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Home My WebLink About2006-06-07 e-packet - :\\'\:tl s~ S (0 n >- - tl ~ v 0 C'. ;..~ 4lIFO~~ SPECIAL MEETING CITY COUNCIL OF THE CITY OF SOUTH SAN FRANCISCO P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, California 94083 Meeting to be held at: CITY HALL CONFERENCE ROOM 400 GRAND AVENUE WEDNESDAY, JUNE 7, 2006 6:00 P.M. NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the State of California, the City Council ofthe City of South San Francisco will hold a Special Meeting on Wednesday, the 7th day of June 2006, at 6:00 p.m., in the City Hall Conference Room, 400 Grand Avenue, South San Francisco, California. Purpose of the meeting: 1. Call to Order 2. Roll Call 3. Public Comments - comments are limited to items on the Special Meeting Agenda 4. Study Session: Proposed 2006-07 Operating Budget 5. Adjournment /l " h~ /_~Iu la. /h ; y~ , City' Clerk -,rr- _. - ~'\:tl s;:w 51 5.t. . t.\ o ("l >- ~I ~ (') v c ~llFO~\~ Staff Report DATE: June 7,2006 TO: Honorable Mayor and City Council FROM: Jim Steele, Director of Finance SUBJECT: OPERATING BUDGET FOR 2006-07 BACKGROUNDIDISCUSSION: The following information is being transmitted to the City Council in preparation for the Budget Study Session on June 7, 2006. This information was generated by questions at the original budget study session on May 17th, and has been discussed with the Budget Subcommittee at meetings held on May 24th and May 31st, Attachment Page # General Fund Reserves Policy with one recommended change made by 1 Budget Subcommittee: increase the minimum of the Undesignated Reserve to 5% of the General Fund Information on contract employees in city departments 2 A Table of Organization for the Public Works Department to show what 5 a centralized Administration Division would look like A revised recommended Vehicle Purchases page, with five additional 7 vehicles being recommended for deferral next year, saving a total of $156,000 for the Equipment Replacement Fund. The Budget Subcommittee believes these vehicles can be deferred with minimal risk, based on an assessment by the Garage Supervisor A list of all leased vehicles in city departments 8 Information from the Fire Chief on staffing levels and caseloads in the 9 Code Enforcement program Staff Report Subject: Study Session for 2006-07 Operating Budget Page 2 of 4 Attachment Pal!e # Revised Capital Improvement Budget pages for parks: 17 - The Budget Subcommittee recommends that the City Hall Centennial Sculpture project shown as Project 24 under Parks be reduced from $75,000 to $50,000, and that it be broadened in scope to include citywide art/sculptures Revised Capital Improvement Budget pages for parks: 18 -The Budget Subcommittee recommends that project #26 shown under the Parks tab of the Capital Improvement Budget be broadened from "Batting Cage Improvements" to "Ball Field and Soccer Field Improvements". Total funding would increase by $25,000 to a total of $75,000, with $25,000 coming from Proposition 12 grants, $25,000 coming from the General Fund, and $25,000 from the Youth Leagues, Information on salary and benefit changes by department, and for the 19 General Fund as a whole. The last item was based on questions from the Council at the May 17th study session on why wages were projected to increase 3%, while overall salaries and benefits were increasing by a variety of percentages in different departments, Keep in mind that there are several factors that influence overall salaries and benefit changes by department: -retiree medical costs are increasing dramatically, and those costs are allocated to departments, -PERS rates increased. -health plans have different cost increases, with Kaiser's rate actually going down next year, while Blue Shield's went up. Note that if a department has employees that switch from Kaiser to Blue Shield, that can have a dramatic impact on overall salaries and benefits in that department if it is a relatively small department. The City pays about $3,600 more per year for employees who have Blue Shield coverage than have Kaiser coverage, As more employees have switched to Blue Shield over time, the City's costs have increased. -Finance changed the way that worker's compensation costs are allocated in the budget. Historically, the budget system has allocated some worker's comp charges to salary line items, and some to insurance in the non-salary line items, This year, Finance changed the allocation to put more of those costs in the salary line items. There would have been a corresponding decrease in the non-salary line items, except that worker's comp costs have increased overall, so that salary allocation went up even more. Finally, several other items have come to staffs attention since the original budget was submitted to Council in May. With Council's concurrence, they will be included in the final budget before the Council on June 14: Staff Report Subject: Study Session for 2006-07 Operating Budget Page 3 of 4 . The City Manager had mentioned at the May 17 study session that there were several position reclassifications that had been finalized too late to include in the draft budget document. They include: $46,785 in the Recreation Department to upgrade 3 positions. $14,000 in the Sewer Fund to reclassify the Environmental Services; $15,000 to upgrade one Maintenance Services Supervisor funded by Common Greens. . $27,500 is requested to be added to the Fire Department budget to fund a dues increase from County Office of Emergency Services for Hazardous Materials Joint Powers Authority costs. These costs were finalized after the preliminary budget document was printed. Items Needing More Discussion bv Council: Finally, on May 31 S\ the Budget Subcommittee discussed in considerable depth two important issues that they believe need to be considered and addressed by the full Council at the study session, Those issues are: . Staffing levels and caseloads in the Code Enforcement program. The Fire Chief presented the Subcommittee with a proposal to add a contract Code Enforcement Officer at a cost of $108,000. As noted above, this information is included in the attachments to this staff report; . Augmentation of park maintenance staffing to improve the condition of the parks. Restoration of one frozen Parks Maintenance Worker would cost $85,000. FISCAL IMPACT: The recommended changes outlined above will have the following impacts to the preliminary budget presented to the Council on May 17: . The Equipment Replacement Fund Balance will increase by $156,000 due to additional vehicle deferrals; . The $25,000 reduction to the Capital Improvement Fund to the Art Acquisition project will reduce the need for fundraising by the $25,000; . The Capital Improvement Fund change for Baseball/Soccer Fields Improvements will require an additional $25,000 in funding from the Capital Projects Reserve, which would still have a balance of $3.6 million; . The General Fund operating surplus will be reduced by $74,285 to fund the General Fund portions of position reclassifications and the hazardous materials JP A dues increase; Staff Report Subject: Study Session for 2006-07 Operating Budget Page 4 of 4 . If, after deliberations, the Council were to decide to add resources to Code Enforcement, staff recommends that it be funded from the Redevelopment Agency, since most code enforcement activity focuses on downtown. If the Council were to restore a Parks Maintenance Worker, that would be funded out of the General Fund. Adding $85,000 to the General Fund would reduce the 2006-07 operating budget surplus to $305,,000. Prepared by:q~QQ..:, r' Steele &ector of Finance Approved b '--- 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 Fundi $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 millionIMeets target FundlEconomic operating budget Contingencies General $2.3 million minimurnlS% of $6.6 millionlExceeds minimum, Fund/Undesignated General Fund operating budget. No within Policy guidelines. Reserve maximum set. General Fundi 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 - 1 - Current List of Contract Employees City of South San Francisco Employee Dept./Position Approx. Position Status Name Annual Cost Cecilia HR Dept. I $62,145 Budgeted as an hourly, paid as contract Buenaflor Personnel employee Technician None Recreation Dept. -0- NIIA Robert Yonker IT Dept. I Special $85,200 Permanent Budgeted Position, but being filled Projectsl Admin by contract employee J ames Renner IT Dept. I PC $90,000 Permanent Budgeted Position, but being filled Tech by contract employee Lisa Miyako Library I Admin $70,000 Permanent Budgeted Position! employee left Asst I employment with City and recruitment is currently underway, Will hire a permanent position again at a later time. Iman Pub Works Dept - $77,571 Budgeted as regular positionl but is filled by Mouasher WQCP I Admin contract employee. Asst I Mike Police Dept I $150,000 Permanent Budgeted Position I being filled for Guglielmoni Police Captain administrative reasons for budgetary savings, Will hire a permanent position again at a later time. None City Manager's " -0- N/A Dept None City Clerk's -0- N/A Dept. None Finance Dept -0- N/A Jeff Baca BCD Dept I $105,000 Filled by a contract employee for ANIP administrative reasons for the ANlP program Construction Manager Bonnie Frazier BCD Dept I $75,000 Filled by a contract employee for ANIP Office administrative reasons for the ANlP program Manager Chadrick ECD Dept I $97,000 Filled by a contract employee for Smalley Planning- administrative reasons for the ANIP program Associate Planner Keith Marshal Fire Dept I $160,000 ($100 This is a position that was suggested by Consultant for /hour x 32 hours Genentech as a way to minimize their impact Genentech per week time 50 on the Fire Prevention Division during weeks per year) Genentech's growth. Tom Ott Fire Dept I Fire $50,000 ($50 This position is funded via revenue generated Protection /hour x 20 hours through Fire Prevention fees the position Consultant per week x 50 collects. weeks per year) -2- Employee Dept./Position Approx. Position Status Name Annual Cost Larry Pasero Fire Dept I Fire $53,264 ($25.80 x This contract position was created to make up Prevention 40 hours per week for the loss of 2 full time positions. This Technician x 52 weeks) position is funded via revenue gene~rated through Fire Prevention fees the position collects, Dennis Rosaia Fire Dept I Fire $53,264 This contract position was created to make up Prevention for the loss of 2 full time positions, This Technician position is funded via revenue generated through Fire Prevention fees the position collects. David Fire Dept I Fire $50,000 ($50 This position is funded via revenue generated Scardigli Protection /hour x 40 hours through Fire Prevention fees the position Consultant per week x 50 collects, weeks per year) Kelli Patrick Fire Dept I Fire $41,600 ($20 per This position will remain only as long as Prevention Permit hour x 40 hours sufficient Fire Prevention fees are collected Tech per week x 50 that can support it. This position was created weeks) after the separation of the Fire Prevention Division and the Building Division so that a counter person would be available to assist citizens when they came to the Fire Prevention counter. Christina Fire Dept I $52,000 ($25 Created at the inception of the BLS program. Crosby Management Ihour x 40 per This position is being filled via contract for Analyst/BLS week x 52 weeks administrative purposes Ambulance per year) Program Ken Anderson Fire Dept I Approx, $2400 This position is budgeted out of the BLS EMT/BLS Iyear, (15 ten program. Ambulance hour shifts @ $16 Program per hour) Nelson Aranda Fire Dept I Approx. $2400 I This position is budgeted out of the BLS EMT/BLS year (15 ten hour program. Ambulance shifts @ $16 per Program hour) Barry Beecher Fire Dept I $33,280 ($16 This position is budgeted out of the BLS EMT/BLS /hour x 40 hours program. Ambulance per week x 52 Program weeks per year) Michael Fire Dept I $33,280 ($16 This position is budgeted out of the BLS Lemos EMT/BLS /hour x 40 hours program. Ambulance per week x 52 Pro~am weeks per year) -3- Employee Dept./Position Approx. Position Status Name Annual Cost Hamid Locks Fire Dept / Approximately This position is budgeted out of the BLS EMT/BLS $2400/year (15 program. Ambulance ten hour shifts @ Program $16 per hour) Ramon Fire Dept / $33,280 ($16 This position is budgeted out of the BLS Ramirez EMT/BLS /hour x 40 hours program. Ambulance per week x 52 Program weeks per year) Jamala White Fire Dept / $37,440 ($18 This position is budgeted out of the BLS EMT/BLS /hour x 40 hours program, Ambulance per week x 52 Pro~ram weeks per year) -4- OPERATING BUDGET, 2006-07 PUBLIC WORKS DEPARTMENT (with admin breakout) 05/06 06/07 Director 1.00 1.00 ADMINISTRATION PARK MAINTENANCE 05/06 06/07 05/06 06/07 Full-Time 5.20 5.20 Full-Time 19.45 19,00 Part-Time .37 .00 "- STREET MAINTENANCE & SEWER MAINTENANCE TRAFFIC SAFETY 05/06 06/07 05/06 06/07 Full-Time 13.60 13,65 Full-Time 7.50 7.65 ~ FLEET MAINTENANCE BUILDING MAINTENANCE 05/06 06/07 05/06 06/07 Full-Time 4.70 4.75 Full-Time 14.10 14.10 COMMON GREENS STORM WATER DRAINAGE 05/06 06/07 05/06 06/07 Full-Time 5.48 6.68 Full-Time 4.45 4.25 ( ""\ ~ ""\ STORM WATER WATER QUALITY CONTROL 05/06 06/07 05/06 06/07 Full-Time .77 ,77 Full-Time 34.45 ~-l4.65 Part-Time .74 .74 '-- Note - i Parks Maintenance 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. - 5- PUBLIC WORKS DEPARTMENT SAMPLE of Public Works Administation if the department budgeted its staffing and materials and services in this way. Salaries based on actual budget costs, Materials & Services estimated Source of Funds: General Fund Sewer Fund Common Greens Funds Stormwater Fund Garage Internal Service Fund Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Change Actual Adopted Amended Proposed From 2004-05 2005-06 2005-06 2006-07 Adopted Budget 591,284 646,839 646,839 698,683 51,844 154,712 157,775 157,775 163,732 5,957 Administration Division Budget Total 745,996 804,614 804,614 862,415 57,801 Positions Budget Adopted 2005-06 Proposed 2006-07 Change Full-Time 6,20 6.20 Total 6.20 6.20 -6- INTERNAL SERVICE FUNDS, 2006-07 EQUIPMENT REPLACEMENT FUND PROPOSED VEHICLE PURCHASES, 2006-07 Department / Division Vehicle to be Purchased Cost Direct Purchases Police Police Police Police Fire Fire Rfe J2afks Parks Parks Parks Parks Parks Parks Building Inspection St~eets Streets Streets Streets Building Maintenance G::lr::lge (Pool C::lr) Patrol Sedan Patrol Sedan Patrol Sedan Motorcycle Pickup Truck 3/4 Ton 4WD Diesel Truck with Shell 1 Ton 1WD Diesel Truck with Utility Body He::3VY duty Truck Pickup Truck Pickup Truck Light Truck Light Truck Light Truck Light Truck Light Truck VaR Piokup Truck Pickup Truck Sweeper Van Council Sed::m 31,000 31,000 31,000 18,000 16,000 70,000 50,000 40,000 21,000 21,000 14,500 14,500 14,500 14,500 15,000 18,000 21,000 21,000 160,000 22,000 27,000 Recommended for Deferrment (noted in strikethrough): (156,000) Vehicle Replacement Total $ 515,000 Lease Purchases Fire Fire Truck 415,000 Fire Fire Truck 415,000 Lease Purchase Total $ 830,000 Deferred Purchases Police SUV 35,000 Police SUV 35,000 Police Motorcycle 18,000 Parks Steam Cleaner (from 2005-06) 10,000 Parks Truck 22,000 Garage Truck 22,000 $ 142,000 -7- Lease to Rent Vehicles City M anager Vehicle# DETAIL VIN# Lease Date Expires 120 2004 CHEVY TRAIL BLAZER 1 GNDS135042159701 12/19/2003 12/19/2006 121 2004 CHEVY IMPALA 2GIWH52K849346042 6/28/2004 6/25/2007 Police Vehicle# DETAIL VIN# Lease Date Expires 105 2004 FORD TAURUS 1FAFP53U34A118163 6/10/2004 6/10/2007 107 2004 FORD TAURUS 1FAHP55S14G135383 6/16/2004 6/16/2007 110 2004 FORD TAURUS 1FAHP53U54A137872 6/9/2004 6/9/2007 115 2006 FORD EXPLORER 1 FMEU63E06UA69854 3/21/2006 3/21/2009 123 2006 CHEVY IMPALA 2G1WB58K969130115 1 0/20/2005 1 0/20/2008 124 2006 FORD FUSION 3FAFP07186R104092 1 0/27/2005 1 0/27/2008 133 2005 FORD TAURUS 1FAFP53205A169815 11/29/2004 11/29/2007 135 2005 FORD 500 1FAFP23115G166649 1 0/13/2005 10/13/2008 143 2005 FORD 500 1FAFP25175G189317 1/17/2006 1/17/2009 -8- CITY OF SOUTH SAN FRANCISCO INTEROFFICE MEMORANDUM DATE: June 2, 2006 TO: Barry M, Nagel, City Manager FROM: Philip D. White, Fire Chief SUBJECT: REQUEST FOR ADDITIONAL FIRE PREVENTION TECHNICIAJ\f (CONTRACT) TO ASSIST WITH THE ENFORCEMENT OF THE SOUTH SAN FRANCISCO MUNICIPAL CODE Because of the current code enforcement caseload, I recommended the hiring of an additional contract Fire Prevention Technician. The contract employee's duties will be limited to enforcement of the South San Francisco Municipal Code. The term of the contract will be for 12 months, and the total cost of the contract will be $107,681, This will be an at-will position that can be eliminated with 30 days notice to the contract employee. Back2round 1. In the late 1990's the City Council began to receive numerous complaints from citizens and businesses regarding trash, discarded appliances, abandoned vehicles, dilapidated buildings, etc. that was impacting their health, safety, or desire to conduct business in South San Francisco. 2, In response to these complaints, the City Council enacted the Community Preservation Ordinance (Chapter 8,54 of the SSF Municipal Code) in 1999. 3. In anticipation of increased requests for code enforcement, funding was approved for an additional code enforcement officer in FY 09-00 This brought the total number officers from two to three. 4. In FY 00-01, two code enforcement officers handled 899 active code enforcement cases. One Senior Code Enforcement Officer position remained vacant. 5. Approximately 100 active code enforcement cases were carried over to 2003 because they were received late in the year, and there were not enough code enforcement officers to process the cases in a timely manner. -9- 6. In FY 02-03, the Fire Department met its budget reduction goals, in part, by freezing the Senior Code Enforcement Officer and (3) Fire Inspector positions, To meet the ongoing need for fire inspections and enforcement of the South San Francisco Municipal Code, the Safety Inspector classification was created. This dual classification would allow the limited number of personnel to perform either fire inspections or code enforcement. One of the stated impacts in reducing the number of personnel would be the decreased ability to respond to code enforcement complaints in a timely manner, 7. Over 319 active code enforcement cases were carried over to 2004 because they were received late in the year, and there were not enough personnel resources to process the cases in a timely manner. 8, Over 536 active code enforcement cases were carri.ed over to 2005 because they were received late in the fiscal year, and there were not enough personnel resources to process the cases in a timely manner. 9. In 2005, there were two Safety Inspectors and the equivalent of three full-time contract employees who handled 1,159 active code enforcement cases and over 2,665 fire inspections 10, Over 786 active code enforcement cases were carried over to 2006 because they were received late in the fiscal year, and there were not enough personnel resources to process the cases in a timely manner (See Attachment 1). Current 1. At this time there are 915 open code enforcement cases 2. Current code enforcement case load for regular full-time Fire Prevention employees: . Fire Marshal Bryan Niswonger . 7 active cases . Safety Inspector Tom Carney (Primarily Responsible for CE) . 578 active cases, 100 CE complaints awaiting investigation . Safety Inspector Michael Lantier (Primarily Responsible for FP) . 108 active cases (assigned cases that require complex enforcement plans and sustained effort over extended period of time) 3, The average number of code enforcement cases assigned to a single code enforcement officer in San Mateo Countv per year is 199. -10- 4. Because of the large CE case load, contract Fire Prevention Technicians are assigned some code enforcement cases, However, this is kept to a minimum to prevent code enforcement responsibilities from interfering with achievement of their revenue goals. · Fire Prevention Technician Dennis Rosia (Inspections/Permits) · 44 active cases/50 CE complaints awaiting investigation · Fire Prevention Technician Larry Pasero (Inspections/Permits) . 13 active cases 5. Fire Prevention has created a Community Action Team comprised of volunteers from the community to assist with the complaints of trash, litter, e~c, . 15 active cases 6. The impacts of freezing four of the six Safety Inspector positions were well documented in preparing for the FY 02-03 budget and those "hold the line" budgets that have followed, Despite their great efforts to "get the job done,'" the CE case load continues to grow because of a lack of adequate personnel resources. 7, Over $23,369 in fines from the Issuance of administrative citations has been collected to date in FY 05-06 8. Permission to hire contract employees that include Fire Protection Consultants and Fire Prevention Technicians was given because their costs would be offset by the revenue they would generate (plan checking, fire protection inspections, etc,) 9, As of April 31, 2006, these contract employees have generated over $576,501 in revenue for the city (FY 05-06 revenue goal for the Fire Prevention Division is $640,000-the city nets 60 cents of every dollar collected), ProsDects for the Future An additional Fire Prevention Technician assigned to code enforcement will result in significant reductions in CE case load to Safety Inspector ratios, CE case load resolution times and carry-over of open CE cases to the following year. 1. An additional Fire Prevention Technician assigned to code enforcement will result in improved revenue generation by allowing more time for other Fire Prevention Technician's to focus on inspections, revenue from administrative citations, etc. 2. The Fire Prevention Technician assigned to code enforcement is expected to dose and process 2 CE cases per day. If hired in July 2006, it is expected that during the term of the contract (12 months) she/he will close approximately 460 cases. -11- For the most part, this will eliminate the typical active CE case carryover to the following year. "flC-) DC Philip D. White Fire Chief pdw Attachments -12- 2005 CE Cases by Type Attachment 1 Type of Case Animals Bldg, Code Construction Business Reg. Comm Pres. Dang. Bldg. Health Welfare Health Safety Pub. Imprv. Pub. Peace Substan. Housing Vehicle Water Sewage ZoninQ Total Substan. Housing:\vehic1e pUb.peace~ P b I Water Sewage U . mprv.~ ~ Health Safety ~ Health Welfare Dang. Bldg. Comm Pres, 6 30 147 5 328 2 14 60 8 2 8 2 5 52 669 Construction 13 Attachment 1 a 1000 CE Case Workload Overview 2004 Cases Carried Over 2005 Cases Opened 2005 Cases Closed 2005 Cases Carried Over 2006 Cases Opened YTD 2006 Closed Cases YTD 2006 Active Cases 536 669 419 786 419 290 915 900 800 700 600 500 400 300 200 100 o 2004 Cases Carried Over 2005 Cases Opened 2005 Cases Closed 2005 Cases Carried Over 2006 Cases Opened YTD 2006 Closed Cases YTD 2006 Active Cases 14 Attachment 2 EXAMPLES OF VIOLATIONS OF THE COMMUNITY PRESERVATION ORDINANCE (CHAPTER 8.54 SSFMC) Illegal Dumping Residential auto repair Overflow garbage in view of street .;~/~~t- - .. _~: .- ~;,:--- .~> : - ~~ Abandoned / Dilapidated Objects - I ~:'" l '1 1"~ I j 1_:. ;' 11 ~f)' . r: Attractive Nuisances / Stored junk on porch area Dead decayed material/garbage (Apartment Bldg.) 15 Attachment 3 OTHER EXAMPLES OF MUNICIPAL CODE VIOLATIONS --"1:(; /"~ - ""1'- "h.,~ __ ~f' Ii' -= Residential auto repair ~ ~ ~-~ L r i Lack of permit to keep animals in a residential area. (15 goats, 1 pig, 40 chickens, 3 rabbits) -. .:...;. - - ..... ==-~ ..... ~ -~....~ ,.:;r~.. " , ~~: .; ~. . A ,i.il&;p~ L___ __ .~.~~ Residential auto repair / dismantling Residential rear yard Stored junk, auto parts, dilapidated objects r- ~" " Illegal dumping of hazardous materials, people living on the railroad easement, auto dismantling (Lawrence Ave) 16 Page 3 - Parks ENGINEERING DIVISION FISCAL YEAR 2006.2007 CAPITAL IMPROVEMENT PROGRAM 11 9 0 PRioR AVAILABLE YEAR PRIOR YEAR A'PP R 0 P R I A T 8 FUNDING METHOD 7 0-11 FY 6 FY 09-10 5 FY 06-07 FY 07-08 FY 08-09 PROJEC'TCOSTS 4 3 PARKS 2 PROJECT NAME & NUMBER ITEM NO. ON CI 50,000 50,000 50,000 JUNIPERO SERRA TREE REMEDIATION AND REPLANTING 21 GR DP DP OT 55,000 ,987,000 10,000 ORANGE PARK MASTER PLAN UPDATE WESTBOROUGH PARK IMPROVEMENTS ORANGE PARK STORAGE SHED BASEBALL FIELD . 50% FUNDING FROM SSFUSD 22 23 25 I I-' -....:) I GR 30,000 PURCHASE 12 PASSENGER VAN FOR RECREATION PROGRAMS 27 18,000 18,000 GR OT DP 500,000 36,000 ORANGE PARK BOCCE BALL COURT ENCLOSURE WESTBOROUGH PARK PICNIC SHELTER REPLACEMENT 28 29 DP 5,000 SELLICK PARK PICNIC AREA UPGRADE 30 CI 50,000 CITYWIDE TREE PLANTING 31 36,000 36,000 o o 50,000 565,000 2,343,000 PAGE SUBTOTAL 2,394,900 RDA = REDEVELOPMENT AGENCY SE = SEWER ENTERPRISE FUND PD = PARKING DISTRICT OT = OTHER FUNDING SOURCE h:/cip 06-07/form_cip-fy 06-07 2,650,900 430,000 2,525,000 MA = MEASURE A GT=GASTAX CS = CITY SERVICES FUND GTW = GATEWAY ASSESSMENT 367,000 850,000 GR = GRANTS TIF = TRAFFIC IMPACT FEE SW = STORM WATER FUND B = BONDS 6,718,900 TOTAL CI = CAPITAL IMPROVEMENT FUNDS DP = DEVELOPER FEES CG = COMMON GREENS ASSESSMENTS PROP 12 = PROPOSITION 12 GRANT FUNDING PARKS PROJECT DESCRIPTIONS ITEM NO. 21 - JUNIPERO SERRA TREE REMEDIATION AND REPLANTING THIS PROJECT WILL REMOVE 99 DEAD OR DECLINING PINE TREES AND REPLANT NEW ONES. ITEM NO. 22 - ORANGE PARK MASTER PLAN UPDATE THIS PROJECT WILL UPDATE THE MASTER PLAN FROM 1990 AND INCORPORATE ANTICIPATED LAND USE CHANGES. ITEM NO. 23 - WESTBOROUGH PARK IMPROVEMENTS THIS PROJECT WILL RENOVATE EXISTING RESTROOM AND PICNIC SHELTERS, UPGRADE UPPER PLAY AREA AND LANDSCAPING ENHANCEMENTS. ITEM NO. 25 - ORANGE PARK STORAGE SHED - BASEBALL FIELD I THIS PROJECT WILL PURCHASE AND INSTALL A SMALL STORAGE SHED (10' X 15') TO REPLACE STORAGE PROVIDED TO ~ SOUTH SAN FRANCISCO HIGH SCHOOL VARSITY BASEBALL TEAM. HALF OF PROJECT COST WILL BE FUNDED BY 00 SOUTH SAN FRANCISCO UNIFIED SCHOOL DISTRICT. I ITEM NO. 27 - PURCHASE 12 PASSENGER VAN FOR RECREATION PROGRAMS THIS PROJECT WILL PURCHASE A 12 PASSENGER VAN TO TRANSPORT CHILDREN FOR AFTER SCHOOL PROGRAMS, PRE-SCHOOL, SUMMER CAMP, AND SENIORS AS BACK-UP TO LARGER VANS. ITEM NO. 28 - ORANGE PARK BOCCE BALL COURT ENCLOSURE THIS PROJECT WILL INSTALL PATIO-TYPE ENCLOSURE ON 3 SIDES OF BOCCE BALL COURTS THAT HAVE A ROOF. A WIND SCREEN WILL BE INSTALLED ON 3RD SIDE. HALF OF PROJECT COST WILL BE FUNDED BY THE ITALIAN AMERICAN CLUB. ITEM NO. 29 - WESTBOROUGH PARK PICNIC SHELTER REPLACEMENT THIS PROJECT WILL REPLACE THE PICNIC SHELTER AT WESTBOROUGH PARK AND UPGRADE LAWN. ITEM NO. 30 - SELLICK PARK PICNIC AREA UPGRADE THIS PROJECT WILL UPGRADE THE PICNIC AREA IN SELLICK PARK WITH A SMALL SHELTER AND NEW TABLES/BBQ EQUIPMENT. ITEM NO. 31 - CITYWIDE TREE PLANTING THIS PROJECT WILL PLANT NEW TREES THROUGHOUT THE CITY. General Fund Comparison of 2006-07 Proposed Salaries and Benefits to 2005-06 Adopted Budget Salaries and Benefits Est. Salary Increases General Increases (MOU) Step Increases Est, Increase in Hourlies' Salaries General Increase Est. Increase Overtime Pay ( Increases with Salaries) Restore 3 Frozen Police Officers - Salary PERS & Medicare Health Indurance Workers' Comp and All Other .4 Dispatcher Adjustment Salary PERS, Soc Security, and Medicare Insurance Workers' Comp and All Other Overall Est. Health Plan Cost Increase Retiree Medical Cost Increase, plus DentalNision (costs allocated to departments) Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase Salary driven All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, {Salary Driven) Total -19- 42,024,199 763,839 220,068 983,907 67,910 34,569 263,433 83,655 31,137 30,831 409,056 28,853 6,752 5,006 2,259 43,022 129,686 314,578 459,745 768,719' 37,070 45,272,461 3.00% 0.86% 3.00% 3,00% 1.6% 0.2% 3.65% 23.68% 1 03.5% 10.81% 3.5% 7.7% CITY COUNCIL DEPARTMENT Source of Funds: General Fund Department Budget ( 01 ) Actual 2004-05 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other 101,980 82,178 Adopted 2005-06 Amended 2005-06 Proposed 2006-07 113,360 93,447 Change From Adopted Budget 11 ,440 (1,946) Total 184,158 9,494 101,920 95,393 101,920 99,713 206,807 " Adopted Budget Salaries and Benefits Plus Increase in Retirement Cost Pro Rata Health Plan Cost Increase 197,313 201,633 Pro Rata Retiree Medical Cost Increase, plus DentalNision Former Councilmember was a retiree, and fewer health benefits were paid to him from the City plan Total: -20- 101,920 416 5,408 5,616 113,360 6,0% 10.3% 45.0% 11.2% CITY CLERK DEPARTMENT Source of Funds: General Fund Change Department Actual Adopted Amended Proposed From Budget (02 ) 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 262,707 280,283 280,283 297,498 17,215 Materials & Services 116,621 87,673 89,500 52,570 (35,103) Capital Outlay Debt Service & Other Total 379,328 367,956 369,783 350,068 (17,888) Pro Rata Retiree Medical Cost Increase, plus DentalNision 280,283 9,447 4.5% 3,476 9.1% 77 0.4% 2,023 642 101.6% Adopted Budget Salaries and Benefits Plus Estimated Salary Increase City Clerk Salary adjusted by Council after last year's adopted budget Plus Increase in PERS Salary driven, plus PERS rate increase Pro Rata Health Plan Cost Increase Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries, Finance changed the allocation this year: first, overall w/c costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology, PERS, Social Security, and Medicare Increase 1,125 13,3% All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) 42:5 5.6% Total 297,498 6.1% -21- CITY MANAGER DEPARTMENT Source of Funds: General Fund Department Budget (05) Change Actual Adopted Amended Proposed From 2004-05 2005-06 2005-06 2006-07 Adopted Budget 594,011 527,665 527,666 574,883 47,218 104,712 107,775 108,230 113,732 5,957 Salaries & Benefits Materials & Services Capital Outlay Debt Service & Other Total 698,723 635,440 635,896 688,615 53,175 Positions Budget Adopted 2005-06 Proposed 2006-07 Change Full-Time 3.70 3.70 Total 3.70 3.70 Adopted Budget Salaries and Benefits 527,665 Percent Increase Salaries Includes City Manager's new contract; 27,038 7.3% Asst. City Mgr compensation tied to Police and Fire Chief which are tied to Police and Fire Unions' increases; All others budgeted at 3% Pro Rata Health Plan Cost Increase 3,237 8.1% Pro Rata Retiree Medical Cost Increase, plus DentalNision 3,203 23.4% Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. Because salaries were up, this dept. got a proportionally higher increase 1,310 107.9% PERS, Social Security, and Medicare Increase Salary driven 10,785 13.4% All other Salary-Related Costs Vacation and sick leave payouts, admin. cashouts, (Salary Driven) 1,645 9.0% Total 574,883 8.9% -22- CITY TREASURER DEPARTMENT Source of Funds: General Fund Change Department Actual Adopted Amended Proposed From Budget ( 03 ) 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 29,032 34,174 34,174 35,548 1,374 Materials & Services 13,059 3,086 3,086 3,151 65 Capital Outlay Debt Service & Other Total 42,091 37,260 37,260 38,699 1 ,439 Adopted Budget Salaries and Benefits 34,174 Expected Increase in Salaries Plus MOU mandated step increases Pro Rata Health Plan Cost Increase Pro Rata Retiree Medical Cost Increase, plus DentalNision 458 4.1% Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. 770 31.1% PERS, Social Security, and Medicare Increase Salary driven, PERS rates increased 146 3.4% All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) Total 35,548 4.0% -23- ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT Source of Funds: General Fund 3,375,585 CDBG Fund 731,887 Parking Fund 355,369 Change Department Actual Adopted Amended Proposed From Budget ( 10 ) 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 2,565,217 2,725,003 2,725,003 2,915,442 190,439 Materials & Services 1,789,660 1,542,402 1,640,642 1,512,399 (30,003) Capital Outlay Debt Service & Other 35,000 35,000 35,000 Total 4,354,877 4,302,405 4,400,645 4,462,841 160,436 Adopted Budget Salaries and Benefits 2,725,003 Percent Increase for MOU Increases for Wages: MOU, step increases, 20% of admin asst. position shifted to CDBG from Sewer Fund 102,495 5.6% Pro Rata Health Plan Cost Increase 10,907 4.0% Pro Rata Retiree Medical Cost Increase, plus DentalNision 20,744 21.5% Pro Rata Worker's Compensation Cost Increase 13,811 102.9% Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 39,944 8.9% All other Salary-Related Costs 2,538 4.7% Vacation and sick leave payouts, admin. Cashouts, (Salary Driven) Total 2,915,442 7.0% -24- FINANCE DEPARTMENT Source of Funds: General Fund Change Department Actual Adopted Amended Proposed From Budget ( 06 ) 2004-05 2005-06 2005-06 2006-07 AdoptE!d Budget Salaries & Benefits 1,251,674 1,300,989 1,300,989 1,354,620 53,1331 Materials & Services 309,864 291,933 301,483 284,543 (7,:390) Capital Outlay Debt Service & Other Total 1,561,538 1,592,922 1,602,472 1,639,163 46,:241 Adopted Budget Salaries and Benefits 1,300,989 Expected Increase in Salaries 26,609 Plus MOU mandated step increases Pro Rata Health Plan Cost Increase 3,064 Employees switched to lower cost Kaiser. Pro Rata Retiree Medical Cost Increase, plus DentalNision 8,262 Pro Rata Worker's Compensation Cost Increase 2,107 Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall w/c costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 12,990 Salary driven, and PERS rates increased overall. All other Salary-Related Costs 599 Vacation and sick leave payouts, admin cashouts, (Salary Driven) Total 1 ,354,620 -25- ~LO% 2.3% 17.2% 10'1.2% 13.4% 4.1% 4.1% 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 Salaries & Benefits 11,306,906 12,044,727 12,044,727 12,880,311 835,584 Materials & Services 2,585,424 1,848,357 1,813,834 1,875,937 27,580 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 Adopted Budget Salaries and Benefits 12,044,727 Percent Increase for MOU Increases for Wages 231,379 3.2% Pro Rata Health Plan Cost Increase 29,008 3.7% Pro Rata Retiree Medical Cost Increase, plus DentalNision 73,266 21.1% Pro Rata Worker's Compensation Cost Increase 152,064 106.1 % Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 311,231 14.0% All other Salary-Related Costs 38,636 3.0% Vacation and sick leave payouts, admin cashouts, (Salary Driven) Total 12,880,311 6.9% -26- HUMAN RESOURCES DEPARTMENT Source of Funds: General Fund Change Department Actual Adopted Amended Proposed From Budget (09) 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 513,490 590,896 590,896 625,542 34,646 Materials & SeNices 216,482 293,978 334,201 296,647 2,669 Capital Outlay Debt SeNice & Other Total 729,972 884,874 925,097 922,189 37,315 Adopted Budget Salaries and Benefits 590,896 MOU Increase 11,059 3.0% Employees' changed to Kaiser, lower cost Pro Rata Retiree Medical Cost Increase, plus DentalNision 3,545 22.6% Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. 1,525 102.5% PERS, Social Security, and Medicare Increase 4,046 4.4% All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) 14,471 3.5% Total 625,542 5.9% -27- INFORMATION TECHNOLOGY SERVICES DEPARTMENT Source of Funds: Charges to Departments: 1,262,576 Charges to Other Agencies: 24,000 Change Department Actual Adopted Amended Proposed Fl'Om Budget ( 16 ) 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 712,440 790,673 734,673 825,531 34,858 Materials & Services 554,618 444,143 529,167 461,045 16,902 Capital Outlay 351,695 Debt Service & Other Total 1,618,753 1,234,816 1,263,840 1,286,576 51,760 Adopted Budget Salaries and Benefits 790,673 Expected Increase in Salaries Plus MOU mandated step increases 18,389 3.2% Pro Rata Health Plan Cost Increase Increase is lower as two employees witched to lower cost Kaiser. 2,932 4.5% Pro Rata Retiree Medical Cost Increase, plus DentalNision 4,028 17.0% Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. 821 100.5% PERS, Social Security, and Medicare Increase Salary driven 8,509 6.7% All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) 179 3.0% Total 825,531 4.4% -28- LIBRARY DEPARTMENT Source of Funds: General Fund General Fund: 3,633,041 Grants, Fees and Other Revenue: 569,500 Change Department Actual Adopted Amended Proposed From Budget 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 3,064,823 3,037,293 3,037,293 3,161,624 124,331 Materials & Services 1,349,003 936,429 939,624 1,040,917 104,488 Capital Outlay Debt Service & Other Total 4,413,826 3,973,722 3,976,917 4,202,541 228,819 Adopted Budget Salaries and Benefits Percent Increase Salaries 3,037,293 41,771 2.6% 24,607 4.4% 3,114 1.1% 18,965 20.5% 8,580 108.0% Percent Increase Part-Time Salaries Pro Rata Health Plan Cost Increase Pro Rata Retiree Medical Cost Increase, plus DentalNision Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall w/c costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase Salary driven 25,506 5.7% All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) 1,788 4.6% Total 3,161,624 4.1% -29- POLICE DEPARTMENT Source of Funds: General Fund: 17,541,466 Supplemental Law Enforcement Fund (C.O.P.S.) 136,E:84 Change Department Actual Adopted Amended Proposed From Budget 2004-05 2005-06 2005-06 2006-07 Adopted Budget Salaries & Benefits 13,613,468 13,939,791 13,993,656 15,515,894 1,576,103 Materials & Services 3,370,499 2,205,210 2,216,496 2,162,456 (42,7'54) Capital Outlay 24,650 Debt Service & Other Total 17,008,617 16,145,001 16,210,152 17,678,350 1 ,533,~i49 Adopted Budget Salaries and Benefits 13,939,791 Less: Bike patrol from program 12725, funded by RDA (74,831) Percent Increase Salaries 385,522 Retore 3 frozen Police Officers 266,286 .4 Dispatchers 26,000 PERS on 3 officers 81,750 Pro Rata Health Plan Cost Increase 101,910 Pro Rata Retiree Medical Cost Increase, plus DentalNision 121,402 Pro Rata Worker's Compensation Cost Increase 222,004 Worker's camp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries, Finance changed the allocation this year: first, overall w/c costs were increased, as those costs have been increasing, Second, more of those increased costs. were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 391,725 Salary driven Overtime increase as salaries increase: 16,711 All other Salary-Related Costs 37,624 Vacation and sick reave payouts, admin cashouts, (Salary Driven) Total 15,515,894 -30- 4,5% 3,1% 0.3% 9.3% 28.9% 118,8% 15.2% 4,5% 3.8% 11.3% PUBLIC WORKS DEPARTMENT Source of Funds: General Fund * Garage Internal Service Fund Common Greens & Landscape Maintenance Fund Sewer Fund Storm Water Fund * Includes Measure I Special Tax 7,617,196 1,186,266 1,426,541 16,730,231 734,688 125,556 Department Actual Adopted Amended Proposed Budget 2004-05 2005-06 2005-06 2006-07 Salaries & Benefits 9,903,046 10,867,846 10,867,846 11,663,432 Materials & Services 13,148,275 10,475,294 10,595,015 11,209,730 Capital Outlay 33,000 37,568 121,800 Debt Service & Other 1,434,474 4,399,153 4,523,199 4,699,960 Total 24,485,795 25,775,293 26,023,628 27,694,922 Change From Adopted Budget 795,586 734,436 88,800 300,807 1,919,629 10,867,846 229,130 3.2% 119,621 1.68% 26,640 0.38% 29,363 2.5% 108,808 24.8% 168,358 100.1% Adopted Budget Salaries and Benefits Percent Increase for MOU Increases for Wages Sr, Engineer Funded in Sewer and Common Greens PERS and Social Security on Sr, Engineer Pro Rata Health Plan Cost Increase Pro Rata Retiree Medical Cost Increase, plus DentalNision Pro Rata Worker's Compensation Cost Increase Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall w/c costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non-salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 89,334 All other Salary-Related Costs Vacation and sick leave payouts, admin cashouts, (Salary Driven) 24,332 Total 11,663,432 -31- 5.4% 3.1% 7.3% RECREATION AND COMMUNITY SERVICES DEPARTMENT Source of Funds: General Fund 2,191,6:32 Fee Revenue 2,501 ,200 Change Department Actual Adopted Amended Proposed From Budget 2004-05 2005-06 2005-06 2006-07 Adoptecl Budget Salaries & Benefits 3,513,972 3,635,353 3,635,353 3,815,643 180,2!~0 Materials & Services 1,558,523 889,209 889,209 877,189 (12,020) Capital Outlay Debt Service & Other Total 5,072,495 4,524,562 4,524,562 4,692,832 168,2'70 Adopted Budget Salaries and Benefits 3,635,353 Percent Increase Salaries: 41,407 3.0% Percent Increase Part-Time Salaries 50,459 3.13% Step increases included Pro Rata Health Plan Cost Increase 22,560 6.13% Pro Rata Retiree Medical Cost Increase, plus DentalNision 21,282 20.B% Pro Rata Worker's Compensation Cost Increase 23,210 104.0% Rate was doubled Worker's comp has historically been budgeted in two places in departments' budgets. The first is a portion of payroll, and the second is shown under non- salaries. Finance changed the allocation this year: first, overall wlc costs were increased, as those costs have been increasing. Second, more of those increased costs were allocated to payroll, and less was allocated overall to non..salaries. While costs went up overall, changing the allocation methodology in this way resulted in a $100,000 savings to the General Fund than under the prior methodology. PERS, Social Security, and Medicare Increase 20,913 4.B% Salary driven All other Salary-Related Costs 459 2.13% Vacation and sick leave payouts, admin cashouts, (Salary Driven) Total 3,815,643 5.0% -32-