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Home My WebLink AboutReso 60-2002RESOLUTION NO. 60-2002 CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION APPROVING THE 2002-2003 OPERATING BUDGET FOR THE CITY OF SOUTH SAN FRANCISCO AND APPROPRIATING THE CORRESPONDING FUNDS WHEREAS, a preliminary Draft Budget for fiscal year 2002-2003 was reviewed by the City Council at a study session on May 29, 2002; and, WHEREAS, the proposed 2002-2003 City of South San Francisco Operating Budget is attached hereto; and, NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of South San Francisco that the City Council hereby approves the fiscal year 2002-2003 Operating Budget for the City of South San Francisco and hereby appropriates the funds set forth therein; and, BE IT FURTHER RESOLVED that consistent with the limitations set forth herein, any and all expenditures for and agreements relating to the programs and materials contained in the 2002-2003 Operating Budget may be expended or entered into under authority of or by the City Manager and are hereby authorized and the payments therefore may be made by the Director of Finance; and, BE IT FURTHER RESOLVED that any monies received during fiscal year 2002-2003 as a consequence of a grant application approved by the City Council are hereby appropriated for the purposes for which the grant has been approved. Such appropriation includes authorization for the City Manager to expend such monies and for the Finance Director to make payments therefore in accordance with the terms and conditions and for the purpose of the grant. BE IT FURTHER RESOLVED that the Finance Director is hereby granted the authority to increase budgeted revenues and budgeted expenses in departments specifically for development related expenses such as expedited plan checks, legal reviews, traffic studies, geotechnical studies, etc., where the developers pay up front for expenses that the City contracts out for. In those cases, the Finance Director, upon receiving those deposits or payments will increase the budget for revenues in the General Fund and expenses in the appropriate departments where those expenses will take place by a corresponding amount. Said transactions will have no net impact on General Fund Reserves, as revenue will offset expenses. BE IT FURTHER RESOLVED that the Finance Director is hereby authorized to increase budgeted revenues and expenses in departments so that departments may use donations made to them. Said transactions will have no net impact on General Fund Reserves, as revenue will offset expenses. 182845-1 BE IT FURTHER RESOLVED that the 2002-2003 budget attached hereto is hereby officially adopted: - By Department by fund for operating budget appropriations; By Project for capital project appropriations. The City Manager may authorize the Director of Finance to transfer budgets during the year in accordance with generally accepted accounting principles between the following budget categories provided the overall appropriation by funding source is not increased without City Council approval: Departments within the same fund; Capital projects with the same funding source; Operating and capital budgets for the same department if funded by the same funding source. BE IT FURTHER RESOLVED that: 1. The Director of Finance is hereby authorized and directed to rollover any outstanding encumbrances from Fiscal Year 2001-2002 into Fiscal Year 2002-2003. 2. The Director of Finance is hereby authorized and directed to rollover unencumbered appropriations from grants received in 2001-2002 or prior years if so allowed under the terms of the grant. 3. The staffing levels for each department, as detailed in the 2002-2003 Operating Budget are hereby approved as adopted by the City Council on June 26, 2002. 4. The Director of Finance is hereby authorized and directed to carry forward unspent 2001-2002 unencumbered non-recurring project budgets such as litigation projects. BE IT FURTHER RESOLVED THAT the City Council hereby approves the Gann Limit for Fiscal Year 2002-2003 at the level set forth in the budget document. 182845-1 I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of South San Francisco at a regular meeting held on the 26th day of June 2002 by the following vote: AYES: Councilmembers Joseph A. Femekes, Raymond L. Green and Karyl Matsumoto, Mayor Pro Tem Pedro Gonzalez and Mayor Eugene R. Mullin NOES: None. ABSTAIN: None. ABSENT: None. ATTEST: UCity Clerk 182845-1 CITY OF Operating Budget 2002-03 through 2004-05 CITY OF SOUTH SAN FRANCISCO 2002-2003 OPERATING BUDGET MEMBERS OF THE CITY COUNCIL Eugene R. Mullin Mayor Pedro Gonzalez Vice Mayor Joseph A. Fernekes Council Member Karyl Matsumoto Council Member Raymond L. Green Council Member Sylvia Payne City Clerk City Officials Michael A. Wilson City Manager Steven T. Mattas City Attorney Beverly Bonalanza Ford City Treasurer BUDGET MESSAGE OFFICE OF THE CITY MANAGER {415) 877-8500 FAX (415) 872-3269 Prol~osed 2002-03 Ooeratin~ Budeet June 26, 2002 Economic Outlook As we are all too painfully aware, the Bay Area is in the midst of an economic downturn. That downturn has hit us and surrounding cities hard, particularly in the significant decline in business travel and the resulting drop in Transient Occupancy Tax (TOT) revenues. A detailed budget contingency was presented to the City Council in February 2002 to deal with the 2001-02 budget situation. Since that time, the local economy has continued to lag. The Bay Area economy has been particularly hard hit due to the decline in high tech exports and business investments in high technology. The over-investment in dot eom industries and the subsequent collapse of those companies has also negatively affected the local economy. Many economists speculate that the current downturn will be relatively short-lived and much milder than the one in the early 1990's. Even so, many expect recovery to spread more slowly to the Bay Area, perhaps taking until the last quarter of 2002 to occur. Economists and hotel industry representatives expect that when the turnaround occurs in late 2002 or early 2003, the hotel industry will not return to the historically high occupancy rates realized in 1999 and 2000. That is to say, while a recovery may occur in the last part of 2002, we are unlikely to see the level of hotel tax revenue growth experienced in the late 1990's. General Fund Revenues General Fund revenues are projected to rise 4% from the projected year-end for the current (2001-02) fiscal year. While that is good news, due to the significant drop in TOT in the current year, proposed General Fund revenues are actually about 2.6% less than the actual revenues for the prior (2000-01) fiscal year. CITY HALL, 400 GRAND AVENUE, P.O. BOX 711, SOUTH SAN FRANCISCO, CA 94083 City Manager's Proposed 2002-03 Budget Page 2 of 5 Hotel Tax (TOT): While occupancy data indicates that the hotel industry downturn has hit bottom, we have not yet seen a significant turnaround. Occupancy rates averaged 80-82% for the previous seven years, but have fallen to 55% this fiscal year. We are projecting a modest increase to an average occupancy of 60% for 2002-03. Sales Tax: An overall net increase of 1.5 % is projected over the current year. Included in that is the phasing out of concrete batch plants and construction activity due to the pending completion of BART. Excluding those phase-outs, Sales Tax is projected to increase by 4% over the current year. The current year has seen a decline in auto sales, general retail, and in construction over the prior year. Property Tax: Property taxes are not as volatile as other general fund revenues. We are projecting a 4.6% growth in this revenue source over the current year. General Fund Expenditures While revenues remain sluggish, roughly 2/3 of the General Fund operating budget pays for employee wages and benefits, and those costs are rising by rates set forth in the Memorandums of Understanding with various employee bargaining units. Therefore, the General Fund budget process began in the spring with an imbalanced budget, with expenditures outpacing revenues by $3.0 million. In order to help bring the 2002-03 budget into balance, General Fund departments were instructed to hold the line and not request new operating budget items or new capital outlay. No non-salary inflation adjustments were added to the budget. Departments were also asked to propose cuts totaling 5% of their operating budget. However, because 52% of the General Fund is public safety, and because 2/3 of the General Fund is staff, it is extremely difficult to make deep budget cuts without cutting services. Through holding certain positions vacant next year and general trimming of items like materials, supplies, and travel, departments cut back their base budgets by $1.3 million, representing close to 3% of the General Fund. It is important to note that these cuts are one time in nature, and would not be recommended on an ongoing basis. We have also reduced the General Fund capital budget, which you will be receiving under separate cover, to only $100,000. Department reductions could not generate enough to bridge the $3.0 million gap without compromising service levels, so additional one-time steps were taken to bridge the gap. They include several cost saving measures to help in this transitional period, but which would not be City Manager's Proposed 2002-03 Budget Page 3 of 5 recommended on an ongoing basis. They primarily involve reducing contributions to internal service funds and/or reserves: One-time reductions taken for the proposed 2002-03 Budget: Reducing contributions to the vehicle replacement fund by 20 % $ 170,000 Eliminating contributions to the telephone equipment replacement fund $ 107,000 Reducing contributions for accrued vacation and sick leave payouts $ 200,000 Reducing net contributions to the Benefits Reserve $ 400,000 Increasing reimbursements from State Gas Tax funds for street maintenance work $ 250,000 Reducing contributions to liability reserves $ 300,000 Total $1,427,000 While the proposed 2002-03 budget is clearly put together with a lot of one time reductions and adjustments, we will be looking at more permanent solutions over the course of the next 9-12 months in order to prepare for next year's budget. I anticipate that a permanent solution will have to include some combination of the following: continued trimming and efficiencies, reconsideration of service levels, and/or revenue/fee enhancements. Staffin~ Chain, es: Only minimal adjustments to staffing were incorporated this year. They include: The addition of a Help Desk Coordinator position in Information Technology, although that position will remain vacant due to budget constraints; A net increase of 1.84 FTE in grant funded temporary positions in the Library; The addition of a Parking Enforcement Officer in Police to help with parking enforcement in the neighborhoods around the new BART station. This position will be hired closer to the BART opening date. Governor's May Budget and State Vulnerability The budget was finalized just as the Governor's May budget revision was proposed. While not as drastic as we had feared (Vehicle License Fee revenue has been preserved for the time being), City Manager's Proposed 2002-03 Budget Page 4 of 5 we cannot be certain that the final State budget will not include additional cuts. We have factored in the Governor's three proposals that would impact us as of this writing: · Elimination of booking fees reimbursement $160,000 · Elimination of Public Library Fund grant $ 20,000 A shift of Redevelopment Tax Increment to the State Educational Revenue Augmentation Fund (ERAF). The State is once again proposing shifts in property taxes to help it meets its education funding obligations $203,000 Total revenue lost as a result of the Governor's May budget proposal: $383,000 The proposed State budget has significant cuts in health and social service programs, for which there will be significant lobbying to restore. It is conceivable that the final budget will include additional cuts to local governments in addition to those listed above. The City continues to lose roughly 20% of its property tax dollars to the ERAF shift (Educational Reform Augmentation Fund) that was instituted by Governor Wilson in the early 1990's to close the budget gap at that time. This year, the City is foregoing $2.1 million to the State, and has lost approximately $17 million since 1991. (To put that in perspective, note that $2.1 million would supply us with sufficient funds to pay for debt service on bonds to pay for about $30 million in park, library, or fire station improvements throughout the City). Other Changes: Other budget changes include: An increase in the County Animal Control contract of $120,000 to $372,000. Costs had been divided among the different cities on a historical formula, but a new allocation was based on a cost of services study. Most big cities in the County saw similar increases, with the County itself seeing a large reduction. A new item for the City/County Association of Governments (C/CAG) for congestion relief efforts of $150,000. An increase in booking fees paid to the County of $40,000. Additional City provided childcare at school sites, funded by fees: - $33,000 for Monte Verde before and after school expansion; - $62,000 for Westborough School preschool expansion. City Manager's Proposed 2002-03 Budget Page 5 of 5 Redevelopment Funds and Enterprise Funds Tax increment has jumped dramatically in all project areas, with E1 Camino and Shearwater projected to now be operating in the black requiring no new General Fund loans to support them. In fact, the proposed budget includes a $1.1 million repayment to the General Fund for prior year advances to Redevelopment Funds. Those re-payments include: · $.5 million from Shearwater; · $.4 million from Downtown; · $.2 million from E1 Camino. Key objectives in the Redevelopment areas include: · To secure a site for a replacement of the Central Fire Station downtown; To complete negotiations and initiate construction of retail development at 201 Grand Avenue and 212 Baden Avenue; To complete plans and initiate development of a childcare center in the Gateway Project Area. Also for Council's information, the Other Funds section in the back of the budget document shows a summary of the Sewer Enterprise Fund, which is the where all the revenues and expenses of the Sewer Fund are recorded, including the Water Quality Control Plant and the sewer maintenance activities undertaken by maintenance services. A 5% sewer rate increase is proposed, as has been discussed with the City Council in previous sessions, as the first debt service payments on the most recent State Revolving Fund loan are due in 2002-03 to pay for the recent Treatment Plant expansion. The Sewer Fund is beginning two multi-year projects: The Wet Weather Program, which will correct for storm water intrusion into our sewer system, in order to comply with State requirements; Several projects in the East of 101 area, to be funded primarily by sewer impact fees, to pay for capacity enhancements in order to meet the projected discharge levels of the new development in that area. Respectfully submitted, City Manager CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 This page is intentionally blank, SUMMARIES CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 CITY OF SOUTH SAN FRANCISCO Organization Chart, 2002-2003 I City Clerk Sylvia Payne Citizens of South San Francisco City Council Eugene R. Mullin, Mayor Pedro Gonzalez, Vice Mayor Joseph ^. Fernekes Karyl Matsumoto Raymond L. Green I City Treasurer Beverly Bonalanza Ford City Attorney Steve Mattas City Manager Michael A. Wilson I Police Mark J. Raffaelli Fire Russell J. Lee I Library Valerie Sommer Econ. & Comm. Develop. Mart~ Van Duyn Parks, Rec. & Maint. Svcs. Barry Nagel Public Works John Gibbs Finance Jim Steele Human Resources Jennifer Bower Info. Technology Svcs. Douglas Hollis CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 General Fund Operating Budget Revenues and Other Financing Sources Property Taxes Sales Tax Transient Occupancy Tax Motor Vehicle In Lieu Fees Revenue from Other Agencies Franchise Fees Business License Building Permits Charges for Services Fines Interest Rent Administrative Charges Other Transfers In Total Revenues: Plus Prior Year Carryovers Total Revenues and Other Financing Sources Expenditures Administration Economic & Comm. Dev. Fire Library Police Parks, Rec & Maint. Svcs. Public Works Additional G F savings Subtotal, Operating Budget Expenditures Net Operating Budget Impact % Change Adopted 2001-02 2001-02 Proposed to Actual 2001-02 Midyear Projected Budget Projected 2000-01 Budget Report Year End 2002-03 Year End $ 7,389,022 $ 9,094,620 $ 9,200,000 $ 9,200,000 $ 9,626,000 13,793,074 14,497,569 13,450,000 13,450,000 13,655,000 6,057,060 6,755,000 4,400,000 4,100,000 5,300,000 3,287,214 3,272,727 3,400,000 3,400,000 3,536,000 1,863,995 1,201,510 1,389,963 1,389,963 989,000 1,682,028 1,778,898 1,778,898 1,889,176 1,965,000 1,056,662 1,687,200 1,445,200 1,370,200 1,464,000 2,362,459 1,820,000 2,126,213 2,176,213 2,110,000 4,312,183 3,859,607 3,834,607 3,834,607 3,359,500 932,545 914,200 914,200 964,200 1,007,000 881,095 1,000,000 1,000,000 750,000 788,000 1,002,188 1,255,300 1,255,300 1,290,300 1,365,300 1,472,695 1,605,071 1,605,071 1,605,071 1,652,600 1,963,871 420,480 381,300 381,300 415,000 1,479,098 676,416 676,416 804,416 1,091,500 $ 49,535,189 $ 49,838,598 $46,857,168 $ 46,605,447 $ 48,323,900 1,343,067 $ 49,535,189 $ 49,838,598 $ 48,200,235 1,343,067 $ 47,948,514 $ 48,323,900 5,312,986 5,972,505 6,067,374 6,067,374 6,313,118 1,978,026 2,117,472 2,367,374 2,367,374 1,405,175 11,845,565 12,952,959 12,831,689 12,831,689 12,895,984 3,480,492 3,454,959 3,691,745 3,691,745 3,664,669 11,842,894 12,199,254 12,174,064 12,174,064 12,115,988 10,388,107 11,045,390 10,829,361 10,829,361 11,118,270 1,133,467 1,256,951 1,366,802 1,401,802 1,113,966 (250,000) $ 49,113,409 $ (1,164,895) $ 45,981,537 $ 48,999,490 $ 49,328,409 $ 3,553,652 $ 839,108 $ (1,128,174) $ 48,627,170 $ (303,270) 4.6% 1.5% 29.3% 4.0% -28.8% 4.0% 6.8% -3.0% -12.4% 4.4% 5.1% 5,8% 3.0% 8.8% 35.7% % Change to Adopted Budget 5.7% -33.6% -0.4% 6.1% -0.7% 0.7% -11.4% -0.8% Table II CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 Total General Fund Operating and Capital Budget, and Changes to General Fund Reserves Net Operating Budget Impact (from Table I) Less Transfers: Capital Projects Debt Service Net Impact on General Fund Reserves Projected Year End Balance Actual 7/1/01 2001-02 $ (1,164,895) (2,O89,53O) (212,000) (3,466,425) Proposed Budget 2002-03 $ (303,270) (106,000) (15o,000) (559,270) General Fund Reserves Projection I. Discretionary Reserves/ Reserves Available Emergencies and Contingencies Undesignated Reserve Subtotal, Discretionary Reserves II. Non-Discretionary Reserves/ Reserves Already Committed Encumbrances Advances to Other Funds Inventory Closed Bond Funds Appropriated Capital Projects Subtotal, Non Discretionary Reserves Total General Fund Reserves 4,100,000 4,200,000 4,500,000 3,258,974 3,674,450 4,2,90,180 $ 7,358,974 $ 7,874,450 $ 8,790,180 1,343,067 5,501,973 98,297 2,338,834 $ 9,282,171 $16,641,145 5,201,973 98,297 305,000 $ 5,605,270 $13,479,720 4,031,973 98,297 $ 4,130,270 $12,920,450 CITY O~= OOUTH ~AN I=RANCI$CO OPERATING BUDGET, 200~- 03 GENERAL FUND REVENUES Rent Administrative Services All Other Sales Tax Franchise Taxes Building Permits Charges for Services Motor Vehicle License Fees Transient Occupancy Tax Property Tax Sales Tax Property Tax Transient Occupancy Tax Motor Vehicle License Fees Charges for Services Building Permits Franchise Taxes Administrative Services Rent All Other 28.3% 19.9% 11.0% 7.3% 7.0% 4.4% 4.1% 3.4% 2.8% 11.9% 100.0% CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002 - 03 GENERAL FUND EXPENDITURES By Department Ubra~y Admini$~ative Departments Economic & Community Development Parka, Recreation & Maintenance Services Public Workl Police Fire Administrative Departments City Council 0.34% City Clerk 0.72% Treasurer 0.07% Attorney 0.83% City Manager 1.46% Finance 3.14% Human Resources 1.82% Information Tech. 2.53% Non-Departmental 2.07% Economic $ Community Development Fire Police Public Works Parks, Recreation, and Maintenance Library 13.0% 2.9% 26.5% 24.9% 2.3% 22.9% 7.5% 100.0% 12 CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 Administrative Departments Economic & Community Development Fire Library Parks, Recreation, & Maintenance Services TOTAL CITY BUDGET 2002 - 2003 General Fund $ 6,313,118 1,405,175 12,895,984 3,664,669 11,118,270 Police 12,115,988 Public Works 1,113,966 Redevelopment Agency (less Capital Improvements) Equipment & Vehicle Replacement Misc. Other Special Revenue Funds Less Interdepartmental Transfers Total Operating Budgets $ 48,627,170 Capital Improvement Projects ITotal City Budget Less portion of CIP funded by special/non-recurring funding: Developer Fees and Grants Bond Funds Subtotal, non-recurring CIP: Subtotal, Ongoing CIP iTotal City Budget, non-recurring funding: less ClP Other Funds $ CDBG Parking Maint. Districts Stormwater Bldg. Maintenance Garage Sewer Communications COPS Solid Waste WQCP Stormwater $ 2,774,500 133,326 928,051 220,117 669,546 314,365 1,831,822 1,086,400 680,704 1,745,202 85,440 185,930 12,020,409 162,765 All Funds $ 6,446,444 2,553,343 12,895,984 3,664,669 15,701,107 13,946,630 13,483,070 8,053,797 8,053,797 775,700 775,700 523,500 523,500 (7,044,146) (7,044,146) $ 22,372,928 $ 71,000,098 $ 21,100,491 $ 21,100,491 $ 92,100,589I $ (3,442,587) $ (14,883,404) $ (18,325,991) $ 73,774,598 I 13 IJJ W 0 ooo ooo ooo o o o o o o o oo o o o ¢0 o o~ r4D r,-. o o o o oo (D O0 140 ~ ~ 0 000 000 O0 000000 O0 000 O0 000000 O0 000 O0 000000 O0 000 O0 000000 O0 000 O0 000000 O0 000 O0 000000 O0 000 ~0 ~0~ ~ 0~ O0 000000 O0 000 O0 000000 O0 000 O0 000000 O0 000 ~ 0~00~ ~ ~ A ~0 00~00~ O0 ~0~ ~0 00~00~ O0 ~0~ ~0 00~0~ O~ ~0~ ~0 0~0~ ~ ~ O0 ~00~ O0 000 ~ ~0~ O0 000 ~ ~0~ ~0 00~ ~ ~0~~ O~ ~0 o 0 0 Z Z 0 ooo ooo oo o 0 0 ooo ooo ',~' ~0 o ~ o ,,--co0 ooo ooo 00000 0 00000 0 00000 0 00000 0 00000 0 00000 0 ~~0 0 00000~0 0 00000~0 0 ~00~ 0 00000~ ~ 00000~ ~ ~0000~ ~ 000000 O0 000000 O0 ~oo~ ~ 000000 O0 000000 O0 ~oo~ ~ 000000 O0 000000 O0 ~~ oo oooo~ ~ 000000 O~ 000~00 O~ 000~ O~ 0000~0~ ~ 0000~ ~ 00000000000 00~00~000 00000000000 00000000000 00000000000 00~00~000 00000000000000 0000000 O000000 00000000000 O0000000000 00000000000 00000~000 00000000000000 oooooooooooooo ooooo~~~ O0000000000 0 O0000000 O0 000000~0000 00~00~000 ~00000000000~ 000000000000~ 00000000~~ ~~~0 O~ 00~00000000 000000~000~ ~ooo~o~~ ~~0 0~ 0 00~000000~ 0 0~000~000~ ~ ~~0 O~ 00 00 0000 0 ~ ~000 ~ ~ 0 0 00 0 0 0 00 0 0 0 00 ~'~ ~'~ ~-- ,,- 0 0000 0 0 0000 0 ~ qoqo q ~ ~ '~o o ~U D Z W 0 000 000 000 000 ~00 0 0 00 0 0 0 00 0 ~ 0 00 ~ O0 0 0 O0 0 0 0 00 ~ 0 00 ~0 E~ ~mz ° 000 0000 0 0 0000 0 0 ~oo ~ ~ ~ 0 ~ ~-- 0 0 ~- 0~0~00 0 ~ 0~0~0~ ~ ~ o~o~ ~ ~ CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 GANN APPROPRIATIONS LIMIT Article XIIIB of the California State Constitution, more commonly referred to as the Gann Initiative or Gann Appropriations limit, was adopted by California voters in 1980 and placed limits on the amount of proceeds from taxes that state and local governmental agencies can appropriate and spend each year. The limit is different for each agency and the limit changes each year. Each year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for changes in inflation and population in each subsequent year. Inflationary adjustments are, by law, based on increases in the California per capita income or the increase in non-residential assessed valuation due to new construction. Population adjustments are based on city population growth or county population growth. For the Fiscal Year 2001-02, the City of South San Francisco's estimated tax proceeds to be received, as well as the tax proceeds appropriated by the City Council, will, as in prior years, continue to be under the legal limit. The appropriations limit for Fiscal Year 2002-03 is $71,258,109. This is the maximum amount of tax proceeds the City will be able to appropriate and spend in the coming fiscal year. The City's appropriations subject to the Gann limit are $34,959,000. Section 9710 of the State Government Code, added in 1980 by the State Legislature, requires a governing body to annually adopt, by resolution, an appropriations limit for the following year. The City's fiscal year 2002-03 appropriations limit was adopted June 26, 2002 by resolution. 18 CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 GANN Appropriations Limit - Cumulative Percent Growth CPI / Personal Population Change Cumulative Income % Change % Change Factor Change Factor 1978-79 ..... base year ..... 1979-80 10.17 0.23 10.42 10.42 1980-81 12.11 1.33 13.60 25.44 1981-82 9.12 0.74 9.93 37.90 1982-83 6.79 0.59 7.42 48.13 1983-84 2.35 0.32 2.68 52.09 1984-85 4.74 1.72 6.54 62.05 1985-86 3.74 0.60 4.36 69.12 1986-87 2.30 0.48 2.79 73.84 1987-88 3.47 1.39 4.91 82.37 1988-89 4.66 0.51 5.19 91.84 1989-90 5.19 1.21 6.46 104.24 1990-91 4.21 1.26 5.52 115.52 1991-92 4.14 1.56 5.76 127.95 1992-93 (0.64) 1.83 1.18 130.63 1993-94 2.72 1.62 4.38 140.74 1994-95 0.71 1.54 2.26 146.19 1995-96 4.72 0.27 5.00 158.50 1996-97 4.67 0.79 5.50 172.71 1997-98 4.67 0.77 5.48 187.65 1998-99 4.15 2.23 6.47 206.26 1999-2000 4.53 2.75 7.40 228.94 2000-01 4.91 2.42 7.45 253.44 2001-02 7.82 (2.62) 5.00 271.11 2002-03 (1.27) 0.11 -1.16 266.80 Note: 1987-88 to 1990-91 based on County population growth 1991-92 based on City growth 1992-93 and 1993-94 based on County growth 1994 -95 through 00-01 based on City growth, California per capita income 2000-01 through 2002-03 based on state Department of Finance statistics AD~3ro~)riations Subiect to Limit 1999 - 2000 2000-2001 2001-20O2 36,645,748 36,645,748 72,096,613 35,450,865 Proceeds of Taxes Appropriations Subject to Limit Current Limit Amount Under Limit 30,110,443 32,510,435 30,110,443 32,510,435 63,903,388 68,663,438 33,792,945 36,153,003 Appropriation Limit 21,453,172 24,371,032 26,790,463 28,778,332 29,548,877 31,481,825 32,855,201 33,772,203 35,429,821 37,269,963 39,678,646 41,870,116 44,283,754 44,805,544 46,769,848 47,827,283 50,219,960 52,980,497 55~881,688 59,498,655 63,903,388 68,663,438 72,096,613 71,258,109 2002-2003 34,959,000 34,959,000 71,258,109 36,299,109 19 CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 This page is intentionally blank. 20 ADMINISTRATIVE DEPARTMENTS CITY ATTORNEY OPERATING BUDGET, 2002-03 CITY ATTORNEY DEPARTMENT Contract Legal Services -- 21 CITY ATTORNEY DEPARTMENT City Attorney Department MISSION Serve as legal counsel for the City Council and Redevelopment Agency; Advise the City's Boards, Commissions and employees. Defend the City, its officers and employees in any lawsuits. Function as risk manager for the review and disposition of all general liability claims. CRITERIA City attorney services will continue to be provided through a contract with Meyers, Nave, Riback, Silver and Wilson. 22 CITY ATTORNEY DEPARTMENT Source of Funds: General Fund Department Budget ( 04 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 757,573 387,369 1,677 405,609 429,946 455,742 759,250 387,369 405,609 429,946 455,742 23 CITY ATTORNEY DEPARTMENT This page is intentionally blank. 24 CITY CLERK OPERATING BUDGET, 2002-03 CITY CLERK DEPARTMENT Citizens of South San Francisco 01/02 02/03 City Clerk 1.00 1.00 Full-Time Part-Time 01/02 2.00 .50 02/03 2.00 .50 25 CITY CLERK DEPARTMENT City Clerk MISSION To provide the citizens of South San Francisco, City Council and staff, with access to public records and ensure all facets of agenda preparation and meetings are conducted according to law; to preserve and maintain the City's archives and to promote openness in government by serving the people's needs promptly, efficiently and cheerfully. ACCOMPLISHMENTS Increased City Clerk's office's visibility and participation in State and County municipal clerk organizations. Coordinated the consolidated November 6, 2001 election with the County of San Mateo, and implemented proactive campaign to increase voter registration. City Council minutes completed and submitted to Council in a timely manner. Obtained municipal clerk certification. Administered coordination and distribution of municipal code amendments. Implemented a LaserFiche document imaging system. Resumed responsibility for coordinating board and commission vacancy process for City Council. Reorganized office layout to improve customer service and efficiency. Processed over 1,100 passport applications. OBJECTIVES To complete update of City's records' retention guidelines. To continue archiving documents into LaserFiche to preserve City records. To support City departments by providing high quality and timely information processing. To provide quality customer service with enhanced training and professional development. 26 CITY CLERK DEPARTMENT Source of Funds: General Fund Department Budget ( 02 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 247,681 256,201 281,193 298,065 315,948 69,798 86,242 63,849 88,487 65,132 3,884 5,575 3,884 3,884 3,884 321,363 348,018 348,926 390,436 384,965 Positions Budget Full-Time City Clerk Administrative Assistant I Administrative Assistant II Office Specialist Part-Time Office Specialist Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 3.50 3.50 27 CITY CLERK DEPARTMENT This page is intentionally blank. 28 CITY COUNCIL OPERATING BUDGET, 2002-03 CITY COUNCIL DEPARTMENT Citizens of South San Francisco Councilmembers 01/02 5.00 02/03 5.00 29 CITY COUNCIL DEPARTMENT City Council Department MISSION The City Council is the policy board elected by the citizens of South San Francisco. The role of the Council is to determine public policy as it relates to the decisions and actions of the City of South San Francisco. The City is served by five elected council members, who appoint a Mayor annually. The City Council has expressed an interest in broadening and adding the new communication programs to provide a more informed citizenry. 30 CITY COUNCIL DEPARTMENT Source of Funds: General Fund Department Budget ( 01 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 75,888 72,488 80,316 85,135 90,243 64,776 89,329 86,857 87,726 88,603 140,664 161,817 167,173 172,861 178,846 31 CITY COUNCIL DEPARTMENT This page is intentionally blank. 32 CiTY MANAGER OPERATING BUDGET, 2002-03 CITY MANAGER DEPARTMENT 01/02 02/03 City Manager 0.80 0.80 ,/-- ADMINISTRATION 01/02 02/03 Full-Time 3.70 3.70 33 CITY MANAGER DEPARTMENT City Manager Department MISSION The City Manager and staff assigned to this area are charged with general administration and management of the City, community relations, ombudsmanship, various special projects, City Council coordination, implementation and Council programs, lobbying activities, interagency coordination, and other duties as assigned by the City Council. Additionally, this office provides a resource for general information for the citizens of South San Francisco as well as City staff. OBJECTIVES Coordinate implementation of a learning center in the Westborough area that will serve the needs of adults and students within the community. Develop a day care plan which will serve the needs of business and residents within the community. Review existing City organizational structure with an eye toward identifying opportunities to streamline and improve productivity, efficiency, and cost effectiveness. Coordinate implementation of a downtown Revitalization Strategy aimed at immediate improvement of the physical environment of the central business district and adjacent residential neighborhoods. Expansion of a Citywide Economic and Community Development Strategy. Expand South San Francisco community programs to include: A goal related to community health, using the funds from the Partnership for a Public's Health. Begin including residents (e.g.: Filipino community). Expand outreach campaign with flyers, brochures, buttons, etc. Inclusion of more community members, parents, and youth. Work on outcomes-based evaluation and data collection (database development). Work on getting recognized as a "Family Resource Center." Continue to look for additional funding. 34 CITY MANAGER DEPARTMENT Source of Funds: General Fund Department Budget ( 05 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 557,738 566,517 617,422 654,467 693,735 73,828 107,174 92,258 93,181 94,112 631,566 673,691 709,680 747,648 787,848 Positions Budget Full-Time City Manager Assistant City Manager Director of Community Outreach / Assistant to City Manager Executive Assistant to City Manager Administrative Assistant II Total Adopted 2001-02 0.80 0.90 0.80 1.00 1.00 4.50 Proposed 2002-03 0.80 0.90 0.80 1.00 1.00 4.50 35 CITY MANAGER DEPARTMENT This page is intentionally blank. 36 CITY TREASURER OPERATING BUDGET, 2002-03 CITY TREASURER DEPARTMENT Citizens of South San Francisco 01/02 02/03 City Treasurer 1.00 1.00 37 CITY TREASURER DEPARTMENT City Treasurer MISSION To invest funds not currently needed for the operation of the City of South San Francisco, and to maximize interest earnings while ensuring the safety and liquidity of those funds. OBJECTIVES On an annual basis, present the City Treasurer's investment policy for the City to the City Council for approval. Ensure that the principles of security, liquidity, and yield are upheld. Deposit additional money collections to maximize interest earnings and apprise the Finance Department of same. File with the State of California Pooled Money Investment Board the Investment Report and other required documents on a yearly basis. 38 CITY TREASURER DEPARTMENT Source of Funds: General Fund Department Budget ( 03 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 24,798 24,523 28,454 30,161 31,971 4,047 4,497 4,038 4,078 4,119 28,845 29,020 32,492 34,240 36,090 Positions Budget Part-Time City Treasurer Adopted 2001-02 1.00 Proposed 2002-03 1.00 39 CITY TREASURER DEPARTMENT This page is intentionally blank. 40 FINANCE OPERATING BUDGET, 2002-03 FINANCE DEPARTMENT 01/02 02/03 Director of Finance 1.00 1.00 ADMINISTRATION Full-Time 01/02 02/03 3.00 3.00 ACCOUNTING Full-Time 01/02 02/03 10.00 10.00 FINANCE DEPARTMENT Finance Department MISSION To provide financial services to all the departments of the City. To provide fiscal accountability and adequate control over the use of City funds and appropriations. To assure collection of funds due the City from such sources as Transient Occupancy Taxes and Business Licenses. To provide financial planning and reporting services for a more informed budgeting process. ACCOMPLISHMENTS Maintained and improved standards of service to other departments and to the public by streamlining work processes in business license area. Improved the financial monitoring of major capital improvement and redevelopment funds and projects by enhancing the reporting between financial results and budget forecasts. Initiated analysis of financing options for a new conference center site. Responded to the recession by developing budget contingency plans, in collaboration with the City Manager and departments. OBJECTIVES Produce financial statements in compliance with new accounting principles. Select and begin implementation of a new integrated financial system. This will further improve the financial monitoring of City operations and major capital improvement projects, and will redirect Finance staff work from routine data entry into more reporting and analysis. Work with Public Works to revise the procurement process for major capital projects and contract services, to reduce the administrative cost of procurement and to speed up the delivery of projects and services. 42 FINANCE DEPARTMENT Source of Funds: General Fund Department Budget ( 06 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 922,562 1,127,316 1,195,110 1,266,817 1,342,826 318,749 349,652 331,736 335,053 338,404 3,834 2,799 2,100 2,100 2,100 1,247,944 1,476,968 1,528,946 1,603,970 1,683,329 43 FINANCE DEPARTMENT Administration Division MISSION The major functions of the Administration Division are to direct the Finance Department, provide financial guidance to the other departments of the City, and maintain oversight of the City's financial assets. ACCOMPLISHMENTS Implemented a financial planning and project monitoring function for redevelopment funds and capital projects. Organized demonstrations of new financial software packages for Finance, Human Resources, and Information Technology Staff. Began a monthly report of hotel occupancy and room rate results. Participated in a multi-city task force which is evaluating the Peninsula Humane Society contract, its costs, services provided, and options for contract renewals in 2003. Evaluated, and coordinated City response to, the AT&T/Comcast merger proposal. Worked with City Manager and departments to bring a budget contingency plan forward for 2001-02 and the 2002-03 year, after the impacts of the recession and September 11 negatively impacted sales and hotel tax revenues. Initiated analysis of options for funding a potential new conference center and landfill cleanup costs in the Bay West Cove area. Led effort to tighten the ABAG liability pool (PLAN)'s investment policy. Provided costing and analysis of enhanced PERS benefit plans to City Manager and City Council. OBJECTIVES Lead department in selecting and implementing new financial software package. Produce an easy to read "Budget in Brief" publication for citizens. Develop a five-year General Fund financial forecast. 44 FINANCE DEPARTMENT Continue to work with Public Works on a financing plan for the Wet Weather program. Continue to monitor fiscal legislation at state and federal levels. Continue to evaluate funding options for a potential new conference center and for library and fire station improvements. Represent City with San Mateo Finance Officers Group (SAMFOG), San Mateo Cable Television Authority (SAMCAT), California Society of Municipal Finance Officers (CSFMO), and Association of Bay Area Governments Liability Joint Powers Authority, (ABAG Plan). 45 FINANCE DEPARTMENT Source of Funds: General Fund Administration Division Budget (61) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits 237,793 406,396 437,969 Materials & Services 16,323 29,283 27,872 Capital Outlay 2,157 Debt Service & Other 1,119 840 464,247 28,151 840 492,102 28,432 84O Total 257,392 435,679 466,681 493,238 521,374 Positions Budget Adopted Proposed 2001-02 2002-03 Full-Time Director of Finance * 1.00 1.00 Financial Analyst I 1.00 1.00 Financial Analyst II 1.00 1.00 Administrative Assistant II 1.00 1.00 Total 4.00 4.00 * In departments with an Administration Division, the Department Organization Chart at the front of the department section shows the Director in a separate box. See p. 41. 46 FINANCE DEPARTMENT Accounting Division MISSION Provide payroll, accounts payable, business-licensing services. Maintain City's ledger and asset lists, monitor department expenditures and budgets; and support department purchasing needs. ACCOMPLISHMENTS Implemented new business license software and merged the license and permit application processes. Customer service was greatly improved, as customers can now get business licenses at the one-stop permit counter. As a result, fewer applicants need to also visit the Finance counter. Provided costing and analysis for pending labor negotiations. Implemented new labor agreements, reflecting their changes in the payroll system. Reviewed new financial software systems. With hiring of second Accountant: Separated bond debt service accounts from Redevelopment accounts to provide for more accurate financial statements. Reviewed expendable trust fund accounts and removed items that are not true trust accounts, to provide more accurate financial statements. Began a monthly summary report for large capital projects to Public Works. Produced a quarterly revenue, expenditure, and reserves report to improve monitoring of capital improvements and to improve budget forecasting. Worked with Public Works and Maintenance Services staff to evaluate changes that would streamline the purchasing ordinance. Continued to provide City Treasurer with monthly flow summaries, with supporting details, and quarterly investment portfolio reports. 47 FINANCE DEPARTMENT OBJECTIVES Revise purchasing ordinance and processes to improve the delivery of completed projects and services. Produce financial statements in compliance with new accounting principles. Select and begin implementation of a new financial software system. Implement a weekly check run procedure to better serve client departments. Improve accounting and budgeting for activities funded by fees and deposits. 48 FINANCE DEPARTMENT Source of Funds: General Fund Accounting Division Budget (62) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 684,769 720,920 757,141 802,569 850,724 302,426 320,369 303,864 306,903 309,972 1,677 1,680 1,260 1,260 1,260 990,552 1,041,289 1,062,265 1,110,732 1,161,955 Positions Budget Full-Time Assistant Director of Finance Accountant I Accountant II Payroll Coordinator Financial Services Supervisor Accounting Assistant II Courier Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 1.00 1.00 10.00 10.00 49 FINANCE DEPARTMENT This page is intentionally blank. 50 HUMAN RESOURCES OPERATING BUDGET, 2002-03 HUMAN RESOURCES DEPARTMENT 01/02 02/03 Director 1.00 1.00 01/02 02/03 Full-Time 4.00 4.00 Part-Time 0.70 0.70 51 HUMAN RESOURCES DEPARTMENT Human Resources Department MISSION To anticipate and respond to the diverse needs of employees, their families, other City departments, and the public by providing quality customer-oriented services and resources; to assist City staff in accomplishing their goals and objectives in a safe, professional, efficient, organized, creative, and cooperative manner; to establish and maintain professional, progressive, equitable, and consistent personnel practices and procedures in accordance with federal, state, local, and City rules, regulations, procedures, and requirements; to attract, retain, promote, and recognize qualified and competent persons based on merit and fitness. To meet these goals the Human Resources Department developed a Vision statement, as well as a Values list. ACCOMPLISHMENTS Employee Relations: completed IAFF and Public Safety Managers negotiations resulting in a multi-year contact for both units. Communication: published three issues of Word for Word, an employee communications newsletter with comprehensive details on benefits and other employee-related information; revised two evaluation forms, one of which is used for management employees and the other is used for labor groups. Customer Service: Expanded the Customer Service Recognition Program, resulting in 24 awards (this year). Held a City Hall Open House and Progressive Lunch "Meet and Greet" program to provide educational information to all staff about the City; won the Northern California Chapter of the International Personnel Management Association's award for the City's customer service program. Training and Employee Development: completed the second joint agency Leadership Academy with over 20 City participants; conducted six Brown Bags for all employees on a variety of financial topics; coordinated Outlook training programs available for all City employees; coordinated management development training by Manual Velasco for all management employees. Recruitment and Examination: conducted approximately 40 recruitments and continued to modify our program for those hard-to-fill positions; decreased recruitment timelines for most vacancies by our 5% goal; continued with a leadership role in the San Mateo County Communications Dispatcher Testing Consortium, resulting in cost savings to our City. Employee Processing: continued holding regular meetings with clerical employees who process payroll to ensure that communication and work procedures are clear and well understood. 52 HUMAN RESOURCES DEPARTMENT Employee Recognition: organized the annual employee recognition luncheon and the annual holiday luncheon. Classification and Compensation: reviewed and revised 8 classifications, resulting in salary adjustments and unit designation changes. Legal: finalized the revision of the Personnel Rules and Regulations in order to update them for today's business environment; had a FLSA audit completed and modified procedures to ensure City compliance. Occupational Health and Safety: continued with the Safety Recognition Program; began a revision of the Safety Handbook. Benefits: modified the PARS program for eligible participants to allow them to direct their own investments; developed and published benefit summaries for each bargaining unit; institute the ride-home program sponsored by MTSMA. OBJECTIVES Data Management: develop and implement an employee database with direct link or downloading capabilities from the payroll system. Recruitment and Examination: continue to improve, refine, and streamline recruitment and exam processes; reduce recruitment time from recruitment closing to final eligible employment list provided by at least an additional 5%. Occupational Health and Safety: to ensure compliance with AB 1127 that provides for civil and criminal penalties for safety violations, conduct a comprehensive review of the City's written safety program and implement recommendations, as appropriate; expand the City-wide safety program to ensure compliance with safety-related regulations; develop and implement an expanded accident investigation program for job-related accidents to comply with the Injury and Illness Prevention Program law; develop and implement an employee wellness program; review the necessity for employee physicals for all classes of employees, especially those classifications that are not physically demanding, and make modifications to the program, as appropriate. Communication: expand the Human Resources web page to include a variety of information that is requested by other public agencies, such as adding class descriptions and benefit information; develop and implement a comprehensive Intranet web page that can be used by all City employees for a variety of HR- related information, make changes to benefit forms, and to provide general helpful information; finalize the update and reissue the Administration Instruction manual. Training and Employee Development: provide refresher training on Customer Service for approximately 100 City employees. 53 HUMAN RESOURCES DEPARTMENT Classification and Compensation: finalize the update of all City classification specifications, and make them web-ready. Employee Relations: begin and finalize negotiations with one bargaining unit - Operating Engineers Benefits: continue to closely monitor medical insurance issues. Customer Service: continue implementing the recommendations from the Citywide customer service audit; expand "meet and greet" programs, as appropriate. CRITERIA No anticipated changes to the Human Resources Department. 54 HUMAN RESOURCES DEPARTMENT Source of Funds: General Fund Department Budget (09) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 468,804 474,728 320,232 386,099 1,585 529,612 353,186 561,389 356,718 595,072 360,285 790,621 860,827 882,798 918,107 955,357 Positions Budget Full-Time Director of Human Resources Personnel Analyst Personnel Technician Part-Time Personnel Clerk Total Adopted 2001-02 1.00 2.00 2.00 0.70 5.70 Proposed 2002-03 1.00 2.00 2.00 0.70 5.70 55 HUMAN RESOURCES DEPARTMENT This page is intentionally blank. 56 INFORMATION TECHNOLOGY SERVICES OPERATING BUDGET, 2002-03 INFORMATION TECHNOLOGY SERVICES DEPARTMENT r'"- % 01/02 02/03 Director 1.00 1.00 01/02 02/03 Full-Time 6.50 7.50* * Includes planned shift fi.om contract to regular employees in 2002-03 57 INFORMATION TECHNOLOGY SERVICES DEPARTMENT Information Technology Services Department MISSION To design, implement, and maintain the citywide information technology network; to set standards for all user hardware to assure system compatibility; to support user hardware and assist with the training of employees in the use of various common software; to assist departments in planning for their particular unique technology needs. ACCOMPLISHMENTS a. In process of replacing all desktop PCs in the Police Department. b. Continued to introduce computer application classes to City users. c. Programmed an interface to automate the City Telephone Directory. Set up the file for Human Resources to key in the information. d. Developed a citywide technology disaster contingency plan. e. Continued to upgrade other systems to bring all City users to the same level of operating system and office software package. f. Remodeled office space in the MSB Building to accommodate the growth of I.T. personnel and related equipment storage. g. Replaced primary domain servers at Municipal Services Building and City Hall. h. Began work with Finance and Human Resources to identify, procure, apd implement a Finance, HR and Payroll system. i. Worked with other departments to identify, procure, and implement an Imaging System. j. Procured and implemented a new Parking Citation computer system for the Police Department. k. In the process of developing a City INTRAnet site to share information. I. Expanded service for hardware and software support and project management to other departments. (Examples are CRW Permitting software and LaserFiche.) m. Purchased a router for Grand Library in order for them to be connected to the network. n. Completed new project for Engineering to track various statistics on the number of Disadvantaged Business Enterprises (DBE) and Woman- owned Business Enterprises that do work on construction projects in the City. 58 INFORMATION TECHNOLOGY SERVICES DEPARTMENT o. Completed project that enables Childcare Impact Fees to be entered into the Permitting System. p. Initiated IT newsletter. q. Remodeled & moved into the Bank Building on Linden Avenue. r. Installed a Fax server for LaserFiche and other City use. s. Changed security between the Police and City servers so no one on the network could access PD without proper security. t. In process of replacing Computer Aided Dispatch (CAD) PC's in the Police Department. u. Acquired new pager units for Fire and others. v. In process of implementing Library's new CHECK OUT system. w. Working on Westborough Project to install 24 computers and network into existing building and modular classroom. x. Researched wireless connectivity technology. y. In process of working on policy and procedures to improve customer service and shorter wait time. z. Working on Geographical Information System (GIS) project to convert and standardize data and upgrade software. aa. Successfully completed voice and data wiring for the new Learning Center and Water Quality Control Plant, including bringing these locations online with the City's voice and data telecommunications system. bb. Sustained all telecommunications operations without downtime except for a temporary outage caused by a major fire in Pacific Bell facilities. cc. Assisted Police Department in remodeling cubes and installing new cable wiring. OBJECTIVES 1. Prepare Disaster Recovery plan for critical computer systems. 2. Continue Citywide computer application classes to City users. 3. Create City Intranet and new web site using vendor software. 4. Partner with SSF Chamber to market the City via our Web site. 5. Publish Department Applications to the Web (Parks & Recreation Permit, LaserFiche). 6. Continue installation of fiber network (MFIS) when RCN is ready. 7. Continue to install LaserFiche, document management citywide. 8. Continue to investigate and implement Geographic Info. Systems (GIS) for future funding. 9. Work on the Electronic Community Outreach project. 10. Continue Westborough expansion project with other departments. 11. Complete Permitting project. 12. Improve customer service via an improved equipment ordering process. 13. Cross train staff on Police Department hardware and software. 14. Expand training for I.T. staff in the varied computer systems (Aix, Network, XP). 15. Partner with Police and Fire in selection and operation of computer systems. 59 INFORMATION TECHNOLOGY SERVICES DEPARTMENT 16. Support the purchase and installation of a Finance/Human Resources System. 17. Support the Airport Noise Project computer system. 18. Install and configure equipment to utilize the fiber optic telecommunications facilities provided by RCN. 19. Investigate expanding the phone system for customer service. 60 INFORMATION TECHNOLOGY SERVICES DEPARTMENT Source of Funds: General Fund City Services Fund Department Budget ( 16 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 138,735 604,859 33,181 776,775 636,882 675,095 715,601 1,008,678 637,468 643,843 650,281 46,000 88,685 88,685 88,685 1,054,678 1,363,035 1,407,623 1,454,567 INFORMATION TECHNOLOGY SERVICES DEPARTMENT Source of Funds: General Fund Administration Division Budget (161) Actual Adopted Proposed Estimated Estimated 2001-02 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 138,735 636,882 604,859 1,008,678 592,827 33,181 46,000 675,095 598,755 715,601 604,743 776,775 1,054,678 1,229,709 1,273,850 1,320,343 Positions Budget Full-Time Director of Information Technology Information Technology Manager System Administrator Contract Tech Help Desk Service Coordinator Administrative Assistant II Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 1.50 2.00 2.50 3.00 0.50 0.50 1.00 1.00 Total 7.50 8.50 62 INFORMATION TECHNOLOGY SERVICES DEPARTMENT Source of Funds: City Services Fund Telephone Maintenance Budget ( 162 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 44,641 47,319 50,159 88,685 88,685 88,685 133,326 136,004 138,844 Note: Actual 2000-01 and Adopted 2001-02 amounts are in Communications Division in the Police Depa~ment. 63 INFORMATION TECHNOLOGY SERVICES DEPARTMENT This page is intentionally blank. 64 NON DEPARTMENTAL OPERATING BUDGET, 2002-03 NON-DEPARTM ENTAL 65 NON-DEPARTMENTAL Non - Departmental MISSION To meet City requirements that are not related to a particular Department. Source of Funds: General Fund Department Budget ( 071,213 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits * Materials & Services Capital Outlay Debt Service & Other 3,710 4,466 4,466 4,734 5,018 634,551 974,651 989,326 999,219 1,009,211 27,939 1,000 13,993 13,993 13,993 Total 666,200 980,117 1,007,785 1,017,946 1,028,222 * Housing Authority 66 ACCOUNT # 4201 4210 4220 4301 43O7 4310 4365 438O 4399 4410 4550 4801/4810 21310 NON-DEPARTMENTAL VENDOR Professional & Specialized Services · BBN - Airport Noise Consultant · Labor Relations - Leqal Animal Control Professional Tech. Services - Gov't · Alliance (E 101 Shuttle) · Alliance · C/CAG · C/CAG Congestion Relief Plan Office Supplies · Newsletter · Printing · Business Cards Postage Dues, Meetings, Mileage · Peninsula Conflict · League of CA Cities · ABAG · Airport Community Round Table · Summer Youth Jobs · Chamber of Commerce · SAMCEDA · Peninsula T.V. · Criminal Justice Council · NOISE · Peninsula Policy Partnership · LAFCO Maintenance/Operating Equipment · Non-Departmental Equipment Promotional - TOT Allocation · Historical Society · Misc. Community Group Support · Chamber of Commerce · South San Francisco Directory Day in the Park · Year 2002 Plymire-Schwarz Museum and Fire Museum Miscellaneous (Chamber Videos) Phone Service Equipment Replacement Phones/Computers for Council Chambers City Hall Copier Housing Authority Total 2001-02 100,000 150,000 252,000 40,500 25,000 50,000 3,000 30,700 12,000 2,000 19,250 13,200 17,276 8,350 1,500 7,500 85O 10,000 41,000 6,500 5,000 15,000 7,200 1,000 6,000 6,000 60,000 20,000 30,000 20,000 8,825 5,000 5,466 980,117 2002-03 25,000 372,260 40,500 25,000 50,000 150,000 3,000 30,700 12,000 2,000 19,250 13,300 17,800 8,600 1,240 7,730 88O 10,300 40,421 6,700 5,150 13,075 7,420 1,000 60,000 20,000 30,000 6,000 5,000 5,000 12,532 5,927 1,007,785 -- 67 NON-DEPARTMENTAL This page is intentionally blank. 68 OPERATING DEPARTMENTS ECONOMIC AND COMMUNITY DEVELOPMENT OPERATING BUDGET, 2002-03 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT 01/02 02/03 Director 0.90 0.90 ADMINISTRATION Full-Time 01/02 0.40 -.~ 02/03 0.40 /""-PLANNING Full-Time Part-Time 01/02 6.65 0.80 02/03 8.15 0.00 ECONOMIC DEVELOPMENT 01/02 Full-Time 0.15 02/03 0.15 HOUSING AND COMMUNITY DEVELOPMENT 01/02 02/03 Full-Time 2.60 2.42 Part-Time 0.75 0.75 PARKING DISTRICT 01/02 02/03 Full-Time 1.00 1.00 -- 69 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Economic And Community Development Department MISSION The Economic and Community Development Department's mission is the preservation and improvement of the physical and economic condition of the South San Francisco Community. The department provides the administrative over-sight that contributes to the successful completion of the Goals, Objectives and daily operation of the Divisions of Economic Development, Redevelopment, Planning, Housing and Community Development, and Parking District. ACCOMPLISHMENTS Update of City Demographic and Business "Community Profile" for public distribution. Completed the Specific Plan for the Bay Area Rapid Transit (BART) Transit Oriented Development (TOD) area. Negotiated the development of a new full-service hotel within the Bay West Cove Specific Plan Area. Completed several major departmental studies including: the Area-Wide (E101) Transportation Plan and Fee study, and the Child Care Fee Ordinance, Completed the acquisition and installation of networked Permit Tracking soft- ware for all Annex partners (Building, Engineering, and Planning Divisions). Completed a Departmental analysis of current fees and charges for processing of Planning entitlements. Completed the publication of several press releases, promotional material and graphic promotional posters. Coordinated with Engineering Division to produce updated Redevelopment Agency area, street and parcel maps. Assisted City Council in preparation of "State of the City" presentations for community meetings, business meetings, and other outreach and publicity efforts. Completed development and adoption of Moratorium on Approval of Residential Development. Completed development and adoption of Inclusionary Housing Ordinance and Density Bonus Ordinance. 70 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT OBJECTIVES Complete major departmental studies currently under-way including, Update of City Zoning Ordinance, and City Housing Element of General Plan. To purchase or assist in purchasing additional property or buildings for development of Affordable Housing. Update the lease with Shelter Network to place another "Transitional" family into the City owned property at 109 Longford Avenue. To develop an impact analysis of City-Wide fees and exactions. To complete a City-wide fee study which will assess the cumulative fee and exaction programs existing and proposed by the City. To undertake negotiations for development of a major mixed commercial/residential project in the downtown. To complete a study for development of a public parking structure in the downtown. To facilitate the pre development required for construction of the new Child Care facility in the Gateway project area. Update the Economic Development page on the City's web site by including an updated Community Profile, interactive Redevelopment Agency Map, Zoning Maps, General Plan maps, and a map showing vacant and available commercial and industrial properties. ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: General Fund CDBG Fund Parking Fund 1,405,175 928,051 220,117 Department Budget ( 10 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 1,013,381 1,257,135 1,333,000 2,084,782 2,048,118 1,122,822 195,694 13,100 - 97,521 3,293,857 3,318,353 2,553,343 1,412,980 1,090,024 97,521 2,600,525 1,497,759 1,083,357 97,521 2,678,637 Total General Fund Budget Planning Fees Developer Reimbursements Total Fee Revenue Net General Fund Contribution 1,405,175 50,000 20,000 70,000 1,335,175 72 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Administration Division See Economic and Community Development Department for mission, accomplishments and objectives 73 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: General Fund Administration Division Budget ( 101 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Deb. t Service & Other Total 148,148 178,433 200,081 82,701 122,524 62,541 191,250 212,086 63,166 224,811 63,798 422,099 300,957 262,622 275,252 288,609 Positions Budget Full-Time Director of E&CD Administrative Assistant II Total Adopted Proposed 2001-02 2002-03 0.90 0.90 0.40 0.40 1.30 1.30 74 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Economic Development Division MISSION To provide the support and resources necessary to promote and maintain quality development within the City, and to provide the coordination necessary to improve the processing and regulatory functions that assure continued growth and development within the City. ACCOMPLISHMENTS Continue to function as the principal City liaison between the City and the Bioscience companies planning to relocate or expand in the City. Update the survey listing all companies located in the City of South San Francisco in the bioscience industrial cluster. Update the publication of a quarterly "Major Projects" list of all projects currently under review, approved, and/or under construction within the City limits. Prepare informational packets and disseminate information regarding the Transportation Demand Management program. Assist SAMCEDA and SamTrans coordinate a community outreach program to redevelop the Caltrain Station and develop short-term and long-term design/development strategies in the Downtown Commercial district. Continue to assist the City Council maintain communication with the Bay Area Council and other agencies that are undertaking the San Francisco Bay Ferry Service site selection analysis. Continue to support the local Bioscience Facilities Organization that networks area-wide information and resource assistance to all Bioscience companies in South San Francisco. Continue to support City efforts to implement the "One Stop Permit Center," including process that emphasize permit streamlining, Geographic Information systems (GIS) mapping, and customer service. 75 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Continue to attend meetings, provide supporting information, and coordinate economic development activities with the South San Francisco Chamber of Commerce, San Mateo County Economic Development Association (SAMCEDA), California Association for Local Economic Development (CALED), and other economic development organizations. Work with Peninsula Yellow Cab to create an inter-active complaint procedure on City Taxi service through the City's web site. 76 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: General Fund Economic Development Budget ( 102 ) Salaries & Benefits Materials & Services Capital Outlay~ Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 12,994 15,970 16,815 17,824 18,893 60,365 76,964 69,762 70,460 71,164 73,359 92,934 86,577 88,284 90,058 Positions Budget Full-Time Senior Planner Adopted Proposed 2001-02 2002-03 0.15 0.15 77 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Housing and Community Development MISSION Administration of the Division of Housing and Community Development, which includes Redevelopment Agency Housing Programs, the Community Development Block Grant (CDBG) Program, and the HOME Investment Partnership. The division manages City sponsored housing development efforts, housing acquisition and rehabilitation programs; public service and community facility grants to non profit agencies; and commercial revitalization programs. ACCOMPLISHMENTS Submitted annual Consolidated Housing and Community Development Plan to Department of Housing and Urban Development. Submitted annual Consolidated Annual Performance and Evaluation Report to Department of Housing and Urban Development. Initiated construction for development of Mission Chestnut Senior Housing Project. Completed rehabilitation and lease up of 339-341 Commercial Avenue to provide rental opportunities for Iow-income families. Facilitated adoption of Inclusionary Housing Ordinance. Negotiated Affordable Housing Agreements 70 below market rate units at the Marbella development and 4 below market rate units at the Hillside and Stonegate development. Developed policies and procedures for first Time Home Buyer Program. OBJECTIVES Fiscal and programmatic management of funding sources and program activities. Acquisition and rehabilitation of residential property to provide housing opportunities for Iow and moderate-income households. Implementation of First Time Home Buyer Program. 78 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Implementation of Affordable Housing Agreements for new residential development of four units or more. Property management of redevelopment agency and city owned properties. CRITERIA Ensure quarterly draw of federal funds from the U.S. Treasury. Complete construction of Mission Chestnut Senior Housing. Submit annual Consolidated Housing and Community Development Plan to Department of Housing and Urban Development. Submit annual Consolidated Annual Performance and Evaluation Report to Department of Housing and Urban Development. 79 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: CDBG Fund Housing & Community Dev. Budget ( 103 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 189,716 281,812 271,088 287,353 304,594 915,763 695,032 570,963 532,647 520,406 2,160 86,000 86,000 86,000 1,107,639 976,844 928,051 906,000 911,000 Positions Budget Full-Time Manager of Housing & Community Development Rehabilitation Specialist Administrative Assistant II Part-Time Office Specialist Total Adopted Proposed 2001-02 2002-03 1.00 0.92 1.00 1.00 0.60 0.50 0.75 0.75 3.35 3.17 80 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Planning Division MISSION The purpose of the Planning Division is to assist the Planning Commission and City Council in guiding the physical growth and development of the City. Planning staff is also dedicated to providing the highest class of customer service to City residents on zoning issues regarding home additions and design review. ACCOMPLISHMENTS The Planning Commission approved approximately 2,121,642 square feet of Office/R&D major projects in FY-01-02, which includes biotech companies and internet facilities. The Commission also approved 44,500 square feet on commercial designations last year. The City Council/Redevelopment Agency approved approximately 1,318,000 square feet of office R &D space for FY-01-02, which are located in the Britannia Pointe Grande Business Park and the Gateway Specific Plan District. City Council/Redevelopment Agency also approved 693 hotel rooms. Approval of the Marbella housing project containing 280 dwelling units, including 70 below-market-rate units. Adoption of a Transportation Improvement Study, Transit Demand Management Ordinance and fee ordinance for transportation improvements East of 101. City adoption of a Transit Oriented Development Plan and Ordinance for the area near the new South San Francisco BART station. OBJECTIVES Complete and adopt the revised Housing Element with environmental documentation as appropriate. Continue monitoring housing issues and ABAG projections. Perform Zoning Consistency with General Plan. Complete and adopt a transportation and land use study for the Chestnut- Antoinette-Oak area. Daycare ordinance implementation. 81 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Inclusionary Housing Ordinance implementation. Conduct a traffic study for the South Lindenville area. Continue to fund Historic Preservation Commission. TOD implementation. Ongoing review and processing of Terrabay proposals. CRITERIA Secretary II position has been filled. Office Specialist position has been filled Associate Planner Position is vacant. 82 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: General Fund Planning Division Budget ( 104 ) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 594,247 710,204 769,838 816,028 864,990 886,042 1,013,377 274,617 277,363 280,137 2,284 11,521 11,521 11,521 1,482,573 1,723,581 1,055,976 1,104,912 1,156,648 Positions Budget Full-Time City Planner Principal Planner Senior Planner Associate Planner Administrative Assistant II Administrative Assistant I Office Specialist Part-Time Office Specialist Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 2.15 1.15 0.50 2.00 1.00 1.00 1.00 1.00 1.00 0.80 7.45 8.15 83 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Parking Operations Division MISSION The Mission of the Parking Operations Division is to manage and administrate the use, maintenance and growth of the public parking spaces and public parking lots located within the downtown. ACCOMPLISHMENTS Collaborated with Public Works Department to construct public parking lot for City owned property at 205 Grand Avenue. Initiated lease arrangements for additional surface parking spaces on properties negotiated for development or acquisition by the Redevelopment Agency. Purchased and installed 70 Electronic Parking Meters to replace Mechanical Meters. Completed the installation of 32 new parking meters for the new lots at Linden and Cypress Avenues. Implemented the computerized electronic meter system (hand held) thereby allowing on-site auditing of meter times, charges and collections. Adopted and implemented an increase in daily, monthly and yearly parking permit fees. Adopted and implemented meter rate increases in several areas of the downtown district. OBJECTIVES To present options for new public parking structure(s) within the downtown. To present options for new surface public parking lots for the downtown. To complete development of at least one new parking lot within the downtown. To create temporary parking lots serving the downtown needs during construction of Redevelopment properties within the downtown. Purchase and install 70 Electronic Parking Meters to replace Mechanical Meters. 84 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: Parking District Fund Parking Division Budget (106) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 68,276 139,911 70,716 75,178 140,221 144,939 13,100 79,689 84,470 146,388 147,852 208,187 224,037 220,117 226,077 232,322 Positions Budget Full-Time Parking Meter Collector / Repairer Adopted Proposed 2001-02 2002-03 1.00 1.00 85 ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT This page is intentionally blank. 86 OPERATING BUDGET, 2002-03 FIRE DEPARTMENT Fire Chief 01/02 1.00 02/03 1.00 ADMINISTRATION Full-Time 01/02 02/03 3.00 3.00 PREVENTION / BUILDING 01/02 Full-Time 18.00 02/03 19.00 OPERATIONS 01/02 02/03 Full-Time 41.00 41.00 Part-Time 0.48 0.48 EMERGENCY MEDICAL SERVICES 01/02 02~03 Full-Time 32.00 31.00 DISASTER PREPAREDNESS 87 FIRE DEPARTMENT Fire Department MISSION To protect the people, environment, and property within the City of South San Francisco from the effects of fires, natural and man-made disasters, hazardous materials incidents, medical emergencies, technical rescue situations, and hazards created by substandard construction. This will be accomplished through strategic planning and management, competent training, prompt and efficient response of emergency personnel and equipment, inter-agency agreements with neighboring public and private emergency providers for our mutual benefit, comprehensive public education, effective use of the Emergency Operations Center, fire and building code enforcement, along with ordinance development and enforcement. ACCOMPLISHMENTS Conducted two Child Safety Seat Inspection seminars at the Day-In-The-Park and a Child Safety Seat Inspection Fair was held at the Tanforan Park Shopping Mall. Hired and successfully trained six new Paramedic/Firefighters. Completed the acquisition and placed in service a new Technical Rescue Equipment trailer. Completed the reorganization of the Department, created two new Deputy Fire Chief positions. The Assistant Chief position was reclassified to a Deputy Fire Chief in charge of Operations and a new Deputy Chief in charge of Fire Prevention/Building Division was created. One Battalion Chief position was eliminated. Promoted two Captains to the rank of Battalion Chiefs and promoted two firefighters to the rank of Captain. Sent four personnel to the World Trade Center disaster as part of Urban Search and Rescue Task Force 3 (USAR-TF3). Supported a call volume increase to over 5,000 responses for the first time. Cross-trained a new Captain in the operations/roles of other City departments/ divisions. 88 FIRE DEPARTMENT OBJECTIVES Implement strategy and tactics training for all suppression personnel. Train all personnel for awareness in weapons of mass destruction (WMD). Complete certification for all suppression personnel on Confined Space Operations. Complete Train the Trainer training in Hazardous Materials Operations for three shift personnel, so that they may train the rest of the department. Create a SSFFD Training Manual to conform to the existing policy and procedure manual. Modify the drill tower at Central Station to better represent fire load conditions in an occupied structure. Initiate training schedule for Administration and all office support staff related to office safety. Implement the installation of Opticom Traffic Signal Light Pre-Emptor system in an effort to reduce response times and increase Code 3 driving safety. Place new engine company in service. CRITERIA Quarterly training schedule to be developed for administrative support Staff. Quarterly status reports to be submitted by staff person responsible for objectives. 89 FIRE DEPARTMENT Source of Funds: Fee Revenues: General Fund 2,793,000 Department Budget Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual 2000-01 9,224,801 2,385,581 203,394 31,792 11,845,568 Adopted 2001-02 10,260,917 2,628,929 52,650 10,463 12,952,959 Proposed 2002-03 10,357,510 2,228,806 309,668 12,895,984 Estimated 2003-04 10,978,961 2,254,776 309,668 13,543,404 Estimated 2004-05 11,637,698 2,281,226 309,668 14,228,592 Total General Fund Budget Paramedic Fees Permit Fees Fire Service Fees Total Fee Revenue Net General Fund Contribution 12,895,984 653,000 2,110,000 30,000 2,793,000 10,102,984 9O FIRE DEPARTMENT Administration MISSION To effectively administer, manage, and support Fire Department programs to assure a service-oriented delivery system with a vision to the future. This will be accomplished through a commitment to customer service, planning, budgeting, and staffing while seeking and utilizing new technologies to meet the dynamic needs of the community. ACCOM PLISHM ENTS Updated and revised the Policy and Procedure Manual, Section 300, Emergency Response. Updated and revised the probationary paramedic/firefighter program. Implemented the remodeling plan for Fire Stations two and four. OBJECTIVES Update and revise the Policy and Procedure Manual, Section 400, Apparatus/ Equipment. On a weekly, monthly and quarterly basis actively promote the City's Core values. When funding becomes available, relocate the Central Fire Station. Complete the first phase of remodeling of Stations Two and Four. CRITERIA Battalion Chief assigned to submit a work program to address stated objectives and a timeline for completion by July 1,2002. Quarterly status reports to be submitted by staff person(s) responsible for objectives. 91 FIRE DEPARTMENT Source of Funds: General Fund Administration Division Budget (111) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 449,756 470,735 476,145 504,714 534,997 148,774 161,336 171,005 172,715 174,442 6,483 6,503 6,503 6,503 6,503 605,013 638,574 653,653 683,932 715,942 Positions Budget Full-Time Fire Chief Deputy Fire Chief Administrative Assistant I Administrative Assistant II Total Adopted Proposed 2001-02 2002-03 1.00 1,00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 92 FIRE DEPARTMENT Fire Prevention/Building Division MISSION To promote and ensure a safe living and working environment, maintain standards, and enhance the quality of life of the community This will be accomplished by providing general, technical, and professional services to the residents and business community through building and fire engineering, code development and enforcement, comprehensive fire investigations, fire inspections and plan review. ACCOMPLISHMENTS Performed ninety percent (90%) of all building inspections within 24 hours of receipt of request. Completed ninety percent (90%) of all plan checks with comments or permit ready to issue for single-family dwelling additions and single-family dwelling alterations within ten (10) days for submittal. Completed ninety percent (90%) of all plan checks with comments or permit ready to issue for commercial additions and commercial alterations within twelve (12) days for submittal. Completed ninety percent (90%) of all plan checks with comments or permit ready to issue for new single-family dwelling additions, commercial additions, and commercial alterations within ten (10) days for submittal. Implemented and completed computerization of permit issuance by December 1, 2001. Implemented a revised Fire Prevention company inspection program. Conducted a "How to Demonstration" (How to Install Window Flashing), for the public at South San Francisco's "Day in the Park." OBJECTIVES Implement an Administrative Citation process to assist with Code Enforcement abatements. Coordinate and implement a Citywide, (with a Downtown focus) Beautification and Anti-litter program. 93 FIRE DEPARTMENT Actively participate in developing activities, improved inter-divisional coordination between the Fire Prevention/Building, Planning and Engineering Divisions. Perform ninety percent (90%) of all building inspections within 24 hours of receipt of request. Complete ninety percent (90%) of all plan checks with comments or permit ready to issue for single-family dwelling additions and single-family dwelling alterations within 10 days for submittal. Complete ninety percent (90%) of all plan checks with comments or permit ready to issue for commercial additions and commercial alterations within twelve (12) days for submittal. Complete ninety percent (90%) of all plan checks with comments or permit ready to issue for new single-family dwelling additions, commercial additions, and commercial alterations within ten (10) days for submittal. Finish final phase of the computerized permit program with management and information reports that describe building and code enforcement activities Conduct a "How to Demonstration" (How to Install Island Venting), for the public at South San Francisco's "Day in the Park". CRITERIA Deputy Chief to submit a work program to address stated objectives and a timeline for completion by July 1, 2002. Quarterly evaluation of work programs and monthly status reports to be submitted by Deputy Chief. 94 FIRE DEPARTMENT Source of Funds: Fee Revenue: General Fund 2,210,000 Fire Prevention/Building Division Budget (112) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 1,014,204 1,563,554 1,552,896 1,646,070 1,744,834 567,116 614,591 498,000 502,980 508,010 88,687 17,900 3,960 3,960 3,960 3,960 1,670,007 2,200,005 2,054,856 2,153,010 2,256,804 Positions Budget Full-Time Deputy Fire Chief Fire Marshal / Chief Building Official Assistant Fire Marshal / Building Official Building Inspector Senior Code Enforcement Officer Code Enforcement Officer Senior Building Inspector Fire Inspector 1/11 Permit Technician Administrative Assistant I Office Specialist Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 2.00 2.00 5.00 5.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 18.00 19.00 95 FIRE DEPARTMENT Disaster Preparedness MISSION To administer the City's disaster plan and provide disaster preparedness education programs for the public and training for city employees in disaster preparedness and recovery measures. ACCOMPLISHMENTS Trained over 300 citizens in First Aid/CPR. Revised Employee Emergency handbook and made it available on the "X" drive. Served as the contact with PG&E for rolling blackout issues and worked with EOC staff regarding issues impacting the City in this area. Placed reference information on the City's web page. Created a "Prepare for the Unexpected" brochure that was distributed to residents, businesses and was linked to the City's web page, post September 11, 2001. Conducted introductory training for EOC staff regarding Weapons of Mass Destruction. Department personnel attended awareness level training on Weapons of Mass Destruction and use of Auto Injectors by First Responders. Purchased Auto Injectors for paramedic and firefighter personnel per county policy and placed them on emergency response vehicles. Attended Managing Sustained Operations class at the California Specialized Training Institute. Four city employees attended the Weapons of Mass Destruction Exercise Development course and will participate on a countywide team that will write an exercise for San Mateo County. Coordinated the display and demos of emergency response equipment and demonstrations at South San Francisco's "Day in the Park," including the Survive-a-Life House from the Menlo Park Fire Protection District. Created a Homeland Security Task Force to deal with issues impacting employees and residents, post September 11, 2001. 96 FIRE DEPARTMENT OBJECTIVES Continue coordination of Weapons of Mass Destruction Training for City employees and EOC staff. Conduct ongoing training for City staff to assist them in carrying out their responsibilities in the Emergency Operations Center (EOC). Continue to coordinate the Homeland Security Task Force. Participate in countywide exercise design team for a Weapons of Mass Destruction exercise. Update CERT graduates on new disaster preparedness and response issues. Update our database, re-evaluate existing skills and determine their willingness to assist in areas outside their neighborhood. Attend second phase of Weapons of Mass Destruction Exercise Development Course. CRITERIA Quarterly evaluation of work program and status report to be submitted by the Management Analyst I1. 97 FIRE DEPARTMENT Source of Funds: General Fund Disaster Preparedness Division Budget (113) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 67,948 79,569 73,634 78,052 82,735 67,948 79,569 73,634 78,052 82,735 98 FIRE DEPARTMENT Emergency Medical Services (EMS) Division MISSION To provide prompt, courteous, and appropriate pre-hospital emergency care and transportation for the victims of illness or injury. This will be accomplished through public education, planning, training, provision of medical direction and control, utilization of new technologies, and quality assurance. ACCOMPLISHMENTS Increased ambulance transport revenue by 10.2% from the previous year. Hosted a child safety seat inspection. Participated in the mass CPR training event for the public "Operation Heartbeat" held at Tanforan Mall. Increased the number of heart monitor/defibrillators from 6 to 7. Recertified all Basic Life Support (BLS) fire personnel Emergency Medical Technician (EMT) certificates. Trained all paramedics in use of new medication and cardiac procedure. Increased SSFFD-American Heart Association Community Training Center scope to include training oversight and support for: · Daly City Fire Department · Half Moon Bay Fire Department · North County Fire Authority (Pacifica/Bdsbane Fire Department) · Hillsborough Fire Department · Millbrae Fire Department · Burlingame Fire Department OBJECTIVES Increase the number of individuals instructed in Cardio Pulmonary Resuscitation (CPR), Advanced Cardiac Life Support (ACLS), and Pediatric Cardiac Life Support (PALS) by approximately 100. Conduct 24 hours of Emergency Medical Technician Recertification training. 99 FIRE DEPARTMENT Complete one public service announcement on the recognition of a stroke. Develop and implement a program to place automatic external defibrillators (AEDs) in city buildings, pending availability of funds for the hardware. Develop and implement an age appropriate school based CPR training program aimed at middle or high school aged children. Train paramedic personnel on and implement the Electronic Data Collection System (EDCS) for the computerization of patient care reports. Host a "car seat safety" event. CRITERIA By July 1, 2002, the EMS Coordinator will submit a work program to address stated objectives and a timeline for completion. Quarterly status reports to be submitted by the Emergency Medical Services (EMS) Coordinator on transports and non-transports. Quarterly report on accounts receivable as it pertains to ambulance transports. 100 FIRE DEPARTMENT Source of Funds: Fee Revenue: General Fund 653,000 Emergency Medical Services Division Budget (116) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 2,358,895 3,167,925 3,129,186 3,316,937 3,515,953 298,058 339,554 267,959 270,639 273,345 17,452 23,500 25,309 84,099 84,099 84,099 2,699,714 3,530,979 3,481,244 3,671,675 3,873,397 Positions Budget Full-Time Fire Battalion Chief ( 40 Hours ) Paramedic / Firefighter EMS Coordinator Total Adopted Proposed 2001-02 2002-03 1.00 30.00 30.00 1.00 1.00 32.00 31.00 lOl FIRE DEPARTMENT Operations Division Mission To promptly and efficiently respond to medical emergencies, fires, hazardous materials releases, natural disasters, and other incidents, which threaten the health, environment or property of residents and the business community. This will be accomplished through public education, training, pre-planning, utilization of new technologies, and fire safety and building inspections. Accomplishments Occupancies Inspected: · 60% of all business occupancies · 100% of all hazardous occupancies once, of those 51% were inspected twice. · 60% of hotels · 90% · 83% · 59% · 69% · 85% of assemblies of adult care facilities of child care facilities of K-6 schools of junior and high schools Responded to 5,125 calls for service, an increase of 3.8% from 2000. Conducted over 1,024 building/school inspections. Conducted probationary training and testing for 9 personnel. Participated in the planning and demonstrations of emergency equipment at the South San Francisco "Day in the Park." Co-hosted the 3ra Annual Senior Picnic at Orange Park. Hosted the countywide High Rise drill. Attended nine community and neighborhood meetings and events as part of the Department's "Engine Company Community Liaison Program." Suppression personnel attended countywide Biological/Chemical Weapons of Mass Destruction Auto-injector Antidote course. 102 FIRE DEPARTMENT OBJECTIVES Inspect 50% of all business occupancies and 100% of hazardous occupancies. Conduct probationary training and testing for probationary employees. Establish an engine company liaison with neighborhood PTA's, homeowner associations, community ethnic groups, and attend meetings. CRITERIA Develop a work program by July 1, 2002, for suppression Captains and staff members addressing stated objectives, a timeline for completion, and person responsible for objective. Quarterly status reports to be submitted by Captains and/or staff members assigned objectives. 103 FIRE DEPARTMENT Source of Funds: General Fund Operations Division Budget (117) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 5,401,946 5,058,703 5,199,283 5,511,240 5,841,914 1,303,685 1,433,879 1,218,208 1,230,390 1,242,694 97,255 11,250 215,106 215,106 215,106 6,802,886 6,503,832 6,632,597 6,956,736 7,299,714 Positions Budget Full-Time Fire Battalion Chief ( 40 Hours ) Fire Battalion Chief ( 56 Hours ) Fire Captain Fire Engineer Firefighter Management Analyst II Part-Time Courier Total Adopted Proposed 2001-02 2002-03 1.00 1.00 3.00 3.00 15.00 15.00 15.00 15.00 6.00 6.00 1.00 1.00 0.48 0.48 41.48 41.48 104 LIBRARY OPERATING BUDGET, 2002-03 LIBRARY DEPARTMENT 01/02 02/03 Director 1.00 1.00 ADMINISTRATION 01/02 02/03 Full-Time 1.00 1.00 ADMINISTRATIVE & TECHNICAL SERVICES 01/02 02/03 Full-Time 2.31 3.11 Part-Time 2.74 2.74 WEST ORANGE LIBRARY 01/02 , 02/03 Full-Time 8.17 7.37 Part-Time 10.98 10.98 GRAND AVENUE LIBRARY 01/02 02/03 Full-Time 3.52 3.52 Part-Time 2.78 2.78 LITERACY DIVISION 01/02 02/03 Full-Time 7.00 7.00 Part-Time 3.56 5.39 105 LIBRARY DEPARTMENT Library Department MISSION South San Francisco Public Library is actively committed to providing access to the best possible combination of library materials and services to meet the informational, educational and recreational needs of our multicultural community, in a professional manner, with a human touch. ACCOMPLISHMENTS SSF Online, the City's website at ssf. net, has grown to approximately 15,000 visitors per month. SSF Online has continued to add new features such as a link to community members' family photographs which were digitized as part of the Shades of South San Francisco project, archived City Council agendas and minutes from 1999, and November and March election coverage. A "year in review" holiday newsletter, highlighting Library services and accomplishments in 2001, was mailed to library supporters, distributed to library patrons in the three library facilities and posted on the City website. Thanks to the City's generous support of technology, the number of public access computers has grown to 72 at the West Orange Library, Grand Avenue Library and at the Community Learning Center, which has a state-of-the-art computer classroom. The Library Department continued to play a key role in the South San Francisco Community Partnership, with staff active in partnership committees and through fiscal administration of the project. In addition, Library staff has an integral part in the planning and implementation of the Partnership for the Public's Health grant project. Library staff secured approximately $390,000 in grant funding for programs and projects. The Library hosted six booths for increased community visibility at the September 2001 South San Francisco "Day in the Park" event. The booths featured SSF Online, Friends of the Library, Project Read, the Community Learning Center, the Grand Avenue Library History Room, and the South San Francisco Community Partnership. In addition, the Learning Wheels van held an "open van" next to the Project Read booth. 106 LIBRARY DEPARTMENT The Library coordinated the raffle for Day in the Park, resulting in $24,860 raised for community clubs and organizations. Expanded library media coverage with visibility in local newspapers, Chamber of Commerce newsletter, and library system Search newsletter, and provided access to a local community leader and a local author who were used in the California State Library Campaign for Libraries. National Library Week "coffees" at the libraries and the Learning Center drew a diversity of patrons from our residential and business communities in celebration of library services. The Community Learning Center received local recognition by winning a Gold Award for the area of "children are succeeding in school" from the San Mateo County Children's Report Initiative and a Celebrate Literacy Award from the San Mateo County Reading Association. Children's Services collaborated with the San Mateo County Board of Supervisors, the Peninsula Library System and the Fatherhood Collaborative of San Mateo County to schedule three special Dad & Me at the Library story times, featuring celebrity readers. Board of Supervisor President Jerry Hill, SSF Fire Chief Russ Lee, and SSF Police Chief Mark Raffaelli read stories to standing- room-only audiences of young children and their parents. OBJECTIVES SSF Online will be upgraded, with expanded coverage and enhanced navigati(~n features. Community Learning Center services will be expanded to include a satellite program at the Westborough Park Building. In cooperation with the Director of Community Outreach, staff will continue to play an integral part in the South San Francisco Community Partnership (SSFCP) and the Partnership for the Public's Health project. Staff will continue to secure funding for support of literacy, children's and reference services programs. Library Board and library staff will expand public relations campaign to include the marketing of a library issues "speakers bureau" to local clubs and organizations. CRITERIA The Community Learning Center's Westborough Learning Club program will open in September 2002. -- 107 LIBRARY DEPARTMENT Source of Funds: Grants, Fees and Fines: General Fund 634,300 Department Budget Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 2,334,695 1,036,584 106,516 2,698 2,439,508 2,683,531 2,844,543 3,015,215 1,015,451 981,138 990,949 1,000,859 3,480,493 3,454,959 3,664,669 3,835,492 4,016,074 Total General Fund Budget Library Fines Grants Total Fee Revenue Net General Fund Contribution 3,664,669 60,000 574,300 634,300 3,030,369 108 LIBRARY DEPARTMENT Administration & Technical Services Division MISSION Administers the City's Library services program and provides technical services support through the ordering, cataloging and processing of adult materials for library facilities plus the planning for and implementation of computer hardware and software in the library. Additionally, this division handles public relations for the library and coordinates the use of library volunteers. ACCOMPLISHMENTS The Library Board Handbook was completed and the Library Board completed library advocacy training that was presented by the California Association of Library Trustees and Commissioners. The Library received a bequest from the estate of former Library staff member Elinor Figone to build the library's collection of opera, classical and vocal music; Technical Services staff has ordered a variety of CDs and DVDs to begin this memorial collection. Technical Services staff ordered and processed over 10,000 new items for the collection. In a joint project with the Peninsula Library Automated Network (PLAN), netwo'rk speed was increased at West Orange and Grand Avenue libraries. After evaluating multi-access and web-based catalog stations, two stations have been dedicated to both word processing and the Internet, one station was converted to a web-based Supersearch catalog station, and a children's catalog station has been reconfigured to allow access to the Internet, word processing and educational CD-ROMS. To address public requests, DVD and Books on CD formats were introduced into the Library's collection. The West Orange Library became an official voting site for the November 2001 and March 2002 elections. Expanded shelving for the Friends of the Library daily book sale and an end of the month clearance sale have resulted in increased sales; the Friends added a Fall Book Sale in coordination with the Citywide Garage Sale. Friends of the Library donated approximately $12,000 to the Library to support special programs and materials, including: a new CD display unit and a CD "starter" collection at West Orange Library; partial support for the new self-check 109 LIBRARY DEPARTMENT station at West Orange Library; support of four Project Read trivia teams; support of a variety of special children's and adult programs at all library sites. Friends of the Library commissioned artwork of the new Community Learning Center and Library staff worked with a vendor to design a new library book bag featuring line drawings of all three buildings. Library programming increased this year, with special programs such as the Competition Chili Cooking Class, Handwriting Analysis Workshop; Beauty Tips Program; Hypnosis Presentation; Chamber of Commerce Mixer; and creative and diverse children's programming. The Chili Contest program received front- page coverage in the San Mateo Times. Added new, attractive bookmarks as a means to relay important patron information - Patron Conduct Policy, Library Hours, Fines and Fees, Holiday Schedule and a new Circulation Services brochure. The Library Director was elected to serve a two-year term as one of two public library representatives on the Board of Directors, Golden Gate Library Network. OBJECTIVES Library staff will continue to participate in Golden Gateway Library Network planning and implementation activities. Library staff will evaluate a new Internet "control" software to address timing, reservation and printing management issues. The new DVD and Books on CD collections will be expanded. The Library will continue to produce attractive and informative promotional material. Increase adult programs to not less than 5 programs per year with related expanded media coverage. Develop a community program to promote speakers from the library to get the word out about current services as well as the need for a new facility. Plan and host a Library Open House for City staff to improve awareness of library services and collections. Create 2-3 "message push" campaigns as a means of one-on-one marketing within the library facilities. Last year's email registration "push" resulting in significant increases in patrons using email registration illustrated the success of individualized "pushes" within the library. Continue to have high visibility at SSF Day in the Park and work with community clubs, agencies and organizations to ensure a successful raffle. 110 LIBRARY DEPARTMENT CRITERIA Staff will participate in the Peninsula Library System Technical Support and Cataloging Standards Committees to identify, test and evaluate new methods for accessing information. Maintain statistics on program attendance and media coverage, including media coverage in the monthly Library Board packet. Evaluate increased interest in authors and materials related to programs. Develop speakers' topics list for dissemination to local community groups; report monthly via Library Board packet. Identify 2-3 messages to "push", such as the ease of the new self check unit; evaluate impact afterwards and report to the Library Board. 111 LIBRARY DEPARTMENT Source of Funds: General Fund Administration Division Budget ( 151 )* Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 487,045 318,440 6,487 500,669 601,064 637,128 675,356 322,310 320,400 323,604 326,840 811,972 822,979 921,464 960,732 1,002,196 Positions Budget Full-Time Library Director Assistant Library Director Library Program Manager Librarian I Library Assistant II Administrative Assistant II Office Assistant Part-Time Librarian I (Reg) Library Assistant I (Reg) Library Assistant I (Hrly) Library Page Total Adopted Proposed 2001-02 2002-03 1.00 1.00 0.80 0.80 0.80 0.13 0.13 0.38 0.38 1.00 1.00 1.00 1.00 0.13 0.13 0.50 0.50 0.38 0.38 1.73 1.73 7.05 7.85 * Includes Administration & Technical Services 112 LIBRARY DEPARTMENT West Orange Library Division MISSION Provide library services and materials for the West Orange Library, including adult and children's materials, services and programs, audiovisual materials and Circulation Services. Readers' and Information Services (Reference Services) answers questions, provides reference assistance and administers the History Room located in the Grand Avenue Library. ACCOMPLISHMENTS Children's Services sent a packet to each elementary teacher in South San Francisco public and parochial school, resulting in a high volume of class visits to the libraries and Librarian visits to the schools. Approximately 1,400 children and teens visited the library each week during the Summer Reading Club. Children's Services received grants from the Peninsula Community Foundation, the Philanthropic Ventures Foundation and Northern California Grantmakers to support the Summer Reading, Reader Leader and Teen Reading programs. The first Young Adult Reading Program was added to summer activities; enrollment was 150% higher than expected. A Teen Advisory Board was initiated and held its first meeting in the third quarter of the fiscal year. Quilts made by the children in a Children's Services program won blue ribbons at the San Mateo County Fair and were donated to the Center for the Prevention of Domestic Violence of San Mateo County. Family story time was extended to include a craft component. One computer in the Children's Area was converted into a Homework Center for first through eighth graders that includes Word processing, an encyclopedia, atlas and dictionary and access to our online databases. The juvenile fiction collection was heavily weeded and replacement copies of classics were ordered. Circulation staff recruited several new volunteers this year, who offer a wide variety of assistance such as straightening and arranging children's books in the Friends of the Library book sale area, shelving new books, CDs and books on 113 LIBRARY DEPARTMENT tape, and keeping the circulating library collection neat and shelved in the proper order. Two online databases were added to the library's collection: Gale History Research Center: Modem World History features primary documents, secondary reference sources and journal articles covering all areas of 20th century world history; ReferenceUSA provides access to information and statistics for 12 million United States and Canadian leading public and private companies and residential telephone numbers and addresses for 102 million United States residents and 11million Canadian residents. Through participation in the Golden Gate Library Network, our library patrons can access the netLibrary collection of e-books through the Peninsula Library Systems homepage at plsinfo.org. Reference Services completed the scanning of more than 1,000 historic photographs for the Bits of History grant project. Approximately 100 photographs from our historical collection were scanned for selection in artwork to be created for the new South San Francisco Bart Station. Reference staff prepared a special PowerPoint presentation on online research databases and presented the information to City Council and high school and middle schools in South San Francisco. Internet terminals were used approximately 42,000 times and word processing stations were used approximately 1,000 times. Reference staff continued to participate in the Q&ACafe, where library patrons ask reference questions in a live chat session while on the Intemet. Instructional brochures on the Library's online databases, searching the Dynix online catalog, buying online and health resources in the Library and on the Internet were produced. Reference services has dedicated one computer to a "Supersearch" station where they can search and reserve library materials in libraries throughout San Mateo, Marin and Sonoma Counties. The History Room featured a special display on South San Francisco in the 1960's. 114 OBJECTIVES LIBRARY DEPARTMENT Per patron requests, Children's Services will expand the music CD, DVD and CD-Rom collections. Children's services will seek grant funding for this year's Summer Reading Club and Reader Leader Program. Children's Services will work with the Teen Advisory Board to plan and promote special programs. Circulation Services will reorganize and expand shelving for the growing Books on Tape and Books on CD collections. Circulation Services will encourage usage of the Self Check station by instructing the public on the use and features of the unit. Circulation Services will investigate CD cases that are less vulnerable to breakage and theft and will evaluate security issues regarding DVDs. Reference Services will continue to test and implement additional online databases for patron reference and research and forward database suggestions to the Golden Gateway Library Network to obtain network discounts on these resources. Reference Services will continue to improve reference resources and referral through in-house tutorials and workshops on print and online database sources. The historic photograph collection will continue to be digitized and made available online. Reference services will investigate grant sources to fund the scanning and indexing of our local files. Children's and Reference services will continue to highlight areas of the collection and special programs through in-house displays. CRITERIA The Bits of History images will be added to a special SSF history page to be created on ssf. net. A minimum of three online databases will be studied on a trial basis. Use of the Self Check unit will grow steadily throughout the year. 115 LIBRARY DEPARTMENT Children's Services staff will secure funding for special summer reading programs. A minimum of two programs geared towards young adults will be developed through the recommendations of the Teen Advisory Board. A minimum of 8 special displays will be scheduled promoting library collections and/or services. 116 LIBRARY DEPARTMENT Source of Funds: General Fund West Orange Division Budget (152) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 925,214 443,674 11,205 1,023,595 1,019,323 1,080,482 1,145,311 407,250 369,032 372,722 376,450 1,380,093 1,430,845 1,388,355 1,453,205 1,521,761 Positions Budget Full-Time Assistant Library Director Library Program Manager Librarian I Library Assistant I Library Assistant II Circulation Supervisor Part-Time Librarian I (Reg) Librarian I (Hrly) Library Assistant I (Reg) Library Assistant I (Hrly) Local History Specialist Web Services Specialist Library Clerk Library Page Total Adopted Proposed 2001-02 2002-03 0.20 0.20 2.85 2.05 2.50 2.50 1.00 0.62 1.62 1.00 1.00 1.75 1.75 0.43 0.43 2.31 2.31 0.54 0.54 0.68 0.68 0.19 0.19 5.08 5.08 19.15 18.35 117 LIBRARY DEPARTMENT Grand Avenue Library Division MISSION Provide library services and materials for the Grand Avenue Library including adult and children's materials, services and programs, audiovisual materials, and circulation and reference services. Branch services feature a large Spanish collection for children and adults. ACCOMPLISHMENTS A patron survey was conducted to learn more about current users needs, interests and ideas for service improvement. The information is being used to develop the collection, special programs, displays and information brochures. In order to aid patrons in locating library materials and online information, staff created eight new informational brochures/bibliographies and two bookmarks in Spanish and English. Bilingual signage and library/equipment use instructions were greatly improved to provide easier access to patrons. The Spanish-language collection was improved and expanded; staff received grants from the American Library Association and the International Book Fair to enable them to travel to the International Book Fair in Guadalajara, Mexico to select Spanish-language materials for the collection. The Fifth Annual Teen Poetry Contest was held and the winners were announced at a City Council meeting. The Friends of the Library funded prizes totaling $225. Staff continued to hold a monthly chess tournament, despite the loss of the Chess Club volunteer. Children's and Branch staff presented over twenty after-school special programs, including two musical performances, a demonstration of Chinese calligraphy, docents with live snakes from Coyote Point, a Halloween program featuring live bats, a puppet show and a performance by the Baile Folklbrico. Staff received a grant to purchase a digital camera and have used it to create bulletin board displays of all Branch programs. 118 LIBRARY DEPARTMENT A reception was held to acknowledge the contributions of the Luis R Morales Memorial Fund, which is dedicated to the procurement of Spanish-language materials and programs for children. OBJECTIVES Organize materials and information and develop publicity and information materials to facilitate access for patrons and staff. Promote library programs and services to local schools and community organizations. Expand services at Grand Avenue Library to include a weekday delivery of patron video and DVD reserves from the Peninsula Library System Video Center. CRITERIA Selected books in series and Spanish-language books will be reclassified for easier access. Create a minimum of two bibliographies to aid patrons in locating high- or special- interest subjects. Children's Services and Grand Avenue staff will continue to present year round craft programs and special performances; staff will host a minimum of three class visits each month during the school year. Staff will promote Library programs and services through local school visits, participation in monthly meetings of Sur San Francisco Unidos, participation in South San Francisco Day in the Park, participation in local fairs and events, and with special in-library displays. Interest in reserving DVDs and Videos from the PLS Video Center will grow in popularity throughout the year. 119 LIBRARY DEPARTMENT Source of Funds: General Fund Grand Avenue Division Budget (153) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 269,831 349,609 352,973 374,151 396,600 146,906 143,613 127,092 128,363 129,647 416,737 493,222 480,065 502,514 526,247 Positions Budget Full-Time Library Program Manager Librarian I Library Assistant II Part-Time Library Assistant I (Reg) Library Assistant I (Hrly) Library Page Total Adopted Proposed 2001-02 2002-03 1.15 1.15 1.37 1.37 1.00 1.00 0.50 0.50 1.02 1.02 1.26 1.26 6.30 6.30 120 LIBRARY DEPARTMENT Literacy Division MISSION Provide library services to meet family, individual, work and civic literacy needs of our community. Literacy services are a collaboration between City staff, local citizens, local schools and non-profit organizations to create a more literate and skilled citizenry and enable families to play a greater role in their children's education. This Division is comprised of Project Read and the Community Learning Center. ACCOMPLISHMENTS During fiscal year 2001/02, 111 Project Read volunteer tutors helped 154 adult learners achieve their reading and writing goals. Project Read learners have received their driver's licenses, passed their GED examinations, read books to their children, filled out job applications and more. The Project Read Trivia Challenge exceeded expectations, bringing in a net profit of $17,000. Over 325 people came to support 27 Trivia Challenge teams. Project Read launched its new website, accessible through the Peninsula Library System website at plsinfo.org or directly at http://www.plsinfo.orq/whats happenincl/ProiectRead/home.html Special Project Read programs included a quarterly Book Club and continuing education workshops on subjects like Comprehension Strategies; Emotions and their Impact on Learning; Money Management for Kids; How to Communicate with your Children; the Mad Scientist and more. Project Read provides services in partnership with over 10 community partners, including Headstart, San Mateo County Health Services Agency, South San Francisco and Daly City Adult Schools, Touchpoints group, and the South San Francisco, Daly City and Pacifica Community Partnerships. Learning Wheels, our Families for Literacy van, makes weekly visits to community-based sites in the cities of South San Francisco, Daly City, Pacifica and San Bruno. In the first six months of service, over 3,000 people visited the van. The Project Read Computer Lab received funding from the Peninsula Community Foundation and the federal Library Services and Technology Act (LSTA) this year. An average of 30 adult learners use this lab weekly, in addition to a weekly family lab for learners and their children. Grant funding enabled the expansion of tab equipment this year, to a total of nine workstations. 121 LIBRARY DEPARTMENT The Community Learning Center (CLC) received a Gold Award from the San Mateo Community Report Initiative for their work in helping children succeed in school. The Community Learning Center received the San Mateo County Reading Association's Celebrate Literacy Award for 2001. The Community Learning Center raised over $9,000 as a result of Resource Development Group efforts. The Latino Parent Institute, sponsored by Sur San Francisco Unidos, was launched at the CLC. The Community Learning Center expanded computer services by offering computer lab time to high school students and a computer keyboarding class for adults. Office 2000 classes, sponsored by the South San Francisco Adult School, were introduced. The CLC increased open hours to include Thursday mornings. The South San Francisco Adult School purchased ELLIS (English Language Learning) software for 30 computers for Community-Based English Tutoring (CBET) classes, as well as a Liquid Crystal Display (LCD) projector for the computer classroom. Over $298,000 in grant funding was raised to support Community Learning Center programs. Bay Area Music Makers offered free clarinet, saxophone, and drum lessons to~ children at the CLC. Community Learning Center staff collaborated with SSF Adult Education, Siempre Adelante, Camino Hacia el Exito, North Peninsula Neighborhood Services, North Peninsula Family Alternatives, South San Francisco Community Partnership, South San Francisco Police Department, and the Parks, and Recreation Department to offer additional community classes. The Community Learning Center offered services to approximately 1,730 children and adults: 350 adults participated in English classes; 270 adults participated in computer classes; 152 children attended the homework assistant program; 350 children were engaged in the Children's Activity Area while their parents attended classes; 108 parents received training and resources for family success; 500 children and adults were served through collaborative projects. OBJECTIVES Project Read will maintain current level of services and programs including tutor training sessions in the cities of South San Francisco, Daly City and Pacifica; assessment services; continuing education workshops; Families for Literacy 122 LIBRARY DEPARTMENT programming; Computer Lab programming; and special events such as the annual Trivia challenge and the Volunteer Appreciation Dinner. Project Read will increase outreach and recruitment activities for new learners and tutors in the cities of South San Francisco, Brisbane, Colma, Daly City, Millbrae, Pacifica and San Bruno. Project Read will begin offering training sessions to tutors who are interested in tutoring small groups of learners. Project Read will continue working in collaboration with other community services and programs to help improve literacy rates for residents of North San Mateo County. The Community Learning Center will continue to cultivate relationships and partnerships with local agencies to increase community support services at the Center. The Community Learning Center will offer a new program to elementary school children in the third, fourth and fifth grades at the Westborough Park Building. The Westborough Learning Club will provide skills enhancement to help children complete homework and succeed in school. This fee-based program will focus on reading, writing and math skill development with the use of computers, educational games and group projects. Community Learning Center and Project Read staff will work with the South San Francisco Community Partnership towards achievement of the Partnership's goals and objectives. CRITERIA Project Read will secure continued funding for the Learning Wheels and Computer Lab projects. Project Read will recruit thirty volunteer tutors through print and electronic media appeals posted on a consistent basis. Project Read will schedule tutor training session for at least ten tutors each in the cities of South San Francisco, Daly City and Pacifica. Project Read will schedule a minimum of four continuing education workshops throughout the year. Community Learning Center will secure $297,000 in grants and donations to support programs. The Westborough Leaming Club will serve approximately 40 children per week in each six-week session. 123 LIBRARY DEPARTMENT The CLC will collect $23,200 in fees to run the Westborough Learning Club. At least six programs on topics such as job training, family issues, etc., sponsored by an outside agency, will be offered at the Community Learning Center. The Community Learning Center will serve approximately 350 adults in English language classes, 270 adults in computer classes and lab, 150 children in homework assistance programs, 350 children in the Children's Activity Area while their parents attend classes and workshops, and 500 children and adults through collaborative projects. 124 LIBRARY DEPARTMENT Source of Funds: General Fund Literacy Division Budget (154) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 652,605 127,564 88,824 2,698 565,635 710,171 752,781 797,948 142,278 164,614 166,260 167,923 871,691 707,913 874,785 919,041 965,871 Positions Budget Full-Time Literacy Program Manager, Learning Center Literacy Program Manager, Project Read Literacy Services Coordinator Tutor / Student Coordinator Office Manager / Literacy Services Part-Time Children's Services Specialist Literacy Services Coordinator Office Assistant Computer Assistant Coordinator Library Page Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 2.00 3.00 1.00 2.00 2.00 1.95 2.44 0.48 0.35 0.30 0.68 0.10 0.83 1.82 10.56 12.39 125 LIBRARY DEPARTMENT This page is intentionally blank. 126 PARKS, RECREATION AND MAINTENANCE SERVICES OPERATING BUDGET, 2002-03 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT RECREATION Full-Time Part-Time Director 01/02 O2/O3 23.00 23.00 51.92 51.92 STREET MAINTENANCE & TRAFFIC SAFETY 01/02 02/03 Full-Time 23.00 23.00 CITY GARAGE 01/02 02/03 6.85 6.85 Full-Time COMMON GREENS & LANDSCAPING 01/02 02/03 01/02 O2/03 1.00 1.00 Full-Time 2.30 2.30 ADMINISTRATION 01/02 02/03 Full-Time 2.00 2.00 Part-Time 0.48 0.48 PARK MAINTENANCE 01/02 O2/03 Full-Time 29.45 29.20 Part-Time 1.00 0.37 BUILDING MAINTENANCE 01/02 O2/03 Full-Time 16.10 16.60 STORM WATER DRAINAGE 01/02 O2/O3 Full-Time 2.85 2.85 SEWER MAINTENANCE 01/02 O2/O3 Full-Time 5.20 5.20 127 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Parks, Recreation and Maintenance Services Department MISSION Provide opportunities for physical, cultural, and social well being; ensure effective use of public facilities and open space; maintain the City's infrastructure, vehicles, equipment, public facilities and open space in a timely, efficient, attractive, and cost effective manner. ACCOMPLISHMENTS Oversaw completion of the Orange Park Picnic Area. Oversaw completion of the Tennis Drive Improvement Project. Oversaw remodel of the Recreation Administrative Offices. Oversaw significant progress toward completion of the Junipero Serra Slope Restoration Project. Coordinated successful grant application for professional planning services for the design of the Linear Park along the BART Right-of-Way. OBJECTIVES Encourage staff competency with enhanced training and professional development. Provide leadership in coordinating available resources to beautify and improve community assets. Require accountability for Goals and Objectives identified for all Divisions, as well as contract provisions. Demonstrate and reward a customer service orientation with co-workers, associates and the public. Implement and reinforce the City's core values at all levels of the Department. 128 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT CRITERIA Construction of the Sculpture Garden, and renovation of Zamora, Winston 3 and Winston 5 play areas, will bring all playgrounds into compliance. The Department will complete installation of two portables, and expand operation of Westborough Pre-School. Junipero Serra Slope Restoration Project will be completed. State property off Carter Drive will be acquired. The Department will provide community outreach and contract for a design master plan for the Linear Park along the BART Right-of-Way. 129 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: General Fund City Services Fund Common Greens & Landscape Maintenance Fund Sewer Fund Storm Water Fund 11,118,270 2,918,222 669,546 680,704 314,365 Department Budget Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 8,225,747 9,112,753 9,696,802 10,278,610 10,895,327 6,175,023 6,100,409 5,774,195 5,831,937 5,890,256 40,528 141,200 117,250 25,000 25,000 14,320 100,212 112,860 112,860 112,860 14,455,618 15,454,574 15,701,107 16,248,407 16,923,443 Total General Fund Budget Childcare/Playground Programs Classes Aquatic Programs Sports/Athletics Senior Programs All Other Total Fee Revenue Net General Fund Contribution 11,118,270 907,000 352,000 180,000 150,000 234,000 192,000 2,015,000 9,103,270 130 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Administration Division MISSION The Parks and Recreation Division provides administration, direction, oversight, and accountability for ten (10) divisions and capital improvement projects. The Division also supplies staff support to the City Council, Parks and Recreation, and Cultural Arts Commissions. Citizen boards include Senior Advisory Board and the Beautification Committee. ACCOMPLISHMENTS Completed planning and construction drawings for renovation of three (3) playgrounds. Completed planning and construction drawings for Sculpture Garden. Coordinated application for Proposition 12 grant funds. OBJECTIVES Oversee construction of Sculpture Garden at Orange Park. Coordinate application for all funds available through the 2000 Park Bond Act (Proposition 12). Apply for grant funding for construction of the Linear Park above BART line. Oversee construction of three (3) playground renovations. CRITERIA Completion of each Capital Improvement Project on time and within budget. Expenditure levels are within available resources. Noticeable improvement in the appearance of City property. Successful outcome of grant applications. 131 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: General Fund Administration Division Budget ( 141 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 325,063 322,418 352,526 373,678 396,098 353,214 366,871 358,416 362,000 365,620 6,708 34,500 13,244 96,329 77,461 77,461 77,461 698,229 820,118 788,403 813,139 839,179 Positions Budget Full-Time Director of Parks, Recreation, and Maintenance Services Administrative Assistant II Office Specialist Part-Time Cultural Arts Specialist Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 1.00 1.00 0.48 0.48 3.48 3.48 132 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Recreation Division MISSION The Recreation Division provides a variety of activities to residents of all ages, including playgrounds, swimming, events, sports programs and leagues, picnic and facility rentals, licensed childcare, adult day care, seniors, classes, tennis, and summer and seasonal camps. Functions are site staffing, supervision, clerical support for reception and program registration, operation of the swimming pool, support for co-sponsored groups, field preparation, gym staffing, and operation of Terrabay Gymnasium and Magnolia Center. ACCOMPLISHMENTS Initiated expanded Youth Art Show in cooperation with south San Francisco Unified School District (SSFUSD). Completed planning process for the specification of the portable buildings to be installed at the Westborough Recreation Building. Administered the selection process for the central sculpture to be installed in the Orange Park Sculpture Garden. Implemented expanded recreation programming at the new Community Learning Center. Oversaw completion of Orange Park Tennis Lights Upgrade. Planned for expanded pre-school programming at the Westborough Recreation Building. Coordinated installation of second exits at Martin, Spruce and Ponderosa Childcare. OBJECTIVES Implement expanded licensed childcare and pre-kindergarten programs in the Westborough area. Continue automation of recreation operations, including implementation of internet registration. Update Building Rental Policies and Procedures. 133 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Coordinate occupancy of Westborough portables (August 2002). Develop art loan program or phased commission for sculptures for the Sculpture Garden. CRITERIA Increased number of participants, and higher revenue, in Recreation Division programs. Public art pieces installed in community. Positive reputation for timely and efficient registration. High demand for quality programs. 134 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: General Fund Recreation Division Budget (142) Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 2,702,330 3,103,723 3,270,313 3,466,532 3,674,524 1,098,256 1,081,386 1,054,578 1,065,124 1,075,775 3,800,586 4,185,109 4,324,891 4,531,656 4,750,299 Positions Budget Full-Time Superintendent of Recreation Recreation and Comm. Services Supervisor Program Coordinator --Adult Day Care Program Coordinator -- Terrabay Program Coordinator -- Pre-School Community Services Site Coordinator Preschool Teacher Van Driver Recreation Leader IV (ADC Coordinator) Office Specialist Part-Time Community Services Site Coordinator Recreation Instructor Recreation Leader I Recreation Leader II (Reg) Recreation Leader II (Hdy) Recreation Leader III (Reg) Recreation Leader Ill (Hrly) Recreation Leader IV (Reg) Recreation Leader IV (Hrly) Total Adopted Proposed 2001-02 2002-03 1.00 1.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 0.75 0.75 10.65 10.65 1.10 1.10 1.92 1.92 12.86 12.86 5.20 5.20 15.42 15.42 2.92 2.92 1.10 1.10 74.92 74.92 135 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Streets Maintenance & Traffic Safety Division MISSION To maintain the City's infrastructure including sidewalks, curbs and gutters, guard rails, fences, bridge structures, asphalt streets, parking lots, traffic signals, streetlights, street signs, painted legends, and cleaning of the city streets. ACCOMPLISHMENTS Removed and installed 244 cubic yards of concrete curbs, gutters, and sidewalks. Removed and installed 1,588 tons of asphalt pavement. Contracted out $25,000 worth of sidewalk, curb, gutter and driveway approaches-budget shortfall. Installed 126 new traffic signs and repaired 550. Installed/retrofitted 1,600 Light Emitting Diode (LED) signal heads. Eradicated 406 graffiti problems. Swept 19,441 miles of city street gutters. Repaired 808 streetlights and 224 traffic signal problems and replaced 70 knocked down poles. Collected 3,178 cubic yards of rubbish and swept up 2,170 cubic yards. Coordinated the installation of 2 new signals on Hickey at Camaritas and at Hilton. Coordinated the upgrade of 2 new signals on Chestnut at Antoinette and at El Camino Real. Installed new light poles and fixtures at Orange Park Tennis Courts. Installed flags on Grand Avenue and decorated Christmas tree in Memory of 9/11 Victims. 136 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT OBJECTIVES Complete concrete related projects on the Master Projects Schedule and return to the sidewalk repair list. Budgeted for contracting out the overload of miscellaneous concrete request for service. Eliminate graffiti within 48 hours. Repair streetlights within 48 hours. Repair traffic signal problems upon notification. Program and correct 12 traffic signals in the Industrial area. Install in excess 1,600 tons of new asphalt to improve city streets by utilization of staff and improved equipment. Repair in excess of 97 request of service sidewalk repairs. Coordinate the installation of 2 new signals on Forbes Boulevard at Eccles Avenue and Gull Drive and I new signal at East Grand Avenue and Littlefield Avenue. CRITERIA Management tracking through maintenance schedules to assure completion of tasks. Funds expended and quantities of materials consumed to match expectations and performance of equipment. 137 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: General Fund Streets Maintenance Budget (145) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 1,580,694 1,576,726 1,701,144 1,803,213 1,911,405 1,612,217 1,481,454 1,313,897 1,327,036 1,340,306 5,800 31,516 31,516 31,516 3,192,911 3,063,980 3,046,557 3,161,765 3,283,228 Positions Budget Full-Time Deputy Director of Maintenance Services * Public Works Supervisor Lead Public Works Maintenance Worker Senior Public Works Maintenance Worker Public Works Maintenance Worker Lead Electrical Technician Senior Electrical Technician Electrical Technician Sweeper Operator Equipment Operator Office Specialist Administrative Assistant I Total Adopted Proposed 2001-02 2002-03 0.65 0.65 1.35 1.35 2.70 2.70 3.70 3.70 6.90 6.90 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 0.85 0.85 0.15 0.15 0.70 0.70 23.00 23.00 * Formerly Superintendent of Public Works 138 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Park Maintenance Division MISSION To maintain the City's 180 acres of Parks, 19,700 City trees, facilities, landscaping, street medians, Sign Hill, school play fields, playgrounds, and other recreational areas for public enjoyment. ACCOMPLISHMENTS Renovated Tennis Drive and Orange Memorial Park entrance. Created Hillside and Linden, Chestnut and Grand Avenue green spots, and replaced green spot signs throughout the City. Landscaped parking lots at Cypress Avenue, Grand Avenue, Linden Avenue and Pine Avenue. Completed renovation of Paradise Valley Recreation Center and Basketball Court. Installed irrigation at Franklin Circle, and landscaping at Learning Center. Modified landscape at Biotech Sign, Oyster Point, and to improve drainage on Pomeroy Court. Provided pre-construction work for projects: Hickey Blvd/Hilton Avenue and Orange Memorial Park, Junipero Serra and Hickey Boulevards. Assisted Police Department by eradicating homeless encampment and adjacent vegetation. Planted and replaced 103 trees throughout the City. Re-organized Park crews for more efficient maintenance upkeep. Renovated 2 ballfields. 139 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT OBJECTIVES Improve the aesthetic values of the Park areas with more color spots. Keep maintenance cost at present level. Work with various committees's to improve Park areas for celebrations and special events, such as Day in the Park, Arbor Day, Filipino American Day, and Easter. Complete new landscaping at Westborough Boulevard and 280. CRITERIA To maintain maintenance schedules to assure completion of tasks in a timely manner. Tracking of funds spent to match materials used. 140 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: General Fund Parks Maintenance Division Actual Adopted Proposed Estimated EStimated Budget (146) 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 1,682,385 1,909,714 1,998,904 980,181 1,065,469 959,515 33,820 1,000 2,118,838 969,110 2,245,969 978,801 2,696,386 2,976,183 2,958,419 3,087,948 3,224,770 Positions Budget Full-Time Deputy Director of Maintenance Services * Maintenance Services Supervisor Lead Park Maintenance Worker Senior Park Maintenance Worker Park Maintenance Worker Groundsperson Equipment Operator Tree Trimmer Office Specialist Administrative Assistant I Part-Time Greenhouse Manager Total Adopted Proposed 2001-02 2002-03 0.55 0.55 2.00 2.00 2.00 2.00 3.00 3.00 17.25 14.00 3.00 1.00 1.00 3.00 3.00 0.10 0.10 0.55 0.55 1.00 0.37 30.45 29.57 * Formerly Superintendent of Parks & Facilities 141 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Building Maintenance Division MISSION The Building Maintenance Division provides janitorial, preventive maintenance services, and necessary building and related equipment repairs to all of the City's facilities. These include interior and exterior work. The Division also performs a variety of tasks, which includes furniture moving, set ups, recycled paper pick-up and many miscellaneous tasks as required. ACCOMPLISHMENTS Assimilated 5 new Building Maintenance custodians into the Building Maintenance Division through the 1-year probationary period. Provided custom manufacture and installation of cabinets, storage units, and other improvements in various City buildings and construction projects. Completed many special tasks, including major function setups. Continued upgrading of facilities to meet Americans with Disabilities Act (ADA) requirements within City buildings. Repainted Magnolia and Siebecker exterior. OBJECTIVES Cross train 5 new swing shift custodians to facilitate their use in all City buildings. Continue to provide quality building, construction, and maintenance work from within the Division. Assimilate projected new worker 1 into work schedule of weekend duties by working with current Senior Building Maintenance Custodian. Provide window-washing programs on a quarterly basis to easily accessible City buildings (2 story or less). 142 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT CRITERIA Management tracking through maintenance schedules, evaluations and inspection process. Feedback via e-mail from City buildings of sites affected. Funds expended and quantities of materials consumed to match expectations. 143 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: City Services Fund Building Maintenance Division Actual Adopted Proposed Estimated Estimated Budget (147) 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 868,952 966,462 1,059,807 1,123,395 1,190,799 778,452 768,973 772,015 779,735 787,533 18,000 1,647,404 1,753,435 1,831,822 1,903,131 1,978,332 Positions Budget Full-Time Deputy Director of Maintenance Services * Building Maintenance Supervisor Lead Building Maintenance Custodian Senior Building Maintenance Custodian Building Maintenance Custodian Building Maintenance Craftsworker Administrative Assistant I Total Adopted Proposed 2001-02 2002-03 0.30 0.30 1.00 1.00 2.00 2.00 2.00 2.00 8.50 9.00 2.00 2.00 0.30 0.30 16.10 16.60 * Formerly Superintendent of Parks & Facilities 144 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Sewer Maintenance Division MISSION To maintain the City's sanitary sewer system which includes main lines within the street and within other properties. Maintenance includes flushing, rodding, jetting, repair of broken lines, T.V. work, and manhole maintenance. ACCOMPLISHMENTS Cleaned 32 miles of sewer lines. Inspected for preventive maintenance over 4,071 manholes. Resolved 133 homeowner's problems. Repaired 32 mainline and lateral breaks. Inspected by camera 3,000 feet of sewer lines and 1,000 feet storm line for repairs. Resolved 169 lateral problems. Maintained 24/7 Standby Program for homeowner's problems and sanitary problems. OBJECTIVES Review and inspect 3,000 linear feet of sewer lines with the sewer camera. Clean and inspect over 3,600 manholes with the sewer cleaning equipment. Repair 30 broken lateral connections. Clean 40 miles of sewer lines. 24/7 City wide service for emergencies. 145 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT CRITERIA Management tracking through maintenance schedules to assure completion of tasks. Funds expended and quantities of materials consumed to match expectations. 146 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: Sewer Fund Sewer Maintenance Budget (143) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 373,417 365,721 401,256 425,331 242,679 172,925 200,698 202,705 78,750 450,851 204,732 616,096 538,646 680,704 628,036 655,583 Positions Budget Full-Time Deputy Director of Maintenance Services * Public Works Supervisor Lead Public Works Maintenance Worker Senior Public Works Maintenance Worker Public Works Maintenance Worker Administrative Assistant I Total Adopted Proposed 2001-02 2002-03 0.25 0.25 0.45 0.45 1.00 1.00 1.00 1.00 2.20 2.20 0.30 0.30 5.20 5.20 * Formerly Superintendent of Public Works 147 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Storm Water Drainage Division MISSION This program was established to maintain the City's storm drainage infrastructure and to respond to the mandate imposed by the Federal Government (The Clean Water Act) as monitored by the Regional Water Quality Control Board to lessen pollution to the Bay. The purpose of the program is to reduce storm water pollution and damage to streets and structures. ACCOMPLISHMENTS Completed inspection of over 2,600 catch basins in October 2001 prior to storm season, and cleaned over 800. Repaired several small storm lines in various locations throughout the City. Cleaned sections of Colma Creek and other water conveyance systems. Cleaned all wet wells, sanitary, and storm lines. Bi-monthly skimming and cleaning of the City's five stormwater pump stations wet wells. Responded to several requests for crew and vactor for cleaning area around Water Quality Control Plant. Cleaned over 90 culverts bi-monthly. OBJECTIVES Inspect all catch basins, Colma Creek, and drainage areas maintained by the City with City staff in the Fall prior to storm season. Clean approximately 300 catch basins and 20 miles of storm lines. Clean out storm wet wells annually. Bi-monthly cleaning of culverts. 148 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT CRITERIA Management tracking through maintenance schedules to assure completion of tasks. Funds expended and quantities of materials consumed to match expectations. 149 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: Stormwater Fund Stormwater Drainage Division Budget ( 144 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 87,931 181,986 192,972 204,550 216,823 94,126 127,191 121,393 122,607 123,833 182,057 309,177 314,365 327,157 340,656 Positions Budget Full-Time Public Works Supervisor Lead Public Works Maintenance Worker Senior Public Works Maintenance Worker Public Works Maintenance Worker Equipment Operator Total Adopted Proposed 2001-02 2002-03 0.20 0.20 0.30 0.30 0.30 0.30 1.90 1.90 0.15 0.15 2.85 2.85 150 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT Common Greens & Landscape Division MISSION To maintain the common landscaped areas and special Assessment District grounds, which include West Park 1, 2, & 3, Stonegate Ridge, Willow Gardens, Glenview Commons, and Point Grand. Maintenance includes contract and in- house services for mowing, trimming, and irrigation. ACCOMPLISHMENTS Improved and replanted sections of the Common Greens with cooperation of the Contractor. Responded to vandalism with repair of hundreds of irrigation heads and replacement of damaged plant material. Trimmed and removed several trees as requested by residents, and replaced decayed stumps with sod and shrubs. Replaced old, broken irrigation controllers with current models, and replaced decayed irrigation controller sheds. Removed decayed benches and built new ones, rebuilt wood and concrete steps. Installed new conduit to replace direct burial valve wires destroyed by tree roots. OBJECTIVES Improve the aesthetic values of the Common Greens areas in concert with the contractor. Maintain costs at their current level. Inspect areas for hazards and address for safety. CRITERIA Management tracking through maintenance schedules to assure completion of tasks. Funds expended and quantities of materials consumed to match expectations. 151 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: Common Greens & Landscaping Funds Common Greens Budget (148) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 103,454 153,302 167,521 177,572 188,227 403,407 456,733 463,525 468,160 472,842 43,000 38,500 25,000 25,000 506,861 653,035 669,546 670,733 686,068 Positions Budget Full-Time Deputy Director of Maintenance Services * Maintenance Craftsworker Park Maintenance Worker Administrative Assistant I Adopted Proposed 2001-02 2002-03 0.15 0.15 1.00 1.00 1.00 1.00 0.15 0.15 Total 2.30 2.30 * Formerly Superintendent of Parks & Facilities 152 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT City Garage Division MISSION The City Garage provides fleet maintenance service to the City's fleet of vehicles and mechanical equipment. Services, including scheduled preventive maintenance, required safety and smog inspections, emergency repairs, and equipment modifications are performed as necessary to ensure equipment is suitable for use and departmental users have reliable vehicles and equipment. ACCOMPLISHMENTS Re-evaluated and updated the vehicle replacement plan to accurately reflect the value and service life of the fleet. Streamlined the parts inventory; such as brake products and bolts and nuts, and vendors were eliminated to reduce the cost of many products. Changed shift for one of the mechanics from 8 a.m. to 7 a.m. to provide better coverage and service for those departments that begin the workday at 7 a.m. Purchased $657,600 worth of equipment as budgeted outright or through lease- to-purchase program. Disposed of 9 surplus vehicles through a bidding purchase and auction process coordinated by the Finance Department. Performed 915 vehicle services via schedules and 650 drop-in repairs were completed during the year. Refurbished the Street Department Water Truck and installed 15 Public Works Radios in Park Department vehicles. Updated the fleet maintenance program from the 1998 version. A new and up- dated smog machine was purchased to continue the annual inspections on the inventory fleet. OBJECTIVES The Garage will continue to provide nearly 1,600 routine services and repairs. The Garage will specify and bid for 15 vehicle replacements in 2002-03. 153 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT CRITERIA Management tracking through maintenance schedules to assure completion of tasks. Funds expended and quantities of materials consumed to match expectations. 154 PARKS, RECREATION, AND MAINTENANCE SERVICES DEPARTMENT Source of Funds: City Services Fund Garage Division Budget (149) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 501,521 532,701 552,359 585,501 620,631 612,491 579,407 530,158 535,460 540,814 38,900 1,076 3,883 3,883 3,883 3,883 1,115,088 1,154,891 1,086,400 1,124,843 1,165,328 Positions Budget Full-Time Deputy Director of Maintenance Services * Garage Supervisor Lead Equipment Mechanic Equipment Mechanic Office Specialist Total Adopted Proposed 2001-02 2002-03 0.10 0.10 1.00 1.00 1.00 1.00 4.00 4.00 0.75 0.75 6.85 6.85 * Formerly Superintendent of Public Works 155 PARKS, RECREATION AND MAINTENANCE SERVICES DEPARTMENT This page is intentionally blank. 156 POLICE OPERATING BUDGET, 2002-03 POLICE DEPARTMENT 01/02 02/03 Police Chief 1.00 1.00 ADMINISTRATION 01/02 Full-Time 1.00 02/03 1.00 INVESTIGATIONS 01/02 Full-Time 11.00 Part-Time 0.96 02/03 12.00 0.48 PATROL Full-Time Part-Time 01/02 64.25 2.98 02/03 69.00 2.69 RECORDS 01/02 02/03 Full-Time 8.00 9.00 Part-Time 0.00 0.48 SERVICES Full-Time 01/02 14.00 02/03 8.00 COMMUNICATIONS 01/02 Full-Time 13.80 02/03 13.80 157 POLICE DEPARTMENT Police Department MISSION Provide for the protection of life, property and the promotion of peace and order in the community through the enforcement of applicable laws and the facilitation of proactive community involvement. ACCOMPLISHMENTS Despite staffing shortages due to injuries and vacancies, the Police Department was able to maintain and continue all of the more than 40 programs and services we provide to the community. The renovations of the Police Department continued with the purchase of new furniture in the Investigation area, the remodel of the report writing room and communications, and the upgrade of the security system. OBJECTIVES Continue to implement and support the Back to Basics strategy that focuses on key department programs by requiring regular reports to the Administration. This will meet the goal of the program in assuring that all personnel know what is expected of them as their basic job and that appropriate accountability for performance is in place throughout the Department. Continue to provide assistance to interested personnel with career advancement goals through regular training and the Mentoring Program. In order to enhance the capabilities of personnel in supervisory and management positions, the Department will continue to send them to contemporary leadership training courses. Maintain interaction with the community and continue to be proactive and innovative in our problem solving efforts. Plan and prepare personnel for the promotional process that will be needed to fill minimally three Lieutenant and three Sergeant positions in the Spring of 2003. 158 Department Budget Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other * Total POLICE DEPARTMENT Source of Funds: General Fund: City Services Fund: C.O.P.S.: 12,115,988 1,745,202 85,440 Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 11,410,269 3,214,047 10,466,604 10,654,149 10,764,405 2,985,658 3,339,282 3,182,225 25,353 127,725 88,685 88,685 - 12,094,885 3,246,188 13,566,300 14,209,841 13,946,630 14,624,317 15,341,073 Total General Fund Budget Parking and Traffic Fines Police Service Charges Other Total Fee Revenue Net General Fund Contribution 12,115,988 947,O0O 300,000 90,000 1,337,000 10,778,988 * Telephone System (Division 125) moved from Communications to Information Technology Department for 2002-03. 159 Administration POLICE DEPARTMENT MISSION The management of Department activities and its resources, and coordinate those functions, if applicable, with other departments and agencies. ACCOMPLISHMENTS Information Technology expanded its personnel and moved from the police facility to their own location as an independent IT department. The Department reviewed, revised and implemented new (Operations') goals and objectives. A new Share File was created in order to facilitate easier accessibility of our procedures and general orders through our network system. Grant funding for an additional School Liaison Officer was obtained, but due to staffing shortages, we were not able to accept the grant. OBJECTIVES Obtain grant funding for an additional Traffic Officer position through the Office of Traffic Safety. Establish new accountability standards on supervision and investigation techniques. Prepare officers and staff for promotional opportunities to occur in the spring of 2003 with the retirements three Lieutenants and other members of the department. Completion and publication of department history book. Send out a city-wide survey to residents to obtain feedback on how we can improve police services in the neighborhoods. Establish a committee to review, update and modify as necessary the Field Training Program for new officers. 160 POLICE DEPARTMENT Source of Funds: General Fund Administration Division Budget ( 121 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 235,137 239,809 244,203 259,295 247,044 212,169 2,500 274,853 214,291 291,344 216,434 474,946 493,747 471,464 489,143 507,777 Positions Budget Full-Time Police Chief Senior Administrative Assistant Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 2.00 2.00 161 POLICE DEPARTMENT Services MISSION Interact with other agencies and City departments to assist in planning the orderly growth of the community; provide business security inspections and crime prevention programs; conduct background investigations on all Department employees; schedule state and local training programs; oversee the School Liaison program; continue community partnership through the Community Oriented Policing and Problem Solving (C.O.P.P.S.) program; instruct elementary and high school students on their rights and responsibilities and counsel those in need; and foster youth involvement in law enforcement through the Explorer program. ACCOMPLISHMENTS Forty-five juveniles participated in our Neighborhood Enhancement Action Team (N.E.A.T.) Program, an alternative to legal action f or minor violations of the law. The Department was able to secure $15,650 in donations to sustain our Summer Youth Work program and Scholarship Fund. The Department hosted two successful thirteen-week Citizens' Academy courses with a total of forty-five citizens graduating. The Department hosted two successful twelve-week Community Academy courses (Spanish language) with a total of thirty-seven citizens graduating. 550 of students received Drug Abuse Resistance Education (D.A.R.E.) training. 10 D.A.R.E. educated students were contacted through our D.A.R.E. Follow-up program, as a result of behavioral transgressions. The Department's bi-lingual newsletter, Beat Notes, continues to be published and distributed to the community. Nine Neighborhood Watch meetings were held. Through the Adopt-a-School program, officers conducted 85 visits at seven elementary schools. Patrol has used their work schedule to maximize training efforts and special operations which occur on their overlapping days. With the assistance of Human Resources, the Department has been able to streamline their hiring process in order to meet the increasing demands to fill 162 POLICE DEPARTMENT positions in the organization. This has allowed us to maximize our hiring and we are now at virtually full staff (with recruits in the police academy). Eleven general orders or procedures were reviewed and modified. Report form templates were made available to all PC's and laptop computers for officers to utilize in report writing. OBJECTIVES Continue the partnership with the Domestic Violence Advocates in order sustain the on-going domestic violence and date rape training programs taught in the high schools. Continue to evaluate our current Community Oriented Policing and Problem Solving (COPPS) programs for their value and eliminate or modify those idle programs. Broaden the prosperous ones and explore new COPPS concepts to use in our community. Continue the emphasis on taking full advantage of our Patrol training opportunities through the use of their scheduled double-days. Continue with the review and assessment process for all general orders and procedures. 163 POLICE DEPARTMENT Source of Funds: General Fund Services Division Budget (122) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 850,701 1,024,398 894,197 947,849 1,004,720 1,001,657 1,116,026 1,100,057 1,111,058 1,122,168 1,852,358 2,140,424 1,994,254 2,058,906 2,126,888 Positions Budget Full-Time Police Captain Police Lieutenant Police Sergeant Police Corporal Police Officer Senior Police Records Specialist Administrative Assistant I Total Adopted Proposed 2001-02 2002-03 1.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 14.00 8.00 164 Records POLICE DEPARTMENT MISSION The mission of the Records section is to consistently provide customer service at the highest level. This is accomplished by processing reports; fingerprinting citizens; direct incoming business calls; assist citizens who come to the Police Department; regulate all records as mandated by the State; maintain the integrity of the Evidence / Property Section through precise quality control; and, completion of the reporting forms which are required by the Department of Justice. ACCOMPLISHMENTS After an extensive background investigation, a new Records Specialist was hired and two other Department personnel transferred to Records, which brought the unit up to its full-strength of 7. All three new Records Specialists successfully completed an eleven-week in-house training program. Pursuant to the City's request, in order to update its "Record Retention Program" (which would supercede Resolution No. 170-86), a comprehensive study of virtually every type of document/record created and/or retained by Department personnel in the various job classifications and assignments was completed. A written report of the results included recommended retention periods for those~ documents/records and was forwarded to the City Clerk. Twenty-seven boxes of crime and traffic collision reports were prepared for microfilming. Once returned from filming, the resulting 45 rolls of microfilm were reviewed for quality and completeness; labeling errors were corrected. New Department Procedure #045 was produced. A joint project of the Criminal Investigations Bureau and Property/Evidence unit, with legal advise from the City Attorney's Office, yielded the much needed procedure titled "Temporary Confiscation or Destruction of Firearms/Other Deadly Weapons". An audit of the Property/Evidence section was conducted, with favorable results. OBJECTIVES Prepare (make "camera ready") approximately 31 linear feet of reports (from Feb. 25, 1991 thru Dec. 31, 1992) for microfilming. Finalize the draft of the procedures manual for the Property/Evidence Section. 165 POLICE DEPARTMENT Identify tasks presently being performed solely by Property/Evidence personnel and determine what Records personnel can perform. Transfer at least partial responsibility for any tasks identified. CRITERIA Records Specialists working swing shift were given the choice of working either 1200-2200 hours or 1400-2400 hours. Once they declare which hours they will work, they must keep those hours for the entire 4-months duration of their assignment. An upgrade of the Records Management System (RMS) is planned. 166 POLICE DEPARTMENT Source of Funds: General Fund Records Division Budget (123) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 436,273 52,915 563,217 685,946 54,224 55,567 40,000 727,103 56,123 770,729 56,684 489,188 657,441 741,513 783,225 827,413 Positions Budget Full-Time Police Records Manager Senior Police Records Specialist Police Records Specialist Police Property / Evidence Specialist Part-Time Police Evidence Clerk Total Adopted Proposed 2001-02 2002-03 1.00 1.00 2.00 2.00 5.00 5.00 1.00 0.48 8.00 9.48 167 POLICE DEPARTMENT Communications MISSION Answer incoming emergency/non-emergency calls for service; dispatch police, fire, medical and public works personnel; process warrants; enter/update emergency protective orders; send criminal teletype information, in addition to entering and accessing information in the statewide and national data bases. ACCOMPLISHMENTS Promoted a current dispatcher to the vacant position of Supervising Communications Dispatcher. Replaced the communications logging recorder. Certified one Tactical Dispatcher through Police Officers Standards and training (POST) approved training. Certified an additional dispatcher as a Peer Counselor, bringing the pool of dispatcher peer counselors to 2. Communications personnel participated in the Department's Citizens Academy, and 9-1-1 Awareness Program. OBJECTIVES A complete remodel of the existing communications center. Achieve and maintain full staffing in order to assure quality service to the community. Upgrade existing Computer Aided Dispatch/Records Management System (CAD/RMS) Software. Automate the communications scheduling process. Replace communications PC hardware. Continue participation in the Department's Citizens Academy and 9-1-1 Awareness Program. 168 POLICE DEPARTMENT Source of Funds: City Services Fund Communications Division Actual Adopted Proposed Estimated Estimated Budget (124) 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other * Total 1,142,012 1,243,168 1,244,087 1,318,732 1,397,856 373,152 559,719 501,115 506,126 511,187 35,000 88,685 88,685 1,603,849 1,926,572 1,745,202 1,824,858 1,909,044 Positions Budget Full-Time Communications Manager Supervising Dispatcher Communications Dispatcher Adopted Proposed 2001-02 2002-03 1.00 1.00 2.00 2.00 10.80 10.80 Total 13.80 13.80 * Telephone System (Division 125) moved from Communications to Information Technology Department for 2002-03. 169 POLICE DEPARTMENT Investigations MISSION Investigate all crimes; conduct undercover operations to combat illegal activities; gather intelligence; coordinate cases with allied law enforcement agencies; file and assist with the prosecution of all cases. ACCOMPLISHMENTS We continued our ABC enforcement program. Through a Decoy (underage buy) Program, 30 purchase attempts were made and 26 sales took place. All of the Alcohol Beverage Control (ABC) violations were referred to the District Attorney's Office for prosecution. In addition, one business was forced to sell its license, while 6 others received suspensions. The Department had (personnel) representation on three San Mateo County Regional Task Forces: The North County Cargo Theft Task Force, the County Narcotics Task Force and the Vehicle Theft Task Force. Due to staffing commitments, we are now only represented on the Cargo Theft Task Force. The unit remained very proactive by conducting 30 Search Warrants, 25 Knock and Talks and many hours on stake outs for crime suppression activities. We continued our positive working relationships with the business community by hosting regular financial institution meetings and hotel management meetings. OBJECTIVES Investigation personnel will continue to train Patrol on ABC enforcement techniques and requisite laws to facilitate an efficient Criminal Investigations Bureau (CIB) managed operation in cooperation with Patrol to further enhance our enforcement program. Complete and submit an Alcohol Beverage Control/Government Assisted Law Enforcement (ABC/GALE) Grant application in order to receive additional funding to enhance our ABC program. Carry on the in-progress efforts of targeting alcohol sales to minors by continuing the ABC enforcement program, which includes: initiating round 3 of enforcement contact at the ABC licensed establishments; start the ABC business inspections; and, continue the decoy operation. 170 POLICE DEPARTMENT Continue to work closely with County Task Force Agencies and use our representatives to provide their (subject matter expertise) training to patrol personnel on their scheduled double-days. Continued emphasis on proactive narcotics enforcement, prostitution stings, probation/parole searches with concentration on Investigations personnel's availability to patrol officers on a 24-hour basis and through enhanced training. Implement a senior detective positiOn as a trainer for the large turnover in personnel that is taking place this year and next with the anticipated retirements in the department in Spring of 2003. Respond and investigate all "TIP" bulletin reports within two weeks of receiving the information. Development of a victim response/information letter to keep them informed of the status of their case. 171 POLICE DEPARTMENT Source of Funds: General Fund Investigations Division Budget (126) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 1,163,053 1,268,742 1,270,014 90,382 160,672 154,738 6,336 13,000 1,346,215 156,285 1,426,988 157,848 1,259,771 1,442,414 1,424,752 1,502,500 1,584,836 Positions Budget Full-Time Police Lieutenant Police Sergeant Police Corporal Senior Police Records Specialist Police Property / Evidence Specialist Part-Time Police Court Liason Police Evidence Clerk Total Adopted Proposed 2001-02 2002-03 1.00 1.00 2.00 2.00 6.00 8.00 1.00 1.00 1.00 0.48 0.48 0.48 11.96 12.48 172 POLICE DEPARTMENT Patrol Division MISSION The apprehension of criminal offenders and suppression of criminal activities; enforcement of federal, state and local laws; immediate response to emergencies; assistance to citizens in non-emergencies; and, investigation of crimes. ACCOMPLISHMENTS The Department continues to maintain over thirty ongoing Community Oriented Policing and Problem Solving (C.O.P.P.S.) programs within the City. Increased emphasis continues to be placed on regionalization and shared resources, especially to tactical related operations; and, two of those components include Special Weapons and Tactics (S.W.A.T.) and Hostage Negotiations' personnel. Since the attack of September 11th, the department is involved in county-wide planning efforts to train, protect and prepare law enforcement personnel as well as other first responders in the event of a terrorist attack. The Department continues the Bicycle Patrol program, particularly in the downtown and other surrounding areas of the City that are inaccessible to conventional patrol means. Tactical team members have completed training throughout patrol to address approaching the First Responder to an Active Shooter scenario(s). OBJECTIVES Sustain the promotion of the partnership model with the community through continued emphasis of the C.O.P.P.S. philosophy/programs. Continue emphasis of the Bicycle Patrol program to enhance the overall C.O.P.P.S. philosophy and increase visibility in areas that are inaccessible to conventional patrol vehicles and minimally maintain the amount of time (the two) officers are assigned to the downtown corridor. Continue the high competency level of the South San Francisco Police Department's SWAT and Hostage Negotiation personnel, and preserve the 173 POLICE DEPARTMENT esprit de corps with the entire unit, which now includes the Burlingame, San Mateo, San Bruno, Millbrae and Brisbane Police Departments. Working through the County Chief's Association, continue to plan, train, prepare and equip personnel in the event of a catastrophic event. Participate in the planning for a county-wide training scenario for all law enforcement, fire, public works, mental health, and school personnel in the county. Participate in a city-wide homeland security task force. Initiate a periodic combined Patrol and Investigations special enforcement team to address specific crime issues. 174 POLICE DEPARTMENT Source of Funds: General Fund Supplemental Law Enforcement Fund (C.O.P.S.) 7,484,005 85,440 Patrol Division Budget (127) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 6,639,428 6,310,421 6,410,866 1,227,743 1,201,597 1,158,579 19,017 37,225 6,795,518 1,170,165 7,203,249 1,181,866 7,886,188 7,549,243 7,569,445 7,965,683 8,385,115 Positions Budget Full-Time Police Captain Police Lieutenant Police Sergeant Police Corporal Police Officer Police Service Technician Parking Enforcement Officer Part-Time Police Reserve Officer School Crossing Guard Parking Enforcement Officer Total Adopted Proposed 2001-02 2002-03 1.00 1.00 3.00 3.00 6.00 6.00 6.00 6.00 41.00 45.00 5.00 5.00 2.25 3.00 1.31 1.31 1.38 1.38 0.29 67.23 71.69 175 POLICE DEPARTMENT This page is intentionally blank. 176 PUBLIC WORKS OPERATING BUDGET, 2002-03 PUBLIC WORKS DEPARTMENT 01/02 O2/O3 Director 0.68 0.68 ADMINISTRATION Full-Time 01/02 02/03 1.33 1.33 ENGINEERING 01/02 02/03 Full-Time 10.04 10.24 Part-Time 0.48 0.48 WATER QUALITY CONTROL 01/02 02/03 Full-Time 36.90 36.70 Part-Time 1.67 1.19 STORM WATER POLLUTION PROTECTION 01/02 02/03 Full-Time 1.05 1.05 SOLID WASTE REDUCTION 177 PUBLIC WORKS DEPARTMENT Public Works Department MISSION Administer the Capital Improvement Program. Identify and schedule long term projects. Implement preventative maintenance programs for sewers, storm drains and pavement repair, start major construction projects: Oyster Point Flyover, Hook ramps, Terrabay Grading, Manage Water Quality Control Plant (WQCP) Improvements Project, manage solid waste disposal and continue to administer the Aircraft Noise Insulation Program. Start Wet Weather program, monitor electric generation projects, monitor transportation issues. OBJECTIVES To meet established goals, focus on the future technical efficiency and customer service of the department, establish the City's Public Works Department as a model to other communities. Work with City Departments towards an economically viable City. Support engineering needs for new projects. ACCOMPLISHMENTS 1. Annexed Bayshore Boulevard at San Bruno Mountain to City of South San Francisco. 2. Secured funding for Oyster Point Grade Separation Phases II and III. 3. Permit approved for Oyster Point Grade Separation Phases II and III. 4. Managed construction of WQCP Improvement Program to 90% completion. 5. Obtained Bay Conservation and Development Commission (BCDC) permits for WQCP Improvement Program. 6. Obtained preliminary funding from State Water Resource Board for Wet Weather Program. 7. Negotiated agreement with Local 39 for WQCP Staff. 8. Contributed as part of management team to bring Terrabay project to conclusion. 9. Completed Learning Center. 10. Obtained Metropolitan Transportation Commission (MTC) permit for Oyster Point Phases II and III. 11. Negotiated contracts: Joint Power Board San Mateo County Transportation Authority California Water PG&E San Francisco Water Department BCDC 178 PUBLIC WORKS DEPARTMENT Source of Funds: General Fund Sewer Fund Storm Water Fund Solid Waste Reduction Fund 1,113,966 12,020,409 162,765 185,930 Department Budget Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 3,615,982 4,037,156 4,276,640 5,125,417 5,245,931 4,996,150 4,990 131,300 115,000 194,172 599,577 4,095,280 4,533,238 5,059,838 4,435,280 4,805,233 5,124,987 6,213,280 8,940,561 10,013,964 13,483,070 14,028,357 16,143,500 Total General Fund Budget Engineering Fees Net General Fund Contribution 1,113,966 5,000 1,108,966 179 PUBLIC WORKS DEPARTMENT Source of Funds: General Fund Administration Division Budget ( 10-131 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 183,678 199,095 28,386 27,879 4,990 219,982 23,994 233,181 24,234 247,172 24,476 217,054 226,974 243,976 257,415 271,648 Positions Budget Full-Time Director of Public Works Administrative Assistant II Office Specialist Adopted 2001-02 0.68 0.83 0.50 2.01 Proposed 2002-03 0.68 0.83 0.50 2.01 180 PUBLIC WORKS DEPARTMENT Engineering Division MISSION The Engineering Division is committed to provide high quality municipal services to all residents, businesses, and industries. The division will continue responding to all internal and external customers in a timely and efficient manner. ACCOMPLISHMENTS The following list is representative of some of the projects completed by Engineering Division this year: Hickey/Hilton Intersection Widening & Traffic Signal Modifications, Harbor Way Sanitary Sewer, Cypress/Pine Park ADA Renovations, Bud Burl Park ADA Renovations, Demolition of Greenhouses and Service Station at Linden/Hillside Boulevard, Forbes Boulevard Reconstruction, Spruce Health Center Exterior Improvements, Chestnut/Grand Traffic Signal, Seismic Pedestrian Bridge Retrofit, Shaw Road Force Main, Orange Park Picnic Quadrant, and Tennis Drive Reconstruction. The Division also recommended the award of construction contracts for the following projects: Police Department HVAC Upgrades, Police Department Communications Workstations, Mclellan Drive Extension Project, Orange Park Sculpture Garden, Annual Street Resurfacing Program, Oyster Point Hook Ramps and Flyover, Chestnut Avenue Right Turn Lane, East Grand and Littlefieid Traffic Signal. OBJECTIVES Thero aro five primary goals of the Engineering Division: 1) implementation of the Capital Improvement Program; 2) review of development issues as related to public facilities and community issues; 3) traffic engineering for safe and orderly movement of vehicles and pedestrians; 4) seek outside sources of funds to supplement City funds to finance CIP projects; and 5) begin researching into a new Geographic Information System (GIS). 181 PUBLIC WORKS DEPARTMENT Source of Funds: General Fund Engineering Division Budget (132) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 496,380 544,837 590,174 625,584 663,120 420,034 474,140 274,536 291,008 308,469 11,000 5,280 5,280 5,280 916,414 1,029,977 869,990 921,873 976,868 Positions Budget Full-Time * Director of Public Works City Engineer Assistant Engineer Senior Engineer Associate Engineer Engineering Technician Engineering Project Coordinator Development Review Specialist Administrative Assistant I Administrative Assistant II Office Specialist Adopted 2001-02 Proposed 2002-03 0.32 0.32 0.88 0.88 0.80 0.80 1.90 2.00 1.90 2.00 0.80 0.80 1.00 1.00 0.97 0.97 0.80 0.80 0.17 0.17 0.50 0.50 Pa~-Time ClP Pr~ectEngineer 0.48 0.48 Total 10.52 10.72 * Engineering FTEs are divided between operating and capital budget activities. This budget includes only operating. Capital FTE efforts are included in the ClP budget document. 182 PUBLIC WORKS DEPARTMENT Solid Waste Reduction Division MISSION Implementation and compliance with California Integrated Waste Management Act AB939. Reduction of waste to landfill by 50% in the year 2000. Failure to comply will result in mandatory penalties levied by the California Integrated WasteManagement Board (CIWMB). Source of Funds: Solid Waste Reduction Fund Solid Waste Reduction Budge ( 38-131 ) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 229,885 283,181 185,930 187,789 189,667 229,885 283,181 185,930 187,789 189,667 183 PUBLIC WORKS DEPARTMENT Water Quality Control Plant's Stormwater Program MISSION The purpose of the Water Quality Control Plant (WQCP) is to provide control, treatment, and disposal of residential, commercial, and industrial wastewater generated in South San Francisco, San Bruno, parts of Colma and Daly City in accordance with Federal and State requirements. In Fiscal Year 1996-97 the Stormwater Program was incorporated into the Water Quality Control Plant's Environmental Compliance Program. The Stormwater Program is in response to a mandate imposed by the Federal Clean Water Act and the Regional Water Quality Control Board. The purpose of the program is to prevent stormwater pollution and protect the water quality of the San Francisco Bay and Pacific Ocean. ACCOMPLISHMENTS Our School Outreach Program continues from last year. To date, we have made three presentations at local schools and have scheduled more for the remainder of the school year. In addition, the Countywide Stormwater Program will be making presentations throughout the school year. Continue participation in the San Mateo Countywide Stormwater Integrated Pest Management Program that aims to keep toxic pesticides out of storm drains and sewers. Fact sheets on eight different subjects: ants, aphids, fleas, spiders, and cockroaches, proper disposal of pesticides, lawn care and beneficial insects are available. The Environmental Compliance Office participates with the San Mateo Countywide Stormwater Program in staffing a booth at the Annual County Fair. This is very beneficial to our citizens and business communities as we share as much information as we can on all Environmental Compliance Programs. Participated in the South San Francisco Day in the Park held September 22, 2001. This year Water Quality had its own booth. Various brochures were handed out about our Environmental Compliance Programs. In addition, we were able to share with the community the drawing of the plant expansion Participated in an open house for the new South San Francisco Scavenger Company's Materials Recovery Facility. Staff handed out information on less toxic pesticide products and location flyers for household hazardous waste collection centers. Co sponsored a Creek Cleanup Day with the SSF Beautification Committee on September 15, 2001. Approximately forty volunteers from the community along with various City Staff helped pick up trash and litter at a new location, corner of Littlefield and Utah Avenues. 184 PUBLIC WORKS DEPARTMENT OBJECTIVES Continue the School Outreach Program making presentations to 3r~ and 4th grade students at our local schools both public and private. To continue our ongoing Private Property Owners Storm Drain Stenciling Program. To deliver the best Customer Service possible to our citizens, employees, and business community. CRITERIA Random Customer Service Survey Forms. Continued inspections of our business community. Monitoring of Colma Creek and the Water Quality Control Plant. 185 PUBLIC WORKS DEPARTMENT Source of Funds: Stormwater Fund WQCP Stormwater Division Actual Adopted Proposed Estimated Estimated Budget (138) 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 80,388 104,177 110,008 43,698 46,315 42,757 23,400 10,000 116,608 123,605 43,185 43,616 124,086 173,892 162,765 159,793 167,221 Positions Budget Full-Time City Engineer Development Review Specialist Environmental Compliance Coordinator Environmental Compliance Inspector Adopted 2001-02 0.02 0.03 0.50 0.50 Proposed 2002-03 0.02 0.03 0.50 0.50 Total 1.05 1.05 186 PUBLIC WORKS DEPARTMENT Water Quality Control Division MISSION The purpose of the Water Quality Control Plant is to provide control, treatment, and disposal of residential, commercial, and industrial wastewater generated in South San Francisco, San Bruno, and parts of Colma and Daly City in accordance with Federal and State requirements. ACCOMPLISHMENTS Complied with Federal and State requirements for the control, treatment, and disposal of the City's wastewater in spite of difficulties arising during the plant construction and new facility tie-ins. Implemented the City's three pollution prevention programs by doing inspections of industrial sources of waste, participating in the county's educational outreach programs, and distributing information at the county fair. Computed and submitted to the County Tax Collector sewer service charges for all residences and business served by the Water Quality Control Plant. Worked with contractors and consulting engineers (Carollo and CH2M Hill engineers) during construction of improvements. OBJECTIVES Comply with Federal and State requirements for the control, treatment, and disposal of municipal wastewater by use of the City's Water Quality Control Plant and use of several chemicals to enhance primary treatment due to the Plant being overloaded. Continue implementing the City's pollution prevention programs by performing inspections, monitoring discharges, responding to spills, and engaging in public educational outreach programs. Compute and submit to the County Tax Collector annual sewer service charges for 17,000 residences and 1,600 businesses in the City. CRITERIA On time, computed sewer service charges for 17,000 residences and 1600 businesses in South San Francisco, Colma, and Daly City service areas. On time, completed and submitted to the State Regional Water Quality Control Board an application to the California Regional Water Quality Control Board for renewal of the WQCP's 5-year NPDES Discharge Permit. The current Permit 187 PUBLIC WORKS DEPARTMENT expires on July 16, 2002. The application must be submitted no less than 180 days prior to expiration. On time, submitted all required monthly, semi-annual, and annual reports to the State Regional Water Quality Control Board, the U.S. EPA, and the SF Bay Area Air Quality Management District. 188 PUBLIC WORKS DEPARTMENT Source of Funds: Sewer Fund WQCP Division Budget (139) Actual Adopted Proposed Estimated Estimated 2000-01 2001-02 2002-03 2003-04 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 2,855,536 3,189,047 3,356,476 3,557,865 3,771,336 4,403,414 4,414,416 4,468,933 4,513,622 4,558,759 96,900 105,000 194,172 599,577 4,090,000 4,430,000 6,208,000 7,453,122 8,299,940 12,020,409 12,501,487 14,538,095 Positions Budget Full-Time Superintendent Assistant WQCP Superintendent City Engineer Assistant Engineer Senior Engineer Associate Engineer Engineering Technician Environmental Compliance Coordinator Senior Environmental Compliance Inspector Environmental Compliance Inspector Laboratory Supervisor Chemist Plant Electrician Assistant Plant Electrician Mechanic Assistant Plant Mechanic Operator I, Apprentice Operator II Utility Worker Lead Maintenance Mechanic Administrative Assistant I Part-Time Laboratory Chemist Office Specialist Administrative Assistant I Total Adopted 2001-02 1.00 1.00 0.10 0.20 0.10 0.10 0.20 0.50 1.00 1.50 1.00 2.00 2.00 1.00 4.00 2.00 1.00 13.00 2.00 2.00 1.20 0.48 1.00 0.19 38.57 Proposed 2002-03 1.00 1.00 0.10 0.20 0.20 0.50 1.00 1.50 1.00 2.00 2.00 1.00 4.00 2.00 1.00 13.00 2.00 2.00 1.20 1.00 0.19 37.89 189 PUBLIC WORKS DEPARTMENT This page is intentionally blank. 190 OTHER FUNDS REDEVELOPMENT FUNDS 0 > 0 ~°~ IIII REDEVELOPMENT AGENCY REDEVELOPMENT AGENCY 01/02 02/03 City Manager 0.20 0.20 SHEARWATER 01/02 02/03 Assistant City Mgr. 0.05 0.05 ECD Director 0.05 0.05 H&CD Manager 0.00 0.02 --Admin. Assistant II 0.00 0.02 ADMINISTRATION Senior Planner 01/02 02/03 0.00 0.20 EL CAMINO CORRIDOR 01/02 02~03 Senior Planner 0.30 0.10 H&CD Manager 0.00 0.02 Admin. Assistant II 0.00 0.02 GATEWAY 01/02 02/03 H&CD Manager 0.00 0.02 Admin. Assistant II 0.00 0.03 /'~DOWNTOWN / CENTRAL 01/02 02/03 Assistant to City Mgr. 0.20 0.20 Assistant City Mgr. 0.05 0.05 ECD Director 0.05 0.05 Senior Planner 0.40 0.40 H&CD Manager 0.00 0.02 ~,,~Admin. Assistant II 0.00 0.03~,/ LOW/MODERATE HOUSING 192 REDEVELOPMENT AGENCY Redevelopment Agency MISSION To provide a stronger economic base and increased economic and housing opportunity for the City and its residents through the use of redevelopment tools targeted to designated blighted areas. ACCOMPLISHMENTS Downtown Central Redevelopment Project Area Relocated tenants and demolished existing structures at 201-205 Grand Avenue. Completed the installation of the Sprint Corporation antenna facilities at 306 Spruce Avenue and completed exterior renovations of the facility. Completed Phase I feasibility analysis with Terranomics Company for development of Agency owned properties at Baden and Linden Avenues; and terminated Exclusive Negotiating Rights Agreement (ENRA) with Terranomics due to the economic downturn and difficulty obtaining an office tenant in current market. Entered into an ENRA with Bay Area Economics to assess the feasibility of a residential development over the City owned parking lots on Miller Avenue. Completed property exchange with Giorgi Brothers furniture for new store currently under construction at Baden and Linden Avenues. Demolished the Quonset hut and completed new parking lot at 616 Linden Avenue. Facilitated the relocation of the City's Technology Department into 200 Linden Avenue. Approved Britannia East Grand for 785,000 square feet, including 8,000 sq. ft. child care facility, 5,000 sq.ft. Fitness center, and 8,000 sq. ft. retail/restaurant. To commence construction summer 2002. 180 Oyster Point Blvd--a 5-Story office building totaling 105,000 Square feet and a 4-story garage on a 2.4-acre site has been approved. 193 REDEVELOPMENT AGENCY 200 Oyster Point Blvd: 6-Story Office totaling 155,000 square feet and a 4- stow Garage on a 3.5-acre site is approved. 4000 Shoreline Court consisting of Office/R&D development a 4-Story building over garage totaling 67,806 square feet is under construction. Gateway Redevelopment Project Area Negotiated with Boston Properties for site to be used for construction of a new childcare facility to be operated by the YMCA. Provided $850,000 to undertake construction of modifications to Fire Station II. 951 Gateway Office/R&D building consisting of 60,000 SF is under construction for Advanced Medicine. 611 Gateway 11 Story office tower totaling 265,081 square feet and a 6-parking garage are under construction. 681 Gateway a 4-Story mid-level office building totaling 124,425 square feet is under construction. Shearwater Redevelopment Project Area Britannia Technology Center received approval for 6 office/R&D buildings totaling 563,622 sq. ft. and a 6-level parking garage on a 20 acre site, including: 1,100 space parking garage, two buildings 1100 Veterans Blvd at, 98,184 and 1120 Veterans Blvd at 80,000 sq. ft. are under construction. A childcare facility for 80-100 children was approved Hines- Bay West Cove at 105-185 Oyster Point Blvd. received approval for one 9-story 223,354 SF office bldg., three, 4-story R&D buildings on a 22 acre site, totaling 388,622 sq. ft., 20,000 square ft. restaurant/retail, and a 5-level parking garage on a 16 acre site gas been approved. 194 REDEVELOPMENT AGENCY El Camino Corridor Redevelopment Project Area Completed Specific Plan for "Transit Oriented Development" (TOD) zone and development adjacent to the BART station. The plan provides for the development of mixed use commercial up to 50,000 sq. ft. and 300 residential units. Initiated construction of development of 40 Iow-income elderly housing units at the corner of Mission Road and Chestnut Avenue. Initiated construction of improvements to Chestnut Avenue and El Camino Real intersection. Relocated tenants of 4 units at Willow Gardens project and initiated rehabilitation for re-use as affordable housing. Assisted in funding of Hickey/Hilton intersection signal and improvements. Submitted Transportation for Livable Communities (TLC) grant for Sunshine Gardens and McClellan right of way improvements. Secured City/County Association of Governments (CCAG) grant of $900,000 for infrastructure improvements around the BART station. Began land use and circulation plan for Chestnut Avenue at Oak. Secured $75,000 MTC grant for pedestrian and bike path design and improvements in the linear park. OBJECTIVES To acquire additional property for development of Low-Moderate Income Housing. To continue implementation of projects identified within the 1997 Downtown Central Bond Allocation Issue. To secure site and initiate improvements for a replacement Fire Station for the Central Fire Station located on Baden Avenue. To complete negotiations and initiate construction of retail development at 201 Grand Avenue and 212 Baden Avenue. To develop additional surface lot or structure parking improvements for sites within the Downtown Central Redevelopment Project Area. 195 REDEVELOPMENT AGENCY Complete plans and initiate development of child care center in Gateway Project Area. Continue commercial revitalization program in the Downtown project Area. Undertake infrastructure improvements around the BART station with CCAG grant of $900,000. Complete land use and circulation plan for Chestnut Avenue at Oak. Undertake design of pedestrian and bike path improvements in the linear park. To complete the up-date of the Agency's Redevelopment Implementation Plan. To revaluate the economic conditions for improving the retail mix in the Downtown. 196 REDEVELOPMENT AGENCY REDEVELOPMENT AGENCY SUMMARY Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Gross Tax Increment Transfers In - 20% Housing Interest Misc. Revenue / Rent HUD Loan Proceeds Proceeds from Land Sale Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 6,959,915 10,196,298 14,807,616 1,391,983 2,039,259 2,961,522 1,648,118 1,050,000 1,200,000 1,140,921 258,300 237,000 750,000 250,000 635,000 2,000,000 4,500,000 12,525,937 15,543,857 23,956,138 16,171,910 3,234,382 1,165,250 258,300 20,829,842 17,468,919 3,493,784 1,271,500 322,200 22,556,403 19,345,662 3,869,133 1,322,500 322,200 24,859,495 EXPENDITURES Program Expenditures Transfers Out - Debt Service Transfers Out - Low Mod Housing Transfers Out - CIP Pass Through Agreements Land Purchase Reserved for Property Tax Appeal Bond Retirement Account Advance Repayment / Interest Total Expenditures 1,111,991 4,061,921 4,293,399 2,524,824 2,891,874 2,892,446 1,391,983 2,039,259 2,961,522 - 5,870,000 5,870,000 564,890 592,612 592,612 6,570,890 2,259,796 2,165,014 2,635,636 430,863 300,000 300,000 4,179,569 2,972,O82 3,234,382 175,000 902,146 3,269,395 1,170,000 4,304,956 2,996,770 3,493,784 7O,OOO 920,189 3,584,157 1,000,000 4,434,105 3,347,419 3,869,133 938,593 3,330,895 1,000,000 14,855,237 17,920,680 19,545,615 15,902,574 16,369,856 16,920,145 Excess of Revenues over (under) Expenditures Fund Balance, Beginning of Year Fund Balance, End of Year (2,329,300) (2,376,823) 4,410,522 4,927,268 6,186,547 7,939,351 31,699,471 29,370,171 33,780,693 38,707,961 44,894,508 29,370,171 33,780,693 38,707,961 44,894,508 52,833,858 197 REDEVELOPMENT AGENCY GATEWAY PROJECT AREA Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 Gross Tax Increment 3,812,138 4,338,496 4,984,982 5,928,801 6,330,374 6,459,979 Interest 712,713 600,000 600,000 600,000 601,000 602,000 Misc. Revenue 396,389 7,000 7,000 7,000 7,000 7,000 Total Revenues 4,921,240 4,945,496 5,591,982 6,535,801 6,938,374 7,068,979 EXPENDITURES Program Expenditures Transfers Out - Debt Service Transfers Out - Low Mod Housing Transfers Out - CIP Bond Retirement Account 74,365 188,108 234,675 249,877 257,373 265,095 1,429,933 1,724,675 1,724,675 1,830,769 1,830,769 2,180,993 762,428 867,699 996,996 1,185,760 1,266,075 1,291,996 2,830,000 2,830,000 75,000 2,259,796 2,165,014 2,635,636 3,269,395 3,584,157 3,330,89! Total Expenditures 4,526,522 7,775,496 8,421,982 6,610,801 6,938,374 7,068,979 Excess of Revenues over (under) Expenditures * Fund Balance, Beginning of Year Fund Balance, End of Year Bond Funds, End of Year All Other Reserved Funds 394,718 (2,830,000)(2,830,000) (75,000) - 16,226,882 18,881,396 16,051,396 15,976,396 15,976,396 18,881,396 16,051,396 15,976,396 15,976,396 15,976,396 10,446,227 7,616,227 7,541,227 7,541,227 7,541,227 6,175,373 6,175,373 6,175,373 6,175,373 6,175,373 * For the Gateway Project Area, the excess of expenditures over revenues reflects a draw-down on the 1999 Gateway RDA Bond proceeds. 198 REDEVELOPMENT AGENCY SHEARWATER PROJECT AREA Summa~ofRevenues, Expenditums, andChangesinFundBalance REVENUES Gross Tax Increment Interest Misc. Revenue Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 817,415 24,356 1,695 991,205 1,021,436 1,581,351 2,126,585 3,107,216 Total Revenues 843,466 991,205 1,021,436 1,581,351 2,126,585 3,107,216 EXPENDITURES Program Expenditures Transfers Out - Low Mod Housing Advance Repayment / Interest 177,190 204,487 199,894 245,148 252,502 260,078 163,483 198,241 204,287 316,270 425,317 621,443 346,758 300,000 300,000 500,000 500,000 500,000 Total Expenditures 687,431 702,728 704,181 1,061,418 1,177,819 1,381,521 Excess of Revenues over (under) Expenditures Fund Balance, Beginning of Year Unreserved / Undesignated End of Year 156,035 288,477 317,255 519,933 948,766 1,725,695 (3,503,397) (3,347,362) (3,030,107) (2,510,174)(1,561,408) (3,347,362) (3,030,107) (2,510,174) (1,561,408) 164,287 Note: Shearwater has begun to generate a net surplus and can begin to pay back the General Fund for the advances made over the last several years. As df 6/30/01, Shearwater owed General Fund $4,040,000. 199 REDEVELOPMENT AGENCY DOWNTOWN / CENTRAL PROJECT AREA Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Gross Tax Increment Interest Misc. Revenue / Rent HUD Loan Proceeds Proceeds from Land Sale Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 1,496,841 4,077,290 7,052,096 * 6,681,483 6,981,865 348,120 100,000 150,000 210,000 210,000 442,946 181,300 160,000 181,300 245,200 750,000 250,000 635,000 2,000,000 4,500,000 7,697,558 210,000 245,200 3,672,907 6,358,590 12,112,096 7,072,783 7,437,065 8,152,758 EXPENDITURES Program Expenditures Transfers Out - Debt Service Transfers Out - Low Mod Housing Transfers Out - CIP Pass Through Agreements Land Purchase Reserved for Property Tax Appeal Advance Repayment / Interest Total Expenditures 614,253 2,460,119 2,610,648 2,503,891 2,579,008 2,656,378 801,103 873,020 873,592 847,293 871,981 873,0n~ 299,368 815,458 1,410,419 1,336,297 1,396,373 1,539,5 3,025,000 3,025,000 271,901 297,612 297,612 408,463 416,632 424,9bb 6,570,890 420,000 8,557,515 7,471,209 8,217,271 5,515,944 5,263,994 5,493,856 Excess of Revenues over (under) Expenditures * Fund Balance, Beginning of Year Fund Balance, End of Year Bond Funds, End of Year All Other Reserved Funds Unreserved / Undesignated Fund Balance, End of Year (4,884,608) (1,112,619) 3,894,825 1,556,839 2,173,071 2,658,902 7,957,360 3,072,752 6,967,577 8,524,416 10,697,487 3,072,752 6,967,577 8,524,416 10,697,487 13,356,389 6,500,230 3,500,000 3,500,000 3,500,000 3,500,000 2,638,559 2,600,000 2,600,000 2,600,000 2,600,000 (6,066,037) 867,577 2,424,416 4,597,487 7,256,389 * Estimated 2001-02 gross tax increment includes a one-time revenue from the County for misallocated parcels going back three years. 2OO REDEVELOPMENT AGENCY EL CAMINO CORRIDOR PROJECT AREA Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Gross Tax Increment Interest Misc. Revenue Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 833,521 789,307 1,749,101 1,980,275 2,030,094 1,462 5,250 10,500 1,099 2,080,910 10,500 Total Revenues 836,082 789,307 1,749,101 1,985,525 2,040,594 2,091,410 EXPENDITURES Program Expenditures Transfers Out - Low Mod Housing Transfers Out - CIP Pass Through Agreements Advance Repayment / Interest 112,049 341,734 273,413 271,966 280,125 288,529 166,704 157,861 349,820 396,055 406,019 416,182 15,000 15,000 100,000 70,000 292,989 295,000 295,000 493,683 503,557 513,628 84,105 250,000 500,000 500,000 Total Expenditures 655,847 809,595 933,233 1,511,704 1,759,701 1,718,339 Excess of Revenues over (under) Expenditures Fund Balance, Beginning of Year Fund Balance, End of Year All Reserved Funds Unreserved / Undesignated Fund Balance, End of Year 180,235 (20,288) 815,868 473,821 280,894 373,071 (1,143,090) (962,855) (146,987) 326,835 607,728 (962,855) (146,987) 326,835 607,728 980,799 807,314 100,000 100,000 100,000 100,000 (1,770,169) (246,987) 226,835 507,728 880,799 Note: El Camino has begun to generate a net surplus and can begin to pay back the General Fund for the advances made over the last several years. As of 6/30/01, El Camino owed General Fund $1,056,000. 201 REDEVELOPMENT AGENCY LOW & MODERATE HOUSING Summary of Revenues, Expenditures, and Changes in Fund Balance Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 REVENUES Transfers In - 20% Housing 1,391,983 2,039,259 2,961,522 3,234,382 3,493,784 3,869,133 Interest 561,467 350,000 450,000 350,000 450,000 500,000 Misc. Revenue / Rent 298,792 70,000 70,000 70,000 70,000 70,000 Total Revenues 2,252,242 2,459,259 3,481,522 3,654,382 4,013,784 4,439,133 EXPENDITURES Program Expenditures Transfers Out - Debt Service Total Expenditures Excess of Revenues over (under) Expenditures Fund Balance, Beginning of Year Fund Balance, End of Year Bond Funds, End of Year Less: Loan Commitments to Bridge / Mid Peninsula Loans Receivable All Other Reserved Funds Unreserved / Undesignated Fund Balance, End of Year 134,134 867,473 974,769 908,687 935,948 964,026 293,788 294,179 294,179 294,020 294,020 293,425 427,922 1,161,652 1,268,948 1,202,707 1,229,968 1,257,451 1,824,320 1,297,607 2,212,574 2,451,675 2,783,816 3,181,682 12,161,716 13,986,036 16,198,610 18,650,285 21,434,101 13,986,036 16,198,610 18,650,285 21,434,101 24,615,783 101,114 101,114 101,114 101,114 101,114 5,241,445 2,541,445 1,041,445 1,041,445 1,041,445 4,277,726 6,977,726 8,477,726 8,477,726 8,477,726 251,354 251,354 251,354 251,354 251,354 4,114,397 6,326,971 8,778,646 11,562,462 14,744,144 202 OTHER FUNDS ENTERPRISE FUNDS Sewer Rental Fund Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 Operations: Charges for Services 7,378,379 7,739,000 8,132,000 8,746,000 9,508,000 10,174,000 Other Cities 2,522,117 2,590,000 2,232,482 2,831,000 4,510,000 3,458,000 Connection Fees and Other 380,209 860,000 850,000 850,000 850,000 850,000 State Loan Proceeds 9,916,427 - 830,000 Bonds/Developer Fees 17,380,000 17,160,000 6,429,000 Interest/other income 194,558 275,000 110,000 84,360 95,800 62,000 Transfers In 175,000 Total Revenues 20,566,690 11,464,000 12,154,482 29,891,360 32,123,800 20,973,000 EXPENDITURES Operating Expenses Debt Service Capital Expenditures Transfers out to Capital Improvement Fund 7,685,901 9,439,009 8,138,000 8,611,113 8,668,000 , 8,725,000 1,249,395 599,578 598,000 4,090,000 4,705,000 6,483,000 9,916,427 1,635,000 6,532,000 17,710,691 17,660,000 6,929,309 41,000 6,000 6,000 Total Expenditures 18,851,723 11,673,587 15,268,000 30,452,804 31,039,000 22,143,309 Net Income 1,714,967 (209,587) (3,113,518) (561,444) 1,084,800 (1,170,309) Total Fund Balance 4,449,198 1,335,680 774,236 1,859,036 688,727 Encumbrances, End of year 3,089,198 1,360,000 1,335,680 774,236 1,859,036 688,727 Undesignated Reserve, End of year The Sewer Rental Fund consists of: the Water Quality Control Plant Division, the Sewer Maintenance Division in Parks, Recreation, and Maintenance Services, and planned Sewer capital project expenses. The major priorities in capital are the proposed multi-year effort for inflow and infiltration work, (the "Wet Weather program") which is anticipated to be funded by a new State Loan, and capacity improvements in the East of 101 area, funded by developer impact fees. 2O3 ENTERPRISE FUNDS Parking District Fund Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Operations: Parking Fees Interest and Other Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 252,874 235,000 235,000 235,000 235,000 235,000 70,086 30,000 30,000 30,000 30,000 30,000 Total Revenues 322,960 265,000 265,000 265,000 265,000 265,000 EXPENDITURES Operating Expenses Transfers out to General Fund Total Expenditures Net Income Undesignated Fund Equity * 208,187 224,037 224,037 220,117 226,077 232,322 30,900 239,087 224,037 224,037 220,117 226,077 232,322 83,873 40,963 40,963 44,883 38,923 32,678 734,028 774,991 774,991 819,874 858,797 891,475 * (Net of Fixed Assets) 2o4 ENTERPRISE FUNDS Storm Water Fund Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Operations: Service Charges Interest and Other Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001 ~02 2001-02 2002-03 2003-04 2004-05 396,319 398,410 398,410 398,410 398,410 398,410 32,311 20,000 20,000 20,000 20,000 20,000 Total Revenues 428,630 418,410 418,410 418,410 418,410 418,410 EXPENDITURES Operating Expenses Budget Savings Transfers Out to Capital Improvement Fund Total Expenditures Net Income Undesignated Fund Equity * 306,143 483,069 383,069 477,130 486,950 507,878 (lOO,OOO) (lOO,OOO) (lOO,OOO) 37,046 50,000 82,137 75,000 343,189 533,069 465,206 452,130 386,950 407,878 85,441 (114,659) (46,796) (33,720) 31,460 10,532 213,630 98,971 166,834 133,114 164,574 175,106 * (Net of Fixed Assets) 2O5 SPECIAL REVENUE FUNDS Gas Tax Fund Summary of Revenues, Expenditures, and Changes in Fund Balance Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 REVENUES Gas Tax 1,223,323 1,119,305 1,210,673 1,211,000 1,211,000 1,211,000 Traffic Congestion Relief 445,851 150,000 150,000 150,000 130,000 130,000 Interest / Other Income 183,951 50,000 45,000 45,000 45,000 45,000 Total Revenues 1,853,125 1,319,305 1,405,673 1,406,000 1,386,000 1,386,000 EXPENDITURES Transfers Out to General Fund for Street MaintJ'Gen. Engineering Transfers Out to General Fund for Congestion Relief Transfers Out to CIP Fund Total Expenditures Net Income Designated for Street Improvement Capital Projects 528,451 557,516 592,516 808,000 565,000 575,000 150,000 150,000 130,000 130,000 1,631,849 998,500 1,784,875 879,000 700,000 700,000 2,160,300 1,556,016 2,527,391 1,837,000 1,395,000 1,405,000 (307,175) (236,711) (1,121,717) (431,000) (9,000) (19,000) 1,693,180 1,456,469 571,463 140,463 131,463 112,463 206 SPECIAL REVENUE FUNDS Community Development Block Grant Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES CDBG Block Grant Program Income HOME Investment Partnership Interest / Other Income Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 961,149 738,000 738,000 18,485 3,500 12,000 979,634 741,500 750,000 748,000 173,439 22,620 12,000 956,059 748,000 162,272 22,620 12,000 944,892 748,000 179,450 22,620 12,000 962,070 EXPENDITURES CDBG Program Expenditures Transfers Out to General Fund Transfers Out to CIP Fund Total Expenditures Net Income Designated for CDBG Programs 1,022,639 941,844 941,844 35,000 35,000 35,000 50,000 842,051 86,000 820,000 86,000 825,000 86,000 1,107,639 976,844 976,844 928,051 906,000 911,000 (128,005) (235,344) (226,844) 28,008 38,892 51,070 (271,012) (506,356) (497,856) (469,848) (430,956) (379,886) * Negative fund balances reflect lag in funding from CDBG (reimbursement basis) 2O7 SPECIAL REVENUE FUNDS Common Greens Maintenance Districts Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Property Taxes Other Income Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 803,004 732,000 732,000 848,000 9,881 848,OO0 848,000 812,885 732,000 732,000 848,000 848,000 848,000 EXPENDITURES Maintenance Expenditures Transfers Out to Capital Improvement Fund Total Expenditures Net Income Designated for Common Green Maintenance and Capital Impr 506,861 653,035 653,035 669,546 670,733 686,068 142,500 160,000 160,000 506,861 653,035 653,035 812,046 830,733 846,068 306,024 78,965 78,965 35,954 17,267 1,932 2,069,380 2,148,345 2,148,345 2,184,299 2,201,566 2,203,498 2o8 SPECIAL REVENUE FUNDS Measure A Fund Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Measure A Sales Tax Interest / Other Income Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 1,077,147 1,020,988 909,607 919,000 937,000 956,000 137,050 70,000 50,000 50,000 50,000 50,000 1,214,197 1,090,988 959,607 969,000 987,000 1,006,000 EXPENDITURES Transfers Out to CIP Fund for Street Improvement Projects Total Expenditures Net Income Designated for Street Improvement Capital Projects 626,913 1,548,500 2,386,859 1,065,000 1,000,000 1,000,000 626,913 1,548,500 2,386,859 1,065,000 1,000,000 1,000,000 587,284 (457,512) (1,427,252) (96,000) (13,000), 6,000 1,620,425 1,162,913 193,173 97,173 84,173 90,173 209 SPECIAL REVENUEFUNDS Solid Waste Fund Summary of Revenues, Expenditures, and Changes in Fund Balance REVENUES Franchise Fee Revenue Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 173,325 173,325 173,325 173,325 173,325 173,325 173,325 173,325 173,325 173,325 173,325 173,325 EXPENDITURES Operating Expenditures Transfers Out to Capital Improvement Fund Total Expenditures Net Income Designated for Solid Waste Reduction Purposes 229,885 283,181 283,181 185,930 187,789 189,667 17,500 229,885 283,181 283,181 203,430 187,789 189,667 (56,560) (109,856) (109,856) (30,105) (14,464) ~ (16,342) 598,359 488,503 488,503 458,398 443,934 427,592 210 SPECIAL REVENUE FUNDS Special Revenue Funds The City of South San Francisco sponsors several programs that are designed to be self-supporting in terms of revenue raised. Because these programs are designed to be self-supporting from outside revenues, they are accounted for as Special Revenue Funds outside the General Fund. Descriptions of the programs are as follows: Dav in the Park: Day in the Park is a daylong event at Orange Memorial Park in September each year that is intended to be a celebration of, and a showcase for, the many important community groups and service organizations that provide services to the community. Funds are raised from corporate sponsors and through raffle ticket sales. Raffle ticket sale proceeds are returned to the group that raised the money, and other donations, after paying for the direct costs of setting up the booths and the event, are used to support community groups. Commute Reduction Proclrams: The City of South San Francisco coordinates, with the assistance of the Peninsula Congestion Relief Alliance Joint Powers Authority (the ALLIANCE) a series of commuter shuttles for East of 101 employers. Employers pay the City for a share of those shuttles, which transport employees to and from the CalTrain and BART stations. This service reduces commute trips into South San Francisco. The City also receives funds from CalTrain and from SamTrans. The City then uses those funds to pay for shuttle bus services. In addition to the shuttles, Genentech currently donates funds to offset the cost of free taxicab service to and from downtown during lunch hour. This service is designed to attract employees into the downtown area without generating additional automobile trips. Human Resources (HR) Consortium: The City of South San Francisco is the host entity with several other cities in a cooperative arrangement for two programs. By funding the programs jointly, each City saves resources by not having to duplicate those services. Each member city contributes an annual fee to the City of South San Francisco, and the City administers the payment processing of the programs on all members' behalf. The two programs are: Dispatch Consortium: This program pays for testing and recruitment services for Communications Dispatchers. HR Policies Consortium: This program pays for the joint writing of human resource policies for the member entities. '- 211 Air Truck Joint Powers Authoritv (JPA): In 1989, the City of South San Francisco entered into a JPA with, along with Colma, San Bruno, Daly City, Pacifica, and Brisbane, to facilitate the joint purchase and maintenance of a specialized piece of firefighting equipment, a Mobile Air Compressor Unit (Air Truck). Each year, JPA members pay the City of South San Francisco for their share of the cost of maintaining that Air Truck. 212 SPECIAL REVENUE FUNDS Miscellaneous Other Special Revenue Funds Summary of Revenues, Expenditures, and Net Income Proposed Budget, 2002-03 REVENUES Donations Raffle Ticket Sales Company Payments Other City Contributions Total Revenues Day in Commute HR Air Truck the Park Reduction Consortium JPA Programs 85,000 6,500 25,000 37O,OOO 110,000 376,500 29,000 29,000 9,000 9,000 Total Proposed 2002-03 91,500 25,0O0 370,000 38,000 524,500 EXPENDITURES Day in the Park MTSM Shuttles Downtown Dasher Joint City Human Resources Expenses Vehicle Maintenance Total Expenditures Net Income 110,000 370,000 6,500 29,000 110,000 376,500 29,000 8,000 8,000 1,000 110,000 37O,OOO 6,500 29,000 8,000 523,500 1,000 213 INTERNAL SERVICE FUNDS CITY SERVICE FUNDS Communications REVENUES Charges to Departments Interest & Other Income Actual Adopted Estimated Proposed * Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 1,546,411 1,763,325 1,763,325 1,667,750 1,850,000 1,925,000 34,355 23,524 10,075 7,000 3,536 4,683 Total Revenues 1,580,766 1,786,849 1,773,400 1,674,750 1,853,536 1,929,683 EXPENDITURES Salaries & Benefit 1,142,012 1,243,168 1,200,000 1,244,087 1,318,732 1,397,856 Materials & Services 412,603 604,360 544,209 501,115 506,126 511,187 Capital Outlay 35,000 30,000 Debt Service 87,174 88,685 85,542 Transfers Out to Capital Improvement Fund 126,259 43,229 Total Expenditures 1,641,789 1,971,213 1,859,751 1,745,202 1,824,858 1,909,044 Excess of Revenues over Expenditures Undesignated Reserve Beginning of Year (61,023) (184,364) (86,351) (70,452) 28,678 20,639 519,920 458,897 158,849 88,397 Undesignated Reserve End of Year 458,897 372,546 88,397 117,075 117,075 137,714 * 2000-01 & 2001-02 amounts include Telephone Maintenance program, shown separately beginning 2002-03. 214 INTERNAL SERVICE FUNDS CITY SERVICE FUNDS Telephone Maintenance REVENUES Charges to Departments Interest & Other Income Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 8,413 135,000 138,000 1,000 1,000 1,000 Total Revenues 9,413 136,000 139,000 EXPENDITURES Salaries & Benefit Materials & Services 44,641 47,319 50,159 Capital Outlay Debt Service 88,685 88,685 88,685 Total Expenditures 133,326 136,004 138,844 Excess of Revenues over Expenditures (123,913) (4) Undesignated Reserve Beginning of Year 156 213,697 89,784 89,780 Undesignated Reserve End of Year 89,784 89,780 Note: 2000-01 & 2001-02 amounts for Telephone Maintenance program were shown in Communications Division. 89,936 215 INTERNAL SERVICE FUNDS CITY SERVICE FUNDS Vehicle Maintenance REVENUES Charges to Departments Interest & Other Income Total Revenues EXPENDITURES Salaries & Benefit Materials & Services Capital Outlay Debt Service Total Expenditures Excess of Revenues over Expenditures Undesignated Reserve Beginning of Year Undesignated Reserve End of Year Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 1,056,633 1,100,000 1,049,900 1,090,500 23,634 14,675 8,245 5,000 1,080,267 1,114,675 1,058,145 1,095,500 501,521 532,701 480,000 552,359 612,491 579,407 550,000 530,158 38,900 30,000 1,076 3,883 5,200 3,883 1,115,088 1,154,891 1,065,200 1,086,400 (34,821) (40,216) (7,055) 9,100 71,950 37,129 30,074 37,129 30,074 39,174 1,123,000 1,843 1,124,843 585,501 535,460 3,883 1,124,843 39,174 39,174 1,163,000 2,328 1,165,328 620,631 540,814 3,883 1,165,328 39,174 39,174 216 INTERNAL SERVICE FUNDS CITY SERVICE FUNDS Building Maintenance Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 REVENUES Charges to Departments 1,591,955 1,634,180 1,634,180 1,634,180 1,905,000 2,000,000 Interest & Other Income 35,388 21,801 9,098 7,000 606 705 Total Revenues 1,627,323 1,655,981 1,643,278 1,641,180 1,905,606 2,000,705 EXPENDITURES Salaries & Benefit 868,952 966,462 875,000 1,059,807 1,123,395 1,190,799 Materials & Services 778,452 768,973 605,000 772,015 779,735 787,533 Capital Outlay 18,000 18,000 Total Expenditures 1,647,404 1,753,435 1,498,000 1,831,822 1,903,131 1,978,332 Excess of Revenues over Expenditures (20,081) (97,454) 145,278 (190,642) 2,476 22,374 Undesignated Reserve Beginning of Year 80,599 60,518 205,796 15,154 17,630 Undesignated Reserve End of Year 60,518 205,796 15,154 17,630 40,003 217 INTERNAL SERVICE FUNDS Equipment Replacement Fund REVENUES Actual Adopted Estimated Proposed Estimated Estimated 2000~01 2001-02 2001-02 2002-03 2003-04 2004-05 Operating Budget Charges Equipment 299,331 458,959 458,959 410,791 410,791 410,791 Operating Budget Charges Vehicles 753,660 969,678 969,678 580,194 580,194 580,194 Interest & Other Income 174,457 60,000 69,189 60,000 60,000 60,000 Total Revenues 1,227,448 1,488,637 1,497,826 1,050,985 1,050,985 1,050,985 EXPENDITURES Vehicle Replacement Equipment Replacement Debt Service Total Expenditures Excess of Revenues over Expenditures Undesignated Reserve Beginning of Year Undesignated Reserve End of Year 612,458 657,600 657,600 486,000 550,000 600,000 267,721 191,679 191,679 289,700 300,000 325,000 276,780 346,026 346,026 12,595 12,595 12,595 1,156,959 1,195,305 1,195,305 788,295 862,595 937,595 70,489 293,332 302,521 262,690 188,390 113,390 1,576,592 1,647,081 1,949,602 2,212,292 2,400,682 1,647,081 1,949,602 2,212,292 2,400,682 2,514,072 218 INTERNAL SERVICE FUNDS Equipment Replacement Fund PROPOSED VEHICLE PURCHASES, 2002-03 Department / Division Vehicle to be Purchased Cost Direct Purchases Police Police Police Police Police Police Police Police Police Parks Parks Streets Streets Garage Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan Patrol Motorcycle Parking Enforcement Vehicle Portable Sanitary Facility (Community Service Program) Sedan Mower Chipper Truck Sewer Truck Sweeper Sedan $ 30,000 30,000 30,000 30,000 30,000 18,000 28,000 8,000 12,000 12,000 65,000 33,000 140,000 20,000 Vehicle Replacement Total $ 486,000 219 INTERNAL SERVICE FUNDS Equipment Replacement Fund PROPOSED EQUIPMENT PURCHASES, 2002-03 Department / Division Equipment to be Purchased Cost Direct Purchases City Attorney City Attorney Finance Finance Human Resource Human Resource ECD -- Administration ECD -- Planning ECD -- Planning ECD -- Planning Fire -- Administration Fire -- Prevention Fire -- Suppression Fire -- Suppression Fire -- Suppression Police Police Police Police PW -- Administration PW -- Administration PW -- Engineering PW -- Engineering PW -- Engineering PW -- Engineering Recreation Recreation Recreation Recreation Recreation Recreation Library 1 PC 1 Laserjet Printer 3 PCs 1 Laser Printer 1 Laptop 6 Monitors 2 PCs 3 PCs 1 Laptop 1 Projector 1 Laptop 5 PCs 2 PCs 1 Laptop 1 Laserjet Printer 5 PCs 1 Laserjet Printer 1 Workstation 1 Midrange Unix Servers 1 PC 1 Laserjet Printer 3 PCs 1 Workstation 1 Copier/Scanner, capable of copying blueprints Traffic Timing Software Play Equipment 11 PCs 2 Laptop 4 Laserjet Printer 1 Color Laser Printer 1 Copier 18 PCs Equipment Replacement Total 220 $ 2,000 1,950 6,000 6,100 2,800 3,900 4,000 6,000 2,800 8,900 2,800 10,000 4,000 2,800 1,950 10,000 1,950 9,420 65,000 2,000 1,950 6,600 5,000 6,000 6,000 30,000 22,000 5,600 7,100 3,430 5,650 36,000 $ 289,7OO INTERNAL SERVICE FUNDS Self Insurance Fund REVENUES Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 Worker's Compensation 964,665 689,503 650,000 761,224 799,000 839,000 General Liability 819,420 1,033,794 1,033,794 895,000 1,400,000 1,450,000 Interest Income 182,023 119,412 80,000 60,000 60,000 60,000 Insurance Rebate 107,590 42,500 Total Revenues 2,073,698 1,885,209 1,763,794 1,716,224 2,259,000 2,349,000 EXPENDITURES Injury Pay Claims Defense & Management Insurance Premiums Workers Compensation Claims Liability Claims Transfers Out Total Expenditures Excess of Revenues over Expenses Cash Balance: 196,670 200,000 525,000 500,000 525,000 551,250 237,072 439,000 15,000 200,000 200,000 200,000 475,009 546,209 620,000 430,000 452,000 475,000 83,199 500,000 650,000 600,000 630,000 661,500 58,829 200,000 75,000 450,000 450,000 450,000 174,000 1,224,779 1,885,209 1,885,000 2,180,000 2,257,000 ~,337,750 848,919 (121,206) (463,776) 2,000 11,250 2,326,542 2,205,336 1,741,560 1,743,560 1,754,810 Estimated Liabilities: 3,525,000 3,525,000 3,525,000 3,525,000 3,525,000 Cash as a % Of Liabilities: 66% 63% 49% 49% 50% Note: The City's current financial practice is to have sufficient cash on hand to fund 50% of liabilities. The current estimate of liabilities is $3.5 million, with $ 3.0 million in worker's compensation and $.5 million in general liability. That estimate is based on the last actuarial review of city claims, which was performed in 1999. An updated actuarial review of worker's compensation will be obtained in 2002-03. 221 INTERNAL SERVICE FUNDS Health and Benefits Fund REVENUES Indirect Benefits Leave Accrual Charges PERS Reseve Charges Insurance Refund Total Revenues Actual Adopted Estimated Proposed Estimated Estimated 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 925,765 983,990 1,000,000 1,174,000 1,197,000 1,221,000 724,918 924,749 825,000 768,670 799,000 831,000 1,809,844 1,900,000 2,050,000 705,000 800,000 500,000 311,587 3,460,527 3,808,739 4,186,587 2,647,670 2,796,000 2,552,000 EXPENDITURES Vacation Payoff Sick Leave Payoff Accrued Vac/Sick Leave Dental and Vision Retiree Health Insurance Unemployment Insurance Other Transfer Out to General Fund Total Expenditures Excess of Revenues over Expenditures Fund Balance Beginning of Year Fund Balance End of Year 373,713 179,425 106,538 427,218 438,325 19,616 21,007 394,753 1,960,595 1,499,932 394,161 1,894,093 375 989 179,892 110,000 460,000 436943 30,000 28 350 1,621,174 2,187,565 4O0,OOO 225,000 100,000 510,000 530,000 15,000 20,000 1,800,000 2,386,587 1,894,093 4,280,680 422,000 237,375 105,500 545,700 715,500 20,000 20,000 2,066,075 581,595 4,280,680 4,862,275 443,100 249,244 110,775 578,442 822,825 20,000 20,000 2,244,386 551,614 4,862,275 5,413,889 465,255 261,706 116,3' ' 613,1~ 905,1( 20,000 20,000 2,401,531 150,469 5,413,889 5,564,359 222 OPERATING BUDGET, 2002-03 General Fund Administrative Allocation to other Funds, 2002-03 Revised Description 2001-02 2002-03 Aircraft Noise Insulation Program (ANIP) * CDBG-Administration * CDBG-Housing Rehab * CDBG-Downtown Rahab * West Park Maintenance Districts 1&2 West Park Maintenance District 3 Stonegate Maintenance District Willow Gardens Maintenance District Point Grande Maintenance District Solid Waste Fund Oyster Point Capital Improvement Projects RDA-Gateway RDA-Shearwater RDA-Downtown RDA-EI Camino Corridor RE)A-Low/Mod Housing Fund Water Quality Control Plant Sewer Maintenance Parking District Storm Water Fund Fund 44, Bond Redemption Fund 45, CIFA Fund 62, Gateway Assessment Dist Fund 87, Non Obligated Bonds Conference Center (billed directly) Total Administrative Allocation $ 61,960 19,229 5,788 19,987 21,868 17,715 17,352 1,113 32,218 248,766 45 000 121 000 235 000 31 000 89 000 457 077 41 369 84 080 20 4O5 2,014 2,784 3,809 20,840 5,697 $ 21,667 19,947 6,000 3,000 21,000 23,000 19,000 18,000 1,000 34,0O0 262,000 47,000 128,000 248,0O0 33 000 94 000 482 000 44 000 89 000 22 000 2 000 3,000 4,000 22,000 5,697 $ 1,605,071 $ 1,652,311 The Administrative Allocation is based on a cost allocation study performed by the consulting firm, Maximus. The goal of the allocation is to charge the cost of City administrative department services paid for in the General Fund to other funds so that those funds pay the full cost of the services they receive. A comprehensive study was performed in March 2000, and was updated for cost of living increases in March 2002 for the 2002-03 budget. * ANIP and CDBG funds, funded all or in part by grants from the federal government, are charged less than a full allocation according to Office of Management and Budget guidelines to meet federal single audit requirements. 223 CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2002-03 This page is intentionally blank. 224 POSITIONS 0 0 0 0 0 0 0 ~0 0 0 0 0 0 0 0 0 Z 0 0 0 0 %-. %-- %.- f~ 0 0 0 0 00000 00000 CZ, 0 0000 0 0 0000 ~ 0000 0 0 0000 ~ 0000 0 0 0000 ~ 0000 0 0 0000 0 000 0 ooo o. ,'- 000 0 0 0 ~ 0 0 Z IJ.I 0 ~o o oo ~ ~ Z 0 & Z 0000 0 0 ~q~ o ~ 000000 0 qqq~ ~ 000000000 0 0 ~ ~ 000000000 0 0 ~ ~ 000000000 0 0 ~ ~ 000~00000 0 ~ ~ 0 O0 00000 0 0 ~ ~ oo qqqqq o o ~ ~ O0 00000 0 0 0 0 oo qqqqq o o ~ ~ 0 0 IJ.l © Z 0000000000 0000000000 0000000000 0000000000 00000000000 00000000000 0 0000000000 0 ~ 00 O0 0000 00 00 00 00 00 0 000000 0 0 000000 0 000 0 000 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000 O0 000 O0 000 000 0 0 0 0 0 0 0 0 Z M.I I'"- ILl ~0~0 ~ ~0 ~0~0 ~ ~0 0 o o Z LH 0 0 0 0 0 0 0 0 o o co 0 co ~0 o o o o ~ .8-<~ 22~2o0~ O0 0 ogggg°ggggg°o og O0 00000000000 0000000000000 0 0000000000000000~0 0000000 00000~0 0 0 0 0 000000000000000000 00000000000 0000000 0000000 W I-- ILl 0 '0 000 000 0 00000 0 ggg ooo o ooooo o oq~ o ooooo o 000 000 0 00000 ~ 000 000 0 00000 ~ ooo oqq o ooo 0 00 0 q 0 0 0 O~ 0~--- 0 0 00000 0 Z 888888888888 00000 0 0000000000000000 0 0 000000000000000~ 0 ~ 0 0 0 CO 000~ ~ 5EO 0 > 0 '0 00000 0 0000000 0 0000 0000 00000 0000000 0 ~0~00 0000000 C 00000 0 0000000 0 0000 0000 0000 0000 00000 0000000 0 00000 0000000 0 ~0~00 0000000 0 0 D m Z LI.I IL © 00000 000000000 0 0000000~ 0 000000000000000 0 000000000000000000 0 000000000000000000 0 00000~0~0000000000 0 Z 0 0 o~ o co ~ 0 ~o ~o~ 00~0 ~m ~ x x