
iiiiWIi
~ Funding
Item Project Description Source 2000-01
-
~ 99-26 EI Camino Real Landscape, Phase I
Additional funding for landscape refurbishment. CIF Reserve $100
-
~
iiiiIIiII 2000-01 Adopted Annual Projects
~ 01-01 00-01 Street Resurfacing Program
Install asphalt concrete and fog seal overlays, CIF Reserve 116
raising fixed access and monuments. Also Gas Tax 536
includes reconstruction of streets, and minor
.... sidewalk and City facility parking lot
resurfacing.
lif!\!i!OIII:
'.. 01-02 00-01 Traffic Signal Replacements and
Modifications
~ Replace traffic signal controllers, related Gas Tax 62
.. equipment and traffic detector loops, as
necessary. Includes minor modifications to
iffM existing traffic signals to improve traffic safety.
iiiIiiiiliI
01-03 00-01 Slurry Seal Program
".. Apply slurry seal to street surfaces and City C/C Tax 7
- facility parking lots as required. Gas Tax 90
- 01-04 00-01 Water System Improvements
':MIl Scheduled replacement of smaller water system Water 450
components and minor unscheduled
~ improvements to the City's water system.
~
01-05 00-01 Wastewater System Improvements
Unscheduled minor improvements/repairs to the Wastewater 125
~ City's wastewater collection and pumping
system.
~
*Dollars in thousands
3-21
..
..
-
Fiscal Year 2000-01 -
Adopted Capital Improvement Projects
(Continued) ..
-
Fundine:
Item Proiect Description Source 2000-01 -
IiilIIiI
01-06 00-01 Concrete Sidewalk/Curb Repairs
-
Replace sidewalks that are past their useful lives C/C Tax $500
and repair of concrete curbs, gutters, and -
sidewalks displaced by street tree growth, and/or ..
failure of City-owned utilities.
..
01-07 00-01 Parks Pathway Resurfacing ..
Renovate various pathways within City parks. CIP Reserve 77
..
01-08 00-01 Shoreline Pathway, Roadway, Parking ..
Improvements
Correct drainage problems and damage due to Shoreline 150 ..
differential settlement. Regrading and installing Community ..
new or modified drainage facilities. ..
01-09 00-01 Forestry Maintenance Program and ..
Street Tree Replanting ..
Contract for pruning, removing, stumping, CIP Reserve 153
purchasing, and replanting approximately 800 ..
to 1,000 medium to large trees in the City. -
Maintenance of trees damaged by freezing,
disease drought and other natural causes. ..
-
01-10 00-01 Shoreline Landfill Cap Maintenance
and Repairs ..
Regulatory mandates of the Bay Area Air Shoreline 100
..
Quality Management District and the Community
Regional Water Quality Control Board -
require the City to protect the integrity of the -
landfill cap by regrading, filling, compacting,
and making other improvements. -
..
01-11 00-01 Developer Reimbursements
Construct street and utility improvements CIP Reserve 25 ..
concurrent with private development. Water 25 ..
Adjacent properties benefiting from street Wastewater 25
and utility improvements will be required to Storm 25 ..
reimburse the City for the improvements. Construct. ..
..
-
*Dollars in thousands ..
3-22
.
Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
'.~ Funding
Item Proiect Description Source 2000-01
-;tjM
'~.... 01-12 00-01 Street Lane Line and Legend
,- Repainting
Annual repainting of lane lines and legends CIP Reserve $150
--ilM on City streets and public and downtown Gas Tax 50
iMiiIii' parking lots.
01-13 00-01 Landfill GaslLeachate System Repairs
;;;~ and Improvements
Annual repairs and improvements of large Shoreline 100
components of the landfill gas and leachate Community
system.
01-14 00-01 Facilities Maintenance Plan
Repair, replacement, or maintenance of City CIP Reserve 155
facilities or subcomponents ( HV AC, roofs, C/C Tax 145
carpets, plumbing, etc.)
01-15 00-01 Annual Traffic Studies/NMTP
~ Improvements
~ Annual contract with traffic consultants to assist CIP Reserve 50
Traffic Section with neighborhood traffic issues. Gas Tax 50
'4-11Jlt This project also installs traffic control devices
- on neighborhood, local, residential streets in
conformance with the Neighborhood Traffic
--~ Management Program.
--#W
.... 2000-01 Adopted Planned Projects
~
01-16 ADA Playground Improvements,
Phase II, Design and Construction
Upgrade existing playgrounds to new ADA and CIP Reserve 47
CPSC guidelines. Other (Rec-in- 208
~
Lieu)
01-17 Shoreline Coast-Casey Restroom
Construct a public restroom adjacent to the Shoreline 150
Coast-Casey Pump Station. Community
*Dollars in thousands
3-23
-
iiIiIi/II
-
Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
Fundine
Item Proiect Description Source 2000-01
01-18 Shoreline Park Roadway Landscaping,
P G & E Right-of-Way Stevens Creek to the
Gatehouse
Renovate and improve the landscaping in the Shoreline $ 75
public utility corridor between Stevens Creek Community
and the Shoreline Gatehouse.
01-19 Information Services Computer Projects
Proposals include Performing Arts On-line CIP Reserve 170
ticketing system; Time Management/HR system; Water 60
Plan Tracking for CDD; Code enforcement Wastewater 60
tracking; and other projects being defined. Solid Waste 25
Mgmt.
Shoreline 20
Community
01-20 00-01 Miscellaneous Water Main and Service
Line Replacement
Replacement of corroded and undersized cast Water 1,084
iron pipe water mains on miscellaneous streets,
including water services and fire hydrants.
01-21 00-01 Miscellaneous Storm/Sanitary Sewer
Main and Replacement
Repair/replacement of selected streets sanitary Wastewater 1,000
mains, storm pipes and manholes.
01-22 Storm Drain Master Plan
Evaluate the City's entire storm drain system and Wastewater 93
develop a lO-year master plan for
improvements.
01-23 Sewer Infiltration/Inflow Study (UDOIS)
Assess the nature and magnitude of Wastewater 130
infiltration/inflow within the Mountain View
sewer system.
-
-
-
-
...
-
-
-
-
-
1lIlIII
-
aU
..
..
-
-
-
-
-
-
-
-
-
-
..
..
..
..
..
..
..
..
*Dollars in thousands
3-24
III
.
~
,~
~ Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
FundiDi!
Item Proiect Description Source 2000-01
....
01-24 Miramonte Avenue Water Main
- Replacement, Phase II (WMPP)
Replace 12,500 feet of 16" transmission water Water $4,387
~ main on Miramonte A venue, Castro Street, and
,...., Bryant Street with a new 24" water water
transmission main. The limits: Pressure Zone 1
"'ltIIiJ transmission main located in Central
Expressway to the Miramonte Pump Station.
~ 93-37 Tasman Corridor Light Rail Project
The last year of annual allocations of a portion C/C Tax 1,000
of $15 million local contribution to the light rail Gas Tax 200
project.
~.jj,fu".
01-25 LED Traffic Signal Conversion
Last phase of converting red and green traffic CIP Reserve 6
signal lights at one-third of the City's traffic Gas Tax 47
signals from incandescent bulbs to light emitting
diode (LED) type of lights.
01-26 Open Space Acquisition (North California-
Central)
4iiIiIiI Acquire property for open space uses in the Other(Rec-in 800
North California-Central area of the City. Lieu)
..,..
.~ 01-27 Shoreline Lake Supply Dual Pump/Structure
Construct new water intake structure and install Shoreline 350
~ dual pumps to insure uninterrupted water supply Community
"'....'Of for the Shoreline Lake.
01-28 Shoreline Lake Supply Main Line
Replacement
Replace the lake's main water supply pipeline Shoreline 325
out of Coast Casey Forebay where it is difficult Community
to maintain.
*DolJars in thousands
3-25
-
-
-
Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
Funding
Item Proiect Description Source 2000-01
01-29 00-01 Insta1l2-Way Sewer Lateral Cleanouts
Second year of lO-year program to reduce
maintenance of sewer cleanouts on 100-150 Wastewater $100
sewer connections per year.
01-30 Senior Center Health & Safety Renovations
Phase II of renovations including fire and alarm CIP Reserve 300
systems, improvements to the building
sanitation, ADA accessibility compliance items.
01-31 Old MiddlefieldlIndependence Traffic Signal
Install new traffic signal at intersection that CIP Reserve 145
meets warrants.
01-32 Cuesta Park Lighting Renovation, Phase II
Second phase of installing park lighting fixtures. CIP Reserve 35
01-33 Charleston/Independence Traffic Signal
Install new traffic signal at intersection that CIP Reserve 145
meets warrants.
01-34 EI Camino ReaVGrant Rd. Right Turn Lane
Construct right turn lane from eastbound EI CIP Reserve 100
Camino Real to southbound Grant Road (right- Other (Grant 300
of-way must be acquired). Funding)
01-35 Construct New Bridge Over Permanente
Creek
Replace existing six-foot wide pedestrian/golf Shoreline Golf 230
cart bridge with a new lO-foot wide bridge. Links Fund
Relocate old bridge to provide crossing for
pedestrians and golf carts going from the 18th
green to the clubhouse.
-
-
-
-
-
-
-
..
-
-
...
-
..
.
..
-
...
-
-
..
..
-
...
..
-
..
..
-
..
-
..
-
..
*Dollars in thousands
-
3-26
III
f~
..
.... Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
i.M
~ Fundin2
Item Proiect Description Source 2000-01
~
01-36 Pedestrian Overcrossing-Stevens Creek Trail
- @ Moffett Boulevard, Feasibility Study
Conduct feasbility study for developing CIP Reserve $ 25
i:il;M! altemati ves and cost estimates for constructing Shoreline 25
-.... overcrossing structure to replace at-grade Community
pedestrian crossing.
~
-Mlir 01-37 Demolition of City Buildings
Demolition of three buildings on two sites to C/C Tax 230
'~ allow redevelopment.
...
01-38 Whisman Reservoir Seismic Study
Study to analyze the reservoir's seismic strength Water 70
~ to verify long term safety and viability.
01-39 New Reservoir, Design
.... Design new 4 million-gallon reservoir possibly Water 750
under Graham Middle School playfields.
~
- 01-40 Traffic Signal Preemption, Final Phase
Install signal preemption equipment on 23 CIP Reserve 228
iftM, intersections in the City (including some in the Shoreline 22
-.... North Bayshore area). Community
"" 01-41 Hetch-Hetchy Trail, Feasibility Study
- Determine alternatives, public acceptance, cost Other (Pri vate 50
estimates for constructing a trail in the Hetch- Funding and
(~ Hetchy right-of-way between Whisman Road Rec-in-Lieu)
- and Easy Street.
-~ 01-42 El Camino Real Landscaping, Phase II
Refurbish landscape medians on EI Camino C/C Tax 684
Real between Calderon and Crestview.
-~
"i$I.~
*Dollars in thousands
fiiiiiilijjj
3-27
-
....
-
Fiscal Year 2000-01
Adopted Capital Improvement Projects
(Continued)
Fundin2
Item Proiect Description Source 2000-01
01-43 Springer School Site Playfield Renovation
Share cost with school district to install new CIP Reserve $ 37
irrigation system and controller, level playfield Other (School) 75
and renovate play turf, make minor drainage C/C Tax 173
repairs and replace 3,500 square feet of pathway.
01-44 Golf Parking Improvements
Repair differential settling and expand the Shoreline 225
existing parking lot at Shoreline Golf Links. Community
Shoreline Golf 225
01-45 Lot A/B Site Preparation
Prepare site for future use. Shoreline 300
Community
01-46 Mt. View Sports Pavillion Air Handlers
Replace air handlers at the sports pavillion as
necessitated by the frequency of repairs. CIP Reserve 150
01-47 North Bayshore Pedestrian Improvements
Design a median on Garcia Ave. and modify Shoreline 300
median/crosswalk on Space Park Way for safety Community
of pedestrians/employees in the area who cross
Garcia and Shoreline Boulevard/Space Park
Way. Study other North Bayshore locations that
may warrant pedestrian improvements.
01-48 Evelyn A venue Construction, Pioneer to
Bernardo Funding
Set aside funds for an outer year project CIP Reserve 850
construction of street improvements on Evelyn
Ave. between Pioneer Way and Bernardo Ave.
-
-
......
-
-
..
-
III
-
..
-
-
-
.
-
..
-
-
11IIIII
-
-
-
-
III
-
..
...
-
11IIIII
-
..
.
-
*Dollars in thousands
-
3-28
..
-
..
~
- Fiscal Year 2000-01
.~. Adopted Capital Improvement Projects
(Continued)
..
,,.. Fundin2
Item Proiect Description Source 2000-01
-
:FM 01-49 00-01 Maintenance Agreement for JPBI
VT A Transit Center
- $
Reimbursement of City expenses by JPBNT A. Other 83
....
01-50 Bay Trail Extension Feasibility Study
...
Study the feasibility of extending the Bay Trail Shoreline 20
~ .75 miles along northern boundary of Moffett Community
Field. Other (Grant) 30
.,*"
01-51 Downtown Parking Structure, Design
'.- Design a new downtown parking structure. Parking Dist. 750
.~ 01-52 Bridge Barrier Replacement (HBRR Grant)
;IiiJiit Replace barriers on Middlefield Rd. and Moffett CIP Reserve 22
Blvd. bridges over Stevens Creek and Shoreline 11
.... Charleston Rd. bridge over Permanente Creek. Community
.... Other (Grant) 113
,if1!JIII!' Total 27,138
-
FY 2000-01 PROJECTS
'~ FUNDING SUMMARY
- CIP Reserve Fund 7,441
Construction/Conveyance Tax Fund 2,739
- Water Fund 8,326
- Wastewater Fund 1,533
Storm Drain Fund 25
iJl'j!i!Jjl!!I Solid Waste Management Fund 25
.. Gas Tax Fund 1,035
Shoreline Community Fund 2,673
,1'l!!'8t Shoreline Golf Links Fund 455
iiiIM Parking District Fund 750
Open Space Fund 0
~ Other Funding 2,136
~
Total $27 .138
....
~-
*Dollars in thousands
3-29
.....
..
...
..
ONGOING OPERATING COSTS
FROM CAPITAL IMPROVEMENTS
-
-
-
As discussed in the transmittal letter, there is an estimated $28,000 of increased operating costs
associated with three capital improvement projects adopted for Fiscal Year 2000-01.
-
-
The names of the projects and brief description of the increased costs may be found below.
-
Proiect
Increased
Operating Costs
-
..
Shoreline Coast Casey Restroom
Annual maintenance and supplies.
$15,000
...
..
..
Shoreline Park Roadway Landscaping
Annual maintenance.
8,000
-
-
ADA Playground Improvements, Phase II
Annual maintenance.
5,000
..
..
..
-
-
-
-
...
-
-
..
..
..
...
..
-
-
..
III
...
3-30
..
..
:~
'j8
,}~
,~
...
..
5'~
~
.~
.~
-
~
~
-
-~
-
,~
....
'~
~
~
CITY OF MOUNTAIN VIEW, CALIFORNIA
COMMUNITY PROFILE
History
The City of Mountain View is a charter city incorporated on November 7, 1902. The City
operates under a council-manager form of government. The seven council members are elected
at large for four-year terms that are staggered so three or four seats are filled at the general
municipal election in November of every even-numbered year. Service on the Council is limited
to two consecutive terms. Each year in January, the Council elects one of its members as Mayor
and another as Vice-Mayor.
Location
Located in the heart of Silicon Valley, the City occupies approximately 12 square miles and is
approximately 36 miles southeast of the City of San Francisco and 15 miles northwest of the City
of San Jose (the County seat).
Climate
The climate is mild. The average temperatures during the summer months are in the mid-70's
while during the winter they are in the high 50's. Rand McNally ranks Mountain View's climate
the eighth most desirable of 329 metropolitan areas.
Transportation
Several major freeways and roads run through the City; U.S. Highway 101, California State
Highway 85, Route 237, California State Highway 82 (known as EI Camino Real) and Central
Expressway. The City is also conveniently located near Interstate Highway 280. The City is
bisected by CalTrains and is the northwest terminus of the County's Light Rail System. San
Francisco International Airport is located 25 miles north of the City and San Jose International
Airport is located 15 miles to the south.
Land Use Distribution
Residential
Commercial
Industrial
Other
Vacant
Total Acres
2,848
720
1,242
1,214
114
Percent of Total
46%
12%
20%
20%
2%
3-31
CITY OF MOUNTAIN VIEW, CALIFORNIA
COMMUNITY PROFILE
(Continued)
Housing
There are a total of 32,987 housing units in the City of Mountain View. The median housing
value for a single family home is $807,000; for a condo/townhouse is $312,000. Housing units -
owner occupied: 12,073 (36.8%); renter occupied: 20,733 (63.2%). Vacancy rate: 2.0%.
Recreation
The City enjoys many recreational facilities including operation of an eighteen hole golf course, a
644 acre regional park with a boat house and a sailing lake, and an outdoor amphitheater which
seats 25,000. The City is also the home of Space Camp California, one of three space camps in
the Country including one in Huntsville, Alabama and one at NASA's Kennedy Space Center in
Florida.
Population
1960.....30,889 80,000
1970.....54,132
1980.....58,722 70,000
1990.....67,460
1991.....68,071 60,000
1992.....69,070 50,000
1993.....69,875
1994.....70,835 40,000
1995.....71,496
1996.....71,300 30,000
1997.....73,100 20,000
1998.....74,700
1999.. ..75,200 10,000
2000... .76,000
0
0 0 0 0 ..... N C'l '<!' It"l \0 ['0.. (Xl 0\ 0
\0 ['0.. (Xl 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0
0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0\ 0
..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... N
Sources: U.S. Census data
California State Department of Finance
3-32
-
.",iijjj
-
.....
-
-
-
..
-
...
..
...
-
-
-
-
-
-
..
-
-
-
-
-
-
-
..
...
..
...
..
..
..
-
..
-
-
.
~
iiiW
,'~
".iIIiiili;it'
.....
~
-
'''1M
-
~ltlJl'!I
~
CITY OF MOUNTAIN VIEW, CALIFORNIA
COMMUNITY PROFILE
(Continued)
Largest Employers
Employer
Hewlett-Packard Company
SGI
EI Camino Hospital
Netscape Communications
Synopsis, Inc.
Microsoft
Sun Microsystems
Intuit Corporation
KPMG
Acuson Corporation
Type of Business
Computer Hardware
Graphic Workstations
Health Care Delivery Systems
Software for the Internet
Chip Development Software & Services
Software
Engineering Workstations
Financial Software
Consulting & Tax Services
Diagnostic Imaging Systems
# of Employees
2,865
2,500
2,025
1,800
1,626
1,300
1,242
909
900
840
.~
.~ Financial Status
~
General Fund General Fund Total
,;~ City Population * Revenues Appropriations Budget**
'i'iiilliiil
Mountain View 76,000 $ 67,347,000 $ 65,880,000 $ 147,031,000
~
Los Altos 28,600 17,497,000 15,804,000 27,114,000
- Cupertino 52,900 31,065,000 34,811,000 46,072,000
"... Palo Alto 61,500 109,853,000 108,778,000 228,918,000
Milpitas 65,300 55,799,000 55,799,000 125,753,000
... Santa Clara 102,900 111,114,000 100,248,000 389,502,000
'!i"~ Sunnyvale 133,200 94,180,000 85,116,000 157,943,000
San Jose 923,600 716,920,000 716,920,000 1 ,851 ,625,000***
~.
,~
'.~~
Source: Revenues, Appropriations and Budget obtained from respective cities
* Estimates as of 1/1/00, obtained from the California State Department of Finance.
** Amounts exclude transfers
*** Adopted amount unavailable; using Proposed amount which does not include rebudgets.
3-33
-
....
-
TOP TEN PROPERTY OWNERS
-
Fiscal Year 1999-2000
(Dollars in Thousands)
-
-
PERCENTAGE
OF TOTAL
PRIMARY ASSESSED ASSESSED
OWNER USE VALUATION VALUATION
Silicon Graphics Inc. Unsecured $ 358.217 4.13%
BP Shoreline Technology Park Industrial 162.965 1.88%
Alza Corporation CommerciaV 160.553 1.85%
Industrial
Sun Microsystems Inc. Unsecured 140.745 1.62%
Richard T. Peery Trust Industrial 137.753 1.59%
Board of Trusteees Leland Stanford University Industrial 116.188 1.34%
FMI Holding Inc. Unsecured 94.741 1.09%
Copley Investors Limited Partnership Industrial 91.984 1.06%
Asset Growth Partners Limited Residential 86.342 0.99%
Netscape Communications Corp. Unsecured 75.377 0.87%
Subtotal $ 1.424.865 16.42%
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Fiscal Year 1999-2000 Total Assessed Valuation $8.677.735.310
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Source: Santa Clara County Assessor Fiscal Year 1999-2000 Combined Tax Rolls (as of March 2000)
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3-34
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~
~
COMPUTATION OF LEGAL DEBT MARGIN
'iiiW
June 30, 2000
(Dollars in Thousands)
;'.
.~ Assessed value (net) - June 30, 2000 (1) $ 6,983,381
':~~
'~ Debt limit: 15% of assessed value 1,047,507
'. Less total bonded debt, general obligation 0
,~
Legal debt margin (2) $ 1,047,507
....
- (1) Source: Santa Clara County. Value as of March 2000. Does not include tax increment
districts.
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(2) The legal debt margin for the City of Mountain View, California, is calculated using a debt
limit of 15 percent of the assessed value of property within the City limits.
,-
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3-35
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DEBT SERVICE REQUIREMENTS
AS OF JUNE 30, 2000
Uj,
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....
Authorized Outstanding
Interest and as of
Type of Indebtedness Ma turi ty Rates Issued Tune 30 , 2000
Revenue and Tax
Allocation Bonds(a)
Shoreline Regional Park
Community:
1992 Tax Allocation
Refunding Bonds 2016 4.0 - 6.5% $28,229 21,209
1993 Tax Allocation Bonds 2018 3.1 - 5.75% 25,465 21,830
1996 Tax Allocation Bonds 2021 4.0 - 5.6% 21,750 20,340
Capital Improvements
Financing Authority:
1992 Revenue Bonds 2016 4.0 - 6.5% 56,478 4 1,263
Total revenue and tax
allocation bonds 104,642
Special Assessment Debt
with Governmental Up to
Commitment(b) 2022 4.1 - 10.5% 18,439 3,315
Certificates of Participation
Revitalization Authority:
1995 Refunding (a) 2016 4.0 - 6.0% 9,175 8,120
Total long-term debt $116.077
Debt service payments are generally made from the following sources:
(a) Transfers from the General Fund and property taxes transferred from the Special
Revenue Funds to the Debt Service Funds.
(b) Special assessment revenues recorded in the Special Assessment Debt Service
Fund.
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3-36
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~- ANNUAL DEBT SERVICE PAYMENTS BY ENTITY
1998-99 1999-2000 2000-01
- AUDITED ADOPTED ADOPTED
,.. Mountain View Capital Improvements Financing
-;w Authority (MVCIF A)
1992 Revenue Bonds*
r~
Principal $ 1,840,000 1,945,000 2,055,000
""'" Interest 2,496,288 2,400,673 2,284,618
~ TOTAL MVCIFA 1992 Revenue Bonds* 4,336,288 4,345,673 4,339,618
~
SHORELINE REGIONAL PARK COMMUNITY
-flftI
Shoreline Regional Park Community Fund:
.... 1992 Tax Allocation (TA) Refunding Bonds
1;'" Principal 900,000 950,000 1,005,000
\tW Interest 1,285,310 1,233,485 1,176,763
Total 1992 TA Refunding Bonds 2,185,310 2,183,485 2,181,763
?'lJt!&
;fiW;ii 1993 Series A Tax Allocation Bonds
Principal 630,000 660,000 690,000
,~/li Interest 1,264,498 1,244,313 1,212,415
Total 1993 Series A T A Bonds 1,894,498 1,904,313 1,902,415
-. 1996 Series A Tax Allocation Bonds
~. Principal 475,000 495,000 515,000
Interest 1,128,120 1,114,802 1,092,695
i..,
Total 1996 Series A TA Bonds 1,603,120 1,609,802 1,607,695
1Mt
\iiiiII_ TOTAL Shoreline Regional Park Community 5,682,928 5,697,600 5,691,873
~I
REVIT ALIZA TION AUTHORITY
:j;Rj
1995 Refunding Certificates of Participation
Principal 285,000 295,000 310,000
~i Interest 472,673 461,513 448,350
'~, TOT AL Revitalization Authority 757,673 756,513 758,350
TOTAL DEBT SERVICE REQUIREMENTS $ 10,776,889 10,799,786 10,789,841
* The 1992 Revenue Bonds are funded by the General Fund and the Shoreline Regional
Park Community Fund.
Note: Interest payment includes Trustee fees.
3-37
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FINANCIAL AND BUDGETARY POLICY
....
-
Budget Policies:
-The adopted budget shall serve as the annual financial plan for the City. This financial plan
shall include the goals and objectives set by the City Council and the level of services determined
by the City Council.
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-A balanced budget will be adopted annually, whereby operating expenditures shall not exceed
operating revenues.
-
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- Performance and workload measures which reflect the effectiveness, efficiency or workload of
departmental operations will be included in the annual budget
IIlIlIII
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Revenue & Expenditure Policies:
- The development and maintenance of diversified and reliable revenue streams will be the
primary revenue policy of the City. The City will focus its efforts to optimize existing revenue
sources while periodically reviewing potential new revenue sources.
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- Revenues and expenditures will be forecast for the upcoming budget year and the four
subsequent years.
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- Revenues and expenditures will be estimated conservatively using information provided by
State and other governmental agencies, trending of historical information and other relevant
information.
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- Fees and charges for services will be evaluated and, if necessary, adjusted annually. The City's
objective in setting fees and charges for services is to achieve a reasonable level of cost recovery
for services that are not provided to, or do not benefit, the community as a whole.
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- A good internal control structure assuring that only properly authorized expenditures are made
will be maintained.
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- Expenditures will be controlled at the fund and department level and will not exceed
appropriations without City Council authorization. Appropriations lapse at the end of the fiscal
year to the extent that they have not been expended or encumbered.
-
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- Obligations of the City will be recognized when incurred. Encumbrances will be used for
outstanding commitments. Encumbrances outstanding at year end will be carried over to the next
fiscal year and are automatically reappropriated for inclusion in the next fiscal year's budget.
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Reserve Policies:
- The General Fund Emergency Reserve, with a policy level to be equal to approximately 10
percent of the general fund operating budget, will be used only in situations of extreme physical
or financial emergency and with the approval of the City Council.
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3-38
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FINANCIAL AND BUDGETARY POLICY
(Continued)
- The General Fund Contingency Reserve, with a policy level to be equal to approximately 5
percent of the general operating budget, will be used for City Council approved expenditures not
appropriated during the annual budget process and/or to cover unanticipated revenue shortfalls.
- The Capital Improvement Projects Reserve, with a policy level of a minimum of $5,000,000,
will be used for the funding of capital improvement projects authorized by the City Council. To
the extent possible, General Operating Fund carryovers remaining from the end of the fiscal year,
not designated for other reserve purposes, may be applied to this Reserve.
- The Open Space Acquisition Reserve shall be used for the purpose of acquiring open space
authorized by the City Council. Proceeds from excess City-owned properties shall fund this
Reserve until decided differently by the City Council.
- The Revenue Stabilization Reserve shall be established to generate revenue from investment
earnings and provide funds for inter-fund loans and advances.
- The Compensated Absences Reserve shall fund the disbursements of terminated or retired
employees for accrued vacation and sick leave.
- The Equipment Replacement Reserve shall be maintained for the replacement of capital
equipment.
- The Worker's Compensation Reserve shall be maintained at a level deemed adequate to meet
projected liabilities as determined by an actuarial evaluation to be conducted at least once every
three years.
- The Liability Self-Insurance Reserve shall be maintained at a minimum level of $2 million plus
an amount to fund incurred claims.
- The Unemployment Self-Insurance Reserve and the Employee Benefits Plan Reserve will be
reviewed annually and maintained at a level adequate to meet estimated unemployment and
employee benefit liabilities, respectively.
- The Employee Benefits Plan Reserve will be reviewed annually and maintained at a level
adequate to meet estimated benefit liabilities.
- The Retiree's Health Plan Reserve will be reviewed annually with a funding goal adequate to
meet projected liabilities as determined by an actuarial evaluation to be conducted periodically.
3-39
Il!IIIft
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FINANCIAL AND BUDGETARY POLICY
(Continued)
iiWIht
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- The Water Fund Reserve shall be maintained at a minimum of the following:
1) 10 percent of operating budget for emergency
2) 15 percent of operating budget for contingency and rate stabilization
3) $2 million for capital improvements
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- The Wastewater Fund Reserve shall be maintained at a minimum of the following:
1) 10 percent of operating budget for emergency
2) 15 percent of operating budget for contingency and rate stabilization
3) $1 million for capital improvements
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- The Solid Waste Fund Reserve shall be maintained at a minimum of the following:
1) 10 percent of operating budget for emergency
2) 15 percent of operating budget for contingency and rate stabilization
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Capital Improvement Policies:
- A five-year comprehensive Capital Improvement Plan (CIP), identifying proposed major
construction projects, capital equipment outlays, land acquisition and other capital improvement
expenditures, and providing an analysis of the estimated funding available and necessary to fund
these projects, shall be prepared each year and presented to the City Council for approval.
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- The plan shall identify all proposed projects to be initiated during the five-year period.
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- The first year of the five-year plan shall be appropriated annually. The appropriations for each
project are ongoing until project completion, project cancellation or amendment.
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- The adopted capital improvements budget shall only include those projects which can
reasonably be accomplished or substantially started within the fiscal year.
...
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- Recurring annual projects shall be closed out at the end of the fiscal year or as soon as all
related expenditures have been paid.
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- Capital projects will be reviewed on an annual basis for amendments or potential
closure/cancellation.
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- A list of unscheduled projects (projects not included in the five-year period) will be identified
in the five-year plan as an indication of potential future projects.
...
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- Future potential ongoing operating costs associated with a project will be identified with the
project in the five-year plan.
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3-40
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.,,,~
~.,
FINANCIAL AND BUDGETARY POLICY
(Continued)
"",. Cash Management and Investment Policies:
- The City will follow modem cash management practices that require active revenue oversight,
prompt collection, deposit and investment of all funds and cash flow management which
,"'. maximizes the amount of invested cash balanced with the timely payment of obligations.
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- The City will invest all funds in accordance with the Investment policy based on the following
criteria:
1) Safety of investment
2) Maintenance of sufficient liquidity to meet cash flow needs
3) Attainment of a total rate of return consistent with the requirements of the City's
Investment Policy
- The City shall conduct all of its investment activities in accordance with the California
Government Code Section 53600 and the City's investment policy.
- The City's investment policy shall be updated as necessary and approved by the City Council
on an annual basis. A complete report on the City's investment portfolio shall be presented to
the City Council on a regular basis.
- A cash flow analysis shall be prepared on a monthly basis in order to estimate the amount of
funds available for investment.
Accounting Policies:
- A financial accounting system adequate to provide management information and meet reporting
requirements shall be maintained.
- A system of effective internal controls will be maintained that assures only properly authorized
expenditures, recordings of financial transactions and accounting entries are executed.
- The City's financial records will be audited annually by an independent accounting firm as
required by the City Charter.
- A Comprehensive Annual Financial Report (CAFR) shall be prepared each year within six
months of the close of the previous fiscal year.
- The CAFR shall be prepared in accordance with generally accepted accounting principles
applicable to local governments.
3-41
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FINANCIAL AND BUDGETARY POLICY
(Continued)
-
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Debt Management Policies:
- Long-term borrowing will be restricted to the funding of capital improvement projects and
equipment. The use of long-term borrowing for ongoing operations shall be avoided.
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- Debt obligations will be met in a timely and efficient manner.
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- The term of the debt shall not exceed the expected useful life of the capital improvement
project or equipment.
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- The City will comply with all debt covenants.
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- The City will not exceed its legal debt margin limit of 15 percent of assessed value of property
within the City limits.
...
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- Refunding techniques will be used where appropriate to allow for the restructuring of its current
outstanding debt to remove or change restrictive covenants, and/or to reduce annual debt service
in an amount sufficient to justify the costs of the refunding/reissuance.
-
...
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Risk Management Policies:
-The City will maintain an appropriate level of funding or insurance coverage for exposure to
risks of financial loss through self-insurance, partial self-insurance, commercial insurance, or
pooled insurance, whichever form is the most cost effective in the long term.
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- City property shall be appropriately insured or self-insured to cover the City's losses through
theft, destruction, fire and other insurable perils.
-
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- All liability-type losses and claims that occur with predictable frequency and which will not
have a significant adverse impact on the City's financial position shall be self-insured to an
appropriate level. The City shall be insured or self-insured for unemployment insurance and
workers compensation insurance.
...
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- An annual survey shall be made of all insurance and self-insurance to monitor and compare
costs.
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3-42
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.,,~~
....
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"-~.
GLOSSARY
Accounting System - The total structure of records and procedures which identify, record, classify,
summarize, and report information on the financial position and results of operations of a government.
Adjusted Budget - The Adopted Budget plus/minus any mid-year Council action.
"". Adopted Budget - The final budget document in which formal action is taken by the City Council to set the
spending plan for the fiscal year.
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Adoption - Formal action by the City Council to accept a document.
Annual Budget - The total budget for a given fiscal year as approved by City Council.
Appropriation - A legislative act authorizing the expenditure of a designated amount of public funds for a
specific purpose.
Assessed Valuation - A value established by the County Assessor which approximates fair market value of
real or personal property. By state law, one hundred percent of the property value is used for determining
the basis for levying property taxes.
Bonds - A written promise to pay a sum of money on a specific date at a specified interest rate.
Budget - A financial plan identifying estimated revenues, planned expenditures and levels of service.
Budget Adjustment - Any changes approved by council after the formal adoption of the budget.
Capital Improvement Program (CIP) - Annual appropriations for capital projects such as City buildings,
general plan update, park renovations, etc. These projects are usually multi-year, and thus extend beyond
the annual budget. The CIP's are supported by a five year expenditure plan detailing funding sources and
expenditure amounts.
Capital Outlay - Expenditures that result in the acquisition of assets with an estimated useful life of more
than two years and a unit cost of $3,000 or more (account classification 56100's).
COLA - Cost of living adjustment.
Contingency - A budgeted reserve set aside for emergency or unanticipated expenditures, and revenue
shortfalls.
Consumer Price Index (CPI) - A statistical measure of price levels provided by the U.S. Department of
Labor signifying the cost of living and economic inflation.
Certificates of Participation (C.O.P.)- Provides long term financing through a lease, installment of sale
agreement or loan agreement.
Debt Retirement Costs - Costs associated with the retirement of debt.
3-43
...,.
"'.
Debt Service - The payment of principal and interest on borrowed funds such as bonds.
-
~
Debt Service Fund - An account used to track the monies set aside for debt service.
-
Department - The highest organizational unit which is responsible for managing divisions within a
functional area.
~
..
Division - An organizational unit that provides a specific service within a department.
~
Ending Balance - The excess of a fund's cumulation of revenues over its expenditures.
-
liJiiW;'
Estimated Revenue - The amount of revenue expected in some period.
-
Expenditure - The use of financial resources typically spent for goods or services.
....
-
Fiscal Year - A 12-month period specified for recording financial transactions. The City of Mountain
View's fiscal year starts on July 1 and ends on the following June 30.
~
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Full-Time Equivalent (FTE) - Part-Time and Hourly positions expressed as a fraction of Full-Time
Positions (2080 hours per year). Example: 3 positions working 1/2 time equals 1 1/2 FTE's.
-
-
Fund - A fiscal and accounting entity with a self- balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives
in accordance with special regulations, restrictions, or limitations.
-
-
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General Fund - Accounts for the operations of the City which are not recorded in other funds.
-
-
General Government - A grouping of departments that support those which give direct service to the
public.
-
....
Goals - A set of criteria to be achieved within a certain time period.
-
Grant Funds - Monies received from another government such as the State or Federal Government, usually
restricted to a specific purpose.
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-
...,
Gross - Amount prior to any deductions.
-
IF AS - The accounting and budgetary system used by the City of Mountain View.
-
Infrastructure - a substructure or underlying foundation on which the continuance or growth of a
community depends; such as roads, schools, transportation systems, etc.
-
...
Interdepartmental Charges - Charges from one department or fund to another department or fund within
the City of Mountain View.
-
...
Interfund Expenditure - An expenditure reported in one department or fund that is generated by another
department or fund within the governmental entity.
3-44
-
...
-
...
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Interfund Transfers - Movement of money from one fund to another within the City of Mountain View.
Intergovernmental Revenue - Grants, entitlements and cost reimbursements from another federal, state or
local governmental unit.
Labor Chargeback- An account used to credit salaries and benefits when time is charged to a capital
improvement project or another fund or department for services provided.
Maintenance and Operations - Cost of upkeep and running of property or equipment (account
classification 55200's).
Materials and Supplies - Expenditures for goods used to support operations (account classification
55100's).
Mission Statement - A broad direction based on the needs of the community. A mission is general and
timeless; it is not concerned with a specific achievement in a given time period.
Net - Amount after consideration of any adjustments.
Objective - Something aimed at or strived for.
Operating Budget - Plans of current expenditures and the proposed means of financing them. The annual
operating budget is the primary means by which most of the financing acquisition, spending and service
delivery activities of a government are controlled.
Other Expenses - All expenditures not recorded in other major account classifications (account
classification 55500's).
Other Fund - A fund which accounts for resources that are legally restricted to expenditures for specific
operational purposes.
Overhire Position - A position created for temporary use above the approved budgeted number of
positions. This is used as an overlap when someone is retiring, out on disability, etc.
PerformancelWorkload Measures - Number or percentage of work category completed or performed.
The performance/workload measures provide an indicator of the amount of work performed or measures the
quality of effectiveness of work performed by a department or program from year to year.
PERS - Public Employees Retirement System.
Personnel Services - Salaries and benefits paid to City employees (account classification 54100-54300's).
Position Classification - Includes job titles, job grades, and job families for an overall job level.
Professionalffechnical Services - Expertise purchased from external sources (account classification
55400's).
3-45
...
......
Property Tax Apportionment - The allotment of direct taxes on the basis of population.
-
Proposed Budget - The initial spending plan for the fiscal year presented to the City Council before
adoption.
~
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Proposition 4/GANN Initiative Limit - The City is required, under Article XIIIB of the State Constitution
to limit appropriations from proceeds of taxes. The annual appropriation limit is based on data received
from the State, including various growth measures such as population, CPI, and non-residential construction
changes.
-
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-
Reserves - An account classification used to indicate that a portion of fund resources is not available for
appropriation and subsequent spending.
~M
~
Revenue Enhancements - Any action that increases current revenue sources or creates new ones.
~
-
Section 1103 of City Charter - Mandate that the City Manager will send a careful estimate, in writing
detailing the amount of expenditures required to ensure the proper conduct of business at all levels the City
Manager has control of, and an estimate of incomes expected.
-
-
Secured - Debt guaranteed by the pledge of assets or other collateral.
..
...
Services to Other Departments - Includes interdepartmental charges and credits received for work
performed for another department or fund (account classification 54100).
..
...
Significant Changes - Any change resulting in an increase in the budget of more than the expense
guidelines provided by the City Manager. The expense guideline for Fiscal Year 2000-01 is a 0% increase
over Fiscal Year 1999-2000.
-
-
..
Taxes - Compulsory charges levied by a government for the purpose of financing services performed for
the common benefit.
-
-
Unsecured - Obligation not backed by the pledge of specific collateral.
-
Utilities - A public service such as gas, electricity, or water. Also used to account for expenditures for
services such as gas, electricity, water, refuse collection, etc. (account classification 55300's).
..
-
Utility Rolls - Utility property assessed by the State Board of Equalization.
~
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...
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3-46
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NOTES
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GENERAl OPERATING FIJND I
Statement of Revenues Expenditures ami Ralances
Audited Adopted Unaudited Adopted 3
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01 3
Revenues and Sources of Funds:
Property Taxes $ 10,297,838 9,936,754 11,533,502 11,667,533
Sales Tax 19,614,613 20, I 02,607 21,786,781 17,325,116 m
Other Local Taxes 6,356,909 6,648,401 7,907,973 7,439,281
Licenses, Permits & Fees 5,666,729 4,876,847 6,202,462 5,081,358
Fines. Forfeitures 296,234 265,182 400,402 315,000 J
Intergovernmental 3,827,289 3,812,240 4,672,353 4,708,711
Use of Money & Property 8,210,381 8,157,223 8,338,287 8,507,546
Charges for Services 3,161,027 2,495,969 3,434,742 2,310,042 ~
Other Revenues 859,907 574,211 820,752 500,600
Interfund Revenues & Transfers 7,714,321 7,286,463 7,720,455 7,597,563
Loan Repayments 1.894.252 1.894,252 1,894,252 1,894,252 n
Total 67,899,500 66,050,149 74,711,961 67,347,002
Expenditures and Uses of Funds: I
Operations 53,743,980 58,505,146 55,289,967 61,208,102
Debt Service Payments 2,143,549 2,154,688 2,145,355 2,150,355 I
Loan Repayment- \Vaste \Vater 80,894 0 0 0
Transfer to GF Environmental Reserve 200,000 0 0 0
Transfer to Local Law Enf Dieck Grant 278 0 0 0
Transfer to Equip Replace Res 1,200,000 1,400,000 1,400,000 1,600,000 0
Transfer to Self Insurance Funds 971. 966 1.011,117 1,01l.!17 921,368
Total 58,340,667 63,070.951 59,846,439 65,879,825 3
Revenues and Sources Over (Under)
Expendinlres and Uses 9,558,833 2,979,198 14,865,522 1,467,177 a
Economic Stabilization Contingency (3,895,073 ) (2,979,198) (2,979,199) (1,467,177)
Beginning Balance, July 1 0 0 0 0 D
Ending Balance. June 30' $ 5,663,760 0 11,886,323 0
*Balance is transferred to various Reserves after the end of the fiscal year, less any reserves for encumbrances I
and changes in assets and liabilities.
The General Operating Fund accounts for the operations of the City which are not recorded in other funds. 0
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Stair-men! of Revf'nlle~ Expenditures and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
21 05 Funds $ 458,492 450,515 454,600 450,000
2106 Funds 353,552 344,970 340,618 340,000
2107 Funds 601,386 580,000 617,557 600,000
2107.5 Funds 7,500 7,500 7,500 7,500
Investmcnt Earnings 70,997 57,796 61,061 73,393
Capital Projects Refunds 61,816 0 0 0
Total 1,553,743 1,440,781 1,481,336 1,470,893
Expenditures and Uses of Funds:
Capital Projects 1,367,000 1,070,000 1,070,000 1,035,000
Transfer to General Fund 708,969 723,149 723,149 752,074
Total 2,075,969 1,793,149 1,793,149 1,787,074
Revenues and Sources Over (Under)
Expenditures and Uses (522.226) (352,368) (311,813) (316,181)
Beginning Balance, July 1 1,189,510 676,580 667,284 355,471
Ending Balance. June 30 $ 667,284 324,212 355,471 39,290
I. Section") 10) Funds' Expl.:nditure of funds apportioned may be made for any street purpose.
Funds apportioned to the City are on a per capita basis. In order to receive any allocation pursuant to this
section the City shall annually expend from its General Fund for street and highway purposes an
amount not less than the annual average of its expenditures from its General Fund during the 1987-88,
1988-89 and 1989-90 fiscal years as reponed 10 the Controller pursuant to Section 2151.
2. Section 2106 <lnd I. 1 07 Funds' Expenditure of funds apportioned may be made for any street purpose.
This includes construction, purchase of right-of. way, or maintenance. Funds are apportioned as follows:
(a) 2106: $4.800 fixed amount and a per capita distribution; (b) 2107: a per capita distribution, and
interest earnings.
3. Section 2107 'i Funds-Engineering' Funds are required to be used exclusively for engineering and administrative
costs in respect to streets and roads. The amollnt of $7,500 apportioned to the City is based on population.
ExpendinlteS of this fund ate limited to specific purposes as prescribed by law; primarily road construction,
maintenance and certain administrative costs. All expenditures are audited by the State Controller's office.
4-5
CONSTRIJCTIONTAX - REAl PROPERTY CONVEYANCE TAX FUND
Statt'ment of Revenlles Expenditures and Balances
Audited Adopted Unaudited Adopted
Acnlal Budget Actnal Budget
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
Real Property Conveyance Tax $ 2,820,937 1,800,000 3,100,513 2,000,000
Construction Tax - Residential 14,426 1,000 7,017 5,000
Construction Tax - Other 117,849 30,000 53,159 50,000
Investment Earnings 357,074 325,665 382,694 391,893
Capital Projects Refunds 69.090 0 0 0
Total 3.379.376 2.156.665 3,543,383 2,446.893
Expenditures and Uses of Funds:
Capital Projects 4,142,000 4,838,000 4,838,000 2,739,000
Transfer to General Fund 27,916 30.000 30,000 30.000
Total 4,169,916 4.868.000 4,868,000 2.769,000
Revenues and Sources Over (Under)
Expenditures and Cses (790,540) (2,711,335) (1,324,617) (322,107)
Beginning Balance, July I 4,493,355 3.702,815 3,702,815 2,378.198
Ending Balance. June 30 $ 3,702,815 991,480 2,378,198 2,056,091
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The ConstrU(11lJ1l T;1\ and ReJI Property COI1\'t:yallce Tax Fund revenues are derived from fees authorized by Mountain
View Code. Section 29.63. The Real Property Conveyance Tax is assessed at $1.65 for each $500 afreal property a
transfened in the City. These revenues are to be used for the implementation of the Capital Improvements
Program.
4-6
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BELOW MARKET RA 1'1' HOI ISING FOND
Statement of Revenues Expendinlres and Balances
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Actual Iludget Actual Budget
1998,99 1999,2000 1999-2000 2000-0 I
Revenues and Sources of Funds:
Below Market Housing In Leiu Fees $ 0 0 0 0
Investment Earnings 0 0 0 0
Total 0 0 0 0
Expenditures and Uses of Funds:
Administrative Costs 0 0 0 25,000
Total 0 0 0 25,000
Revenues and Sources Over (Under)
ExpendinIres and Uses 0 0 0 (25,000)
Beginning Balance, July 1 0 0 0 0
Ending Balance, June 30 S 0 0 0 (25,000)
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The Below ~1arket Rate Housing Program requires that 10.0% of all new residential units be made affordable to low
and moderate income households. A developer may pay a fee in lieu of providing these units.
These funds will then be used to provide affordable housing approved by City Council.
The City has I.'olltractl.'d \\ ith the HOllsing Authority of Santa Clara County to provide the administrative support
for this program.
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REVITAl IZATION AUTHORITV F1JND
Statement of Revenues Expendihlres and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 I 999-~000 1999-2000 2000-0 I
Revenues and Sources of Funds:
Property Taxes S 1.505,489 1,112,307 1,579,879 1,350,451
Investment Earnings 83,426 73,558 80,008 80,918
Loan From Revenue Stabilization 0 0 413,000 0
Gain on Sale of Property 312,000 0 0 0
Transfer - CIP Reserve 15,000 0 0 0
Other Revenues 0 0 1,143 0
Total 1,915,915 1,185,865 2,074,030 1,431,369
Expenditures and Uses of Funds:
Operations 64,916 122,899 64,734 130,696
General Fund Administration 44,245 44,245 44,245 94,948
Certificates of Participation 704,767 756,513 713,157 758,350
Housing Set Aside 301,098 222,461 3 I 5,976 270,090
Capital Projects I 77,000 0 0 0
Property Purchase 0 0 725,000 0
Interest - General Fund Loan 0 0 23,750 23,748
Transfer to General Fund 0 6,000 6,000 6,000
Transfer to Equip Replace Res 1,404 1,348 1,348 1,429
Transfer to Self Insurance 0 0 0 445
Total 1,293,430 1.153,466 1,894,210 1,285,706
Revenues and Sources Over (Under)
Expenditures and Uses 622,485 32,399 179,820 145,663
Beginning Balance, July I 608,158 1,230,643 1,230,643 1,410,463
Ending Balance. June 30 S 1.230.643 1,263,042 1,410,463 1,556,126
Housing Set Aside Fund'" S 162,692 385, I 53 597,053 882,317
Creation ofa Revitalization Authority was authorized by Council Ordinance No. 38.69, adopted October 27,1969.
The initial project area is the Civic Center shopping area, as provided in Council Resolution 8507, adopted
December 15, 1969. Financing of capital improvements may include tax increment financing as authorized by
the California Redevelopment Law (Section 33670 of State lIealth and Safety Code).
Actual 1993-94
Actual 1994-95
Actual 1995-96
Actual 1996-97
Actual 1997-98**
Actual 1998-99
Actual 1999-2000
Adopted 2000-0 I
Total
Assessed Value
$107,088,696
$92,434,660
S94,084,698
$98,506,888
$112,488,297
SI25,444,984
$139,030,493
$141,386,399
Frozen Rase
$12,770,160
$12,770,160
$12,770,160
$12,770,160
$21,235,200
S21,235,200
S2 1 ,235,200
S21,235,200
Tax
Increment Value
$94,318,536
$79,664,500
$81,314,538
$85,736,728
$91,253,097
$104,209,784
$117,795,293
$120,151,199
The Re\"Jtalization Authority receives tax increment derived from the difference in the frozen base year
value and the current year assessed value.
*Future funds are committed to the Efficiency Studios project.
**The County made a correction to the ti'ozen base for Fiscal Vear 1997-98.
4-8
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SHORE! INE GO! F I INKS FOND
Statement of Revenues Expendihlres and Balances
Audited Adopted Unaudited Adopted
Acnlal Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-0 I
Re\'enues and Sources of Funds:
Investment Earnings S 192,447 180,885 227,715 203,742
Green Fees 2,090,411 1,960,000 1,817,125 1,870,000
Range Revenue 416,604 330,000 408,038 420,000
GolfCar/Other Rentals 347,613 420,000 322,366 340,000
Golf LessonslClub Repair 52,853 84,366 8 I ,405 84,366
Rewil Sales 354,117 320,000 355,7 I 7 320,000
Other Re\'enues 14,459 15,000 16,078 10,000
Capital Projects Rellll1ds 2,302 0 0 0
Total 3.470.806 3.3 I 0,25 I 3,228,444 3,248, I 08
Expenditures and Uses of Funds:
Operations 2,198,796 2,454,094 2,270,391 2,827,018
Capital Projects 1,200,000 1,570,000 1,570,000 455,000
General Fund Administration 0 0 0 200,000
Transfer to Equip Replace Res 0 0 0 76,336
Transfer to Self Insurance 0 0 0 24,236
Total 3.398.796 4.024.094 3.840,391 3,582,590
Revenues and Sources Over (Under)
Expenditures and Uses 72.010 (713,843 ) (611,947) (334,482)
Beginning Balance, July I 2,775.73 I 2.847.741 2.847.741 2.235.794
Ending Balance, June 30 $ 2.847.741 2.133.898 2,235,794 1.901,312
The Shorelinc Golf Links Fund was created to record expenditures related to the City's operation of the
Golf Course. The City commenced direct management of the course on December I, 1995.
4-9
PARKING DISTRICT #2 FUND
Statement of Rev en lies Expenditures and Balances
Audited Adopted Unaudited Adopted
Acntal Budget Acntal Budget
1998-99 1999-2000 1999-2000 2000-0 I
Re\'t:'nut's <lnd Sources of Funds:
Property Taxes $ 95,318 103,333 98,112 100,790
Permit Revenues 48,398 51,957 69,287 60,000
Homeowner's Tax Exemption 2,870 2,870 2,744 2,700
Maintenance Assessment 160,163 160,000 160,098 160,000
Investment Earnings 136,371 158,590 132,402 128,351
Other Revenues 1,695 1,000 2,000 1,000
Parking In Lieu Fees 624,000 0 0 0
Total 1,068,815 477,750 464,643 452,841
Expenditures and Uses of Funds:
Operations 99,622 129,518 74,481 131,190
Capital Projects 50,000 0 0 750,000
General Fund Administration 3,000 3,000 3,000 3,000
Special Assessment District 124,545 0 0 0
Transfer to General Fund 106,000 108,400 108,400 108,400
Transfer to Equip Replace Res 458 425 425 409
Total 383,625 241,343 186,306 992,999
Revenues and Sources Over (Under)
Expenditures and Uses 685,190 236,407 278,337 (540,158)
Beginning Balance, July I 721,085 1,406,275 1,406,275 1,684,612
Reserve for Future Porking Structure (661,043) (703,970) (735,651 ) (56,533)
Ending Balance. June 30 $ 745,232 938,712 948,961 1,087,921
The Parking District is a maintenance assessment district in the downtown Castro Street area created to
provide for and maintain parking lots. In addition to property tax revenues, an annual assessment is levied
on properties in the district. The Mountain View City Code requires that as a condition of approval for any
development wilhin the Downtown Parking District, the developer or owner shall provide the required off-street
parking. pay the parking in lieu fee established by Councilor a combination fa the two. These funds are collected
and reserved to fund the construction of new parking spaces.
4-10
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StlPPI EMENT AI lAW ENFORCEMFNT SER VICES FI IND
St:Henwnt of Ren:Ollues Fxpf'ndinlres and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
COPs Grant $ 168,485 92,497 166,989 150,000
Investment Earnings 0 11,804 0 0
Other Revenues 0 0 5,864 0
Total 168,485 104,301 172,853 150,000
Expenditures and Uses of Funds:
Expenditures 162.800 166,638 177,333 185,333
Total 162.800 166,638 177,333 185,333
Revenues and Sources Over (Under)
Expenditures and Uses 5,685 (62,337) (4,480) (35,333)
Beginning Balance, July I 133.145 138.830 138.830 134350
Ending Balance. June 30 $ 138.830 76,493 134,350 99,017
The Supplemental Law Enforcement Services Fund receives revenues from a state grant to counties and cities to
fund additional frontline law enforcement services. The City is required to report periodically to an oversight
committee in each county.
4-11
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COMMI INITY DEVElOPMENT mOCK GRANT FI [ND
Statement of Revenue.;; Fxpenditures and Ralances
Audiled Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 ] 999-2000 1999-2000 JOOO-2001
Revenues and Sources of Funds:
Federal Grant $ 1,336,08 I 866,000 2]7,397 864,000
Home Program 629,901 427,000 24,735 430,000
Investment Earnings 58,050 40,000 19,966 20,000
Loan Repayments 131,634 5,000 86,723 6,000
Other Revenues 1,037 0 71,099 0
Total 2,156,703 1.338,000 419,920 1,320,000
Expendinlfes and Uses of Funds:
Expenditures 2, I 89,365 1,538,200 384, II 1 1,523,500
Total 2,189,365 1,538,200 384,1 I I 1,523,500
Revenues and Sources Over (Under)
Expenditures and Uses (32,662) (200,200) 35,809 (203,500)
Reprogrammed Revenue 0 40,000 40,000 46,500
Beginning Balance, July I (57,041) (89,703) (89,703) (13,894)
Ending: Balance. June 30 S (89,703) (249,903) (13,894) (170,894)
The Conununity Development Block Grant Fund derives its revenues from grants received from the Department
of Housing and Urban Development. The intent of the program is to enhance the physical development of the
community. Public services are also eligible to a limited extent.
4-12
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[DCAI lAW FNFDRCFMFNT HI DCK GRANT FOND
Statement of Revenues Expenditllres and Ralances
Revenues and Sources of Funds:
Audited Adopted Unaudited Adopted
Actua[ Budget Actua[ Budget
1998.99 [ 999.2000 1999.2000 2000.01
$ 2,[84 0 [,001 0
10,278 0 0 0
12,462 0 [,001 0
Investment Earnings
[nterfund Transfer
Tota[
Expenditures and Uses of Funds:
Expenditures
98,520
98,520
o
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16,593
16,593
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Tota[
Revenues and Sources Over (Under)
Expenditures and Uses
(86,058)
o
(15,592)
o
Beginning Ralanct". July 1
117.484
31.426
31,426
[5,834
Ending Ba[ance, June 30
$
3 [.426
31,426
15,834
[5.834
A federal grant from the Local La\\' Enforcement B[ock Grant Program/Crime Control Act of [996 allocates
funding to local law enforcement agencies for conununity policing. The grant program requires matching
funds ofa minimum of 10% of the total program costs. An adopted grant amount is not included as the
U.S. Department of Justice (DOJ) does not approve the final amount until after the City's budget is adopted.
l}poll receipt of tin~1i notification from DOJ, staff will return to Council with the grant information for a mid year
budget amendment.
4-13
CARLE TELEVISION FlIND
Statt>lllent of Revenues Expendihlres and Ralance"
Audited Adopted Unaudited Adopted
Actnal Budget Actual Budget
1998-99 1999-2000 1 999-7000 2000-01
City Operations'
Revenues and Sources of Funds:
Franchise Fees (3%) $ 240,633 220,200 248,832 248,130
TCI Lease Payment (PEG Support) 73,000 73,000 73,000 73,000
Total 313,633 293,200 321,832 321,130
Expenditures and Uses of Funds:
Expendinm:s 170,317 256,350 223,956 259,455
Transfer to General Fund 120,316 110,100 124.416 124,065
Total 290,633 366.450 348,372 383,520
Rcyt:l1ues and Sources Over (L'nder)
Expenditures and Uses 23,000 (73,250) (26,540) (62,390)
Operations-Beginning Balance. July 1 716,437 739.437 739,437 712,897
Operations-Ending Balance, June 30 739.437 666,187 712,897 650,507
Public Access'
Revenues and Sources of Funds:
Franchise Fee (2%) 160,422 146,800 165,888 165,420
Interest Earnings 43,039 41,250 41,684 43,125
Total 203,461 188,050 207,572 208,545
Expenditures and Uses of Funds 215,856 214,950 226,137 208,545
Revenues and Sources Over (Under)
Expenditures and Uses ( 12,395) (26,900) (18,565) 0
Public Access-Beginning Balance, July I 784,978 772,583 772,583 754,018
Public Access-Ending Balance, June 30. 772,583 745,683 754,018 754,018
City Operations & Public Access Balance S 1,512,020 1,411,870 1,466,915 1,404,525
Ordinance ]\;0. 12.80 was adopted on April 14, 1980 which added Chapter 37 to the Mountain View City Code
relating to Cable Television franchise regulations. It is anticipated that all expenditures incurred by the City
will be recovered by franchise fee revenue.
Fees are separated and used for two purposes: 3% is used for City operations and the remaining 2% is used for
public access programming. City Council has currently committed the "2%" public access revenue to Mountain
View Community Television plus one-half of the "3%" of City operation revenue. The remaining one half of
the "3%" is General Fund revenue.
. A balance of $750,000 is maintained for public access with interest earnings paid monthly to Mountain View
Conmlunity Television.
4-14
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~ SHOREl INE REGIONAl PARK r:OMMIINITY FlIND
Statement of Revenues Expenditures and Balances
Audited Adopted Unaudited Adopted
C Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
~ Property Taxes $ 15,575,621 16,086,768 16,493,973 16,658,274
Investment Earnings 998,744 929,498 1,386,420 1,196,362
Other Revenues 137,153 172,925 186,560 113,000
~ Capital Projects Refunds 198,847 0 34,939 0
Bond Interest Earnings 980,000 150,000 3,176,416 0
Total 17,890,365 17,339,191 21,278,308 17,967,636
a Expenditures and Uses of Funds:
Operations 2,109,644 2,354,569 1,740,181 2,372,705
Capital Projects 8,822,000 1,599,000 1,853,000 2,673,000
~ General Fund Administration 2,698,812 2,482,974 2,482,974 2,697,004
Principal - 1992 T A Refunding Bonds 900,000 950,000 950,000 1,005,000
Interest - 1992 T A Refunding Bonds 1,286,972 1,240,985 1,233,091 1,184,263
C Principal- 1993 Tax Alloc Bonds 630,000 660,000 660,000 690,000
Interest - 1993 Tax Alloc Bonds 1,264,497 1,244,313 1,234,771 1,212,415
Principal - 1996 Tax Alloc Bonds 475,000 495,000 495,000 515,000
a Interest - 1996 Tax Alloc Bonds 1,126,301 1,114,802 1,106,810 1,092,695
General Fund Loan Repayment 1,894,252 1,894,252 1,894,252 1,894,252
Transfer to General Fund 0 0 101,000 0
~ Transfer to Shoreline Park 33,790 33,790 33,790 0
Transfer to Water 4,914 4,914 4,914 0
Transfer to Equip Replace Res 21,871 24,333 24,333 24,493
Transfer to Se1fInsurance Funds 5,008 5,509 5,509 8,119
g Total 21,273,061 14,104,441 13,819,625 15,368,946
Revenues and Sources Over (Under)
Expenditures and Uses (3,382,696) 3,234,750 7,458,683 2,598,690
I Beginning Balance, July 1 11,292,170 7,909,474 7,909,474 17,170,788
OCIP Recovery 0 0 1,802,631 0
I Ending Balance, June 30 $ 7,909,474 11.144.224 17.170,788 19,769,478
g Resolution 8184, February 10, 1969, endorsed a State Law to create the North Bayshore District. Subsequently, State
Assembly Bill 1027 (1969), Chapter 1109 created the Community. Assessed values are as follows:
Total Assessed Vallie Frozen Base Tax Increment Value
~ Actual 1993-94 $1,015,667,262 $35,460,276 $980,206,986
Actual 1994-95 $1,004,709,847 $35,460,276 $969,249,571
Actual 1995-96 $1,114,961,123 $35,460,276 $1,079,500,847
~ Actual 1996-97 $1,125,846,291 $35,460,276 $1,090,386,015
Actual 1997-98* $1,324,921,346 $37,141,721 $1,287,779,625
Actual 1998-99 $1,435,642,561 $37,141,721 $1,398,500,840
C Actual 1999-2000 $1,554,285,946 $37,141,721 $1,517,144,225
Adopted 2000-01 $1,630,143,157 $37,141,721 $1,593,001,436
C The Community receives tax increment derived from the difference in the frozen base year value and the current
year assessed value.
*In FY 1997-98 the County made a correction to the frozen base.
D 4-15
STORM DRAIN CONSTRlJCTlON FUND
Statement of Revenues Expenditures and Ralances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999- ?OOO 2000-0 ]
Revenues and Sources of Funds:
Existing Facilities & Front Footage $ 226,650 !D,OOO 5,94] 10,000
Investment Earnings 34,628 32,483 37,800 38,212
Capital Projects Refunds 0 0 134.722 0
Total 261.278 42,483 178,463 48.212
Expenditures and Uses of Funds:
Capital Projects 25,000 25,000 65.000 25,000
Total 25,000 25,000 65,000 25,000
Revenues and Sources Over (Under)
Expenditures and Uses 236,278 17,483 ] 13,463 23,2]2
Beginning Balance, July I 283,059 519.337 519,337 632,800
Ending Balance, June 30 $ 519,337 536,820 632,800 656,012
The Storm Drain Constmctioll Fund revenues are derived from off-site drainage fees authorized by Mountain
View Code Section 28.51. These revenues are to be used for storm drainage projects in the Capital
Improvements Program.
4-16
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PARK I AND DEDICATION FlIND
Statement of Revenues Expendihlrl:"s and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-0 I
Ren~nues and Sources of Funds:
Construction Fees S 1,765,251 0 1,217,127 0
Investment Earnings 207,819 186,830 279,505 281,991
Total 1,973,070 186,830 1,496,632 281,991
Expenditures and Uses of Funds:
Capital Projects 172.177 1.385,000 1.385,000 2,172,000
Total 172.177 1.385,000 1.385,000 2,172,000
Revenues and Sources Over (Under)
Expenditures and Uses 1,800,893 (1,198,170) 111,632 (1,890,009)
Beginning Balance, July 1 2,167,267 3,968,160 3,968,160 4,079,792
Designated for future C1P's (899,389) (1.417,394) (2,601,330) ( 429,330)
Ending Balance, June 30 S 3,068,771 1.352,596 1,478,462 1,760,453
The Parkland Dedication Fund (previously named the Recreation Construction Fund) revenues are
derived from fccs authorized by Chaptcr 41 of the Mountain Vicw Codc. These revenues are to bc used for park
and rccrcation projects. Effective FY 1997-98 each fee is approved and dcsignated by Council after it is received.
As this type of fee is dependant upon subdivision and single lot development, future revenue is no longer forecast
and budgeted in advance.
4-17
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I
W A TER FI IN!) 3
Statement of Revenues Fxpel1dinln~s and Balances
Audited Adopted Unaudited Adopted 3
Actual Budget Actual Budget J
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
Investment Earnings $ 933,459 957,068 1,135,488 985,842 ~
Water Sales 11,540,134 12,576,682 13,589,591 13,580,157
Connection Fees 20,231 5,000 10,853 5,000
\Vater Main Extensions 142,504 50,000 22,168 15,000 a
Other Revenues 207,408 150,000 318,642 200,000
Interfund Transfers 212,863 309,097 278,559 388,086
Capital Projects Refunds 423,061 0 0 0 n
Total 13,479,660 14,047,847 15,355,301 15,174,085
Expenditures and Uses of [-'unds: 0
Operations 3,724,315 4,289,207 3,888,298 4,382,223
\Vater Purchased 3,956,687 5,115,855 5,158,510 5,536,169
Capital Projects 3,146,000 6,372,000 6,448,300 8,326,000 ~
General Fund Administration 1,096,856 1,096,856 1,096,856 925,748
Depreciation 591,454 560,593 618,239 591,454
Transfer to General Fund 91,931 43,608 43,608 46,279 J
Transfer to Equip Replace Res 92,176 107,404 107,404 108,993
Transfer to Self Insurance Funds 25,054 27,559 27 ,559 32,629
Total 12,724.473 17,613,082 17,388,774 19,949,495 J
Revenues and Sources Over (Under)
Expenditures and Uses 755,187 (3,565,235) (2,033,473) (4,775,410) ~
Net Change In Non Current Assets 588,989 560,593 628,918 591,454
Beginning Balance, July 1 10,560,316 11,904,492 11,904,492 11,433,850 a
OC1P RecovelY 0 0 933,913 0 J
Reserve (4,679,522) (4,807,057) (4,807,057) (4,903,263)
Ending Balance, June 30 $ 7,224,970 4,092,793 6,626,793 2,346,631 ~
0
The \Vater Fund accounts for the operation and maintenance of all facilities required to supply, distribute n
and meter the water used by consumers in the City's service area.
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4-18 n
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C WASTEWATER FUND
Statement of Revenues Expenditures and Balances
~ Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
~ 199R-99 1999-2000 1999-2000 2000-0 I
Revenues and Sources of Funds:
In\'estment Ealllings S 822,424 830,242 997,416 871,555
~ Waste\vater Charges 7,765,976 8,191,874 8,011,721 8,354,001
Blended Water Charges 280,618 235,000 348,219 300,000
Connection Fees 36,743 27,000 24,737 27,000
~. Wastewater Main Extensions 152,895 50,000 56,078 50,000
Hazardous l"vlaterials Permits 256,20 I 280,000 258,044 280,000
Other Revenues 12,482 12,100 90,714 12,100
C Capital Projects Refunds 39,923 0 117,525 0
Loan Rpymt from General Fund 951,640 0 0 0
Total 10,318,902 9,626,216 9,904,454 9,894,656
C Expenditures and Uses of Funds:
~ Operations 2,623,392 3,149,063 2,708,979 3,063,374
Water Quality Control Plant 4,675,955 4,958,448 4,438,596 5,212,479
Capital Projects 1,165,000 1,681,000 1,589,500 1,533,000
General Fund Administration 837,722 837,722 837,722 911,012
~ Depreciation 453,368 557,545 467,257 453,368
Transfer to General Fund 41,931 43,608 43,608 46,279
Transfer to Special Assessment Dist 0 0 105,000 0
~ Transfer to \Vater Fund 143,729 160,057 144,788 194,955
Transfer tn Equip Replace Res 85,023 98,890 98,890 100,013
Transfer to Self Insurance Funds 13,472 14,820 14,820 16,400
m Total 10,039,592 11,501,153 10,449,160 11,530,880
I Revenues and Sources Over (Under)
Expenditures and Uses 279,310 (1,874,937) (544,706) (1,636,224 )
C Net Change In Non Current Assets 453,368 557,545 380,416. 453,368
Beginning Balance, July 1 14,699,046 15,431,724 15,431,724 16,214,064
C OCIP Recovery 0 0 946,630 0
~ Reserve (11,641,620) (10,660,620) (10,752,120) (10,419,120)
Ending Balance, June 30 S 3,790, I 04 3,453,712 5,461,944 4,612,088
~ This fund accounts for the operation and maintenance of all facilities (including Mountain View's
share of operation costs of the Palo Alto Regional Water Qualtty Control Plant) required to transport
and process wastewater. Chapter 35 of the City of Mountain View Code authorizes the collection of a
~ v..'astewater service charge. a connection charge and an existing facility and front footage charge.
. 4-19
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SOLID W ASTE MANAGEMENT Fl IND 3
Statement of ReveI1l1e~ Fxpendihlres and Balances J
Audited Adopted. Unaudited Adopted
Actual Budget Actual Budget
199R-99 1999- J 000 1999-2000 2000-0 I J
Re\'enues and Sources of Funds:
Investment Earnings S 239,744 225,831 320,909 210,419 ~
Waste Disposal Charges 8,350,351 8,64 7 ,684 9,162,757 9,162,337
Sale of Recycled Material 248,957 100,000 214,306 100,000
Other Revenues 51.588 0 87,220 0
City Revenues 8,890,640 8,973,515 9,785,192 9,472,756 0
Foothill Revenues 7,845,958 8,078,198 8,484,948 8,841,315
Total Revenues 16,736,598 17,051,713 18,270,140 18,314,071 n
Expenditures and Uses of Funds:
Operations 2,139,426 2,477,855 2,035,990 2,486,957 0
Collection and Disposal 5,710,271 5,537,416 6,373,788 6,235,944
Capital Projects 0 168,000 168,000 25,000
General Fund Administration 532, I 07 532,107 532,107 536,242 I
Depreciation 44,224 62,791 13,595 44,224
Transfer to General Fund 14,931 15,528 15,528 16,512
Transfer to \Vater 18,386 98,292 83,023 121,985 m
Transfer to Equip Replace Res 41.050 43,688 43,688 43,679
Transfer to Self Insurancl' Funds 12,094 13,303 13,303 14,444
City Expenditures 8,512,489 8,948,980 9,279,022 9,524,987 ~
Payments to Foothill 7,845,958 8,078,198 8,484,948 8,841,315
Total Expendinltes 16,358,447 17,027,178 17,763,970 18,366,302 J
Revenues and Sources Over (Under)
Expenditures and Uses 378,151 24,535 506,170 (52,231)
[]
;\let Change In I\:on Current Assets 29,992 62,791 31,994 44,224
Beginning Balance, July I 4,863,689 5,271,832 5,271,832 6,235,584 I
GCIP Recovery 0 0 425,588 0
Reserves (2,359,379) (2,359,379) (2,359,379) (2,374,989) I
Ending Balance, June 30 S 2,912,453 2,999,779 3,876,205 3,852,588 I
The Solid \Vaste Management Fund is responsible for the collection, transportation, recycling and a
disposal services of the City. II also manages the City's landfill post closure maintenance activities.
Revenues and payments for Foothill Disposal Company (Foothill) are included for informational purposes
only. A budget is not adopted for Foothill.
3
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EOlJlPMENT MAINTENANCE AND REPLACEMENT INTERNAl SERVICE FOND
Statement of Revenues Expenditures and Ralances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
199&-99 1999-2000 1999-2000 2000-0 I
Revenues and Sources of Funds:
Service Charges $ 1,152,741 1,439,600 1,222,644 1,502,100
Investment Earnings 368,167 332,477 403,366 391,501
Other Revenues 99,599 0 136,219 0
Transfer - General Fund 1,200,000 1,400,000 1,400,000 1,600,000
Transfer - General Fund Reserve 377,475 301,043 301,043 68,992
Transfer - Other 257,028 292,721 292,721 372,089
Total 3,455,010 3,765,84] 3,755,993 3,934,682
Expenditures and Uses of Funds:
Operations 1,146,165 ],300,147 ],2]3,196 1,383,322
Equipment Purchases 1,421,807 2,263,185 ] ,364,674 ] ,562,700
Transfer to Water Fund 45,834 45,834 45,834 71,146
Transfer to Equip Replace Res 15,046 16,633 ]6,633 16,737
Total 2,628,852 3,625,799 2,640,337 3,033,905
Revenues and Sources Over (Under)
Expendinlres and Uses 826,158 ]40,042 I,] ]5,656 900,777
!'\et Change In Non Current Assets 10,334 0 (23,389) 0
l3eginning Balance. July 1 5,839,520 6,676,012 6,676,012 7,802,712
ocrp Recovery 0 0 34,433 0
Equipment Replacement Reserve (6,720,362) (6,790,361) (7,847,383) (8,730,18])
Ending Balance, June 30 $ (44,350) 25,693 (44,671) (26,692)
Equipment maintenance activities were separated from the General Fund and established as an Internal
Service Fund in r-iscal Year 1984-85. The purpose of this fund is to account for centralized fleet maintenance costs
and to bill all funds utilizing maintenance services a proportionate charge. In addition, this fund accounts
for certain equipment replacement requirements of the City.
4-21
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WORKERS' COMPENSA nON SEI F-INSl JRANCE FUND
Statement of Revenues Expenditures and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01
Revenues and Sources of Funds:
Investment Earnings $ 195,825 179,635 193,616 195,039
Other Revenues I.I 29,053 1,012,343 1.012,343 953,399
Total 1,324.878 1,191,978 1,205,959 1,148,438
Expenditures and Uses of Funds:
Expenditures 1,120,117 1,391.761 1,539,380 1.530,117
Total 1,120.1 17 1,391,761 1,539,380 1,530,117
Revenues and Sources Over (Under)
Expenditures and Uses 204,761 (199,783) (333,421 ) (381,679)
Beginning Balance, July I 3,333,827 3,538,588 3,538,588 3,333,058
OC'lP RecO\'ery 0 0 127,891 0
Reserve - Future Claims Payable (2,539,104 ) (2,358,076) (2,807,528) (2,807,528)
Ending Balance, June 30 S 999,484 980,729 525,530 143,851
The City implemented a self-insurance program for Workers Compensation benefits on September 7, 1975
as authorized by Council Resolution No.1 0581. This program provides for State mandated
insurance benefits (salary and medical costs) for employees who are injured on the job.
Financially. this fund is composed of resources for current operating expenditures, future costs of
previously incurred injury claims and reserves for catastrophic losses. This fund also provides for the
administration of safety and loss prevention programs throughout the City to reduce the probability of
incurring future catastrophic claims against the City.
4-22
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I JNEMPI OYMENT SEI F.-INS! TRANCE FllND
Statement of R~vf"nlles FxpendihlTeS and Balances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-0 I
Revenues and Sources of Funds:
Investment Earnings $ 21,095 19,343 23,058 22,803
Other Revenues 63,378 47,490 47,510 48,529
Total 84,473 66,833 70,568 71,332
Expenditures and Uses of Funds:
Expendinues 40, II 7 67,250 25,926 67.250
Total 40,117 67.250 25,926 67,250
RL\L'IlUL'S and Sources O\"er'(Cnder)
Expenditures and Uses 44,356 (417) 44,642 4,082
Beginning Balance, July I 34 I ,495 385,851 385,851 434,047
OCIP Recovery 0 0 3.554 0
Ending Balance. June 30 $ 385.851 385,434 434.047 438,129
The City implemented a self-insurance program for unemployment benefits on March 13, 1978 as authorized by
Council Resolution No. 11975. This program provides for State and Federal mandated unemployment insurance
benefits for employees.
4-23
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I IARILITY INSl JRANCF FUND
Statement of Revenues Expenditmes and Ralances
Audited Adopled Unaudited Adopled
Actual Budget Actual Budget
199R-99 1999-2000 1999-2000 2000-0 I
Revenues and Sources of Funds:
Investment Eamings $ 273,093 252,785 294,781 289,353
Other Revenues 105,621 0 737,065 0
Transfer - General Fund 640,000 640,000 640,000 500,000
Total 1,018,714 892,785 1,671,846 789,353
Expenditures and Uses of Funds:
Expenditures 766,679 805,000 572,327 805,000
Total 766,679 805,000 572,327 805,000
Revenues and Sources Over (Under)
Expenditures and Uses 252,035 87,785 1,099,519 (15,647)
Beginning Balance, July I 4,861,779 5, 113,814 5,113,814 6,283,954
OC1P Recovery 0 0 70,621 0
Reserve - Future Claims (1,969,617) (1,969,617) (1,282,488) (1,282,488)
Ending Balance, June 30 $ 3,144,197 3,231,982 5,001,466 4,985,819
On August II, 1980. Council approved a self-insurance program for liability insurance effective September I, 1980.
Existing provisions include:
I. $500,000 self-insurance retention (SIR).
2. $ I 9.5 million coverage above the SIR through ACCEL joint powers authority, for a total of $20.0 million.
3. Claims approval authority to $30,000.
4. Collision coverage only for certain high. value vehicles.
Liability claims adjusting and monthly claims analysis reports are provided by a third party professional claims
adjusting firm. The City acts as its own agent and controls risk to limit liability loss exposure. Other insurance such
as fire, fidelity bonds and other coverages are not self-insured and are paid directly from the General Fund.
There is a $500,000 self-insurance retention for each liability incident. The minimum reserve
and balance for future claims of$2.0 million is maintained in accordance with Council policy.
4-24
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Revenues and Sources of Funds:
Investment Earnings
Transfer - General Fund
Transfer - General Fund Reserve
Transfer - Other Funds
Total
Expenditures and Uses of Funds:
Expenditures
Total
Revenues and Sources Over (Under)
Expenditures and Uses
Beginning Balance. July I
OCIP Recovery
Reserve
Ending Balance, June 30
RETIREES' HEAl TH PROGRAM INSURANCE FUND
Statement of RevemH"s Expenditures and Ralances
Audited Adopted Unaudited Adopted
Actual Budget Actual Budget
1998-99 1999-2000 1999-2000 2000-01
$ 365,391 318,257 438,005 414,338
297,737 333,465 333,465 392,308
1,000,000 0 1,000,000 0
49,877 54,865 54,865 89,634
1,713,005 706,587 1,826,335 896,280
319,144
319,144
274,870
274,870
489,942
489,942
388,330
388,330
1,393,861
318,257
406,338
1,551,465
5,495,687
6,861,078
8,489,393
6,889,548
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(5,060,000)
(7,921,440)
(5,060,000)
(7,552,813)
$
936,580
974,291
1,829,548
2,119,335
This fund was estabhshed in Fiscal Year 1985-86 as a self-insurance fund to pay the health insurance
premiums of retired City employees. An actuarial analysis to detemline the fund's future liability has
been conducted and the reserve has been supplemented as funds became available.
4-25
----
---
EMP[ OYEE BENEFITS SE[ F-[NSIJRANCF FUND
Statement of Revenues Expenditures and Balances
Revenues and Sources of Funds:
Audited Adopted Unaudited
Actual Budget Actua[
1998-99 1999-2000 1999-2000
S 11,807 [2,775 [5,551
1,199,129 1,048,433 85,2[2
34,229 37,652 37,652
5,75 [ 6,326 6,326
[ ,250,916 1,105,186 144,74[
Adopted
Budget
2000-01
Investment Earnings
Other Revenues
Transfer - General Fund
Transfer - Other Funds
17,315
o
29,060
6,639
53,014
Total
Expenditures and Uses of Funds:
Expenditures
1,211,316
1.211.316
1,111,666 115,378 79,700
1,111,666 115,378 79,700
(6,480) 29,363 (26,686)
287,033 453, I 08 483,492
0 1,021 0
(225,000) 0 0
55,553 483,492 456,806
Total
Re\"enues and Sources Over (Under)
Expenditures and Uses
39,600
Beginning Balance, July I
413,508
OCIP Recovery
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Reserve
(225,000)
Ending Balance, June 30
s
228, I 08
The Employee Benefits Self Insurance Fund accounts for the City's self insurance health program, vision and other
miscellaneous benefits, During Fiscal Year 1999-2000 the City discontinued the self insured medical plan and additional
stop loss coverage offered to employees.
4-26
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FIVE-YEAR FORECAST
FISCAL YEARS 2000-01 THROUGH 2004-05
This forecast is presented as a financial planning tool to assist the City Council in
understanding the potential long-term financial effects of budget decisions on the
revenue/ expenditure balance of the City's General Fund over the next five fiscal years.
Forecast Methodology and Major Assumptions
The forecast is for Fiscal Years 2000-01 through 2004-05. Since we cannot predict the
future, staff has prepared two possible revenue scenarios-conservative and less con-
servative. Expenditures are the same in both scenarios throughout the forecast period.
Revenues and expenditures for Fiscal Year 2000-01 are the same in both scenarios,
reflecting the adopted budget.
Expenditures are trended based on historical experience and information gathered from
various sources. The expenditure forecast does not assume any additional new
programs, positions or service level enhancements beyond that adopted for the
2000-01 fiscal year.
The major conclusions to be drawn from the forecast are summarized below.
. The forecast projects a major shortfall of revenues beginning Fiscal Year 2001-02
and increasing over the forecast period, suggesting it is possible the City could
experience future difficulty in maintaining the current level of expenditures.
Although the forecast contains cautious assumptions and an inherent margin of
error, this conclusion should be viewed as a warning that the City should be very
careful in adding new operating expenditures that may not be sustainable in the
future. These projections are not felt to be reliable enough to justify City actions at
this time. However, Council adopted a major goal to review and develop budget
reduction contingency plans to be used during Fiscal Year 2000-01, if necessary, or
to be considered in the Fiscal Year 2001-02 budget preparation.
. Sales tax revenue has declined over the last three years as a result of large retro-
active fund transfers, changes in use tax allocation and relocation of companies
outside of the City. Forecasting the multivariate factors that determine future
levels of sales tax revenue is complex and largely conjecture. It is likely the future
will not be a simple projection of historical trends. The importance of sales tax
revenue to City finances and the difficulty of projecting future revenues argues for
caution in interpreting the results of the forecast.
. No specific provisions have been incorporated in sales tax projections for the
future effects of e-commerce or State or local fiscal restructuring.
5-1
· Major revenue sources subject to fluctuations are presented in the two alternative
scenarios. The conservative scenario anticipates an economic downturn in the last
two years of the forecast period. The less conservative scenario includes minimal
to no growth for most sources. Growth assumptions determine the severity in
which revenues will be insufficient to finance expenditures for the fiscal years after
Fiscal Year 2001-02.
In addition, the major revenue sources are impacted by the variables discussed below:
· Sales tax revenue is subject to economic, technological and legal challenges.
Currently, the two most significant technological challenges include the rise of
electronic commerce and the transition of the City's industrial base from manu-
facturing to software. The software industry does not generate significant local tax
revenue. Sales tax revenue is allocated based on the "point of sale" where a taxable
transaction has occurred, as defined in State law and sales tax reporting regula-
tions. Electronic commerce will result in reduced sales tax revenue as a result of
the growth of interstate sales transactions (which are often untaxed) escaped taxes
and reduced allocations of the local tax share resulting from the difficulty of
determining the point of sale. Software sold and delivered electronically is not
subject to sales tax.
· Property tax revenue is impacted by assessed valuation and the proportionate
share of growth in the City compared to the rate of growth in the remainder of
Santa Clara County.
· Other Taxes:
Transient Occupancy Tax is impacted by the number and cost of hotel rooms
and the occupancy rate.
Utility Users Tax is dependent on the cost of energy, customer population
and consumption levels.
.
Investment earnings are impacted by the portfolio balance and the portfolio yield.
.
Licenses, Permits and Service Charges are impacted by the level of development in
the City.
.
The conclusions of the forecast are predicated upon extrapolation of current trends
and assumptions of future behavior in different economic scenarios.
5-2
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Alternative Scenarios
The major assumptions and methodologies common to the two alternative scenarios are
as follows:
. Adopted revenues represent all recurring revenue expected to be received and
there are no reservations for the Economic Stabilization Contingency after Fiscal
Year 2000-01.
. The Fiscal Year 2000-01 adopted budget amounts are projected through the
forecast period based on historical expenditure trends and assumptions regarding
future salary and benefit increases.
. Budget savings are not included in the forecast as it is intended as a budget
planning tool.
The major differences between the two alternatives are as follows:
1. Conservative Scenario:
. Sales tax is assumed to remain level through Fiscal Year 2002-03. The last two
years of the forecast reflect an estimated annual decline resulting from the
impact of an economic downturn.
. The City's share of the County-wide property tax is assumed to increase
5.0 percent annually through Fiscal Year 2001-02, increase 3.0 percent in Fiscal
Year 2002-03, then, in the last two years of the forecast period, increase
2.0 percent annually.
. The average cost of a hotel room is assumed to increase 1.0 percent in Fiscal
Year 2000-01 and remain level through the forecast period. The occupancy
rate remains level through Fiscal Year 2001-02 and declines thereafter.
. Utility Users Tax is assumed to increase 1.0 percent annually with some new
development factored in for Fiscal Year 2000-01. The decline in Fiscal
Years 2001-02 to 2002-03 reflects a 10.0 percent mandated reduction to
residential rates and the last two years of the forecast period increases
1.0 percent annually.
. The portfolio is assumed to earn 5.75 percent annually throughout the
forecast period.
. Development-related revenue is projected to decline in Fiscal Year 2000-01
from the Fiscal Year 1999-2000 unaudited actual and remain at that level
5-3
through Fiscal Year 2002-03. The last two fiscal years of the forecast include a
2.0 percent annual decline as the result of an economic downturn.
2. Less Conservative Scenario:
. Sales tax is projected to grow at an average annual rate of 2.0 percent in Fiscal
Year 2001-2002 then level off for the remainder of the forecast period.
. The County-wide assessed value and property tax revenue are assumed to
increase 5.0 percent annually.
. The average hotel room rate is projected to increase 1.0 percent for Fiscal
Year 2000-01 and 2.0 percent annually thereafter with a level occupancy rate
of 86.0 percent.
. Utility Users Tax is assumed to increase 2.0 percent annually and is adjusted
in Fiscal Year 2000-01 for an expanded customer base resulting from new
development currently under construction. The decline in Fiscal
Years 2001-02 to 2002-03 reflects a 10.0 percent mandated reduction to
residential rates and the last two years of the forecast period increases
2.0 percent annually.
. The portfolio is assumed to earn 5.75 percent for Fiscal Year 2000-01, increase
to 6.25 percent during the next two fiscal years and decline to 5.75 percent
annually thereafter.
. Licenses, Permits and Service charges are projected to remain level
throughout the forecast period.
Conclusion
Under the conservative scenario, the General Fund operating balance in Fiscal
Year 2004-05 indicates a negative balance of approximately $14.3 million. In the less
conservative scenario, the General Fund operating balance at the end of the forecast
period indicates a negative balance of approximately $11.6 million. Both scenarios
become negative in Fiscal Year 2001-02 and neither includes any reservation for the
Economic Stabilization Contingency after Fiscal Year 2000-01. This projection high-
lights the continuing necessity of controlling and managing the City's expenditure and
the possibility of reductions in the near future.
The forecast is updated annually as part of the budget process. Revenue trends are
closely monitored and compared to expenditures in the preparation of the budget, and
each fiscal year appropriate budget proposals will be made based on these revenue
trends over a five-year period.
5-4
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Included with this memo is a detailed presentation of the forecast summarizing, in
graphic form, the alternative scenarios described above and the assumptions used to
prepare the forecast.
5-5
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
[REVENUE & EXPENDITURE SUMMARYI
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c::::J "Conservative" _"Less Conservative" -Expenditures
Fiscal Annual Revenues
Year "Conservative"
1995-96 57,149,000
1996-97 64,510,000
1997-98 67,027,000
1998-99 67,900,000
1999-00 . 74,712,000
2000-01 .. 67,347,000
2001-02 68,065,000
2002-03 68,383,000
2003-04 68,938,000
2004-05 69,403,000
Annual Revenues
"Less Conservative"
67,347,000
68,865,000
70,109,000
70,972,000
72,100,000
Expenditures (1 )
47,783,000
52,019,000
54,380,000
57,504,000
59,846,000
65,880,000
70,129,000
74,483,000
78,969,000
83,673,000
(I) Includes the net changes in encumbrances, but does not include the Economic Stabilization
Contingency or budget savings.
· Unaudited
.. Adopted
5-6
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$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
ITOT AL REVENUES I
- - - - - '" '" '" '" '"
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. Actual o "Conservative" . "Less Conservativc"
Annual Revenues Annual Revenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 57,149,000 10.4%
1996-97 64,510,000 .12.9%
1997-98 67,027,000 3.9%
1998-99 67,900,000 1.3%
1999-00 . 74,712,000 10.0%
2000-0 I .. 67,347,000 (9.9%) 67,347,000 (9.9%)
2001-02 68,065,000 1.1% 68,865,000 2.3%
2002-03 68,383,000 0.5% 70,109,000 1.8%
2003-04 68,938,000 0.8% 70,972,000 1.2%
2004-05 69,403,000 0.7% 72,100,000 1.6%
· Unaudited
.. Adopted
5-7
SALES TAX
The City of Mountain View receives 1.0 percent of every sales dollar subject to sales tax.
The sales tax producers in the City are distributed primarily between retail and
ind ustrial businesses.
SALES TAX SOURCES
. Retail sales of tangible personal property to individuals and other businesses
. Use and excise taxes on business consumption of personal property
. State and County pooled sales tax allocated by population
ECONOMIC FACTORS
· Business expansions or relocations
. State of the economy
· Purchasing patterns
· State Board of Equalization allocation decisions
· Level of business-to-business sales by technology firms
· Technological change (electronic commerce)
HISTORY
During the 1990s, there was significant movement of companies in and out of the City.
Corporate relocations produced declines in sales tax revenues early this decade and,
since then, general retail and high-tech companies relocated to neighboring cities. On
the positive side, several large retailers and technology firms opened locations in
Mountain View. In addition, Alza Corporation and Microsoft, Inc. have completed
construction of campuses in the North Bayshore Area. On the negative side, corporate
relocations continue to create volatility and instability in annual revenue flows.
In the last quarter of Fiscal Year 1999-2000, all business categories generated more sales
tax than the prior fiscal year, increasing the sales taxes revenue substantially over the
estimate.
FORECAST
Presented as a revenue range that incorporates a conservative approach of using no
growth with a decline at the end of the forecast period and a less conservative approach
of multi-year average growth experience.
5-8
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[SALES TAXI
$5,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
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. Actual o "Conservative" . "Less Conservative"
Annual Revenues Annual Revenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 20,108,000 22.9%
1996-97 22,940,000 14.1%
1997-98 21,761,000 (5.1%)
1998-99 19,615,000 (9.9%)
1999-00 . 21,787,000 11.1%
2000-01 .. 17,325,000 (20.5%) 17,325,000 (20.5%)
2001-02 17,323,000 0.0% 17,655,000 1.9%
2002-03 17,323,000 0.0% 17,993,000 1.9%
2003-04 17,157,000 (1.0%) 17,993,000 0.0%
2004-05 16,993,000 (1.0%) 17,993,000 0.0%
· Unaudited
.. Adopted
5-9
5-10
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(THIS PAGE INTENTIONALLY LEFT BLANK)
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PROPERTY TAXES
Property taxes include the revenue generated from the City's share of the 1.0 percent
levy assessed on the taxable value of real and personal property located within the City
limits, The assessed value of real property (secured) that does not experience a change
in ownership is increased at an inflationary rate not to exceed the California CPI or
2.0 percent, whichever is less. However, if a property changes ownership, it is
reassessed at the current market value. Tax on personal property such as computers
and other equipment (unsecured) is assessed on the value of the property reported
annually to the County by each business owner.
PROPERTY TAX SOURCES
. Property tax assessed on secured real property
. Property tax assessed on unsecured personal property
ECONOMIC FACTORS
.
Economy
Proposition 13-limits annual assessed value increase and tax rate
Consumer Price Index (CPI)
Property sales and values
Development
Timeliness of County processing of new development and ownership transfers
State legislation regarding tax allocation .
Assessment appeals
.
.
.
.
.
.
.
HISTORY
During Fiscal Years 1992-93 and 1993-94, the State transferred a total of $2.5 million of
City secured property tax revenues to schools ("ERAF Shift"). This is an ongoing annual
loss to the City, which increases every year as assessed value increases ($3.2 million for
Fiscal Year 1999-2000). Through Fiscal Year 1996-97, secured and unsecured property
tax revenue was impacted by assessment appeals of property owners and the low
California CPI increases. The appeal activity was so high that over several fiscal years,
the County was unable to add new development to the tax roll in a timely manner,
delaying payment of property tax revenue the City and other County agencies were
entitled to. Beginning in Fiscal Year 1997-98, the County made significant progress
adding new development to the roll and restoring assessments reduced in prior years.
This past year market conditions in this area have significantly increased the assessed
value County-wide.
5-11
5-12
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FORECAST
Fiscal Year 2000-01 includes a 6.6 percent increase in revenue based on the County's
current projection of the City's assessed value increase for the adopted budget year.
The four forecast years are presented as a revenue range that incorporates a conserva-
tive approach based on a steadily declining rate of increase in the assessed value of
secured property and the less conservative approach is based on a 5.0 percent annual
increase in the assessed value of secured property.
In both scenarios, the value of unsecured property is maintained at a constant level.
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[PROPERTY TAXI
$16,000,000
$8,000,000
$14,000,000
$12,000,000
$10,000,000
$6,000,000
$4,000,000
$2,000,000
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. Actual
o "Conscn'alivc" . "Less Conscn'alive"
Annual Revenues Annual Revenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 8,258,000 1.3%
1996-97 8,049,000 (2.5%)
1997-98 9,391,000 16.7%
1998-99 10,298,000 9.7%
1999-00 . 11,534,000 12.0%
2000-01 .. 11,668,000 1.2% 11,668,000 1.2%
2001-02 11,937,000 2.3% 11,937,000 2.3%
2002-03 12,184,000 2.1% 12,379,000 3.7%
2003-04 12,390,000 1.7% 12,896,000 4.2%
2004-05 12,600,000 1.7% 13,437,000 4.2%
· Unaudited
.. Adopted
5-13
5-14
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OTHER TAXES
Other Taxes is comprised of Transient Occupancy Tax, Business License Tax and Utility
Users Tax.
OTHER TAXES SOURCES
. Transient Occupancy Tax is a 10.0 percent tax assessed on hotel and motel
occupancies. Any occupancy by a government employee or a stay exceeding
30 consecutive days is exempt from the tax. This tax is self-reported on a quarterly
basis by hotels and motels within the City limits and is audited on a rotating basis.
. The Business License Tax is assessed on all businesses known to be operating in
Mountain View and billed annually. The tax rate varies by type of business.
. Utility Users Tax is a 3.0 percent tax assessed on the sale of all commercial and
residential intrastate telephone communication and all electric energy and gas
consumption.
ECONOMIC FACTORS
. Transient Occupancy: Number of hotel rooms, the room rate and the occupancy
rate and the number of exemptions.
. Business License Tax: Number and types of businesses licensed by the City and
the applicable tax rate.
. Utility Users Tax: Customer base, consumption of energy and price of energy.
The impact of energy deregulation has not been discernible as a result of new
development in the City.
HISTORY
Transient Occupancy Tax: The tax rate was last modified in June 1991 from 8.0 percent
to 10.0 percent. Occupancy rates throughout the County have continued to increase this
fiscal year.
Business License Tax: This revenue does not change significantly from year to year.
Utility Users Tax: New commercial and residential development continues to increase
the customer base. Effects of deregulation appear to have been masked by increased
consumption resulting from new development.
5-15
5-16
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FORECAST
Transient Occupancy Tax: The adopted budget assumes a 1.0 percent increase in room
rates and the current 86.0 percent occupancy level. The four forecast years are
presented as a revenue range incorporating the conservative and less conservative
.approach discussed earlier. For the four forecast years, the conservative scenario
assumes room rates remain level and the occupancy rate remains level through Fiscal
Year 2001-02 and declines thereafter. The less conservative scenario assumes
2.0 percent annual increases in room rates and a constant occupancy level. Both
scenarios include a full year of revenue for the Hilton Garden Inn beginning in Fiscal
Year 2000-01.
Business License Tax: The number of businesses and license revenue has generally
remained constant for several years; therefore, forecast years are based on prior fiscal
years' actuals.
Utility Users Tax: The adopted budget assumes a 1.0 percent revenue increase and an
adjustment for new development. The four forecast years are presented as a revenue
range incorporating the conservative and less conservative approach. The conservative
scenario includes a 1.0 percent annual increase. Fiscal Year 2002-03 includes a revenue
reduction to reflect a mandated 30.0 percent commercial electric rate reduction and the
second mandated 10.0 percent residential electric rate reduction.
The less conservative scenario includes a 2.0 percent annual increase. Fiscal
Year 2002-03 includes the mandated residential and commercial reductions discussed
above.
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$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
IOTHER TAXES I
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. Actual o "Conservative" . "Less Conservative"
Annual Revenues Annual Revenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 4,976,000 1.8%
1996-97 5,325,000 7.0%
1997 -98 5,990,000 12.5%
1998-99 6,357,000 6.1%
1999-00 . 7,908,000 24.4%
2000-0 I .. 7,439,000 (5.9%) 7,439,000 (5.9%)
2001-02 7,217,000 (3.0%) 7,355,000 (1.1%)
2002-03 6,736,000 (6.7%) 7,260,000 (1.3%)
2003-04 6,770,000 0.5% 7,399,000 1.9%
2004-05 6,804,000 0.5% 7,541,000 1.9%
· Unaudited
.. Adopted
5-17
5-18
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USE OF MONEY AND PROPERTY
Use of Money and Property is comprised of investment earnings and revenue from
rents and leases of City property. Investment earnings are generated from the General
Fund's share of the City's pooled investment portfolio. Rents and Leases revenue is
generated from rental properties and lease agreements.
USE OF MONEY AND PROPERTY SOURCES
. City pooled investment portfolio monthly interest allocation
. Leased properties, including:
Michaels at Shoreline
North Charleston site
Crittenden site
Boathouse
. Amphitheatre concessions
ECONOMIC FACTORS
· Economy
. Interest rates
. Portfolio balance
· Lease agreements
. Amphitheatre concert season
HISTORY
Investment Earnings: This fiscal year investment earnings increased as a result of an
increased portfolio balance and a slightly higher interest yield.
Rents and Leases: In March 1995, the City negotiated and signed a lease agreement
with Silicon Graphics, Inc. (SGI) for the North Charleston site. In September 1996, the
City negotiated and signed a lease agreement with SGI for the Crittenden site. The
leases contain annual increases for rent payments. The City currently receives from
3.75 percent to 5.75 percent of the revenue from Amphitheatre concessions. This
percentage increases periodically based on the lease agreement.
FORECAST
Investment Earnings: The projection for the adopted budget is based on an average
portfolio rate of 5.75 percent and the portfolio balance adjusted for a projected
5-19
5-20
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$2.0 million carryover balance added to the portfolio balance. The four forecast years
are presented as a revenue range incorporating the conservative and less conservative
approach discussed earlier. For the four forecast years, the conservative scenario
assumes a 5.75 percent portfolio yield and a $2.0 million annual carryover to the
portfolio balance. The less conservative scenario assumes a 6.25 percent yield for Fiscal
Years 2001-02 and 2002-03 and then declines to 5.75 percent for the remainder of the
forecast period, again with a portfolio balance that increases $2.0 million annually.
Rents and Leases: The adopted budget and the four forecast years include increases
based on the lease agreements.
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$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
IUSE OF MONEY AND PROPERTY I
$0
- - - - - '" '" '" '" '"
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o "Conservative" _ "Less Conservative"
l\nnual Flevenues l\nnual Flevenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 5,796,000 22.4%
1996-97 7,577,000 30.7%
1997-98 8,492,000 12.1%
1998-99 8,210,000 (3.3%)
1999-00 . 8,338,000 1.6%
2000-0 I .. 8,508,000 2.0% 8,508,000 2.0%
2001-02 8,903,000 4.6% 9,233,000 8.5%
2002-03 9,1l9,000 2.4% 9,456,000 2.4%
2003-04 9,318,000 2.2% 9,318,000 (1.5%)
2004-05 9,412,000 1.0% 9,412,000 1.0%
· Unaudited
.. Adopted
5-21
5-22
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OTHER REVENUE
Other revenue is comprised of Franchise Fees, Licenses and Permits, Fines and
Forfeitures, Intergovernmental, Service Charges, Miscellaneous and Interfund
Revenue/Transfers.
OTHER REVENUE SOURCES
· Franchise Fees are assessed as compensation for the use of City property in order
to provide a commercial service to Mountain View residents.
· Licenses and Permits and Service Charge revenues are generated from private
development activity and recreation classes.
. Fines and Forfeitures are generated from citations issued by the City and the
Highway Patrol.
· Intergovernmental includes all revenue derived from other government agency
sources, the largest of which is motor vehicle license fees.
· Miscellaneous Revenue includes revenue from a variety of sources.
· Interfund Revenue/Transfers are reimbursements to the General Fund from other
funds and capital improvement projects for services provided and inter fund
transfers from other funds.
ECONOMIC FACTORS
. State of the economy
. Franchise agreements and revenues generated by franchisees
· Level of development activity
. Actions by the State Legislature
. Level of service provided by General Fund staff to other funds and capital
improvement projects
· State and Federal regulations, legislation and funded programs
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HISTORY
Franchise Fees: Franchise revenue generated from gas and electricity usage has steadily
increased over the past several years as a result of the significant commercial and
residential development. The new development completely masked the impact of the
mandated rate reduction effective March 1998. As the City's refuse hauler, Foothill
Disposal is required to pay a franchise fee which has grown with an expanded customer
base.
Licenses and Permits and Service Charges: This revenue source has seen significant
growth over the past several years as new development has continued. Revenues,
however, are projected to decrease this fiscal year compared to prior fiscal years as the
pace of development slightly declines.
Intergovernmental Revenue: During the decade, many revenues from the State have
been reduced or eliminated. However, motor vehicle license fees collected on vehicle
registrations have steadily increased. Motor vehicle license fees were reduced by the
State Legislature in Fiscal Year 1997-98 with the losses to local agencies offset by
payments from the State's General Fund. This revenue source is under continuing
political challenge.
Interfund Revenues/Transfer: Every two years, the City-approved A-87 cost allocation
plan is updated to accurately reflect the most recent information regarding services
provided to other funds and capital projects by General Fund supported staff.
FORECAST
Franchise Fees: The adopted budget includes an increase in the fee collected from the
City's refuse hauler, Foothill Disposal Company. The four forecast years assume
incrementally increasing revenue from Foothill Disposal Company and level revenues
from the other Franchise fee sources.
Licenses and Permits and Service Charges: The adopted budget anticipates a further
decline, remains level through Fiscal Year 2002-03 and declines slightly again in the last
two years to an ongoing average base level, reflecting a decrease in private construction
activity.
Intergovernmental Revenue: The largest component of this revenue source, motor
vehicle license fees, is projected to increase 3.0 percent annually throughout the forecast
period.
5-23
5-24
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Interfund Revenue/Transfer: The overhead generated from capital projects is projected
to remain constant for the adopted budget and the four forecast years. The adopted
budget includes the information from the recently completed cost allocation plan,
including the establishment of overhead in the amount of $200,000 for the Shoreline
Golf Links Fund and revised overhead for all other funds charged an allocation.
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IOTHER REVENUEI
$24,000,000
$8,000,000
$20,000,000
$16,000,000
$12,000,000
$4,000,()()()
$0
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. Actual o "Conservative" . "Less Conservative"
Annual Revenues Annual Revenues
Fiscal Year "Conservative" % Change "Less Conservative" % Change
1995-96 16,117,000 2.4%
1996-97 18,725,000 16.2%
1997-98 19,499,000 4.1%
1998-99 21,526,000 10.4%
1999-00 . 23,251,000 8.0%
2000-01 .. 20,513,000 (11.8%) 20,513,000 (11.8%)
2001-02 20,791,000 1.4% 20,791,000 1.4%
2002-03 21,127,000 1.6% 21,127,000 1.6%
2003-04 21,409,000 1.3% 21,472,000 1.6%
2004-05 21,700,000 1.4% 21,823,000 1.6%
· Unaudited
.. Adopted
5-25
LOAN REPAYMENTS
This revenue source reflects the annual repayment of loan obligations from other funds.
LOAN REPAYMENT SOURCES
. Shoreline Regional Park Community
· Revitalization Authority
ECONOMIC FACTORS
. Financial condition of the paying funds
HISTORY
Shoreline Regional Park Community: The General Fund made a series of loans to this
fund beginning in Fiscal Year 1985-86, which eventually totaled $17.8 million. The
loans were combined together into a consolidated loan during Fiscal Year 1988-89.
Although this revenue is one-time in nature, it will not be paid off until Fiscal
Year 2015-16 and is currently included as operating revenue.
Revitalization Authority: The General Fund also made a series of loans to this fund in
1989. In the Fiscal Year 1993-94 budget, the Council approved deferring the loan repay-
ments a minimum of three years at no interest and extending the payoff until Fiscal
Year 2013-14. The Authority continues to be unable to fund the annual loan payments
from operating revenues.
FORECAST
The annual payments from the Shoreline Regional Park Community Fund are included,
but the payments from the Revitalization Authority will not be included until the
Authority is in a financial position to resume this obligation.
5-26
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ILOAN REPAYMENTS I
S2,500,000
S500,000
S2,000,000
SI,500,000
SI,OOO,OOO
so
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Annual
Fiscal Year Revenues % Change
1995-96 1,894,000 0.0%
1996-97 1,894,000 0.0%
1997-98 1,894,000 0.0%
1998-99 1,894,000 0.0%
1999-00 . 1,894,000 0.0%
2000-01 .. 1,894,000 0.0%
2001-02 1,894,000 0.0%
2002-03 1,894,000 0.0%
2003-04 1,894,000 0.0%
2004-05 1,894,000 0.0%
· Unaudited
.. Adopted
5-27
5-28
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$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
'Unaudited
.. Adopted
ITOTAL EXPENDITURES I
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I!I Actual . Forecast
Annual
Fiscal Year Expenditures ( I)
1995-96 47,783,000 (2)
1996-97 52,019,000 (3)
1997-98 54,380,000
1998-99 57,504,000
1999-00 . 59,846,000
2000-01 .. 65,880,000
2001-02 70,129,000
2002-03 74,483,000
2003-04 78,969,000
2004-05 83,673,000
% Change
(0.6%)
8.9%
4.5%
5.7%
4.1%
10.1%
6.4%
6.2%
6.0%
6.0%
(I) Includes net change in encumbrances.
(2) Includes capital project funding of $30,000.
(3) Includes capital project funding of $500,000.
5-29
5-30
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SALARIES AND BENEFITS
The Salaries and Benefits category makes up the largest component of General Fund
expenditures and represents all personnel-related costs. There are currently five union-
represented groups in the City: the Police Officers Association (POA sworn and
nonsworn), the Mountain View Professional Firefighters Union (IAFF No. 1965) and
Service Employees International Union (SEIU No. 715). The remaining unrepresented
employees are Management, Professional and certain Front-Line positions. The
outcome of negotiations with each unit is a major factor in salary and benefit costs.
CATEGORIES
· Salaries
· Wages
· Overtime
. Other pays (e.g., holiday-in-lieu, out-of-class, etc.)
· Medical/ dental premiums
. Public Employees Retirement System (PERS)
. Other benefits (e.g., long-term disability, FICA, etc.)
. Workers' Compensation
HISTORY
During the recession in the first half of this decade, the City experienced retrenchment,
eliminating a total of 31.5 General Fund positions. Over the next few years, the Council
approved service enhancements in the highest-priority areas. In Fiscal Years 1997-98
through 1999-2000, Council approved additional positions for the City Attorney's
Office, Community Development, Community Services, Library Services, Fire and
Police Departments. Actual expenditures are historically lower than budget as a result
of a variety of factors, including vacant positions and turnover. In March 1998, the City
changed to a new long-term disability insurance provider and realized a substantial
savings in premium costs. The full impact of this savings is reflected throughout the
forecast period.
FORECAST
Includes cost-of-living adjustments previously agreed to in the current Police Officers
Association (POA) Memorandums of Understanding (MOU) and recently approved for
the unrepresented and management employees. Estimated merit and salary increases
were included for the remaining groups. Public Employees Retirement System (PERS)
rates reflect the normal cost rate calculated by PERS in the most recent actuarial. The
remainder of insurance benefits are included in the forecast with inflationary increases.
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$70,000,000
I $60,000,000
I $50,000,000
$40,000,000
I $30,000,000
I $20,000,000
$10,000,000
I $0
- - - - '" '" '" '" '"
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I Annual
Fiscal Year Expenditures % Change
I 1995-96 33,631,000 6.1%
1996-97 34,623,000 2.9%
I 1997-98 37,422,000 8.1%
1998-99 40,714,000 8.8%
1999-00 . 42,394,000 4.1%
I 2000-01 .. 47,358,000 11.7%
2001-02 50,916,000 7.5%
I 2002-03 54,473,000 7.0%
2003-04 58,127,000 6.7%
2004-05 61,960,000 6.6%
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· Unaudited
I .. Adopted
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I 5-31
SERVICES AND SUPPLIES
The Services and Supplies category makes up the second largest component of General
Fund expenditures and represents costs of operations.
CATEGORIES
. Materials and Supplies
. Maintenance and Operations
· Utilities
. Professional/Technical Services
. Training, Conference and Travel
· Miscellaneous Expenditures
HISTORY
Since Fiscal Year 1994-95, the Council has approved increases (averaging 6.3 percent
annually) for the highest-priority programs.
FORECAST
Fiscal Year 2000-01 includes the adopted budget. A 5.0 percent increase is included in
each of the subsequent forecast years. This increase is based on historical averages,
after adjusting for significant program increases, and the information gathered from the
State and other sources.
5-32
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CAPITAL OUTLAY AND EQUIPMENT REPLACEMENT
The Capital Outlay and Equipment Replacement category represents the new and
replacement equipment needs of the City. Although, individually, Capital Outlay is
one-time in nature, the City includes this category in the operating budget to reflect
capital needs on an annual basis. In addition to the General Fund, the Revitalization
Authority, Shoreline Golf Links, Parking District, Shoreline Regional Park Community,
Water, Wastewater and Solid Waste Management Funds make annual contributions
based on the equipment used by those operations. Equipment replacement expendi-
tures are transferred to and paid by the Equipment Replacement Fund.
CATEGORIES
. Capital Outlay
. Equipment Replacement
HISTORY
Capital Outlay: Since Fiscal Year 1993-94, the annual expenditures have grown as a
result of an increased level of technology and related equipment, and an increase in the
number and quality of safety vehicles.
Equipment Replacement: The Equipment Replacement Reserve was initially funded in
Fiscal Year 1992-93 with year-end General Fund carryover. Since that time, the Council
has approved transfers to this fund from the year-end General Fund carryover to
supplement the General Operating Fund's share of funding. The General Fund has
increased this funding by $200,000 annually since Fiscal Year 1994-95.
FORECAST
Capital Outlay: Budgeted at $500,000 for the entire forecast period.
Equipment Replacement: As mentioned previously, the General Fund's-contribution to
the Equipment Replacement Fund has been supplemented by year-end carryover
balances. The goal is to reduce this supplement each fiscal year until the General Fund
operating budget fully funds its share of the contribution. After the $200,000 increase
for Fiscal Year 2000-01, there is a minimal amount remaining to be funded from the
carryover. The General Fund will be fully funding this contribution by Fiscal
Year 2001-02.
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ICAPIT AL OUTLAY AND EQUIPMENT REPLACEMENT I
$2,500,000
$500,000
$2,000,000
$1,500,000
$1,000,000
$0
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Annual
Fiscal Year Expenditures % Change
1995-96 1,195,000 56.2%
1996-97 1,576,000 31.9%
1997-98 1,529,000 (3.0%)
1998-99 1,863,000 21.8%
1999-00 . 1,919,000 3.0%
2000-0 I .. 2,100,000 9.4%
2001-02 2,100,000 0.0%
2002-03 2,150,000 2.4%
2003-04 2,200,000 2.3%
2004-05 2,250,000 2.3%
· Unaudited
.. Adopted
5-35
INSURANCES
The Insurances category represents the General Fund's share of insurance costs in the
Internal Service Funds, Special Funds and the Enterprise Funds also contribute to
benefit insurances,
CATEGORIES
. General Liability
. Retirees' Health Care
. Vision Care
HISTORY
General Liability: Funded entirely from the General Fund, In Fiscal Year 1993-94, the
City joined a liability insurance pool (ACCEL) with other select cities for the provision
of $19.5 million coverage in excess of the current $500,000 self-insured retention (SIR)
for total coverage of $19.5 million.
Retirees' Health Care and Vision Care: The medical premiums for retirees are paid by
the Retirees' Health Fund, and vision care claims are paid by the Employee Benefits
Fund.
FORECAST
General Liability: The Fiscal Year 2000-01 through 2004-05 projections are based on
maintaining the minimum policy level for reserve balances. Operating expenditures in
this fund are estimated to remain constant.
Retirees' Health Care: The General Fund's contribution to the Retirees' Health Fund is
based on the projected cost of health care premiums for retired employees and the
projected number of retirees. It is projected that the number of retirees increases by
nine each year based on historical trends and the number of employees in the eligible
age range.
Vision Care: The General Fund's contribution is based on the projected amount
required to fund vision coverage for employees and retirees. Based on historical trends,
a small decrease is projected for vision claims.
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DEBT SERVICE
The Debt Service category funds the debt obligations of the General Fund to the Debt
Service Funds.
CATEGORIES
. City Hall and Center for the Performing Arts
HISTORY
City Hall/Center for the Performing Arts: In Fiscal Year 1988-89, the City issued debt
to fund the construction of a new City Hall building and Center for the Performing
Arts. The City refinanced this debt in Fiscal Year 1992-93, reducing annual debt service
payments an average of $230,000 and a total savings of approximately $5.5 million over
the life of the debt.
FORECAST
City Hall/Center for the Performing Arts: The forecast is based on the debt service
schedule. The final debt payment is due in Fiscal Year 2015-16.
HMA/4/BUD
530-08-11-00R ^
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ALPHABETICAL INDEX
Accounting Program Summary ................ .......... ... ...... ...... ......... ........ ..... ....................... ........... .2-57
Administrati ve Services Program Summary................................. ..................... ...... ....... .... ... ....2-60
Advance Planning Program Summary ........ ................ ...... .............. ............. ...... ... ... .... ... .... .... ..2-82
Below Market Rate Housing Fund Schedule ..............................................................................4-7
B ui Idi ng Inspection Program Summary... ............. ...... ...... ...................... .............. ....... ... .... ... ...2-98
Cable Television Fund Schedule ....... ... .... ... ....... ... ... ...... ... .............................................. ........ ..4- I 4
Capital Improvement Ongoing Operating Costs .......................................................................3-30
Capital Improvement Projects for Fiscal Year 2000-01 -Adopted ...........................................3-20
Capital Outlay - Adopted ... ...... ... ....... ....... .......... ... ......... ... ................................. ...... ... .... ... ... ...3- I 4
City Attorney's Office Department Summary ...........................................................................2-22
City Attorney's Office Organizational Chart ............................................................................2-20
City Clerk's Office Department Summary ................................................................................2-14
Ci ty Clerk's Office Organizational Chart............................................................ ...... .............. ..2-12
Ci ty Council Department Summary.................................................................... ........................2-5
Ci ty Counci I Organizational Chart .. ....................................................................... ... ....... .... ... ... .2-4
Ci ty Government Organization Chart .............................................................................. .......... .3-1
City Manager's Office Department Summary ...........................................................................2-29
City Manager's Office Organizational Chart ............................................................................2-27
Community Development Administration Program Summary .................................................2-78
Community Development Block Grant (CDBG) Fund Schedule .............................................4-12
Community Development Department Organizational Chart ...................................................2-70
Communi ty Development Department Summary . ... ...... ........................... ........... ....... ... ... .... ... .2-72
Community Profi Ie ........................ .......... .............. ... ...... ... ... ........................ ............... ... .... ...... .3-31
Community Services Administration Program Summary .......................................................2-164
Community Services Department Organizational Chart .........................................................2-156
Communi ty Services Department Summary... .......... ... ......................... ..... ............... ... ... ... .... .2-158
Construction Tax - Real Property Conveyance Tax Fund Schedule ...........................................4-6
CSMFO Budgeting Awards ................................................................................ .... .... ...... .... ... .1-38
Current Planning Program Summary . ....... ... .... ... ............... ................................. ... .... .... .......... .2-90
Debt Service Payments by Entity - Annual ..............................................................................3-37
Debt Service Requirements ................ ...................................................... ...... ......... .... .... ... .... ...3-36
Economic Development Program Summary .................................. ............. ............. .... ....... .... ..2-86
Emergency Communications Program Summary ............ ........................................ ........ ... ... .2-228
Employee Benefits Self-Insurance Fund Schedule ...................................................................4-26
Employee Services Department Organizational Chart ..............................................................2-35
Employee Services Department Summary ....................... ... ... ........... ........ ... ...... ... .... .... ... .... ... ..2-37
Engineering and Environmental Compliance Program Summary ..........................................2-139
Engi neeri ng Program Summary ......... ........... ................ ......... ........ ... ........................... .... .... ...2-129
Equipment Maintenance and Replacement Internal Service Fund Schedule ............................4-21
Equipment Replacement - Adopted ... ... .............. ... .............................................. .......... .... .... ...3-18
Facilities Program Summary...... .... ... ....... .... ............. ... ... ... ... ... ... ............................ ... .... .... ... ..2-147
Finance and Administrative Services Administration Program Summary ................................2-48
Finance and Administrative Services Department Organizational Chart ..................................2-41
Finance and Administrative Services Department Summary ....................................................2-43
Financial and Budgetary Policy..... .......... ... .... ................ ...... ... ........ ........ ........... ....... ...... .... .... ..3-38
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Financial Management Program Summary......... ... .................................................................... 2-53
Fire Administration Program Summary ..................................................................................2-217
Fire and Environmental Protection Program Summary ..........................................................2-225
Fire Department Organizational Chart ................................................................................... .2-209
Fire Department Summary ......................................................................................................2-211
Fire Suppression Program Summary .......................................................................................2-220
Fleet Services Program Summary ...........................................................................................2-151
Full-time and Permanent Part-time Position Allocation ...........................................................3-10
Fund Group Summaries ............................................................................................................. .4-2
Gas Tax Fund Schedule ............................................................................................................. ..4-5
General Fund Expenditures Graph ..............................................................................................3-8
General Fund Expenditures Pie Chart .........................................................................................3-9
General Fund Five-Year Forecast:
Capital Outlay and Equipment Replacement Expenditures ................................................5-34
Debt Service Expendi tures ................................................................................................. .5-38
Insurance Expenditures ...................................................................................................... .5-36
Loan Repayment Revenues ............................................................................................... ..5-26
Other Revenues ................................................................................................................. ..5-22
Other Taxes Revenues......................................................................................................... .5-15
Property Tax Revenues ........................................................................................................5-11
Revenues and Expenditures Summary ..................................................................................5-6
Salaries and Benefits Expenditures .....................................................................................5-30
Sales Tax Revenues ............................................................................................................... 5-8
Services and Supplies Ex pendi tures ................................................................................... .5-32
Total Ex pendi tures ............................................................................................................. .5-29
Total Revenues ..................................................................................................................... .5-7
Transmittal Memo ................................................................................................................ .5-1
Use of Money and Property Revenues ................................................................................5-19
General Fund Operating Expenditures ......................................................................................1-29
General Fund Operating Revenues ............................................................................................1-28
General Fund Revenues Graph ....................................................................................................3-3
General Fund Revenues Pie Chart ...............................................................................................3-5
General Notes ............................................................................................................................ ..2-1
General Operating Fund Schedule ............................................................................................. .4-4
GFOA Distinguished Budget Presentation Award ....................................................................1-37
Glossary .............................................................................................................................. .......3 -43
Interfund Transfers Schedule ................................................................................................. ...4-28
Legal Debt Margin, Compilation of ..........................................................................................3-35
Liabili ty Insurance Fund Schedule ......................................................................................... ...4-24
Library Customer and Support Services ..................................................................................2-205
Library Public Services Program Summary ............................................................................2-201
Library Services Administration Program Summary ..............................................................2-197
Library Services Department Organizational Chart ................................................................2-190
Library Services Department Summary ..................................................................................2-192
Local Law Enforcement Block Grant Fund Schedule ...............................................................4-13
Neighborhood Preservation Program Summary ........................................................................2-95
Nonprofit Agency Funding ........................................................................................................3-12
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Other Fund Revenues Graph ...................................................................................................... .3-4
Parking District No.2 and In Lieu Fees Fund Schedule ...........................................................4-10
Park Land Dedication Fund Schedule .......................................................................................4-17
Parks Program Summary ........................................................................................................ .2-176
Performing Arts Program Summary ........................................................................................2-169
Police Administration Program Summary ..............................................................................2-240
Police Department Organizational Chart ................................................................................2-234
Police Department Summary................................................................................................. ..2-236
Police Field Operations Program Summary ............................................................................2-244
Police Support Operations Program Summary .......................................................................2-249
Public Works Administration Program Summary ...................................................................2-116
Public Works Business Services Program Summary ..............................................................2-120
Public Works Department Organizational Chart ....................................................................2-103
Public Works Department Summary .......................................................................................2-106
Recreation Program Summary ............................................................................................... .2-181
Reserves .............................................................................................................................. ......4-27
Resolutions:
City of Mountain View ........................................................................................................1-30
City of Mountain View Capital Improvement Financing Authority ...................................1-36
Mountain View Revitalization Authority ............................................................................1-32
Mountain View Shoreline Regional Park Community ........................................................1-34
Retirees' Health Program Insurance Fund Schedule .................................................................4-25
Revi talization Authori ty Fund Schedule .................................................................................... .4-8
Risk Management Program Summary .......................................................................................2-65
Shoreline Golf Links Fund Schedule ..........................................................................................4-9
Shoreline Golf Links Program Summary ................................................................................2-185
Shoreline Program Summary ................................................................................................ ..2-173
Shoreline Regional Park Community Fund Schedule ...............................................................4-15
Solid Waste Management Fund Schedule .................................................................................4-20
Storm Drain Construction Fund Schedule ................................................................................4-16
Streets and Landfill Maintenance Program Summary .............................................................2-143
Supplemental Law Enforcement Services Fund Schedule ........................................................4-11
Top Ten Property Owners .........................................................................................................3-34
Total Fund Expendi tures ......................................................................................................... ..1-27
Total Fund Expenditures Graph ..................................................................................................3-6
Total Fund Expenditures Pie Chart .............................................................................................3-9
Total Fund Revenues ................................................................................................................ .1-26
Total Fund Revenues Graph ........................................................................................................3-2
Total Fund Revenues Pie Chart ...................................................................................................3-5
Total Operating Expenditures Graph ..........................................................................................3-7
Transmi ttal Letter ...................................................................................................................... ..1-1
Transportation and Policy Program Summary ........................................................................2-125
Unemployment Self-Insurance Fund Schedule .........................................................................4-23
Utilities Program Summary .................................................................................................... .2-134
Wastewater Fund Schedule ..................................................................................................... ..4-19
Water Fund Schedule ............................................................................................................. ...4-18
Workers Compensation Self-Insurance Fund Schedule ............................................................4-22
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