HomeMy WebLinkAboutReso 41-2006
RESOLUTION NO. 41-2006
CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA
A RESOLUTION APPROVING THE 2006-07 OPERATING BUDGET
FOR THE CITY OF SOUTH SAN FRANCISCO AND
APPROPRIATING THE CORRESPONDING FUNDS, AUTHORIZING
THE CITY MANAGER TO MAKE SPECIFIED EXPENDITURES
AND APPROVING THE GANN SPENDING LIMIT
WHEREAS, a preliminary draft budget for fiscal year 2006-07 was reviewed by the City
Council at study sessions on May 17 and June 7, 2006; and
WHEREAS, the proposed 2006-07 City of South San Francisco Operating Budget document is
attached hereto as Exhibit A, with recommended changes from the June 7 study session attached
hereto as Exhibit B, both of which exhibits are hereafter referred to as the ''2006-07 Operating
Budget."
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 2006-07 Operating Budget for the
City of South San Francisco and hereby appropriates the funds set forth therein.
BE IT FURTHER RESOLVED that consistent with the limitations set forth herein, any and
all expenditures for agreements relating to either the programs or materials contained in the 2006-07
Operating Budget or the Capital Budget for construction projects not to exceed $25,000 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.
BE IT FURTHER RESOLVED that monies received during Fiscal Year 2006-07 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.
BE IT FURTHER RESOLVED that the 2006-07 budget attached hereto is hereby
officially adopted:
- By department by fund for General Fund operating budget appropriations; and
- By fund for other operating budget appropriations
BE IT FURTHER RESOLVED that the Gann Appropriations Limit attached hereto is
approved.
BE IT FURTHER RESOLVED that 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:
- Department within the same fund; and
- Capital projects with the same funding source; and
- Operating and capital budgets for the same department if funded by the same
funding source.
BE IT FURTHER RESOLVED that the Director of Finance is hereby authorized and
directed to rollover any outstanding encumbrances from Fiscal Year 2005-06 into Fiscal Year
2006-07.
BE IT FURTHER RESOLVED that the Director of Finance is hereby authorized and
directed to rollover unencumbered appropriations from grants received in 2005-06 or prior
years if so allowed under the terms of the grant.
BE IT FURTHER RESOLVED that the staffing levels for each department, as
detailed in the 2006-07 Operating Budget are hereby approved.
BE IT FURTHER RESOLVED that the Director of Finance is hereby authorized and
directed to carry forward unspent 2005-06 unencumbered non-recurring project budgets in the
operating budget such as litigation projects.
*
*
*
*
*
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 14th day of June 2006 by the following vote:
AYES:
Councilmembers Mark N. Addiego, Pedro Gonzalez and Karvl Matsumoto,
Vice Mayor Richard A. Garbarino and Mayor Joseph A. Fernekes
NOES: None
ABSTAIN: None
ABSENT:
None
ATTEST:
/j) h .~
City Clerk
Exhibit B:
Changes to Proposed Budget
From June 7, 2006 City Council Budget Study Session*:
1. Restore one frozen Parks Maintenance Worker to the Public Works Department.
Total Parks Maintenance Workers in Public Works will increase from 14.00 to 15.00
in the Summary of Budget Positions for Public Works. Restoring this position will
add $85,111 to the Public Works Department budget in the General Fund.
2. Add $108,000 to contract services in the Redevelopment Agency operating budget for
a contract Code Enforcement Officer.
* not included in Exhibit A budget document.
THE CITY OF SOUTH SAN FRANCISCO
..
.,. ..
Proposed Operating Budget 2006-07
CITY OF SOUTH SAN FRANCISCO
2006 - 2007
PROPOSED OPERATING BUDGET
Joseph A. Fernekes
Mayor
Karyl Matsumoto
Council Member
Sylvia M. Payne
City Clerk
MEMBERS OF THE CITY COUNCIL
Pedro Gonzalez
Council Member
City Officials
Barry M. Nagel
City Manager
Steven T. Mattas
City Attorney
Richard A. Garbarino
Vice Mayor
Mark N. Addiego
Council Member
Richard Battaglia
City Treasurer
Cover Provided by Michael Lantier
PROPOSED OPERATING BUDGET FY 2006-07
TABLE OF CONTENTS
Contents
Page
Numbers
2
3
4
anization Chart, 2006-07
De artment/Division Or anization Chart
Proposed 2006-07 General Fund Operating Budget
Summar
Pro osed 2006-07 General Fund 0 era tin Bud et
Total General Fund Operating & Capital Budget, &
Chan es to General Fund Reserves
Com liance with Reserves Polic
General Fund Administrative De artments
General Fund Revenues Chart
General Fund Ex enditures Chart
General Fund 0 eratin Bud et 2006-07 Revenue Detail
General Fund Administration Allocation to other Funds
Gann A ro riations Limit
Departmental Operating Budgets:
City Attorney Department
City Clerk Department
City Council Department
City Manager Department
City Treasurer Department
Finance Department
Human Resources Department
Information Technology Services Department
N on Departmental
Economic & Community Development Department
F ire Department
Library Department
Police Department
Public Works Department
Recreation & Community Services Department
6
8
9
10
12
13
14
17
18
21
23
27
29
33
35
41
45
51
55
67
77
85
97
111
Redevelo ment Funds
Sewer Rental Fund
Parkin District Fund
117
121
122
Contents Page
Numbers
Storm Water Fund 123
Gas Tax Fund 124
Measure A Fund 125
Community Development Block Grand Fund 126
Common Greens Maintenance Districts 127
Solid Waste Fund 128
Misc. Special Revenue Funds 129
Misc. Other Special Revenue Funds 130
Vehicle Maintenance 131
Equipment Replacement Fund 132
Proposed Vehicle Purchases, 2006-07 133
Proposed Equipment Purchases, 2006-07 134
Deferred Equipment Replacement, 2006-07 135
Information Technology 136
Telephone System Maintenance & Replacement 137
Self Insurance Fund 138
Health & Benefit Fund 139
Summary of Budgeted Positions 141
Summary of Frozen Positions 151
i
TABLE OF CONTENTS Con't
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
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[ Citizens of South San Francisco ]
I I
/" City Treasurer
City Clerk City Council
Sylvia M. Payne Joseph A. Femekes, Mayor Richard Battaglia
Richard A. Garbarino, Vice Mayor
Mark N. Addiego
Pedro Gonzalez
Karyl Matsumoto ./
City Attorney
1-
Steven T. Mattas
City Manager
Barry M. Nagel
Assistant City Manager
Marty Van Duyn
r I
Police Fire Library
Mark J. Raffaelli Phil White Valerie Sommer
Public Works
f-
Econ. & Comm. Develop. Terry White Recreation and
l- e- Community Services
Marty Van Duyn Human Resources
Sharon RanaJs
Elaine Yamani f-
Finance Info. Technology Svcs.
Jim Steele - "-
Douglas Hollis
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Organization Chart, 2006-2007
CITY OF SOUTH SAN FRANCISCO
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
CITY OF SOUTH SAN FRANCISCO
Department/Division Organization Chart, 2006-2007
Police
Administration
Services
Records
Communications
Investigations
Patrol
Econ. & Comm.
Develop.
Administration
Economic Development
Housing & Community
Development
Engineering
Planning
Building
Parking District
Redevelopment Agency
City Manager
Fire
Library
AdministrationlT echnical
Services
West Orange Library
Grand Avenue Library
Literacy Programs
Administration
Fire Prevention
Disaster Preparedness
Emergency Medical
Services
Operations
Public Works
Recreation and
Community Services
Administration &
Cultural Arts
Recreation Programs
Senior Services
Childcare Services
Aquatics
Administration
Streets Maintenance
Parks Maintenance
Building Maintenance
Common Greens
Garage
Stormwater
Sewer Maintenance
Water Quality Control
Plant
Human Resources
Finance
Info. Technology
Services
Administration/Budget
Accounting & Financial
Services
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Year-End Adopted Amended Projected
Actual Budget Budget Actual
2004-05 2005-06 2005-06 2005-06
Total Revenues and Other
Financing Sources $ 53,573,969 $ 53,920,263 $ 57,580,170 $ 59,305,061
Operating
Budget Expenditures 52, nO,537 54,256,013 54,8n,284 54,8n,284
Net Operating Budget Impact $ 803,432 $ (335,750) $ 2,702,886 $ 4,427,777
Less Transfers to Capital
Projects: -338,493 (82,000) -803,330 -803,330 -1,375,000
Less Transfers to Debt Service -136,154 (130,000) -130,000 -130,000 -130,000
Net Impact on General Fund $ 328,785 $ (547,750) $ 1,769,556 $ 3,494,447 $ (1,087,960)
Reserves
Proposed 2006-07 General Fund,
Operating Budget
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
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Year-End Adopted Amended Projected
Actual Budget Budget Actual
2004-05 2005-06 2005-06 200S-06
Revenues and Other
Financing Sources
Property Taxes 11,076,S30 11,538,588 11,326,042 11,470,404 12,183,306
ERAF One Time Refund from
County 1,337,037 650,000 1,521,298 1,871,955 750,000 100,000 15.4%
Sales Tax 10,975,749 11,525,384 11,614,273 12,367,089 12,839,494 1,31;4,119 11.4%
Transient Occupancy Tax 4,518,293 4,800,000 5,150,000 5,350,000 5,650,000 8S0,000 17.7%
Motor Vehicle In Lieu Fees 2,977,292 2,735,600 4,433,834 4,447,162 4,361;219 1,625,619 59.4%
Revenue from Other Agencies 1,212,142 1 ,238,536 1,228,731 1,480,536 8615,500 -372,036 -30.0%
Franchise Fees 2,710,213 2,850,000 2,850,000 2,800,000 2,950,000 100,000 3.5%
Business License 1,771,282 1,665,000 1,760,000 1,710,000 t;7S0,lJOO 85,000 <5.1%
Building and Fire Permits 2,479,694 2,750,000 2.925,000 3,125,000 3,060,000 310,000 11.3%
Charges for Services 4,970,407 5,456,900 5,340,500 5,419,400 5,1.1.6;400 -340,SOO -6.2%
Fines 971,050 1,083,000 1,090,000 920,000 1,090;000 7,000 0.6%
Interest 433,264 476,000 525,000 525,000 600,000 124,000 26.1%
Net Change Investment Value -5,750
Rent 2,485,932 2,450,000 2,500,000 2,520,000 2,532;000 .82,000 3'
Administrative Charges 2,133,950 1,986,774 1,986,774 1,986,774 . 2,018,500 31,726 1
Other 688,986 590,981 670,981 654,004 540,000 -5lJ,981 "8.0'70
Transfers In 2,837,897 2,123.500 2,285,921 2,285,921 t,623;500 ~500,000 -23.5%
Total Revenues: 53,573,969 53,920,263 57,208,354 58,933,245 57,930;919 4,010,656 7.4%
Plus Prior Year Carryovers 371,816
Total Revenues and Other
Financing Sources
Expenditures
Administration 5,245,715 5,047,150 5,103,52S 5,103,525
Economic & Comm. Dev. 3,604,232 3,204,298 3,403,759 3,403,759
Fire 13,879,185 14,326,262 14,443,703 14,443,703
Li brary 4,413,823 3,973,722 4,204,821 4,204,821
Police 15,114,206 16,022,135 16,033,421 16,033,421
Public Works (formerly
Maintenance Services) 5,440,885 7,157,884 7,163,493
Recreation and Community
Services 5,072,491 4,524,562 4,524,562
Subtotal, Operating
Budget Expenditures 52,770,537 54,256,013 54,877,284 54,877,284
Net Operating Budget Impact $ 803,432 $ (33!j, 750L $ 2,702,886 $ 4,427,777 $ 417,040
Proposed 2006-07 General Fund,
Operating Budget
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
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40,000
15,437,266
$ 13,030,780 $ 12,483,030 $ 14,800,336 $ 16,525,226
Total General Fund Reserves
40,000
90LOOO .$ 461,816 $
Subtotal; Non Discretionary (Comrnltted) Reserves. ..$. ... 705~530 $
283,830
Appropriated Capital Projects
40,000
90,000
90,000
40,300
Inventory and Other
Advances to Other Funds
371,816
381 ,400
Encumbrances
II. Non-Discretionary Reservesl
Reserves Already Committed
1,100,000 1,100,000 1,100,000 1,200,000 1,159,000
3,500,000 3,800,000 3,800,000 4,125,000 4,055,000
3,600,000 3,600,000 3,600,000 4,970,000 3,595.000
4,125,250 3,893,030 5,838,520 6,190.226 6.588.26b .
$12,325,250 $.. 12;?93,030 $14,338,520 $16,485,226 $t5,397,266
Subtotal,Discretionary(Availabh~) Reserves.
Undesignated Reserve
Designated for future Economic Development and
Capital Projects
Economic Contingencies
Emergencies
I. Discretionary Reservesl
Liquid Reserves Available
IGeneral Fund Reserves Projection
Adopted Amended Proiected
Year End Budget Budget Budget
2004-05 2005-06 2005-06 2005-06
803,432 (335,750) 2,702,886 4,427,777
(338,493) (82,000) (803,330) (803.330)
(136.154) (130,000) (130,000) (130,000) (130,000)
$ 328,785 $ (547,750) $ 1,769,556 $ 3,494,447 .. $(1,087,960)
Net Impact on General Fund Reserves
Less Transfers to Debt Service
Less Transfers to Capital Projects:
Net Operating Budget Impact (from Table I)
Total General Fund Operating and Capital Budget,
& Projected Changes to General Fund Reserves
Proposed Budget, 2006-07
City of South San Francisco
Proposed Reserves Policy
2006-07
SUMMARY:
A summary of General Fund Reserves is listed below.
Fund/Reserve Reserve Target Recommendation Status as of 2006-07/ Does Reserve
Fall within Target
Recommendation?
General Fund! $1.2 million! 2% of General Fund $1.2 millionlMeets Target
Reserve for operating budget
Emergencies
General $4.0 million!7% of General Fund $4.0 millionlMeets target
FundJEconomic operating budget
Contingencies
General $2.9 million minimum/5% of $6.6 millionlExceeds minimum,
FundlUndesignated General Fund operating budget. No within Policy guidelines.
Reserve maximum set.
General Fund! No target. Reserve is a result of the $3.6 million, exceeds minimum,
Reserve for Future Downtown Redevelopment Fund within Policy guidelines.
Economic paying back some advances to the
Development & City.
Capital Projects
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Change
Amended Proposed from
General Fund Actual Adopted Budget Budget Adopted %
Administrative Depts. 2004-05 2005-06 2005-06 2006-07 Budget Change
City Attorney 691,464 442,947 442,947 452,858 $9,911 2.2%
City Clerk 379,327 367,956 369,783 350.068 -$17 ,888 -4.9%
City Council 184,158 197,313 201,633 206,807 $9,494 4.8%
City Manager 698,724 635,441 635,896 688,615 $53,174 8.4%
City Treasurer 42,093 37,260 37,260 38,699 $1,439 3.9%
Finance 1,561,534 1,592,922 1,602,472 1,639,163 $46,241 2.9%
Human Resources 729,973 884,874 925,097 922,189 $37,315 4.2%
Non-Departmental (1) 958,442 888,437 888,437 864,015 -$24,422 -2.7%
Total 5,245,715 5,047,150 5,103,525 5,162,414 115,264 2.3%
(1) Non-Departmental includes stipends to the Housing Authority
Proposed
Budget 2006-07
General Fund Administrative Departments
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
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100.0%
22.2%
22.3%
9.8%
7.5%
8.8%
5.3%
5.1%
3.5%
4.4%
11.2%
Sales Tax
Property Tax
Transient Occupancy Tax
Motor Vehicle License Fees
Charges for SeNices
Building & Fire Permits
Franchise Taxes
Administrative SeNices
Rent
All Other
Transient Occupancy
Tax
Motor Vehicle License
Fees
Property Tax
Franchise Taxes
Administrative Services
All Other
GENERAL FUND REVENUES
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006 - 07
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006 - 07
GENERAL FUND EXPENDITURES
By Department
Library
Administrative
Departments
Recreation &
Community Services
Economic & Community
Development
Public Works
Fire
Police
Administrative Departments
City Council
City Clerk
Treasurer
Attorney
City Manager
Finance
Human Resources
Information Tech.
Non-Departmental
9.0%
0.36%
0.61%
0.07%
0.79%
1 .20%
2.85%
1.60%
0.00%
1.50%
Economic & Community Development
Fire
Police
Public Works
Recreation & Community Services
Library
5.0%
259%
30.5%
14.1%
8.2%
7.3%
100.0%
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GENERAL FUND OPERATING BUDGET
2006-07 REVENUE DETAIL
Actual Adopted Amended Projected Projected
OPERATING REVENUES Revenues Budget Budget Actual Rev Budget
2004-05 2005-06 2005-06 2005-06 2006-07
Secured Property Tax 9,850,129 10,575,847 10,524,068 10,600,000 11,258,074
Unsecured Property Tax 630,232 630,000 449,233 236,609 505,232
Supplemental-Secu red 667,902 442,741 442,741 700,000 500,000
Other Property Taxes 29,402 - 20,000 27,456 20,000
County Administration Fee (104,179) (110,000) (110,000) (93,661 ) (100,000)
PROPERTY TAX SUBTOTAL 11,073,486 11 ,538,588 11,326,042 11,470,404 12,183,306
County ERAF Refund 1,337,037 650,000 1,521,298 1,871,955 750,000
TOTAL PROPERTY TAX 12,410,523 12,188,588 12,847,340 13,342,359 12,933,306
Sales & Use 8,571,881 8,420,288 8,509,177 9,186,022 9,349,494
Sales Tax Audit Findings (15,852) (10,000) (10,000) (10,000) (10,000)
Public Safety Sales Tax 299,547 300,000 300,000 300,000 300,000
Prop 57 Sales Tax Flip 2,120,173 2,815,096 2,815,096 2,891,067 3,200,000
Franchise Fees 2,710,213 2,850,000 2,850,000 2,800,000 2,900,000
Peg Access 50,970 - 50,000 50,000 50,000
Transient Occupancy--8% 4,257,925 4,290,000 4,640,000 4,755,556 5,022,222
Transient Occupancy--1% 260,368 510,000 510,000 594,444 627,778
Real Property Transfer 559,946 500,000 500,000 435,000 450,000
TOTAL OTHER TAXES 18,815,171 19,675,384 20,164,273 21,002,089 21 ,889,494
Business Licenses 691,134 675,000 675,000 600,000 625,000
Commercial Parking Tax 1,045,608 950,000 1,045,000 1,075,000 1,125,000
Building Permits 1,748,345 2,100,000 2,275,000 2,300,000 2,250,000
Grading & Public Works Permits 120,939 50,000 50,000 175,000 125,000
Fire Permits 610,410 600,000 600,000 650,000 650,000
Code Enforcement DB Mgmt Fee 34,540 40,000 40,000 35,000 35,000
TOTAL LICENSES AND PERMITS 4,250,976 4,415,000 4,685,000 4,835,000 4,810,000
Traffic & Court Fines 875,988 1,000,000 1,007,000 825,000 1,000,000
Library Fines 78,862 83,000 83,000 70,000 73,000
Administrative Citation Fines 16,200 - - 25,000 17,000
TOTAL FINES & FORFEITURES 971 ,050 1 ,083,000 1,090,000 920,000 1,090,000
Actual Adopted Amended Projected Projected
OPERATING REVENUES Revenues Budget Budget Actual Rev Budget
2004-05 2005-06 2005-06 2005-06 2006-07
Federal Grant 289,736 289,736 289,736
State Grant 79,785
Library Foundation 24,299 24,000 24,000 24,000 24,200
Ca. Library Literacy Grant 81,174 40,000 45,195 40,000 40,000
Library County Grants 30,815 30,800 30,800 30,800 28,300
Ca. Library Service Act 490,419 401,000 423,000 420,000 371,500
Senior Citizens Grant 102,784 120,500 120,500 120,500 120,500
State Booking Fee Reimbursement 155,145
Property Tax in lieu of MVLF 2,312,100 2,427,600 3,047,162 3,047,162 3,993,758
Motor Vehicle License Fees 665,191 308,000 1,386,672 1,400,000 367,461
POST Reimbursement 18,281 50,000 18,000 18,000 18,000
Homeowner Tax Relief 121,346 130,000 130,000 130,000 130,000
Mandate Cost Reimbursement 66,597 125,000 125,000 100,000 125,000
Traffic Signal Maintenance 14,740 20,000 15,000 15,000 1,500
Off Highway Vehicle Fees 2,122 2,000 2,000 2,000 2,000
Property Abatement Reimbursement 5,398
Summer Youth Employment 500 500 500 500
Intergovt. Program Reimbursement 19,235 290,000
Other Agencies 5,000 5,000 5,000
TOTAL FROM OTHER AGENCIES 4,189,433 3,974,136 5,662,565 5,927,698 5.227,719
City Forces General 45,673 22,000 22,000 22,000 22,000
County Task Force Reimbursement 310,000 310,000 310,000 360,000
Police Service Charges 427,421 250,000 250,000 225,000 250,000
Communications Service-Colma,
Brisbane 84,295 90,000 90,000 90,000 90,000
Police Recovery Charges 24,581 50,000 50,000 40,000 40,000
Fire Service Fees 1,610 10,000 5,000 2,600 5,000
Paramedic Service Fees (ALS) 1,051,671 1,186,000 1,100,000 1,150,000 1,150,000
BLS Transport Service Fees 773,200 423,200 400,000 425,000
Paramedic Intern Training 2,400
Restitution Damages 8 1,000 1,100 3,000 1,000
Large Developement Reimburse 420,919 300,000 300,000
Engineering Fees 25 1,000 500 500 500
Planning Fees 145,813 125,000 150,000 250,000 175,000
Microfilm-Building 33,911 50,000 50,000 50,000 50,000
Developer Reimbursement 114,648 20,000 20,000 200 200
Passport Processing Fee 24,505 15,000 15,000 20,000 20,000
Other Reimbursement 1,095 5,000 5,000 5,000 5,000
Building Rental Fees 324,829 284,200 300,000 300,000 300,000
Aquatic Programs 300,288 299,300 300,000 300,000 299,000
Sports/Athletics 213,555 194,850 194,850 194,850 194,850
Special Classes/Events 492,789 490,850 490,850 490,850 490,850
Playground Programs 9,653 11,500 11 ,500 11,500 11 ,500
Child Care Programs 997,465 975,000 975,000 975,000 980,000
Adult Day Care 164,198 174,000 174,000 174,000 164,000
Senior Programs 47,684 69,500 54,000 54,000 59,000
Community Gardens 1,875 3,000 2,000 2,000 2,000
Sale of Printed Material 3,499 5,000 5,000 5,000 5,000
Miscellaneous Library Charges 11,993 14,500 14,500 14,500 14,500
Library DVD rental fee 24,370 25,000 25,000 25,000
S. Airport/United Parking 2,035 2,000 2,000 2,000 2,000
City Administrative Fees 2,133,950 1,986,774 1,986,774 1,986,774 2,018,500
TOTAL CHARGES - CURRENT SVCS 7,104,358 7,443,674 7,327,274 7,406,174 7,134,900
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Actual Adopted Amended Projected Projected
OPERATING REVENUES Revenues Budget Budget Actual Rev Budget
2004-05 2005-06 2005-06 2005-06 2006-07
Rent 2,440,005 2,450,000 2,500,000 2,450,000 2,472,000
Cell Rental 45,926 - - 70,000 60,000
Interest Income Investment 438,105 476,000 525,000 525,000 600,000
Interest Income Miscellaneous (4,841)
Unrealized' Gains/Losses (5,750)
TOTAL USE OF MONEY & 2,913,446 2,926,000 3,025,000 3,045,000 3,132,000
PROPERTY
Claims Settlement 5,000 5,000
Sale of Property 4,377 - - 520
Miscellaneous Donations 53,271 - 30,000 30,000
Communications Charges - 80,981 80,981 80,981 85,000
Miscellaneous Revenue 20,421 5,000 5,000 57,503 5,000
TOTAL OTHER REVENUES 78,070 90,981 120,981 169,004 90,000
SUBTOTAL 50,733,027 51 ,796,763 54,922,433 56,647 ,324 56,307,419
INTER FUND TRANSFERS:
Gas Tax 1,035,960 1,036,000 1,036,000 1,036,000 836,000
Redevelopment Funds 418,000 - - -
Federal Grants Fund 156,351 26,500 188,921 188,921 26,500
CDBG Fund 35,000 35,000 35,000 35,000 35,000
DonationfTrust Accounts - 20,000 20,000 20,000 20,000
Parking District Fund 75,000 - - -
Health and Benefits Fund 972,765 1,000,000 1,000,000 1,000,000 700,000
Self Insurance Fund 86,250
Special Revenue Funds (Day in the
Park): 58,571 6,000 6,000 6,000 6,000
TOTAL FUND TRANSFERS 2,837,897 2,123,500 2,285,921 2,285,921 1,623,500
TOTAL GENERAL FUND 53,570,924 53,920,263 57,208,354 58,933,245 57,930,919
OPERATING BUDGET, 2006-07
General Fund Administrative Allocation
to other Funds, 2006-07
Change
2004-05 2005-06 2006-07 to Adopted
Fund Description Adopted Adopted Proposed Budget
Aircraft Noise Insulation Program (ANIP)* 9,099 9,460 10,000 540
Community Development Block Grant (CDBG) * 32,844 32,844 32,000 (844)
West Park Maintenance Districts 1 &2 60,204 62,610 65,000 2,390
West Park Maintenance District 3 57,527 59,830 62,000 2,170
Stonegate Maintenance District 56,344 58,600 61,000 2,400
Willow Gardens Maintenance District 57,054 59,340 62,000 2,660
Point Grande Maintenance District 1,050 1,090 (1,090)
Solid Waste Fund 16,089 16,730 17,000 270
Oyster Point CIP 236,204 25,000 (25,000)
Redevelopment Agency (Total) 530,773 801,000 833,000 32,000
Sewer Fund 55,142 57,348 60,000 2,652
Water Quality/Sewer Fund 604,055 678,212 705,000 26,788
Parking District Fund 82,541 85,840 89,000 3,160
Storm Water Fund 24,255 25,230 2,500 (22,730)
Fund 44, Bond Redemption 4,447 4,620 2,500 (2,120)
Fund 87, Non Obligated Bonds 18,107 18,107 2,500 (15,607)
Fund 26, East of 101 Traffic Improvements 28,235 29,360 2,500 (26,860)
Conference Center 11,760 12,230 12,500 270
Total 1,886,000 2,037,451 2,018,500 -18,951
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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 2006-07 appropriations limit was adopted
June 14, 2006 by resolution.
For the Fiscal Year 2005-06, 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
2006-07 is $87,434,129. 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 $39,271,119.
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.
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.
GANN APPROPRIATIONS LIMIT
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
GANN APPROPRIATIONS LIMIT, 2006-07
GANN Appropriations Limit - Cumulative Percent Growth
CPII Personal Population Change Cumulative Appropriation
Income % Change % Change Factor Change Factor Limit
1978-79 - base year -
1979-80 10.17 0.23 10.42 10.42 21,453,172
1980-81 12.11 1.33 13.60 25.44 24,371,032
1981-82 9.12 0.74 9.93 37.90 26,790,463
1982-83 6.79 0.59 7.42 48.13 28,778,332
1 983-84 2.35 0.32 2.68 52.09 29,548,877
1984-85 4.74 1.72 6.54 62.05 31,481,825
1 985-86 3.74 0.60 4.36 69.12 32,855,201
1986-87 2.30 0.48 2.79 73.84 33,772,203
1987 -88 3.47 1.39 4.91 82.37 35,429,821
1988-89 4.66 0.51 5.19 91.84 37,269,963
1989-90 5.19 1.21 6.46 104.24 39,678,646
1 990-91 4.21 1.26 5.52 115.52 41,870,116
1991-92 4.14 1.56 5.76 127.95 44,283,754
1992-93 (0.64 ) 1.83 1.18 130.63 44,805,544
1993-94 2.72 1.62 4.38 140.74 46,769,848
1994-95 0.71 1.54 2.26 146.19 47,827,283
1995-96 4.72 0.27 5.00 158.50 50,219,960
1996-97 4.67 0.79 5.50 172.71 52,980,497
1997 -98 4.67 0.77 5.48 187.65 55,881,688
1998-99 4.15 2.23 6.47 206.26 59,498,655
1999-2000 4.53 2.75 7.40 228.94 63,903,388
2000-01 4.91 2.42 7.45 253.44 68,663,438
2001-02 7.82 0.85 8.74 284.33 74,664,622
2002-03 (1.27) 0.11 -1.16 279.87 73,798,513
2003-04 2.31 0.17 2.48 289.29 75,628,716
2004-05 3.28 0.43 3.72 303.77 78,442,104
2005-06 5.26 1.16 6.48 329.94 83,525,152
2006-07 3.96 0.69 4.68 350.06 87,434,129
Note: 1987 -88 to 1990-91 based on County population growtl
1991-92 based on City growtt
1992-93 and 1993-94 based on County growtt
1994 -95 through 2000-01 based on City growth, California per capita incom
2000-01 through 2006-07 based on state Department of Finance statistic
Appropriations Subiect to Limit
2003 - 2004 2004 - 2005 2005 - 2006 2006 - 2007
Proceeds of Taxes 34,440,849 34,324,300 34,482,381 39,271,119
Appropriations Subject to Limit 34,440,849 34,324,300 34,482,381 39,271,119
Current Limit 75,628,716 78,442,104 83,525,152 87,434,129
Amount Under Limit 41,187,867 44,117,804 49,042,771 48,163,010
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This page is intentionally blank.
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
OPERATING BUDGET, 2006-07
CITY ATTORNEY
Contract Legal Services
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No service level changes are proposed.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
CITY ATTORNEY DEPARTMENT
OPERATING BUDGET, 2006-07
CITY CLERK DEPARTMENT
Citizens of South San Francisco
r ""
05/06 06/07
City Clerk 1.00 1.00
(Elected)
""'\
05/06 06/07
Full-Time 1.00 1.00
Part- Time 1.07 1.07
.J
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To continue archiving documents into LaserFiche to preserve City records and to
make public records available on the Internet for public viewing.
OBJECTIVES
Processed 156 resolutions and codified 18 ordinances.
Created and processed over 50 proclamations for City Council.
Tracked over 100 certificates of liability insurance for all City departments.
Coordinated records retention purging of over 160 boxes retained at the
Corporation Yard.
Processed over 700 passport applications.
Coordinated City Council agenda packets for over 35 regular and special
meetings.
Coordinated board and commission appointment process for City Council.
Completed Phase III of document imaging program.
City Council minutes completed and submitted to Council in a timely manner.
Increased City Clerk's visibility and participation in State and County municipal
clerk organizations; elected Chair of the Northern California City Clerks
Association and entered Level II of the Master Municipal Clerk Academy.
ACCOMPLISHMENTS
To accurately record City Council and Redevelopment Agency proceedings;
provide access to public records; updating and safeguarding documents vital to
the City's legislative process; maintaining the City's records management and
document imaging programs; to promote openness in government by serving the
people's needs and by conducting elections in accordance with statutory
requirements.
MISSION
City Clerk
CITY CLERK
CITY CLERK
To continue to monitor and comply with the requirements of the Maddy Act,
Political Reform Act and Conflict of Interest Code in a timely and efficient
manner.
To continue to expediently process minutes, resolutions, ordinances, contracts,
development agreements and recorded documents.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed. The City Clerk's
budget is decreasing slightly as 2005-06 included funding for the bi-annual
municipal election costs.
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Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 2.00 2.00
Part-Time 1.07 1.07
Total 3.07 3.07
330,068
Net General Fund Contribution
20,000
Passport Processing Fee Revenue
350,068
Total General Fund Budget
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (02 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 262,707 280,283 280,283 297,498 17,215 6.1%
Materials & Services 116,621 87,673 89,500 52,570 (35,103) -40.0%
Capital Outlay
Debt Service & Other
Total 379,328 367,956 369,783 350,068 (17,888) -4.9%
CITY CLERK OEPARTMENT
OPERATING BUDGET, 2006-07
CITY COUNCIL
Citizens of South San Francisco
/ "'\
05/06 06/07
Council Members 5.00 5.00
(Elected)
../
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No service level changes are proposed.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget ( 01 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 101,980 101,920 101,920 113,360 11,440 11.2%
Materials & Services 82, 178 95,393 99,713 93,447 (1,946) -2.0%
Capital Outlay
Debt Service & Other
Total 184,158 197,313 201,633 206,807 9,494 4.8%
CITY COUNCIL DEPARTMENT
OPERATING BUDGET, 2006-07
CITY MANAGER DEPARTMENT
05/06 06/07
City Manager 0.80 0.80
f' "
ADMINISTRATION
05/06 06/07
Full-Time 2.90 2.90
\... .J
Note - 0.3 Positions charged to the Redevelopment Agency. These positions
are reflected in the Redevelopment Agency budget and are not included in the
above numbers. The Assistant City Manager is also the Department Head of the
Economic and Community Development Department and is reflected in that
budget.
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· Monitor and evaluate the City's organizational structure and identify
opportunities to achieve cost savings, revenue generation and appropriate
service levels
· Work with staff on the issue of succession planning and offer opportunities
to discuss and implement appropriate strategies in this area
· Complete a land-use study of the Oyster Point Marina area and provide City
Council with development options for consideration
· Work with City Council to move forward with identified redevelopment
projects
· Encourage and support diversity in the workforce at all levels
OBJECTIVES
· Conducted a succession planning workshop with department and division
heads to begin identifying necessary and available steps to take towards
addressing this issue
· Monitored the City's revenues and expenditures, developed appropriate
action plans and strategies related to long-range impacts of increasing
employee costs and declining revenues. Employees received a summary of
benefits indicating their total cost to the City and overall benefit to the
employee
· Completed a successful redevelopment merger
· Created and implemented our first Citizen"s Academy. Sixty-eight
applications were received for the first session with twenty-five participants
completing this eleven-week course
· Brought City Newsletter "in house" for production, providing a cost savings,
opportunity to recognize employee creativity, and more input on articles and
their priority
ACCOMPLISHMENTS
The City Manager and staff assigned to this area are charged with general
administration and management of the City, community relations,
ombudsmanship, numerous special projects, City Council coordination,
implementation of Council programs, lobbying activities, interagency coordination
and other duties as determined by the City Council. This office also provides a
resource for general information for the citizens of South San Francisco as well
as City Staff.
MISSION
City Manager
CITY MANAGER
CITY MANAGER
. Implement strategies to build on the strengths of the downtown area and
make it competitive with other retail centers
. Educate all employees about the 3 to 5-year financial forecast
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or selVices is proposed.
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3.70
3.70
Total
3.70
3.70
Full-Time
Change
Proposed
2006-0~7
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (05 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
BUdget Change
Salaries & Benefits 594,011 527,665 527,666 574,883 47,218 8.9%
Materials & Services 104,712 107,775 1 08,~~30 113,732 5,957 5.5%
Capital Outlay
Debt Service & Other
Total 698,723 635,440 635,896 688,615 53,175 8.4%
CITY MANAGER DEPARTMENT
OPERATING BUDGET, 2006-07
CITY TREASURER
Citizens of South San Francisco
( "'\
05/06 06/07
City Treasurer 1.00 1.00
(Elected)
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No service level changes are proposed.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
1.00
1.00
Part-Time
City Treasurer
Change
Proposed
2006-0?
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (03 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 29,032 34,174 34,H4 35,548 1,374 4.0%
Materials & Services 13,059 3,086 3,086 3,151 65 2.1%
Capital Outlay
Debt Service & Other
Total 42,091 37,260 37,260 38,699 1 ,439 3.9%
CITY TREASURER DEPARTMENT
OPERATING BUDGET, 2006-07
FINANCE DEPARTMENT
05/06 06/07
Director of Finance 1.00 1.00
ADMINISTRATION/BUDGET
05/06 06/07
Full-Time 2.00 2.00
ACCOUNTING
05/06 06/07
Full-Time 8.90 8.90
Note - 1 Financial Analyst position is charged to the Redevelopment
Agency, and 0.1 Senior Accountant position is charged to other funds.
These positions are included in the Redevelopment Agency and other
funds' budgets, and are not included in the above numbers.
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Continue to monitor the financial health of the Sewer Fund as it undertakes the
multi-year Wet Weather program.
OBJECTIVES
Finance Director appointed to Employee Relations Policy Committee of the
League of California Cities.
Worked with Human Resources Department to provide each employee with a
detailed salary and benefit statement, to facilitate better understanding of
employee costs.
Worked closely with Engineering and Public Works staff to monitor Wet Weather
capital improvement program in order to keep program within Council approved
rate program.
Took over liability claims processing from the City Attorney's Office, and initiated
regular reporting back to departments on liability trends in their areas. Convened
a quarterly risk management oversight committee of City departments.
Updated a ten-year financial forecast and presented possible solutions to the
City's long-term budget challenges.
Finalized financial plans for Redevelopment Agency Bond sale, presented
finances to rating agencies, and sold Redevelopment Bonds to assist Agency
undertake major capital improvement efforts.
ACCOMPLISHMENTS
To provide financial planning and reporting services for a more informed
budgeting process.
To assure collection of funds due the City from such sources as Transient
Occupancy Taxes and Business Licenses.
To provide fiscal accountability and adequate control over the use of City funds
and appropriations.
To provide financial services to all the departments of the City.
MISSION
Finance Department
FINANCE DEPARTMENT
FINANCE DEPARTMENT
Assist Redevelopment Agency with financing major land acquisitions, and
clarify/simplify financial reporting to the Agency.
Work with Information Technology, Human Resources, and user departments to
select and implement a modern financial system to better meet the City's
information needs.
Report on the scope of post-retiree health benefits to the City Council.
Implement required infrastructure-reporting requirement in financial statements.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed.
-37-
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1,604,163
Net General Fund Contribution
35,000
Business License Database
Fee Revenue
1,639,163
Total General Fund Budget
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (06 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 1,251,674 1,300,989 1,300,989 1,354,620 53,631 4.1%
Materials & Services 309,864 291,933 301! ,483 284,543 (7,390) -2.5%
Capital Outlay
Debt Service & Other
Total 1,561.538 1,592,922 1 ,60:;~,472 1,639.163 46,241 2.9%
FINANCE DEPARTMENT
FINANCE DEPARTMENT
ADMINISTRA TION/BUDGET AND RISK MANAGEMENT DIVISION
. The Administration Division is comprised of the Director, Administrative Assistant, and two
Financial Analysts. The purpose of this Division is to oversee the department, prepare the annual
budget, monitor revenues, prepare financial projections, support the City Treasurer in investment
oversight, administer the City's risk management program, and manage the financial and debt
planning functions.
Source of Funds: General Fund
Chan~Je
Admin/Budget/Risk Mgmt Actual Adopted Amended Proposed From
Division Budget ( 61 ) 2004-05 2005-06 2005-06 2006-07 Adopted 0/0
Budget Change
Salaries & Benefits 412,731 421,993 421,993 450,206 28,213 6.7%
Materials & Services 9,581 14,136 23,686 14,247 111 0.8%
Capital Outlay
Debt Service & Other
Total 422,312 436,129 445,679 464,453 28,324 6.5%
Positions Budget
Amended
2005-06
Proposed
2006-07
Change
Full-Time
3.00
3.00
Total
3.00
3.00
After 2005-06. one Financial Analyst position is fully charged to the RDA.
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10% of the Accountant position is charged to other funds.
8.90
8.90
Total
8.90
8.90
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Change
Accounting Division Actual Adopted Amended Proposed From
Budget (62) 2004-05 2005-06 2005-06, 2006-07 Adopted %
Budget Change
Salaries & Benefits 838,943 878,996 878,9B6 904,414 25,418 2.9%
Materials & Services 300,283 277,797 277,7B7 270,296 (7,501) -2.7%
Capital Outlay
Debt Service & Other
Total 1,139,226 1,156,793 1,156,7SI3 1,174,710 17,917 1.5%
The Accounting Division is comprised of the Assistant Director, two Accountants, a Financial
Services/Payroll Manager, four Accounting Assistants, and a Mail Courier. The purpose of the
Division is to keep the City's books in compliance with accounting standards, provide access to
accounting reports for departments, prepare annual financial reports and other mandated reports,
account for payroll costs and issue payroll checks and reports, issue vendor checks, manage the
City's legacy financial system through a contract with the host agency, the City of Redwood City, pay
debt service, project cash flow for the City Treasurer, monitor the City's fixed assets, and monitor
revenue and expenditures for the city's capital improvement program.
ACCOUNTING AND FINANCIAL SERVICES
FINANCE DEPARTMENT
OPERATING BUDGET, 2006-07
HUMAN RESOURCES DEPARTMENT
5/06 06/07
Director 1.00 1.00
"'
05/06 06/07
Full-Time 3.00 3.00
Part-Time .81 .81
\. ./
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Classification and Compensation: Reviewed 8 applications for reclassification
studies.
Recruitment and Examination: Made approximatelly 27 recruitments of new
employees while conducting a variety of recruitments and continued to modify
our program for those hard-to-fill positions; continued with a leadership role in
the San Mateo County Communications Dispatcher Testing Consortium,
resulting in cost savings. Joined CalOpps organization with 30 other public
agencies and participating in advertising employment opportunities which
created a dynamic and user-friendly website.
Training and Employee Development: Completed and sponsored the joint
agency Liebert Cassidy workshop seminars with over 25 City participants and
over 60 other cities participants; conducted three Brown Bags for all employees
on a variety of topics; coordinated the mandatory Sexual Harassment training
programs to all employees and expanded on-line training program for new hires;
conducted various training for mid management employees for personal
development and business fundamentals; launched the succession planning
program for executive management for developing a pool of leaders who can
meet the organization's current and future needs.
Customer Service: Expanded the Customer Service Recognition Program,
resulting in additional awards this year. Organized the Annual Employee
Recognition Awards Luncheon and distributed the zero sick leave appreciation
awards.
Employee Relations: Completed salary surveys for AFSCME, Confidential,
Police, Operating Engineers, Mid Management, and Executive Management.
ACCOMPLISHMENTS
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.
MISSION
Human Resources Department
HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES DEPARTMENT
OBJECTIVES
Data Management: Develop and implement an employee database with direct
link or downloading capabilities from the payroll system as part of the new
integrated Finance / HR software system. Maintain and enhance HR's newest
interactive website which indudes setting up on-line applications, salary survey
information, and other HR-related vital information.
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 5'1'0.
Occupational Health and Safety: Develop and implement an employee wellness
program.
Communication: Develop and continue to implement a comprehensive Intranet
web page that can be used by all City employees for a variety of HR-.related
information; finalize the update and reissue the Administration Instruction
manual.
Employee Relations: Begin and finalize negotiations with all bargaining units.
Customer Service: Develop and implement new employee orientation program.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed.
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Positions Budget Adopted ProposBd Change
2005-06 2006-07
-
Full-Time 4.00 4.00
Part-Time 0.81 0..81
Total 4.81 4.81
Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (09) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 513,490 590,896 590,896 625,542 34,646 5.9%
Materials & Services 216,482 293,978 334,201 296,647 2,669 0.9%
Capital Outlay
Debt Service i~ Other
Total 729,972 884,874 925,097 922,189 37,315 4.2%
HUMAN RESOURCES DEPARTMENT
OPE.RATING BUDGET, 2006-07
INFORMATION TECHNOLOGY SERVICES DEPARTMENT
05/06 06/07
Director 1.00 1.00
05/06 06/07
Fu\l- Time 5.00 5.00
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7. Disaster Recovery plan
Expanded the current disaster recovery plan for the City's Information
Technology infrastructure.
6. Cell Tower contracts
Worked with various cell/wireless companies to identify, negotiate and
si!~n contracts for the City.
5. Water Quality Control Plant on the Fiber Ring
Expansion of the fiber ring network to the Water Quality Control Plant is
expected to be complete this year. This will alllow faster backup and daily
connections. A joint project with Public Works to lay conduit in the sewer
expansion project allowed a cheaper cost to connect.
4. Fire Station 61 Project (new)
Managed the technology side of the project for the new fire station.
Moved three Divisions into the new facility.
3. Hillsborough I. T. Services Contract
Contracted with the Town of Hillsborough to provide first, second and third
line support for the town's workstations, serve,rs, telecom, documentation,
management and strategic planning.
2. Create a VPN (Virtual Private Network)
To allow employees and Council to access the City network from home.
1. McAfee Enterprise virus protection process
Created a faster and better method to protect our computers from viruses.
ACCOMPLISHMENTS
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.
MISSION
Information Technology Department
INFORMATION TECHNOLOGY DEPARTMENT
INFORMATION TECHNOLOGY DEPARTMENT
OBJECTIVES
1. Select Software Vendor
Assist Finance / Human Resources Departments in selecting a software
vendor or vendors for an integrated Finance / Human Resources Data
Base, lead contract negotiations with venders, and oversee project
implementation.
2. GIS (Geographical Information System)
Create a plan for deployment and educate staff on usage of the tools.
3. LaserFiche
Provide leadership, maintenance and structure for the existing
departments. Bring one additional department online. (Pending Funding)
4. External Services
Continue to provide service to external clients e.g., the Airport Noise
Abatement Project, the Water Quality Control Plant, and the Town of
Hillsborough, and investigate potential new client opportunities to support
revenue enhancement.
5. Disaster Recovery
Expand the current disaster recovery plan for the City's Information
Technology infrastructure.
6. Strategic Plan
Update the current Information Technology Strategic plan.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed.
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Source of Funds:
Charges to Departments: 1,262,576
Charges to Other Agencies: 24,000
Change
Department Actual Adopted Amended Proposed From
Budget (16) 2004-05 2005-06 2005-06 2006-07 Adopted %
BUdget Change
Salaries & Benefits 712,440 790,673 ~734,673 825,531 34,858 4.4%
Materials & Se!rvices 554,618 444,143 :529,167 461,045 16,902 3.8%
Capital Outlay
Total 1,267,058 1,234,816 1 ,~!63,840 1,286,576 51 ,760 4.2%
INFORMATION TECHNOLOGY SERVICES DEPARTMENT
INFORMATION TECHNOLOGY SERVICES DEPARTMENT
Source of Funds: City Services Fund
Change
Info Technology Services Actual Adopted Amended Proposed From
Division Budget ( 161 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 712,440 790,673 734,673 825,531 34,858 4.4%
Materials & Services 514,206 400,119 485,143 417,021 16,902 4.2%
Capital Outlay
Debt Service & Other
Total 1,226,646 1,190,792 1,219,816 1,242,552 51,7EiO 4.3%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 6.00 6.00
Part-Time
Total 6.00 6.00
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INFORMATION TECHNOLOGY SERVICES DEPARTMENT
OPERATING BUDGET, 2006-07
NON-DEPARTMENTAL
-51-
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Source of Funds: General Fund
Change
Department Actual Adopted Amended Proposed From
Budget (071,213) 2004-05 2005-06 2005-0E; 2006-07 Adopted %
Budget Change
Salaries & Benefits * 3,866 4,466 4,4l36 4,501 35 0.8%
Materials & Services 782,880 883,971 883,971 859,514 (24,457) -2.8%
Capital Outlay
Debt Service & Other
Total 786,746 888,437 888,4~17 864,015 (24,422) -2.7%
* Housing Authority
To meet City requirements that are not related to a particular Department.
MISSION
,Non - Departmental
NON-DEPARTMENTAL
NON-DEP ARTMENT AL, 2006-07
Non - Departmental, 2006-07
Adopted Proposed
Account # ORGANIZATION/PROGRAM SUPPORTED 2005-06 2006-07
I
4210 Animal Control I 432,900
425,500 I
4220 Professional Tech. Servicl~s - Gov't
. C/CAG 50,000 52,500
. C/CAG Conqestion Relief Plan 150,000 150,000
I
4301 Office Supplies I 3,000
3,000 I
. Newsletter I 24,430 I 24,430
. Printinq 12,000 I 12,000
. Business Cards 2,000 1 2,000
\ I
I
4307 Postaqe 19,250 I 20,213
4310 Dues, Meetings, Mileage I
. Peninsula Conflict 13,300 13,965
. Leaque of CA Cities 17,800 18,690
. ABAG 9,500 9,689
. Airport Community Round Table 1,240 1,302
. Chamber of Commerce 880 924
. SAMCEDA 10,300 10,300
. Peninsula T.V. 41,000 43,050
. SAMCAT (Cable TV oversiqht) 2,625 2,756
. Peninsula Policy Partnership 13,075 -
. LAFCO 7,420 7,791
4365 Maintenance/Operating Equipment
. Phones/Computers for Council Chambers 5,000 5,000
. Non-Departmental Equipment 1,000 1,000
4380 Promotional - TOT Allocation
. Chamber of Commerce 55,000 25,000
. Plymire-Schwarz Museum and Fire Museum 5,000 5,000
4399 Misc. 6,700 I 10,000
4410 Phone Service 7,951 8,004
I I
21310 Housinq Authority 4,466 I 4,501
Total 888,437 864,015
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This page is intentionally blank.
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
OPE:RATING BUDGET, 2006-07
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
05/06 06/07
Assistant City
Manager .60 .60
/' ~ ........
ECONOMIC DEVELOPMENT ADMINISTRATION
05/06 06/07 0510 E) 06/07
Full-Time .15 .15 Full-Time .30 .30
/ '\..
-..,
PLANNING BUILDING
05/06 06/07 05/06 06/07
Full- Time 6.00 6.00 Full-Time 9..80 9.80
/
r /' -......
HOUSING AND COMMUNITY PARKING DISTRICT
DEVELOPMENT
05/06 06/07 05/06 06/07
Full-Time 2.97 2.75 Full-Time. 2.00 2.00
/ \. ~
""" /' -......
REDEVELOPMENT AGENCY ENGINEERING
05/06 06/07 05/06 06/07
EC&D Staff 1.93 3,.35 Full-Time 6.38 6.18
\.
Other City Staff 6.90 6.90
'\.. ~
-55-
Redevelopment:
· Completed Fiscal Merger and assisted Finance Department in issuing
bonds.
· Executed billboard sign relocation agreement, closed escrow, completed
toxics abatement and demolition of existing structures at 178-179 Airport
Boulevard.
Building:
· Performed 95% of all requested inspections with-in 24 hours of request.
· Completed a Policy and Procedure Manual for the Division.
· Started scanning old history records into the Permit Tracking System
CRW.
Housing and Community Development:
· Executed Affordable Housing Agreements with three projects:
Habitat for Humanity, 111 Chestnut Avenue and Bridge Housing.
· Recruited/hired permanent CDBG Coordinator.
· Administered the CDBG Program and n3ceived a letter of
commendation from the Department of Housing and Urban
Development for surpassing all management and performance
goals particularly in the creation of affordable housing
opportunities.
· Completed major rehabilitation phase on 310 and 312 Miller Avenue to be
managed as affordable housing units.
· Abated illegal units at 380 Alta Vista property for addition to UM housing
inventory.
· Completed major exterior renovations of 24 units at Willow Gardens.
· Acquired additional four-plex on Susie Way.
· Acquired three-unit residential property at 714 Linden Avenue.
· Began site soils work for residential development by BRIDGE Housing for
County owned site at Oak and Grand Avenues.
-56-
ACCOMPLISHMENTS
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 DE3velopment, Redevelopment,
Planning, Housing and Community Development, Building, Engineering and
Parkin~J District. Each Division provides high-quality municipal services to all
residents, businesses and industry and promotHs safe living and working
environments to maintain standards and enhancl3 the quality of life for the
community.
MISSION
Economic and Community Development Department
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
Engineering:
. Completed Oyster Point Flyover and Hook Ramps.
. Completed design of Fire Station 61 and initiated construction bidding.
. Initiated selection of DE~sign Architect and Construction Manager for new
Community Center at Orange Park.
. Obtained grant funding for Linear Park and initiated design.
. Obtained grant funding for pedestrian/bicycle crossing and new
pedestrian timed signal heads.
. Completed 80% construction for Wet Weather Phase I.
. Completed design for L.indenville storm drain and pump station.
. Completed design of sanitary pump station number 3 and number 4,
forced mains and solicited construction bids.
Planning:
. The City approved a Transit Oriented Development at the BART station
including 360 new dwelling units, 72 of which are Below Market Rate, and
including 23,000 square feet of retail space, 12,000 square feet of which
is a new Trader Joe's ~Irocery.
. Processed entitlements for 40 new residential units and approximately
576,000 square feet of Research and Development, and 47,000 square
feet of commercial space.
. Amended Inclusionary Housing Agreement.
Parking District:
. Acquired 178-190 Airport Boulevard and annexed the site into the Parking
District for an additional 40+ space parking lot.
. Added parking meters on Spruce Avenue between Grand and Baden
Avenues.
. Completed approximately 95% of Electronic meter conversion.
. Modified meter-rate structure.
OBJECTIVES
Redevelopment:
. Implementation of property acquisition and improvements as specified in
the Redevelopment Agency Implementation Plan for all four
redevelopment project areas.
Building:
. Continue training of field inspectors on the use of the CRW permit system
for counter assignment.
. Work with Fire Prevention to streamline the plan review process.
. Improve field inspections with wireless connection to the permit system.
. Increase in-house plan checking to 30%.
Housing and Community Development:
. Creation of affordablE! housing opportunities for low and moderatE!-
income families by leveraging financing and sponsoring the
development of new residential units; and continued management
of the City's First Timl3 Home Buyer Program.
-57-
-58-
The Redevelopment Agency operating budget reflects the restoration of a
previously frozen Sr. Engineer position to support development review services
and the capital improvement program. With the ~W06 Redevelopment Bond
sale, funding is available to move forward with two Agency land acquisitions and
other important redevelopment priorities.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
· Administration of CDBG program, fiscal reporting requirements and
sub-recipient grant agreements.
· Continue property management of fifteen res.idential units.
· Continue administration of housing rehabilitation programs.
· Continue construction for Agency sponsored new residential development
of 43 affordable units on the County owned site located at Oak and Grand
Avenues.
· Initiate construction for the four units of affordable housing to be
developed by Habitat for Humanity at 440 Commercial Avenue.
· Complete renovation of residential unit at 380 Alta Vista.
Engineering:
· Implementation/management of the miscellaneous CIP projects and
budgets.
· Implementation of the Wet Weather program (completion of phases 1
through 5).
· Soliciting bids for Construction of the new Community Center.
· Complete construction of Fire Station 61.
· Initiate construction of Linear Park on BART riight-of-way.
Planning:
· Process the Genentech Master Plan update.
· Update the Zoning Code and implement zoning consistency.
· Update the East of 101 Transportation Fee.
· Continue to develop the Division's web pres1ence and to make available
on web all Division documents, which are publlic information.
· Continue monitoring housing production consistent with ABAG
projections, and manage Daycare and inclusionary housing ordinances.
Parking District:
· Complete electronic meter conversion
· Construct parking lot at 178-190 Airport Boulevard
· Complete Permit parking lot survey. And prepare annual revenue rate
adjustment report
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
Source of Funds:
General Fund
CDSG Fund
Parking Fund
3,375,585
731,887
355,,369
Department Actual Adopted Amended Proposed
Budget ( 10) 2004-05 2005-06 2005-06 2006-07
Salaries & Benefits 2,565,217 2,725,003 2,725,003 2,915,442
Materials & Services 1,789,660 1 ,542,402 1,640,642 1 ,512,399
Capital Outlay 602,171 300,000
Debt Service & Other 35,000 35,000 35,000 35,000
Total 4,992,048 4,302,405 4,700,645 4,462,841
Total General Fund Budget 3,375,585
Planning Fees 175,000
Building and Grading Fees 2,375,000
Other Fees 50,700
Total Fee Revenue 2,600,700
Net General Fund Contribution 774,885
Redevelopment Activities and
CaDitallmDrovements* 31,305,548
Change
From
Adoptl~d
Budgl~t
190,439
(30,003)
%
Change
7.0%
-1.9%
* Redevelopment Funds are listed in the "Other Funds" section of the budget document
and are not included in the Total Department budget here and on the next few pages.
-59-
160,436
3.7%
-60-
0.90
0.90
Total
0.90
0.90
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Change
Administration Division Actual Adopted Amended Proposed From
Budget (101 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 151,526 164,968 164,968 178,907 13,939 8.4%
Materials & Services 35,633 85,044 85,044 92,026 6,982 8.2%
Capital Outlay
Debt Service & Other
Total 187,159 250,012 250,012 270,933 20,921 8.4%
The Economic and Community Development Department provides the administrative over-sight
that contributes to the successful completion of the goals, objectives and daily operation of the
following Divisions; Economic Development, Redevelopment Agency, Housing and Community
Development, Planning, Building, Engineering and the Parkin!~ District.
ADMINISTRA TION
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC AND CiOMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC DEVELOPMENT
The Economic Development Division provides the support and resources necessary to promote
and maintain quality development within the City and improves the processing and regulatory
functions necessary to assure continued growth and development with in the City.
Budget (102)
Source of Funds: General Fund
Change
Actual Adopted Amended Proposed From
2004-Cl5 2005-06 2005-06 2006-07 Adopted %
Budget Change
16,706 20,022 20,022 21 ,397 1,37:5 6.9%
13,425 22,098 22,098 21,175 (92:3) -4.2%
Economic Development
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Total
30,131
42,120
42,120
42,572
452
1.1%
Positions Budget
Adopted
2005-06
proposed
2006-07
Change
Full-Time
0.15
0.15
0.15
0.15
Total
- 61 -
-62-
(0.22)
2.97 2.75
Total
(0.22)
2.97 2.75
Full-Time
Change
Adopted Propose,d
2005-06 2006-0?
Positions Budget
Source of Funds: COBG Fund
Change
Housing & Community Oev. Actual Adopted Amended Proposed From
Budget (103) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budqet Chanqe
Salaries & Benefits 193,955 309,507 309,!507 328,894 19,387 6.3%
Materials & Services 327,590 455,370 480,060 367,993 (87,377) -19.2%
Capital Outlay
Debt Service & Other 35.000 35,000 35,000 35,000
Total 556,545 799,877 824,S67 731,887 (67,990) -8.5%
The major functions of the Housing and Community Development Division are; administering the
CDSG program including fiscal reporting requirements, administering residential revitalization and
social service grants, managing the First Time Homebuyers Program, creating affordable housing
opportunities for low and moderate income families, and implementing the Inclusionary Housing
Ordinance. The Division consists of the Director, Administrative Assistant, Office Specialist and two
consultants.
HOUSING & COMMUNITY DEVELOPMENT
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC AND C:OMMUNITY DEVELOPMENT DEPARTMENT
PLANNING
The Planning Division is responsible for administration and implementation of the South San
Francisco General Plan and Zoning Code. The Division also provides primary staff support for
the Planning Commission, Parking Place Commission, and Design Review Board. The Division
processes over 400 applications or plan reviews per year, ranging from small residential room
additions to major biotech developments involving hundreds of thousands of square feet of new
buildings.
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Source of Funds: General Fund
Change
Actual Adopted Amended Proposed From
2004..05 2005-06 2005-06 2006-07 Adopted %
Budget Change
714,906 730,834 730,834 774,167 43,333 5.9%
512,191 281,266 350,859 279,683 (1,583) -0.6%
Planning Division
Budget (104)
Total
1,227,097
1,012,100
1,081,693
1,053,850
41 ,750
4.1%
Positions Budget
Adopted
2005-06
Proposed
2006-07
Change
Full-Time
6.00
6.00
Total
6.00
6.00
-63-
-64-
9.80
9.80
Total
9.80
9.80
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
Change
Building Inspection Division Actual Adopted Amended Proposed From
Budget ( 105 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 941,854 1,085,969 1,085,969 1,180,063 94,094 8.7%
Materials & Services 516,072 328,003 328,700 342,527 14,524 4.4%
Capital Outlay
Debt Service & Other
Total 1,457,926 1,413,972 1,414,669 1,522,590 108,618 7.7%
General Fund
Source of Funds:
The Building Division is responsible for enforcing the State Building Codes. This is accomplished
by providing plan review, field inspections and issuing Certificates of Occupancy. Our inspectors
are responsible for ensuring the elements of a structure meet or exceed the minimum requirements
for health and life safety of the occupants and the structure. Our permit counter is open during all
hours of operation to issue construction permits, provide over the counter plan review, answer
questions' and offer guidance to the customer. We also maintain the history of permitted
construction activities for the City.
BUILDING
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
ECONOMIC AN!:I COMMUNITY DEVELOPMENT DEPARTMENT
PARKING
The Parking District manages and maintains all public parking in the Downtown Area by servicing electronic
meters, monitoring parking lot usage, providing parking surveys, and addressing any concerns or suggestions
by the downtown merchants and general public. It is funded from parking meter and parking permit fees.
Source of Funds: Parking District Fund
Chan!~e
Parking Division Actual Adopted Amended Proposed From
Budget (106) 2004-05 2005-06 2005-06 2006-07 Adopted %
BUdget Change
Salaries & Benefits 100,960 175,513 175,513 182,137 6,624 3.8%
Materials & Services 1 :;:~8, 129 122,717 122,717 173,232 50,515 41.2%
Capital Outlay 602,171 300,000
Debt Service & Other
Total 82i1,260 298,230 598,230 355,369 57. 139 19.2%
Positions Budget
Adopted
2005-06
Proposed
2006-07
Change
Full-Time
2.00
2.00
-65-
-66-
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time Charged to General Fund 2.90 2.90
Full-Time Charged to Other Funds 3.48 3.28 (0.20)
Total 6.38 6.18 (0.20)
Source of Funds: General Fund
Change
Engineering Division Actual Adopted Amended Proposed From
Budget (131, '132 in GF) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 445,310 238,190 238,190 249,877 11,687 4.9%
Materials & Services 256,620 247,904 251,164 235,763 (12,141) -4.9%
Capital Outlay
Debt Service & Other
Total 701,930 486,094 489,354 485,640 (454) -0.1%
The major functions of the Engineering Division are to adminlister the City's Capital Improvement
Program, manage major projects such as the Wet Weather Program, Oyster Point Hook Ramps,
New Fire Station 61 and the New South San Francisco Community Center, function as the City's
Traffic Engineer, lead the Traffic Advisory Committee, lead the Bicycle/Pedestrian Advisory
Committee, apply for various Federal and State funds for publilc improvements and public facilities
improvements, provide assistance to other City departments, administer and issue all types of
permits on any public works projects and work within the public right-of-way, provide the public
with information regarding property and engineering matters, and review information pertaining to
all developments within the City.
ENGINEERING
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT
OPERATING BUDGET, 2006-07
iFlRE DEPARTMENT
05/06 06/07
Fire Chief 1.00 1.00
ADMINISTRATION /' "\
OPERATIONS
05/06 06/07 OE;/06 06/07
Full- Time 2.00 2.00 Full-Time 40.00 40.00
Part- Time 0.48 0.48
'- ./
PREVENTION EMERGENCY MEDICAL
05/06 06/07 SERVICES 05/06 06/07
Full-Time 2.00 2.00 Full-Time 31.00 31.00
DISASTER PREPAREDNESS J
Note - 2 Safety Inspector positions are charged to the Redevelopment Agency.
These positions are reflected in the Redevelopment Agency budget and are not
included in the above numbers.
-67-
-68-
The Department in cooperation with California Task Force-3 and the National
Searcrl Dog Foundation operate a Canine Urban Search and Rescue program.
One of the Department's personnel and their specially trained dog has achieved
FEMA Level 1 certification and is now ready to search for victims trapped in the
rubble of collapsed buildings.
A new EMS record management and ambul.ance billing system was purchased
and implemented. This new system will allow thl3 Fire Department to comply
with the requirements to use the National Emergency Medical Incident Reporting
System (NEMIRS) for data collection, evaluation and reporting to state and
federal agencies.
Replaced aging wildland fire clothing, web gear, helmets that are worn by
firefighters to protect them from heat or physical injury, and non-compliant
emergency fire shelters with another $88,532 grant from the FEMA Assistance to
Firefighters Grant Program.
Placed into service a thermal imaging camera that helps to "see" through smoke
at the scene of a fire and locate victims, replaced aging structural firefighting
clothing worn by firefighters to protect them from heat or physical injury, replaced
aging portable and vehicle radios used to communicate at the scene of an
emergency with a $289,736 grant from the FEMA Assistance to Firefighters
Grant.
Occupied the new Fire Administration/Fire Station 61 Complex located at 480
North Canal. Now all the administrative functions of the Department are at the
same location.
ACCOMPLISHMENTS
This will be accomplished through strategic planning and management, prompt
and efficient response of emergency personnel and equipment, creation of inter-
agency agreements with neighboring public and private emergency service
providers for our mutual benefit, comprehensivl3 public education, fire and
Municipal Code enforcement.
To protect the people, environment, property and quality of neighborhoods within
the City of South San Francisco from the effects of fires, natural and man-made
disasters, hazardous material incidents, medical emergencies, hazards created
by substandard construction or violations of the municipal code.
MISSION
Fire Department
FIRE DEPARTMENT
FIRE DEPARTMENT
The Department entered into preferred provider agreements with American
Medical Response and PHI Mercy Air Ambulance for non-emergency ambulance
transportation services. These agreements generated in excess of $200,000 in
revenue for the BLS Ambulance Program.
In cooperation with the Parks and Recreation Department, a Junior Fire
Academy was offered to children ages 9 to 11.
The Department entered into a memorandum of understanding with San Mateo
Emergency Services Providers Group to share radio frequencies in North San
Mateo County. This will significantly improve the sending and receiving of radio
communications at no cost to the City of South San Francisco.
The Department had representation (personnel) on the following San Mateo
County Committees: Fire Chiefs, Fire Operations, Fire Training, Emergency
Services Council, County Emergency Medical Care Committee, and Medical
Advisory Committee
OBJECTIVES
Minimize operating costs where feasible; develop better cost recovery for
services the Fire Department provides to the community and businesses and/or
to increase revenues where possible (ALS and BLS ambulance programs, fire
prevention plan check fees, renewable permits, special activity permits and the
offering of specialized trainin~~).
Continue the implementation of an integrated BLS ambulance dispatch,
electronic patient care reporting and patient billing records management system
that contributes to the efficient entry of important patient care and billing
information, regulatory compliance and enhanced cost recovery.
Continue the implementation of an integrated electronic fire prevention, fire
inspection and code enforcement records management system that can be used
by safety inspectors and engine company personnel that contributes to the
efficient entry of important building, inspection, hazard and billing information,
regulatory compliance and enhanced cost recovery.
Implement a community emE3rgency response program throughout the City that
trains citizens and businesses to put out small fires, search for and rescue
victims safely, treat the sick and injured, organize themselves and spontaneous
volunteers to be effective, and collect disaster intelligence to support the Fire,
Police and Public Works Department efforts.
-69-
-70-
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed.
FIRE DEPARTMENT
FIRE DEPARTMENT
Source of Funds: General Fund
General Fund: 12,645,060
Fee Revenues: 2,230,000
Change
Department Actual Adopted Amended Proposed From
Budget 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 11,306,906 12,044,727 12,044,727 12,880,311 835,584 6.9%
Materials & Services 2,585,424 1,848,357 1,813,834 1,875,937 27,580 1.5%
Capital Outlay 9,526 376,657 488,820 (376,657)
Debt Service & Other 2,517 56,521 56,521 118,812 62,291
Total 13,904,373 14,326,262 14,403,902 14,875,060 548,798 3.8%
Total General Fund Budget
14,875,060
Paramedic and Non-emergency
1,152,500
Non-emergency Transpoli Fees (BLS)
425,000
Fire Permit, Inspection,
and Prevention Fees
650,000
All Other
2,500
Total Fee Revenue
2,230,000 .
Net General Fund Contr'ibution *
12,645,060
* Includes Measure I Special Tax
125,556
-71-
-72-
3.00
3.00
Total
3.00
3.00
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Change
Administration Division Actual Adopted Amend,ed Proposed From
Budget (111) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 571,763 544,140 544,140 600,123 55,983 10.3%
Materials & Services 271,661 310,960 373,:Z37 378,891 67,931 21.8%
Capital Outlay 6,443
Debt Service 8, Other
Total 843,424 855,100 923,820 979,014 123,914 14.5%
The Administration Division is responsible for providing the vision, direction and control of the City's
fire prevention, operations, emergency medical services, code enforcement and disaster
preparedness programs through the use of strategic planning, resource identification and allocation,
financial management, introduction of new technologies and cost recovery when appropriate.
ADMINISTRATION
FIRE DEPARTMENT
FIRE DEPARTMENT
OPERATIONS
The Operations Division is responsible for the prompt and efficient response of personnel and
equipment to the scene of an emergelncy. These emergencies include fires, hazardous materials
incidents, caring for and transporting the sick or injured, natural and manmade disasters as well as
incidents involving weapons of mass destruction. This is accomplished by a network of five fire
stations strategically located within the community to minimize response times to the emergency
scene once the call for assistance has been received. Each fire station has at least one fire engine
staffed by three firefighting personnel. Two of the fire engines also have a permanently tixed aerial
ladder that can reach heights up to "75 feet to assist in the rescue of occupants trapped on the
upper floors of a building. Two of the fire stations house fire rescue ambulances that are staffed by
two firefighter/paramedics.
Source of Funds: General Fund
Change
Operations Division Actual Adopted Amended Proposed From
Budget (117) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 6,263,063 6,887,736 6,887,736 7,357,576 469,840 6.8%
Materials & Services 1,519,903 586,196 554,421 563,433 (22,7'63) -3.9%
Capital Outlay 376,657 424,983 (376,657)
Debt Service & Other 7,722 7,722 7,769 47
Total 7,782,966 7,858,311 7,874,862 7,928,778 70,467 0.9%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 40.00 40.00
Part-Time 0.48 0.48
Total 40.48 40.48
As of the 2005-06 budget, the Management Analyst position has been frozen.
-73-
-74-
31.00
31.00
Total
31.00
31.00
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Fee Revenue: 1,577,500
Change
Emergency Medical Services Actual Adopted Amenejed Proposed From
Division Budget (116) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 3,991,114 4,342,906 4,342,906 4,630,671 287,765 6.6%
Materials & Services 422,603 511,745 458,605 465,977 (45,768) -8.9%
Capital Outlay
Debt Service & Other 2,517 48,799 48,799 111,043 62,244
Total 4,416,234 4,903,450 4,850,310 5,207,691 304,241 6.2%
The Emergency Medical Services Division is responsible for the Department's injury and illness
prevention programs as well as caring for the sick and injured. This is accomplished by offering
first-aid, CPR, child-car safety seat inspections and senior fall prevention classes to the community
and businesses. When a medical emergency occurs, a fire Emgine and fire/rescue ambulance is
ready to respond to assess, treat and then transport the victim to the hospital.
EMERGENCY MEDICAL SERVICES
FIRE DEPARTMENT
FIRE DEPARTMENT
DISASTER PREPAREDNESS
The Disaster Preparedness Division iis responsible for coordinating citizens, businesses and the
City's efforts to prepare and respond to either manmade or natural disasters. This is
accomplished by the creation and support of community emergency response teams, providing
advanced training in disaster response and management, participation in County-wide disaster
simulations or exercises and the writing of disaster mitigation plans.
Source of Funds: General Fund
Change
Disaster Preparedness Actual Adopted Amended Proposed From
Division Budget (113) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits
Materials & Services 68,332 73,408 73,408 100,641 27,233 37.1%
Capital Outlay 91,526
Debt Service & Other
Total 77',858 73,408 73,408 100,641 27,~~33 37.1%
-75-
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After 2005-06, two Safety Inspectors have been charged to RDA
2.00
2.00
Total
2.00
2.00
Full-Time
Change
Proposed
2006-0'i"
Adopted
2005-06
Positions Budget
Source of Funds: General Fund
Fee Revenue: 650,000
Change
Fire Prevention Actual Adopted AmendE!d Proposed From
Division Budget (112) 2004-05 2005-06 2005-013 2006-07 Adopted %
Budget Change
Salaries & BenElfits 480,966 269,945 269,S145 291,941 21,996 8.1%
Materials & Sen/ices 302,925 366,048 354,163 366,995 947 0.3%
Capital Outlay 57,394
Debt Service & Other
Total 783,891 635,993 681,502 658,936 22,943 3.6%
The Fire Prevention Division is responsible for the prevention of fires, hazardous materials
incidents or other situations that threaten health, the environment or property. In addition, this
Division enforces the City's Municipal Code. This is accomplished by public safety announcements
regarding smoke detectors, fire safety demonstrations at local schools or fairs, adoption of local
amendments to the Uniform Fire Code, construction plan checking, site inspections and
investigation of Municipal Code violations.
FIRE PREVENTION
FIRE DEPARTMENT
OPERATING BUDGET, 2006-07
LIBRARY DEPARTMENT
[ Director 05/06 06/07
1.00 1.00
/ "\
ADMINISTRATIVE MAIN LIBRARY
& TECHNICAL
SERVICES 05/06 06/07 05/06 06/07
Full- Time 4.11 4.1"1 Full-Time 7.7:2 7.72
Part-Time 2.53 2.5:3 Part-Time 8.3:3 8.33
"- '-
( GRAND A VENUE LIBRARY " ( "\
LITERACY DIVISION
5/06 06/07 05/06 06/07
Full-Time 3.17 3.17 Full-Time 6.40 6.40
Part- Time 1.35 1.3S Part-Time 3.93 3.93
/ /
Note - 0.6 Community Learning Center positions are charged to the Redevelopment
Agency and are reflected in the Redevelopment Agency budget. These positions are
not included in the above numblers.
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Offered new programs and collections to meet the needs of the diverse
community. New programs included a summer school program at CLC, Artists in
the Middle programming for middle school students, health and safety programs
for women and teens, and programs focusing on how to become a U.S. citizen.
In addition, library services supported the downtown business community
through a federal Library Services and Technology Act (LSTA) Business in a Box
Increased accessibility of the Main Library by installing a ramp and automatic
doors at the front entrance, altering the elevator to allow use by patrons in
wheelchairs, and reconfiguring the Children's Room and patron lounge for easier
accessibility and increased appeal. Improved the Library environment by
installing graphic signs to make browsing easier and adding a "coffee bar" to the
facility.
Increased participation in library programs through Learning Wheels, Teen and
Children's Summer Reading Programs, weekly story time sessions, and
seasonal programming for adults and children by 14%. Delivered items to
patrons unable to come to our libraries because of physical and health
limitations, and established a monthly poetry readin~~ program in one of the city's
adult residential facilities.
Popular author, Lemony Snicket (Daniel Handler), made a rare appearance in
South San Francisco. The scarcity of his public appearances made this event a
coup, not just for the Library, but for our city as wedl. 450 people attended this
free event and book signing.
Implemented a new online catalog system, PLS+, which provides a more user
friendly environment for online browsing and reserving of materials.
Increased marketing and awareness of library services in the community
through: Farmers Market, Day in the Park, the Senior Health Fair, the school
district's Kindergarten Roundup, and other local events.
ACCOMPLISHMENTS
South San Francisco Public Library is actively committed to providing access to
the bElst 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.
MISSION
Library Department
LIBRARY DEPARTMENT
LIBRARY DEPARTMENT
grant project and our collection of Spanish materials and online database~s were
expanded through additional grant opportunities.
Developed new partnerships with community groups to increase community
knowledge and use of the library. Project Read worked with Barnes and Noble
to deliver books to children. CLC worked with Skyline College on the "Gateway"
project as well as collaboratiing to have two America Counts students assist in
the Homework Club. Grand Avenue Library partnered with the San Mateo
County Health Department to offer Mom & Daughter Health Spas at the Library.
The Library received $411,:300 in grants and donations to fund Community
Learning Center programs, Project Read's Learning Wheels van, a local
business initiative, Spanish-language materials to enhance the Grand Avenue
Library collection, children's summer reading programs, the Reader Leader
tutoring program and more.
Community volunteers, including two AmeriCorps volunteers, donated over
22,000 hours of service to Library programs.
OBJECTIVES
Overall Outcome: Broaden community knowledge and appreciation of library
services and programming through comprehensive outreach, marketing, and
improvements to the library E~nvironment and by continuing to build partnerships
with community groups.
1. New Main Library Development Plan. Initiate community outreach and needs
assessment process to develop a building plan for a new main library, which
will require state funding.
2. Technology. Upgrade and enhance at least three areas of technology to
enable patron's broader access to library services and resources.
3. Programming. Increase student support and lifelong learning opportunities
by identifying partners, ascertaining needs, and expanding programs.
4. Collections. Develop at least three areas of the collection to maintain
currency and meet the changing and diverse needs of the community.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed; however, the
elimination of the DVD rental fee in the Master Fee schedule, as recommEmded
by the Library Board, is proposed.
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125,5ti6
* Includes Measure I Special Tax
3,633,041
Net General Fund Contribution *
569,500
Total Fees and Grants
32,500
Community Development Block
Grant Transfers (SSF and DC)
464,000
Grants
73,000
Library Fines
4,202,541
Total General Fund Budget
Source of Funds: General Fund
General FUlnd: 3,633,041
Grants, Fees and Other Revenue: 569,500
Change
Department Actual Adopted Amendeld Proposed From
Budget 2004-05 2005-06 2005-013 2006-07 Adopted %
Budget Change
Salaries & Benefits 3,064,823 3,037,293 3,037,293 3,161,624 124,331 4.1%
Materials & Services 1,349,003 936,429 939,624 1,040,917 104,488 11.2%
Capital Outlay
Debt Service & Other
Total 4,413,826 3,973,722 3,976,917 4,202,541 228,819 5.8%
LIBRARY DEPARTMENT
LIBRARY DEPARTMENT
ADMINISTRATION & TECHNICAL SERVICES
, Administers the City's Library services program and provides technical services support through
the selecting, ordering, cataloging and processing of a variety of 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.
Source of Funds: General Fund
Change
Administration Division Actual Adopted Amended Proposed From
Budget ( 151 ) 2004-05 2005-06 2005-06 2006-07 AdoptE~d %
Budget Change
Salaries & Benefits 789,601 740,141 740,141 774,983 34,842 4.7%
Materials & Services 31'9,629 262,356 262,356 274,435 12,079 4.6%
Capital Outlay
Debt Service & Other
Total 1,109,230 1,002,497 1,002,497 1,049,418 46,921 4.7%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 5.11 5.11
Part-Time 2.53 2.53
Total 7.64 7.64
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Positions Budget Amended Proposed Change
2005-06 2006-07
Full-Time 7.72 7.i'2
Part-Time 8.33 8.~13
Total 16.05 16.05
7.6%
118,543
1,686,610
1,568,067
1,568,067
1,616,944
Total
Source of Funds: General Fund
Change
Actual Adopted AmendHd Proposed From
2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
1,094,729 1,161,581 1,161,Ei81 1,213,363 51 ,782 4.5%
522,215 406,486 406,486 473,247 66,761 16.4%
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Main Library
Budget (152)
Provide library and educational services and materials at the Main Library on West Orange Avenue,
including adult, young adult and children's materials, services and programs, audiovisual materials
and Circulation Services. Readers' and Information Services (Reference Services), provides
reference and Internet assistance and training. Children's Services provides weekly children's story
times, summer reading programs for children and teens and year-round special programming for
children, families and school classes.
MAIN LIBRARY
LIBRARY DEPARTMENT
LIBRARY DEPARTMENT
GRAND AVENUE LIBRARY
Provide library and educational 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 include a large Spanish-language collection for children and
adults as well as bilingual reference assistance and circulation services. The History Room is
located in Grand Avenue Library and is available by appointment.
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Source of Funds: General Fund
Change
Actual Adopted Amended Proposed From
2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
348,843 368,709 368,709 382,327 13,6'18 3.7%
221,804 110,061 110,061 117,378 7,3'17 6.6%
Grand Avenue Division
Budget (153)
Total
570,647
478,770
478,770
499,705
20,9:35
4.4%
Positions Budget Amended Proposed Change
2005-06 2006-07
Full-Time 3.17 3.17
Part-Time 1.35 1.35
Total 4.52 4.52
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For the 2005-06 budget, 0.6 FTE of full-time staff is charged to RDA.
Positions Budget Amended Proposed Change
2005-06 2006-07
Full-Time 6.40 6.40
Part-Time 3.93 3.S13
Total' 10.33 10.33
4.6%
42,420
966,808
927,5133
924,388
1,117,005
Total
Source of Funds: General Fund
Change
Actual Adopted AmendEid Proposed From
2004-05 2005-06 2005-0G 2006-07 Adopted %
Budget Change
831,650 766,862 766,862 790,951 24,089 3.1%
285,355 157,526 160,721 175,857 18,331 11.6%
Salaries & Benefits
Materials & Ser/ices
Capital Outlay
Debt Service & Other
Literacy Division
Budget (154)
Provides 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 playa greater role
in their children's education. This Division is comprised of Project Read and the Community
Learning Center.
LITERACY
LIBRARY DEPARTMENT
OPERATING BUDGET, 2006-07
POLICE DEPARTMENT
05/06 06/07
Police Chief 1.00 1.00
"'"
ADMINISTRA TION SERVICES
05/06 06/07 05/013 06/07
Full-Time 1.00 1.00 Full-Time 8.00 8.00
/ " /' "-
INVESTIGATIONS PATROL
05/06 06/07 05/06 06/07
Full-Time 11.00 11.00 Full- Time 63.00 66.00
Part-Time 0048 0048 Part- Time 2.69 2.69
'-- ./ \,. ./
/' ........
RECORDS COMMUNICATIONS
05/061 06/07 05/0Ei 06/07
Full-Time 8.00 8.00 Full-Time 11.80 12.20
Part-Time OAB 0048
\,. ~
Note - 2 Police Officer positions are charged to the Redevelopment Agency for
Downtown patrol, and 1 Parking Enforcement Officer position is charge!d to the
Parking Fund. These positions are reflected in those budgets, and are not
included in the above numbers.
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Initiated first on-line reporting system in September of 2005 successfully and will
be expanding this service to give the citizens other options in making police
reports to the department.
As a result of new technology in the RMS, scanned reports dating back to 1993
into the system that is saving on valuable space as well as making retrieval of
information much easier.
Purchased digital cameras for all officers so all photos of crime and accident
scenes can be stored with the report in the new FUMS report writing system.
This saves considerable amount of money on film and developing costs.
The Police Department continued to become familiiar with and fully utilize the
new RIMS Records Management System (RMS) and Computer Aided Dispatch
System (CAD) through out the department. This has allowed the department to
become virtually paperless in the area of writing and storing reports.
· B4 Juveniles participated in our Neighborhood Enhancement Action Team
(N.E.A.T.) Program, an alternative to legal action for minor violations of
the law.
· $29,167 raised in donations to sustain our Summer Youth Work program
and Scholarship fund.
· Continued the Citizens academy, both in English and Spanish with a total
of 1 04 graduates.
· $19,032 in donations and grants obtained for the first ever in South San
Francisco program called 'Every 15 minutes' to educate high school age
students about the dangers of drinking and driving.
Despite the continuing budget restraints and freezing of permanent positions
within the department, the Police Department was able to maintain and continue
all of the more than 40 programs and services WE~ provide to the community.
Some highlights are:
ACCOMPLISHMENTS
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.
MISSION
Police Department
POLICE DEPARTMENT
POLICE DEPARTMENT
Successfully completed the Office of Traffic Safety (OTS) grant that gave the
City speed radar signs and concentrated on pedestrian and bicycle safety. The
equipment now belongs to the City and can be moved and utilized through the
City as the needs arise.
Established a gang suppression unit (GSU) that is deployed on weekends to
concentrate on gang related activities and individuals.
Played a major role in the organization and participation in County Widl3 Gang
Task Force that was operational full time for 8 weeks in the fall and thE!n for a
week once a month since thE:m. This was a collaborative effort involving all San
Mateo County Police agencies, the Sheriff's Department, Probation and State
Parole where an average of 25 law enforcement personnel were assigned
throughout the county focused on gang enforcement.
OBJECTIVES
Continue to implement and support the Back to Basics strategy that focLJses 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. To further enhance this
accountability, the Police Department adopted a 'Standard Expectations'
document to measure proactive productivity for officers.
With the approval to rehire three frozen Police Officer positions, reinstate the
second School Liaison Officer Position to address the needs in the grammar
schools.
Institute a new program in the schools called Gang Resistance Education and
Training (G.R.E.A.T.) to replace the DARE program with the emphasis on gang
recognition and prevention, starting in the grammar schools.
Continue participation in the County Wide Gang Task Force.
Continue with the downtown bicycle and S.E.T. programs to help keep the recent
upsurge of gang related activities under control with our no tolerance policy.
Continue to assign personnel to all three San Mateo County Regional Task
Forces during the year: the REACT Computer Task Force, the County Narcotics
Task Force and the Vehicle Theft Task Force. Participation in these task forces
an important component of our budget since the costs of almost three officer
positions are reimbursed to the department.
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The proposed budget includes funds to rehire three frozen Police Officer
positions. This will allow for the department to reinstate the second School
Liaison Officer Position and to restore two patrol officers.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
By mid-budget year, restore two of the four motorcycle positions back to their
own unit and not be part of the patrol teams (which was done to meet minimum
staffing need and save on overtime) that will enable the department to more
clearly focus on traffic issues and be able to schedule officers to meet the
growing traffic concerns.
POLICE DEPARTMENT
POLICE OEPARTMENT
Source of Funds:
General Fund:
17,541,466
Supplemental Law Enforcement Fund (C.O.P.S.)
136,884
Change
Department Actual Adopted Amended Proposed From
Budget 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 13,613,468 13,939,791 13,993,656 15,515,894 1,576,103 11.3%
Materials & Services 3,370,499 2,205,210 2,216,496 2,162,456 (42,754) -1.9%
Capital Outlay 24,650
Debt Service & Other
Total 17,008,617 16,145,001 16,210,152 17,678,350 1,533,349 9.5%
Total General Fund Budget
17,541,466
Parking and Traffic Fines
1,000,000
Police Service Charges
250,000
Reimbursement from County
360,000
Communication Services to
Other Cities
90,000
Communication Services to
non-General Fund Programs
85,000
Police Recovery Charges
40,000
Total Fee Revenue
1,825,000
Net General Fund COl'ltribution *
15,716,466
* Includes Measure I Special Tax
125,556
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2.00
2.00
Total
2.00
2.00
Full-Time
Change
Proposed
2006-07
Adopted
2005-06
Positions Budget
4.9%
26,502
563,329
536,8:~7
536,827
528,406
Total
Source of Funds: General Fund
Change
Actual Adopted Amended Proposed From
2004-05 2005-06 2005-OEl 2006-07 Adopted %
Budget Change
343,142 341,333 341,333 377,792 36,459 10.7%
185,264 195,494 195,494 185,537 (9,957) -5.1%
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Budget (121)
Administration Division
Under the direction of the Chief of Police, the ultimate responsibility and coordination for aspects and
management of the Department and effectively insuring that thl3 policing needs are being met in the
community.
ADMINISTRATION
POLICE OEPARTMENT
POLICE DEPARTMENT
SERVICES
Under the direction of a Police Captain, oversees all administrative duties and personnel within the
Administrative support area of the Police Department, including management and preparation of the
budget and grants.
Budget (122)
Source of Funds: General Fund
Change
Actual Adopted Amended Proposed From
2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
1,096,140 1,221,756 1,221,756 1,344,257 122,501 10.0%
1 ,204,492 102,179 102,801 102,374 195 0.2%
Services Division
Salaries & Benefits
Materials & Services
Capital Outlay
Debt Service & Other
Total
2,300,632
1,323,935
1,324,557
1,446,631
122,696
9.3%
Positions Budget
Adopted
2005-06
Proposed
2006-07
Change
Full-Time
8.00
8.00
Total
8.00
8.00
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Positions Budget Adopted Proposed Change
2005-06 2006-07'
Full-Time 8.00 8.00
Part-Time 0.48 0.48
Total 8.48 8.48
Source of Funds: General Fund
Change
Records Division Actual Adopted Amended Proposed From
Budget (123) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 681,326 745,929 745,9129 761,844 15,915 2.1%
Materials & Services 96,573 87,143 88,658 74,338 (12,805) -14.7%
Capital Outlay
Debt Service & Other
Total 777,899 833,072 834,587 836,182 3,110 0.4%
Responsible for processing and filing all police reports and distributing them as necessary to the
district attomey, allied agencies and the public. Records personnel also greet all citizens who
respond to the station, as well as answer all business phone lines and take care of their requests.
Records personnel do fingerprinting of individuals, and insurE~ compliance with State, and Federal
mandates related to police operations and retention of reports, Records also have the responsibility
of the evidence function within the department.
RECORDS
POLICE DEPARTMENT
POLICE DEPARTMENT
COMMUNICATIONS
Responsible for handling all 911 emergency calls and dispatching police units as required and
performing all related requests for information via State and Federal data basis. Insures prompt
response to medical and fire related emergencies, coordinates multi-agency responses to emergencies
and handles all business call related calls when records section is closed. Dispatch also provides
dispatch services for Colma PD at night.
Source of Funds: General Fund
Change
Communications Division Actual Adopted Amended Proposed From
Budget ( 124 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 1,326,H61 1,374,116 1,374,116 1,478,462 104,346 7.6%
Materials & Services 418,815 436,627 444,820 436,022 (605) -0.1%
Capital Outlay
Debt Service & Other *
Total 1,745,776 1,810,743 1,818,936 1,914,484 103,741 5.7%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 11.80 12.20 0.40
Part-Time
Total 11.80 12.20 0.40
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Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 11.00 11.00
Part-Time 0.48 0.48
Total 11.48 11.48
Source of Funds: General Fund
Change
Investigations Division Actual Adopted Amended Proposed From
Budget (126) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 1,644,342 1,693,194 1,693,194 1,842,158 148,964 8.8%
Materials & Services 68,652 79,011 79,011 92,616 13,605 17.2%
Capital Outlay
Debt Service & Other
Total 1,712,994 1,772,205 1,772,205 1,934,774 162,569 9.2%
Responsible for follow up investigations to all major cases in South San Francisco. Take a proactive
lead in narcotic and identity theft cases in the City. Coordinate \/llith allied agencies on cases involving
other agencies at the municipal, state and federal level. Work closely with established task forces in San
Mateo County and administer the ABC education and enforcement grant.
INVESTIGATIONS
POLICE DEPARTMENT
POLICE DEPARTMENT
PATROL
Under the direction of a Police Captain, is responsible of the primary law enforcement activities in the City
and is the first respond to all police related emergencies. This division incorporates all of the Patrol
Officers, Traffic Unit and K-9 units and the gang officers as well as the Police Reserves.
Source of Funds:
General Fund
10,846,066
Supplemental Law Enforcement Fund (C.O.P.S.)
136,B84
Change
Patrol Division Actual Adopted Amended Proposed From
Budget ( 127 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 8,521,5157 8,563,463 8,617,328 9,711,381 1,147,H18 13.4%
Materials & Services 1,396,703 1,304,756 1,305,712 1,271,569 (33:187) -2.5%
Capital Outlay 24,6!50
Debt Service & Other
Total 9,942,9'10 9,868,219 9,923,040 10,982,950 1,114,731 11.3%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 63.00 66.00 3.00
Part-Time 2.69 2.69
Total 65.69 68.69 3.00
After the 2005-06 budget, two officers are charged to RDA, and one parking
enforcement officer is charge,d to the parking fund.
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This page is intentionally blank.
CITY OF SOUTH SAN FRANCISCO OPERATING IBUDGET, 2006-07
OPERATING BUDGET, 2006-07
PUBLIC WORKS DEPARTMENT
[ Director 05/06 06/07
1.00 1.00
ADMINISTRATION PARK MAINTENANCE
05/06 06/07
(5.2 FTE Positions, included
in programs below.) Full- Time 19.90 19.45
Part- Time .37 .00
STREET MAINTENANCE & SEWER MAINTENANCE
TRAFFIC SAFETY
05/06 06/07 05/06 06/07
Full-Time 14.15 14.20 Full-Time 8.00 8.15
FLEET MAINTENANCE BUILDING MAINTENANCE
05/06 06/07 05/06 06/07
Full- Time 5.10 5.15 Full-Time 14.44 14.44
r ( STORM WATER DRAINAGE
COMMON GREENS
05/06 06/07 05/06 06/07
Full-Time 5.94 7.14 Full-Time 4.75 4.55
""'" /' """\
STORM WATER WATER QUALITY CONTROL
05/0<6 06/07 05/06 06/07
Full-Time .77 .77 Full-Time 36.65 36.85
Part-Time .74 .74
'- ./
Note - 1 Parks MaintE~nance Worker position is charged to the
Redevelopment Agency. This position is reflected in the Redevelopment
Agency budget and is not included in the above numbers.
-97-
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· Replaced concrete walkways, and damaged curb and gutter islands in the
Common Greens area
· Replaced irrigation systems in the Common Greens area
· Installed Cultural Arts art piece (Cranes at Hickey / Junipero Serra)
· Renovated water damage at Municipal Services Building
· Renovated City Logo Sign at Municipal Services Building
· Painted exterior Municipal Services Building
· Installed new playground structure and landscaping at Gardiner Park
· Rededicated Sign Hill
· Began process of EI Camino corridor Master Plan
. Lined 1,117 feet of sewer lines
· Vide oed 5,500 feet of sewer lines
· Demolished Greenhouses
· Completed the Pump Station Project at 27 So. Linden
· Increased capacity of four catch basins on Southcliff Avenue to reduce
street flooding
· Completed the retaining wall at Sign Hill
· Installed ADA ramp South San Francisco Main Library
· Partnered with the County of San Mateo to complete the improvements to
the Colma Creek channel
· Processed over 60 tree removal permits
· Updated WQCP operations agreements with other agencies
ACCOMPLISHMENTS
Maintain the City's parks, buildings, streets, trees, vehicles, infrastructure, Water
Quality Control Plant and other physical assets to insure the quality of life, public
safety, and use of the City infrastructure are at thE~ir best at all times. Process
sewage, storm water runoff, control debris, and comply with environmental
regulations. Participate in the Capital Improvement Program (CIP) and be ready
to assist other departments with their needs.
MISSION
Public Works Department
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT
OBJECTIVES
Provide for the public good through effective maintenance of the City's
infrastructure and balance expenditures with services being as efficient as
possible without compromising quality of work or customer service needs. Be
cognizant of new and changing techniques in service and respond to regulations
and legislation in a positive and cooperative manner.
In 2006/07 the Public Works Department will:
. Work with other depal1:ments to complete Phase II of the Wet Weather
Program
. Work with other depal1:ments to complete the Orange Park Recreation
Building
. Work with other depal1:ments to begin construction of the BART Linear
Park
. Work with other depal1:ments to overlay, slurry, and cape seal over
$2,000,000 worth of streets
. Remove and replace over 100 City trees
. Renovate irrigation systems within the Common Greens
. Complete the EI Camino Real Landscape Master Plan
. Create new procedures and policies to comply with mandates from the
State Water Resources Board to avoid sewer spills
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
Transfer of a Sr. Engineer position out of the General Fund to the Sewer and
Common Greens' Funds will provide more dedicated resources to support capital
improvement project oversight and inspections for Public Works' projects. Project
coordination and management will reduce the amount of contract assistance
needed for small to midsize CIP projects. No other program or service level
changes are proposed.
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7.6%
1 ,948,630
Department: Actual Adopted Amended Proposed
Budget 2004-05 2005-06 2005-06 2006-07
Salaries & Benefits 9,903,046 10,867,845 10,867,846 11,692,432
Materials & Services 13,148,275 10,475,294 10,595,015 11,209,730
Capital Outlay - 33,000 37,568 121,800
Debt Service ilL Other 1,434,474 4,399,153 4,523,199 4,699,960
Total 24,485,795 25,775,292 26,023,628 27,723,922
7.6%
7.0%
824,587
734,436
88,800
300,807
%
Change
Change
From
Adopted
Budget
125,556
738,188
16,740,731
1,441,541
1,186,266
7,617,196
* Includes Measure I Special Tax
Storm Water Fund
Sewer Fund
Common Greens & Landscape Maintenance Fund
Garage Internal Service Fund
General Fund *
Source of Funds:
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT
STREETS MAINTENANCE
This Division is responsible to maintain the City's infrastructure including but not limited to, sidewalks,
curbs and gutters, guard rails, fences, bridge structures, asphalt streets, parking lots, traffic signals,
street lights, street signs, painted legemds, and the cleaning of the city streets. The Division performs
emergency repairs on a 24/7 basis and assists other departments as needed.
Source of Funds: General Fund
Change
Streets Maintenance Actual Adopted Amended Proposed From
Budget ( 145 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 1,228,019 1,411,301 1,411,302 1,533,942 122,641 8.7%
Materials & Services 1,116,281 1,099,594 1,105,203 1,245,468 145,874 13.3%
Capital Outlay
Debt Service & Other 2,021 27,338 27,338 31,680 4,342
Total 2,346,321 2,538,233 2,543,843 2,811,090 272,8:,7 10.7%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 14.15 14,20 0.05
Part. Time
Allocation of Public Works Director 0.10 0.10
Total 14.25 14.30 0.05
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Positions Budget Adopted ProposE~d Change
2005-06 2006-07
Full-Time 19.90 19.45 (0.45)
Part-Time 0.37 .. (0.37)
Allocation of Public Works Director 0.15 0..15
Total 20.42 19,60 (0.82)
Source of Funds: General Fund
Change
Parks Maintenance Division Actual Adopted Amended Proposed From
Budget (146) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 2,082,014 1,809,446 1,809,446 1,841,693 32,247 1.8%
Materials & SElrvices 1,012,520 844,516 844,:516 911,731 67,215 8.0%
Capital Outlay
Debt Service ~~ Other
T (Ita I 3,094,534 2,653,962 2,653,1362 2,753,424 99,462 3.7%
The Division is responsible to maintain the City's 170 acres of Parks, 18,500 City trees, park facilities,
landscaping, street medians, Sign Hill, School play fields, playgrounds, public buildings, and
recreational areas of public enjoyment. They perform all r,outine, preventative, and replacement
maintenance that includes mowing, irrigation, trimming, fertiilizing, painting, cutting, and restroom
services.
PARKS MAINTENANCE
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT
BUILDING MAINTENANCE
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.
Source of Funds: General Fund
Change
Building Maintenance Division Actual Adopted Amended Proposed From
Budget ( 147 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 1,169,623 1,193,243 1,193,244 1,253,844 60,601 5.1%
Materials & Services 7'83,831 772,444 772,444 798,838 26,394 3.4%
Capital Outlay
Debt Service & Other
Total 1,tI53,454 1,965,687 1,965,688 2,052,682 86,995 4.4%
-------
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 14.44 14.44
Part-Time
Allocation of Public Works Director 0.10 0.10
Total 14.54 14.54
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Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 5.94 7.14 1.20
Part-Time
Total 5.94 7.14 1.20
Source of Funds: Common Greens & Landscaping Funds
-
Change
Common Greens Actual Adopted Amended Proposed From
Budget (148) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 323,562 540,856 540,856 763,041 222,185 41.1%
Materials & Services 580,599 635,752 63S,752 678,500 42,748 6.7%
Capital Outlay
Debt Service & Other
Total 904,161 1,176,608 1,17E;,608 1,441,541 264,933 22.5%
This Division is responsible to maintain the common landscaped areas and special Assessment
District grounds, which include West Park 1, 2, & 3, StoneHate Ridge, Willow Gardens, Glenview
Commons, and Point Grand. Maintenance includes contract and in-house services for mowing,
trimming, irrigation and playground repairs.
COMMON GREENS
PUBLIC WORKS DEPARTME:NT
PUBLIC WORKS DEPARTMENT
GARAGE
The City Garage provides fleet maintemance service to the City's fleet of vehicles and mechanical
equipment. Services, including SChE~duled 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.
Source of Funds: City Services Fund
Change
Fleet Maintenance Division Actual Adopted Amended Proposed From
Budget ( 149) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 528,553 531,720 531 ,720 569,767 38,047 7,2%
Materials & Services 613,308 469,990 469,990 609,699 139,709 29.7%
Capital Outlay 6,800 6,800
Debt Service & Other
Total 1,141,861 1,001,710 1,001,710 1,186,266 184,556 18.4%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 5.10 5.15 0.05
Part-Time
Allocation of Public Works Director 0.05 0.05
Total 5.15 5.20 0.05
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Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 4.75 4.55 (0.20)
Part-Time
Allocation of Public Works Director 0.10 0.10
Total 4.85 4.65 (0.20)
Source of Funds: Stormwater Fund
Change
Stormwater Drainage Actual Adopted Amended Proposed From
Division Budget ( 144 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
BUdget Change
Salaries & Benefits 339,142 483,498 48~l,498 480,725 (2,773) -0.6%
Materials & Services 98,897 81 ,762 8~1 ,762 96,814 15,052 18.4%
Capital Outlay
Debt Service & Other
Total 438,039 565,260 56Ei,260 577,539 12,279 2.2%
The Division 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 tl'le Bay. The purpose of the program is
to reduce storm water pollution and damage to streets and structures.
STORMWATER DRAINAGE
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT
WATER QUALITY CONTROL STORMWATER
The Stormwater Program is in response to a mandate imposed by the Federal Clean Water AGt
and the Regional Water Quality Control Soard. The purpose of the program is to prevent
stormwater pollution and protect the water quality of the San Francisco Say and Pacific Ocean.
Source of Funds: Stormwater Fund
Change
Stormwater Division Actuall Adopted Amended Proposed From
Budget ( 138 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
BudgE~t Change
Salaries & Benefits 76,:324 93,073 93,073 100,973 7,900 8.5%
Materials & Services 51,1324 80,665 80,665 59,676 (20,989) -26.0%
Capital Outlay
Debt Service & Other
Total 128,'148 173,738 173,738 160,649 (13,089) -7.5%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 0.77 0.77
Part-Time
Total 0.77 0.77
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Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 36.65 36.85 0.20
Part- Time 0.74 0.1'4
Allocation of Public Works Director 0.15 0.15
Total 37.54 37.74 0.20
Source of Funds: Sewer Rental Fund
Change
Water Quality Control Actual Adopted Amended Proposed From
Budget ( 139 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 3,554,172 3,984,424 3,984,4:24 4,259,818 275,394 6.9%
Materials & Services 8,423,989 6,303,767 6,417,671 6,609,858 306,091 4.9%
Capital Outlay 33,000 37,5158 115,000 82,000
Debt Service & Other 1 ,428,562 4,371,815 4,469,6l51 4,668,280 296,465
Total 13,406,723 14,693,006 14.909,3:~4 15,652,956 959,950 6.5%
The purpose of the Water Quality Control Plant is to provide sE3wage 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. The plant
handles an average daily flow of 13 million gallons and up to 62 million gallons a day during rain
storms.
WATER QUALITY CONTROL
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT
SEWER MAINTENANCE
The Sewer Maintenance Division is responsible 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, TV. work, and manhole maintenance. 24 hours, 7 day a
week emergency stand by for work is provided and reporting of spills and mandated procedures are
important elements of work to protect public health.
Source of Funds: Sewer Fund
Change
Sewer Maintenance Actual Adopted Amended Proposed From
Budget ( 143 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 601,1337 820,284 820,283 888,629 68,34:5 8.3%
Materials & Services 467,026 186,804 187,012 199,146 12,342 6.6%
Capital Outlay
Debt Service & Other 3,891 26,200
Total 1,072,554 1,007,088 1,033,495 1,087,775 80,687 8.0%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 8.00 8.15 0.15
Part-Time
Allocation of Public Works Director 0.35 0.35
Total 8.35 8.50 0.15
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This page is intentionally blank.
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
OPE:RATING BUDGET, 2006-07
RECREATION AND COMMUNITY SERVICES DEPARTMENT
5/06 06/07
Director 1.00 1.00
, /" "
RECREATION ADMINISTRATION
5/06 06/07 05/06 06/07
Full-Time 19.00 19.00 Full- Time 3.00 3.00
Part- Time 46.73 46.73 Part-Time 0.50 0.50
'- ./
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-112-
Improved two classrooms at Terrabay Gymnasium to allow for better circulation,
accessibility, and rental marketing;
Maintained full enrollment at two preschool, three after school, and two summer
campsites, exceeding revenue targets in this division;
Granted in excess of $7,000 in assistive listening equipment to allow for greater
quality of life for hearing impaired program participants;
Received $30,000 in new funding from Kaiser PI9rmanente to implement the
FRESH (Fitness, Recreation, Education, Socialization, Health) program, aimed
at the prevention of childhood obesity in department childcare programs;
Renovated the Social Hall Restrooms in the Municipal Services Building, using
in-house resources to significantly reduce costs;
Calculated park-in-lieu fees for two new residential developments, anticipating
approximately $1.4 million available for parks and recreation improvements in
Zone IV;
Selected Architect/Construction Management consultants for new Orange
Memorial Park Recreation Building; oversaw design development and began
work on construction drawings;
Advocated execution of Linear Park Agreement by BART and SamTrans Board
of DirEictors; continued progress toward issuance of Permit and Memorandum of
Understanding to allow construction and operation; completed design and
construction documents for Linear Park from Tanforan to Chestnut; submitted
application to City and County Association of GOVE!rnments for $538,000 toward
grant funding for construction of Orange to Chestnut segment of the Linear Park,
outcome pending;
ACCOMPLISHMENTS
The Recreation and Community Services Department provides opportunities for
physical, cultural and social well being; ensures 19ffective use, scheduling and
requested maintenance of public facilities and open space; delivers recreation
and community services in a timely, efficient, and cost effective manner. The
department also supplies staff support to the City Council, Parks and Recreation
Commission, and the Cultural Arts Commission. Citizen boards include the
Senior Advisory Board and the Beautification Committee.
MISSION
Recreation and Community Services Department
RECREATION AND COMMUNITY SERVICES DEPARTMENT
RECREATION AND COMMUNITY SERVICES DEPARTMENT
Administered the Cultural Arts Commission's selection of a piece of sculpture,
Stone Horizon by Bruce Beasley, to be installed in Brentwood Park; oversaw the
second cycle of the Loan Art Program for Orange Park Sculpture Garden, to
result in the installation of onE~ loaned sculpture;
Served as staff liaison and coordinated the use of City buildings, facilities and
fields by twelve non-profit co-sponsored groups including Youth Baseball
Managers, Pee Wee Baseball, Pinto/Mustang League, United Youth Soccer,
Italian American Club (Bocce Ball), Tennis Club, Widows and Widowers, AARP,
SSF Mother's Club, Ballet Folklarico, Historical Society and the Aquatics Club.
OBJECTIVES
Continue to oversee design and construction of the Orange Park Recreation
Building, to be completed in spring of 2007; coordinate occupancy, staffing, and
programming of new facility; update the Orange Park Master Plan;
Complete negotiation of a Permit and a Memorandum of Understanding between
the City, BART, and SamTrans for the Linear Park; construct the segment from
Tanforan to Orange Avenue and from Orange to Chestnut if grant funding is
awarded;
Initiate capital improvement for Westborough Park picnic shelter, restroolTls, and
upper playground using park-iin-Iieu fees;
Oversee third cycle of the Loan Art Program at Orange Park Sculpture Garden;
facilitate continued acquisition of J;'ublic art as funds allow, including a sculpture
to commemorate the city's 100 Birthday in 2008, and pursue private and
corporate donations; organize art exhibits for display in city-owned vacant
buildings in an effort to enhance the attractiveness of the streetscape;
Implement the first free ConcE3rt in the Park, October 2006;
Continue to explore grant funds and developer fees for future projects.
RESOURCE OR PROGRAM/SERVICE LEVEL CHANGES
No change to ongoing programs or services is proposed.
-113-
-114-
125,556
* Includes Measure I Special Tax
2,238,417
Net General Fund Contribution *
2,501,:WO
Total Fee Revenue
302,000
Rentals
223,000
Senior Programs
194,850
Sports/Athletics
299,000
Aquatic Programs
490,1350
Classes
991,SOO
Childcare/Playground Programs
4,739,1317
Total General Fund Budget
Source of Funds:
General Fund 2,238,417
Fee RevEmue 2,501,200
Change
Department Actual Adopted Amended Proposed From
Budget 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 3,513,972 3,635,353 3,635,353 3,862,428 227,075 6.2%
Materials & Services 1,558,523 889,209 889,209 877,189 (12,020) -1.4%
Capital Outlay
Debt Service & Other
Total 5,072,495 4,524,562 4,524,:562 4,739,617 215,055 4.8%
RECREATION AND COMMUNITY SERVICES DEPARTMENT
RECREATION AND COMMUNITY SERVICES DEPARTMENT
ADMINISTRATION
The Recreation Administration division provides administration, direction, oversight, and
accountability for the Department. Staff support is provided for the City Council, Parks and
Recreation Commission, Cultural Arts Commission, Beautification Committee, and Senior Advisory
Board. Functions of the division include budget control, grant applications and administration,
parks and facility planning, and capitall projects.
Source of Funds: General Fund
ChangE!
Administration Division Actual Adopted Amended Proposed From
Budget ( 171 ) 2004-05 2005-06 2005-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 394,197 515,052 515,052 570,039 54,987 10.7%
Materials & Services 459,928 256,007 256,007 239,947 (16,060) -6.3%
Capital Outlay
Debt Service & Other
Total 854,125 771,059 771,059 809,986 38,927 5.0%
Positions Budget Adopted Proposed Change
2005-06 2006-07
Full-Time 4.00 4.00
Part-Time 0.50 0.50
Total 4.50 4.50
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Positions Budget Adopted Proposed Change
2005-06 2000-07
Full-Time 19.00 19.00
Part-Time 46.73 46.73
Total 65.73 65.73
Source of Funds: General Fund
Change
Recreation Division Actual Adopted Amended Proposed From
Budget (172) 2004-05 2005-06 200:5-06 2006-07 Adopted %
Budget Change
Salaries & Benefits 3,119,775 3,120,301 3, 1 ~!0,301 3,292,389 172,088 5.5%
Materials & Services 1,098,595 633,202 6~13,202 637,242 4,040 0.6%
Capital Outlay
Debt Service & Other
Total 4,218,370 3,753,503 3,7::;3,503 3,929,631 1 76,128 4.7%
There are several programs within this division: Recreation Management, which includes day to
day operation of activity registration, general supervision, clerical, and office support; Aquatics;
Picnic and Facility Rentals; Adult Day Care and Senior Services, including nutrition and
transportation; Childcare, including pre-school and before and after school care; Sports, youth,
middle school sports programs, and adults; Cultural Arts; and Special Classes and Events. City
facilities operated include Terrabay Gymnasium, the Municipal Services Building, Orange Memorial
Park Swimming Pool and Recreation Building, Magnolia Center, Westborough Recreation Building
and Pre-School, and Siebecker Pre-School.
RECREATION
RECREATION AND COMMUNITY SERVICES DEPARTMENT
OPE~RATING BUDGET, 2006-07
REDEVELOPMENT AGENCY
05/06 06/07
City Manager 0.20 0.20
/ '\ "
SHEARWATER ADMINISTRATION
05/06 06/07 05/06 06/07
Assistant City Mgr. 0.10 10.10 H&R Manager 0.2B 0.20
Ass't. to the City Mgr. 0.02 10.02 Sr. Planner 0.20 0.20
Admin. Assistant 1/ 0.05 10.15 Financial Analyst I 0.00 0.00
Sr. Planner 0.05 10.05 Financial Analyst II 1.00 1.00
Sr. Civil Engineer 0.00 1.00
'-.... ./ Admin. Assistant II 0.00 0.10
'-.
/ '\
EL CAMINO CORRIDOR DOWNTOWN / CENTRAL
05/06 06/07 05/06 06/07
Senior Planner 0.15 0.15 Assistant to City Mgr. 0.03 0.03
Assistant City Mgr. 0.10 10.10 Assistant City Mgr. 0.10 0.10
Ass't. to the City Mgr. 0.02 10.02 Admin. Assistant II 0.05 0.15
'Admin. Assistant II 0.05 0.15 Senior Planner 0.40 0.40
'-.... ./ Park Maint. Worker 1.00 1.00
Literacy Servo Coord. 0.50 0.50
Literacy Program Mgr. 0.10 0.10
/' "\ Police Officer 2.00 2.00
GATEWAY Safety Inspector I 2.00 2.00
05/06 06/07
Admin. Assistant II 0.05 10.15
Ass't. to the City Mgr. 0.03 10.03 LOW/MODERATE HOUSING
Assistant City Mgr. 0.10 10.10 05/06 06/07
Senior Planner 0.05 10.05
'- Sr. Building Inspector 0.20 0.20
Note - The positions shown above are included in their home departments in the
Position Summary at the end of this budget document.
-117-
REDEVELOPMENT AGENCY, 2006-07
REDEVELOPMENT AGENCY, 2006-07
MERGED REDEVELOPMENT PROJECT AREA SUMMARY
Summary of Fund Balances
Actual Amended Projected Proposed
2004-05 2005-06 2005-06 2006-07
Fund Balance (from prior page): 20,559,467 70,222,065 70,321,009 24,794,171
Bond Funds
Prior Bonds (defeased 5/06) 2.257,834
2006 Redevelopment Bonds 46,348,945 46,348,945 5,229,945
Advance To Other Funds 10,920,000
Loans Receivable 547,688 597,688 597,688 622,688
All Other Reserved Funds 8,219,489
Unreserved / Undesignated
Fund Balance 9,534,456 23,275,432 23,374,376 8,021,538
Advances to Other Funds includes $4.5 million to East of 101 Sewer Impact Fee Fund for Pump Station improvements,
and $6.4 million to the Oyster Point Impact Fee Fund for Repayments to the County Transportation Authority
for Loans extended to complete the Oyster Point Flyover and Hookramps freeway interchange projects.
-119-
-120-
Actual Amended projec:ted Proposed Change From %
2004-05 2005-06 2005..06 2006-07 Amended Budget Change
REVENUES
Transfers In from Redevelopment
Project Areas 3,689,724 3,484,500 3,600,534 4,038,914 554,414 15.9%
Interest & Other 412,710 360,000 460,000 480,700 120,700 33.5%
Misc. Revenue / Rent 299,546 70,000 110,000 150,000 80,000 114.3%
Total Revenues;: 4,401 ,980 3,914,509 ~,534 4,669,614 755,114 19.3%
USES OF FUNDS
Program Expenditures 516,738 1,517,300 1,250,,000 1,829,800 312,500 20.6%
Capital Outlay 1,269,389 2,000,000 1,474,.717 2,000,000 - 0.0%
Debt Service 327,588 344,089 344,089 347,552 3,463 1.0%
Housing Capital I::>rojects 6,500,000 6,500,000 6,120,000 (380,000) -5.8%
Total Uses of Funds: 2,113,715 10,361 ,389 9.!iEi8.~ 10,297,352 (64,037) "
Excess of Revenues
over (under) Expenditures 2,288,265 (6,446,889) (5,398,272) (5,627,738)
Fund Balance 24,607,578 18,160,689 19,209,305 13,581,567
Less:
Loan Commitments to 1,026,632 1,026,632 1,026,632 1,026,632
Mid Pen and Other
Loans Receivable 9,061,853 9,061,853 9,061,853 9,061,853
Bond Funds, End of Year 2,639,414
All Other Reserved Funds 6,581,431
Unreserved I Undesignated
Fund Balance 5L298,248 8,072,204 9,120,1320 3,493,082
LOW & MODERATE HOUSING
Summary of Revenues, Expenditures, and Changes in Fund Balance
REDEVELOPMENT AGENCY, 2006-07
ENTERPRISE FUNDS, 2006-07
Sewer Fund
Summary of Revenues, Expenditures, and Changes in Fund Balance
Change from %
Actual Adopted Projected Proposed Projected Change
2004-05 2005-06 2005-06 2006-07 Budget
REVENUES
Operations:
Charges for SeNices 10,784,174 11,400,000 11,450,000 12,541 ,000 1 ,091 ,000 9.5%
Other Cities 3,544,816 6,034,000 6,034,000 5,521,000 (513,000) -8.5%
Connection Fees and Other 558,411 413,000 267,000 250,000 (17,000) -6.4%
State Revolving Loan & Bond Funds 11,531,72:7 3,000,000 12,133,955 7,507,000 (4,626,955) -38.1%
Developer Fees 334,907 165,000 800,000 155,000 (645,000) -80.6%
Interest/Other income 61 ,42~7 56,000 60,000 30,000 (30,000) -50.0%
Total Revenues 26,815,46~ 21 ,068,000 30,744,955 26,004,000 (4,740,955) -15.4%
EXPENDITURES
Operating Expenses 13,047,176 11,328,278 10,485,000 12,072,450 1,587,450 15.1%
Debt SeNice 3,883,850 4,371,815 4,398,015 4,668,280 270,265 6.1%
Capital Expenditures 16,933,752 4,180,000 14,486,997 9,768,000 (4,718,997) -32.6%
Net Changes to Balance Sheet, Yr. End (562,811 )
Total Expenditures 33,301 ,96~ 19,880,093 29,370,012 26,508,730 (2,861,282) -9.7%
Net Income (6,486,506) 1,187,907 1 ,374,943 (504,730)
Total Fund Balance (2,500,878) (1,312,971 ) (1,125,935) 2,869,335
Emergency Capital Repairs ReseNe 502,000 753,000 753,000 1,000,000
Advances from Redevelopment Agency. 4,500,000
ReseNed for East of 101 Sewer Projects 963,120 1,128,120 1,763,120 1,918,120
Undesignated Res eNe,
End of Year (3,965,99~ (3,194,091 ) (3,642,055) (4,548,785)
* Proposed Capital Improvement Projects include key East of 101 infrastructure improvements that will be funded
through development fees over the next 3-5 years as development occurs. An Advance from the Redevelopment
will allow the Sewer Fund to complete these projects up front to facilitate development, and pay back the Agency
with interest.
The Sewer Fund consists of the Water Quality CClntrol Plant Division, the
Sewer Maintenance Division, and planned Sewer capital project expenses
-121-
-122-
* Net of Fixed Assets
EXPENDITURES
Operating Expenses 229,087 298,230 284,000 355,369 57,139 19.2%
Transfers Out 75,000
Capital Outlay 602,171 300,000
Total Expenditures 906,258 298,230 584,(2.QQ. 355.369 ~139 19.2%
Net Income (483,974) 81,770 (133,000) 104,631
Undesigna.ted Fund Equity * 690,227 771,997 ~l,~~ _661,858
Parking District Fund
Summary of Revenues, Expenditures, and ChangE~s in Fund Balance
Change
From
Actual Adopted Projected Proposed Adopted %
2004-05 2005-06 2005-06 2006-07 Budget Change
REVENUES
Operations:
Parking Fees 400,845 350,000 428,000 435,000 85,000 24.3%
Interest and Other 21,439 30,000 23,000 25,000 (5,000) -16.7%
Total Revenues 422,284 380,900 451 ~2.Q.Q. 460,000 ___~O,OOO 21.1%
ENTERPRISE FUNDS, 2006-07
ENTERPRISE FUNDS, 2006-07
Storm Water Fund
Summary of Revenues, Expenditures, and Changes in Fund Balance
Change
From %
Actual Adopted Estimated Proposed Adopted Change
2004-05 2005-06 2005-06 2006-07 Budget
REVENUES
Operations:
Service Charges 410,807 460,000 408,000 412,000 (48,000) -10.4%
Transfer In from Gas Tax Fund 200,000
Interest and Other 2,315 15,000 9,000 10,000 (5,000) -33.3%
Total Revenues 413,122 475,000 417,000 622,000 ~;3,000) -11.2%
EXPENDITURES
Operating Expenses 566,187 738,998 639,500 738,188 (810) -0.1%
Transfers Out to Capitallmpr Fund 19,500
Total Expenditures 566,187 738,998 659,000 738,188 -....@!Q> -0.1%
Net Income (153,065) (263,998) (242,000) (116,188)
Undesignated Fund Equity * 452,180 188,182 210,180 93,992
* (Net of Fixed Assets)
-123-
-124-
Gas Tax Fund
Summary of Revenues, Expenditures, and Changes in Fund Balance
Change
Adopted From
Actual Budget Projected Proposed Adopted %
2004-05 2005-oS 2005-oS 200S-07 Budget Change
REVENUES
Gas Tax 1,302,168 1,038,200 1,180,000 1,180,000 141,800 13.7%
San Mateo County Traffic Congestion
Relief 150,000 1 SO,OOO 150,000 0 0.0%
C/CAG 59,800 59,800 S9,800 59,800 0 0.0%
Interest/other income 31,471 25,000 2:2,000 32,000 7,000 28.0%
Total Revenues 1,393,439 1 ,273,900 1,42~ 1,421,800 1<l8,800 11.7%
EXPENDITUF:ES
Transers Out to General Fund for
Street Maint/Gen Engineering 886,000 1,036,000 886,000 686,000 -350,000 -33.8%
Transfers Out to General Fund for
Congestion Relief 149,960 150,000 150,000 150,000 0 0.0%
Transfer Out to Stormwater Fund 200,000 200,000
Transfers Out '10 CIP Fund 390,138 243,545 827,543 1,000,000 756,455 310.6%
Shift in Funding Sources (340,000)
Total ExpenditlJres 1,426,098 1,089,545 1,863,543 2,036,000 606,455 55.7%
Net Income (32,659) 183,455 (441,743) (614,200)
Designated for Future Street
Improvement Capital Projects 1 288.468 1.471 923 ~~ 232 525
SPECIAL REVENUE FUNDS, 200S-07
SPECIAL REVENUE FUNDS, 2006-07
Measure A Fund
Summary of Revenues, Expenditures, and Changes in Fund Balance
Change
Adopted From
Actuall Budget Projected Proposed Adopted %
2004-0!5 2005-06 2005-06 2006-07 Budget Change
REVENUES
Measure A Sales Tax 889,267 902,000 1,032,000 1,052,640 150,640 16.7%
Interest and Other 20,971 25,000 33,000 35,000 10,000 40.0%
Total Revenues 910,238 927,000 1,065,000 1,087,640 160,640 ~
EXPENDITURES
Transfers Out to CIP Fund for
Street Improvement Projects 759,5913 706,000 1,665,120 1,200,000 494,000 70.0%
Total Expenditures 759,5913 706,000 1,665,120 1,200,000 494,000 70.0%
Net Income 150,642 221,000 (600,120) (112,360)
Designated for Future Street
Improvement Capital Projects 1,031,70'1 1,252,701 431,581 319,221
-125-
-126-
EXPENDITURES
CDBG Program Expenditures 521,539 764,877 676,231 696,887 (67,990) -8.9%
Transfers Out - General Fund 35,000 35,000 35,000 35,000 0.0%
Transfers Out - Capital Projects 49,737
Prior Year Allocation for New Loans 300,000 300,000
Total Expenditures 606,276 799,877 711,231 1,031,887 (67,990) -8.5%
Net IncomE~ (40,424) 5,360 16,671 (91,603)
Designatecf for CDBG Programs
(40,203) (23,532) (115,135)
* Negative fund balance reflects lag in funding from CDBG (reimbursement basis)
Summary of Revenues, Expenditures, and Chan!~es in Fund Balance
Community Development Block Grant Fund
SPECIAL REVENUE FUNDS, 2006-07
SPECIAL REVENUE FUNDS, 2006-07
Common Greens Maintenance Districts
Summary of Revenues, Expenditures, and Changes in Fund Balance
Change
From
Actual Adopted Estimated Proposed Adopted %
~W04-05 2005-06 2005-06 2006-07 Budget Change
REVENUES
Property Taxes U 01,456 1,168,000 1,168,000 1,226,000 58,000 5.0%
Other Income 9,456 2,900 4,911 5,000 2,100 72.4%
Total Revenues "1,110.912 1,170,900 1,172,911 1,231,000 60,100 5.1%
EXPENDITURES
Maintenance Expenditures 904,180 1,176,608 1,050,000 1,441,541 264,933 22.5%
Transfers Out to Capital Imp Fund 168,131 125,000 125,000 385,000 260,000 208.0%
Total Expenditures 1,072,311 1,301,608 1,175,000 1,826,541 524,933 40.3%
Net Income 38,601 (130,708) (2,089) (595,541 ) (464,833)
Designated for Common Green
Maintenance and Capital Impr -1~,729,909 2,727,820 2,132,279
-127-
-128-
EXPENDITURES
Operating Expenditures 82,283 249,680 116,146 168,289 (81,391 ) -32.6%
Transfers Out to Capital Impr 1,340 287,483 (287,483) -100.0%
Other Transfers Out 37,500 (37,500) -100.0%
Total Expenditures 83,623 574,663 116,J46 168,289 (406,374) -70.7%
Net Income 89,702 (401,338) 57,179 5,036
Designated for Ongoing
Capital Improvement 287,489
Designated for Other Solid
Waste Reduction Purposes 320,803 551,114 ___!54_6,078
Change
From
Actual Amended Projected Proposed Amended %
2004-05 2005-06 2005-06 2006-07 Budget Change
REVENUES
Franchise Fee Revenue 173,325 173,325 173,3~~5 173,325 - 0.0%
State Grant
Total Revenues 173,325 173,325 173~~~~~ 173,325 - 0.0%
Summary of Revenues, Expenditures, and Changes in Fund Balance
Solid Waste Fund
SPECIAL REVENUE FUNDS, 2(106-07
SPECIAL REVENUE FUNDS
Miscellaneous Special Revenue Funds
The City of South San Francisco sponsors several programs that are designE~d 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 Fievenue
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 throu9h 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 settin!;;l up the
booths and the event, are used to support community groups.
Commute Reduction ProQr;~
The City of South San Francisco coordinates, with the assistance of the
Peninsula Congestion Flelief 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 Communications Dispatcher testing and recruitment
services. By funding this program 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 program on all members' behalf.
Air Truck Joint Powers Authoritv (JPA):
In 1989, the City of South San Francisco entered into a JPA with, along with
Colma, San Bruno, Dally 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.
-129-
-130-
EXPENDITURES
Day in the Park 104,000 104,000
Downtown Dasher 6,500 6,500
Joint City Human Resources Expenses 19,000 19,000
Vehicle Maintenance 9,000 9,000
Transfer Out to General Fund 6,000 6,000
Total Expenditures 110,000 6,500 19,000 9,000 ~500
Net Income
Commute Total
Day in Reduction HR Air Truck Adopted
the Park Pro9,rams Consortium JPA 2006-07
REVENUES
Donations 85,000 6,500 91,500
Raffle Ticket Sales 25,000 25,000
Other City Contributions 19,000 9,000 28,000
Total Revenues 110,000 6,500 19,000 9,000 144,500
Summary of Revenues, Expenditures, sInd Net Income
Adopted Budget, 2006-0jr
Miscellaneous Other Special Revenue Funds
SPECIAL REVENUE FUNDS, 2006-07
INTERNAL SERVICE FUNDS
CITY SERVICE FUNDS, 2006-07
VE~hicle Maintenance
(City Garage Operating Budget)
Change
From
Ac1tual Adopted Estimated Proposed Adopted %
2004-05 2005-06 2005-06 2006-07 Budget Change
REVENUES
Charges to Departments 985,506 1,001,890 1,203,000 1,224,685 222,795 22.2%
Interest & Other Income 7,028 5,526
Transfers In 100,000
Total Revenues ~2,534 1,001,890 1 ,208,526 1,224,685 222,795 22.2%
EXPENDITURES
Salaries & Benefit 528,553 531,720 545,000 569,767 38,047 7.2%
Materials & Services 613,308 469,990 640,000 609,699 139,709 29.7%
Capital Outlay 6,800 6,800
Debt Service & Other
Total Expenditures ~1,861 1,001,710 1,185,000 1 ,186,266 184,556 18.4%
Excess of Revenues
over Expenditures (49,327) 180 23,526 38,419
Unrestricted Net Assets
Beginning of Year 15,314 (43,013) (19,487)
Unrestricted Net Assets
End of Year ~3,013) (19,487) 18,932
-131-
-132-
* Adjusted for net effects of depreciation and transfer of assets to balance sheet for CAFR
Equipment Replacement Fund
Change
From
Actual Adopted Estimated Proposed Adopted 0/0
2004-05 2005-06 20mi-06 2006-07 Budget Change
REVENUES
Operating Budget Charges:
Equipment 205,313 232,107 23:2,107 224,527 (7,580) -3.3%
Vehicles 440,997 471,214 471,214 433,858 (37,356) -7.9%
Lease Proceeds 123,549 457,000 58:3,286 830,000 373,000 81.6%
Interest & OthElr Income 269,664 110,000 120,000 100,000 (10,000) -9.1%
Total Revenues 1,039,523 1,270,321 1,4015,607 1,588,385 318,064 25.0%
EXPENDITURES
Vehicle Replacement 318,434 293,500 33l3,550 515,000 221,500 75.5%
Equipment Replacement 118,673 607,300 387,012 447,400 (159,900) -26.3%
Lease Purchase (Vehicles) 457,000 58:3,286 830,000 373,000 81.6%
Debt Service 1,601
Transfer Out to Capital
Improvement Fund 860,841 600,000 600,000
Total Expenditures 1,299,549 1,357,800 1,3015,848 2,392,400 1,034,600 76.2%
Excess of Revl3nues
over Expenditures (260,026) (87,479) 9B,759 (804,015) (716,536)
Undesignated Reserve 2,609,788 2,522,309 2,70!~,547 1,905,532
INTERNAL SERVICE FUNDS, 2006-07
INTI~RNAL SERVICE FUNDS, 2006-07
EQUIPMENT REPLACEMENT FUND
PROPOSED VEHICLE PURCHASES, 2006-07
Department / Division Equipment to be Purchased Cost
City Council 4 PCs $ 8,000
City Council 3 Notebooks 8,400
City Clerk 2 PCs 4,000
City Manager Projector 5,300
City Manager 1 Laser Printer 1,950
Finance 2 PCs 4,000
Finance 1 Laser Printer 1,950
HF~ 6 PCs 12,000
HF~ 2 Notebooks 2,800
HF~ 1 Projector 3,100
EGD -- Admin 1 PC 2,000
EGD -- Building 2 PCs 4,000
EGD -- Engineering 3 Workstations 8,300
EGD -- Engineering 1 Notebook 2,800
EGD -- Engineering 1 Laser Printer 2,200
ECD -- Engineering Software 15,400
Fire 5 PCs 10,000
Fire 4 Notebooks 11 ,200
Fire 1 Laser Printer 1,950
Fire 4 Defribrillators 19,200
Police 30 PCs 60,000
Police 1 Laser Printer 1,950
Police Scanner 8,300
Police 2 servers 15,600
Recreation 4 PCs 8,000
Recreation 3 Laser Printers 8,000
Recreation 1 Scanner 1 ,400
Library 63 PCs 124,000
Library 4 Laser Printers 11 ,700
Library 2 servers 5,600
Library 1 Notebook 2,800
Information Technology Citywide Network Equipment 71,500
Equipment Replacement Total $ 447,400
-134-
PROPOSED EQUIPMENT PURCHASES, 2006-07
EQUIPMENT REPLACEMENT FUND
INTERNAL SERVICE FUNDS, ~!006-07
INTERNAL SERVICE FUNDS, 2006-07
DEFERRED EQUIPMENT REPLACEMENT FOR 2006-07
Department / Division Purchases to be Deferred * Cost
Finance Midrange Server $ 73,000
Finance Check Printing System 10,000
Finance 1 PC 2,000
Finance 1 Notebook 2,800
ECD -- Admin 1 Notebook 2,800
ECD -- Planning 3 PCs 4,500
Public Works 2 PCs 4,000
Public Works 1 Notebook 2,800
Recreation 24 PCs 48,000
Recreation 1 Notebook 2,800
Library 21 PCs 42,000
Library 2 Laser Printers 3,900
Library 2 Notebooks 5,600
Library Projector & Screen 3,300
Library 2 Projector 5,000
Library 2 Microfilm Scanner 13,600
Library 1 Scanners 1,400
Police Fire Alerting System Upgrade 16,500
Defernsd Equipment Replacement Total $ 244,000
* The items listed above are eligible for replacement based on their age, but the
department has deferred replacing it, as it is still functional.
-135-
-136-
INTERNAL SERVICE FUN[)S
CITY SERVICE FUNDS, 200Ei-07
INTERNAL SERVICE FUNDS
CITY SERVICE FUNDS, 2006-07
Telephone System Maintenance & Replacement
-137-
-138-
Self Insurance Fund
Change
From
Actual Adopted Estimated Proposed Adopted %
2004-05 2005-06 2005-06 2006-07 Budget Change
REVENUES
Worker's Compensation 821,885 953,000 929,750 1,591,500 638,500 67.0%
General Liability 768,220 702,000 70:2,800 903,189 201,189 28.7%
Interest Income 40,765 40,000 50,000 55,000 15,000 37.5%
Other 15,750 - 350,000
Transfer In 780,441 - 1,000,000
Total Revenue 2,,!27,061 uL695,OOO 3,03:2,550 2,549,689 854,689 50.4%
EXPENDITUHES
Injury Pay 321,173 305,000 28H,525 350,000 45,000 14.8%
Claims Defense & Management 182,069 100,000 1,29"' ,203 200,000 100,000 100.0%
Insurance Premiums 667,851 777,000 670,000 749,689 (27,311 ) -3.5%
Workers Compensation Claims 693,471 693,000 98H,924 1,200,000 507,000 73.2%
Liability Claims 405,897 150,000 n,054 150,000 - 0.0%
Claims Settlement
Transfer Out
Total Expenses - 2,270,462 2,025,QOO 3,31 ~~, 706 2,649,689 _6_24,689 30.8%
Excess of Revenues over/(under)
Expenses 156,600 (330,000) (280,156) (100,000) 230,000
Cash Balance, End of Year 2,548,295 2,219,403 2,268,139 2,168,139 (51,264)
Estimated Liabilities 4,917,657 4.664,216 4,417',657 4,317,657 (346,559)
Cash as a % of Liabilities 52% 48% 51% 50%
INTERNAL SERVICE FUNDS, 2()06-Q7
INTERNAL SERVICE FUNDS, 2006-07
Health and E:lenefits Internal Service Fund
Actual Adopted Estimated Proposed Change from %
2004-05 2005-06 2005-06 2006-07 Adop. Budget Change
Revenues
Indirect Benefits 1,235,991 1,587,081 1,578,924 1,992,064 404,983 25.5%
Leave Accrual Charges 289,007 335,000 289,903 337,743 2,743 0.8%
Insurance Refund 2,511 129,785 135,000 135,000
Interest
Total Revenue 1,527,943 1,922,081 1,998,612 2,464,807 542,726 28.2%
Expenditures:
Vacation payouts 396,105 402,000 370,000 384,800 (17,200) -4.3%
Sick Leave payouts 192,883 208,000 90,000 150,000 (58,000) -27.9%
Accrued Vac/Sick Leave 38,331 50,000 50,000 0.0%
Dental and Vision 580,048 503,500 465,621 490,000 (13,500) -2.7%
Retiree Health Insurance 1,000,671 1,105,650 1,145,000 1,312,000 206,350 18.7%
Unemployment Insurance 80,077 75,000 40,000 40,000 (35,000) -46.7%
Other Benefits Admin 20,314 6,000 20,076 25,000
19,000 316.7%
Total Expenditures 2,628,270 2,350,150 2,130,697 2,451 ,800 101,6S0 4.3%
Excess of Revenues
over Expenditures (1,100,327) (428,069) (132,085) 13,007
Transfer to General Fund' (972,765) (1,000,000) (1,000,000) (700,000)
Fund Balance $1,856,594 $428,525 $724,509 37,516
. Reflects transfer to General Fund of prior years' accumulated fund balance.
-139-
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This page is intentionally blank.
CITY OF SOUTH SAN FRANCISCO OPERATING BUDGET, 2006-07
2006-2007
Proposed
-
1.00
1.00
-
2.00
1.07
3.07
1.00
-
-
1.00
1.00
1.00
-
-
4.00
1.00
3.00
4.00
0.81
-
-
4.81
2005-2006
Adopted Amended
- -
1.00 1.00
1.00 1.00
- -
2.00 2.00
1.07 1.07
3.07 3.07
1.00 1.00
- -
- -
1.00 1.00
1.00 1.00
1.00 1.00
- -
- -
4.00 4.00
1.00 1.00
3.00 3.00
4.00 4.00
0.81 0.81
- -
- -
4.81 4.81
2004-2005
Adopted
-
1,00
1.00
1.00
3.00
-
... ^^
oJ.uu
1.00
1.00
-
1.00
1,00
4.00
1,00
3.00
4.00
1.50
-
5.50
2003-2004
Adopted
-
1.00
1.00
1,00
3.00
-
-
.., ^^
.J.uu
1.00
1.00
0.80
1.00
1.00
4.80
1,00
3.00
4.00
1.50
5.50
SUMMARY OF BUDGETED POSITIONS
Administrative DeDartments
(Elected official)
II
City Clerk
City Clerk
Administrative Assistant
El00
0310
A295
Office Specialist
Part- Time Hourly Position
prr Office Specialist
X415
T ota!
non!:Jrlmonf
_""',.,...".......',.
City Manager
City Manage
Assistant City Manager
Director 01 Community Outreach
Assistant to the City Manager
Executive Assistant to City Manager
Nl15
Nl00
M130
N1BO
M550
0305
0310
I
I-'
*'"
I-'
I
Administrative Aide
Administrative Assistant
II
Department Tota
Human Resources
Director 01 Human Resources
Human Resources Analyst II
N130
M270
Part- Time Hourly PosItion
Human Resources Clerk
Ollice Assistant
Department Total
R3l0
X440
N1B5
M4BO
0310
M650
A525
Department Total
System Administrators
Information Systems Technician
Director of
Information Technology Manager
Administrative Assistant II
I
t--'
~
N
I
M600
M610
0310
M55
N145
Ml05
Ml00
M620
M540
A225
El05
SUMMARY OF BUDGETED POSITIONS
2003-2004
Adopted
-
1.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
14.00
1.00
1.00
1.00
2.00
3.00
8.00
Information Technology
Information Technology
Department Total
City Treasurer
2004-2005
Adopted
-
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
13.00
1.00
-
1.00
2.00
2.00
6.00
Accounting Assistant
Financial Analyst J
Financial Analyst II
Administrative Assistant
Courier
Director of Finance
Assistant Director of Finance
Accountant
Accountant
II
II
Financial Services Supervisor
II
2005-2006.
Adopted Amended
- -
1.00 1.00
1.00 1.00
1.00 1.00
- -
2.00 2.00
1.00 1.00
4.00 4.00
-
2.00 2.00
1.00 1.00
1.00 1.00
13.00 13.00
1.00 1.00
- -
1.00 1.00
2.00 2.00
2.00 2.00
6.00 6.00
Finance
(Elected official)
2006-2007
Proposed
-
1.00
1.00
1.00
-
2.00
1,00
4.00
2.00
1.00
1.00
13.00
1.00
-
1.00
2.00
2.00
6.00
2006-2007
Proposed
-
1.00
1.00
1.00
1.00
2.00
1.00
-
1.00
1.00
2.00
1.95
12.95
1.00
1.00
1.00
5.00
1.00
1.00
10.00
1.00
2.00
1.00
1.00
-
1.00
6.00
-
28.95
2005-2006,
Adopted Amended
- -
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
2.00 2.00
1.00 1.00
- -
1.00 1.00
1.00 1.00
2.00 2.00
1.75 1.75
12.75 12.75
1.00 1.00
1.00 1.00
1.00 1.00
5.00 5.00
1,00 1.00
1.00 1.00
10.00 10.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
- -
- -
1.UU 1.00
5.00 5.00
- -
27.75 27.75
2004-2005
Adopted
-
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.75
12.75
1.00
1.00
1.00
5.00
1.00
1.00
10.00
0.50
1,00
1.00
1.00
0.50
0.50
1.00
5.50
-
28.25
2003-2004
Adopted
-
1.00
1.00
1.00
1.00
2,00
1.00
1.00
1.00
2.00
1.75
12.75
1.00
1.00
1.00
5.00
1.00
1.00
10.00
-
22.75
SUMMARY OF BUDGETED POSITIONS
artments
o
Economic and Community Development
Assistant City Manager
City Planner
Principal Planner
Associate Planner
Senior Planner
Manager of Housing and Redevelopment
Rehabilitation Specialist
Community Development Coordinator
Parking Meter Collector/Repairer
Administrative Assistant!
Office Specialist
N100
M155
M590
M125
M335
M145
A470
M725
A245
0310
A295
E&CD Subtotal
Building Division
I
......
~
VJ
I
City Building Official
Permit Technician
Senior Building Inspector
Building Inspector
Administrative Assistant
Office Specialist
M210
M60
MOO
A135
0315
A295
Building Subtotal
(Public Works in 03-04)
(Public Works in 03-04)
(Public Works in 03-04)
(Public Works in 03-04)
(Public Works in 03-04)
(Public Works in 03-04)
(Public \^Jcrks in 03~04)
Engineertng Division
City Engineer
Senior Engineer
Associate Engineer
Engineering Technician
Engineering Project Coordinator
Construction Manager
Administrative Assistant
M430
M340
M115
A167
A330
M690
0315
Engineering Subtotal
Department Total
(a) In addition to the total count shown, authority to overhire by three in this position has been granted by the city manager.
No additional doliars have been added for these potential overhires.
X540
Department Total
Part- Time Hourly Position
Courier
I
~
~
~
I
8165
A145
8200
M560
M410
0310
0315
0340
N150
M110
M205
M390
8100
8120
8125
8130
SUMMARY OF BUDGETED POSITIONS
Administrative Assistant II
Administrative Assistant I
Senior Administrative Assistant
.00
.00
.00
2.00
Management
Fire Marshal
Firefighter
EMS Coordinator
Safety Inspector
Safety Inspector I
Analyst
Fire Captain
Fire Apparatus Engineer
Firefighter
Paramedic
II
Fire Chief
Deputy Fire Chief
Battalion Chief (40 Hours)
Battalion Chief (shift)
Fire
81.48
81.00
0.48
(a)
.00
.00
2.00
3.00
15.00
15.00
6.00
30.00
1.00
2.00
2003-2004
Adopted
2004-2005
Adopted
.00
.00
.00
3.00
15.00
15.00
6.00
30.00
1.00
2.00
1.00
1.00
2.00
2005-2006.
Adopted Amended
- -
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
15.00 15.00
15.00 15.00
6.00 6.00
30.00 30.00
1.00 1.00
- -
2.00 2.00
- -
1.00 1.00
- -
1.00 1.00
1.00 1.00
78.00 78.00
0.48 0.48
- -
78.48 78.48
79.48
79.00
0.48
2006-2007
Proposed
-
1.00
1.00
1.00
3.00
15,00
15.00
6,00
30.00
1.00
-
2.00
-
1.00
-
1.00
1.00
78.00
0.48
-
78.48
2006-2007
Proposed
-
1.00
1.00
4.00
4.00
3.00
2.00
1.00
3.00
-
3.00
-
1.00
23.00
0.50
-
1.25
0.50
2.75
0.76
-
0.19
-
7.60
0.06
1.86
0.68
16.15
-
39,15
2005-2006,
Adopted Amended
- -
1.00 1.00
1.00 1.00
4.00 4.00
4.00 4.00
3.00 3.00
2.00 2.00
1.00 1.00
3.00 3.00
-
3.00 3.00
- -
1.00 1.00
23.00 23.00
0.50 0.50
- -
1.25 1.25
0.50 0.50
2.75 2.75
0.76 0.76
-
0.19 0.19
-
7.60 7.60
0.06 0.06
1.86 1.86
0.68 0.68
16.15 16.15
- -
39.15 39.15
2004-2005
Adopted
-
1.00
1,00
4.00
4.00
3.00
2.00
1.00
3.00
1.00
2.00
-
1.00
23.00
0.50
-
1.25
0.50
2.75
0.76
-
0.19
0.06
7.90
0.40
2.10
0.68
17.09
-
40.09
SUMMARY OF BUDGETED POSITIONS 2003-2004
Adopted
- -
Library
Nl10 Library Director 1.00
M640 Assistant Library Director 1.00
A240 Librarian II 4.00
M235 Library Program Manager 4.00
A215 Library Assistant II 3.00
M500 Literacy Program Manager 2.00
M580 Circulation Supervisor 1.00
A445 Literacy Services Coordinator (1.5 grant-funded) 3.00
A295 Office Specialist 1.00
0315 Administrative Assist(mtl 2.00
0310 Administrative Assistant II . "roo
I.VU
0330 Management Assistant
- -
23.00
Part- TIme Hourly Positions
R210 Librarian I 0.50
X210 Librarian I 0.18
R240 Librarian II 1.25
R215 Library Assistant II
R220 Library Assistant I 3.25
X220 Library Assistant I 1.01
R630 Local History Specialist 0,50
X235 Library Clerk 0.19
X320 Computer Assistant Coordinator (partial grant funding) 0.06
X250 Library Pages (partial grant funding) 8.57
X655 Literacy Services Coordinator (partial grant funding) 0.40
X665 Literacy Services Assistant I (partial grant funding) 2.10
X440 Office Assistant (partial grant funding) 0.68
-
Subtotal for Part- Time Positions 18.69
- -
Department Total 41.69
(For 2006-07,4.75 FTE, Including 1.5 full-time positions, are funded through grants,)
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X650
R650
R660
X660
X350
X370
X360
R365
X365
R370
X370
R375
X375
Department Total
Subtotal for Part- Time Positions
Sports Coach
Recreation Leader
Recreation Leader
Recreation Leader
Recreation Leader
Recreation Leader
Recreation Leader
Recreation Leader
Part- Time Hourly Positions
Cultural Arts Specialist
Cultural Arts Specialist
Community Services Site Coordinator
Community Services Site Coordinator
Recreation Instructor
IV
IV
"
"
N175
M715
M295
M530
A425
A495
0310
A295
A510
A515
Administrative Assistant
Office Specialist
Van Driver
Recreation Leader
Director of Recreation and Community Services
Recreation & Community Services Manager
Recreation & Community Services Supervisor
Recreation & Community Services Program Coordinator
Community Services Site Coordinator
Preschool Teacher
Recreation and Community Services
SUMMARY OF BUDGETED POSITIONS
2003-2004
Adopted
-
1.00
1.00
6.00
2.00
4.00
7.00
1.00
2.00
1.00
1.00
26.00
0.48
0.75
8.17
1.10
1.54
13.55
5,20
16.66
2.92
1.10
51.47
-
77.47
IV
"
2004-2005
Adopted
-
1.00
1.00
6.00
2.00
4.00
5.00
1.00
2.00
1.00
1.00
24.00
0.48
-
0.48
5.42
1.92
1.09
1.25
11. 72
4.41
16.16
1.42
2.07
46.42
-
70.42
2005-2006.
Adopted Amended
- -
1.00 1.00
1.00 1.00
6.00 6.00
2.00 2.00
3,00 3.00
5.00 5.00
1.00 1.00
2.00 2.00
1.00 1.00
1.00 1.00
23.00 23.00
-
0.50 0.50
0.50 0.50
-
5.42 5.42
1.92 1.92
1.09 1.09
1,25 1.25
10.85 10.85
5.16 5.16
16.16 16.16
0.22 0.22
4.16 4.16
47.23 47.23
- -
70.23 70.23
2006-2007
Proposed
-
1.00
1.00
6.00
5.00
-
5.00
1.00
2.00
1.00
1.00
23.00
-
0.50
0.50
-
5.42
1.92
1.09
1.25
10.85
5.16
16.16
0.22
4.16
47.23
-
70.23
2006-2007
Proposed
-
1.00
2.00
5.00
10.00
15.00
46.00
3.00
4.00
4.00
4.00
1.00
1.00
1.00
2.00
9.20
1.00
1.00
110.20
0.48
0.48
1.31
1.38
3.65
-
113.85
2005-2006,
Amended
2004-2005
Adopted
2003-2004
Adopted
SUMMARY OF BUDGETED POSITIONS
Adopted
1.00
2.00
5.00
10.00
15.00
43.00
3.00
4.00
4.00
4.00
1.00
1.00
1.00
2.00
8.80
1.00
1.00
1,00
2.00
5.00
10.00
15.00
43,00
3,00
4.00
4.00
4.00
1.00
1.00
1.00
2.00
8.80
1.00
1.00
.00
2.00
5.00
10.00
15.00
43,00
3.00
4,00
4.00
4.00
1.00
1.00
1.00
2.00
9.80
.00
.00
,00
2.00
5.00
0.00
15.00
46,00
3.00
4.00
4.00
4.00
. nn
I.UV
1.00
1.00
2.00
9.80
.00
.00
Police
Chief of Police
Police Captain
Police Lieutenant
Police Sergeant
Police Corporal
Police Officer (b)
Parking Enforcement Officer
Police Service Technician
Senior Police Records Specialist
Police Records Specialist
Police Property & Evidence Specialist
Police Records Manager
Communications Manager
Supervising Communications Dispatcher
Communications Dispatcher'
Senior Administrative Assistant
Administrative Assistant
Nl55
M2BO
M2l5
Cl65
ClOO
Cl15
ell5
Cl25
CIBO
Cl05
ClIO
M290
Ml65
A365
Al50
0340
0315
I
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'-l
I
110.80
106.80
0.48
0.48
.31
.38
106.80
0.48
0.48
.31
38
107.80
0.48
0.48
.31
.38
0.48
0.48
.31
.38
Part- Time Hourly Positions
Court Liason
Police Evidence Clerk
Police Reserve Officer
School Crossing Guard
Xl93
X190
X325
X405
3.65
3.65
3.65
3.65
Subtotal for Part- Time Positions
110.45
110.45
(b) In addition to the total count shown, authonty to overhire by three in this position has been granted by the city manager.
No additional dollars have been added for these potential overhires.
111.45
114.45
Department Tota
32 hour positions with 2
reconciles budget to AFSCME minimum staffing requirement
!n order to comply 'vvith AFSCiviE ,ninirnum staffing requirements, department filled 2 vacant
40 hour positions in 2005-06 in order to save overtime dollars. Above adjustment
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I
X570
A'll::t'\
A375
A505
A175
A280
M255
A190
A320
A140
M65
0310
0315
A295
N170
N160
M630
M365
M360
M340
A330
M255
A200
A360
M255
Al95
A350
A275
A335
A500
A160
A370
M255
A345
A170
Subtotal
Part- Time Hourly PosItions
Greenhouse Manager
Tree Trimmer
Groundsperson
Equipment Operator
Maintenance Craftsworker
Deputy Director of Maintenance Services
Superintendent of Public Works
Superintendent of Parks and Facilities
Senior Engineer
Public Works Inspector
Public Works Supervisor
Lead Public Works Main!. Worker
Senior Public Works Main!. Worker
Public Works Maintenance Worker
Office Specialist
Public Works Supervisor (Building Maintenance)
Lead Building Maintenance Custodian
Senior Building Maintenance Custodian
Building Maintenance Custodian
Building Maintenance Craftsworker
Administrative Assistant II
Administrative Assistant
Lead Electrical Technician
Senior Electrical Technician
Electrical Technician
Sweeper Operator
Public Works Supervisor (Garage)
Lead Equipment Mechanic
Equipment Mechanic
Public Works Supervisor II
Public Works Supervisor (Parks)
Lead Park Maintenance Worker
Senior Park Maintenance Worker
Park ~,,1aintenance \^Jorksr
Maintenance
Director of Maintenance Services
Director of Public Works
Public Works
(formerly Maintenance Services)
SUMMARY OF BUDGETED POSITIONS
2003-2004
Adopted
-
1.00
1.00
2.00
4.00
5.00
11.00
1.00
1.00
2.00
2.00
1.00
1.00
4.00
2.00
2.00
3.00
-Ie: nn
Iv.VV
3.00
3.00
2.00
1.00
1.00
2.00
2.00
8.00
2.00
2.00
1.00
85.00
0.37
85.37
2004-2005
Adopted
-
1.00
-
1.00
1.00
2.00
3.00
4.00
7.00
1.00
-
2.00
2.00
1.00
1.00
3.00
2.00
3.00
2.00
iA nn
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3.00
2.00
1.00
1.00
1.00
2.00
3.00
6.00
2.00
1.00
2.00
-
-
74.00
0.37
74.37
2005-2006.
Adopted Amended
- -
- -
1.00 1.00
- -
1.00 1.00
1.00 1.00
1.00 1.00
2.00 2.00
3.00 3.00
4.00 4.00
7.00 7.00
1.00 1.00
- -
2.00 2.00
2.00 2.00
1.00 1.00
1.00 1.00
3.00 3.00
2.00 2.00
3.00 3.00
2.00 2.00
i A n" -tA nn
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3.00 3.00
2.00 2.00
1.00 1.00
1.00 1.00
1.00 1.00
2.00 2.00
3.00 3.00
6.00 6.00
2.00 2.00
1.00 1.00
2.00 2.00
-
- -
75.00 75.00
0.37 0.37
75.37 75.37
2006-2007
Proposed
-
-
1.00
-
1.00
1.00
1.00
1.00
2.00
4.00
4.00
7.00
1.00
-
2.00
2.00
1.00
1.00
3.00
1.00
1.00
2.00
2.00
-IA nn
1-<1".UU
3.00
2.00
1.00
1.00
1.00
2.00
3.00
6.00
2.00
1.00
2.00
-
-
76.00
-
-
76.00
2006-2007
Proposed
-
1.00
1.00
2.00
1.00
1.00
2.00
4.00
2.00
'It'\t'\
'-.vv
1.00
1.00
13.00
2.00
2.00
2.00
0.80
37.80
0.50
-
q.24
-
-
0.74
-
38.54
-
114.54
2005-2006,
Adopted Amended
- -
1,00 1.00
1.00 1.00
-
2.00 2.00
1.00 1.00
1.00 1.00
2.00 2.00
4.00 4.00
2.00 2.00
2.00 2.00
1.00 1.00
1.00 1.00
13.00 13.00
2.00 2.00
2.00 2.00
2.00 2.00
1.00 1.00
38.00 38.00
0.50 0.50
- -
0.24 0.24
-
- -
0.74 0.74
- -
38.74 38.74
- -
114.11 114.11
2004-2005
Adopted
1.00
1.00
1.00
2.00
1.00
1.00
2.00
4.00
2.00
2,00
1.00
1.00
13.00
2.00
2.00
1.00
1.00
38.00
0.75
-
-
0.75
-
38.75
-
113.12
2~4
Adopted
SUMMARY OF BUDGETED POSITIONS
WQCP & STORMWATER
.00
.00
.00
2.00
0.50
1.00
1.50
4.00
2.00
2.00
1.00
1.00
13.00
2.00
2.00
.00
Water Quality
WQCP Superintendent
Laboratory Supervisor
Chemist
Technical Services Supervisor
Senior Environmental Compliance Inspector
Environmental Compliance Inspector
Plant Mechanic" (Plant Mechanic)
Plant Mechanic I (Assistant Plant Mechanic)
Plant Electrician" (Plant Electrician)
Plant Elactiician I (Assistant Plant Eieciricianj
Apprentice Operator I
Operator"
Lead WQCP Mechanic
Utility Worker
Administrative Assistant
Office Specialist
Superintendent of
Assistant
M355
M465
M220
0120
M450
0160
0155
0135
0130
0140
0105
0100
0150
0180
0125
0315
A295
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36.00
0.19
Part Time Hourly PosItions
Laboratory Chemist
Administrative Assistant
WQCP Consultant
Office Assistant
X545
Xll0
X570
X440
.00
.19
Subtotal for Part. Time Positions
37.19
2004-05.
(WQCP not part of Maintenance Services un!
WQCP Subtota
Department Tota
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GRAND TOTAL
Total Full Time
Total Part Time Hourly
Total City:
Office Specialist
Environmental Compliance Inspector
Environmental Compliance Coordinator
CIP Project Engineer (Part-time)
Director of Public Works
Senior Engineer
Assistant Engineer
Associate Engineer
Engineering Technician
Construction Manager
Development Review Coordinator
Administrative Assistant I
Administrative Assistant II
N160
M340
M120
Ml15
A167
M690
A410
0315
0310
A295
0155
M450
X342
Old Public Works
Engineering
SUMMARY OF BUDGETED POSITIONS
2003-2004
Adopted
-
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.48
12.48
431.35
77.83
-
509.18
2004.2005
Adopted
-
405.05
70.26
-
475.31
2005-2006.
Adopted Amended
- -
401.55 401.55
70.50 70.50
- -
472.05 472.05
2006-2007
Proposed
-
406.95
70,13
-
477.08
/--,
OPERATING BUDGET, 2006-07
Impacted Positions
2004-05
Adopted
2003-04
Amended
2003-04
Adopted
2002-03
Amended
SUMMARY OF FROZEN POSITIONS
Cumulative
Change
(Total Frozen
Positions)
2006-07
Proposed
2005-06
Adopted
process:
The following positions have been frozen as part of the budget
.07
0.50
.00
Positions
Office Specialist (Part-time)
Office Specialist (Full-time)
Department
City Clerk
0.57
1.00)
(0.43)
(10m
\ ----I
0.80
.00
Director of Community Outreach
City Manager
(0.20)
(1.00)
(1.00)
(1.00)
(3.00)
0.81
.01
1.00
1.00
3.00
Part-Time and Contract Staff (net)
Support Coordinator
Information Technology Manager
PC Technician
Human Resources
Information Tech
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2.00
2.60
(1.00)
.00
.00
2.00
.00
II
Associate Planner
Assistant Building Official
Accounting Technician
Finance
E&CD
(1.00)
(1.00)
(2.00)
(1.00)
(3.00)
(1.00)
(1.00 )
(1.00)
(7.00)
.00
.00
3.00
1.00
2.00
.00
Officer
Senior Code Enforcement
Fire Inspector II
Administrative Assistant
Battalion Chief
Management Analyst
II
Fire
II
(5.74)
16.15
7.09
8.69
.89
21
Part-Time Hours (as FTEs)
Library
Not countinQ
.0 Dispatcher position eliminated with 5,..,
of Fire Dispatch Services to County Fire Dispatch.
(20.21
(9.65)
(23.03)
(2.06)
,...... 55)
TOTAL FROZEN POSITIONS
Senior Electrical Technician
Groundsperson
Equipment Operator
Public Works Maintenance Worker
Lead PW Maintenance Worker
Senior PW Maintenance Worker
7.00
3.00
4.00
(formerly Maintenance Services)
Building Maintenance Custodian
Equipment Mechanic
Parks Maintenance Worker
9.00
4.00
5.00
11.00
4.00
5.00
1.00
3.00
2.00
8.00
3.00
4.00
10.00
(1.00)
(1.00)
(1.00)
(4.00)
( 1.00)
(1.00)
(1.00)
(1.00)
(1.00)
(12.00)
2.00
.00
4.40
I
.......
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Public Works
City Engineer
Associate Engineer
Assistant Engineer
Director of Public Works
Senior Engineer
Development Review Coordinator
Part-Time CIP Project Engineer
move Engineering staff to ECD
.00
2.00
1.00
1.00
2.00
1.00
0.48
.00
11.00
5.50
.00
2.00
(4.48)
(1.00)
(0.48)
( 1.00)
(1.00)
(1.00)
Engineering
Police Services Technician
Police Records Specialist
Communications Dispatcher *
Police Officer
5.00
5.00
9.80
46.00
4.00
4.00
8.80
.00
43.00
9.20
46.00
(2.60)
(1.00)
(1.00)
(0.60)
Police
Community Services Site Coordinator
Part-Time Hours (as FTEs)
3.00
47.23
(1.00)
(2.00)
( 1.00)
(7.10)
(11.10)
Superintendent of Recreation
Pre-SchoolTeacher
.00
7.00
4.00
54.33
51.47
49.82
5.00
46.42
Recreation
2002-03
Amended
!'lpacted Positio~
2003-04 2003-04 2004-05
Adopted Amended Adopted
2005-06
Adopted
2006-07
Proposed
Cumulative
Change
(Tolal Frozen
Positions)
SUMMARY OF FROZEN POSITIONS
OPERATING BUDGET, 2006-07