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2011/06/07 City Council Agenda Packet Judy Hauff City Clerk City Hall City of Rohnert Park+ 130 Avram Avenue + Rohnert Park, California 94928 Phone: (707) 588-2225+ FAX: (707) 792-1876+ WEB: www.rpcitv.orl! ROHNERT PARK CITY COUNCIL & COMMUNITY DEVELOPMENT COMMISSION JOINT SPECIAL MEETING NOTICE AND AGENDA NOTICE IS HEREBY GIVEN that a JOINT SPECIAL MEETING of the ROHNERT PARK CITY COUNCIL and the COMMUNITY DEVELOPMENT COMMISSION of the CITY OF ROHNERT PARK, will be held on Tuesday, June 7, 2011 at 10:00 a.m. MEKflNG LOCATION: CITY HALL - COUNCIL CHAMBER 130 Avram Avenue, Rohnert Park, California 10:00 a.m. 1. CITY COUNCIL & CDC JOINT SPECIAL MEETING - Call to Order/Roll Call (Ahanotu _ Callinan_Mackenzie _ Stafford _ Belforte ~ Said special meeting shall be for the purpose of the following: 2. PUBLIC'COMMENTS 3. WORK SESSION for REVIEW of PROPOSED GENERAL FUND ANNUAL OPERATING BUDGET FISCAL YEAR 201112012 A. City Manager's Budget Message B. Presentation of General Fund Operating Budget Fiscal Year 2011/12 1. Proposed Revenues 2. Proposed Expenditures 3. Six Year Projection Update 4. Council discussion/direction C. Informational Report on Cost Analysis of Department of Public Safety 1. Staff Report 4. RECESS TO CLOSED SESSION IN CONFERENCE ROOM 2A TO CONSIDER: A. CONFERENCE WITH LABOR NEGOTIATORS (Government Code 954957.6) Agency designated representative: Gabriel Gonzalez, City Manager Rohnert Park Employees' Association (RPEA) . Rohnert Park Public Safety Officers' Association (RPPSOA) Service Employees' International Union (S.E.I.U.) Local 1021 Confidential and Management Units (2 of 2) ment Commission June 7.2011 5. RECONVENE JOINT SPECIAL MEETING OPEN SESSION IN COUNCIL CHAMBER 6. MAYOR'S REPORT ON CLOSED SESSION (Government Code ~ 54957.1) 7. ADJOURNMENT of City Council & CDC Joint Special Meeting DISABLED ACCOMMODATION: If you have a disability which requires an interpreter or other person to assist you while attending this City Council meeting, please contact the City Offices at (707) 588-2225 at least 72 hours prior to the meeting to ensure arrangements for accommodation by the City. Please make sure the City Manager's office is notified as soon as possible if you have a visual impairment requiring meeting materials to be produced in another format (Braille, audio-tape, etc.) PUBLIC COMMENTS: For public comment on items listed or not listed on the agenda, or on agenda items if unable to speak at the scheduled time (limited to three minutes per appearance and a 30 minute total time limit, or allocation of time based on number of speaker cards submitted) - PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING _ JH-06071 I Joint Special Agenda-RPCitv CouncilnCDC . , (L) CITY COUNCIL SPEAKER CARD Date: U - 1 ~ I I Agenda Item #: Name: :fh~{i W ~ I ''W ~i~ Address: ~ 0 ~ Ie d: ef Phone: '-I gl-Ct Ct I ~ ~ TOPIC: Brief Summary of Comments: -=tV'--< t\ u d n ~. rv-t/l Of VI- c~ I~f~ ~. r V /t' (? S- See Reverse --). CD TOPIC: folic St/fY Brief Summary of Comments/ ?dbf.re S4if wj( rtJJt-(;J- -R/J rre-tds ~ I< -e-<./ {)t.1 t... 5elcll',<{ <; I See Reverse --). ~ CITY COUNCIL SPEAKER CARD Date:.-f2.( 7 II I Agenda Item #: Name: ~ r~1 tJ I ~~ Address: l~ s, ., ~ /Dj ~ Phone: 7111 I q 6 l tf:( .q TOPIC: Brief SummarY of Comments: - " I f' . ~1P.pe-r t>r /"{' 'J:A \JU ,( 1 . ( Pv0:Jl (C~ See Reverse --). (!) CITY COUNCIL SPEAKER CARD Date: If! {P (I( Agenda Item #: L ' Name: ilLU/O. L. (C,VIV\iA{; Address.. /1}lH::) (1!;,/Y1,/(c/(I( -f,\ u/ 1'( \ "y 1.- J f '~...,.'... .....,.,,-. "i...'" ' Phone: 107- .5'65 - S '6 TOPIC: K ~ p (~ Brief Summary of Comments: ~~b If.- b u-S rILQ.~.J f;!",1i.'O sf'"!'/ I n r-)~(' I,!r.!,..t. PAt" - 1-'1" I fll l' '..'J''/'! v"- )1.-/'1 L---4) i ....{I ,.,...)'.1.......'\.....". r. J..,V'1 , . u j-U <a t.j ~J J WJ ~.. v\T7V,")-{ d -+0 C'ilY!'A>'.U'( 6',1.. ...Hd \, fi f C I) k/(,vJ h t.-'1jTI.",! c-i . -f,..... . ~ f, ' _ _-....;..J . , .~ .,.-.,.'~' :...? ~.. >C_..~....-{,J....../':/; _.f ...- '/ ~_J. C.Oj { ~ ....,( ,,-:~ See Reverse --). (V' CITY COUNCIL SPEAKER CARD Date: G ~ 1- 7. 6 ) \ Agenda Item #: Name: S~~r\~ PA-{.6n Address: dct t~~~ ~~. Phone:[/Ov _8~_l!_ TOPIC:~~~eps Brief Summary of Co ments: See Reverse --). CITY COUNCIL SPEAKER CARD Date: C9/7/ ,!;kD 1 ( Agenda Item #: ~~ Name: . .' . c . Address: ( ~~ C.,,~ C:::r- Phone: 5gg -~ 1& @ TOPIC:j~;0 ~O :Em~~~~ m~A,S~' ~/t\O~L( ~ e~V\~, ~ ~O'~l~ 4- hI" . ~ f r ~_y\c I.., f 1\ GUt- ~~-fo~ r1t"C ~f ~~~ /S See Reverse --). 0-/ ,.. t!Y CITY COUNCIL SPEAKER CARD Date: b / ~/ 1/ Agenda Item #: Name:~ ~IIl-+ A;e:ilLt=;Y Address: Phone: TOPIC: (fll0T~~ OLt.T S~Vt"e Brief Summary of Comments: j\..-(e-S>~ r'(2oM mA' \\ ('< \'. 4-\ \ \ XU \ \l -' . See Reverse --). , CITY COUNCIL SPEAKER CARD c\ (b ) '>._''''':'"'' Date: lf~' t \ Agenda 17m #: Name: , ~\~ 0 Address: 9\0~2.) pr<?~DOZ'l~t Ci rete_ Phone: ~~-" ~ C' TOPIC:. ", \.) ,\j ~ Brief Summary of Comments: ~Vnys ~C0l'~~ff~ I II ' , '. \' Q()--..(~L .+0/ () \ '~'I'~~L;'- .<r---. ~ See Reverse --). CITY COUNCIL SPEAKER CARD @ ~ Dm-eN '" ~~ 1 Agenda Item #: ::;:~~~~~ttVG Phone: ~\\'\b.i:(' .~,,~ TOPIC17~iu,-, S~~ ~ Brief Summary of Comments: . , Cl~?- t::7v., "bQ ~""SI~~"5'. See Reverse --). CITY COUNCIL SPEAKER CARD Dat~ ~ N '1 Agenda Item #: Name: \i\'\ ~~,. ::1 Addre~ r ~ -t\V<:' Phone: 10") - ~ q.;- - ~ l, \ y " , @J TOPIC:V\~'f..:,\",1C_ ~~~t'i'" \A Brief Summary of Comments: \ - . ~ \ \--- ! Q.."I.f"Vi ~N T~"''' \'~ 0 ~ (.J" 1 , V'''''''~) "'.~ 'L \ -cf'~'" , , ,.,.".,~ l'>'\ ".4''1;,\ <;" t"~,- ~_ ~-->-: 0 if...) '. '<':". 1 ' . t.t.~ -"'(;W; v j ..tf4.~~_;i.:-'l""~ j C, ~ '~tt\ . \ See Reverse --). CITY COUNCIL SPEAKER CARD Date: t;, /7 / 2D (( Agenda Item #: I . Naine: 'DA V 10 S'TV\3I3l.c.-"=15 I tJ liE" Address: 14u4 G6=(2.C..,A C.:, RP Phone: G96-4q 8D ~ TOPIC: MMi</ X 126-Po R....T Brief Summary of Comments: See Reverse --). City of Rohnert Park + 130 A vram Avenue + Rohnert Park, California 94928 Phone: (707) 588-2225 + FAX: (707) 792-1876+WEB: www.rpcitv.org NOTICE OF ADJOURNMENT OF THE ROHNERT PARK CITY COUNCIL & COMMUNITY DEVELOPMENT COMMISSION JOINT SPECIAL MEETING NOTICE IS HEREBY GIVEN that the ROHNERT PARK CITY COUNCIL at its meeting on Tuesday, June 7,2011 at Rohnert Park City Hall- Council Chamber 130 A vram Avenue, Rohnert Park, California ADJOURNED THE CLOSED SESSION: 4. RECESS TO CLOSED SESSION IN CONFERENCE ROOM 2A TO CONSIDER: CONFERENCE WITH LABOR NEGOTIATORS (Government Code ~54957.6) Agency ~esignated representative: Gabriel Gonzalez, City Manager Rohnert Park Employees' Association (RPEA) Rohnert Park Public Safety Officers' Association (RPPSOA) Service Employees' International Union (S.E.I.U.) Local 1021 Confidential and Management Units TO: Wednesday, June 8, 2011, at 5:00 p.m. Rohnert Park City Hall- Council Chamber 130 Avram Avenue, Rohnert Park, California DATE: June 7,2011 Judy Hauff, City Clerk [This Section/or City Clerk Use Only] THE OFFICE OF THE CITY MANAGER 6/7/]] City Council /CDC Jt. Special Meeting Agenda ITEM NO. 3.A City of Rohnert Park .13.0 Avram Avenue. Rohnert Park, CA 94928. [7.07] 588-2226. Fax: [7.07] 792-1876 TO: FROM: DATE: RE: Honorable City Council Gabriel A. Gonzalez, City Manager June 3, 2011 Proposed General Fund Annual Operating Budget FY 2011-12 INTRODUCTION The 2011-12 fiscal year budget for City operations is herein presented. The City is once again facing a major challenge to balance the budget - a challenge compounded by the financial impact of the recession and State takeaways of local funds. The last few years have been difficult years for the City of Rohnert Park. The challenge today is what steps to take to create a brighter future for the City and the citizens we serve. The list of our problems and issues is long, but they are not unique. The bursting of the housing bubble in 2007, the onset of the "great Recession" in 2008, the dramatic reduction in sales tax and other revenues, the State's fiscal crisis and State "take-aways" - these and other causes of the City's fiscal crisis are well known. BACKGROUND' It could be said that the above factors did not so much cause the problem as they revealed 'an even more fundamental problem - the City had developed the bad habit of living beyond its means. In several prior years, the true state of the City's finances was obscured by the selling off of City land assets to cover annual operational expenses. Also, the City failed to recognize the long-term consequences of certain decisions, failed to engage in longer-term financial planning, and failed to reveal and address certain impending cost issues in the budgeting process. A substantial part of the problem is that we as a City have made major future commitments, particularly to our employees, without setting up a funding mechanism to cover those commitments. In the proposed General Fund Annual Operating Budget FY 2012 we focused with two priorities in mind: 1. To quickly get to the point where we are living within our means 2. To bring in extra dollars that will allow us to address our long-term commitments. The current recession magnified the City's already weak financial condition, dramatically impacting revenues from taxes and investment earnings. Nonetheless, the picture is not all bleak. In the past three years, in particular, we have made sub~tantial progress in addressing some of these issues. As necessary as some of those steps were, they were also painful. 1. We have sold off valuable City property, with the Stadium Lands, with its regional commercial zoning, being the only large parcel remaining in City hands. 2. We have dramatically reduced. our expenses, through budget cutbacks, employee lay-offs and attrition. Over the last two and one-half years we have reduced our annual expenditures by about $7 million dollars. We have reduced City staff from' 191 to 154 positions, or 37 positions. We have asked our employees to join with us and help us in this cost-cutting crusade. 3. We have recognized our high "unfunded liability" (future financial commitment for which there has been no money set aside) for retiree health. 4. We have recognized the true costs of our employee benefit program, both in dollars and productivity loss, and are currently engaged in discussions with our employee groups to make modifications. 5. We have recognized another major form of unfunded liability, our failure or inability to set aside money for future rehabilitation or replacement for vehicles and equipment, capital improvements (such as streets), infrastructure (utilities) bridges, sidewalks, buildings, etc. Presently, there is no money set aside for this purpose. 6. We have more recently also recognized another form of "unfunded liability," employee accumulation of paid time off such as vacation and compensatory time. Again, no money has been set aside forthis impending payout. . The City, on the foregoing, has been in various stages to address each item. First it has recognized the issues and, second, is resolved to do something about them. Both of these components are a major part of this year's budget. PROPOSED GENERAL FUND ANNUAL OPERATING BUDGET FY 11-12 The City's deficitfor FY 2012 is approximately $2 million dollars and the City is projected to run out of cash by the third quarter of FY 2013. To address this deficit, the City will look at new revenue opportunities, including a limited-term tax measure. It is worth noting that attempting to eliminate the deficit solely on new taxes is not the solution. . Rather, the City must shift expenses through exploration of new service delivery models and by short-term costs changes that yield long-term. gains. To create a framework for these decisions, the City is committed to implementing new fiscal policies with the intent of stabilizing its situation and restoring financial vitality. At my direction', this year weare moving a bit closer to a program or performance . budget, which will give more information on what we intend to achieve with the dollars allocated to particular functions. Also our current budget system of necessity is tied to our current accounting system. It does not reveal the total costs of any City operation because it does not include the costs of such things as administrative overhead, nor the costs for necessary specialized services such as finance, legal, human resources; nor the costs for vehicle and equipment repair and replacement, nor the costs for' computers and other technological services, nor the costs for contracting out for services, and so on. Private industry found out many years ago that they could not knowledgably operate without an effective cost allocation system which, very simply, acknowledges the true costs of doing business. The City, if we are to develop new habits of living within our means, purchasing only what we can afford and setting aside sufficient funds for known future obligations, will have to move to this type of full accounting in the future. To know the true costs of operating is an essential of business and government. We must move. in that direction. Conclusion - The Leqacy of the Seed Farm We live, of necessity, in a frugal, cost-cutting environment. Every day in our every action we must think about how we can do things at a lesser cost. In this year's budget, for example, we forecast a budget deficit of a certain amount, and by pro-active action by our operating departments, we are now projecting a less onerous budget deficit. This is good. This is progress towards the longer-term, brighter future for the City. However, it must be recognized that there is a danger in the single focus on reduction of expenditures. Let's use a familiar analogy, particularly suitable considering the history of Rohnert Park, with its background. of a seed production area. We must not eat our seed corn. In our appropriate zeal for cost cutting, we must remember, as a City, who we are, what we value, and what we hope to become. We must still work to honor the best of our history, to provide the best services we canto our citizens, and totakethese actions necessary (and occasionally spend the money) to move towards the City we hope to become. There are instances where we have to spend money today to best ensure that we spend less in the future. There will be instances where we will have to spend money tomorrow in order to best ensure that we are moving towards the City of the future where our citizens will best thrive. The "secret," if there is one, is balance. The beauty of the budget process is that it is an exercise of balancing one City objective against another. And while the City staff can do commendable work towards preparing and proposing a City budget, it is only the City's duly elected representatives who ultimately determine what that budget should be, what combination of opportunities sought and realities observed will best serve the City and its citizens. To this end, I want to assure Council that staff and I are prepared to work with you and the community. Good success to all of us, as we pursue this task. Respectfu lIy su bm itted, ~Qj)~ . Gabriel A. Gonzalez ~ City Manager 6/7/11 City Council/CDC Joint Special Meeting Agenda ITEM NO. 38 [Distributed 6/7/11] CITY OF ROHNERT. PARK PROPOSED BUDGET FY 2011-12 June 7, 2011 Budget Work Session Agenda GF Operating Budget FY 2012 1. Forecasting Methods 2. Budget Assumptions & Economic Factors 3. Impact of Recession 4. Budget Summary 5. Revenues 6. Expenditures 7. Structural Deficit 8. Cash Balances 9. Proposed Staffing Levels 10. Fiscal Strategies and Policies 1 ~ Role of Cities... · are general purpose local governments · provide essential frontline municipal services tailored to meet the unique needs of the communities they serve · are funded mostly by locally enacted revenues Major Revenue Forecasting Methods Qualitative · Consensus · Expert (Panel Group) · Judgmental Quantitative · Trend Analysis · Simple Linear and Multiple Regression Analysis · Time Series Analysis. - Stationary - Nonstationary · Econometric Forecasting 2 Use of Judgmental Forecasting · Judgmental forecasting is more appropriate when substantial changes are occurring in a government's administrative, economic, and . political environment. · Under these conditions, quantitative forecasting methods will be less reliable Source: Government Finance Officers Association Judgmental Forecasting · The underlying me~hodological and technical assumptions of judgmental forecasting include: - All relevant factors (i.e. independent variables) affecting the revenue have been included in the forecast; - All relevant factors included in the foref;:ast have an equal effect on the revenue, so that other tcictorsincluded in the forecast are not discounted or redundant; - The forecaster has produced an unbiased judgment of future revenue collections; and, - The forecaster has substantial knowledge of historical events that have affected the revenue in the past. Source: Government Finance Officers Association 3 \; BUDGET FY 2012 ASSUMPTIONS · State budget still pending - does not assume any State raids · RDA's still in Iimbo- most likely reform not elimination of the RDA's · Assumes no layoffs · Assumes status quo to salary and benefits (currently negotiating with labor groups) · Cost savings through organizational restructuring of positions Economic Opportunities · Approved specific plans may begin building in 2012 · Green Music Center is projected to open 2012 · Casino still planned in the future · Implementation of City's Economic Development Plan which will generate additional sources of revenues 4 Economic Factors Considered ., We are still operating with a deficit · No General Fund Reserves · City has cash balance of$3.3M on hand for emergencies and operating capital · County unemployment rate 9.8% · Regional economy recover rate of 2-3% · Recover will take several years · Operational costs continue to increase Continued · Projects planned for the future and not yet real so until the money is actually in the bank - these will not be factored into next year's budget. · For too long the City has relied on one-time monies and projections to balance the budget only to still fall short 10 5 ~ REVENUES IMPACTED MOST BY RECESSION REVENUE PEAK $s FY2011 EST. LOSS PROPERTY TAX $3:2l1li .$2.4M . ($O.8M) SALES TAX $ 7.7M $ 7.9M $.2M TOT $1.9M $1.7M ($O.2M) INTEREST $ 1.6M $ O.4M ($1.2M) MVLF $3~1M .'$2.8M ($O.3M) TOTAL UL5M ~ ~ 11 2011-12 BUDGET SUMMARY Total Revenue Transfers from other funds $21.5M 1.5M Total Revenue $23.0M Operating Expense $25.1M 2011-12 Operating Deficit $ 2.1M 6 General Fund Deficit 4.0 3.0 zoos 2009 2010 2011 2012 PROPERTY TAX DISTRIBUTION 13 i-I 7 SALES TAX DISTRIBUTION City,I.250/_ County, 1.00% TOTAL SALES TAX: 9.5% REVENUES BY MAJOR CATEGORY 0.5% aTAXES oUCENSES & PERMITS OANES .INTEREST & RENTS ClREVENUE FROM OTHER AGENCIES .CHARGES FOR SERVICES . IlRECREAnONlPAC INCOME GOTHER INCOME 8 Revenue Summary 17 RECREATION Sports CommuDity Comm CeDten SeDior Other Rec ~ iNeDts ReDlals CeDterNaD Pools Facilities ReveDaes 5579,400 576,000 S290~OO 5128~OO 514S~OO SS7~OO I'.tpeDditares 489,683 96,861 3SO~OS 199,714 309~OI SOP43 Prolit/(lAlss) 589,717 (520~61) (590~0S) (S71,714) (5163~OI) (523,443) 18 9 PERFORMING ARTS CENTER OPERATIONS PRPFijj(i.osS}~'? ':.)-~}' SIGN RENTAL ':c-,.:'_'_ :,+_,<~':' .. .s1i3ii3JC' ',"":<';::<',;::::;',::;,:c~'j':,'.::,,:.; "':r::',,\-<:,:':;.:;j:X:"~'" '.i ..:S23'SOO; >>;"_<';:.",.-,_~:,<';'d';""" ," ':-\-~: ,>::~;;-'.>':i.::?~::':,',','{"_:" ";.:-;>-;;.,,," .. -,},.-".. . ,.., ';;:::.'i~-i.;:;_<,;~ ;':, :J";.'~'; ::'(,-':,~:;.';'>,-,:,:;- NOTE: Sign rental revenue for only 4 months. Revenue from new message center will not be restricted to PAC as built, owned and operated by N2 Holdings 19 TRANSFERS FROM OTHER SOURCES · Gas Tax Fund: · Measure M Funds: · CDC Funds: · SlESF Fund: · Water & Sewer Funds: · Traffic Safety Fund: · Rent Appeals Board: · General Plan Maint. Fee · Miscellaneous TOTAL '$ $ $ $ $ $ $ $ $ 57.000 S,,1~6P.686 306,000 520,000 111,686 100,000 224,000 55,000 23,500 63,500 10 EXPENDITURES BY CATEGORY PUBUC SAFETY 54.8% GENERAL FUND EXPENDITURES FROM OPERATIONS PY Budget to Proposed Budget Comparison Overall expenditures decreased $374,145: - Salary & benefits reduced by ($132,000) - Operating expenses reduced by ($206,345) - Capital Equipment increased by $66,300 - Debt Service reduced by ($35,800) 11 Expenditure Summary 23 GF Budget Summary 24 12 GENERAL FUND STRUCTURAL DEFICIT CATEGORY c:JP~~R~~}i~p~!i~~~Fic~!E:r~1Ci'j-;((' , UNFUNDED LIABILITIES: 'Y-:Y';'~ ,-,- ., ~."y,...;.. ~"'f~~c:ture>:.i ,,'... .i, Vehicles TOTAL . ..' d:Tzi'~\I~Z~QL~firf!~~~~~~fY~1~r';i.i ANNUAL $ 7;3M. . $O.5M ~~i~I~~M:fr~~~~~~~i~~:'.. '.N~' '.' RetireeMedicai " .' .{ """'T'" ;t;::{,j,,"~,.<-,', :',',:.:",":";'-':i',.:"',:",",:'- . '_'__~_'_'H'_'_""_ ~:,;~i);};.}:~r\: Accrued Leavesl . -., .,...~.., '-~, <-'"",-"" <,- ....... "--":"-:"':';':'""'~~'C'" ,,1l!I:A!-~.lJgu~9!~!~!t~~;~;{;] I Accrued leave consists of vacation and compensatory time 25 TOTAL STRUCTURAL DEFICIT CATEGORY . , .. ~'"'~"'""""",' - ce' ~"_',.',,,:..-."~'~""'_",,,_.',^ OPERATING:BUDGET'DEFICIT;; . , " .. i."," C<';";':::;:';Y'::~,t;7,.\,: ')/".cJ.,';t~L<;_:z!;.~'::."}";>~'::::<';ic::'_, ,-..:.~)/.r ,: ,',\"L','::0.':.'(.." :~~ ',0"'-' UNFUNDED LIABILITIES: TOTAL ,-,:',';:,,-,,--,"">','''''':';;..;,,,,.,,:; ~ - ',.. "'";;''',.:;.,"<':';;;'~ :", !'J~~:.:~:~~-'C;t;: ANNUAL .......:--..,::",'. ;,;~~:i:~0:'; ,;j%~:. _ '. I'!'ra~n.~,e/ Vehicles ,'w~~r:&~~~..' Retiree Medical , ',AccrlIed a:e~vesl ;'::::"/;-:':;:'~- ;.":';"-'.: ., ..'.: :$1.fJ4.9~'..' $ 8.5M f$ji~?8M ' iyt2't~'; $ 44.9M .' :$l~~~'Lq $327.6M ", .$ $ :$' $ i $ " $ iaSM:C ' ;: :,:~,':'.;,',t.;",,6::i~':';; . O.6M ''''."f'O~',~.''-A';'' 12.0M. ' 2.5M' rillA' '.' 35.7M >;~,~;" ,;":",,,,',',-"--i<'..:";c-".-";:'. - ;; '''\:-?:'_:,,''<::'-'~:'::'':,;::-:>,:,' " ":<"!.::'~~': TOTAL STRUCTURAL DEFICIT IAccrued leave consists of vacation and compensatory time ~5 13 CASH BAlANCES 12 10 8 . 4 2 o , 2OCI6 2007 2008 200t 2010 2011(est) 2012(bud) FISCAL YEAR GENERAL FUND PROJECTED CASH BALANCE FORECAST ASSUMES NO CHANGE TO COMPENSATION, NO GROWTH. CONSERVATIVE ESTIMATES FOR REVENUE,INCREASEO COSTS FOR PERS & MEDICAL AND NO FUNDS SET ASIDE FOR UNFUNOED UABlUTIES (INFRASTRUCTURE, EQUIPMENT AND RETIREE MEDICAL " 27 14 PROPOSED STAFFING LEVEL 200 190 _ACTUAL "AUTHORIZED 180 170 160 150 140 2006 2007 2008 2009 2010 2011 20U PROPOSED STAFFING LEVEL - FROZEN: · Assistant City Manager · Deputy City Clerk · Account Specialist · (1) lieutenant - ADDED: · Economic Development Manager · Budget Analyst! Accountant · (1) Community Services Officer · Customer Service Representation (Recreation) · Recreation Specialist · Maintenance Worker Trainee 15 PROPOSED STAFFING LEVEL - ELIMINATED: · Fire Commander* · (2) Public Safety Officers* · (1) Dispatcher** * Attrition **Vacancy FISCAL STRATEGY , · Address the structural deficit - expenditures greater than revenues · Identify and create new long term revenue sources · Adopt fiscal plan and policies · Identify short and long term goals and priorities · Establish restricted reserve funds to pay for deferred maintenance and capital improvements 16 PROPOSED FISCAL POLICIES Short Term Goals & Priorities · Fund essential services · Reduce operational budget - Explore shared resource opportunities · Identify and create new revenue sources - Survey other municipalities & implement successful measures PROPOSED FISCAL POLICIES Short Term Goals & Priorities · Fund annual retiree medical contribution · Fully fund reserves- using phased approach over the course of the next several years · Achieve balanced budget · Move toward sustainable ' benefits programs 17 PROPOSED FISCAL POLICIES Long Term Goals & Priorities · Reserves are fully funded -10 year process · Sustainable employee benefit programs in place · Unfunded liabilities a~e fully funded - annual and deferred · Capital equipment and facilities replacement program in place and underway Questions and Discussion 36 18 [This Section/or City Clerk Use Only] 6/7/1] City Council/CDC Jt. Special Meeting Agenda ITEM NO.3.B PROPOSED FY 2012 BUDGET ANALYSIS 1. REVENUES The economic crisis has dramatically impacted revenues over the last three to four years. Current revenue performance is estimated at approximately $250,000 below budget, totaling $20.7 million. Even though most revenue categories were reduced with the expectation of the financial downturn, the impact of the recession was more severe than anticipated. The only revenue that outperformed budget expectations was sales tax. The revenue categories that were hit the hardest by the recession were property tax, investment earnings, and development services fees. In anticipation of a continued economic decline, property tax and investment earnings were further reduced; however, sales tax is expected to grow and the City will receive a full year of Measure E (the % sales tax) approved by the voters in June 2010. The City is also placing a concerted, effort on increasing revenue from recreation services and the Performing Arts Center through various innovative programs and events, to close the operational gap even further. No new growth is projected in the revenues for the FY 2012 budget. Overall, revenues are projected to increase by approximately $670,000, or 3% from prior year budget. 1.1 Property Taxes Property tax revenue is distributed to all the County's public agencies pursuant to State law. During the past ten years the funds derived from this source of revenue were as follows: ANNUAL MOPElttYTAX 3,500,000 500.000 3.187.241 3,111,389 3.000,000 2,Soo,000 2,000,000 1,_,000 1,000,000 o 2002.03 2003.Q4 :zooo.os 2oos.oe 2006-07 2007.Q8 2OO8-G9 2009-10 201G-11(..1) 2011-12(lx1d) -- Budget Memo - Page 1M ('~ The property tax revenue projection for FY 2012 is $2,402,000, which is 12%, or $333,000, lower than the FY 2011 budget. This projection is based on actual receipts in the prior year and the County Assessor's Office latest valuation. The assessed valuation reflects the decline in the housing market, the increase in foreclosures and the reassessment of properties. 1 .2 Sales Tax Sales tax receipts for the current fiscal year are approximately $7.9 million, approximately $415,000 favorable to budget. Thanks to the citizens of Rohnert Park, the City was able to add a Y'2 cent sales tax (Measure E) to the base rate, which is estimated to generate about $2.4 million annually. Sales for Rohnert Park have been higher than anticipated, but some of this is due to one-time use tax on the smart meter installation project. Although the City will receive a full year of Measure E, the projection for next year is a slight decline of about 0.7%. Thus, the sales tax projection for FY 2012 is $8.5 million, or $600,000 higher than current year estimate; however, this includes a full year of Measure E sales tax revenue, approximately $2.4 million. As sales tax represents about 40% of total revenues, any swings in economic conditions have a dramatic impact on the General Fund. During the past ten years, the trend in sales tax revenue has been as follows: ANNUAL SALES TAX REVENUE 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 o 2002-03 2003-04 2004-05 2005-06 2006-01 2001-08 2008-09 2009-10 201D-11(est) 2011-12(bud) As part of the Proposition 57 state fiscal recovery funding mechanism, the City receives supplemental property tax payments in lieu of the %-cent sales and use tax. Twice a year, the County transfers the appropriate amount to the City from ERAF. The state intends to fully compensate school agencies for the reduced ERAF with higher payments from the state general fund. This mechanism is known as the "triple flip". There is an impact on the City's revenue due to an administration fee charged by the County, as well as a loss on interest earnings due to the cash flow being reduced from monthly to twice a year. The property tax in lieu is adjusted by the State annually Budget Memo - Page 2M to reflect growth in the sales tax. 1.3 Transient Occupancy Tax Receipts from Transient Occupancy Tax continue to be an important source of revenue for the City. The City receives a fixed percentage of all hotel/motel room rentals in Rohnert Park. On the November 2002 ballot, the City validated the existing TOT rate of 11 % (per Proposition 62) and also increased the rate to 12% effective January 1, 2003. For FY2011, the City anticipates TOT receipts of about $1.7M, about $100,000 higher than budget. Based on recent predictions that the economic recovery will begin during FY 2012, but at a very slow pace and most likely take several years, the City is conservatively estimating a flat TOT projection for FY 2012~ The City has seven hotel/motel operators, which itlcludes the Doubletree Hotel and the Hampton Inn. An additional 2% fee is assessed on occupancy, which is used by the Sonoma County Tourism Bureau to promote tourism in County. Also, through the Community Development Commission, the City has been aggressive in leveraging resources with the Sonoma County Tourism Bureau for promoting Rohnert Park. These efforts have led to increased bookings of conferences leading to long-term predictable TOT revenue and some return of the business travel lost during the downturn of the telecommunications industry. 1.4 Franchise Fees 1.4.1 Pacific Gas & Electric Franchise: Fees collected in the current year are $362,400 about $22,000 higher than budget. The FY 2012 fee is conservatively budgeted at $360,000 based on current year revenue. In general, Rohnert Park receives 1 % of the gross gas revenues and 1 % of the gross electric revenues as its franchise fee. 1.4.2 Cable Television Franchise: The City of Rohnert Park has a non-exclusive franchise agreement with Comcast Cable Company. For the fiscal year 2011 franchise fee revenue is estimated at $495,582, or about $20,000 higher than budget. The budget for FY 2012 is $490,000 based on current year's receipts. The City receives 5% of all cable gross revenues as its franchise fee. 1.4.3 Refuse Franchise: The City of Rohnert Park has an exclusive franchise agreement with Rohnert Park Disposal for providing hauler service. The current contract, which expires June 30, 2025, provides for a 10% franchise fee on refuse gross revenues and an option to increase the franchise fee by 1 % to 11 %. For the fiscal year 2010-11, franchise fee revenue is estimated at $557,905, about $42,000 less than budget. Budget Memo - Page 3M 1.5 Licenses and Permits The budget was based on the implementation of the additional 1 % franchise fee at mid-year; however, the City postponed the rate study and consideration of the additional franchise fee to some time in calendar year 2012. The budget for FY 2012 is $560,000 based on current year's receipts. 1.5.1 Business Licenses: Business license taxes are collected on retail, professional, semi-professional, general contractors, sub-contractors, wholesalers, and other classifications of businesses including residential rental property. Generally, business license taxes in Rohnert Park are based on a flat fee per the number of employees. The rates were last increased in January 1991 and validated per Proposition 62 on the November 2002 ballot. For fiscal year 2011-12, the budget estimate of $484,000 is slightly lower than the prior year and is based on the current year estimate of business license receipts. 1.5.2 Building Permit Fees: The 2011-12 budgeted revenues of $150,000 are based on estimated new construction within the City. Provide permit processing and quality control and inspection services for the following: new construction for North Bay Center- 24-Hr Fitness; various tenant improvements at Sonoma Mountain Village;. 1 01 Message Center Sign; Oxford Suites Hotel; 1.6 Interest and Rents , 1.6.1 Investment Earnings - Interest on the City's portfolio was at one- time a major source of revenues; however, the average portfolio yield has been on a steady decline since 2007. The yield is currently at about 1.0%, almost a 4% decline since 2007. The currerit year budget if $500,000, but investment earnings are expected to come in at only $385,000, $115,000 below budget. This decline is a direct result of the recession and the banking crisis. The FY 2012 projection is conservatively budgeted at $400,000, anticipating a slight growth in interest rates. Included in this projection is the interest of $186,750 on the refinanced loan between the City and Redevelopment Agency as mentioned below. The city deposits about 57% of its portfolio at the current time with the State of California Local Agency Investment Fund (LAIF). LAIF's current rate is 0.5%, significantly below the earnings rate in 2007. The City also currently holds $7 million in of its investment portfolio in medium term notes, which are currently earning an average rate of 1.4%. The City also invests in certificates of deposits (CD's), which are currently earning an average rate of 3.1 %. 1.6.2 CDC Loan - In 1989 & 1990, the City and Community Development Commission entered into three (3) loan agreements for the construction of the Budget Memo - Page 4M Performing Arts Center. All loans provided for 15-year paybacks of principal and interest. As part of the 1999 Certificate of Participation (COP's) issue (to build new City Hall), these loans were renegotiated and combined into one loan and the term of repayment was extended to match the 25-year repayment schedule for the City Hall COP's. In 2000, the loan agreement was amended to reflect a prepayment of $785,000. . For FY 2012, the Community Development Commission will pay to the City's General Fund as follows (for construction of the Performing Arts Center): Principal $90 ,000 (to Misc. Reserve) Interest 186,750 (to Interest Income) Total CDC funds to GF in 2011-12 $276,750 The outstanding debt as of6/30/11 is $2,075,000. In addition, the CDC currently pays the City $80,000 per year for the city owned land occupied by the Performing Arts Center that was a CDC project. The CDC also pays an additional $161,000 for the land on which the Community Center and Sports Center are located. These facilities were pledged as collateral as part of the 1999 COP issue. 1.6.3 Golf Course Lease Agreement Rohnert Park entered into' a new lease agreement with CourseCo to operate the City's two 18-hole golf courses. The lease term is 20 years with an optional 10-year extension. The lease also provides for an interim period of two years during course renovation. The annual base rent during the interim period was $200,000. In accordance with the lease agreement, the interim rent for the first two years may be reduced by a maximum of $100,000 per year to offset the losses of the operator during renovation. For the fiscal year 2001-02, this occurred and CoursCo did not make rent payments for six months in 2002-03 to recoup $100,000 of the net operating loss. The golf course operations for 2002-03 reflected a similar net operating 'loss. In 2003-04, CourseCo hoped that the newly renovated Courses would attract the, golfers back for full play and achieve the round-of-golf projections; however, actual play fell far short of projection. Due to a combination of a national decUne in golf, increased competition from new courses in the area, and a weak economy, CourseCo continued to experience financial difficulty in 2003, 2004, 2005 and 2006. Understanding that the golf situation was more of a long term situation, CourseCo asked that City for a second amendment to the lease to lower the rent until Budget Memo - Page 5M their bottom line improved. In March 2005, the City Council agreed to revise the contract and reduce the rent terms retroactive to July 1, 2004. Thus, in 2005-06, the City did not receive any rent due to the prior year retroactive credit. This credit also carried over to 2006-07, so the rent received was only $94,565. The City received $150,000 for both FY 2009 and FY 2010 as per the agreement. $150,000 was budgeted for FY 2011; however, to date the City has only received approximately $73,000. The amended structure of the lease provides for a minimum annual lease payment of $150,000 for the fiscal years 2005 through 2010; increasing by $25,000 every five years. The revised contract also requires a percentage for food & beverage and merchandise sales beginning July 1, 2015 based on certain thresholds. Consistent with the lease agreement, the FY 2012 budget includes $175,000. However, CourseCo haS presented the City with a proposal to restructure their current agreement due to the decrease of revenue as a result of declining golf activity. The City has not formally considered their proposal. During the past ten years, the City has received revenues (lease payments) for the'two golf courses as follows: ANNUAL GOLF REVENUE _.000 _.'100 400.000 =.000 1lSO.ooo 1M.ooo 1M.OOO 300.000 2M.000 200.000 1M.000 o o 100.000 M.ooo o 2002-03 2003-04 2OO4OS 2005-00 2008-07 2007.08 2OO8-Oa ~10 2010.11 2011-12 FI!;f':A1 YFAR' 1.7 Revenues From Other Agencies 1.7.1 State Motor Vehicle In-Lieu Taxes - Under current law, cities are guaranteed to receive subventions from the State of California from Motor Vehicle License Fees (in-lieu tax). A few years ago, the State enacted a 66.67% decrease in this tax. Also enacted was a "backfill" to local agencies for the revenue loss (all VLF revenue goes to local agencies). Budget Memo - Page 6M This tax decrease was made because of the large 1997-98 State surplus. The City received the "backfill" revenues in 2002-03. In fiscal year 2003-04, faced with a fiscal crisis and an inability to keep the cities MVLF whole, the Governor reinstated the MVLF back to the original rate. Because of timing of implementation, this did not take effect until October 1, 2003 and the cities absorbed the 66.67% loss for the first three months of the fiscal year, which equated to about $430,000. In November, 2003, Governor Schwarzenegger reduced the tax again by 66.67%, but kept the cities whole. Facing an even larger fiscal crisis in 2004-05 and a few years after, the State adopted a budget plan which included a permanent reduction of the MVLF rate from 2% to 0.65%, eliminating the "backfill". Cities, counties, special districts and redevelopment agencies were asked to make a two-year contribution of $1.3 billion each year to aid the State with their fiscal crisis. In exchange, the Governor led a successful campaign to secure legislative and voter support for a constitutional amendment with revenue and mandate protections equivalent to or better than the League of California Cities LOCAL Initiative. The VLF "backfill" was replaced with an equivalent amount of property tax that was shifted from ERAF. Like the sales tax swap, the schools will be made whole by the State's General Fund. For Rohnert Park, the loss for 2004-05 and 2005-06 is $470,889 each year. The estimate for the current fiscal year is $2,845,685, which is slightly higher than budget. The budget for FY 2012 is conservatively projected at $2,814,000 based on the amount received in the prior year. 1.7.2 ERAF Shift - The total loss in property tax from the ERAF shift in the early 1990's is $940,286 for FY 2010-11. In 2001 and 2002, because of the State's surplus, the City received a partial reimbursement of $100,000 for each year. Because of the State's fiscal crisis, it is extremely unlikely that the City will receive any further reimbursements. 1.7.3 58 90 Mandated Claims - The State budget for 2003-04 postponed the payment of all state mandated reimbursement claims indefinitely until the State's budget problems were resolved. The May. 2004 revised budget extended the postponement, but required that the State make payment of deferred mandate reimbursements to local governments beginning in 2006-07for prior year claims. In fiscal years 2007 and 2008, the City received $59,709 and $10,393 respectively, nothing in 2009, $12,000 in 2010 and about $20,000 for this current fiscal year. Due to the State's fiscal crisis, no money is budgeted for FY 2012. 1.7.4 Other Revenue - the budget assumes the continued receipt of P.O.S.T. reimbursements for Public Safety training, vehicle abatement revenue, and COPs grant. The FY 2012 budget also includes $24,000 in revenue from the Bullet- Budget Memo - Page 7M Proof Vest Grant and $35,000 from the Energy Efficient and Conservation Block Grant (EECBG). 1.8 Revenues from Charges for Current Services The City collects zoning and subdivision fees, general plan maintenance fees, plan review fees and engineering fees for new developments. The total budget for these fees for FY 2012 is $217,000. In addition, the Public Safety department receives reimbursement for annual fire inspections on commercial buildings and plan review fees for construction and remodeling, budgeted at $200,000 and fees for miscellaneous services, budgeted at $55,000. Furthermore, the department receives funding from the State for vehicle abatement, budgeted at $20,000, as well as the Alcohol Education Fee from local businesses, budgeted at $25,000. The Rohnert Park animal shelter contracts with Cotati to handle their impounded animals, as well as receives fees for adoptions. The total budget for the animal shelter fees is $65,000. 1.9 Recreation Income Recreation revenues are budgeted to increase by 12% in FY 2012 to $1,276,400 based on the prior year revenue of $1.1 million and a focus on enhancing programs/services, as well as introducing new programs/services to inspire greater community participation. Budget expectations fell slightly short in recreation programs and services due to a continued weak economy. To review the current needs of the community, the City Council appointed' a Parks, Recreation, and Open Space Committee to develop a parks master plan and consider the future of the area known as the "Community Fields". Over a 3-year period, after conducting community meetings, surveys, public forums, and stakeholder interviews, with the assistance of a consultant, the Committee produced the Parks and Recreation Facilities Master Plan. This plan was adopted by the City Council in May 2008. The implementation of an EFT system for monthly memberships at the Sports Center helped boost membership sales by providing a stable source of revenue. Also, the launching of the City's first Farmer's Market and Tasty Tuesdays brought a new source of revenue for the City and a wonderful event for the Community. Contract Course revenue at the Community Center has increased with a number of new course offerings. The Pottery Studio has been reorganized ar1d is now returning revenues that recover costs. Revenues were adjusted upward for FY 2012 budget for all major categories to reflect the new emphasis on programs and services that cater to the Community. The Community Center revenue, however, was adjusted. downward, as rentals are falling short of expectations due to the current economic climate. Budget Memo - Page 8M The Recreation Department operation for FY 2012is as follows: Sports Conm.mity Conm Centers Senior Center EVents Rentals CenterNan Pools Revenues $579,400 $76,000 $290,000 $128,000 $145,500 Expenditures 489,683 96,861 380,505 199,716 309,301 A"ofit or (Loss) Before Adninistration allocation $89,717 ($20,861) ($90,505) ($71,716) ($163,801) 2.0 Performing Arts Center Revenue The City has a superb' performing arts center which offers a variety of artistic events, such as plays, dance, musical performances and arts education. The Center is also rented out to private groups for productions and special events. The Center received a large endowment when it first opened. The Endowment Fund is to be retained with the interest earnings used for operation of the Center. The current balance in the Endowment Fund is $1,265,851. The Center has always operated at a deficit, with the General Fund subsidizing the loss. A few years ago, an electronic freeway sign was mounted to advertise center events as well as other private advertisement. The City's plan was that the revenue generated by the advertising would reduce the General Fund's contribution. In FY 2010, the PAC changed direction from being a production and rental facility, to primarily a rental facility. This change in direction was implemented as a cost- saving measure. The current year PAC model, while primarily a rental, has also offered some wonderful collaborative performances, which have increased the bottom line. Although the Center itself has had a strong, successful year, the sign rental revenue is far below budget. ' This can be certainly attributed to a weak economy, but is also a direct result of the City's desire to transition to anew, state-of-the art message center. The City will soon be entering into an agreement with a private company to build, operate and maintain a much higher quality sign. The City will receive a fixed amount of monthly revenue, or can choose a one-time option to convert to 20% of gross revenue. The City will also receive 10% of total airtime for City advertisements. The operating loss for FY 2012 is budgeted at $139,526, primarily because once the new message center is operating, the sign revenue will no longer be designated for PAC operations. Taking into account the removal of sign revenue from PAC, the operating loss for FY2011-12 is estimated at $89,295, about $17,000 higher Budget Memo - Page 9M than last year's budgeted amount. This is attributed to expenses that, up until now, have been covered by trade agreements. However, these trade agreements are about to expire, and because of this, PAC will need increases to its printing and marketing budgets so it can continue to promote itself as a viable rental facility and center for performing arts. 2.5 Miscellaneous Income/Donations The FY 2012 budget includes $100,000 from miscellaneous income and donations. 3. EXPENDITURES Since fiscal year 2008, in response to the lengthy recession, the City has implemented a number of cost-savings measures, including layoffs, early retirement incentives, reductions in pay and benefits, cost efficiencies and reductions in service levels. The total operating budget has been reduced by almost $8 million through these difficult, but necessary measures. The FY 2012 budget is $28.3 million, about $300,000 less than the FY 2011 budget. 3.1 Employee Costs Personnel costs make up approximately 80% of the General Fund Operating Budget. All of the bargaining units' contracts, with the exception of the Public Safety Management Association, are set to expire June 30, 2011. In an effort to reduce costs in the last contract negotiations, the City was successful in negotiating furloughs for all employees, as well as creating a second tier for the Miscellaneous PERs Plan reducing the pension formula from 2.7% @ 55 to 2% @ 55 effective for all new hires after July 1, 2011. The City also reduced the hourly rate for all part-time hourly employees by 5%. In prior negotiations, the City was successful in obtaining employee contributions towards medical plans and reducing the retiree medical benefit. In addition, the City initiated a series of measures to reduce the workforce through an early retirement incentive, restructuring departments for greater efficiencies and reduction or elimination of non-essential City services. Through these measures, the City was able to reduce the FTE count by 37 positions to 154 FTE's, which saves significant dollars, as payroll costs are approximately 80% of the City's General Fund budget. The FY 2012 budget includes further restructuring of departments and consolidation of services. The following is a list of the changes to the authorized positions in the FY 2012 budget: Froze Assistant City Manager Added Economic Development Manager ($s from ACM position) Budget Memo - Page 10M Froze Deputy City Clerk Froze (1) Account Specialist Added Budget Analyst/Accountant ($s from elimination of PIT accountant and 1 Account Specialist position) Removed Fire Commander Froze (1) Lieutenant Removed (2) Public Safety Officers Added (1) Community Service Officer ($s from elimination of PSO positions) Removed (1) Dispatcher Added Customer Service Representative ($s from elimination of PIT positions) Added Recreation Specialist ($s from elimination of PIT positions) Added Maintenance Worker Trainee ($s from elimination of PIT positions) The FY 2012 budget also includes the absorption of the PERs pension rate increase, which added an additional $386,475 to the payroll costs, as well as the 10% increase in medical premiums ($177,000). Unfortunately, both of these costs are not within the control of the City, and it is expected that they will continue to rise in future years. Overall, even with the increased costs for PERs pension and medical premiums, salary and benefit costs were reduced by about $132,000 from current year budget and are projected to be about $21.5 million for FY 2012. 3.2 Supplies & Other Operating Expenditures As mentioned above, all operational expenditures were carefully scrutinized and some major budgeted purchases for equipment and vehicles, as well as facility maintenance were deferred to FY 2012. Overall, operational costs are budgeted at $5.8 million for FY 2012, about $200,000 less than FY 2011 budget, with departments only budgeting the minimum amount for supplies and services and assuming tasks previously performed by contract services, such as janitorial services, at a lower cost. 3.3 Capital Outlay Due to the structural deficit, the City is only purchasing items that are critical. Total capital expenditures are budgeted at $309,500, of which $135,000 is for police vehicles that will be paid from the Traffic Safety Fund. The other major items are $30,000 for police communication equipment, $60,000 to replace the floor at the Senior Center Multi-purpose room and $30,000 for new cardio equipment at the Sports Center. 4. LONG-TERM PROJECTION In analYzing the City's financial and budgetary condition it is apparent that the City has been operating with a structural deficit for a number of years. Furthermore, any budget shortfalls were funded through the sale of surplus assets and dipping into reserves. This structural deficit has been compounded by the prolonged recession, Budget Memo - Page 11M which has had a dramatic impact on many of the City's major revenue sources. In total, revenues have decreased by almost $4 million from their peak three to four years ago. Since FY 08-09 and intoFY 11-12, the City has been able to reduce expenditures by almost $8 million dollars while still providing all mandated, core and limited discretionary services. While this is a commendable achievement, the City is still far from, financial solvency or stability. The FY 2012 budget projects a structural deficit of approximately $2 million. In addition, the City has exhausted all General Fund reserves and has no safety net for any further economic declines or catastrophic events. . In the first quarter of FY 2012, the City Council will undertake the development of a long-term strategic plan which include an element consisting of fiscal policies and fiscal plan to set a path for financial solvency. In addition, the City will be focusing on execution of its adopted economic development plan in efforts to assist our local businesses. The City will also pursue new revenue opportunities, including new tax measures and fees. In addition to addressing the operational deficit, the City has a much larger task at hand - the mounting unfunded liabilities in retiree medical, infrastructure maintenance and replacement and equipment/vehicle replacement. The total annual obligation to fully fund these liabilities is approximately $22.4M. As the City approaches its 50th birthday, much of the original infrastructure is aging and replacement costs could run in the millions of dollars. The City's most recent actuarial valuation for FY 2012, shows the unfunded retiree medical liability for the General Fund at $44.9 million, with an annual required contribution of $2.5 million. The City has created an Other Post Employment Benefits (OPEB) Trust Fund through CalPERs and will begin funding with contributions from the Water and Sewer Funds for the water and sewer staff. ' However, the City remains on a "pay-go" basis for the existing retirees. While the City Council recently approved funding the $44.9 million OPEB obligation through a 20- year phase in plan, this will be a difficult task to accomplish in light of the sizeable structural deficit. The most critical issue of all, however, is the amount of unrestricted cash on hand. The deficit at year-end FY 2011 is estimated at $1 million. Due to increased PERS and medical cost, the FY 2012 budget projects a deficit of approximately $2 million. In terms of available cash,' the City will be left with about $1.3 million by the end of the FY 2012. Thus, the City Manager and Executive Team immediately following formal adoption of FY 2012 Budget, will begin to develop a short-term (6 to 12 months) financial plan to maintain sufficient cash for on-going operations until a long-term plan is in place that provides an operational model that is sustainable. Budget Memo - Page 12M The City's history of cash balances are shown below in this graph: CASH BALANCES 12 8 10 6 4 2 o 2006 2007 2008 2009 flSl"AI YfAR 2010 2011(.$t) 2012(bud) Budget Memo - Page 13M Draft Copy CITY OF ROHNERT PARK 2011-12 Budget GENERAL FUND GENERALFUNDCASHBAL7HH1 REVENUES: Property Taxes Taxes (Other Than Property) Licenses and Permits Fines Interest and Rents From Other Agencies Charges for Current Services Miscellaneous TOTAL REVENUE OTHER SOURCES/(USES) OF CASH: From Gas Tax Fund From Reserves From Rent Appeals Board Fund , From Vehicle Abatement Fund (Code Enforcement Officer) To Vehicle Abatement Fund From Refuse Fund (Code Enforcement Officer) From FIGR (per MOU) From Measure M Funds From SLESF (AB 3229) Fund From Senior Center Donation Cash To Senior Center Donation Cash To General Plan Maintenance Fee From General Plan Maintenance Fee From CDC Housing/Project Fund From Water Operating Fund From Sewer Operating Fund From Traffic Safety Fund To Traffic Safety Fund TOTAL NET SOURCES OF CASH EXPENDITURES: General Government Public Safety Public Works & Parks Recreation and Performing Arts Center Sub-total Exp. Charged To Water Operation Exp. Charged To Sewer Operation Exp. Charged To Community Dev. Commission/Housing Exp. Charged To Community Dev. Commission/Projects Exp. Charged to Refuse Enterprise Fund TOTAL EXPENDITURES & TRANSFERS GENERAL FUND CASH BAL 6/30H1 - EST. Estimated Actual $0 2,402,000 11,702,902 795,000 160,500 1.114,250 3,098,000 2,174,520 100,000 $21,547,172 306,000 o 23,500 15,000 (20,OOO) Budgeted revenue for FY11/12 10,000 Per Refuse Contract o 520,000 100,000 Waiting for final State budget cuts 60,000 Multi-purpose floor (8,000) Budgeted revenue for FY11/12 (1,500) Budgeted revenue for FY11/12 ,65,000 Per Development Services 111,686 85% of Staff's S&B 145,000 Retiree medical cost share 79,000 Retiree medical cost share 135,000 3 Police SUV's (80,OOO) Vehicle Fines only $23,007,858 8,738,459 15,504,118 2,020,578 2,003,303 $28,266,458 (1,126,200) (750,800) (453,000) (574,000) (300,000) $25,062,458 ($2,054,600) I 2011-2012 Budget GENERAL FUND REVENUES Est. Actual Budget Budget $ INCREASE % IN CRt REVENUES 2010-11 2010-11 2011-12 (DECREASE) (DECR) Property Taxes Property Taxes~Secured $2,260,240 $2,537,000 $2,215,000 ($322,000) -13% Property Taxes-Unsecured 145,000 155,000 145,000 (10,000) -6% H.O.P.T.R. 42,000 43,000 42,000 (1,000) -2% Total Property Taxes $2,447,240 $2,735,000 $2,402,000 ($333,000) -12% Other Taxes Real Property Transfer Tax 64,310 $84,000 $65,000 ($19,000) -23% Sales and Use Tax 6,356,500 5,586,514 6,948,233 1,361,719 24% Sales Tax Compensation Fund 1,543,500 1,898,276 '1,579,669 (318,607) -17% Transient Occupancy Tax 1,693,702 1,600,000 1,700,000 100,000 6% Franchises P.G. & E. 362,400 340,000 360,000 20,000 6% Comcast Cable TV 495,582 475,000 490,000 15,000 3% Refuse Franchise Fee 557,905 600,000 560,000 (40,000) -7% Total Other Taxes $11,073,899 $10,583,790 $11,702,902 $1,119,112 11% Licenses and Permits Business Licenses 480,000 $486,000 $484,000 ($2,000) 0% Animal Licenses 67,000 60,000 65,000 5,000 8% Building Permits 138,000 140,415 150,000 9,585 7% Plan Check Fees 75,000 103,000 96,000 (7,000) -7% Total License & Permits $760,000 $789,415 $795,000 $5,585 1% Fines, Forfeits & Penalties Vehicle Code Fines 77,000 $100,000 $80,000 ($20,000) -20%, Parking Fines 58,000 50,000 60,000 10,000 20% Impound Fees 17,000 20,000 17,000 (3,000) -15% Other Court Fines 3,500 20,000 3,500 (16,500) -83% Total Fines, Forfeits & Pen. $155,500 $190,000 $160,500 ($29,500) -16% Rev from Use of Money & Property Investment Earnings 385,000 $500,000 $400,000 ($100,000) -20% Rent: Golf Courses 72,917 150,000 175,000 25,000 17% Message Center Lease 0 0 '. 48,000 48,000 100% Rent: Billboard Land Lease 10,000 10,000 10,000 0 0% Rent: Land N. of Big 4 Rents 4,350 4,295 4,350 55 1% Lease: Main Station Cell Towers 191,000 200,000 193,000 (7,000) -4% CDC Land Leases 241,000 241,000 241,000 0 0% Rent: Royal Coach Chevron 9,700 9,600 9,700 100 1% Rent: OADS Community Center 4,800 800 500 (300) -38% Rent: OADS Annex 22,650 22,000 29,400 7,400 34% Rent: Alternative Ed. School 3,300 3,300 3,300 0 0% Total Rev Use of Money & Prop. $944,717 $1,140,995 $1,114,250 ($26,745) -2% ~, :2 Est. Actual Budget Budget $ INCREASE % IN CRt REVENUES 2010-11 2010.11 2011-12 (DECREASE) (DECR) Rev from Other Agencies State Motor Veh In Lieu 135,000 $114,000 $114,000 $0 0% Property Tax in-Ieiu of VLF 2,710,685 2,728,000 2,700,000 (28,OOO) -1% Public Safety Augment. Fu"nd 185,000 185,000 185,000 0 0% Grants: General Fund 100,000 159,000 59,000 (100,OOO) -63% P.O.S.T. Reimbursements 47,000 40,000 40,000 0 0% SB 90 Mand,Costs Reimb. 20,000 0 0 0 0% Total Rev Other Agencies $3,197,685 $3,226,000 $3,098,000 ($128,000) -4% Charges for Current Services Zoning & Subdivision Fees 87,212 $160,000 $93,000 ($67,OOO) -42% General Plan Maintenance Fee 1,000 20,000 1,500 (18,500) -93% Plan Review Fee 9,095 0 12,500 12,500 100% Sale of Maps, Etc. 1,100 1,200 950 (250) -21% Special Public Safety Servo 55,000 55~000 55,boo 0 0% Fire Company Inspection Fee 205,000 195,000 200,000 5,000 3% Vehicle Abatement Revenue 20,000 20;000 20,000 0 0% Animal Shelter Fees 65,000 70,000 65,000 (5,OOO) -7% Alcohol Education Fee 27,200 25,000 25,000 0 0% Engineering Fees 110,000 200,000 110,000 (90,OOO) -45% Sub-Total Chgs. For Curr Svc. 580,607 746,200 582,950 (163,250) -22% Recreation Related Income Sports Center 540,554 517,900 579,400 61,500 12% Swimming Pools 164,000 144,300 145,500 1,200 1% Community Events 28,773 32,000 76,000 44,000 138% R.P. Comm Cntr Rentals 293,345 353,500 290,000 (63,500) -18% Burton Ave Center Rentals 24,000 20,000 28,000 8,000 40% Ladybug Rec Building 8,500 7,000 8,500 1,500 21% Senior Center 80,000 66,500 128,000 61,500 92% Field Rentals 0 0 21,000 21,000 100% Scout Hut 30 800 0 (800) -100% Total Recreation Income 1,139,202 1,142,000 1,276,400 134,400 12% Performing Arts Center 251,000 199,000 282,800 83,800 42% PAC Sign Rental Revenue 59,000 125,000 24,000 (101,OOO) -81% Library Landscape Maint. 8,400 9,000 8,370 (630) -7% Total Charges Current SerVices $2,038,209 $2,221,200 $2,174,520 $54,320 2% Miscellaneous Income/Donations 110,000 $87,000 $100,000 $13,000 15% Total General Fund Revenues $20,727,250 $20,973,400 $21,547,172 $674,772 3% 3 CATEGORY /DEPT. GENERAL GOVERNMENT City Council . City Administration Finance & Accounting Information Systems Legal Services Development Services Human Resource Rent Appeals Board City Office Building City Office Annex General Gov't -Non Dept. Retired Empl. Benefits General Gov't -Non Dept.(T /O) TOTAL GENERAL GOVERNMENT PUBLIC SAFETY Police /Fire Personnel Police Protection Fire Protection Fire Prevention Animal Control Animal Shelter Public Safety Bldg. Main . Public Safety Bldg. North Public Safety Bldg. South Civil Preparedness /Haz Mat TOTAL PUBLIC SAFETY Draft Copy�// CITY OF ROHNERT F'A'RK 2011 -2012 BUDGET GENERAL FUND EXPENDITURES 2010 -11 2010 -11 EST.ACTUAL BUDGET $ 75,125 731,911 1,104,160 518,127 318,128 963,626. 410,714 123,938 253,111 . 22,586 1,482,311 1,581,986 7, 182,247 _- _ $ 12,845,532 917,565 135,521 174,730 351,868 41,482 192,272 20,420 5,204 $90,818 770,162 1,147,900 533,804 425,000 1,154,429 420,500 150,912 506,996 23,580 1,698,674 1,518,128 258,290 $13,067,346 1,255,100 198,700 224,810 455,504 44,940 216,100 23,000 10,500 4,000 2011 -12 BUDGET $80,178 746,209 1,182, 035 578,506 425,000 1;009,623 429,509 141,996 . 518,981 22,064 1,746,053 1,632,348 225,057 -: W $12,879,944 1,414,339 227,710 238,752 429,099 48,674 228,100 23,000 10,500 4,000 $ INCREASE (DECREASE) ($10,640) (23,953) 35,035 44,702 0 (144,806) 9,009 (8,916) 11,985 (1,516) 47,379 114,220 (33,233) $35,2& ($187,402) 159,239 29,010 13,942 (26,405) 3,734 12,000 0 0 0 CHANGE (11.72 %) (3.11%) 3.05% 8.37% 0.00% (12.54 %) 2.14% (5.91%) 2.36% (6.43 %) 2.79% 7.52% (12.87 %) 0.45% (1.43% 12.69% 14.60% 6.20% (5.80% 8.31. % 5.55% 0.00% 0.00% 0.00% V.VJ %0 CATEGORY /DEPT. PUBLIC WORKS /PARKS General Maintenance of Streets & Bikeways Storm Drains & Drainage School Grounds Park Maintenance Park Landscape TOTAL PUBLIC WORKS /PARKS RECREATION Recreation Commission Community Events Senior Citizen Center Benecia Pool Honeybee Pool Magnolia Pool Sports Center Comm. Center Compl. Gr. . R.P. Community Center Burton Ave. Rec. Center Benecia Youth Center Ladybug Rec. Bldg. Scout Hut Golf Course Performing Arts Center TOTAL RECREATION OTHER Library* Booking Fees /County ** Prop Tax Admin Fee /County * ** Sexual Assault Examinations ** TOTAL ALL DEPARTMENTS. *Budget 2012 included in Park Maintenance * *Budget 2012 included in Public Safety ** *Budget 2012 included in General Gov't 2010 -11 EST. ACTUAL $ 528,263 684,961 81,063 489 372,281 342,875 $2,00 32- $ 20,476 53,163 174,516 64,165 198,200 18,482 412,855, 8,451 422,351. 32,240 2,919 5,044 36 2,724 399,295 $1,,814,91 i $ 2,000 25,250 112,500 12,600 $ 152, 5rs' Draft Copy 2010 -11 BUDGET $ 332,421 786,083 124,187 5,000 502,832 476,263 -$2M, 7W $ 27,000 44,000 121,093 151,715 212,159 17,607 509,152 1,500 456,407 39;587 1,500 11,851 500 2,740 396,513 $ 1 991T $ 10,000 20,000 110,000. 15,000 $26,429,763 $28,574,303 2011 -12 BUDGET $ 339,187 745,162 94,539 0 412,786 428,904 $2,020, $ 21,905 96,861 199,714 85,699 198,395 25,207 489,653 0 380,505 39,157 1,500 11,154 0 7,227 446,326 $2,,00TU0- $0.00 0.00 0.00 0.00 $28,266,458 $INCREASE (DECREASE) $ 6,766 (40,921) (29,648) (5,000) (90,046) (47,359) $ (5,095) 52,861 78,621 (66,016) (13,764) 7,600 (19,499) (1,500) (75,902) (430) 0 (697) (500) 4,487 49,813 $ 9,15 (10,000) (20,000) (110,000) (15,000) (307,845) CHANGE 2.04% (5.21%) . (23.87 %) (100.00. %) (17.91%) (9.94 %) 0 (18.87 %) 64.93% (43.51%) (6.49 %) 43.16% (3.83 %). (100.00 %) (16.63 %) (1,09 %) 0.00% (5:88 %) (100.00 %). 100.00 %. 12.56% 0. (100.00 %) (100.00 %) (100.00 %) (100.00 %) $ (4.MT (1.08 %) General Government: City Council City Manager Finance & Accounting Information Services Legal Services Development Services Human Resource City Offices Building City Offices Annex Non-Departmental D raft Co py CITY OF ROHNERT PARK 2011-12 Budget COMPUTATION OF GENERAL FUND ALLOCATION TO UTILITY FUND 2011-2012 Budget Estimated % Applied to Utility Operations Amount 80,178 746,209 1,182,935 ,578,506 425,000 1,009,623 429,509 518,981 22,064 1,746,053 5% 15% 50% 25% 1% 28% 15% 20% 50% 32% $4,009 111,931 591,468 144,627 ,4,~50 282,694 64,426 103,796 11,032 558,737 1,876,970 ** Used $1,8T7,000 divided as follows: Total Monthly Fund Percent Dollars Recharge Water 60% $1,126,200 $93,850 Sewer 40% 750,800 62,567 100% $1,877,000 $156,417 6 Draft Copy COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF ROHNERT PARK 2011-12 Budget COMPUTATION OF GENERAL FUND ALLOCATIONTQ CDC PROJECT FUND 2011-12 Budget General Government: City Council City Manager Finance & Accounting Information Systems Development Services Human Resource City Offices Building City Offices Annex Non:-Departmental 80,178 746,209 1 ,182,935 578,506 1,009,623 429,509 518,981 22,064 1,746,053 Total ** Rounded amt used in 2011-12 budget:;: Estimated % Applied to Redevelopment Operations Amount 10% 25% 10% 5% 6% 5% 5% 10% 7% $574,000 $8,018 186,552 118,294 28,925 60,577 21,475 25,949 2,206 122,224 $574,221 ** 7 COMPUTATION OF GENERAL FUND ALLOCATION TO CDC HOUSING FUND Estimated % Applied 2011-12 to Housing Budget ,Operations Amount General Government: ----- ----- City Council 80; 178 10% $8,018 City Manager 746,209 10% 74,621 Finance & Accounting 1,182,935 10% ' 118,294 Information Systems 578,506 5% 28,925 Development Services 1,009,623 6% 60,577 Human Resource ,429,509 5% 21,475 City Offices Building 518,981 10% 51 ,898 City Offices Annex 22,064 10% 2,206 Non-Departmental 1,746,053 5% 87,303 Total $453,317 ** ** Rounded amt used in 2011-12 budget= $453,000 g Draft Copy City Council Budget Analysis 2009 2010 2011 2011 2012 Account Description ' Actual Actual Adopted Estimated RequeStd 001-1100-400-4101 City Council /Salaries 34,870 23,920 24,660 25,081 24,660 sb 001-1100-400-4901 Oty Council /Pers/Employer 5,238 3,877 4,676 5,477 sb 001-11.00-400-4902 Oty Council /Pers/Employee 2,513 1,914 2,131 2,007 2,131 sb 001-1100-400-4905 City Council/ Alt Ben Prog/O 6,300 8,400 8,400 sb 001-1100-400-4906 City Council/ Alt Ben Prog/ 2,100 4,200 12,600 4,200 21,000 sb 001-1100-400-4908 City Council /RHS Plan 900 1,800 7,350 4,500 sb 001-1100-400-4920 City Council /Health Ins/BI 13,538 11,390 22,166 10,789 sb 001-1100-400-4921 City Council /Medicallnsur 11,405 10,473 9,970 sb 001-1100-400-4922 City Council fMedicallnsur sb 001-1100-400-4923 City Council /Eye Care 1,674 1,236 2,500 1,236 2,500 sb 001-1100-400-4924 City Council /Dental Care 9,014 5,649 9,800 5,877 9,800 sf) 001-1100-400-4925 City Council /Medicare 506 347 360 364 360 sb 001-1100-400-4970 City Council' /ManagementMe 1,574 355 1,000 350 sb 001-1100-400-5210 City Council/Dept Supplies 111 277 500 546 500 s 001-1100-400-6601 Travel & Meetings-legislative 295 480 2,375 m 001-1100-400-6602 T&E - City Represesentation 1,072 1,288 3,050 1,550 3,050 m 001-1100-400-6606 Oty Council-T&M-Stafford 350 227 1,000 1,000 m 001-1100-400-6611 Travel/Mtgs-Mackenzie 1,132 2,105 1,000 274 2,200 m 001-1100-400-6612 City ,Council/Travel-Belforte 185 279 1,000 250 1,000 m 001-1100-400-6613 Oty Council/Travel-Callinan 205 401 1,000 (262) 1,000 m 001-1100-400-6614 Oty Council/Travel-Ahanotu 1,060 1,000 m 92,981 78,616 90,818 77,981 80,178 9 Draft Copy . City Manager Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1200-400-4101 City Manager /Salaries 516,047 404,478 527,606 341,082 385,667 sb 001-1200-400h4110 City Manager /Longevity 7,697 7;500 8,223 8,517 sb 001"1200-400-4401 City Manager /Overtime Sala 3,231 1,056 sb 001-1200-400-4512 City Manager/Education Stipend 1,700 1,200 1,200 1,200 1,200 sb 001-1200-400-4520 City Manager /Other Payroll 47,507 156,853 35,275 27,513 26,537 sb 001-1200-400-4800 City Manager !Training & Edu tr 001,1200-400-4201 Oty Manager /Part-Time Sal 11,655 91,390 sb 001-1200-400-4510 City Manager /Non-Smoking A 300 300 300 300 sb 001-1200-400-4511 City Manager /Residency All 2,160 1,110 2,160 720 1,440 sb 001-1200-400-4901 City Manager /Pers/Employer 91,131 67,307 101,835, 62,790 85,928 sb 001-1200-400-4902 City Manager /Pers/Employee 46,083 36,083 26,175 30,230 33,425 sb 001-1200-400-4905 Oty Manager /AIt Ben Prog/D sb 001-1200-400-4906 Oty Manager /Alt Ben ProgfD 4,200 4,200 4,200 4,200 sb 001-1200-400-4907 City Manager /Alt Ben Prog/P sb 001-1200-400-4908 City Manager/RHS 900 900 1,650 1,800 sb 001-1200-400-4920 CitY Manager /Health Ins/BI 9,000 26,996 3,323 25,404 sb 001-1200-400-4921 City Manager IMedicallnsur 10,897 15,467 7,976 sb 001-1200-400-4922 City Manager IMedicaJ Insur sb 001-1200-400-4923 City Manager IEye Care 2,092 1,774 2,500 1,579 2,000 sb 001-1200-400-4924 Oty Manager /DentalCare 10,181 7,412 8,880 6,538 7,380 sb 001-1200-400-4925 Oty Manager /Medicare 9,128 8,824 8,334 6,026 7,340 sb 001-1200-400-4930 City Manager /Ufe Ins/Sala 1,466 1,183 825 1,185 957 sb 001-1200h400-4931 Oty Manager / L TO 2,466 1,811 2,653 1,733 1,911 sb 001-1200-400-5231 City Manager ICellular Phone 728 877 1,000 830 830 com 001-1200-400-5260 City Manager /Dues & Subscr 663 565 1,000 1,733 2,000 s 001-1200-400-5272 City Manager /Auto Allowanc 9,392 7,318 8,000 6,803 8,000 ve 001-1200-40Q-6101 City Manager /Contractual Se 31,325 214,800 cont 001-1200-40~6600 Oty Manager /Travels & Mee 3,021 3,226 3,000 1;680 3,000 m 001-1200-400"6910 City Manager /Miscellaneous 5,060 misc 001-120~400-8100 City Manager /Transfer Out to 001-1200-400"9520 Oty Manager /Cla-Office Eq co 001-120~400-9700 City Manager /C/a-Furniture co 791,645 760,768 770,162 737,468 686,209 /0 // Draft Copy Finance Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1300AOO-4101 Finance /Salaries 682,229 670,114 639,333 585,524 661,000 001-1300-400-4110 Finance /Longevity 34,771 31,082 31,036 30,813 32,390 00h1300-400-4401 Finance /Overtime Sala 51 748 46 001-1300-400-4520 Finance, /Other Payroll 25,567 54,153 21,348 32,712 21,781 001-1300-400-4201 Fina'nce /Part-Time Sal 32,265 57,368 42,000 53,416 001-1300-400-4510 Finance /Non-Smoking A 1,500 1,250 1,200 1,200 1,200 001-1300-400-4511 Finance /Residency All 4,320 3,786 2,880 3,600 3,600 001-1300-400-4800 Finance /Training & Edu 65 1,942 2,000, 2,000 001-1300-400-4901 Finance' /Pers/EmpJoyer 123,459 115,815 127,120 109,221 154,011 001-1300-400-4-902 Finance /Pers/Employee 62,343 60,622 50,680 52,625 59,909 001-1300-400-4906 Finance / Alt Ben Prog/D 8,400 10,850 12,600 12,600 12,600 001-1300-400-4908 Finance /RHS Plan 1,650 1,800 1,800 1,800 1,800 001-1300-400-4920 Finance /Health Ins/BI 35,896 40,467 62,941 24,579 79,104 001-1300-400-4921 Finance /Medicallnsur 22,828 32,794 31,017 001-1300-400-4923 Finance /Eye Care 4,115 4,118 4,875 3,570 5,000 001-1300-400-4924 Finance /Dental Care 15,165 15,682 15,085 13,254 15,460 001-1,300-400-4925 Finance /Medicare 11,441 12,001 10,089 ' 10,390 10,440 001-1300-400-4930 Fin~nce /Ufe Ins/Sala 1,686 1,595 1,481 1,364 1,515 001-1300-400-4931 Finance /LTD 3,700 3,464 3,312 3,045 3,425 001~1300-400-5140 Finance !Books/Pamphle 43 001-1300-400-5210 Finance /Spec. Departm 5,667 5,277 6,000 5,500 5,000 001-1300400-5231 Finance /Cellular Phone 426 2,622 2,500 1,878 2,000 001-1300-400-5260 Finance /Dues & Subscr 602 800 1,200 710 800 001-1300-400-5272 Finance /Auto Allowant 4,109 4,005 4,100 4,101 4,100 001-1300-400-5320 Finance /Vehicle Repai 6 001-1300-400-5330 Finance /Spec Dept Equ 2,888 3,807 3,000 3,800 001-1300-400-6101 Finance /Contractual 5 189,830 103,493 .100,000 133,115 100,000 , 001-1300-400-6310 Finance !Rent/Lease/Tax 29 001-1300c400-6600 Finance /Travels & Mee 356 201 1,000 71 2,000 1,275,376 1,239,854 1,147,580 1,116,181 1,182,935 /:( Draft Copy IS Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1310-400-410~ Data Processing /Salaries 122,723 128,060 128,060 126,114 134,464 001-1310-400-4520 Data Processing/Other Payroll- 1,234 10,548 1,295 001-1310-400-4201 Data Processing /Part-Time Sal 24,000 24,434 22,000 001-1310-400-4800 Data Processing/Training & Edu 5,000 4,000 1,000 001-1310-400-4901 Data Processing /Pers/Employer 141 24,284 22,106 29,866 001-1310-400-4902 Data Processing /Pers/Employee 68 9,681 10,651 11,618 001-1310-400-4908 Data Processing/RHS 900 900 001-1310-400-4920 Data Processing /Health Ins/BI 19,262 7,976 21,048 001-1310-400-4921 Data Processing /Medicallnsur 11,286 001-1310-400-4923 Data' Processing lEye Care 1,000 824 1,000 001-1310-400-4924 Data Processing /Dental Care 3,000 2,946 3,000 001-1310-400-4925 Data Processing /Medicare 1,874 2,318 2,375 001~ 1310-400-4930 Data Processing /Life Ins/Sala 276 217 276 001~1310-400-4931 Data Processing / lTD 633 617 664 001-1310-400-5210 Data Processing /Spec. Departm 11,000 17,347 13,000 001-1310-400-5230 Data Processing /felephone 80,000 79,000 80,000 001-1310-400-5231 Data Processing/Cellular Phone 13,000 9,371 10,000 001-1310-400-5260 Data Processing /Dues & Subscr 2,500 2,500 2,500 001-1310-400-5270 VEHICLE GAS & Oil 1,500 408 1,000 001-1310-400-5330 Data Processing /Software Main 100,000 90,000 113,000 001c1310-400-5340 Data Processing /Hardware Main 38,000 33,919 43,000 001-1310-400-5370 Data Processing/Equipment Rent 001-1310-400-6101 Data Processing /Contractual S 18,000 27,421 26,000 001-1310-400-6310 Data Processing/Equipment leas 50,000 61,313 60,000 001~1310-400-6600 Data Processing /fravels & Mee 1,500 284 500 001-1310-400-6910 Data Processing /Miscellaneous 122,932 128,060 533,804 546,561 578,506 /3 Legal Budget Analysis Account Description 001-1500400-6110 legal Services jProfessional Draft Copy 2009 Actual 602,478 2010 Actual 449,161 2011 Adopted 425,000 2011 Estimated 413,436 20i2 Requestd 425,000 cant /# Draft Copy Development Services Budget Analysis 2009 2010 2011 2011 2012 Actual Actual Adopted Estimated Requested Account Description (3 depts combined) (3 depts combined) 001-1600-300-3990 xxxx / Transfers In 65,000 001-1600-400-4101 xxxx /Salaries 1,051,814 1,188,465 864,313 861,367 864,313 001-1600-400-4110 xxxx /longevity 0 0 0 001-1600-400-4401 xxxx /Overtime Sala 10,725 5,205 6,200 325 4,000 001-1600-400-4520 xxxx /Other Payroll 14,045 20,018 32,264 42,157 32,264 001-1600-4004201 xxxx /Part~Time Sal 25,170 41,719 55,500 25,857 72,535 001-1600-400-4511 xxxx ' /Residency All 4,320 4,320 5,040 4,980 5,040 001-1600-400-4512 xxxx /Educ Stipend 0 1,200 1,200 0 1,200 001-1600-400-4800 xxxx /Training & Edu 15,062 5,677 10,200 692 6,500 001-1600-400-4901 xxXx /Pers/Employer 190,897 244,910 164,124 152,714 192,242 001-1600-400-4902 xxxx /Pers/Employee 90,587 109,586 65,433 73,578 74,780 001-1600-400-4905 xxxx / Alt Ben Prog/D 8,745 12,590 16,800 12,600 16,800 001-1600-400-4906 xxxx / Alt Ben Prog/D 4,195 4,200 4,200 0 001-1600-400-4908 xxxx /RHS 263 1,575 1,800 1,800 2,700 001-1600-400-4920 xxxx /Health Ins/BI 21,829 21,819 53,435 11,964 63,144 001-1600-400-4921 xxxx /Medicallnsur 23,009 14,780 0 41,833 0 001-1600-400-4923 xxxx /Eye Care 5,126 5,752 5,500 4,532 5,500 001-1600-400-4924 xxxx /Dental Care 17,502 21,793 17,880 16,691 17,880 001-1600-400-4925 xxxx /Medicare 16,293 18,601 13,091 14,015 14;326 001-1600-400-4930 xxxx /Ufe Ins/Sala 2,416 2,603 1,923 2,076 1,923 001-1600-4004931 xxxx /LTD 6,092 6,028 4,276 4,256 4,276 001-1600-400-4999 xxxx /Public Works -461,738 -525,664 -415,000 -543,263 -540,000 001-1600-400-5100 xxxx /Office Supplie 20 289 300 0 0 001-1600-400-5130 Postage 2,000 90 1,000 001-1600-400-5140 xxxx /Books/Pamphle 1,451 1,iol 3,600 4,653 2,000 001 ~ 1600-400-5210 xxxx /Spec. Departm 2,654 6,196 4;250 3,610 4,700 001-1600-400-5230 xxxx /Telephone 0 10 0 0 0 001-1600-400-5231 xxxx /Cellular Phone 4,155 4,438 4,300 2,835 3,000 001-1600-400-5240 xxxx / Advertising/P 3,673 5,521 3,000 6,536 7,000 001 ~ 1600-400-5251 xxxx /Clothing Allow 200 0 500 001-1600-400-5260 xxxx /Dues & Subscr 5,067 4,359 3,300 910 3,000 001-1600-400-5270 XXxx /Gas & Oil 3,000 188 1,000 001~1600-400-5272 xxxx /Auto Allowanc 12,400 12,214 12,400 001-1600-400-5320 xxxx /Vehicle Repai 2,774 2,761 800 0 800 001-1600-400-6101 xxxx /Contractual S 312,071 193,979 149,500 67,106 100,000 001-1600-400-6110 xxxx /Professional 97,899 46,365 60,000 9,719 30,000 001~1600-400-6310 xxxx /Rent/Lease/Tax 3,349 3,349 2,500 60 2,500 001-1600-400-6600 xxxx /Travels & Mee 2,156 847 1,300 100 800 001-1600-400-8100 xxxx /Transfers Out 1,500 1,481,617 1,474,492 1,154,429 840,393 1,009,623 IS- Draft Copy HR Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1700-400-4101 Personnel {Salaries 167,855 162,394 148,148 151,916 148,148 001-1700-400-4110 Personnel {longevity 10,731 10,318 10,399 10,246 10,616 001-1700-400h4520 Pers'l & Purch {Other Payroll 1,009 1,427 001-1700-400h4201 Personnel {Part-Time Sal 18,657 18,761 20,000 14,421 15,000 001-1700-400-4510 Personnel {Non-Smoking A 300 300 300 300 300 001-1700-400-4511 Personnel {Residency All 360 360 900 360 360 001-1700-400-4800 PerS'l & Purch /Training & Ed 239 840 001-1700-400-4901 Personnel {Pers{Employer 32,293 29,158 30,065 28,728 35,264 001-1700-400-4902 Personnel {Pers{Employee 16,208 15,268 11,986 13,842 13,717 001-1700-400-4906 Personnel {Alt Ben ProgfD 3,150 3,150 3,150 3,150 3,150 001-1700-400-4920 Personnel {Health Ins{BI 12,669 8,378 13,619 7,976 14,880 001-1700-400-4921 Personnel {Medicallnsur 5,928 5,643 001-1700-400h4923 Personnel {Eye Care 942, 927 1,125 927 1,125 001-1700-400-4924 Personnel {Dental Care 3,243 3,450 3,375 .3,315 3;375 001-1700-400-4925 Personnel {Medicare 2,870 2,786 2,330 2,570 2,552 001-1700-400h4930 Personnel {life Ins{Sala 414 326 311 312 311 001-1700-400-4931 Personnel {lTD 916 816 783 801 784 001-1700-400-5210 Spec Department Supplies 539 35 500 2,244 001-1700-400-6101 Admin Services {Contractual S . 60,403 42,099 80,000 83,922 120,000 001-1700-400-6110 Pers'l & Purch {Professional 14,737 150 80,000 40,000 001-1700h400-6210 Pers'l & Purch {Recruitment/G 18,336 34,459 5,000 5,229 10,000 001-1700-400-6220 Pers'l & Purch {Recruitment/P 18,974 1,442 5,000 3,698 5,000 001-1700-400~6230 Pers'l & Purch {Recruitment{R 11,405 001-1700-400-6240 Pers'l & Purch {Recruitment/F 7,320 8,042 2,402 001-1700-400-6250 Pers'l & Purch {Recruitment/D 2,024 1,000 1,000 001-1700-400-6260 Pers'l& Purch {Recruitment/A 6,665 403 418 001-1700-400-6210 Personnel {Recruitment{F 3,042 1,812 1,000 1,834 2,000 001-1700-400-6280 Admin Serv {Fitness For Duty 613 001-1700-400-5240 ADVERTISING{PUBlICA TIONS 1,152 500 253 500 403,498 . 351,914 420,500 356,751 429,509 /b Draft Copy RAE Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1710-300-3621 Rent Appeals Bd /Reg Fees/Rent 31,337 38,692 38,000 24,000 001.1710~300~3622 Rent Appeals Bd /Petition Fees 15 001-1710-300-3990 Rent Appeal Bd/Transfers In ,186,368 162,329 88,864 001-1710-400-4101 Rent Appeals Bd ISalaries 141,867 128,895 87,596 86,198 87,596 001-1710-400-4512 Rent Appeals Bd/Ed Stipend 850 600 600 600 600 001-1710-400-4520 Rent Appeals Bd/Other Payroll- 8,121 3,376 3,351 3,376 001;'1710-400-4201 Rent Appeals Bd /Part-Time Sal 8,074 1,549 001-1710-400-4511 Rent Appeals Bd/Residency Allo 720 540 001-1710-400-4901 Rent Appeals Bd /Pers/Employer 24,654 ' 21,369 16,724 15,370 i9,590 001-1710-400-4902 Rent Appeals Bd /Pers/Employee 12,404 11,186 6,668 7,406 7,620 001.1710-400-4908 Rent Appeals Bd/RHS Plan 900 638 001-1710-400-4920 Rent Appeals Bd/Health Ins/Blu 3,519 3,222 7,976 8,712 001-1710-400-4921 Rent Appeals Bd/Medicallnsura 7,654 8,378 7,976 001-1710-400-4923 Rent APPeals Bd/Eye Care 837 729 250 412 500 001-1710-400-4924 Rent Appeals Bd/Dental Care 2,882 2,713 1,500 1,473 1,500 001-1710-400-4925 Rent Appeals Bd /Medicare 2,197 2,026 1,328 1,307 1,328 001-1710-400-4930 Rent Appeals Bd/life Ins/Salar 301 242 138 138 138 001-1710-400-4931 Rent Appeals Brd /lTD 737 640 436 429 436 001-1710-400-5100 Rent Appeals Bd/Office Supplie 263 209 750 216 200 001-1710-400-5130 Rent Appeals Bd /Postage 317 266 750 297 300 001-1710-400;'5240 Rent AppealsBd !Advertising/P 512 001-1710-400-5260 . Rent Appeals Bd /Dues & Subscr 250 001-1710-400-6110 Rent Appeals Bd /Professional 8,979 13,287 22,SOO 553 10,000 001-1710-400-6600 Relit Appeals Bd /Travels & Mee 70 100 001-1710-400-6910 Rent Appeals Bd /Miscellaneous 55 217,720 204,608 150,912 125; 727 141,996 17 /R /9 Draft Copy , Non DepartmentJ./ Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1900-400-4401 Non-Department /Overtime Sala 280 001-1900-400-4201 Non-Department /Part- Time Sal 1,998 935 001-1900-400-4800 Non-Department /Training & Edu 29,839 18,799 25,000 15,141 16,000 001-1900-400-4901 Non-Department /Pers/Employer 001-1900-400-4921 Non-Department jMedical Insur 115 33 001-1900-400-4923 Non-Department /Eye Care 150 2 001-1900-400-4924 Non-Department /Dental Care 17 9 001-1900-400-4925 Non-Department /Medicare 40 4 14 001-1900-400-4930 Non-Department /Ufe Ins/Sala 1 0 001-1900-400-4950 Non-Department /Workman'S Com 740,211 523,848 487,661 487,661 444,318 001-1900-400-4951 Non-Department /W.C./Self-Ins 7,356 92,983 100,000 483 150,000 001-1900-400-4955 EAP Expense 7,384 9,327 9,300 8,041 9,000 001-1900-400-4999 . Non-Department /Public Works 1,350 001-1900-400-5140 Non-Department /Books/Pamphle 69 300 176 300 001-1900-400-5210 Non-Department /Spec. Departm 5,3~4 3,034 4,000 3,309 3,000 001-1900-400-5220 Non-Department /Heat/Light/Po 212 199 200 136 1,500 001-1900-400-5240 Non-Department / AdvertisingfP 6,242 3,665 7,000 8;000 8,000 001-1900-400-5260 Non-Department /Dues & Subscr 38,638 37,576 38,500 38,782 32,000 001-1900-400-5320 Non-Department /Vehicle Repai 346 1,298 1,000. 2,004 001-1900h400-6101 Non-Department !Contractual S 40,793 15,977 17,000 50,000 20,000 001-1900-400~6110 Non-Department /Professional 946 111,509 110,000 100,000 125,000 001-1900-400-6120 Non-Department /Audit Fees 79,587 88,212 86,000 110,240 75,000 001-1900-400-6410 Non-Department /lnsurance/Sur 447,081 370,030 599,713 785,063 574,935 001-1900-400~6420 Non,Department /Self-Insured 73,081 72,798 100,000 66,923 120,000 001-1900-400-6600 Non-Department /Travels & Mee 18,256 8,367 8,000 14,840 9,000 001-1900-400-6710 Non-Department /Community Pro 24,534 18,768 23,000 6,643 41,000 001-1900-400-6910 Non-Department /Miscellaneous 3;582 3,160 2,000 1,082 2,000 001-1900-400-6920 Bad Debrt 32A14 30,000 001-1900-400c6930 Non-Department /Election Expe 25,511 160 50,000 74,437 001-1900-400-8100 Non-Department /Transfer Out 7,661 001-1900-400-9699 Cash Balancing Short/long 41 5 (80) 1,559,286 1,413,597 1,698,674 1,773,830 1,631,053 :20 Property Tax Admin Budget Analysis Account Description 001-6710-400-6101 Prop Tx Adm Fee !Contractual S 001-6710-400-6140 Prop Tx Adm Fee!ERAF Shift Draft Copy 2009 Actual 107,087 2010 Actual 103,303 2011 Adopted 110,000 2011 Estimated 206,607 2012 Requestd 115,000 :<1 Draft Copy Non Departmental Employee Bene5t Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001-1910-400-4920 Emplyee Benfits /Health Ins/BI 570,548 456,548 1,086,000 527,889 1,200,567 001-1910-400-4921 Emplyee Benfits /Medicallnsur 398,088 419,181 489,217 001-1910-400-4922 Emplyee BenfitslMedicallnsur - 182,856 162,207 001-1910-400-4923 Emplyee Benfits /Eye Care 29,808 41,452 56,500 31,348 57,250 001-1910-400-4924 Emplyee Benfits /Dental Care 183,588 222,672 184,500 226,102 190,750 001-1910-400-4930 Emplyee Benfits !Ufe lns/Sala 10,533 12,841 13,628 10,093 14,281 001-1910-400-4940 Emplyee Benfits /State Unemplo 36,039 106,580 110,000 94,694 100,000 001-1910-400-4970 Emplyee Benfits !Management Me 62,868 54,738 67,500 43,203 69,500 1,291,472 1,496,868 1,518,128 1,584,753 1,632,348 ;;;.:; Draft Copy Non Depa.rtmentll Equipment Leases Budget Analysis Account Description 001-1930-400-8100 Non-Dept Leases{Transfer Out 2009 Actual 499,073 2010 Actual 129,987 2011 Adopted 258,290 2011 Estimated 174,896 2012 Requestd 225,057 ';;:;3 Draft Copy Public Safety Budget Analysis 2011 2012 2009 2010 2011 Account Description Actual Actual. Adopted 001 - 2100 - 400 -4101 P/S Personnel /Salaries 8,093,168 6,840,665 6,256,665 001 - 2100 - 400 -4102 P/S Personnel /Salaries -Disp - - - 001- 2100 - 400 -4110 P /S. Personnel /Longevity 176,934 87,568 107,942 001 - 2100 - 400 -4120 P/S Personnel /Fire Engineer 64,551 59,305 51,512 001- 2100 - 400 -4121 P/S Personnel /Fire. Compensa 319,301 188,769 139,509 001 - 2100 -400 -4124 P/S Personnel /FTO -CTO 58,816 53,654 49,998 001- 2100 - 400 -4125 P/S Personnel /Fire Captain 111,779 108,364 74,145 001- 2100 - 400 -4126 P/S Personnel /Emt Pay 54,400 49,002 43,932 001- 2100- 400 -4127 PS Personnel / P.O.S.T. 304,863 286,400 253,892 001 - 2100 - 400 -4128 P/S Personnel /Uniform Allowa 18,662 16,080 14,640 001 - 2100 - 400 -4129 PS Personnel / Detective Pay 39,438 42,322 42,179 001 - 2100 - 400 -4130 P/S Personnel /Court Time .59,832 66,773 60,000 001 - 2100 - 400 -4131 P/S Personnel /Acting Watch - - - 001- 2100 -400 -4132 P/S Personnel /Motorcycle Stipd 4;957 4,758 4,484 001 - 2100 -400 -4133 P/S Personnel /Fire Svs Stipend .18,098 19,898 17,191 001 - 2100 - 400 -4134 P/S Personnel /Canine Handler 4,338 4,758 4,484 001 - 2100 - 400 -4135 P/S Personnel /Field Evidence 5,734 4,482 4,078 001 -2100 -400 -4136 PS /Master Officer Stipend 65,649 56,965 56,049 001- 2100 -400 -4401 P/S Personnel /Overtime Sala 839,994 539,858 820,000 001 -2100- 400 -4501 P/S Personnel /Holiday Pay 468,493 375,200 349,529 001 - 2100 -400 -4512 P/S Personnel /Educational St 69,744 61,573 57,337 001 - 2100 - 400 -4520 P/S Personnel /Other Payroll 167,880 218,812 94,931 001- 2100 - 400 -4201 P/S Personnel /Part -Time Sal 12,836 70,455 165,000 001 -2100- 400 -4510 P/S Personnel /Non-- Smoking A 6,774 4,228 3,525 001 - 2100 - 400 -4511 P/S Personnel /Residency All 20,600. 5,570 4,320 001 - 2100 - 400 -4513 Public Safety/l n- District 127,830 114,300 101,700 001 - 2100 - 400 -4901 P/S Personnel /Pers /Employer 3,212,393 2,784,316 2,559,885 001 - 21p00- 400 -4902 P/S Personnel /Pers /Employee 931,184 795,468 691,455 0 2011 2012 Estimated Requestd 6,110,274 5,907,219 456 - 77,509 104,361 55,617 53,171 169,771 180,846 49,566 37,306 88,912 621462 44,832 37,430 290,316 26.1,403 13,960 13,680 27,872 19,308 59,582 60,000 1,765 1,500 4,107 2,137 20,785 15,447 4,758 4,484 4,241 8,155 62,589 56,049 857,892 900,000;;, 414,820 320,638 57,169 55,044 166,885 81,494 1141374 150,000 3,525 3,525 3,180 4,320 100,500 91,800 2,450,269 2,739,251 704,890 655,125 Public Safety Budget Analysis Account 001 - 2100 - 400 -4905 001 - 2100 -400 -4906 001 - 2100 - 400 -4908 001 -2100- 400 -4920 001 - 2100 = 4004921 001 -2100- 400 -4923 001 - 2100 - 400 -4924 001 - 2100 - 400 -4925 001 - 2100 - 400 -4930 001 - 2100 - 400 -4931 001- 2100 -400 -4970 001 - 2100- 400 -5231 001 - 2100 - 400 -5272 Description P/S Personnel /Alt Ben Prog /D P/S Personnel /Alt. Ben Prog /D PS /RHS Plan P/S Personnel /Health Ins /BI P/S Personnel /Medical lnsur P/S Personnel /Eye Care P/S Personnel /Dental Care P/S Personnel /Medicare P/S Personnel /Life Ins /Sala P/S Personnel /LTD P/S Personnel /Management Me PS Personnel /Cell Phone P/S Personnel /Auto Allowance 001 - 2200 - 400 -4800 Police /Training & Ed 001 - 2200 - 400 -4801 Police /Training /Ed. - 001- 2200 - 400 -4961 Police /Counseling 001 - 2200 - 400 -4999 Police /Public Works 001- 2200 - 400 -5100 Police /Office Supplie 001 - 2200- 400 -5125 Police /First Aid Sup 001- 2200 - 400 -5130 Police /Postage 001 =2200- 400 -5140 Police /Books /Pamphle 001 - 2200 - 400 -5210 Police /Spec. Departm 001 - 2200 7,400 -5211 Police /I.D. - 001 - 2200 - 400 -5212 Police /Armory 001 -2200- 400 -5230 Police /Telephone 001 - 2200 - 400 -5231 Police / Cell Phone Draft Copy 2009 Actual 19,250 36,750 43,225 213,792 540,089 52,691 147,937 154,116 16,572 6,972 Mill 46,897 24,392 727 82,460 21,991 253 10,269 1,616 30,013 4;704 73,653 2,760 2010 2011 Actual Adopted 13,300 - 21,344 33,600 15,450 13,500 234,982 723,683 581,341 - 43,909 41,125 134,828 127,925 131,049 110,640 13,206 11,759 5,137 1,732 1,270 - 25 - 3,326 - 13,092,346 8,230 30,000 24,329 30,000 500 1,000 102,789 105,600 11,178 20,000 3,048 10,000 472 1,000 29,600 30,000 3,019 5,500 48,934 67,000 457 - 5,060 35,000 2011 Estimated 8,400 21,000 10,200 169,791 526,562 40,348 119,173 121,338 11,962 4,067 145 (5,290) 12,988,110 7,504 15,730 114,226 .8,006 2012 Requestd 29,400 11,800 736,242 38,625 117,715 102,926 11,201 1,780 4,100 12,879,944 40,000 30,000 1,000 105,600 20,000 4,194 10,000 - 1,000 7,322 30,000 1,579 5,500 9,122 67,000 876 - 3,422 Draft Copy Public Safety Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001 - 2200 - 400 -5240 Police . /Advertising /P 800 125 500 - 500 001 - 2200 - 400 -5250 Police /Uniforms 17,069 5,499 30,000 12,226 30,000 001- 2200 - 400 -5260 Police /Dues & Subscr 1,667. 523 3,500 3,108 4,000 001 - 2200 - 400 -5270 Police /Gas & Oil 174,445 154,499 180,000 109,649: +70,000; 001 -2200- 400 -5272 Police /Auto Allowanc 67 001- 2200 - 400 -5310 Police / Facility Maintenance 1,080 806 - 126 - 001- 2200- 400 -5313 Public Safety /Fac.Maint -N /R 1,072 5,905 - - - 001- 2200 - 400 -5320 Police /Vehicle Repai 57,175 66,292 60,000 53,584 60,000 001 - 2200- 400 -5330 Police /Spec Dept Equ 14,550 9,093 9,000 5,696 10,000 001 - 2200 -400 -5340 Police . /Office Equipm 533 - 2,000 465 2,000 001 -2200- 400 -6101 Police /Contractual S 458,689 379,899 500,000 489,387 500,000 001 - 2200 - 400 -6110 Police /Professional 1,227 55,592 2,000 - 2,000 001- 2200 - 400 -6310 Police /Equipment Leas 56,625 49,369 501000 51,947 50,000 001 - 2200 - 400 -6600 Police /Travels & Mee 2,039 4,056 5,000 1,283 7,239. 001 -2200- 400 -6710 Police /Community Pro 513 229 - - 500 001 - 2200 - 400 -6910 Police /Miscellaneous 3,092 672 3,000 1,118 3,000 001- 2200- 400 -6911 ABC reimbursements expenses 12,844 163 - 41626 001 -2200- 400 -9530 Police /C /O- Communica 8,272 49,769 50,000 1,527 .50,000 001 - 2200 - 400 -9610 Police /C /O- Vehicles/ 7,596 - - _ 1a r23iV ?{YISi:Te'H 1,230,100 906,721. 1,359,339 001 - 2300 - 400 -4800 Fire . /Training & Ed . 12,954 5,034 10,000 694 20,000 001 - 2300 - 400 -4999 Fire /Public Works 36,460 46,032 28,800 27,456 24,960 001 - 2300 - 400 -5100 Fire /Office Supplie 1,580 407 500 1,309 1,000 001 - 2300 -400 -5125 Fire /First Aid Supp 2,747 4,356 6,000 164 6,000 001 -2300- 400 -5140 Fire /Books /Pamphle 696 706 1,000 34 1,500 001 - 2300 - 400 -5210 Fire /Spec. Departm 231702 11,307 10,000 8,408 10,000 001 - 2300 - 400 -5231 Fire / Cell Phone - - - 90 - Public Safety Budget Analysis Account Description 001 - 2300 - 400 -5250 Fire /Uniforms 001 -2300- 400 -5260 Fire /Dues & Subscr 001 - 2300 -400 -5270 Fire /Gas & Coil 001 - 2300 - 400 -5320 Fire /Vehicle Repai 001- 2300 - 400 -5321 OES Vehicle 001 - 2300 - 400 -5330 Fire /Spec Dept Equ 001- 2300 =400 -5350 Fire /Small Tools 001 - 2300 -400 -6101 Fire /Contractual S 001- 2300 - 400 -6105 Fire /Vol Firefighte 001 - 2300 - 400 -6310 Fire /Equipment Leas 001 - 2300 - 400 -6600 Fire /Travels & Mee 001 - 2300 - 400 -6710 Fire /Community Prom 001- 2300- 400 -6910 Fire /Miscellaneous 001 - 2300 - 400 -9510 Fire /C /0- Equipment 001 - 2300 - 400 -9610 Fire /C /0- Vehicles/ 001 - 2310 - 400 -4101 Fire Prevention /Salaries 001 - 2310 - 400 -4110 Fire Prevention /Longevity 001- 2310 - 400 -4120 Fire Prevention. /Fire Enginee 001 - 2310 - 400 -4121 Fire Prevention /Fire Compen 001 - 2310 - 400 -4125 Fire Prevention /Fire Captai 001 - 2310 -400 -4126 Fire Prevention /Emt Pay 001 - 2310 - 400 -4127 Fire Prevention / P.O.S.T. 001- 2310 -,400 -4128 Fire Prevention /Uniform Allo 001 - 2310- 400 -4501 Fire Prevention /Holiday Pay 001 -2310- 400 -4520 Fire Prevention /Other Payro 001 -2310- 400 -4510 Fire Prevention /Non- Smoking . g.1 - delete 7,783 8,778 7,000 Draft Copy 2009 .2010 2011 2011 2012 Actual Actual Adopted Estimated Requestd 50,998 13,006 45,000 28,501 ;45,0009 415 291. 500 270 750 711 1,000 - 1,055 40,433 56,079 40,000 56,451 60,000 1,144 69,028 - - delete 7,783 8,778 7,000 2,960 7,000 227 392 500 390 500 17,946 12,496 30,100 23,031 - - - - delete 71214 1,516 8,000 14,373 14,000 606 195 1,000 263 1,000 847 8 300 288 1,000 43 - - - - 8,096 10,000 10,000 1,883. 10,000 40,750 198,700 167,620 227,710 141519.92 89391.91 87227 61788.88 87227 8966.72 7094.28 8723 5030.3 8723 0 0 2181 0 2181 0 7329.34 0 427.74 0 0 0 17374. 0 17374 0 0 1745 0 1745 0 0 6106 0 6106 0 0 240 0 240 5789.44 7676.54 5672 4833.38 5672 2388.06 0 840 2665.85 840 300 300 300 212.5 300 Public Safety Budget Analysis Account 001 - 2310 - 400 -4513 001 - 2310- 400 -4901 001 - 2310- 400 -4902 001 - 2310 - 400 -4921 001 - 2310 - 400 -4923 001 - 2310 - 400 -4924 001 - 2310 - 400 -4925 001 - 2310 - 400 -4930 001 - 2310 - 400 -4931 001 -2310- 400 -4401 001 - 2310 - 400 -4800 001 - 2310 - 400 -4999 001 - 2310 - 400 -5100 001 -2310- 400 -5130 001 - 2310- 400 -5140 001- 2310 - 400 -5210 001 - 2310- 400 -5260 001 -2310- 400 -5270 001 - 2310 - 400 -5320 001 - 2310 - 400 -5350 001 - 2310 - 400 -5370 001 -2310- 400 -6101 001 - 2310 - 400 -6600 001 - 2310 -400 -9510 001 -2310- 400 -9700 Description Fire Prevention /In- District Fire Prevention /Pers /Employ Fire Prevention /Pers /Employ Fire Prevention /Medical Ins Fire Prevention /Eye Care Fire Prevention /Dental Care Fire Prevention / Medicare Fire Prevention /Life Ins /Sa Fire Prevention /LTD Fire Prevention /Overtime Sa Fire Prevention /Train Fire Prevention /Publ Fire PRevention /Office Fire Prevention /Postage Fire Prevention /Books /Pamphle Fire Prevention /Spec. Departm Fire Prevention /Dues& Subscr Fire Prevention /Gas & Oil Fire Prevention/Vehicle Repai Fire Prevention /Small Tools Fire Prevention /Equipment Rent Fire Prevention /Contractual S Fire Prevention /Travels & Mee Fire Prevention /C /0- Equipment Fire Prevention /C /0- Furniture Draft Copy 2009 Actual 0 44022.48 13546.38 16273.63 742.11 2555.39 2704.87 268.76 267.6 27,580 710 (6,060) 245 1,099. 63 315 3,360 217 1,412 2010 Actual 0 38010.38 10012:71 8429.58 351.25 1307.59 1782.55 113.98 10.67 11,139 285 208 14 222 5,363 515 55 2011 Adopted 1800 48106 12681, 11286 500 1500 1891 138 0 5,000 1,000 500 500 1,000, 1,500 500 500 3,500 S00 2,000 224,810 001 - 2400 - 300 -3960 Animal Control /Pepsi Machine 361 60 - 2011 Estimated 0 24609.62 6487.29 6589.85 240.57 860.25 1194.83 75.39 0 14,508 496 326 2012 Requestd 1800 55498 12681 12336 500 1500 1891 138 0 10,000 1,000 500 1,359 1,000 - 1,000 697 .1,500 500 500 3,500 52 500 132,454 238,752 Draft Copy. Public Safety Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated Requestd 001- 2400- 400 -5260' Dues & Subscriptions (220) 100 100 - 100 001 - 2400 - 400 -4101 Animal Control /Salaries 181,626 168,327 212,797 156,465 194,077 001- 2400 - 400 -4401 Animal Control /Overtime Sala 6,415 801 1,000 500 001- 2400 - 400 -4512 Animal Control /Ed Stipend 1,200 600 600 600 600 001 - 2400 -400 -4520 Animal Control /Other Payroll - 1,374 1,088 2,747 1,088 001- 2400 -400 -4201 Animal Control /Part -Time Sal 39,841 40,819 40,000 56,223 40,000 001 - 2400 -400 -4511 Animal Control /Residency All 540 720 720 720 720 001- 2400 - 400 -4800 Animal Control /Training & Edu 18 - 200 118 200 001 -2400- 400 -4901 Animal Control /Pers /Employer 32,047 30,884 40,466 33,418 43,240 001 - 2400 - 400 -4902 Animal Control /Pers /Employee 16,090 16,173 16,133 16,105 16,820 001 - 2400 - 400 -4921 Animal Control /Medical Insur 10;897 12,581 11,843 11,964 13,068 001 - 2400 - 400 -4923 Animal Control /Eye Care 837 $24 1,000 824 1,000 001 - 2400 - 400 -4924 Animal Control /Dental Care 2,882 3,068 3,000 2,946 3,000 001 - 2400 =400 -4925 Animal Control /Medicare 3,330 3,082 .3,120 3,143 2,849 001 - 2400 - 400 -4930 Animal Control /Life Ins /Sala 301 277 276 277 276 001- 2400 - 400 -4931 Animal Control / LTD 600 564 561 557 561 001 - 2400- 400 -5100 Animal Control /Office Supplie 1,404 1,953 2,000 1,096 2,000 001 -2400- 400 -5140 Animal Control /Books /Pamphlet 36 - 100 - 001 - 2400 -400 -5150 Animal Control /Bank CC Fees - 950 1,000 11454 1,500 001 - 2400 =400 -5210 Animal Control /Spec. Departm (1,210) (15,939) 15,000 (9,680) X0,000 001 - 2400 - 400 -5211 Animal Control /Shelter Food 14,016 8,118 15,000 ` 9,457 < = j riJ,000 001 -2400- 400 -5212 Animal Control /Medications 28,161 31,335 25,000 38,513 25,000 001 - 2400- 400 -5230 Animal Control /Telephone. (143) 30 1,000 - - 001- 2400 - 400 -5240 Animal Control /Advertising /P 7,610 6,300 6,000 7,200 7,000 001 - 2400 - 400 -5310 Animal Control /Bldg /Facilty 8,294 2,694 - 55 - 001- 2400 - 400 -5313 Animal Control /Fac Maint /Non- 68 269 - - - 001- 2400 -400 -5320 Animal Control /Vehicle Repai 328 190 2,000 - 1,000 001 - 2400 - 400 -5330 - Animal Control /Spec Dept Equip 594 3;801 3,000 1,378 Public Safety Budget Analysis Account 001 - 2400 - 400 -5340 001 - 2400 -400 -6101 001 -2400 -400 -6103 001 - 2400 - 400 -6104 001 - 2400 - 400 -6110 001 - 2400 - 400 -6910 001 - 2400 - 40076310 Description Animal Control /Office. Equipme Animal Control /Contractual S Animal Control /Spay /Neuter E Spay /Neuter Voucher $2 Animal Control /Professional Animal Control /Miscellaneous Animal Control / Eqpt Lease 001 - 2410 -400 -5130 Animal Shelter Postage 001- 2410 - 400 -5220 Animal Shelter /Heat /Light /Pow 001 - 2410 - 400 -5230 Animal Shelter /Telephone 001 -2410- 400 -5270 VEHICLE GAS & OIL 001 -2410 -400 -5310 Animal Shelter /Bldg /Facilty M 001 - 2410 -400 -5313 Animal Shelter /Fac Maint /Non- 001- 2410 -400 -9510 Animal Shelter /C /0- Equipment 001 - 2410 -400 -4999 Animal Shltr /PW Recharge 001 72510- 400 -4999 001 - 2510- 400 -5210 001 - 2510 - 400 -5220 001- 2510- 400 -5230 001 - 2510- 400 -5231 001 - 2510 - 400 -5232 001 - 2510 -400 -5310 001 - 2510- 400 -5313 001 - 2510 - 400 -6310 ra 51 PS Main Station /Recharge Ps Main Station /Spec. Departme Ps Main Station /Heat /Light /Po Ps Main Station /Telephone Ps Main Station /Cellular Phone Ps Main Station /Pagers Ps Main Station /Bldg /Facilty Ps Main Station /Fac Maint /Non- Ps Main Station /Equipment Leas Draft Copy 2009 Actual 41,080 (29,771) 51,109 1,799 15,939 818 11,032 780 22,878 10,420 128,631 27,254 50,879 50,768 5,115 2010 Actual 32,123 (30,906) 19,600 1,943 13,471 697 12,150 2,939 13,941 282 95,159 21,290 27,386 25,096 13,734 50 2011 2011 2012 Adopted Estimated Requestd 1,000 50,000 32,130 50,000 - (32,436) - - 22,441 - 500 - 1,000 1,594 2,000. 455,504 359,309 429,099 200 - 200 15,000 16,318 15,000 1,000 1,829 2,000 - 203 .250 12,000 .14,921 15,000 4,000 505 4,000 1,000 - 1,000 11,740 11,848 11,224 44,940 45,624 48,674 8,100 - 8,100 12 0, 000 116,024 12 0, 000 28,000 17,460 20,000 - 14,390 - 60,000 32,032 50,000 . - .26,292 30,000 Public Safety Budget Analysis Account Description 001 - 2600 - 400 -5210 001- 2600 -400 -5220 001 -2600- 400 -5230 001 - 2600 - 400 -5310 001- 2600 - 400 -5313 001 - 2610 - 400 -5220 001 - 2610 -400 -5230 001- 2610- 400 -5310 001 - 2610 - 400 -5313 P/S Bldg =North /Spec. Departm P/S Bldg -North /Heat /Light /Po P/S Bldg -North /Telephone P/S Bldg -North /Bldg /Facilty P/S Bldg -North /Fac Maint/Non- P/S Bldg -South /Heat /Light /Po P/S Bldg -South /Telephone P/S Bldg -South /Bldg /Facilty P/S Bldg- South /Fac Maint /Non- 001- 2700400 -6101 Civil Defense - contractual 001 - 2700 - 400 -6910 Civil Defense - miscellaneous W Draft Copy 2009 2010 2011 2011 2012 Actual Actual Adopted Estimated Requestd 216,100 206,197 228,100 70 - 1,000 - 1,000 11,016 8,923 10,000 81930 10,000 1,990 2,093 2,000 1,605 2,000 3,565 2,552 5,000 2,632 5,000 5,531 1,321 5,000 883 5,000 2,917 2,403 3,000 2,825 3,000 817 794 1,000 725 1,000 1,899 3,284 4,000 1,460 4,000 674 4,566 2,500 310 2,500 33,500 19,370 33,500 3,000 3,000 1,000 1,000 18,905,703 16,103'1909 15, 500,000 14,825,407 15,449,118 (50,882) Draft Copy Recreation' Budget Analysis Account Description 001-550'1-400'-9300 Center /C/O-Improveme OD1~55Dl-400"5216 Codding Center /Publidty 001-5720-300-3811 Beneda Pool/Admissions 001-5720-300-3812 Beneda Pool/Concessions 001-5720-300c3813 Beneda Pool/Rentals 001-5720-300-3814 Beneda Pool/lessons 001-5720-300-3815 Beneda Pool/Pool Membersh 001-5720-400-6999 Beneda Pool-Uninsured losses 001-5720-400-4101 Beneda pool/ FT Salaries 001-5720-400-4150 Beneda Pool/Standby Weekend 001-5720-400-4151 Beneda Pool/Standby Weeknight 001-5720-400-4401 Beneda Pool/Overtime 001-5720-400-4520 Beneda Pool/Other Payroll 00'1-5720-400-4201 Beneda Pool /Part-Tiroe Sal 001-5720-400-4251 Beneda Pool/Pool Manager 001-5720-400-4252 Beneda Pool/Pools Senior 001-5720-400-4253 Beneda Pool/Pools Instruc 00'1-5720'-40'0-4254 Beneda Pool/Pools Guards 00'1-5720'-40'0'-4255 Beneda Pool/Pools Cashier 001-5720-400-4256 Beneda Pool/Pools Miscell 001-5720-40'0-4257 Beneda Pool lMaintenance 00'1-5720'-40'0-4110 Beneda Pool/longevity 001-5720-40'0-4510 Beneda Pool/Non Smoking 001-5720'-40'0-4511 Beneda Pool/ReSidency 00'1-5720-400-4512 Beneda Pool /Educ Stipend. 0'0'1-5720'-40'0-490'1 Beneda Pool/Pers Emply 0'0'1-5720-40'0-490'2 BenedaPool/PERSEE 00'1-5720'-400'-4920 Beneda Pool/Health 00'1-5720-400-4921 Beneida Pool/Med Ins 001-5720-40'0-4923 Beneda Pool/Eye Care 00'1-5720'-400-4924 Beneda Pool/Dental 00'1-5720-40'0-4925 Beneda Pool/Medicare 00'1-5720'-400-4930 Beneda Pool/life Ins 001-5720-400-4931 Beneda Pool/lID 001-5720-400-5210 Beneda Pool/Spec. Departm 001-5720'-40'0-5220 Beneda Pool /Heat/lightlpo 001-5720-40'0-5230 Beneda Pool /Telephone 00'1-5720-400-5280 Beneda Pool/Concession Pu 001-5720-400-5310 Beneda Pool /BldgfFacilty' 001-5720-40'0-5313 Beneda Pool /Fac MaintfNon- 00'1-5720-40'0-5340 Beneda Pool/Office Equipm 001-5720-400-9300 Beneda Pool /C/O-Improveme 2,009 Actual 15,567 5,754 3,189 3,593 4,136 (75) 4,555 126 193 39 8,20'3 10,851 385 13,545 1,816 113 2,564 456 15 2;010 Actual 8,90'7 4,202 3,430 12,621 2,240' 4,468 193 7,336 8,783 4,778 16,483 2,242 84 2,932 450 15 790' 748 40'1 393 528 593 21 21 72 77 546 618 7 7 26 24 1,118 1,976 18,442 11,653 427 40'S 3,799 2,515 11,188 22,683 18,512 786 15,350 2,011 Adopted 15,500 5,200 1,500 16,000 5,747 12,QpO 3,()00 7;500 12,000 2,500 1,0'00 2,000 263 9 36 187 1,175 254 .737 40 120 49 12 31 SOD 18,000' 500 4,000' 12,000 18,0'00 50,000 2,011 Estimated 22,360' . 9,595 2,648 285 9,172 55 4,0'32 58 _ 50 75 116 39 5,279 6,202 5,285 8,675 317 2,575 176 6 23 138 581 348 553 25 88 448 8 21 229 7,631 301 2,083 8,269 71 <:f012 ....,"-.._,:...;:':.::.:-.t:-.::.:..' ~~1~~~~ci, 'J?O;QOO. . .......t60(). ",'- ",.. .,.-.,. '-,,-,-, '- "'. --,'. .... i4~QO()' . · .'4000 ........,Sstio .'l'S;PO(f ,. ,.,....:-', .c-- . .'_..... ',.'_"., d,_ "_" ". '.r3,j26 ........~55. ..:.."~Q< . .':[4itJoQ':c :";;" ....... ":800 .3;~~~ 9 3(i :232 2i~S.~ 1,236 2,068 : ........~()Q ....3.0p 'Mo 28 71 500 12,000 400 2,()DD 12iOOO 1,000 32 Recreation Budget Analysis Account 001~5100-400-4101 001-5100-400-4110 001-5100-400-4510 001-5100-400-4520 001-5100-400-4901 001-5100-400-4902 001-5100-400-4920 001-5100-400-4921 001-5100-400-4923 001-5100-400-4924 001-5100-400-4930 001-5100~400-4931 001-5100-400-5210 001-5100-400-5260 Draft Copy Description Commission / Salaries Commission /longevity Commission /Non~Smokin Commission / Other Sal Commission /Pers Emplo Commission / Pers/Empl Commission / Health Ins Commission /Medicallns Commission /Eye Care CommiSsion /Dental Care Commission /Life Ins/Salary Commission / L TD Commission /Spec, Departm Commission /Dues & Subscr 001-5150~300-3835 Community Events Revenue 001-5150-400-4201 Community Event PT Labor 001-5150-400-6101 Community Event.Contracts 001-5150-400-4101 Community Event/FT Salaries 001-5150-400-4110 Community Event/ Longevity 001-5150-400-4401 Community Event/Overtime Salar 001-5150-400-4510 Community Event / Non-Smoking 001-5150-400-4511 Community Event I Non-Smoking 001-5150-400-4520 Community Event IOther Sal 001-5150-400-4901 Community Event / Pers Employe 001-5150-400-4902 Community Event / Pers/Employe 001-5150-400-4908 Community Event/ RHS. 001-5150-400-4920 Community Event / Health Ins 001-5150-400-4921 Community Event/Medicallnsura 001-5150-400-4923 Community Event/Eye Care 001-5150-400-4924 . Community Event/Dental Care 001-5150-400-4925 Community Event / Medicare 001-5150-400-4930 Community Event/life.lns/Salar 001-5150-400-4931 Community Event / LTD 001-5150-400-5210 Community Event/Spec. Dep 001-5200-300-3823 Recreation Adm /Misc Recreati 001-5200-300-3829 Recreation Adm /Picnic Rental 001-5200-300-3831 RecreationAdm /Light Fees 001-5200-300-3930 Recreation Adm IDonations/Sch 001-5200-300-3938 Recreation Adm /Robts Lake Par 001-5200-400-4236 Rec Special Events 001-5200-400-4101 Recreation Adm /Salaries 2,009 Actual 21,079 . 2,108 75 831 3,654 1,855 2,287 105 360 37 120 175 I _ 5,996 9,425 305 (136) 590 62,059 . 2,010 Actual 18,324 1,846 63 1,106 3,068 1,613 2,403 86 319 29 100 100 8,240 1;678 {231} 100 62,248 2,011 Adopted 17,519 1,752 45 169 3,654 1,457 1,693 75 225 21 95 95 200 32,000 9,000 13;000 11,463 700 24 95 2,307 920 1,096 65 195 65 18 52 5,000 9,000 1,500 1,000 27,293 2,011 Estimated 9,259 914 32 578 1,684 814 1,270 46 166 15 50 25,706 8,316 14,473 8,218 488 11 17 308 1,469 710 32 827 40 144 131 13 37 4,170 255 4,980 1,293 (821) 20,790 , ", _'d_._'_ '._. .c, ',: "0"" '. ~~iir ......;.5b~ i;ij~: '1~850 .... .'.].rJ "~2$., ",-"".,.. .......i>'.t$... ....Z.f ..ZOO '-".-,- .. "--'---"'-. ""-,"'- -:;-,--...:.,' \rJ . .'~2:~~f .; ;- .;/-.:,::,-:;:' : ."....24 . . ....:}? ',347 4982 '. '?:95~" '.' "'g.O 3i3~8 ,.'p.~bbcc ,'421l.. QS5 ....g8 5;000 33 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual AdofJted Estimated 001-5200-400-4110 Recreation Adm /longevity 5,269 4,618 2,190 1,524 001-5200-400-4234 Recreation Adm /ActivityGuid 001-5200-400-4400 Recreation Adm /Overtime Sala 001-5200-400-4401 Recreation Adm /Overtime Sala 453 471 001-5200-400-4520 ' Recreation Adm /Other Payroll 1,927 3,345 643 1,247 001-5200-400-4201 Recreation Adm /Part-Time Sala 2,812 36,934 9,000 12,725 001~5200-400-4227 Recreation Adm /Youth aasketb 97 001-5200-400-4233 Recreation Adm/ PT Salaries 46,016 3,233 001-5200-400-4510 Recreation Adm /Non-Smoking A 180 155 75 53 001-5200-400-4511 Re-creation Adm /Residency All 001-5200-400-4800 Recreation Adm /Training & Edu 001-5200-400-4901 Recreation Adm /Pers/Employer 17,896 12,347 5,591 5,088 001-5200'-400-4902 Commission /Pers Employee 8,863 6,424 2,229 2;425 001-5200-400-4908 Recreation Adm/ RHS 32 001-5200-400-4920 Recreation Adm /Health Ins/BI 64 3,386 423 001-5200-400-4921 Recreation Adm /Medicallnsur 5,630 5;949 2,116 001-5200-4004922 Recreation Adm /Medicallnsur 001-5200-400-4923 Recreation Adm /Eye Care 251 213 150 93 001-5200-400-4924 Recreation Adm /Dental Care 865 793 473 350 001 ~5200-400-4925 ~ecreation Adm /Medicare 178 784 84 202 001-5200-400-4930 Recreation Adm /Ufe Ins/Sala 90 72 48 36 001-5200-400-4931 Recreation Adm / LTD 299 249 146 103 001-5200-400-5100 Recreation Adm /Office Supplie 1,973 1,419 2,500 1,267 001-5200-400-5110 Recreation Adm /Paper Supplie 001-5200-400-5120 'Recreation Adm /Non-Paper Sup 001-5200~400-5130 Recreation Adm /Postage 1,512 6,055 2,000 337 001-5200-400-5140 Recreation Adm /Books/Pamphle 001~5200-400-5150 Recreation Adm /Bank Charges 11,301 9,172 8,000 5,205 001-5200-400-5210 Recreation Adm /Spec. Departme 149 119 500 34 001-5200-400-5216 Recreation Adm /Publicity 38,963 32,000 32,291 001-5200-400-5217 Recreation Adm /Special Event 5,554 (250) 001-5200-400-5250 Recreation Adm /Uniforms 500 001-5200-400-5260 Recreation Adm /Dues& Subscr 625 620 1,000 515 001-5200-400-5270 Recreation Adm /Gas & Oil 715 473 1,000 687 001-5200-400-5272 Recreation Adm / Auto AlJowanc 144 001-5200-400-5310 Recreation Adm /Bldg/Facilty 537 001-5200-400-5320 Recreation Adm /Vehicle Repai 1,000 40 001-5200-400-5340 Recreation Adm /Office Equipm 9,147 9,044 10,000 001-5200-400-6101 Recreation Adm /Contractual S 200 001 ~5200-400-6110 Recreation Adm /Professional 001-5200-400-6310 Recreation Adm /Rent/lease/Tax 1,587 1,153 1,199 001-5200-400-6600 ' Recreation Adm /Travels & Mee 1,070 37 1,000 678 001-5200-400-6910 Recreation Adm /Miscellaneous 329 128 500 487 c3'-1 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-5300-300-3821 Contrct/Classes /Contract Clas 118,002 134,537 001-5400-300-3821 Ree Programs / Voucher Reimb 00i-5400-300-3823' Ree, Programs /Mise Reereati 6,681 3,736 001-5400-300-3826 Ree. Programs /Other Buildin 001-5400-300-3828 Ree. Programs /Field Reservat 14,627 20,552 7,332 001-5400-300-3831 Ree. Programs /Adult Sports 001-5400-300-3832 Ree Programs /Youth Sports 2,730 001-5400-300-3833 Ree. Programs /Exeursions & 001-5400-300-3834 Ree. Programs /After School 33 001-5400-300-3835 Ree. Programs /Spee Activite 1,964 001-5400-300-3836 Ree. Programs /Crafts Fairs 10,974 7,561 (50) 001-5400-300-3837 Ree. Programs /Sports & Summ 90 001-5400-300-3838 Ree. Programs /Msms Gym Fees 117 1 001-5400-300-3839 Ree. Programs /Field Fees - Y 400 13,498 30,000 16,044 001-5400-300-3901 Ree. Programs '/Advertising Re 001-5400-300-3930 Ree. Programs /Donations 001-5400-300-3940 Ree. Programs /Miseellaneous 001-5400-400-4101 Ree. Programs /F/T Salaries 99,071 15,750 001 ~5400-400-4110 Ree. Programs/Longevity 9,639 1;541 001-5400-400-4401 Ree Programs/Overtime 454 001-5400~400-4520 Ree Programs/Other Payroll 1,643 13,573 001 ~5400-400-4227 Ree. Programs /Youth Basketb 3,345 001-5400-400-4233 Ree. Programs /Clerieal 9,292 1,276 001-5400-400-4234 Ree. Programs /Activity Guid 001-5400-400-4235 Ree. Programs /After Sehool- 001-5400-400-4236 Ree. Programs /Speeial Event 833 667 (345) 001-5400-400-4510 Ree, Programs/Non Smoking 510 85 001-5400-400-4511 Ree. Programs / Residency , 540 90 001-5400-400-4901 , Ree Programs/PERS Employer 17,133 2,630 001-5400-400-4902 Ree, Programs /Pers/Employee 8,697 1,383 001-5400-400-4921 Ree. Programs/Med Insurance 8,077 1,449 001-5400-400-4923 Ree. Programs/Eye Care 711 108 001-5400-400-4924 Hee Programs/Dental Care 2,450 401 001-5400-400-4925 Ree. Programs /Medicare 517 108 001-5400-400-4930 Ree. ProgramS/life Insurance 156 39 001-5400-400-4931 Ree. Programs /L TD 561 85 001-5400-400-4999 Ree. Programs /Public Works 4;040 3,384 001-5400-400-5210 Ree, Programs /Spee. Departm 919 22 001-5400-400-5215 Ree. Programs /Teens Supplie 432 001-5400-400-5216 Ree. Programs /Publicity 36,523 468 001-5400-400--5217 Ree. Programs /Special Event 2,159 440 -.3~ Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-5400-400-5218 Rec. Programs /Community Gar 91 001-:-5400-400-5219 Rec. Programs /Excursions 001-5400-400-5224 Rec. Programs /Youth Sports 425 001-5400-400-5227 Rec. Programs /Craft Faire 50 11- 001-5400-400-5228 Rec. Programs /R/Feliz A!Sch 001-5400-400-5229 Rec. Programs /After School 4 001-5400-400-5230 Rec. Programs /Telephone 171 173 115 001-5400-400-5320 Rec. Programs /Vehicle Repair 227 100 500 26 001-5412-300-3930 Ceramics Donations 4,848 1,111 001-5412-300-3821 Ceramics Studio Class Fees 42,738 41,441 40;000 23,450 001-5412~400-4101 Ceramics Studio/Salaries 29,162 26,141 27,825 7,659 001-5412-400-4110 Ceramics Studio/Longevity 187 31 001-5412-400-4237 Ceramics Studio-Staff 600 1,549 001-5412-400-4510 Ceramics Studio/Non Smoking 9 2 001-5412-400-4511 Ceramics Studio/Residency 22 4 001-5412-400-4520' Ceramics/Other Salaries 228 27 001-5412-400-4901 Ceramics Studio/Pers Employer 4,716 3,980 5,276 1,524 001-5412-400-4902 Ceramics Studio/Pers Employee 2,396 2,094 2,104 737 001-5412-400-4908 Ceramics Studio / RHS ' 32 001-5412-400-4920 Ceramics/Health Insurance 193 001-5412-400-4921 Ceramics Studio/Medical Ins 317 55 150 001-5412-400-4923 Ceramics Studio/Eye Care 13 2 25 15 001-5412-400-4924 Ceramics Studio/Dental Care 43 7 75 55 001-5412-400-4925 Ceramics Studio/Medicare 435 383 404 134 001-5412-400-4930 Ceramics Studio/Life Ins/Sal 5 1 7 5 001-5412-400-4931 Ceramics Studio/LTD 12 2 14 10 001-5412-400-5212 Ceramics Studio/Supplies 2,752 6,417 4,000 5,305 001-5412-400-6101 Ceramics Studio-Cont Svcs 3,357 ,5,104 4,500 6,142 001-5501-300-3656 Codding Center/Memberships 2,180 6,000 6,182 ,';\Gi5()Q ".. 001-5501-300-3490 Codding Center /RentjRoyaltie 19,365 27,721 26,000 19,125 ~6'98.0 001-5501-300-3821 Codding Center /Contract Clas 13,620 9,409 12,000 5,312 10000 '. -':"':{:)~1./:' ',:-. 001-5501-300-3833 Codding Center /Excursions 6,342 4,788 5,500 5,384 <~i5pp 001-5501-300-3835 Codding Center /Special Activ 2,661 1,230 3,500 4,510 5jQ()O 001-5501-300-3902 Codding Center /Subscriptions 3,763 2,520 2,500 3,864 4,()()0 001-5501-300-3930 Codding Center /Donations 10,973 8,037 8;000 7,031 8;000 001-5501-300-3940 Codding Center /Miscellaneous 3,000 1,900 3;000 001-5501-300-3990 Codding Center /Transfers In 60,000 001-5501-400-4201 Rec Codding Center PT Salaries 937 5,941 001-5501-400-4101 Codding Center /Salaries 89,003 37,275 50,274 36,816 S~,1.69 ~Io 001-5501-400-4110 Codding Center /Longevity 4,072 1,053 728 1,133 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual' Adopted Estimated 001-5501-400-4150 Codding Center/StandbyWeekend 230 001-5501-400-4151 Codding Center/Standby Weeknig 220 001-5501-400-4401 ' Codding Center /Overtime Sala 1,593 311 001-550i -400-4221 Codding Center /Building Atte 8,010 6,310 7,000 1,811 001 ~5501-400-4226 Codding Center /Bus Drivers 001-5501-400-4233 Codding Center /Clerical 1,076 512 001-5501-400-4257 Codding Center /Maintanence 206 001-5501-400-4510 Codding Center /Non-Smoking A 42 30 001-5501-400-4511 Codding Center /Residency All 720 72 51 001-5501-400-4512 Codding Center / Educ Stipend 1,411 220 001-5501-40Q.:.4520 Codding Center/Other Sal 14,113 186 313 001-5501-400-4901 Codding Center /Pers/Employer 14,669 5,669 10,001 6,050 001-5501-400-4902 Codding Center /Pers/Employee 7,446 2,982 2.,826 3,274 001-5501-400-4905 Codding Center/Alt Ben Prog/O 53 001-5501-400-4908 Codding Center/RHS 25,000 001 ~5501-400-4920 Codding Center /Health Ins/BI 7,390 2,902 001-5501-400-4921 Codding Center/ Kaiser 11 1,993 0(>1-5501-400-4923 Codding Center /Eye Care 419 145 90 , 001-5501-400-4924 Codding Center /Oental Care 1,443 435 320 001-5501-400-4925 Codding Center '/Medicare 1,753 754 595 648 001-5501-400-4930 Codding Center /life Ins/Sala 151 43 28 001-5501-400-4931 Codding,Center ILTO 389 108 73 001-5501-400-4220 Codding Center/Recreation Co 7,908 6,949 12.,000 8,596 001-5501-400-4999 Codding Center /Public Works 20,020 12,160 001-5501-400-5100 Codding Center /Office Supplie 3,412 832 '2,000 1,092 001-5501-400-5130 Center /Postage 1,131 919 500 (234) 001-5501-400-5210 Center /Spec. Oepartm 246 179 500 1,295 001-5501-400-5217 Codding Center /Special Event 519 500 565 001-5501-400-5219 Codding Center /Excursions 2,139 1,000 874 001-5501-400-5220 Center /H eat/light/po 19,393 15,934 16,000 14,835 001-5501-400-5230 Center /Telephone 3,072 1,119 1,500 1,007 ' ,001-5501-400-5231 Codding Center /Cellular Phone 32 37 500 477 001-5501-400-5240 Center /Advertising/P 37 - 001-5501-400-5260 Codding Center /Oues & Subscri .,',..', 200, ,001-5501 ~400-5270 Codding Center I Gas & Oil 1,000 661 "yggo 001-5501-400-5310 Center /Bldg/Facilty 15,592 12,779 7,000 8,842 . 4;000 001-5501-400-5313 Codding Center /Fac Maint/Non- 2,841 1,989 1,000 591 tooa 001-5501-400-5320 Codding Center / Vehicle Repai 500 2,497 500 001-5501-400-5340 Center /Office Equipm 348 001-5501-400-6101 Center /Contractual S 885 16 001-5501-400-6310 Center /Rent/Lease/Ta 1,799 1,943 1,531 t,O~O 001-5501-400-6600 Codding Center /Travels & Mee 200 001-5501-400-8100 Codding Center /Transfers Out 8,000 ,37 Recreation Budget Analysis Account Description 001-5720-400-4999 Benecia Pool/PW Recharge 001-5720-400-5216 Benicia Pool/Publicity 001-5740-300-3811 H Pool/Admissions 001-5740-300-3812 H Pool/Concessions 001-5740-300-3813 H Pool/Rentals 001-5740-300-3814 H Pool /lessons 001-5740-300-3816 H Pool/Swim Team Rev 001-5740-400-6999 Honeybee Pool-Uninsured losses 001-5740-400-4101 H Pool /F/T Salaries 001-5740-400-4150 H Pool/Standby Weekend 001-5740-400-4151 H Pool/Standby Weeknight 001-5740-400-4520 H Pool/Other Payroll 001-5740-400-4201 H Pool PT Salaries 001-5740-400-4251 H Pool/Pool Manager 001-5740-400-4252 H Pool/Pools Senior 001-5740-400-4253 H Pool/Pools lilstruc 001-5740-400-4254 H Pool/Pools Guards 001-5740-400-4255 H Pool/Pools Cashier 001-5740-400-4256 H Pool/Pools Miscell 001-5740-400-4257 H Pool/Maintenance 001-5740-400-4401 H Pool/Overtime Salar 001-5740-400-4110 H Pool/longevity 001-5740-400-4510 H Pool/Non Smoking 001-5740-400-4511 H Pool/Residency 001-5740-400-4512 H Pool/Educational Stipend 001-5740-400-4901 H Pool /Pers/Employer 001-5740-400-4902 H Pool /PersjEmployee 001-5740-400-4920 H Pool/Health 001-5740-400-4921 H Pool/Med Ins 001-5740-400-4923 H PooljVision 001-5740-400-4924 H Pool/Dental 001-5740-400-4925 H Pool/Medicare 001-5740-400-4930' H Pool/life Ins 001-5740-400-4931H Pool/LTD 001-5740-400-5210 H Pool/Spec. Departm 001-5740-400-5220 H Pool /Heatjlight/Po 001-5740-400-5230 H Pool /Telephone 001-5740-400-5280 H Pool/Concession Pu 001-5740-400-5310 H Pool, /Bldg/Facilty 001-5740-400-5313 H Pool /Fac MaintjNon- 001-5740-400-4999 Honeybrook Pool/PW Recharge 001-5740-400-5216 H Pool/Publicity Draft Copy 2,009 Actual 16,330 2,010 Actual 21,320 2,011 Adopted 39,146 28,919 38,000 6,057 5,668 6,000 2,718 3,757 2,100 36,328 ' 44,151 40,000 19,920 17,080 20,000 225 75 15,519 25,244 30,127 404 385 19,252 22,975 24,121 22,335 14,903 11,582 26,998 34,819 2,226 3,381 1,352 303 7,519 7,312 ' 1,711 3,864 911 901 30 30 2,592 3,976 1,314 2,092 1,056 1,317 77 79 265 294 1,515 1,780 22 21 52 49 1,637 '6,280 48,469 37,525 192 579 5,896 4,232 26,416 27,038 49,810 25,276 16,960 25,502 22,QOO 20,000 25,OOQ 30,000 2,000 1,500 8,000 1,500 701 24 36 187 5,881 2,131 1,302 65 195 339 19 54 1,500 40,000 300 6,000 6,000 5,000 2,0l1'/;2/Q~~' Estimated~(!ques~<! ' 20,549":~~hM5 58 50 308 144 7,411 6,739 13,649 ,", 28,748 <,' 1,808 651 7,350 194 481 17 23 138 3,366 1,693 17,905 3,346 11,375 28,950 15,700 98 976 40 144 1,197 13 38 1,234 21,739 493 1,541 18,109 1"600 " -,,1;-..:; ,'. ". ~38,(WO., "', "::.~:;9;P~" ',,' "10'000 . . -'2'::~'l._;.::.., .:.- '.',', ,',:J~J~~g" ;c-:.-....;. ;;;", ..',.t85 . ....c-..-... 'J{P9Q , .~}t9~()" 4q~Q()(), ' !~. ",,1500' : .;>:-~~::-i'~~?'.,:; < "'?4? , "24' 36 .' 4~O, .. ,':",.7,817" , 3336' '?:~d4 ).Z5 ~?S 1,5~8 35 87 '1,500 , ~6jOOO ,500 3~900 , 25,000 1,60038 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-5740-400-5340 H Pool /Office Equipm 001~5750-300~3811 Magnolia Pool/Admissions 6,107 2,400 001-5750-300-3812 Magnolia Pool/Concessions 1,368 1,947 001-5750-300-3813 Magnolia Pool/Rentals 216 625 001-5750-300-3814 Magnolia Pool/Lessons 18,585 11,571 001-5750-400-4101 Magnolia Pool /F/T Salaries 4,555 4,468 3,119 2,180 001-5750-400-4150 Magnolia Pool/Standby Weekend 58 001-5750-400-4151 Magnolia Pool/Standby Weeknigh 50 001-5750-400-4401 Magnolia Pool/Overtime Salary 49 1,523 75 001-5750-400-4520 ' Magnolia Pool/Other Payroll 193 193 30 001-5750-400-4251 Magnolia Pool/Pool Manager 6,236 13,621 001-5750-400-4252 Magnolia Pool/Pools Senior G 6,514 12,094 001~5750-400-4253 Magnolia Pool/Pools Instruct 4,143 7,953 001-5750-400-4254 Magnolia Pool/Pools Guards 6,517 9,240 001-5750-400-4255 Magnolia Pool IPools Cashiers 1,380 712 001-5750-400-4256 Magnolia Pool/Pools Miscella 561 44 001-5750-400-4257 Magnolia Pool/Maintenance 3,308 3,058 001-5750-400-4110 Magnolia Pool/Longevity, 456 450 (7) 001-5750-400-4510 Magnolia Pool/Non Smoking 15 15 001-5750-400-4511 Magnolia Pool/Residency 36 23 001-5750-400-4512 Magnolia Pool/Education Stip 187 138 - 001-5750-400-4901 Magnolia Pool/Pers Emply 790 748 627 244 .,~1~ 001-5750-400-4902 Magnolia Pool/PERS EE 401 393 36 185 539 ':':"'~'- -' 001-5750-400-4920 Magnolia Pool/Health 399 43,6 001-5750-400-4921 Magnolia Pool/Medical Ins 528 611 299 .'::. 001-5750-400-4923 Magnolia Pool/Eye Care 21 21 25 15 "",.50,' " 001-5750-400-4924 Magnolia Pool/Dental Care 72 80 75 55 "'1.50-. 001-5750-400-4925 Magnolia Pool/Medicare 416 700 49 36 -"91-' 001-5750-400-4930 Magnolia Pool/Ute Ins/Salary 8 7 8 5 "'14 001-5750-400-4931 Magnolia Pool/LTD 26 24 16 11 ~31 001-5750-400-5210 Magnolia Pool/Spec. Depaitme 414 1,944 306 ',:~9R'. 001-5750-400-5220 Magnolia Pool /Heat/Ught/Pow 14,751 7,838 4,800 5,150 ,8000 ,..,'.;;,/:-,>.~;,:. . 001-5750-400-5230 Magnolia Pool /Telephone 172 177 200 100 '150 001-5750-400-5280 Magnolia Pool/Concession Pur 4,505 976 ,'- 001-5750-400-5310 Magnolia Pool /Fac Maintenanc 17,791 16,264 8,000 5,515 .8,000 001-5750-400-5313 Magnolia Pool /Fac Maint/Non- 6,432 981 001-5750-400-9510 Magnolia Pool/C/O-Equipment 6,769 001-5750-400-4999 Magnolia Pool/PW Recharge 16,550 16,482 001-5810-300-3656 Sports Center /Sale ot Reside 5,109 4,800 5,000 2,110 ,SOOO .,::~.",.\;,,,, 001-5810-300-3821 Sports Center /Contract Serv 52,185 63,966 58,000 51,036 62,000. 9 ' t3 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Accou,nt Description Actual Actual Adopted Estimated 001-5810-300-3826 Sports Center /Other Bldg Re 7,810 7,414 7,000 '5,354 001-5810-300-3831 Sports Center IAdult Sports 37,026 17,900 20,000 6,665 001-5810-300-3840 Sports Center /Memberships 277,664 374,999 395,000 310,214 001-5810-300-3843 Sports Center /Open Gym 21,556 19,999 20,000 16,475 001-5810-300-3844 Sports Center /Rentals 420 426 400 315 001-5810-300-3845 Sports Center /Facility Rent 11,329 8,110 8,000 5,170 001-5810-300-3847 Sports Center /Pro Shop Sale 2,385 2,319 2,000 2,008 001-5810-300-3848 Sports Center /Drop-In Child 1,337 2,612 2,500 1,770 001-5810-300-3960 Sports Center /Pepsi Machine 161 63 001-5810-400-4101 Sports Center /Salaries 109,925 90,785 169,136 102,235 001-5810-400-4110 Sports Center /longevity 6,427 1,040 2,060 1,439 001-5810-400-4150 Sports Center/Standby Weeknite 14 001-5810-400-4151 Sports Center/Standby Weeknigh 127 , 001-581O~400-4401 Sports Center /Overtime Sala 4,079 3,794 18 001-5810-400-4520 Sports Cehter /Other Payroll- 213 12,757 656 771 001-5810-400~4201 Sports Center /Part-Time Sal 9,016 7,468 3,783 001-'5810-400-4220 Sports Center /Recreation Co 10,051 6,926 10,000 4,933 001-5810-400-4222 Sports Center /Gyms 25,137 26,300 26,000 8,559 001-5810-400-4224 Sports Center /Softball 2,513 67 5~000 100 001-5810-400-4233 Sports Center /Clerical 6,600 2,759 001-5810-400-4257 Sports Center /Maihtenance 2,842 2,370 12,000 001-5810-400-4510 Sports Center /Non-Smoking A 270 45 75 53 001-5810-400-4511 Sports Center /Residency All 36 26 001-5810-400-4512 Sports Center /Education Stip 1,406 177 001-5810-400-4901 Sports Center IPers/Employer 18,239 13,953 32,730 16,807 001-5810-400-4902 Sports Center /Pers/Employee 9,258 7,339 12,404 8,302 001-5810-400-4905 Sports Center / Alt Benprog/D 16 001-5810-400-4908 Sports Center /RHS 375 900 478 001-5810-400-4920 Sports Center /Health InslBI 580 6,254 001-5810-400-4921 Sports Center /Medicallnsur 3,168 1,629 4,706 001-5810-400-4923 . Sports Center /Eye Care 377 216 540 334 001-5810-400-4924 Sports Center /Dental Care 1,298 805 1,620 1,193 001-'5810-400-4925 Sports Center /Medicare 1,384 1,695 2,231 1,578 001-5810-400-4930 Sports Center /Ufe Ins/Sala ,136 79 150 106 001-5810-400-4931 Sports Center / l TD 365 172 354 252 001-5810-400-4999 Sports Center /Public Works 32,510 24,764 001-5810-400-5100 Sports Center IOttice Supplie 1,647 1,999 3,000 1,404 3,000 , 001-5810-400-5210 R.P. Gymnasium /Spec. Departm 3,415 4,158 3,000 3,442 3,~OO 001-5810-400-5214 R.P. Gymnasium /Sports Suppli 3,456 3,203 4,000 1,450 LhQOO 001-5810-400-5216 Sports Center /Publicity 4,320 5,038 8,000 2,881 10000 ..:.::~,,//.<-: : 001-5810-400-5220 R.P. Gymnasium /Heat/Ught/po 48,125 30,969 35,000 19,443 3siQOo 001-5810-400-5230 R.P. Gymnasium /Telephone 1,332 1,059 1,500 764 1,QOO 001-5810-400-5231 Sports Center /Cellular Phone 417 349 500 228 50040 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description ' Actual Actual Adopted Estimated 001-5810400-5280 R.P. Gymnasium /Concession Pu 3,164 4,416 2,000 2,194 001-5810-400-5281 Sports Center /Pro Shop Purc 1,322 102 2,000 1,127 001-5810-400-5310 R,P. Gymnasium /Bldg/Facilty 43,325 50,134 50;000 50,448 001-5810-400':'5313 Sports Center /Fac Maint/Non- 8,358 3,228 8,000 2,673 001-5810-400-5330 Sports Center /Spec Dept Equi 76 001-5810-400-5340 Sports Center /Office Equipm 85 4,000 217 001-5810-400-6101 Sports Center /Contractual S 41,201 ' 52,521 45,000 39,803 . 001-5810-400-6110 Sports Center /Professional 13,487 9,731 10,000 160 001-5810-400-6310 Sports Center /Rent/Lease!Tax 7,366 7,511 8,000 5,535 001-5810-400-9300 Sports Center /C/O-Improveme 15,000 001-581O~400-951O R,P. Gymnasium /C/O-Equipment 30,916 23,958 20,000 001-5810-400-5150 Sports Center /Bank Charges 001-5810-400-5260 Sports Center /Dues & Subscr 001-5810-400-5270 Sports Center /Gas & Oil 001-5815-4004999 Comm Cntr Grnds /Public Works 5,850 001-5815400-5210 Comm Cntr Grnds /Spec. Departm 383 261 1,000 1,302 001-5815-400-5310 Comm Cntr Grnds /BldgfFacilty 524 140 500 394 001-5815-400-5313 Comm Cntr Grnds/Fac Maint/Non- 498 1,249 001-5815-400-6101 Comm Cntr Grnds /Contractual S 30,753 3,793 5,402 001-5830-300-3821 R.P. Comm Cntr/Contract Classe 135,O?0 001-5830-300-3824 R.P. Comm. Cntr /Rp Community 88,758 73,243 130;000 001-5830-300-3826 R.P, Comm. Cntr /Other Bldg Re 8,000 001-5830-300-3960 R.P. Comm. Cntr/Pepsi Machine 221 75 001-5830-400-4101 R.P. Comm. Cntr/FT Salaries 57,423 12,198 38,034 26,964 001-5830-400-4110 R.P. Comm. Cntr/Longevity Pay 4,627 748 1,652 1,131 001-5830-400-4150 R.P. Comm. Cntr/Standby Weeken 364 001-5830-400-4151 R.P. Comm. Cntr/Standby Weekni 470 .~,. '-' "";".:.',-,':.,-',"'-" 001-5830-400-4401 R.P. Commo Cntr/ Overtime 147 848 894 -C_,", ._', . . 001-5830-400-4520 R.P. Comm. Cntr / Other Payrol 650 7,247 747 555 " .,..l,~t~:. 001-5830-400-4201 R.P. Comm. Cntr /Part-Time Sal 46,000 16,828 '.~~~P9:. ' 001-5830-400-4221 R.P. Comm. Cntr!Building Atte 14,638 19,132 18,000 15,887 '!~~99p 001-5830-4004510 R.P. Comm. Cntr/Non Smoking 240 40 45 32 30 001-5830-400-4511 R.P. Comm. Cntr/Residency 576 96 216 77 t08,' 001-5830-400-4512 R.P. Commo Cntr /Education Sti 1,770 432 360. 001-5830-400-4901 R.P. Commo Cntr/PERS Empl 9,782 2,068 7,861 3,480 "16;141 001-5830-400-4902 R.P. Comm. Cntr/PERS EE, 4,964 1,052 760 2,297 p,915 001-5830-400-4905 R.P. Commo Cntr/Alt Ben Prog/D 16 420 001-5830-400-4908 R.P. Comm. Cntr/ RHS 32 315 001-5830-400-4920 R.P. Comm. Cntr/Medical 4,207 722 , 1~;O94 001-5830-400-4921 R.P. Comm.Ctr/Medicallns 5,992 1,066 2,555 . 001-5830-400-4923 R.P. Comm. Cntr/Eye Care 335 147 265 164 775 '1/ Draft Copy RecreaJion Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-5830-400-4924 R.P. Comm. Cntr/Dental 1,155 546 818 604 001'-5830-400-4925 R.P.Comm. Cntr /Medicare 835 482 485 764 001-5830-400-4930 R.P. Comm. Cntr/Life Insurance 121 37 84 59 001-5830-400-4931 R.P. Comm. Cntr/LTD 283 44 205 141 001-5830-400-4999 R.P. Comm. Cntr /Public Works 25,340 19,968 001-5830-400-5130 RP Com Ctr/Postage 96 001-5830-400-5210 R.P. Comm. Cntr /Spec. Departm 1,078 4,632 2;000 1,918 001-5830-400-5220 R.P. Comm. Cntr /Heat/Light/po 50,519 39,711 47,000 27,090 001-5830-400-5230 R.P. Comm. Cntr /Telephone 2,077 1,340 2,000 652 001-5830~400-5231 R.P. Comm. Cntr/Cellular Phone 1,397 891 1,000 548 001-5830-400-5272 R.P. Comm. Cntr/Auto Allowance 144 001-5830-400-5310 R.P. Comm. Cntr /Bldg/Facilty 42,253 35,438 43,000 26,596 001-5830-400-5313 R.P. Comm. Cntr/Fac Maint/Non- 4,495 3,546 6,000 258 001-5830-400-5330 R.P. Comm. Cntr /Spec Dept Equ 001-5830~400-6101 R.P. Comm. Cntr /Contractual S 1,236 77,QOO' 53,350 001-5830-400-5150 R.P. Comm Cnter /Bank Charges 001-5830-400-5260 R.P. Comm Cntr /Dues & Subscr 001-5830-400-5270 R.P. Comm Cntr /Gas & Oil 001-5830-400-5216 R.P. Comm Cntr /Publicity 001-5840-300-3825 Burt/Ave Rec Cr /Burton Ave Re 27,283 18,833 20,00Q 16,818 001-5840-400-4201 Burt/Ave PT Labor 10,000 5,948 001-5840-400-4101 Burt/Ave Rec Cr/FT Salares 12,777 2,031 4,814 3,477 001-5840-400-4110 Burt/Ave Rec Cr/Longevity Pay 1,215 195 001-5840-400-4401 Burt/Ave Rec Cr/OT 98 001-5840-400-4520 Burt/Ave Rec Cr/Other Payroll 165 2,173 46 001-5840-400-4221 Burt/Ave Rec Cr /Building Atte 001-5840-400-4257 Burt/Ave Rec Cr /Maintenance 53 001-5840-400-4510 Burt/Ave Rec Cr/Non Smoking 66 11 001-5840-400-4511 Burt/Ave Rec Cr/Residency 158 26 001-5840-400-4512 Burt Ave Rec Ctr /Educ Stipend 1,200 26 '. .,...:R() 001-5840-400-4901 Burt/Ave Rec Cr/PERS Empl 2,205 339 1,140 370 '2914- -"".!"'_::;' 001-5840-400-4902 Burt/Ave Rec Cr/PERS EE :.-'.:.::...:" 1,119 178 65 280 .1304 \-,~.:>::. '.- ' 001-5840-400-4905 Burt/Av Rec Cr/Alt Ben Prog/D 16 210 001-5840-400-4908 Burt/Av Rec Cr/RHS 45 ,001-5840-400-4920 Burt/Ave Rec Cr/Medical 532 2;504 001-5840-400-4921 Burt/Ave Rec Cr/Medicallns 1,265 224 347 001-5840-400-4923 Burt/Ave Rec Cr/Eye Care 92 14 40 25 150 001-5840-400-4924 Burt/Ave Rec Cr/Dental 317 52 120 88 450 Burt/Ave Rec/Medicare ' , 001-5840-400-4925 81 20 88 132 721 001-5840-400-4930 Burt/Ave Rec Cr/Life Insurance 33 5 12 8 41 001-5840-400-4931 Burt/Ave Rec Cr/LTD 72 11 30 17 75 L}:;. Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-5840-400-4999 Burt/Ave Rec Cr /Public Works 3,940 4,901 001-5840-400-5210 Burt/Ave Rec Cr /Spec. Oepartm 500 119 001-5840-400-5220 Burt/Ave Rec Cr /Heat/light/Po 5,586 3,728 7,000 2,670 001-5840-400-5230 Burt/Ave Rec Cr /Telephone 18 001':'5840-400-5310 Burt/AveRec Cr /Bldg/Facilty 5,488 3,918 4,000 5,565 001-5840-400-5313 Burt/Ave Rec Cr/Fac Maint/Non- 133 2,167 10,000 4,688 001-5840-400-6101 Burt/Ave Rec Cr /Contractual S 7,410 757 001-5850-400-4999 ' Benecia Rec Bid /Public Works 3,180 3,321' 001-5850-400-5310 Benecia Rec Bid /Bldg/Facilty 1,543 778 1,500 2,178 001-5850-400-5313 Ymca/Soccer Bld/Fac Maint/Non- 10 56 423 001-5860-300-3826 Ladybug Rec Bldg/Bldg Rental 7,075 7,110 7,000 6,020 001-5860-300-3960 Ladybug Rec Bid/Pepsi Machine 001-5860-400-4201 Ladyburg Rei: Bldg/PT Labor 1,40.0 996 001-5860-40.0-4101 Ladybug Rec Bldg /FT Salaries 4,735 753 1,695 1,297 001-5860-400-4110 Ladybug Rec Bldg /Longevity Pa 447 72 001-5860~400-4520 Ladybug Rec Bldg / Other Payro 55 775 16 001-5860-40D-451O Ladybug Rec Bldg/Non Smoking 24 4 0.01-5860-400-4511 Ladybug Rec Bldg /Residency 58 10 001-5860-400-4512 Ladybug Rec Bldg /Educ Stipend 1,200 26 001-5860-400-4901 Ladybug Rec Bldg /PERS Employe 817 125 549 140 001-5860-400-4902 Ladybug Rec Bldg/PERS Employee 415 66 31 106 001-5860-400-4905 Ladybug Rec Bldg/ Alt Ben prog/ 16 00.1-5860.-40.0.-490.8 Ladybug Rec Bldg/RHS 001-5860.-400-4920 Ladybug Rec Bldg/Health 339 001-5860-400-4921 Ladybug Rec Bldg/Medicallnsur 492 87 198 001-5860-400-4923 Ladybug Rec Bldg/Vision 34 5 15 9 50. 001-5860-400-4924 Ladybug Rec Bldg /Oental 115 19 45 33 .,."150 001-5860-400':'4925 Ladybug Rec Bldg /Medicare 34 9 42 28 .,~.~ '001-5860-400-4930 Ladybug Rec Bldg/life Insuranc 12 2 5 3 '...'t.4 001-5860-400-4931 Ladybug Rec Bldg /L TO 27 4 14 7 30 001-5860-400-4999 Ladybug Rec Bid /Public Works 3,570 2,993 00.1-5860-400-5220 Ladybug Rec Bid /Heat/light/Po 1,000 i~ooo 001-5860-400-5230 Ladybug Rec Bid /Telephone 001-5860-400-5310 Ladybug RecBld /Bldg/Facilty 1,676 1,610 1,500 828 1;500 001-5870~300-3826 Scout Hut/Other Bldg Rental 780 780 800 30. 001-5870.-40.0-5310 Scout Hut /Bldg/Facilty 95 500 33 00.1-610.0.-40.0-4101 Golf Courser/FT Salares 1,752 1,235 4,380 001-6100.-400-4110 Golf Course/Longevity Pay 175 122 .438 001-6100-400-440.1 Golf Course/OT Lf3 Draft Copy Recreation Budget Analysis 2,009 2,010 2,011 2,011 Account Description Actual Actual Adopted Estimated 001-6100-400-4520 Golf Course/Other Payroll 17 77 001-6100-400-4931 Golf Course/L TO 10 7 001-6100-400-4221 Golf Course/Building Atte 001-6100-400-4257 Golf Course/Maintenance 001-6100-400-4510 Golf Course/Non Smoking 6 4 001-6100-400-4511 Golf Course/Residency 001-6100-400-4512 Golf Course /Educational Stip 001-6100-400-4901 Golf Course/PERS Empl 365 225 001-6100-400-4902 Golf Course/PERS EE 146 109 001-6100-400-4920 Golf Course/Medical 226 001-6100-400-4921 Golf Course/Medical Ins 169 001-6100-400-4923 Golf Course/Eye Care 10 6 001-6100-400-4924 Golf Course/Dental 30 22 001-6100-400-4925 Golf Course/Medicare 001-6100-400-4930 Golf Course/life Insurance 3 2 001-6100-400-6101 Golf Course /Contract Services 22 001-6100-400-6910 Golf Course /Miscellaneous 20 TOTAL REVENUE TOTAL EXPENSE TOTAL NET LOSS ilj Draft Copy PAC Budget Analysis �5_ 2009 2010 2011 2011 2012 Account 001- 6210 - 300 -3410 001- 6210 - 300 -3835 001 - 6210 -300 -3850 001 - 6210 - 300 -3860 001 - 6210 - 300 -3865 001- 6210 -300 -3930 001 - 6210 - 300 -3940 001 - 6210- 300 -3960 001 - 6210 -300 -3990 Description Pac /Endow Interest Community Events Revenue Theatre /Play /Producti Theatre /Admissions - Pac /Box'Office Fees /Mist Theatre /Donations /Gif Pac /Admin /Miscellaneous Pac /Admin /Pepsi Machine Pac /Admin . /Transfers In Actual 0 0 0 27860 66420 0 48 36136.89 Actual 0 294 0 15469.92 505 0 189.6 18352.74 Adopted 0 0 0 17000 0 0 0 15000 Estimated Requestd 0 0 2500 0 0 0 0 50062.02 20,000 0 0 0 2500 0 0 11126.82 001 - 6210 - 400 -4101 001 - 6210 - 400 -4110 001- 6210 -400 4401 001 - 6210 - 400 -4520 001- 6210 - 400 -4201 001 - 6210 - 400 -4510 001 - 62104004511 001 - 6210 - 400 -4901 001- 6210 -400 -4902 001 - 6210 - 400 -4920. 001 - 6210 - 400 -4921 001 - 6210 - 400 - 4923 001 - 6210 -400 -4924 001 - 6210 -400 -4925 001 - 6210 -400 -4930 001 - 6210 - 400 -4931 001 - 6210 -400 -4999 001- 6210 - 400 -5100 Theatre / F/T Salaries Theatre /Longevity Theatre /Overtime Sal Theatre /Other Payroll Theatre /P/T Salar Theatre /Non- Smoking A Theatre /Residency All Theatre /Pers /Employer Theatre /Pers /Employee Theatre /Health Ins /BI Theatre /Medicallnsur Theatre /Eye Care Theatre /Dental Care Theatre /Medicare Theatre /Life Ins /Sala Theatre / LTD Theatre /Public Wor Theatre /Office Supplie 248021.4 7060.56 951.95 4671.37 96275.82 300 720 42928.26 21702.22 0 32435.32 1564.99 5389.7 5191.01 562.8 1230.93 6030 1093.94 172499.55 1158.65 0 45794.82 79383.79 50 120 28064.16 14708.23 0 35261.7 1265.94 4712.9 4335.76 426.52 799.79 3753 1515.42 124976 0 0 1009 61200 0 0 23699 9448 22572 0 1000 3000 1826 276 517 4840 1000 1239917 155355 0 0 4345.06 0 1695.12 1106 56161.44 57000 0 0 0 0 21129.16 34288 10196.34 13423 0 25108 22571.28 0 823.92 1025 2946.48 3075 2699.94 3096 276.96 283 532.32 567 1296 0 0 001 - 6210 - 400 -5120 001 - 6210 - 400 -5130 001 - 6210 - 400 -5150 001- 6210 - 400 -5210 .001- 6210400 -5220 001 - 6210 -400 -5230 001 - 6210- 400 -5231 001 - 6210 -400 -5240 001 -6210- 400 -5260 001- 6210 - 400 -5270 001- 6210 - 400 -5280 001 - 62107400 -5310 001 - 6210 -400 -5313 001 - 6210400 -5320 001 - 6210- 400 -5330 001 -6210 -400 -6101 001 -6210 -400 -6310 Theatre /Box Offic Pac /Postage Pac /Admin /Bank Charges Theatre /Spec. Departm Pac /Heat /Light /Po Pac /Telephone Pac /Admin /Cellular Phone Pac /Marketing Pac /Dues & Subscr Pac . /Gas & Oil Pac /Concessions Pac /Facility Repa Pac /Admin /Fac Maint /Non- Pac /Vehicle Repai Pac /Equip Repair Pac /Contractual S Pac /Admin /Rent /Lease/Tax 1765.21 7416.38 5626.13 2274.95 45403.04 1244.08 422.83 7000 0 549.09 8071.98 29659.19 439.55 55.09 7834.19 1321.78 3644.28 1120.43 7505.46 5595 1073.39 32259.11 751.82 0 4392.34 0 409.51 8327.79 23019.39 2369.49 57.04 6783.74 0 1962.49 1500 1000 1500 1500 35000 1000 0 0 0 500 6800 22000 1000 100 7000 0 2000 159.3 4494.68 4341.94 1066.6 41439.56 710.42 0 0 0 587.26 6067.62 27579.64 9639.4 469.88 13596.4 0 2857.06 1500 5000 5000 1500 42000 1000 450 14000 350 600 7000 24000 1000 500 7600 0 3000 �5_ Draft Copy PAC Budget Analysis 2009 2010 2011 2011 2012 Account Description Actual Actual Adopted Estimated ' Requestd 001-6210-400-6600 Theatre /Travels & Mee 83.09 61.5 0 0 0 001-6210-400-6712 Pac /Front House/P 852.69 391.24 ' 500 310.02 500 001-6210-400-6820 Pac /Production 104.27 271 300 0 4000 001-6210-400-9510 Pac /C/O Equipment 0 11755.85 0 0 0 001-6211-300-3850 Pac/Pasco / Admissions 172251 123734 ' 0 57269.2 48000 001-6211-300-3890 Pac/Pasco /Concessions 9818.5 7244.5 0 7076 7800 001-6211-300-3895 Pac/Pasco /Marketing 0 0 0 0 0 001-6211-400-4201 Pac/Pasco /Part-Time Sal 3447.75 464.83 0 513.02 0 001-6211-400-4925 Pac/Pasco /Medicare 49.98 6.75 0 7.44 0 001-6211-400-5130 Pac/Pasco /Postage 8.67 0 0 0 0 001-6211-400-5210 Pac/Pasco /Spec. Departm 238.11 76.03 0 0 0 001-6211-400-5240 Pac/Pasco / Advertising/P 53468.55 42246.34 0 0 20000 001-6211-400-5330 Pac/Present. /Spec Dept Equ 769.67 720.88 0 0 0 001-6211-400-6101 Pac/Pasco /Contractual S 40000 0 0 0 0 001-6211-400-6712 Pac/Pasco /Front Of Hous 0 100 0 0 0 001-6211-400-6820 Pac/Pasco jProduction 80837.7 56093.93 0 0 10000 001 ~6213-300-3850 Pac/Neb /Admissions 5372 1480 1500 3430 2000 001-6213-400-6820 Pac/Neb /Production 4500 2700 3000 4832.08 2000 001 ~6215-300-3850 Pac/Rental /Admissions 206 6127.6 0 -19046.22 20000 001-6215-300-3875 Pac/Rental /Rentals 112080.5 101820.4 157000 171308 160000 ,001-6215-300-3890 Pac/Rental /Concessions 4932 13021.5 8500 8062 7000 001-6215-400-5210 Pac/Rent~lI /Spec. Departm 417.68 519.93 700 0 0 001-6215-400-5330 Pac/Rental /Spec Dept Equ 1390.52 1263.48 1500 0 0 001-6216-300-3850 Pac/City Events /Admissions 0 0 0 0 0 001-6216-300-3860 PAC Sign Revenue 116402.57 116935.95 125000 59151.26 24000 001-6216-400-4901 PAC Sign / PERS / Employer 791.61 507.79 0 642.62 0 001-6216-400-4902 PAC Sign/Pers:-Employee 377.52 250.64 0 297.4 0 001-6216-400-5210 Pac/City Events /Spec. Departm 0 238.72 0 0 0 001-6216-400-5230 Sign/Telephone 1225.05 1324.62 1400 1099.2_ 001-6216-400-5240 Pac/City Events / Advertising/P 0 0 0 0 0 001-6216-400-5330 Sign/Spec Dept Equip R&M 5569.31 2082.68 2000 1663.24 0 001-6t16-400-5370 Pac/City Events /Equipment Ren 0 0 0 0 0 001-6216-400-6101 Pac/City Events /Contractual S 39998.64 40465.4 43750 2146056.~ . .....' ~ "'-s 001-6216-400-6110 Pac/City Events /Professional 0 0 0 0 0 001-6216-400-6711 Pac/City Events /Fundraising E 0 0 0 0 0 001-6216-400-6712 Pac/City Events /Front Of Hous 0 0 0 0 0 001-6216-400-6810 Pac/City Events / Artist Fees 0 0 0 0 0 001-6216-400-6820 Pac/City Events /Production 0 0 0 0 0 001-6216-400-5220 Sign/Heat Light & Power 8137.46 7091.09 7100 776558 ._II~ . " '.~_"""lS''f;~ 1/6 PAC Budget Analysis Account Draft Copy Description 2009 Actual 2010 Actual 2011 2011 Adopted Estimated TOTAL REVENUE TOTAL EXPENSE NET LOSS 2012 Requestd 306,800 446,326 139,526 17 Draft Copy LibraIY Budget Analysis ,2009 2010 2011 2011 2012 Acc()unt Description Actual Actual Adopted Estimated Requestd 001-6300400-5210 library /Spec. Departme 645 001-6300-400-5310 library /Bldg/Facilty 5,948 119 001-6300-400-5313 library /Fac Maint/Non- 10,516 346 001-6300-400-6101 library /Contractual S 2,783 372 10,000 299 350 Lj<; Booking Fees ~udget Analysis Account Description 001-6700-400-6101 Booking Fees /Contractual S Draft Copy 2009 Actual 13,630 2010 Actual 25,358 2011 Adopted 20iOOO 2011 Estimated '30,192 2012 Requestd 40,000 LIe; SA Exam Budget Analysis Account Description 001-6720-400-6110 SA Exams /Professional Draft Copy, ,2009 Actual 28,800 2010 Actual 15,146 2011 Adopted 15,000 2011 Estimated 14,400 2012 Requestd 15,000 so General Services Budget Analysis Account neserintinn Draft Copy 2009 2010; - 201y Estimated 2012' 001- 3300 - 300 -3570 PW Other Grants BAARMD 0 25,000 } „0. 0 0 GOmments 001 - 3300 -300 -3571 001- 3300 - 400 - 6110 PW Other Grants EECBG PW /Professional 0 0 0 0 f? 4fl 0 0 sli ' +L2ru,5;b00 001 - 3300 - 400 -4101 001- 3300- 400 -4110 001 - 3300 -400 -4150 General Services /Salaries General Services /Longevity General Services /Stand -By Week 457;853 14,804 3,600 533,894 14;587 5,405 363;s ,a5ti7 rr��OdD. 166,936 4,987,1j83 '5,751 001 - 3300 - 400 -4151 General Services /Stand -By Week 17,067 001- 3300- 400 -4401 General Services /Overtime Sala 7,768 8,177 4,513 k6.Q00; 001 - 3300 - 400 -4512 General Services /Educational St 9,434 9,769 �4;�4 4,117 3;625: 001 - 3300 - 400 -4520 General Services /Other Payroll 7,333 4,579 x� X2,335; 2,1271, Mom 001 - 3300 - 400 -4201 General Services /Part -Time Sal 71,487 99,279 +,'2 OOb' 56,661 low, �i X25,; aim, 001 -3300- 400 -4510 General Services /Non- Smoking A 630 637 224 001 - 3300- 400 -4511 General Services /Residen_cyAll 11242 2,211 540 432; 001 - 3300 - 400 -4800 General Services./Training & Ed 10946 879 ,0i�t 6,772 ;5;000; 001 - 3300-- 400 -4801 General Services /Safety Program 0 4,666 � 4LOOb 0 001 - 3300 - 400 -4901 General Services /Pers /Employer 81,458. 90,496$2,$4,0 53,037 28,054; 001 - 3300 =400 -4902 General Services /Pers /Employee 51,705 5.8,981 30,808 154 322 001 - 3300 - 400 -4905 General Services /Alt Ben Prog /D 0 0 0 6,131 001 - 3300 - 400 -4906 General Services /Alt Ben Prog /D 59 2,100 ';' "' p' 0 ; p 001 - 3300- 400 -4908 General Services /RHS Plan 720 3,437 r °X4,050' 764 90 001 -3300- 400 -4920 General.Services /Health Ins /el 9,136 14,014 1,128 20,320: 001- 3300 -400 -4921 General Services /Medical Insur 53,368 63,681 w0.' 28,688 r :0' 001 - 3300 - 400 -4923 General Services /Eye Care 40353 5,428 ^x14265 3,453 1,250 001 - 3300- 400 -4924 General Services /Dental Care 10,425 14,130 t u;:3;8? 4,965 001 - 3300 - 400 -4925 General Services /Medicare 7;283 8,690 , n ;;1,79' 3,145 001 - 3300 - 400 -4930 General Services /Life Ins /Sala 1,158 1,375 393< 471 , 350` 001- 3300 - 400 -4931 General Services / LTD 2,482 2,74285E 1,045 001-3300-400-4999 General Services /Public Works - 317,404 - 316,619 157,209 ",° 157,294: 001 - 3300 - 400 -5100 General Services /Office Supplie 4,065 2,981 zY'.�x x;60 2,251 001- 3300- 400 -5130 General Services /Postage 23 275 200 001 - 3300- 400 -5140 General Services /Books /Pamphle 30 O 7, sMk; t`j 0 p 001 - 3300 - 400 -5210 General Services /Spec. Departm 36,282 18,832 14,0795,06i; 001 - 3300 - 400 -5220 General Services /Heat /Light /Po 9;3571 4,017 5,029 9;000 1 General Services Budget Analysis Account Descrintinn Draft Copy 2009 2010011p Estimated A _a.._t FOt 71111 001 - 3300 - 400 -5230 General Services /Telephone 3,337 r,16.UaI P95 a. iuiy - j.une 1,347 001 -3300 -400 -5231 General Services /Cellular Phone 6,884 4,240 "Y f'{� "40 o�t2�nn Gene ?1��i;" a 5,561 ........ -409-5259 001 -3300- 40.0 -5251 aI Se : ,.e� /I In'f 9^ • gym-,, tl General Services /Clothing Allo 9,634 �j � 7,942 �rr'p 1 �14`.'�HUMID' ; t.' 6,461 001 - 3300 - 400 -5260 General Services /Dues & Subscr 0 0 ,50d 0 001 - 3300 - 400 -5210 General Services /Gas & Oil 45,515 47,125 yF?45,00 57,072', 001 -3300- 400 -5272 General Services /Auto Allowance 3,193 2,644w'.'.,,. ?,YO 407 001 - 3300 - 400 -5310 General Services /Bldg /Facilty 19,374 15,294 7,275' 001 - 3300 - 400 -5313 General Services /Fac Maint /Non- 4,153 8,149 ;.8y0C? 5.M 1,153 001 -3300- 400 -5314 General Services /Haz Materials 4,311 4,048 x12,00 4,852 001 - 3300 -400 -5315 General Services /Fuel Tank Mai 721,551 - 125,411 .' :z0,b0:b 50,448 001 - 3300- 400 -5320 General Services /Vehicle Repai 28,971 33,635 ;30,000: 29,405 001- 3300 - 400 -5330 General Services /Spec Dept Equ 219 225 •::;:•IIbbO! 7 001- 3300 - 400 -5340 General Services /Office Equipm 0 505 0 001 - 3300 - 400 -5350 General Services /Small Tools 4,283 2,225 5,140 001 - 3300 - 400 -5370 General Services . /Equipment Ren 1,801 0 1;00' 0 001 - 3300 - 400 -6101 General Services /Contractual S 35,789 25,466 94,01l." 001 - 3300 - 400 -6104 General Services /Cont. Service . 0 0', F << x' Oi 0 001- 3300 - 400 -6310 General Services /Rent /Lease /Ta 3,446 4,945 „} t 5�f10.. ; 4,481 001 - 3300 -400 -6550 General Services / Vehicle & Equip Replacement 001 - 3300 - 400 -6600 General Services /Travels & Mee 106 4 69 001- 3300 -400 -6910 General Services /Miscellaneous 1,274 1,343' :' 1,929 001 - 3300 - 400 -8100 General Services /Transfer Out 0 0 0 001 - 3300 - 400 -9200 General Services /C/0-Buildings 0 001- 3300 - 400 -9300 General Services /C /O- Improveme 0 0 ht3 0 '. 001 - 3300 -400 -9510 General Services /t/0-Equipment 0 0 Zb,br6 0 001 - 3300 - 400 -9520 General Services /C/0-Office Eq 0 0 r >< { ^ , ' 0 001 - 3300 - 400 -9530 General Services . /C /O- Communica 0 0", 0 001 - 3300 - 400 -9610 General Services /C/0-Vehicles/ kip_ 0 001 - 3300400 -9700 General Services /C/O:-Furniture 0 0 `,AZI �Sbt .; 0 001 - 3300 - 400 -9800 General Services /C /O -Other 0 - 0 ,tz 1 ro. , 0 -_1- pVl ��a�� v�o,�uc ivv,yau Jz%z,4L1 5Z5,027 339,187 �i 2 General Services Budget Analysis Account Description 3300 General Services 3420 Streets 3430 School Grounds 3600 Street Lights 3700 Signal Lights 3910 Storm Drains Draft Copy 2009 2010 2011 Estimated 2012. Actual Actual Adopted July - June :Requested 2011 2012 Adopted Requested 332,421 339,187 493,235 745,162 5,000 0 192,715 0 98,633 0 124,187 94,539 Totals 1,246,191 1,178,888 001 - 3910 - 400 -9510 Vacuum trailer- 25% (400150% & 710C 6,500 Total 6,500 1 3 Comments Draft Copy Streets Budget Analysis 2009 2010011 Estimated 2012 Account Deserintion Art-1171 Ar +uftl A�elwi��Y1 1..1.. 1:..... 001- 3420 - 400 -4101 Streets & Bike /Salaries 165,539 135,418 { t 211,295 Finance 001 - 3420 - 400 -4110 Streets &Bike /Longevity 3,953 4,264,b7s 7,779. W,2t8, Finance 001- 3420 -400 -4150 Streets & Bike /Standby - Weeken 0 504 'f ' h ?`,1;t)0 2,056 001 -3420- 400 -4151 Streets &Bike /Standby Weekni 2,880 3,204 't >;..,1z2'00 1,180 001 -3420- 400 -4201 Streets & Bike /Part-time Sala 33,145 14,834 ,15,OOD 0 0. 001- 3420 - 400 -4401 Streets & Bike /Overtime Salar 2,085 571 ,4,000' 3,473. 001 -3420- 400 -4512 Streets & Bike /Educational St 343 1,910 2,43 5,235 5,384' 001 - 3420 - 400 -4520 Streets & Bike /Other Payroll 2,117 44 k'2' 785: 755 2,92: Finance 001- 3420 - 400 -4510 Streets & Bike /Non- Smoking Al 0 103 ,, 315' 315,` 40 5 Finance 001 - 3420- 400 -4511 Streets & Bike /Residency Allo 747 701 Y t$64i 864 Finance 001 -3420- 400 -4901 Streets &Bike /Pers /Employer 19,654 13,754 i?44;787 24,385,1 44,CJ08 Finance 001 - 3420 - 400 -4902 Streets & Bike /Pers /Employee 14,083 11,827 3,1 17,944. 24,69Q Finance 001 - 3420- 400 -4904 Streets & Bike /Def Comp /City 0 0 ;0. 0 0` Finance 001- 3420 - 400 -4905 Streets & Bike /Alt Ben Prog /D 0 0 0! 0 0 Finance 001 - 3420 - 400 -4906 Streets & Bike /Alt Ben Prog /D 428 1,4196;30 3,359. 2,730' Finance 001 - 3420400 -4908 Streets & Bike /RHS Plan 180 99 " z *0 539 450;; Finance 001- 3420 -400 -4920 Streets &Bike /Health Ins /BL 9,493 9,379'3`23;1326': 1,925. 34,594' Finance 001 -3420- 400 -4921 Streets & Bike % Medical Insur 10;040 8,873 h �0 21,987 > 0: Finance 001 -3420- 400 -4923 Streets & Bike / Eye Care 934 8581;675 1,380 ;.2;150 Finance 001 - 3420- 400 -4924 Streets & Bike / Dental Care 3,416 3,231 „ 5,071; 4,983 ' 6,473; Finance 001 - 3420 - 400 -4925 Streets & Bike / Medicare 3,074 2,354 ` 8;47,8; 3,380.- Finance 001- 3420 - 4004930 Streets& Bike /Life Ins /Salar 375 308 a',' 49p 481'; Finance 001 - 3420 - 400 -4931 Streets & Bike / LTD 797 699 f. `,�93" 1,105 Finance 001 - 3420- 400 -5210 Streets & Bike /Spec..Departm 30,636 19,672 35y0(3i7 39,344k40'OOb` 001 - 3420- 400 -5211 Streets & Bike / Landscape Sup 0 0 X10; ©pb; 18,055 4 20;000 001- 3420 - 400 -5220 Streets & Bike /Heat /Light /Po 0 0 A ;> ,00`0. 7,912 001 - 3420 - 400 -5231 Streets & Bike Cellular Phone / OFF,'`; 7 500; New Account' 001- 3420 - 400 -5260 Streets & Bike / Dues & Subsc 0 0 0 001 - 3420 - 400 -5272 Streets :& Bike /Auto Allowance 798 432-, [ y'ziLyi� �' 407 ; 001- 3420- 400 -5330 Streets & Bike /Spec Dept.Equ 129 0 s :1,500` 111 100. Changed from 0 . 001 - 3420- 400 -5350 Streets & Bike /Small Tools 124 369 .2,OOb 2,580 2,000 1 Changed from 1,000 Streets Budget Analysis Draft Copy 2009 2010 2011' , Estimated 2012 �%AAVUIIL vescnpzion Actual Actual Adro,tede July - June Requested;: Other Comments 001 - 3420- 400 -5370 Streets & Bike /Equipment Rent 284 974 a, 2;00[7 845 1,OOQ. 001 - 3420 - 400 -6101 Streets &Bike /Contractual S 27,132 33,749 W066 38;102`F .8';"Of�f; Fit ,fir` "" ,'r*� "�,�t4�^ 001- 3420 - 400 -6110 Streets &Bike /Professional 0 0 ' 4,ti ;: "U 0 001 - 3420- 400 -6600 Streets & Bike /Travels & Meet 0 0 f,0 ; _ °`t ` ;0 0 0` 001 - 3420 -400 -6910 Streets & Bike /Miscellaneous 01 0 , 0 , 0' 001 73420- 400 -8100 Streets & Bike /Transfer Out 0 0 :0 001 - 3420- 400 -9300 Streets & Bike /C /0- Improveme 0 0 x p 0 0 001 -3420- 400 -9510 Streets & Bike /C /0- Equipment 0 0 0; 0 p; 001 - 3420 - 400 -9530 Streets &Bike /C /0- Communica 01 0 0; 0 ' . v�aa�.a JJL,JVV GV7,VY7 Y7J,Y.J3 001 - 3420 - 400 -6101 Paving Contract 5,000 Striping Contract 201000 Street light pole replacements Contract 5,000 Traffic Signal Contract 55000': Total 85,'000 1 f441,11y /45,162 Draft Copy Storm Drains Budget Analysis 2009 2010 2011 Estimated 2012 Account 001 -3910- 400 -6110 PW /Professional 0 n��Wa 0 r.ao zea F Ij jury - rune RegUeted ; 0 001 -3910- 400 -4101 PW -Storm Drains /Salaries 0 0 ' 2tSj,13: 0 001.3910 -400 -4110 PW -Storm Drains /Longevity 0 0 18,213 280 25.,9A 62 001 - 3910 -400 -4150 PW -Storm Drains /Stand -By Week 0 0 001 - 3910 - 400 -4151 PW -Storm Drains /Stand -By Wee 0 0 x «'.Ot' v00' 895 001 -3910 -400 -4401 PW -Storm Drains /Overtime Sala 0 0 863 9b' "83 001- 3910 -400 -4512 PW -Storm Drains /Educational S 0 . 987 001 - 3910 - 400 -4520 PW -Storm Drains /Other Payroll 0 0 z0$- 525 001- 3910 -400 -4510 PW -Storm Drains /Non-Smoking A 0 0 15 001- 3910 - 400 -4511 PW -Storm Drains /Residency All 0 0 �a`,'fi8 85 180: 001.3910- 400 -4901 PW -Storm Drains /Pers /Employe 0 2,339 001- 3910 - 400 -4902 PW -Storm Drains /Pers /Employee 0 0 ". „M 1,521 236 001 - 3910 - 400 -4908 PW -Storm RHS Plan Drains / 0 0 �� ,1, 45 �} d5' 001 - 3910400 -4920 PW -Storm Drains /Health Ins /B 0 0 ;'r};g! 564 t 001 -3910- 400 -4921 PW- Storm.Drains /Medical Insur 0 0`'hf��a� 0 1,889 0` 001 - 3910 - 400 -4923 PW -Storm Drains /Eye Care 0 01 103';:; , 001 -3910- 400 -4924 PW -Storm Drains /Dental Care 0 0 w ftV99$; 392 001 - 3910 - 400 -4925 P1N -Storm Drains /Medicare 0 0 fir x8;: 320 n, 001 - 3910 - 400 -4930 PW -Storm Drains /Life Ins /Sala 0 0 a fr 44 43 551 001 - 3910 - 400 -4931 PW -Storm Drains / LTD 0 0 93 44" 7 a 135 001 - 3910 - 400 -5210 PW -Storm Drains /Spec. Depa 2,075 0 1,OOd. 3,068 001 - 3910 - 400 -5231 PW -Storm Drains /Cellular Phone 0 0 Y „'Q; 16 001 - 3910 - 400 -5272 PW -Storm Drains /Auto Allowance 01 0 * "' xi 204 200' 001 - 3910 - 400 -5370 Storms Drains /Equip Rental 0 0 „0. 1,645 001 - 3910 - 400 -6101 Storm Drains /Contractual S 9,000 1,933 SrT15;OD0' 1,333 ?h;( 001 - 3910 - 400 -5310 Storm Drain /Bldg Facility 14,529 18,155 +; t 40,OQD; 7,019 901 3910 409 5313 493 A t 001 - 3910 - 400 -6910 PW -Storm Drains /Miscellaneous 0 0 30,060, 37,495 001 - 3910 -400 -9510 Storm Drains /C /O- Equipment 0 0Q° 0 _ n ,v LV,VOO. 1L4,1a/ 25u,5].Z 94,539 T/ V Other Comments Parks Budget Analysis Park Maintenance Account Descrintinn Draft Copy 2009 2010 5' x2011 ' Estimated 2012 A M...1 wx�Y3 - - -- -' 001 - 4001 - 300 -3845 Park.Maint /Rental Income ....... 1'. w ..IY - June IcCgUC5ie0" Other Comments 001 - 4001 - 400 -5211 , Park Maint: /Landscape Sup 0 4,108:',000 21,055 x1,000;; New Account 001 - 4001 -400 -4101 Park Maint /Salaries 251,028 256,664 UNil, 147 5�'G . 137,719 15;000.; 14b;8tl1 Finance 001 - 4001=400 -4110 Park Maint /Longevity 12,278 11,656'"x$]�i 5,248 4,398! Finance 001 - 4001 - 400 -4150 Park Maint /Standby Weekends 4,128 5,194 {t,? OQb° 001 - 4001 - 400 -4151 Park Maint /Standby Weeknight 4,818 4,220 2,304 001- 4001 - 400 -4401 Park Maint /Overtime 3,258 .7,022 bmjp' 5,567 00 1 - 4001 - 400 -4512 Park Maint /Educational St 7,496 6,259��;Ob'r% 3,392 T$80 Finance 001 - 4001 -400 -4520 Park Maint /Other Payroll 1,480, 2,519 �i� 1 ;53 891 2;154 Finance 001- 4001 -400 -4201 Park Maint /Part -Time Sal 320445 27,021 WOO 48,680 11=SMA 001 - 4001 -400 -4510 Park Maint %Non - Smoking A 420 413 - t t ,+ * 'G� S 195.. 195 Finance 001 -4001- 400 -4511 Park Maint /Residency All 1,584 1,826 54Q' 509: r.. Finance 001 - 4001 - 400 -4800 Park Maint /Training & Ed 75 0 I s „a'.0`; 0 „L360 : ��2p0,o 001 - 4001 - 400 -4901 Park Maint /Pers /Employer 27,182 25,286 29,581; 16,883 Finance 001 - 4001 - 400 -4902 Park Maint /Pers /Employee 22,015 2 1,9 66 11,708 153;053. Finance 001 - 4001:400 -4906 Park Maint /Alt Ben Prog /D 3,3601 4,387 0f 840: 7;,050 Finance 001- 4001 - 400 -4908 Park Maint / RHS 600 1,819F!? y�3.Of1o' 180: 7Z0. Finance 001 - 4001 - 400 -4920 Park Maint /Health Ins /el 0 0 T" X14;629 2,559 19;959'. Finance 001 - 4001 - 400 -4921 Park Maint /Medical Insur 34,703 45,590 12,236 ' Q: finance 001-4001-400-4923 Park Maint /Eye Care 1,620 .1,886 863 7 ,51 Finance 001-4001-400-4924 Park Maint /Dental Care 5,583 7,022 3,773; 3,119 481 Finance 001 - 4001 - 400 -4925 Park Maint /Medicare 4,622 4,666 = =u� 2;1561 2,848 2;345'; Finance 001 - 4001 - 400 -4930 Park Maint /Life Ins /Sala 577 641 299 931; Finance 001 - 4001 - 400 -4931 Park Maint /LTD 1,373 1,357 'vin! 7.;51` 723 ! 7 6 Finance AM .Aflr11 _Allfl CLAM PaFk Maint 001 - 4001 - 400 -5210 Park Maint /Spec. Departm 42,477 47,775 s!t + w 2r0o0 28,544 h a ,32.00Qi 001 - 4001 - 400 -5216 Park Maint /Park Publicity nc New Account 001 - 4001 - 400 -5220 Park Maint /Heat/Light/Po 0�+ 0 41,900; 48,671 .r 58ir0 001 - 4001 - 400 -5231 Park Maint /Cellular Phone 1,038 719 a 2 {0Qh0` 1,453 Includes water usage /1111 Af1M AAA C'fC1 8 2&4 001 -4001- 400 -5272 Park Maint /Auto Allow 0 0 6"', t 0; 204,1"'...,'! 001 - 4001- 400 -5310 Park Maint /Bldg /Facilty M 2,113 821 671 'y' �� '�i��F ` � `,° •��i�0 RI (i 001 - 4001 - 400 -5330 Park Maint /Spec Dept Equ 634 011 3+L,000 0 00174001-400 -5340 Park Maint /Office Equipment;r�: # +• r,',;;, + 0 NeW AcGbunt 001 -4001- 400 -5350 Park Maint /Small Tools 102 10 ' s° `. $,000! 0OtlO 001 - 4001 -400 -5370 Park Maint /Equipment Ren 0 0 r'h4;`OQ6 0 f 4gOb; 001 - 4001 - 400 -6101 Park Maint /Contractual 5 37,182L 15,239 srG�n 33 ;600; 30,711 -? 336b0 GADS 001 - 4001 - 400 -6550 Park Maint /Vehicle & Equip Replacement "� syt r �� r� < � x OADS Ap v) V 1 Parks Budget Analysis Park Maintenance Account nperrinfinn Draft Copy 2009 2010 x2011 , ' Estimated 2b12 001 -4001- 400 -6910 001- 4001 - 400 =9510 Park Maint /Miscellaneous Park Maint ./C/0-Equipment -- 0 0 0 79 736 ;rtuvp4cu r`,.` r, _ 35 6,00: July - tune 0 OtiN ngquesiem. Other Comments 001 - 4002 - 400 -4110 001 - 4001 - 400 -9610 IPark Maint /C /O- Vehicles/ 0 0 Z5,b00 0 b; Finance 001-4002-4004150 PW- Landscape /Standby Weekend 0 0 1,325 2'O00 See below , ,..,ic .0�,vvi - 1114,430 Landscane 001-4002-400-4101 PW- Landscape /Salaries 0 0 a;; 217 , 205,636 .235;208; Finance 001 - 4002 - 400 -4110 PW- Landscape /Longevity. 0 0 F a't,;1 4,427 7;24',9. Finance 001-4002-4004150 PW- Landscape /Standby Weekend 0 0 1,325 2'O00 001 - 4002 - 400 -4151 PW- Landscape /Standby Weeknight 0 1,229 2;000! 001 - 4002- 400 -4401 PW- Landscape /Overtime 0 06 x,+Jpb 5,217 001 - 4002 -400 -4512 PW- Landscape /Educational St 0 0 1$,r,Q 1,913 1;5'66` 001 - 4002 - 400 -4520 PW- Landscape /Other Payroll 0 0 377 2245; Finance 001 - 4002-400-4201 PW- Landscape /Part-Time Sal 0 0 ";r �T ,6,Ob x,a<j r.�'s ks °ub "r�2$ 000 u+" r' 1, i.. �.� r �j� l+� �t�r ,��s " `� 001 -4002- 400 74510 PW- Landscape /Non-Smoking A 0 0 "• ,ri0 120 ;`390: .�.' 7 ;. „`:. Finance .,._.. ..�t' 001 - 4002- 400 -4511 PW- Landscape /Residency All 0 0 2,448 2;448.. Finance 001 -4002- 400 -4800 PW- Landscape /Training & Ed 0 0 001 - 4002 - 400 -4901 PW- Landscape /Pers /Employer 0 0 42,Q6] 22,497 37 }282,`:: Finance 001 - 4002 - 400 -4902 PW- Landscape /Pers /Employee 0 0 : - ,'3, 0 14,024 ' !..21;0$4 Finance 001 - 4002 - 400 -4906 PW- Landscape /Alt Ben Prog /D 0 0 " d,00 4,200. 4:4T0: Finance 001 4002 - 400 -4908 PW- Landscape / RHS 0 0 , 1,000 2,835 W Finance 001 - 4002 - 400 -4920 PW- Landscape /Health Ins /BI 0 0 31,691= 564 finance ' 001 - 4002 -400 -4921 PW- Landscape /Medical Insur 0 0 30,161 " 0 Finance 001-4002-400-4923 PW- Landscape /Eye Care 0 0 ', , 1;660'; 1,603 `' 2;450 Finance 001-4002-400-4924 PW- Landscape /Dental Care 0 0 7,1)7,6 5,757 ` 7;350; Finance 001 - 4002 - 400 -4925 PW- Landscape /Medicare. 0 0 , 2,695 '; 3;496 Finance 001 - 4002- 400 -4930 PW- Landscape /Life ins /Sala 0 0 SIR,�y�a� ?;47$; 556 676 Finance 001 - 4002 - 400 -4931 PW- Landscape /LTD 0 0 , ,;:a�r;dd2 863 , T195 Finance 001 -4002- 400.5210 PW- Landscape /Spec Dept Supp 0 0 ` 3,0.OQy 916 001-4002-400-5211 PW- Landscape /Landscape Sup 01 0 a k45,b0o 17,524,' �r53400 104;,� +A? ,`yY �y;s? r "1� 001 - 4002 =400 -5231 PW- Landscape /Cellular Phone_ . •{;{ New account 001 - 4002 - 400 -5272 PW- Landscape /Auto Allow 0 0 t *, tsb 204 250; 001 - 4002 - 400 -5350 PW- Landscape /Small Tools 0 0 , ; T1000'. 0 001 - 4002 - 400 -5370 PW- Landscape p e Ren 0 0 2,d00 0 . 2000 001-4002- 400 =6550 PW- Landscape /Vehicle &Equip Replacements j 77 001- 4002 - 400 -6910 -Landscape / Misc 0 0 3,500; 0 500 001 -4002- 400 -9510 PW-Landscape / C/O Eqpt 0 V� .•,••••� .• .. Yi v,cv3 3ci,vyc 4L2S,1JV4 2 Draft Copy Parks Budget Analysis Park Maintenance 2009 2010 u 201 Estimated 20,12 Account Description Actual Actual 'Adopted; ," July-June Requested;= 2011 2012 Adopted Requested 4001 Park Maintenance 502,832 412,436 4002 Landscape 476,263 428,904 Totals 979,095 841,340 001- 4001 - 400 -9510 Mowers weed wackers (small) 5,000 0 ckrrldvedeNit F 0 Total 5,000 IN 3 Other. Comments REVENUES Property Tax Sales Tax TOT MVLF Franchise Fees Interest /Rents Charges for Services Recreation /PAC Other TOTAL REVENUES EXPENDITURES Salaries & Benefits Other Operating Expenses Capital Equipment Debt Payments TOTAL EXPENDITURES TRANSFERS FROM OTHER FUNDS GEN FUND RECHARGES SHORTFALL BEGINNING CASH (est) CDC LOAN REPAYMENT ENDING CASH N GENERAL FUND - 6 YEAR PROJECTION FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 2,447,240 2,402,000 2,402,000 2,450,040 2,499,041 2,549,022 7,900,000 8,527,902 8,900,000 9,16700 9,442,010 7,675,270 1,693,702 1,700,000 1,734,000 1,768,680 1,804,054 1,840,135 2,845,685 2,814,000 2,814,000 2,870,280 2,927,686 2,986,239 1,415,887 ' 1,410,000 1,424,100 1,438,341 1,452,724 1,467,252 944,717 1,114,250 1,119, 821 1,131, 019 1,142,330 1,153,753 580,607 582,950 594,609 606,501 618,631 631,004 1,449,202 1,583,200 1,614,864 1,647,161 1,680,105 1,713,707 1,450, 210 1,412,870 1,426,999 1,441, 269 1,455,681 1,470,238 20,727,250 21,547,172 22,030,393 22,520,292 23,022,261 21,486,619 20,745,915 21,564,212 22,082,854 22,524,511 22,975,001 23,434,501. 5,038,091 5,822,754 5,880,982 5,939,791 5,999,189 6,059,181 74,295 309,500 300,000 300,000 300,000 300,000 571,462 569,992 569,992 488,386 488,386 488,386 26,429,763 28;266,458 28,833,828 29,252,689 29,762,577 30,282,069 1;018,269 1,460,686 1,460,686 1,460,686 1,460,686 1,460,686 3,639,000 3,204,000 3,268,311 3,315,789 3,373,585 3,432,469 (1,045,244) (2,054,600) (2,074,437) (1,955,922) (1,906,045) (3,902,294) 4,241,566 3,279,322 1,314,722 (660,715) (2,508,637) (4,297,682) 83,000 90,000 99,000 108,000 117,000 128,000 3,279,322 1,314,722 (660;715) (2,508,637) (4,297,682) (8,071,976) ASSUMPTIONS Updated 2011 based on est. actuals; 2012 based on Assessor's Office 2% est. of 2% descrease; 2013 flat, 2014 -16 2% increase Updated based on 2011 est. actual, then MBIA estimate years 2012, 2013; 3% growth thereafter Updated 2011 based on est. actuals; 2012 flat, then 2% increase each year Updated based on 2011 est. actuals; Flat two years, then 2% increase Updated 2011 based on est. actual; 2012 flat, then 1% increase Updated 2011 based on est. actuals; 2012 assumes golf course rent, then .5% for 2013 and 1% thereafter Updated 2011 based on est. actuals, 2012 flat, then 2% increase each year Updated 2011 based on est. actuals; 2012 based on revenue projections, then 2% increase each year Updated 2011 basedon est. actuals; 2012 based on revenue projections; 1% growth thereafter Updated 2011 based on.actuals; 2012 based on expenditure projections, 2013 increased for medical & PERS, then 2% increase each year thereafter Updated 2011 based on est. actuals; 2012 basedon expenditure projections, then 1% increase each year Updated 2011 based on actuals; 2012 based on expenditure projections, then Flat at $300,000 for five years Debt payment schedule - no new General Fund debt 2011 based on est. actual transfers; 2012 based on projections, then flat thereafter Also, Tribe $500K annual funding removed Updated 2011 GF Recharge since refuse contract administration fee part of refuse rate increase in 2012 FY 2011- moved $102,765 to housing for in -lieu payment and $697,594 for Water /Sewer OPEB contributions to Trust Fund CDC loan payment -is- FY 2016 ASSUMPTIONS 2,549,022 Updated 2011 based on est. actuals; 2012 based on Assessor's Office 2% est. of 2% descrease; 2013 flat, 2014 -16 2% increase 7,675,270 Updated based on 2011 est. actual, then MBIA estimate years 2012, 2013; 3% growth thereafter 1,840,135 Updated 2011 based on est. actuals; 2012 flat, then 2% increase each year 2,986,239 Updated based on 2011 est. actuals; Flat two years, then 2% increase 1,467,252 Updated 2011 based on est. actual; 2012 flat, then 1% increase 1,153,753 Updated 2011 based on est. actuals; 2012 assumes golf course rent, then .5% for 2013 and 1% thereafter 631,004 Updated 2011 based on est. actuals, 2012 flat, then 2% increase each year 1,713,707 Updated 2011 based on est. actuals; 2012 based on revenue projections, then 2% increase each year 1,470,238 Updated 2011 basedon est. actuals; 2012 based on revenue projections; 1% growth thereafter 21,486,619 23,434,501 Updated 2011 based on actuals; 2012 based on expenditure projections, 2013 increased for medical & PERS, then 2% increase each year thereafter 6,059,181 Updated 2011 based on est. actuals; 2012 basedon expenditure projections, then 1% increase each year 300,000 Updated 2011 based on actuals; 2012 based on expenditure projections, then Flat at $300,000 for five years 488,386 Debt payment schedule - no new General Fund debt 30,282,069 1,460,686 2011 based on est. actual transfers; 2012 based on projections, then flat thereafter Also, Tribe $500K annual funding removed 3,432,469 Updated 2011 GF Recharge since refuse contract administration fee part of refuse rate increase in 2012 (3,902,294) (4,297,682) FY 2011- moved $102,765 to housing for in -lieu payment and $697,594 for Water /Sewer OPEB contributions to Trust Fund 128,000 CDC loan payment (8,071,976) -is- 6/7/11 City Council/COC Joint Special Meeting Agenda , , ITEM NO, 3C [Distributed 6/7/11] Cost Analysis and Assessment of Public Safety Alternatives Rohnert Park, California matrix$ consulting group June 7, 2011 Summary of Project . Performed a preliminary assessment comparing current public safety costs to potential alternative service provider costs. . To complete the assessment, the project team engaged in the following activities: ~ Interviews with a number of individuals. induding staff from the City Manager's Office. the Department of Public Safety. IT. and Public Works. ~ Collection of information regarding DPS workload demands. organizational structure. staff schedules. deployment. operating budgets. etc. ~ Review of estimated costs from the Sonoma County Sheriff. Rancho Adobe Fire Protection District. and CaIFIRE. . Initial comparative findings suggest that the City may experience annual operating cost savings under a potential police and I or fire contract. matrixm consulting group 1 General Profile of the Department of Public Safety . In total, theDPS has an authorized FY 2010 /2011 allocation of 81,75 full-time equivalents and a budget of $15.5 Million, summarized as follows: Animal.Servlc:es 2 $345.000 $155.000 $1.000 Fire Servic:es 18 $3.1 Million $196.000 $12.000 POllee,Servlc:es Staffing 61.75 Personnel $10.4 Million Services I Supplies $1,.2 Million Capital Costa $50,000 Total Budget $11.7 Million $500,000 $3.3 Million . The City also incurs approximately $776,000 for indirect costs to support the DPS (liability, legal, human resources, etc.l_, t . ma rlxm consulting group Cost Analysis for Law Enforcement Services 2 Baseline Comparative Cost for Law Enforcement . To compare "apples to apples", the project team developed a law enforcement baseline cosHor comparison, summarized as follows: -" " <c~I)PS 'i'c;o.tfo,'i., ..'..,....,.... ;-:, 'I)~$$&ICI~~~ '. "". .',....'..'... II.~~ cC)l!!~ ...'. '.. Personnel $10.2 Million $10.2 Million Incurred by alternative Protection ,$1.3 Million $465,000 Contracts, etc., continue Maln Station $216,000 $0 Maintenance costs continue Indirect Costs $574,000 $518,683 IT support costs continue , Total Budget (Est) $12.3 Million $11.2 Million NA matrixm consulting group Proposed Law Enforcement Contract for Service . The City has received a draft proposal containing 3 separate options from the Sonoma County Sheriff's Office to provide law enforcement services, summarized as follows: 44.75 $6.8 Million $1.1 Million $1.2 Million $189,000 49.5 $7.5 Million $1.3 Million $1.3 Million $204,000 6Pt!Orl3 54.25 $8.3 Million $1.4 Million $1.4 Million $218,000 Staffing Salaries I Benefits Other Compo Overhead (@15%) Services I Supplies Total Budget (est) $9.3 Million $10.3 Million $11.3 Million matrixm consulting group 3 I" Evaluation of Proposed Contract Service levels and Staffing . Patrol staffing levels are driven by the amount of proactive time (Le., not responding to or handling a community-generated call for service) - which should be between 40% to 50% + Above 50% indicates an opportunity to re-allocate I reduce resources + Below 40% indicates an opportunity to increase resource levels . To measure adequacy of the proposed contract staffing levels,' the project team identified the following CY 2010 information: + Reactive TIme: Community generated calls for service, crime reports, bookings, and time associated with incident handling, back-up, etc. + Personnel Availability: The hours available per officer after leaves, training, and administrative time utilized on shift (briefings, lunch, etc.) matrixm consulting group Evaluation of Proposed Contract Service levels and Staffing (2) . At a minimum, the contract Option 1 provides enough patrol officers to achieve a proactive level of between 40% to 45%, as well as provides for the following: + Comparable minimum staffing targets per day, per hour + Comparable scheduled allocation of field resources per day, per hour . At a minimum, the contract Option 1 provides an adequate level of investigative resources given the following workload standards: + Each investigator should experience 12 - 15 active cases per month + There should be between 300 to 500 Part I crimes per investigator matrixm consulting group 4 Evaluation of Proposed Contract Service levels and Staffing (3) . In summary, contract Option 1 provides an adequate I comparable level of service to the current approach: Field Patrol Provides for appropriate levels of proactive time (@ 26 FTE) Investigations Provides enough staffing ,to handle workloads (@ 1.75 FTE) Provides for at least 1 dedicated dispatcher per day, per hour (@ 5 FTE) Dispatch I Comm. Records Provides similar level of r8COf'ds staffing (@ 3 FTE) Property I Evidence Provides similar level of property I evidence staffing (@ 1 FTE) matrixw consulting group Comparison of Current Cost to Proposed Contract Cost . Given the current baseline costs for law enforcement allocated by the City, and the draft costs proposed by the Sonoma County Sheriffs Office, the following table summarizes the comparison: . ,DPS8asellne Cost Total Cost $11,215,771 $9,253,111 $10,318,253 $11,290,602 AMuaI Costs I Savings NA ($1,962,660) ($897,518) $74,831 Annual Costs I Savings (w/o furlough) NA ($2,403,422) ($1,338,280) ($365,931) matrixw consulting group 5 Cost Analysis for Fire and Emergency Medical Services , Baseline Comparative Cost for Fire and Emergency Medical Services . To compare "apples to apples", the project team developed a fire and emergency medical services baseline cost for comparison, summarized as follows: .' ~urt~gt.~~~ ~~r ..'..><.... ./. " ,O~SBycliji,tl~ ~ud98t '. '. Cqmp8rlsOn ., Personnel $3.1 Million $3.1 Million Incurred by alternative Protection $199.000 $119.000 Contracts. etc., continue Norttjem Station $23.000 $0 Maintenance continue Southern Station $10,500 $0 Maintenance continue HazMat $4.000 $0 HazMat costs continue Indirect Costs $163.333 $147,575 IT support costs continue Total Budget (Est) $3.5 Million $3.3 Million NA matrixm consulting group 6 Evaluation of Estimated Fire Service Alternative Costs . The preliminary alternative cost options include: Rancho Adobe Fire Protection Dlsttlct Proposes a total of 21 personnel (including a provision for overtime), as well as administrative support costs that account for general goods and services and estimated dispatch communication costs. CalFIRE Estimated Cost: $2,748.922 The project team's estimation of contract costs proposes 18 line personnel and some percentage of full-time equivalent for chief officer allocation, as well as support costs for volunteer programs and public education programs, dispatch communications, ete. Estimated Cost: $3,049.086 matrixtt1 'consulting group Comparison of Current Cost to Proposed Contract Cost . 'Given the current baseline costs for fire allocated by the City, and the estimated costs of potential fire and emergency medical service providers, the following summarizes the comparison: DPS Baseline Cost Rancho Adobe Fire Protection Total Cost $3,326,343 $2,748,922 $3,049,086 Annual Costs I Savings NA ($5n,421 ) ($2n,257) Annual Costs I Savings (w/o furlough) NA ($732,510) ($432,346) matrix$ consulting group 7 Summary of Total Cost Analysis Comparison for Police and Fire Total Annual Operating Cost Comparison . Assuming a fire and emergency medical service contract with Rancho Adobe Fire Protection District, the following table summarizes the total annual cost comparison: -"",..:',:"> ':c....:,.:,'.,:.,',' Cost Savings , , (RAFPD) " Cost I SaVings (Con1ract) , T~ta1 Annwll Savings (Est.) Option 1 ($1,962,660) , ($577,421) ($2,540,081 ) Option 2 ($897,518) ($577,421) ($1,474,939) Option 3 $74,831 ($577,421) ($502,590) , TotidAnriuaJ SavirigS~) W/O FurJoughs ($3,135,932) ($2,070,790) ($1,098,441 ) matrixw consulting group 8 Total Annual Operating Cost Comparison (2) . Assuming a fire and emergency medical service contract with CaIFIRE, the following table summarizes the total annual cost comparison: COsti SlMngs (Co~" " ,iot8JAnnual COstS8vl.. ,'TotaIAnnual S8v1iIg$(Est) (CaIF1JE) S8v1ngs (Est) ,Ii!(o;' Furloughs Option 1 ($1.962,660) ($2n,257) ($2,239.917) ($2,835.768) Option 2 ($897,518) ($277,257) ($1.174.n5) ($1.770.626) Option 3 $74.831 ($2n.257) ($202.426) ($798,277) matrixm consulting group Summary of Unfunded Liability 9 Unfunded Actuarial Accrued Liability . The following assumes no prefunding and 4.25% investment return rate: General Fund UAAL $44,900,000 DPS UAAL ($10,300,000) DPS Close to RetlrementAdjustment (approximately 9 employees) $3,000,000 Adjusted General Fund UAAL $37,600,000 matrix$ consulting group Ro,bnert Puk Genel'al Fund Unfunded Actual1al Accrued Liability Compal'ison With and Without DPS, No Pl'eCunding (4,250/0 Interest) 80,000 70,000 10,000 o - o <"l '<> t'J C"'I M 000 N C"') N - ~ - ~ - ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Fiscal Y ~ar EndiD: '" 60,000 <;, "; 50,000 i 40,000 :os ~ 30,000 ..: ;- 20,000 DRAFT 4/2612011 7I1J21110 Valuation Assumptions, Assuming GenernI Fund UAAL eqools 85'110 of Total City UAAL 1-- UAAL With DPS -- UAAL Without DPS I ([D 10 Agenda Packet Preparation TIMELINES for Regular City Council Meetings held on the 2nd & 4th Tuesdays of each month: · Resolutions (other than standard formats for authorizations and approvals), Ordinances & Agreements to Assistant City Attorney via email for review and approval as to form DUE no later than NOON Three (3) Mondays prior to Council meeting date · Agenda items to City Manager viaemail for his review and responding ..email authorization", synchronized with above timefTame of Assistant City Attorney review, and an email copy to the City Clerk for drafting agendas · Agenda Items with attachments via email and a total of twenty (20) complete hard copy sets with 2 sets single-sided & 18 sets double-sided/stapled to City Clerk DUE no later than NOON Two (2) Fridays prior to Council meeting date · Agenda Draft review by Mayor, City Manager, Assistant City Attorney, City Ch::rkno later than Tuesday morning One (I)week prior to Council meeting date · Agenda Packets distributed to City Council and Agendas posted/distributed/mailed on Thursday afternoon One (I) week prior to Council meeting date in compliance with Rohnert Park Municioal Code Section 2.08.020 and related Resolution No. 2008-173 {This section for City Clerk Use Only} 6/7/11 City Council/CDC Joint Special Meeting Agenda ITEM NO. 3.C CITY OF ROHNERT PARK COUNCIL AGENDA ITEM TRANSMITTAL REPORT Meeting Date: June 7,2011 Department: Submitted By: Submittal Date: Agenda Title: Informational Report on Cost Analysis of Department of Public Safety Requested Council Action: Council accept Final Report Cost Analysis and Assessment of Department of Public Safety Alternatives Summary: BACKGROUND The City of Rohnert Park has been operating with a structural deficit for the past several years and in light of the current economic recession it is projected to continue operating with a budget deficit in future years. The structural deficit has occurred as a culmination of increased operational costs due mostly to increases to personnel salary and benefits, which comprise approximately 80% ofthe General Fund Operating Budget. Also, long-term costs have significantly increased during the same period. These costs include retiree medical which presently has an unfunded liability of$53 million dollars, of which $44 million is a , financial obligation to the General Fund. In addition, the City's infrastructure is deteriorating and in need of replacement but without any General Fund monies available the infrastructure unfunded liability, presently at approximately $158.6 million dollars, will continue to increase if the City fails to address it. In June 20 10, the voters approved to enact a one-half of one percent (0.50%) increase to the sales tax rate on purchases made in the City of Rohnert Park. The proposed tax would be in addition to existing sales taxes and would be collected at the same time and in the same manner as other sales taxes. Measure E would continue fOl: a period of five (5) years from the date of commencement. Measure E is considered a general tax under state law. A general tax is defined as a tax imposed for general government purposes, and the revenues are placed in the general fund and are available for expenditure for any and all government purposes. As a result, the revenues received from the tax are placed in the City's general fund and can be used in any manner authorized by law and as directed by the City Council. Accordingly, all monies collected are to be used by the City to pay for general City operations and programs which include but are not limited to street maintenance, park and recreation programs, police and fire services, and capital improvements. In spite ofthe successful passage of Measure E, estimated to generate annually $2.4 million dollars, the City remains operating with a budget deficit. In FY 2012, the budget deficit is estimated at $2 million dollars" Personnel costs continue to be a significant contributing factor, for example employer PERS contributions increased $386,475 and medical benefits $176,929, for a total of$563,404. Meanwhile, revenues are projected to increase by approximately $674,000. Rather than these additional revenues funding current or new services they barely offset the increase in new costs. PURPOSE/JUSTIFICA TION OF RECOMMENDED ACTION The FY 2012 Budget incorporates a new approach as to how we prepare our operating budget. We are moving over the next few years from an emphasis on what we buy (object of expenditure budgeting) to what we achieve (performance budgeting) with the resources available to us. This reflects management's decision to change the way we do business utilizing an entrepreneurial business model that will one, increase operational efficiencies; and two, improve our accountability to the taxpayers. To this end, under the direction of the City Manger, Department Directors evaluated alternative service delivery options to increase service levels, department productivity, and identify cost-savings. On May 24th, Directors presented their findings to City Council. All departments presented options, however not all are feasible at this time. Those options that are feasible are being implemented in the new fiscal year. As part of this process, the City Manager undertook performing a cost-analysis of the Department of Public Safety (DPS). The City recognizes that the men and women ofDPS are a fine group of professionals that take exc'eptional professionaL pride in providing law enforcement servicesto the community. The purpose of the cost-analysis was twofold, one to identify the current operational cost to current service levels; and two, to compare to an alternative service model. What the cost-analysis does not tell is whether the least expensive alternative is the best alternative, as the report is solely from a cost factor. ' The goal of the cost-analysis was to compare as close as possible equal service levels to an alternative service delivery model. For comparison purposes for law enforcement services, draft cost proposals were solicited from the Sonoma County Sheriffs Office (SO) and for fire services, cost estimates were solicited from Rancho Adobe Fire Protection District (RAFPD) and CaIFIRE. After analyzing current, operational costs to current operational service levels under the current DPS service model, those costs were then compared to alternative service models and/or costs. ,FISCAL IMP ACT/FINANCING The cost-analysis, after determining baseline operational costs, concludes that there is potential cost- savings in utilizing an alternative service delivery. The report, Cost Analysis and Assessment of Public Safety Alternatives, contains more detail about the methodology utilized for the analysis as well as comparison figures of the three different options to deliver law enforcements services. The foHowing tables are provided to summarize the final comparison figures. The first table summarizes the total annual costs / savings under each Option, summarized below: Option I Option 2 Option 3 Total Estimated Public Safet Cost Savin s - Rancho Adobe Fire Protection District Cost / Savings Cost - / Savings Total Est. Total Est. (Sheriff (RAFPD Annual Annual Contract) Contract) Savings Savings w/o Furloughs ($3,135,932) ($2,070,790) ($1 ;098,441) ($1,962,660) ($897,518) $74,831 ($577,421) ($577,421) ($577,421 ) , ($2,540,081) ($1,474,939) ($502,590) The following points summarize the findings above: . Under Option], the City may experience total annual cost savings of $2.5 Million, and up to $3.1 Million when not factoring in the total implemented furlough savings of approximately $595,85]. . Under Option 2, the City may experience total annual cost savings of $1.5 Million, and up to $2.] Million when not factoring in the total implemented furlough savings of approximately $595,85] . . Under Option 3, the City may experience total annual cost savings of $502,590, and up to nearly $].1 Million when not factoring in the total implemented furlough savings of approximately $595,85] . The second table summarizes the total annual costs / savings under each contract Option and the contracting of fire with CalFIRE, summarized below: Total Estimated Public Safet Cost Savin s - CalFIRE Cost / Savings Cost / Savings Total Est. (Sheriff (CalFIRE Annual Contract) Contract) Savings Option 1 Option 2 Option 3 ($1,962,660) , ($897,518) $74,831 ($277,257) ($277,257) ($277,257) Total Est. Annual Savings w/o Furloughs ($2,835,768) ($1,770,626) ($798,277) The following points summarize the findingsabove: . Under Option], the City may experience total annual cost savings of $2.2 Million, and up to $2.8 Million when not factoring in the total implemented furlough savings of approximately $595,851. . Under Option 2, the City may experience total annual cost savings of$1.2 Million, and up to $1.8 Million when not factoring in the total implemented furlough savings of approximately $595,851. . Under Option 3, the City may experience total annual cost savings of $202,426, and up to $798,277 when not factoring in the total implemented furlough savings of approximately $595,85] . The cost savings in for la~ enforcement services is due primarily to the service model deployed by the Sheriff Office. While the cost savings in fire services is related to personnel costs under the RAFPD and CalFIRE service model due to personnel inthese agencies earning less than DPS personnel.. CONCLUSION To reiterate the point above, the purpose of the cost.,-analysis was twofold,one to identify the current operational cost to current service levels; and two, to compare to an alternative service model. What the cost-analysis does not tell is whether the least expensive alternative is the best alternative, as the report is simply from a cost factor. ' Furthermore, it is a preliminary cost analysis, and even though it identifies potential cost savings, additional fact finding would be necessary to determine the actual savings both on a short- and long-term basis. Recommended action: Council accept Final Report Cost Analysis and Assessment of Department of Public Safety Alternatives Enclosures: CITY ATTORNEY'S REVIEW: Relevant documents for this agenda item have been reviewed and approved as to form by the City Attorney. CITY MANAGER'S RECOMMENDATION: ( ) Consent Item ( ) Approval ( ) Public Hearing Required ( ) Not Recommended ( ) Submitted with Comment ( ) Policy Determination by Council ( ) City Comments: ( ) Regular Item Per City Manager's review and direction for distribution of this agenda item" (Revised 031309) JH:TG-S:05-b Cost Analysis and Assessment of Public Safety Alternatives ROHNERT PARK, CALIFORNIA FINAL REPORT m trix consulting group 721 Colorado Avenue, Suite 101 Palo Alto, CA 94303 v.650,858.0507 f.650.858.0509 June 6, 2011 Cost Analysis and Assessme.nt of Public Safety Alternatives for the City of Rohnert Park In April 2010, the Matrix Consulting Group initiated the project to perform the cost analysis and assess the potential alternative delivery models for law enforcement and fire and emergency medical services in the City of Rohnert Park (the City). For law enforcement, the project team assessed the Sonoma County Sheriff's (the Sheriff) preliminary proposal for the provision of law enforcement services to the City, which included comparing the current staffing levels and costs of law enforcement services provided by the Rohnert Park Department of Public Safety (DPS), to the staffing levels and costs of the proposed Sheriff draft contract, with the goal of determining the initial feasibility from a cost and / or quality perspective. For fire and emergency medical services, the project team identified the preliminary contract costs proposed by the Adobe Rancho Fire Protection District and CaIFIRE, and compared these potential costs to what is currently being allocated, by the DPS. To complete the assessment, the Matrix Consulting Group project team conducted the following: Interviews with the City Manager to obtain a contextual understanding of the overall economic environment of the City, including the current costs of public safety, feasibility of alternative service provision, etc. Interviews with other key City function personnel to understand their respective interaction with DPS, including public works and information technology" Interviews with key managers and supervisors of the DPS, including the Director, top command staff, and the sergeants to obtain a general understanding of DPS organization, operations, costs, and functional roles and responsibilities. Matrix Consulting Group ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Collection and review of pertinent financial data of the DPS, including law enforcement costs, fire and emergency medical service costs, operating budgets, salary and benefit schedules, personnel leave utilization, etc. Collection and review of pertinent organizational and operational data of the DPS, including detailed calls for service workload activity, personnel deployment, schedules, and organizational charts. Review of the proposed contracts and I or costs from other jurisdictions, including the following: Sonoma County Sheriff's Office draft proposal to provide law enforcement services. Rancho Adobe Fire Protection District's draft cost sheet to provide fire and emergency medical services. , CaIFIRE's draft cost sheet to provide fire and emergency medical services.. In order to assess these alternative service delivery approaches, the first section below includes an overall profile of the DPS illustrating its current organizational structure, staffing levels, workloads, and associated costs. 1. DPS LAW ENFORCEMENT AND FIRE SERVICES ARE PROVIDED FOR A FY 2010 I 2011 BUDGET OF $15.5 MILLION PLUS INDIRECT ADMINISTRATIVE COSTS OF NEARLY $800,000 - FOR A TOTAL OF $16.3 MILLION. The following sub-sections provide key information of the DPS in order to understand the baseline information for comparative purposes. (1) The DPS is Authorized with 81.75 Full-Time Equivalents. The chart below summarizes the structure and FTE staffing authorization: Matrix Consulting Group Page 2 ~ ROHNERT PARK, CALIFORNIA Cost Analys's and Assessment of Public Safety Alternatives Department of Public Safety - Organizational Structure Director __""J_, "".I (1) -_:~~-- _,...,L", Patrol Team #1 lieutenant (1) Communications Supervisor (1) i . Administration ! : lieutenant :' , (1) :: '-"'W"~'=======~""l I Investigations Sergeant [.._[-,""."".."(~!.._--"""""'" , PSO IJ L ,.._(~)___ __,.",..,.1 Patrol Team #2 lieutenant (1) ,......____'._..,.._,1._.....__._............, II Fire ~ervices J lieutenant L.. __~~_.._ .""1 Technical Services I Manager I (1) ! , , , , .-- --~-------- -"D~;;"E~;i;c~:~-;'-"l Sergeant I (1)_] ~~~=I r-swing I Late Cover 1 Sergeant ! (1 )____J Fire Marshal (1) A Shift Sergeant I Captain i (1) ; n......J ~iJ BShift Sergeant I Captain (1) ['..........-......-....-....'.-....-....-......'..-..' Graveyard I Late Cover, Sergeant , ~~:~i~ , (4) .. ,.. As shown in the organizational structure, there are a total of 81.75 authorized full-time equivalents (including 81 full-time positions and a 3/4 part-time position). In addition to the Director and the Secretary position, the DPS has authorized 59.75 full- time positions for the provision of law enforcement, 2 full-time positions for animal control, and 18 full-time positions for the provision of fire and emergency medical services, summarized per classification as follows: Matrix ConsuJt;ng Group Page 3 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives DPS Full-Time Authorized Staffing per Classification Animal Classification Police Services Fire Total Lieutenant 3 0 1 4 Fire Marshal 0 0 1 1 Sergeant 7 0 3 10 Public Safety Officer 33 0 13 46 Tech Services Manager 1 0 0 1 Communications Supervisor 1 0 0 1 Dispatcher 10 0 0 10 Animal Shelter SuperVisor 0 , 1 0 1 Animal Shelter Technician 0 1 0 1 Records Supervisor 1 0 0 1 Records Clerk 1 0 0 1 Office Assistant 1,75 0 0 1.75 Community Service Officer 1 ,0 0 1 Total 59.75 2 18 79.75 It is important to note that the DPS utilizes additional numbers of volunteers and other temporary I part-time employees throughout the organization (e.g., for records and other office assistance, dispatching, crime scene specialists, and other special projects). (2) The DPS has an Authorized FY 2010 I 2011 Budget of $15,5 Million, The table below summarizes the adjusted FY 2010 I 2011 expenditures for the DPS, including law enforcement, animal services, and fire services: Matrix Consulting Group Page 4 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Cost Item Law Enforcement Police Personnel ' PCllice Protection Police Main Station Sub-Total Animal Services Animal Control Animal Shelter Sub-Total Fire Services Fire Personnel Fire Protection Fire Stations HazMat / Emer . Pre Sub-Total DPS TOTAL % of Total Authorized FY 2010 I 2011 Budget $3,049,668 $38,800 $0 $0 $3,088,468 $13,864,700 89.4% $8,500 $149,900 $33,500 $4,000 $195,900 $1,572,300 10.1% $2,000 $10,000 $0 $0 $12,000 $63,000 0.4% $3,060,168 $198,700 $33,500 $4,000 $j,296,368 $15,500,000 100.0% The following points summarize each of the cost items above: Police Personnel includes primarily employee services such as regular salaries, longevity pay, overtime pay, incentive pay, stipend amounts, training and education, counseling, and benefits. Police Protection includes primarily of supplies and other expenditures, including office supplies, postage, special departmental supplies, utilities, dues and descriptions, uniform expenses, vehicle supplies (gas and oil) and maintenance, equipment leases, as well as contractual services, which includes such items as the following: CAD / RMS on-going maintenance and support Radio maintenance K-9 training and veterinarian Live-scan annual maintenance Others Police Main Station includes primarily heat, light, and power, telephone, and facility maintenance. Matrix Consulting Group Page 5 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Animal Control and Animal Shelter includes regular employee services and supplies and other expenditures, primarily related to special departmental supplies, contractual services, advertising and publications, etc. Fire Personnel inCludes primarily employee services such as regular salaries, . longevity pay, overtime pay, incentive pay (e.g., Fire Engineers, Captain and EMT pay), stipend amounts, training and education, counseling, and benefits. Fire Protection includes primarily uniform expense, vehicle repairs and maintenance, contractual services, special departmental supplies, etc. The Fire Stations (Northern and Southern) includes costs associated with heat, light, and power, telephone, and facility maintenance. In total, the City allocates $11.7 million for the direct provision of law enforcement services, in addition to over $500,000 for animal services, and $3,,3 million for fire and emergency medical services. For purposes of this assessment, the project team focuses on costs related to Police Personnel and Police Protection and assumes that costs related to the Police Main Station (for" building and facility maintenance), Capital, and Animal Control I Services will continue to be incurred by the City regard.'ess of whether an alternative option is implemented. For contextual purposes regarding the cost of public safety services in the region, the project team identified the total number of budgeted law enforcement staffing and the total personnel compensation costs (salaries, wages, fringe benefits, overtime, etc.) by the respective incorporated cities in Sonoma County. The table below calculates the overall budgeted personnel cost per staff: Matrix Consulting Group Page 6 ROHNERT PARK, CALIFORNIA . Cost Analysis and Assessment of Public Safety Alternatives Budget per Law Enforcement Staff (Sworn and Non-Sworn) - Sonoma County Total Police Total Personnel Personnel Rank City StaffinQ Budaet Cost I Staff 1 Healdsburq 24 $4,051,291.0 $168,803.8 "PH.' $j'0,2$j,988IO/ i ,$165;700.2 3 Santa Rosa 251..75 $38,728,861.0 $153,838.6 4 Cloverdale 23.8 $3,042,910,,0 $127,853.4 5 Cotati 16.08 $2,002,037.0 $124,504.8 6 Petaluma 107.5 $12,579,700.0 $117,020.5 7 Sebastoool 21 $2,326;295.0 $110,776.0 Total I Av~. 505.88 $72,963,082.0 $144,230.0 As this shows, based on total authorized budget amounts for the current fiscal year, the City of Rohnert Park has the second highest overall cost per law enforcement position (and includes sworn and non-sworn personnel). It is important to note that the City of Rohnert Park allocates the Director and Secretary personnel costs within the law enforcement budget, which results in the use of 61.75 total police staffing to achieve an accurate per personnel cost. (3) In Addition to Direct Costs, the City has Approximately $776,000 in Indirect Costs Associated with the Support and Operation'of the DPS. Beyond the direct costs with the operating the DPS, the City incurs other costs associated with the administration and support of public safety services. Based on budget information obtained from the Finance Department and interviews / data collection from supporting operating departments (i.e., information technology), the following table estimates the indirect costs of the DPS. Matrix Consulting Group Page 7 ? ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Estimated DPS Indirect Costs - FY 2010 I 2011 Animal Police Control Fire Admin (74% of (2.5% of (21% of (2.5% of Item FTE) HE) HE) FTE) Total Worker's Compensation $147,988 $4,954 $42,,105 $4,954 $200,000 Liability $36,997 $1 ,238 $10,526 $1,238 $50,000 Leqal $66,594 $2,229 $18,947 $2,229 $90,000 Human Resources , $125,179 $4,190 $35,616 $4,190 $169,175 Information Technoloqy $55,384 $1,854 $15,758 $1,854 $74,850 Finance $84,937 $2,843 $24,166 $2,843 .$114,790 City Manaqer $56,987 $1,908 $16,214 $1,908 $77,016 Total Indirect Costs (Est.) $574,067 $19,216 $163,333 $19,216 $775,831 The following points summarize the items above: Total worker's compensation costs are based on 5 years of claims data, and allocated based on the number of full-time equivalents within the DPS. Total liability costs are based on 5 years of claims data, and allocated based on the number of full-time equivalents within the DPS" 'Total legal costs are based on 12 months of legal bills associated with DPS personnel issues, and allocated based' on the number of full-time equivalents within the DPS. Total human resources costs are based on the current budget of the function divided by the percentage of employees allocated to DPS vs. other City departments and functions (which equates to approximately 54%) - and then allocated based on the number of full-time equivalents within the DPS. Total information technology costs are based on the annual maintenance and support costs for DPS systems, allocated based on the number of full-time equivalents within the DPS. Total city manager and finance department costs are based on staff time and functions related to public safety, and then allocated based on the number of full- time equivalents within the DPS. In total, the estimated indirect costs associated with the DPS is nearly $776,000, with an estimated $574,000 for law enf9rcement services, $19,000 for animal services, $163,000 for fire and emergency medical services, and $19,000 for administration. Matrix Consulting Group Page 8 ? ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives (4) Based on the Direct and Indirect Costs Described Above, the Project Team Estimated the Baseline Law Enforcement Costs for Comparison to the Sheriff Proposal. Given the costs identified in this section, the project team identified the baseline law enforcement cost in order to appropriately compare to the proposed Sheriff costs. As such, the following table summarizes the costs and key assumptions utilized: Baseline Law Enforcement Cost for Comparison to Sheriff Options Item Current DPS Baseline Cost for Key Assumption Budget Comparison , Police Personnel $10,231,988 $10,231,988 The Sheriff contract would incur costs associated with their respective law enforcement personnel and compensation. Police Protection $1,255,100 $465,100 The Sheriff contract would incur costs associated with law enforcement services and supplies. The City would continue to incur the costs associated with Contractual Services ($500,000), Vehicle Supplies, Repair, and Maintenance ($240,000), and Capital ($50,000). , , Police Main Station $216,100 $0 The City would continue to incur the costs associated with station facility maintenance. Animal Services $500,444 $0 The City would continue to incur the animal services costs. Indirect Costs $574,067 $518,683 The Sheriff contract would incur costs associated with administrative overhead, liability, etc. The City would continue to incur the costs associated with information technolo~w support ($55,384). Total Cost (Est.) $12,777,699 $11,215,771 , As shown above, the City currently allocates approximately $12.8 million in direct and indirect costs for the provision of law enforcement services. Based on the costs Matrix Consulting Group Page 9 ROHNERT PARK, CALIFORNIA, Cost Analysis and Assessment of Public Safety Alternatives which would continue under a contract situation and the assumptions made above, the, baseline costs for comparisons to the Sheriff proposal costs equates to approximately $11.2 Million. 2. THE CITY HAS RECEIVED A PRELIMINARY DRAFT PROPOSAL FROM THE SONOMA COUNTY SHERIFF'S OFFICE TO PROVIDE LAW ENFORCEMENT SERVICES, RANGING FROM $9.3 MILLION TO $11 j MILLION. Per request, the Sonoma County ,Sheriff's Office submitted a preliminary draft proposal in March of 2011 regarding the provision of law enforcement services to the City of Rohnert Park. The preliminary draft proposal included 3 separate options for staffing and service level appr:oaches, ranging from an estimated annual cost of $9.3 million to $11.3 million. These staffing and cost options as drafted by the Sheriff are summarized in the following table: Draft Staffing and Cost Options - March 2011 Position # 1 4 1.75 26 3 1 2 5 1 44.75 Total Option Cost OPTION 1 Cost $239,997 $766,028 $302,482 $4,220,684 $276,723 $93,503 $172;678 $586,165 $104,365 $6,762,625 $879,318 $14,336 $15,912 $209,886 $7,882,077 OPTION 2 # Cost 1 $239,997 5 $957,535 2 $345,694 29 $4,707,686 3 $276,723 1 $93,503 2 $172,678 5.5 $644,782 1 $104,365 49.5 $7,542,963 $990,467 $14,336 $18,546 $228,483 $8,794,795 # 1 6 2.25 31 3 1 3 6 1 54.25 OPTION 3 Cost $239,997 $1,149,042 $388,906 $5,032,354 $276,723 , $106,273 $259,017 $703,398 $104,365 $8,260,075 $1,078,722 $29,454 $20,796 $238,952 $9,627,999 Matrix Consulting Group Page 10 ? ROHNERT PARK, CALIFORNIA , Cost Analysis and Assessment of Public Safety Alternatives The following points summarize the draft options as proposed by the Sheriff: Option 1 consists of 44.75 full-time equivalents for a total cost of $9.3 million, including $7.8 million in personnel costs and $1.5 million in overhead, services, and supplies. Option 2 consists of 49.5 full-time 'equivalents for a total cost of $10.3 million, including $8.8 million in personnel costs and $1.5 million in overhead, services, and supplies. Option 3 consists of 54.25 full-time equivalents for a total cost of $11.3 million, including $9.6 million in personnel costs and $1.7 million in overhead, services, and supplies. For comparative / contextual purposes, the total Sheriff Contract compensation cost per position is approximately $177,000 (which is derived from the average sub-total of "All Compensation" divided by the average number of proposed full-time equivalents) versus $166,000 for the City of Rohnert Park" For further comparison, the following' table compares the applicable positions (for regular salaries and benefits only): Comparison of Regular Salaries and Benefits - Rohnert Park VS. Sheriff Contract Rohnert Park $271,457 $208,667 $183,545 $147,006 $97,014 $95,154 $72,029 Sheriff Contract , $239,997 $239,997 $191,507 $162,334 $92,241 $117,233 $86,339 It is important to note that a Sheriff Lieutenant will be serving as the Contract Chief. Thus, when the Rohnert Park Chief is compared to the Contract Chief, the City would experience a position savings. However, for each position, the Sheriff Contract cost for regular salaries and benefits is higher than each Rohnert Park cost for regular salaries and benefits. Further, to' understand potential cost increases of the Sheriff Matrix Consulting Group Page 11 CO ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Contract, the following table summarizes the total police budgets of Sonoma and Windsor (who are under 1 O-year contracts with the Sheriff) for the past several years: Sheriff Contract Cost Trends - FY2007 /2008 to FY 2010 /2011 FY 2007 / FY 2008 / FY 2009/ FY 2010 / Avg. Annual 3-Year 2008 2009 2010 2011 Increase Increase Sonoma PO $3,765,781 $3,884,771 $4,054,160 $4,021,067 2.2% 6.8% Windsor PO $5,098,653 $5,071,214 , $5,1.14,972 $5,178,217 0.5% 1.6% As shown above, the Sonoma PO contract has risen by an annual rate of 2% to 3% annually, while,the Windsor PO contract has remained relatively steady. During this same period, it is important to note that the total Rohnert Park Department of Public Safety budget has decreased by over 22% since FY 2007 / 2008 (from $19.5 Million to $15.2 Million in FY 2010 '/ 2011). This decline was primarily due to the necessary expense adjustments resulting from the weakened economy (or the beginning of the "great recession"). -However, before the height of the DPS budget during FY 2007 I 2008 and FY 2008 / 2009 at approximately $19.5 Million, the bps budget was increasing by an annual rate of 1'0% since FY 2002 / 2003, summarized in the following table: DPS General Fund Budget - FY 2002 / 2003 to FY 2007 / 2008 Avg. FY 2002 / FY 2003 / FY 2004 / FY 2005 / FY 2006 / FY 2007 / Ann,ual % 2003 2004 2005 2006 2007 2008 Chanae , $12,096,313 $13,221,584 $15,582,695 $16,319,516 $17,287,268 $19,519,828 10.1% As this table shows, the DPS general fund budget was increasing by an average of approximately $1.5 Million annually between FY 2002 / 2003 and FY 2007 / 2008, representing a 5-year change of over 61 % (or approximately $7.4 Million). This increase was due to a combination of increased public safety staff resources, as well as increased personnel cost per position, as summarized in the following table: Matrix Consulting Group Page 12 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives DPS Cost per Public Safety Personnel - FY 2002 / 2003 to FY 2007 /2008 FY 2002 / FY 2003 / FY 2004 / FY 2005 / FY 2006 / FY 2007/ 2003 2004 2005 2006 2007 2008 $15,517,771 104.5 ,Cost / HE $104,312.3 $111,156.7 $119,928.1 $129,812.3 $148,495.4 The proposed contract costs developed by the Sheriff utilized a number of key assumptions and approaches, as summarized in the following table: Sheriff Draft Cost Proposal Assumptions Element Service Level Option 1 represents minimum coverage for the patrol function and investigative services at a service level necessary to ensure community and police officer safety. No specialty assignments are assumed, and 1 eso would handle property / evidence and the other 2 eso would perform typical patrol support duties. Option 2 represents enhanced patrol coverage, additional investigative services, a relief sergeant, and an SRO. No specialty assignments are assumed, and 1 eso would handle property / evidence and the other 2 eso would perform typical patrol support duties. Option 3 represents enhanced patrol coverage, additional investigative services, a relief sergeant, and administrative sergeant, an SRO, 2 traffic safety officers, and K-9 officers. 1 eso would handle property / evidence and the other 2 eso would perform typical patrol support duties. Minimum Staffing Patrol minimum staffing proposed is 4 officers from 6 AM to noon, 7 officers from noon to 6 PM, 6 officers from 6 PM to 2 AM, and 3 officers from 2 AM to 6 AM. Schedule Approach is a team / shift model with 2 teams, 11-hour shifts, and sworn staff assi ned on 4 shifts. Personnel Expenses Salaries and benefits based on FY 2011/2012 costs. Overtime based on historical average of overtime hours paid for each job classification. Vacation buy-back based on historical average payouts for each job classification. Premium Pay assumes a certain number of officers receiving bilingual premium and lieutenant receiving the contract ehief premium. Shift Differential assumes a certain number of officers and ser eants assi ned to swin and rave shifts. Matrix Consulting Group Page 13 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Element Ke Assumptions I Ap roach Overhead Estimated at 15% applied to personnel costs and includes law enforcement administration, crime prevention, payroll I personnel, accountin ,administrative mana ement, etc. Services and Supplies Dis atch Dis atchers would work out of the Sheriff's Main Office. Records I Property Legal processors would be supervised by the day shift patrol sergeant or administrative staff. . Vehicle Cost estimates do not include vehicle costs. The SCSO assumes that the City would either retain fleet or contract with County Fleet se aratel for fleet services. Facilities The SCSO assumes that City sworn personnel and some non-sworn staff would remain at current facility and that the City will be res oQsible for all facilit related ex enses. Based on the DPS law enforcement operation and costs, the draft Sheriff proposal costs, as well as the various assumptions identified in this assessment, the next sections compare the overall services and costs. 3. THE DRAFT SHERIFF PROPOSAL TO THE CITY OF ROHNERT PARK PROVIDES A SIMILAR LEVEL OF COVERAGE AND AN ADEQUATE AMOUNT OF PROACTIVE TIME. To understand the overall crime activity between cities serviced by the County Sheriff and cities served by in-house departments, the following table summarizes the crime activity per 1,000 residents based on 2009 Department of Justice data (ranked by the total violent and property crimes per 1,000). Sonoma County consists of 9 municipalities, of which 7 cities provide law enforcement services with an in-house department, while the remaining 2 cities receive law enforcement services from the Sheriff (Sonoma and Windsor). Matrix Consulting Group Page 14 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Crimes per 1,000 Residents - Sonoma County Violent Property # of Crime #of Crime Total Violent per Property per Crime # Jurisdiction Crimes 1,000 Crimes 1,000 !1,000 1 Santa Rosa 803 4.9 4,265 26.1 31.0 In- 4 Healdsbur House 11,931 16 1.3 286 24.0 25.3 In- 5 Cotati House 7,476 32 4.3 157 21.0 25.3 6 Sonoma Sheriff 10,078 25 2.5 228 22.6 25.1 In- 7 Cloverdale House 8,636 16 1.9, 177 20.5 22.3 In- 8 Petaluma Holise 58,401 168 2.9 852 14.6 17.5 9 Windsor Sheriff 26,955 80 3.0 352 13.1 16.0 10 Count Sheriff 155031 553 3.6 1,537 9.9 13.5 Total! Av 493,285 1,909 3.9 8,959 18.2 22.0 Using crime activity as an indicator, the above data shows that areas serviced by the Sonoma County Sheriff have generally lower levels of crime, activity per 1,000 versus cities with, an in-house department On average, cities with in-house departments are experiencing a violent crime rate of 4.2 per 1,000 residents, while the County Sheriff patrolled cities are experiencing a violent crime rate of 2.8 per 1,000 residents. For property crimes, cities with in-house departments are experiencing a rate of 22.7 per 1,000 residents, while the County Sheriff patrolled cities are experiencing a rate of 15.7 per 1,000 residents. Using this information as overall context, the following sections compare the proposed Sheriff staffing and deployment approaches to the existing operation of the DPS. The focus of this assessment is on the core function of any law enforcement Matrix Consulting Group Page 15 2- ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives agency, which is the allocation of patrol resources in order to respond community- generated calls for service and engage in proactive field enforcement (e.g., traffic stops, suspicious vehicle stops, field interviews, etc.), as well as the resources allocated to providing follow-up investigations. (1) The Total Number of Field Resources Proposed by the Sheriff is Appropriate to Meet Adequate levels of Proactive Time. In order to assess the general amount of patrol resources proposed by the Sheriff, the project team conducted a preliminary staffirig analysis utilizing a method in which the number of police field personnel required is determined based on the number of unique workloads and service level requirements of a community. In order to evaluate these proposed resources, the project team conducted an initial data collection and analytical effort focusing on the following: Determining unique community generated calls for service indicated by a unit dispatch and unit field response. The field resources used to handle cails for service and proactive workloads based on officer availability levels (after taking into account personnel time for vacation, sick, etc.)" Deployment and scheduling patterns Targeting a sufficient amount of time beyond community generated, or "reactive" workload; this can then be utilized to perform proactive or community-oriented policing services (e.g. special enforcement of high-crime areas, etc.)" Maintaining a deployment that would help reduce risk and maintain officer safety levels. One of the primary responsibilities of a patrol officer is the responding to and handling community-generated calls for service. Further, workload related to these calls for service, including reports, arrests / bookings, back-up assistance to another patrol officer ona call, etc., as well as the associated times for these activities, are primary Matrix Consulting Group Page 16 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives responsibilities of the offic~r. These elements are foundational in deriving the total field staffing levels required based on desired proactive time targets, summarized below: Proactive Time Targets Characteristic Comments Proactive Patrol . The proactive element of field patrol should make up between 40% and Requirements 50% of an Officer's day (on average). . Research and experience has shown the 40% - 50% range to be appropriate bounds for proactive time for several reasons: - Less than 40% proactive time available to Officers results in inefficient bundling of available time - Le., time comes in intervals too short to be effectivelY utilized by law enforcement personnel for meaningful activity. , - Proactive time of more than 50% results in less efficient use of community resources, as it is difficult to effectively manage law enforcement personnel whose time is so heavily weighted toward proactive activities. - A level of 45% proactive time or higher is typically seen in smaller suburban or rural communities; a level of 40% - 45% is more common in larger cities where additional proactive resources are available (and are not counted toward patrol proactivity). This range of 45% to 50% is suitable for a community such as Rohnert Park. To determine whether the amount of proposed field resources are meeting these minimum proactive time targets, the table below summarizes the assessment factors: Factors for Patrol Staffing Analysis Calculation Factor Summary Discussion RP DPS Calls for Actual call data obtained from the CAD system allowed the 17,303 calls for Service project team to determine the number ofcommunity- service in which a generated calls for service for which a unit was dispatched unit was dispatched and arrived on scene (and excluded duplicate calls, and responded in the cancelled calls, information calls and incidents with missing field. dispatch, arrival, and clearance times). ' Call Handling An average handling time of 30-40 minutes is needed to Target of 35 minutes Time efficiently and effectively handle a community generated call is utilized. for service. The handling time includes an Officer's travel time and on-scene time. Back-Up Target of 1,,5 patrol unit responses per community generated Best practice target Frequency I ' call for service. utilized. Number of Units per Call Matrix Consulting Group Page 17 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Calculation Factor Summarv Discussion RP DPS Duration of Target of 75% of the initial handling unit's handling time. Best practice target Time On- utilized. Scene by Back-Up Number of This number is based on the number of community-, 3,196 case reports Reports genetated calls for service. For most incidents requiring a generated based on report the Officer will gather preliminary information while on- calls for service. scene handling the call and spend additional time later in the shift, at the end of the shift or the next day completing the report. Time to An average of 45 minutes is used to determine the time Estimate of 45 Complete a required for completing incident reports resulting from a call minutes. Report for service or self-initiated activity; this time is included as , part of reactive workload time" Number of This number is based upon actual data and indicates patrol 972 total arrests / Arrests Officer workload. b60kinqs Time to An average of 1 hour is required for an officer to transport Estimate of 60 Complete an and book an arrestee at the regional jail facility. This time is minutes. Arrest included as part of reactive workload time. Available This is based on actual data of vacation, sick, training, and Average of 1,750 for Time of other leave times which determine the actual available time sworn field Officers / an Officer actually is working. personnel, minus Officers on estimated time for Duty training and administrative time lost on shift. It is important to note that this is a preliminary analysis to provide a general sense of the overall adequacy of the staffing levels proposed by the Sheriff. As such, the patrol staffing calculation identifying the number of officers required to meet various proactive time targets, under various patrol schedules, are illustrated below: Matrix Consulting Group Page 18 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Estimated Staffing Requirements 5. NUMBER OF POSITIONS REQUIRED 11-Hour Schedule 50% of Available Time 45% of Available Time 40% of Available Time Workload Factor 17,303.00 9,516.65 0.50 0.38 3,244.31 3,196.00 2,397.00 972.00 1.00 972.00 16,129.96 16,129.96 13,197.24 10,753.31 32,259.93 29,327.20 26,883.27 30 27 25 Under the Sheriff's 11-hour schedule, the City of Rohnert Park requires between 25 to 30 patrol officers to meet a proactive time target of between 40% to 50%. (2) The Proposed Sheriff Hourly Minimum Staffing Requirements Exceed the Current DPS Minimum Hourly Staffing Requirements. The table below illustrates the minimum staffing requirements proposed by the Sheriff (for all 3 options) versus those of the current DPS deployment (which includes both regular patrol units, as wellas any canine units or traffic units): Matrix Consulting Group Page 19 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Minimum Patrol Staffing Requirements -'- DPS vs. Sheriff Option Contract RP Minimum Minimum Variation to Hour StaffinQ StaffinQ DPS 0000 6 6 0 0100 6 6 0 0200 4 3 (1 ) 0300 4 3 (1 ) 0400 4 3 (1 ) 0500 3 3 0 0600 3 4 1 0700 3 4 1 0800 3 4 1 0900 4 4 0 1000 4 4 0 1100 4 4 0 1200 4 7 3 1300 4 7 3 1400 4 7 3 1500 4 7 3 1600 4 7 3 1700 4 7 3 1800 4 6 2 1900 4 6 2 2000 4 6 2 2100 6 6 0 2200 6 6 0 2300 6 6 0 AVQ. 4.25 5.25 1 As shown above, the Sheriff minimum staffing requirements exceed that of DPS during several hours of the day, particularly between 1200 and 1800, when the Sheriff has a requirement of 7 officers, versus 4 for the DPS. In general, the average minimum staffing requirement for the DPS is 4.25 officers per hour, while the proposed Sheriff contract indicates an average of 5.25 officers per hour. (3) To Meet Minimum Staffing Requirements, the Sheriff Options are Similar or Exceed that of the Department of Public Safety. To compare the proposed deployment of Sheriff resources versus the current DPS schedule, the following table illustrates the number of scheduled resources: Matrix Consulting Group Page 20 c. ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Scheduled Officers per Hour - DPS vs. Sheriff Options DPS OPTION 1 OPTION 2 OPTION 3 Officer Officer Variance Officer Variance Officer Variance Hour per Hour per Hour to DPS per Hour to DPS per Hour to DPS 0000 8.5 6.0 (2.5) 7.0 (1.5) 8.0 (0.5) 0100 8.5 6.0 (2.5)- 7.0 (1.5) 8.0 (0.5) 0200 5.5 3.0 (2.5) 4.0 (1.5) 4.0 '1.5) 0300 5:5 3.0 (2.5) 4.0 (1 ~5) 4.0 1.5) 0400 5.5 3.0 (2.5) 4.0 (1.5) 4.0 1.5) 0500 3.0 3.0 0.0 4.0 1.0 4.0 1.0 0600 3.0 3.0 0.0 4.0 1.0 4.0 1.0 0700 4.0 7.0 3.0 8.0 4.0 9.0 5.0 0800 4.0 4.0 0.0 4.0 0.0 5.0 1.0 0900 6.0 It 4.0 (2.0) 4.0 (2.0) 5.0 (1.0) 1000 6.0 4.0 72.0) 4.0 (2.0) 5.0 (1.0) 1100 6.0 1"1.1:;.1 7.0 1.0 7.0 1.0 9.0 3.0 1200 6.0 i:-.::I 7.0 1.0 7.0 1.0 9.0 3.0 1300 6.0. 7.0 1.0 7.0 1.0 9.0 3.0 1400 6.0 7.0 1.0 7.0 1.0 9.0 3.0 1500 6.0 10.0 4.0 10.0 4.0 13.0 7.0 1600 9.0 10.0 1.0 10.0 1.0 13.0 4.0 1700 5.0 10.0 5.0 10.0 5.0 13.0 8.0 1800 5.0 6.0 1.0 6.0 1.0 8.0 3.0 1900 5.5 6:0 0.5 6.0 0.5 8.0 2.5 2000 5.5 6.0 . 0.5 6.0 0.5 8.0 2.5 2100 8.5 9.0 0.5 10.0 1.5 12.0 3.5 2200 8.5 6.0 (2.5) 7.0 (1.5) 8.0 0.5) 2300 8.5 6.0 (2.5) 7.0 (1.5) 8.0 0.5) AVQ. 6.0 . 6.0 (0.1) 6.4 0.4 7.8 1.8 Based on the DPS patrol schedule, there is an overall average of 6 patrol offi.cers scheduled per hour, ranging from a high of between 8 to 9 between 2100 and 0100, to a low of 3 to 4' officers scheduled between 0500 and 0900. The following point highlight the key findings when compared to the proposed Sheriff options: Sheriff Option 1 provides a similar level of field resources, with an hourly average of 6 patrol officers scheduled per hour, with the Sheriff scheduling between 2 to 3 officers less than the DPS betwe.en 2200 and 0500, as well as during 0900 and 1000. Sheriff Option 2 provides a slightly higher level of field resources, with an hourly average of 6.4 patrol officers scheduled per hour. . Matrix Consulting Group Page 21 ,. ROHNERT PARK,CALlFORNIA Cost Analysis and Assessment of Public Safety Alternatives · Sheriff Option 3 provides a higher level of field resources, with an hourly average of nearly 8 patrol officers scheduled per hour, scheduling between 4 officers to up to 13 officers between 1500 and 1700. Given this preliminary assessment of the adequacy of patrol resources outlined in the Sheriff draft options, the project team suggests that Option 1, at a minimum, provides an appropriate level of service, and also is similar to the current level of field patrol services provided by DPS, summarized below: The minimum number of 26 officers proposed in Option 1 would meet an adequate level of proactive time of between 40% to 45%. The minimum staffing requirements targeted per the draft Sheriff proposal IS meeting or exceeding the current DPS approach. The number of officers deployed per hour suggested in Option 1 in the draft Sheriff proposal is similar to the current DPS approach. The next section provides the preliminary assessment of .investigative caseloads and the general adequacy of the proposed Sheriff contract. (4) The Sonoma County Sheriff Response Times to Priority Calls for Service are Comparable to those of Rohnert Park. One key indicator of performance is the ability of the law enforcement agency to respond to community-generated calls for service in a timely manner. As an industry benchmark, the project team utilizes the following response time targets: Priority 1: 3 - 5 Minutes Priority 2: 5 - 15 Minutes Priority 3: 15 - 30 Minutes Based on data developed and published by the respective agencies, the following table summarizes the response time performance for the City of Rohnert Park Department of Public Safety, and the Sonoma County Sheriff for its contractcities: Matrix Consulting Group Page 22 ,. ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Agency Response Time Performance - YTD 2011 Priorit 1 2 3 Rohnert Park DPS 4:54 6:29 14:50 As this table shows, the respective agencies are performing well against best practice targets for each of the priority calls. For the high priority emergency calls, the respective agencies are performing similarly, while the DPS is performing better than the Sheriff on Priority 2 calls for service, and are responding slower to lower Priority 3 calls versus the Sheriff. Given the respective population and current number of deputies allocated to the Cities of Sonoma (1,120 residents per Deputy) and Windsor (1,797 residents per Deputy), the project team can expect the Sheriff to perform in a comparable fashion if it provided law enforcement services to the City of Rohnert Park, as Option 1 results in 1 ,669 r~sidents per Deputy (within the range of the other contract cities). (5) The DPS Experiences Approximately 18 to 19 Investigative Case Assignments per Month. The evaluation of investigative staffing levels takes on a unique approach because, unlike field services, more subjective and qualitative determinants of workload and work practices are more important. The following are the considerations and factors which guide the assessment of operations and recommended staffing levels: Approaches used to screen, assign, and monitor cases are different among law enforcement agencies, and thus making direct comparisons to evaluate staffing is insufficient. What is actually investigated varies by agency. The extent to which agencies assign misdemeanor level property crime cases to detectives varies. Also, the extent to which patrol performs preliminary investigation varies widely and impacts detective caseloads. Matrix Consulting Group Page 23 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Staffing approaches vary among agencies, in that some law enforcement departments utilize non-sworn personnel (or civilian investigators) to handle case loads and supplement sworn positions Work pr9ctices vary tremendously among agencies, relating to interviewing techniques, mix of telephone and in-person interviews, use of computer technologies, and the time devoted to clerical tasks. The nature of the caseload is also a critical factor to consider when examining quantitative factors relating to investigative activity. Each, case is different in terms of leads, suspect description, and other available information. The way information in a single case combines with information on other cases also impacts investigative actions. The nature of the community itself is a factor in evaluating investigative workload and staffing needs. Citizen expectations translate into service levels impacting detectives in terms of what is investigated and how investigations are conducted. Generally speaking, the comparative measures that can be used to determine staffing, efficiency and effectiveness are displayed in the following table: Com arative Measures Comparative Indust Patterns Active cases assigned to "generalist" crimes Detectives. 12 to 15 active cases assigned and worked in the revious month or 30 da s . Part I Offenses per "line" Detective in core investigative functions such as persons and property crimes Detectives. The Average distribution of Part I Offenses per "line" Detective developed in police services studies in the U.S. generally ranges from 300-500 Part I Offenses er investi ator. To conduct the general assessment of investigative caseloads, the project team obtained monthly caseload data, showing the date of case, the assigned detective, case #, type of case, and status (assigned, closed, inactive, etc.) for July 2010 to March ,2011. The table below summarizes the overall caseload and status for this 9-month period: Matrix Consulting Group Page 24 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives DPS Investigative Case load 9-Month Status Total Annualized Ava. I Month Assicmed 156 208 17.3 Closed, Inactive, Suspended, etc. 157 209 17.4 Based on this workload data and with 4 dedicated detectives, each generalist DPS detective is averaging 4to 5 case assignments per month (below the standard of between 12 - 15 active cases worked per month). As such, the following table shows the average number of active cases per month under the various Sheriff contract . options. Monthly Detective Caseload - DPS vs. Sheriff Options Assi ned Closed,lnactive, Sus ended According to this data, the DPS detectives are being assigned an (3verage of 4 to 5 cases per month, while at the same time closing between 4 to 5 case assignments per month, indicating that detectives are being assigned and closing cases within 30 to 60 days. Assuming this similar caseload and measuring against the draft Sheriff proposal for detective staffing, each option provides an adequate level of detective resources to conduct follow-up investigations. Additionally, when comparing the standard ratio of the number of Part I crimes per detective, the DPS detectives are experiencing approximately 277 Part I crimes per detective (below the benchmark of between 300 to 500 per detective). As such, the project team concludes that the proposed Sheriff contract levels for detectives are adequate to efficiently and effectively meet public safety needs regarding investigations. Matrix Consulting .Group Page 25 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives (5) In Summary, the Draft Sheriff Options Provide Similar levels of Service versus the Current Approach. Based on this basic assessment offield patrol resources and investigative. caseloads, the table below briefly summarizes how the draft Sheriff proposal compares to the current primary services: Ke Service Element Summa of Sheriff A roach Field Patrol Option 1 provides an adequate amount of field resources to meet appropriate proactive time targets and achieve community- policing goals, and provides the similar coverage in terms of hourly staffing requirements and deployment. Option 2 and o tion 3 both rovide enhanced levels of service. Investigations Each option provides an adequate amount of investigative staffing to meet the investigations caseload, as indicated by the staffing standard of12 to 15 active cases per month, per detective. Dispatching and Communications Records Property and Evidence Regarding levels of service, the project team finds that Option 1, at a minimum, provides an appropriate level of resources in order to meet public safety needs in the City, in terms of both officer-safety and emergency law enforcement calls for service demands. As a result, Option 2 and Option 3 would provide generally enhanced levels of public safety service, however, would not yield significant cost savings, which are discussed in the next section. Matrix Consulting Group Page 26 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives 4. THE DRAFT SHERIFF OPTION 1 AND OPTION 2 WOULD PROVIDE ANNUAL COST SAVINGS, WHILE OPTION 3 WOULD INCREASE ANNUAL COSTS. The table below summarizes the current baseline DPS budget allocated to law enforcement for comparative purposes (as described earlier) in comparison to each of the Sheriff optional costs: DPS Police Costs vs. Sheriff Contract Costs Cost Item Draft Sheriff Contract o tion 2 o tion 3 Em 10 ee Services $10,423,588 $7,882,077 $8,794,795 Services and Su lies $273,500 $518,683 $188,722 $204,239 $9,627,999 $218,403 $1,444,200 Overhead I Indirect Costs $1,182,312 $1,319,219 Cost Difference w/o Furlou hs The following points highlight the findings above: The total DPS budget determined for comparative purposes is approximately $11.2 million (and excludes such items as facility maintenance, vehicle equipment maintenance, operation, and repair, capital, etc.). These excluded items are assumed to be incurred by the City if a contract option is chosen. The Sheriff Option 1 is proposed to be $9.3 million, and has been shown by the project team to be an adequate option to provide appropriate levels of law enforcement services, while the Sheriff Option 2 and Option 3 provides enhanced levels of service, with Option 2 potentially yielding savings while Option 3 would increase costs. Given the current DPS budget for law enforcement services, Option 1 may result in an annual baseline operating savings of approximately $1.9 million to $2 million in direct costs. . . Assuming. the implementation of furloughs did not occur during the past fiscal year (which saved the City approximately $440,762 for law enforcement Matrix Consulting Group Page 27 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives personnel), the potential annual savings would have increased to between $2.4 Million to $366,000 (depending onth~ Option) - as the baseline DPS budget would have been greater without the furloughs. With any implementation the City would need to consider one-time costs related to backfilling of employees during the transition, any integration regarding applicable technology, radio, and communications, personnel separations (vacation payout, severance), etc. 5. THE CITY OF ROHNERT PARK ALSO HAS AN OPPORTUNITY TO CONTRACT WITH A SURROUNDING AGENCY OR THE STATE OF CALIFORNIA FOR FIRE SERVICES; The City also has the opportunity to contract out fire and emergency medical services to another entity in order to achieve potential cost savings. Unlike the cost analysis for the law enforcement contract, the assessment by the project team is based on preliminary fire staffing 'and cost estimates only. As such, this section provides basic information regarding the fire station network and calls for service demands which may inform the formal bidding process if the City chooses to explore this opporturiity further. Toward this, the following section includes the following: Fire Station Network Calls for Service Demand Preliminary Cost Comparisons Using GIS mapping tools, the first section below provides an assessment of the overall adequacy of the fire station network serving the City of Rohnert Park. Matrix Consulting Group Page 28 -.. ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives (1) The City is Protected Under a 5-Station Network Through an Automatic Aid Agreement with Rincon Valley Fire Protection District and the Rancho Adobe Fire Protection District. The DPS deploys its fire and EMS resources from 2 stations, in addition to an automatic aid agreement with Rincon Valley Fire Protection District to the north of the City, and the Rancho Adobe Fire Protection District to the south of the City. As necessary on large incidents (or upon request), the City has a mutual aid agreement . with the City of Santa Rosa, City of Sebastopol, City of Petaluma, and others. In total, the City is serviced primarily from 5 stations identified in the following table: Primary Stations Covering Rohnert Park A enc Address Rohnert Park Station One 500 City Center Drive Station Two 5200 Count Club Drive Rincon Valley Fire Protection District Station 207 Todd Road Santa Rosa Rancho Adobe Fire Protection District Station One 1 East CotatiAvenue Cotati Station Two 11000 Main Street Penn rove To assess the adequacy of this network, the project team developed GIS maps to identify the percentage of Rohnert Park street miles covered by the fire stations within a 4-minute response time and an 8-minute response time. These maps are included in the following exhibits: Matrix Consulting Group Page 29 2' ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Exhibit 1 Rohnert Park 4-minute Service Area Legend o FIre stations IItt...... . i i Rohnert Park "'.U.I" 4-minute Service Area . Stations Responding 1 stati on 2 slaUons 3 stations _ 4 stalions Matrix Consulting Group Page 30 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Exhibit 2 Rohnert Park 8-minute Service Area G Fire Stations ....-..... t.......! Rohnert ParI< 8-minute Service Area Stations Responding 1 station 2 stations 3 stations 4 stations _ 5 stations' Matrix Consulting Group Page 31 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives The following table highlights the statistical findings based on Exhibit 1 (for the 4- minute service area): Coverage for Street Miles - 4 Minute Service Area Street % of Street Stations Miles Miles 0 8.54 8.5% 1 46.87 46.9% 2 35.02 35.0% 3 6.25 6.3% 4 3.25 3.3% 5 , 0 NA Total 99.93 As this table shows, of the 99.93 street miles in the City of Rohnert Park, there are 8.54 street miles which cannot be reached from any stati<;>n within 4-minutes. Further, 46.87 street miles can be covered by one station within 4-minutes, 35.02 street miles can be covered from two stations within 4-minutes, 6.25 s.treet miles can be covered by 3 stations within 4-minutes, and 3.25 street miles can be covered by 4 stations within a 4-minute response time. Finally, no street miles can be covered from 5 stations within a 4-minute response time. Essentially, the City of Rohnert Park can provide at least one responding unit within a 4-minute timeframe to 92% of the City street miles given the fire station network. The following table highlights the statistical findings based on Exhibit 2 (for the 8- minute service area): Coverage for Street Miles - 8 Minute Service Area' Street % of Street Stations Miles Miles 1 0 0.0% 2 2.41 2.4% 3 20.03 20.0% 4 77 .48 77.5% 5 0 NA Total 99.93 Matrix Consulting Group Page 32 " ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives As this table shows, of the 99;93 street miles in the City of Rohnert Park, there are zero street miles which can be covered by only 1 fire station within 8-minutes (i.e., all of the City is covered by at least 2 stations). Further, 2.41 street miles can be covered by only 2 fire stations within 8-minutes, 20.03 street miles can be covered by only 3 fire stations within 8-minutes, and 77.48 street miles can be covered by only 4 fire stations within 8-minutes. Finally, no street miles can be covered from 5 stations within an 8-minute timeframe. Essentially, the City of Rohnert Park can provide at least two responding units within an 8-minute timeframe to 100% of the City street miles given the fire station network. (2) The DPS Personnel Responded to Over 3,000 Fire and Emergency Medical Service Incidents During CY 2010. The project team obtained detailed calls for service data from the CAD / RMS to identify community-generated workload demands. The following represents the number of incidents that were created by dispatch personnel in the CAD system resulting in 1 or more fire and / or law enforcement units addressing the incident. Matrix Consulting Group Page 33 ROHNER; PARK, CALIFORNIA , Cost Analysis and Assessment of Public Safety Alternatives Fire and EMS Incidents - CY 2010 Avg.1 Avg./ Hour Sun Man Tue Wed Thu Fri Sat Total Dav Week 0000 20 13 7 14 13 13 11 91 0.2 1.7 O~OO 14 8 16 9 6 17 10 80 0.2 1.5 0200 15 8 8 10 12 11 14 78 0.2 1.5 0300 8 17 12 7 10 6 11 71 0.2 1.4 0400 12 11 9 6 6 10 9 63 0.2 1.2 0500 11 3 8 5 6 13 9 55 0.2 1.1 0600 6 17 ,5 15 12 10 9 74 0.2 1.4 0700 11 18 22 19 12 14 9 105 0.3 2.0 0800 13 25 17 24 24 40 15 158 0.4 3.0 0900 23 26 31 28 25 34 31 198 0.5 3.8 1000 20 27 24 28 30 28 25 182 0.5 3.5 1100 23 29 25 17 27 26 25 172 0.5 3.3 1200 20 24 32 23 21 45 23 188 0.5 3.6 1300 30 33 37 38 30 35 26 229 0.6 4.4 1400 25 24 39 26 19 38 22 193 0.5 3.7 1500 25 37 28 26 28 27 29 200 0.5 3.8 1600 25 39 31 28 25 31 39 218 0.6 4.2 1700 21 22 24 26 28 29 30 180 0.5 3.5 1800 24 23 30 29 17 23 26 172 0.5 3.3 1900 15 29 25 29 31 26 24 179 0.5 3.4 -,- 2000 18 16 21 18 28 21 33 155 0.4 , 3.0 2100 25 19 20 15 18 24 27 148 0.4 2.8 2200 18 17 15 14 14 22 30 130 0.4 2.5 2300 12 8 10 8 17 17 24 96 0.3 1.8 Total 434' 493 496 462 459 560 511 3,415 9.4 65.5 As shown above, the highest volume for fire and emergency medical service incidents is generally the 10-hour period between 0900 and 1900 (representing over 60% of incidents), while the lowest volume for fire and emergency medical service incidents is generally the 1 O-hour period between 2300 and 0900 (representing just over 25% of incidents. In total, the DPS can expect to respond to between 9 to 10 fire and emergency medical service incidents each day, or between 66 to 67 inci,dents each week. To understand the types of fire and EMS calls which are created in CAD, the table below identifies the number of calls per type: Matrix Consulting Group Page 34 '.." ROHNERT PARK, CALiFORNIA Cost Analysis and Assessment of Public Safety Alternatives Number of Incidents per Type - CY 2010 % of Rank Tvpe # Total 1 ROHNERT PARK MEDICAL CALL 2,102 61.6% 2 PUBLIC ASSIST 263 7.7% 3 FIRE ALARM COMMERCIAL 220 6.4% 4 FIRE ALARM TESTING 108 3.2% 5 VEHICLE ACCIDENT (TRAFFIC COLLISION) 88 2.6% 6 TRAFF ACC AMBULENROUTE (COMBINED EVENT) 85 2.5% 7 STRUCTURE FIRE 60 1.8% 8 FIRE ALARM 55 1.6% 9 FIRE ALARM RESET 51 1~5% 10 FIRE ALARM RESIDENTIAL 51 1:5% 11 LAW, FIRE AND AMBULANCE RELATED EVENT 38 1.1% 12 HAZARDOUS CONDITION 37 1.1% 13 VEGETATION FIRE (WILDLAND, GRASS, ECT) 36 1.1% 14 ODOR INVESTIGATION 30 0.9% 15 SMOKEINVESTIGA TION 25 0.7% 16 DEBRIS FIRE 24 0.7% 17 VEHICLE FIRE 21 0.6% 1.8 SUICIDE ATTEMPT (COMBINED EVENT) 19 0.6% 19 VEHICLE ACCIDENT EXTRICATION 16 0.5% 20 AGENCY ASSIST - BY ROHNERT PARK FIRE 12 0.4% 21 FIRE ALARM CARBON MONOXIDE 11 0.3% 22 POSSIBLE DEAD BODY - COMBINED EVENT . 10 0.3% 23 ELECTRICAL INVESTIGATION 8 0.2% 24 NATURAL PROPANE LEAK INSIDE A STRUCTURE 8 0.2% 25 STRUCTURE FIRE/WORKING 8 0.2% 26 SPECIAL ASSIGNMENT FIRE 6 0.2% 27 AGENCY ASSIST 5 '0.1% 28 FIRE INVESTIGATION 4 0.1% 29 INVESTIGATION 3 0.1% 30 TRAFFIC STOP 3 0.1% 31 INFORMATION 2 0.1% 32 NATURAL PROPANE LEAK OUTSIDE A STRUCTURE 2 0.1% 33 FIRE ALARM MONITORED ALARM 1 0.0% 34 FIRE INSPECTION 1 0.0% 35 MEETING 1 0.0% 36 STABBING VICTIM (COMBINED EVENT) 1 0.0% Total 3,415 100.0% As shown above, the majority of calls for service, or nearly 70%, are medical related and public assist calls (between 45 to 46 incidents per week), while less than 4% of calls were related to a type of actual fire (e.g., structure fire, vegetation fire, debris Matrix Consulting Group Page 35 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives fire, and vehicle fire) and occur between 2 to 3 times per week. Given this mix of types of calls for service, there are opportunities to. implement innovative approaches that increase cost efficiency and effectiveness. Examples include: A roach Summa Adaptive Response Program This utilizes the minimum number of personnel from a fire station by selecting the appropriate type of response vehicle for a specific emergency. ' Upon dispatch, the station captain I officer determines if Adaptive Response is the appropriate unit to respond. For example, when fire alarms are activated in commercial buildings, dispatchers should confirm with persons on site that no fire exists. To satisfy ISO requirements, an Adaptive Response vehicle is sent. If multiple units are required, only the first due unit runs "lights and sirens'! with subsequent units respond with normal traffic until the first due unit determines the severit of the emer enc . Human Service "Alpha Truck" Some departments partner with multiple human service organizations to serve at-risk and vulnerable populations who request most of the emergency services. The department dispatches a pickup truck staffed by two firefighter I EMTs and their equipment that can provide care for minor injuries and illnesses. . The "Alpha Truck" responders are trained to make recommendations for social service intervention and can reduced the number of emer enc calls in the Ion -term. Cost 1m lications Potential of reduced staffing needs and overtime utilization, as well as reduced community risk with unnecessary speeds, potential accidents, and reduces overall fuel and maintenance expenses for engine companies, ladder trucks, etc. Reduced need for a 3- person engine company to respond to each medical call for service. Cost savings with reduced vehicle maintenance and operations. These types of approaches should be considered by any jurisdiction, as well as other elements including increase public education and prevention programs, municipal code enforcement relating to fire suppression technologies, etc. Finally, it is important to note that of the 3,415 incidents in Rohnert Park, there were 287 incidents in which a Matrix Consulting Group Paga 36 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives law enforcement unit was the first to arrive on scene, and typically involved a commercial fire alarm or a medical incident. / (3) The Alternative Fire Service Approaches May Result in Sizeable Cost Savings while Potentially Enhancing Service Levels. Given the budget costs identified at the beginning of this document, the project team identified the baseline fire and EMS cost in order to appropriately compare to any proposed alternative. As such, the following table summarizes the costs and key assumptions utilized: Baseline Fire I EMS CosUor Comparison to Sheriff Options Item Current DPS Baseline Cost for Key Assumption Budget Comparison Fire Personnel $3,060,168 $3,060,168 The alternative service provider would incur this cost associated with fire and emergency medical services personnel and compensation. Fire Protection $198,700 $118,600 The alternative service provider would incur costs associated with fire and emergency medical services and supplies. The City would continue to incur the costs associated with Contractual Services ($30,000), Vehicle Supplies, Repair, and Maintenance ($40,000), and Capital ($10,000). Northern Fire $23,000 $0 The City would continue to incur the Station costs associated with station facility maintenance. Southern Fire $10,500 $0 The City would continue to incur the Station costs associated with station facility maintenance Emergency Prep I $4,000 $0 The City would continue to incur the Haz Mat costs associated with Haz Mat. Matrix Consulting Group Page 37 ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Item Current DPS Bud et Baseline Cost for Comparison Key Assumption Indirect Costs $163,333 $147,575 The alternative service provider would incur costs associated with administrative overhead, liability, etc. Total Cost Est. $3,459,701 $3,326,343 As shown above, the total estimated budget for direct and indirect costs to support fire and EMS is $3.5 Million. However, assuming the City will continue to incur costs associated with such elements as facility, equipment, and vehicle maintenance, the baseline cost for comparison is $3.3 Million. Toward this, the City of Rohnert Park received a draft proposal from the Rancho Adobe Fire Protection District which proposes a staffing model of 3.0 personnel (Captain / Engineer r Firefighter) per engine company for each of the Rohnert Park stations. Additionally, based on the project team's experience with other CalFIRE contract cities, the assumption is also a 3.0 personnel per engine approach for each of the Rohnert Park stations. The table below identifies the estimated contract costs for these alternative service providers: Estimated Costs of Alternative Fire Service Provider RAFPD CalFIRE Personnel $2,307,562 $2,098,620 Administration I Support $441,360 $950,466 Total Estimated Cost $2,748,922 " $3,049,086 The following points summarize the cost factors: The Rancho Adobe Fire Protection District proposes a total of 21 personnel (including a provision for overtime), as well as administrative support costs that Matrix Consulting Group Page 38 '" ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives account for general goods and services and estimated dispatch communication costS. The project team's ,estimation for CalFIRE contract costs proposes 18 line personnel and some percentage of full-time equivalent for chief officer allocation, as well as support costs for volunteer programs and public education programs, dfspatch communications, etc. Based on these preliminary cost estimates and using the current baseline DPS fire cost of $3.3. Million, the City of Rohnert Park has the potential to save from $277,000 (under a contract with CaIFIRE} up to $577,000 (under a contract with Rancho Adobe Fire Protection District). Given the potential savings with each of these agencies, the City should move to a formal bidding process in order to obtain further details and costs for evaluation. * * * * * In summary, the City of Rohnert Park may experience significant annual cost savings when considering the contracting of law enforcement and fire services. The first table summarizes the total annual costs / savings under each Sheriff contract Option and the contracting of, fire with Rancho Adobe Fire Protection District, summarized below: Total Estimated Public Safety Cost Savings - Rancho Adobe Fire Protection D.istrict The following points summarize the findings above: , . Under Option 1, the City may experience total annual cost savings of $2.5 Million, and up to $3.1 Million when not factoring in the total implemented furlough savings of approximately $595,851. Matrix Consulting Group Page 39 '" , , ., ROHNERT PARK, CALIFORNIA Cost Analysis and Assessment of Public Safety Alternatives Under Option 2, the City may experience total annual cost savings of $1.5 Million, and up to $2.1 Million when not factoring in the total implemented furlough savings of approximately $595,851. · Under Option 3, the City may experience total annual cost savings of $502,590, and up to nearly $1.1 Million when not factoring in the total implemented furlough savings of approximately $595,851. The second table summarizes the total annual costs / savings under each contract Option and the contracting of fire with CaIFIRE, summarized below: Total Estimated Public Safety Cost Savings ~ CalFIRE The following points summarize the findings above: Under Option 1 , the City may experience total annual cost savings of $2.2 Million, and up to $2.8 Million when not factoring in the total implemented furlough savings of approximately $595,851. Under Option 2, the City may experience total annual cost savings of $1.2 Million, and up to $1.8 Million when not factoring in the total implemented' furlough savings of approximately $595,851. Under Option 3, the City may experience total annual cost savings of $202,426, and up to $798,277 when not factoring in the total implemented furlough savings of approximately $595,851. As this preliminary assessment has documented, the contracting of law enforcement services and / or fire services would continue to provide the City of Rohnert Park with comparable levels of public safety services, with potential annual cost savings. Matrix Consulting Group Page 40