city of elk grove · 1 mayor and council members: i am pleased to submit the fiscal year 2009-10...

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TABLE OF CONTENTS ________________________________

Introduction

Transmittal Letter ................................................................................................................ 1

Budget Calendar ................................................................................................................ 10

Financial Analysis ............................................................................................ 11

Financial Summaries ........................................................................................ 19

General Fund - 101

1100 City Council .............................................................................................................. 23

1200 City Manager ............................................................................................................ 25

1300 City Attorney ............................................................................................................ 30

1400 City Clerk ................................................................................................................. 32

1500 Finance .................................................................................................................... 36

1600 Administrative Services .............................................................................................. 39

1900 Non-Departmental ..................................................................................................... 48

1910 Revenue Neutrality ..................................................................................................... 50

1920 Community Service Grants ......................................................................................... 51

2200 Police ....................................................................................................................... 53

3120 General Fund Planning ............................................................................................... 66

3500 Neighborhood Services .............................................................................................. 67

102 Equipment Replacement Fund ....................................................................................... 74

106 Facility Reserve Fund.................................................................................................... 74

Special Revenue Funds - 200s

201 Recycling Grant ........................................................................................................... 75

202 Used Oil Recycling Grant ............................................................................................... 75

203 Vehicle Abatement ....................................................................................................... 75

204 Household Hazardous Waste ......................................................................................... 76

212 COPS Universal Grant ................................................................................................... 76

213 Police Off-Duty ............................................................................................................ 76

215 Asset Seizure .............................................................................................................. 77

216 Office of Traffic Safety Grants ........................................................................................ 77

217 Local Police Grants ....................................................................................................... 77

218 CA Law Enforcement Equipment .................................................................................... 77

220 State COPS Grant ........................................................................................................ 78

221 Gas Tax Fund .............................................................................................................. 78

222 Measure A Maintenance ................................................................................................ 78

223 Traffic Congestion Relief ............................................................................................... 79

231 Affordable Housing ....................................................................................................... 79

233 Agricultural Preservation Mitigation Fee .......................................................................... 79

234 Swainson Hawk Mitigation Fee ....................................................................................... 80

235 Tree Mitigation ............................................................................................................ 80

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236 Very Low Income Housing Trust Fund Fee ....................................................................... 80

238 Street Trench Cut ........................................................................................................ 81

241 Community Development Block Grant............................................................................. 81

245 Elk Grove Redevelopment ............................................................................................. 81

251 CFD 2003-1 Police Services ........................................................................................... 81

252 CFD 2003-2 Police Services ........................................................................................... 82

255 CFD 2006-1 Maintenance Services ................................................................................. 82

256 CFD 2005-1 Maintenance Services ................................................................................. 82

261 Street Maintenance District No. 1, Zone 1 ....................................................................... 83





267 Street Lighting Maintenance District 1, Zone 1 ................................................................. 84

268 Street Lighting Maintenance District 1, Zone 2 ................................................................. 84

285 Neighborhood Stabilization ............................................................................................ 84

291 EECBG Energy Block Grant ............................................................................................ 85

294 Measure A Maintenance ................................................................................................ 85

Development Services Fund – 295 .................................................................... 87

Capital Funds - 300s

301 Federal Capital Grants ................................................................................................ 101

302 State Capital Grants ................................................................................................... 101

304 Measure A Construction .............................................................................................. 102

305 Local Transportation Fund – Bikes & Pedestrian ............................................................. 102

311 Capital Facilities Fee (CFF) – Civic Center ...................................................................... 102

312 CFF – Police .............................................................................................................. 103

313 CFF – Corporation Yard ............................................................................................... 103

314 CFF – ITS .................................................................................................................. 103

315 CFF – Library ............................................................................................................. 104

316 CFF – Railroad Overcrossing ........................................................................................ 104

317 CFF – Transit Facilities ................................................................................................ 104

318 CFF – Rapid Transit .................................................................................................... 104

319 CFF – Administration .................................................................................................. 105

324 East Franklin Fee – Landscape Corridor ......................................................................... 105

325 East Franklin Fee – Supplemental Drainage ................................................................... 105

326 East Franklin Fee – Administration ............................................................................... 105

328 Elk Grove Roadway Fee .............................................................................................. 106

329 Impact Fee Administration .......................................................................................... 106

331 Laguna Ridge Public Acquisition Fee ............................................................................. 107

332 Laguna Ridge Infrastructure Facilities Fee ..................................................................... 107

335 Laguna Ridge Infrastructure Facilities Fee ..................................................................... 107

336 Lakeside Service Area................................................................................................. 107

338 External Agencies Fund ............................................................................................... 108

339 In Lieu Roadway Fund ................................................................................................ 108

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341 CFD 2002-1 East Franklin ........................................................................................... 108

343 CFD 2003-1 Poppy Ridge ............................................................................................ 109

344 CFD 2005-1 Laguna Ridge ........................................................................................... 109

347 Laguna Area CFD ....................................................................................................... 110

348 Laguna West CFD....................................................................................................... 110

349 Lakeside CFD............................................................................................................. 110

360 Laguna Ridge Park Fee ............................................................................................... 111

394 Measure A Construction .............................................................................................. 111

Debt Service Funds - 400s

401 Debt Service – Administration Buildings ........................................................................ 113

402 Debt Service – CFD 2002-1 ......................................................................................... 113

403 Elk Grove Finance Authority ........................................................................................ 113

404 Debt Service – CFD 2003-1 ......................................................................................... 113

Enterprise Funds - 500s

501 Utility Billing .............................................................................................................. 115

501 Integrated Waste ....................................................................................................... 116

502 Commercial Haulers ................................................................................................... 116

503 Drainage & Flood Control ............................................................................................ 117

511 Transit ...................................................................................................................... 118

Internal Service Funds - 600s

601 Risk Management ...................................................................................................... 121

602 Facilities ................................................................................................................... 122

602 Fleet ........................................................................................................................ 123

603 Information Technology .............................................................................................. 124

Agency Funds - 700s

702 Eastern Elk Grove Park Fee ......................................................................................... 125

707 East Franklin Park Fee ................................................................................................ 125

710 Elk Grove Fire Fee ...................................................................................................... 125

715 Laguna West Park ...................................................................................................... 125

730 Employee Sunshine Fund ............................................................................................ 126

756 Debt Service – CFD 2005-1 ......................................................................................... 126

Capital Improvement Program

Introduction .................................................................................................................... 127

Annual Pavement Resurfacing ............................................................................................ 131

Civic Center ..................................................................................................................... 132

Corporation Yard Miscellaneous Improvements .................................................................... 133

Elk Grove Creek Trail Crossing at State Route 99 ................................................................. 134

Elk Grove-Florin Road at East Stockton Blvd Intersection Improvements ................................. 135

Franklin Blvd/Elk Grove Blvd Intersection Widening and Bus Turnout ...................................... 136

Grant Line Road Widening From E. Stockton Blvd to Waterman Road ...................................... 137

Harbour Point Median Project ............................................................................................. 138

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Household Hazardous Waste Collection Facility (HHWCF)....................................................... 139

Intelligent Transportation System (ITS) Program ................................................................. 140

Kammerer Road Extension – Bruceville Road to Interstate 5 .................................................. 141

Major Drainage Repairs/Capital Replacement ....................................................................... 142

Poppy Ridge Street Light & Various Improvements Program .................................................. 143

Safety, Streetscaping & Bicycle/Pedestrian Improvement Program ......................................... 144

Traffic Control & Safety Program ........................................................................................ 145

Transfer Station Long Range Planning Project ...................................................................... 146

Waterman Road/Grant Line Road Intersection Project ........................................................... 147

Capital Outlay ................................................................................................. 149

Fiscal Policies .............................................................................................................. 153

Community Profile ...................................................................................................... 165

Resolution ...................................................................................................... 177

Position listing ................................................................................................................. 181

ANNUAL BUDGET

Fiscal Year 2009-2010

INTRODUCTION

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Mayor and Council Members: I am pleased to submit the Fiscal Year 2009-10 Proposed Budget and Fiscal Year 2010-11 Fiscal Plan for your review and consideration. The total Proposed Budget for FY 2009-10 is $203.8

million, which is $53.6 million (-20.8%) less than the final FY 2008-09 budget of $257.4 million. The City‘s proposed General Fund budget, which provides discretionary funds for services, is $49.9 million, which is $5.3 million (-9.6%) less than the FY 2008-09 final budget of $55.2 million. The Proposed FY 2008-09 Budget generally provides for the current level of service to the citizens of Elk Grove despite the effects of the most challenging economic climate in recent history.

Consider the following adjustments in the local economy currently underway:

The residential real estate market has weakened as more properties are foreclosed upon or

sold through short sales. Mortgage defaults, the first step in the foreclosure process, rose

sharply during the first quarter of 2009. Additionally, economists warn of a second wave of

foreclosure activity to begin in 2011, as many adjustable rate mortgages are reset.

Consequently, real estate experts suggest that the weakening in residential real estate

values will continue through 2012. This weakening translates into lower property tax

revenues.

Homeowners who enjoyed robust growth in their property during the housing boom may

have used the resulting equity to finance more expensive household goods and vehicles.

With the weakening residential real estate market, homeowners have seen this equity

sharply reduced or eliminated. The loss of equity translates into declining retail activity and

decreased sales tax revenues.

As the credit market tightened during the current fiscal year, retailers could not find the

necessary capital to continue operations. As a result, a number of national retailers have

closed their doors. A number of these retailers had a presence in Elk Grove. These closures

adversely impact the City‘s sales tax revenues. The tightening credit market has also

resulted in the indefinite delay in the completion of the Promenade Mall.

According to the Sacramento Regional Research Institute (SRRI), job growth in the

Sacramento region continues to worsen, as the region lost five percent of payroll jobs from

March 2008 to March 2009. The loss is worse than the statewide and national averages, and

is lower than any annual period since 1988. The SRRI job growth outlook for the next year

is poor, as its forecast indicates an average growth rate of -6.0%. SRRI concludes its

synopsis with the following statement: ―Absent some external factor that cannot be

accounted for in examining the dynamics driving regional economic behavior, the forecast

offers no hope for significant recovery in the Sacramento region during the next 12

months.‖ The loss of jobs will adversely impact the ability of homeowners to stay in their

homes and the ability of people to buy goods.

8401 Laguna Palms Way

Elk Grove, California 95758

Phone: 916.683.7111

Fax: 916.691.3182

Web: www.elkgrovecity.org

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The City first felt the impacts of the contracting economy in its sales tax receipts. After realizing anticipated amounts of sales tax revenues for the first quarter of FY 2008-09, the reductions in sales tax receipts began in October. In addition, the Sacramento Tax Assessor notified the City that it would receive less in property tax revenues due to Proposition 8 assessed value reductions.

Due to these revenue shortfalls, staff decreased planned expenditures by $2 million at mid-year and implemented a flexible hiring freeze. Unfortunately, by the end of April, it became clear that additional reductions needed to be made in order to maintain a balanced budget at year-end. Consequently, due to lack of funds, I made the decision to layoff four employees and shifted those responsibilities to others within the

organization, while cutting additional operating expenses. Staff continues to monitor sales tax receipts, as we will not receive all of the FY 2008-09 sales tax revenues until mid-August. It now appears that the decline in the major revenue sources for the General Fund will likely continue through 2012. Once economic recovery is underway, growth will be much more modest than the growth rates the region experienced in the mid-2000s. Consequently, the next two to three fiscal years will be a recalibration period to realign our services with the new fiscal reality. This budget proposal recognizes the need for this recalibration through the preparation of a two-year plan that uses a balanced approach of:

Reducing Operational Expenses,

Unfunding positions where functions can be reassigned to other staff,

Suspending components of employee compensation, and

Using one-time resources on a limited basis.

FY 2009-10 Service Plan

For the first time, the City Council held a series of Town Hall Meetings during January and February 2009 to solicit citizen comments regarding the City‘s budget and service levels. Each town hall meeting provided residents an opportunity to communicate with members of the City Council and

City staff in order to learn more about the budget process and the City‘s plans for the upcoming year. The format provided an open dialogue between the public and City representatives. The City Council conducted a two-day Special Council Strategic Planning session on Friday, February 27 and Saturday, February 28. During that meeting, the Council and Executive staff created five goals to guide the activities of the City Council and staff for FY 2009-10 and FY 2010-11. In preparation for the retreat, City Council and staff reflected on the City‘s internal strengths and weaknesses and its external opportunities and challenges. To help in that reflection, the City Council received a summary of the input provided by citizens during the Town Hall meetings. At its March 25 meeting, the City Council formally adopted its five goals. The City‘s FY 2009-10 Work Plan centers toward the achievement of the five Council goals.

Create a vibrant, diverse economy.

Economic Development Corporation: The Proposed FY 2009-10 Budget assumes that the

City will continue its close working relationship with the Elk Grove Economic Development

Corporation (EGEDC). The agreement between the City and the EGEDC calls for a

contribution of $150,000 made up of direct support and in-kind services. In FY 2008-09 the

City exceeded the agreed-upon EGEDC obligation through a $150,000 direct contribution

and significant additional in-kind support from the Development Services Departments and

the Public Information Office. Though the Proposed FY 2009-10 Budget provides $150,000

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in direct support to the EGEDC, it also reduces City-led economic development marketing

and sponsorship efforts. Furthermore, a sustainable level of in-kind support will be

identified as the City and EGEDC continue to confer about the appropriate mix of direct and

in-kind support.

Redevelopment: At its March 25 meeting, the City Council directed staff to further explore

the feasibility of creating a Redevelopment Agency. The Proposed FY 2009-10 Budget

provides a $200,000 loan from unallocated fund balance in the General Fund to continue

studies towards the creation of a Redevelopment Agency and the designation of

redevelopment areas. (The Redevelopment Agency would repay the loan once it is formed.)

As findings emerge from those studies, staff is committed to involving all stakeholders,

including all taxing entities, in the process.

Youth Vocational Training and Employment: In partnership with our neighboring governmental entities and non-profit agencies, the Neighborhood Services Department will develop strategies to help the youth of Elk Grove build skills and competencies that allow them to flourish as adults. One strategy that the City can implement relatively quickly is an Employee Mentoring Program, where City employees may take City-approved leave to mentor a teen.

Grow and support safe, livable, attractive neighborhoods.

Citizen Satisfaction Survey: The Proposed FY 2009-10 Budget includes $50,000 in the

City Manager‘s budget for a citywide citizen satisfaction survey and follow-up outreach. Cities undertake citizen satisfaction surveys to determine what city services require improvement and what citizens‘ priorities are for the allocation of resources. If implemented, the survey will provide City Council and staff with a baseline on which to measure improvements to citizen satisfaction levels and measure changes to citizen priorities. The survey would then be repeated in the fall of even-numbered years. The FY

2009-10 survey will also include questions to explore the most effective methods to communicate with residents and businesses.

Emergency Management: The City Manager‘s work plan for FY 2009-10 includes convening the City‘s Disaster Council and reviewing emergency procedures against standards established by the Emergency Management Accreditation Program (EMAP).

Youth Development: The City‘s youth is blessed with a myriad of organizations and programs that are provided to develop your youth into productive adults. The City has demonstrated its commitment to play its part in youth development: During FY 2008-09, the City Council established its Youth Commission to engage youth in the policymaking process. Given that the City‘s resources are becoming more limited, what programs should the City undertake that addresses the needs of our youth while not duplicating the efforts of others? During FY 2009-10, the City‘s Executive Team, with assistance from other

governmental agencies and non-profit organizations, will conduct a gap assessment of the various youth programs provided to identify where the City can invest its resources for the highest result while avoiding a duplication of efforts.

Communication with Neighborhood Leaders: During FY 2008-09, the City conducted

two summits with Neighborhood Leaders to highlight solutions that individual neighborhoods used to solve problems, as well as to inform neighborhood leaders of available City

resources. The Neighborhood Services Department will continue its support through additional neighborhood summits.

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Improved Traffic Safety and Circulation. During FY 2009-10, the Public Works

Department will oversee the installation of additional Intelligent Transportation Software to minimize traffic congestion during peak commute hours.

Rental Housing and Abandoned Property Registries. In July, the Neighborhood

Services Department will bring the proposed Rental Housing and Vacant Building Registration Ordinances to the City Council. The enactment of these ordinances will strengthen Community Enhancement‗s ability to proactively monitor properties for violations while also improving communication with property owners who are absent while their

properties are vacant or rented.

Promote Elk Grove as a recreational and cultural center that attracts visitors.

Market and Development Analyses: The work plan for the City Manager‘s Office includes

the completion of market and development analyses to guide the future development of the

Civic Center and Community Park, including the involvement of Private Sector partners in

the development of the project. The City Manager has convened an interdepartmental task

force to guide this work. The funds needed to complete the studies are included in the CFD

2003-1 capital projects fund.

Old Town Elk Grove: At its March 25 meeting, the City Council directed staff to conduct

the triennial review of the Old Town Elk Grove Special Planning Area and bring back

suggested changes, including the creation of a visioning statement. The FY 2009-10 Budget

for the Planning Department includes funding to complete that process, and the City

Manager‘s budget includes $30,000 in continued marketing support for Old Town.

Serve as wise, responsible stewards of fiscal resources.

Multi-Year Projections: The Finance Department will continue to review and address sustainability of current operations through the development and analysis of five-year financial forecasts for the General Fund and the major enterprise funds. Given that it may take as long as three years for the current economy to adjust to sustainable conditions, the multi-year forecast is more important than ever so that the City continues to operate within its means and not create a structural deficit for future years.

Performance Measurement System: The Proposed FY 2009-10 Budget includes a

number of performance measures that each department will use to measure its progress

towards providing responsible, effective, and efficient services to our citizens. From that

beginning, we will develop a performance measurement system that provides feedback in

the achievement of Council goals.

Grant Locator: The Proposed FY 2009-10 Budget includes $23,000 in the City Manager‘s

Budget for e-Civis, a grant locator service, to reduce our reliance on contract grant

identification and writing services in favor of improving our internal capacity and developing

a more comprehensive organization-wide strategy for matching potential grant opportunities

with City priorities. This subscription includes 10 licenses that the City may provide to non-

profit agencies, which will allow those non-profits to find and apply for grant opportunities

outside of the City organization. The subscription also includes one grant-writing seminar to

be conducted on-site.

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Develop an efficient and effective City organization with a regional perspective

Multi-jurisdictional Capital Improvement Program: One theme that emerged from the Town Hall meetings is the need for the various governmental agencies to work better together. The City has already reached out to the Cosumnes Community Services District (CCSD) and the Elk Grove Unified School District (EGUSD) by convening regularly scheduled meetings among elected officials and executive staff. Now, we are looking for other ways to demonstrate partnership. One way to strengthen working relationships is to review the capital investments that each agency plans to construct and examine how the three agencies can increase synergy. The Finance Department will work with counterparts from

the CCSD and EGUSD in establishing a multi-jurisdictional Capital Improvement Program to catalog the various capital improvements into one document.

Electronic Plan Submittal/Plan Check Software: The Proposed FY 2009-10 Budget

includes $102,000 to install and implement electronic plan submittal/plan check software. The software, compatible with the City‘s existing platform, will allow customers to submit their building plans electronically. All agencies included in the development review process will provide comments on plans together instead of providing their comments sequentially, thus reducing processing time between submittal and building permit issuance.

Financial Overview

General Fund. The Proposed FY 2009-10 Budget and FY 2010-11 Fiscal Plan reflects the

contraction of the City‘s major revenue sources. Various economic sector experts warn that property and sales taxes, the major sources of revenue for the General Fund, will continue to decline through 2012. When it occurs, recovery in both sectors is expected to be extremely mild. Both real estate experts and sales tax experts are warning that growth beyond 2012 will be flat to 3%.

Property Taxes: The City‘s property tax base will reflect continued market declines. Real

estate brokers are warning that the fallout from foreclosures and short sales will continue

through 2012. Those markets with new housing will feel the brunt harder, and Elk Grove is

one of those communities.

The FY 2008-09 revised estimate reflects a 7.5% decline in assessed values over FY 2007-08. Based on information provided by the County Tax Assessor, assessed values are

expected to decline 13% in FY 2009-10 and another 4% in FY 2010-11. Staff will be monitoring real estate trends throughout the year in order to refine the FY 2010-11 projection.

Sales Taxes: Our sales tax consultant has advised the City not to expect recovery in the

retail sector until FY 2012. Consumers no longer have access to credit through inflated

home values to finance large-dollar purchases or improvements, nor do banks have equity

to speculate with business inventory or expansion.

The FY 2008-09 revised estimate reflects an 18% decline in sales tax revenues over FY 2007-08. Retail sales are estimated to decline another 7.7% in FY 2009-10 and a modest 1% in FY 2010-11 before the economy is expected to stabilize.

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Fund Balance Analysis. At its February 11 meeting, the City Council adopted a Fund Balance Reserve policy:

The contingency reserve is comprised of designations for economic uncertainty (75%) and

for exposures and emergencies (25%).

The contingency reserve will fall no lower than 15% of appropriations. The optimum level is 20% of appropriations.

The Proposed FY 2009-10 Budget assumes the following uses of fund balance:

Equipment Replacement ($725,000)

Loan for redevelopment activities ($200,000) from undesignated fund balance

Transfer to Development Fund to cover FY 2008-09 operating deficit ($1 million) from undesignated fund balance

The FY 2010-11 Fiscal Plan assumes the following uses of fund balance:

Equipment Replacement ($270,000)

One-time revenue to balance FY 2010-11 appropriations ($2,630,000) from undesignated fund balance

The following chart outlines the use of fund balance for the Proposed FY 2009-10 Budget and the FY 2010-11 Fiscal Plan that is compliant with the City Council‘s fund balance policy:

Fund Balance

7/1/09

FY 2010

Appropriation

Fund Balance

7/1/10

FY 2011

Appropriation

Fund Balance

7/1/11

Beginning Fund Balance at July 1

Designated for Contingency Reserve

- Economic Uncertainty 7,725,000$ -$ 7,725,000$ -$ 7,725,000$

- Exposure/Emergencies 2,575,000 - 2,575,000 - 2,575,000

Subtotal Designated for Contingency Reserve 10,300,000$ -$ 10,300,000$ -$ 10,300,000$

Designated for Equipment Replacement 2,700,000 (725,000) 1,975,000 (270,000) 1,705,000

Undesignated 4,000,000 (1,200,000) 2,800,000 (2,630,000) 170,000

Ending Fund Balance at June 30 17,000,000$ (1,925,000)$ 15,075,000$ (2,900,000)$ 12,175,000$

Adjusted Appropriations 49,860,500$ 49,250,000$

Fund Balance at 7/1 as % of appropriations 30.23% 24.72%

Contingency Reserve as % of appropriations 20.66% 20.91% State Property Tax “Borrowing.” With the defeat of the State budget propositions on May 19, there is a high probability that the State may ―borrow‖ property tax revenues from local government in order to address its deficit. The exposure to the City, after adjusting for revenue neutrality, is estimated at approximately $1.5 million. The State would be required to repay these funds in three years per Proposition 1A. If the State ―borrows‖ property tax funds, I propose that the City Council appropriate funds from the Contingency Reserve in order to balance the General Fund. If the City Council approves this approach, the level of contingency reserve will fall below the optimum level of 20% of appropriations but remain above the minimum threshold of 15%. The following chart illustrates the

effect of the potential appropriation on fund balance levels:

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Fund Balance 7/1/09

FY 2010 Appropriation

Fund Balance at 7/1/10

FY 2011 Appropriation

Fund Balance 7/1/11

Beginning Fund Balance at July 1

Designated for Contingency Reserve

- Economic Uncertainty $ 7,725,000 $ (1,452,086) $ 6,272,914 $ - $ 6,272,914

- Exposure/Emergencies $ 2,575,000 $ 2,575,000 $ - $ 2,575,000

Subtotal Designated for Contingency Reserve $ 10,300,000 $(1,452,086) $ 8,847,914 $ - $ 8,847,914

Designated for Equipment Replacement $ 2,700,000 (725,000) 1,975,000

(270,000) 1,705,000

Undesignated $ 4,000,000 (1,200,000) 2,800,000 (2,630,000) 170,000

Ending Fund Balance

at June 30 $ 17,000,000 $(3,377,086) $ 13,622,914 $ (2,900,000) $ 10,722,914

Adjusted Appropriations

$ 49,860,500

$ 49,250,000

Fund Balance at 7/1 as % of adj appropriations

27.32%

21.77%

Contingency Reserve as % of appropriations

17.75%

17.97%

Five-Year Projection. The preliminary five-year forecast suggests that, if services remain at current levels and compensation reductions are restored in FY 2011-12, the City is at risk of running a $4 million structural deficit annually. Reserve balances are not adequate to weather the slow recovery of property and sales tax revenues. We will continue monitoring and analyzing revenues to determine the extent of additional, permanent cost reductions versus draws on Reserves to recommend at both the FY 2009-10 Mid-Year Review and FY 2010-11 Proposed Annual Budget.

Development Services Fund. The FY 2008-09 Budget for the Development Services Fund was

adopted with a structural deficit of over $2.5 million. Through the work of the Assistant City Manager and the new department heads, the amount of the structural deficit has been decreased to $1 million. The FY 2009-10 Budget assumes that a transfer from unassigned fund balance will be used to cover the FY 2008-09 structural deficit. Moving forward, funds from the General Fund will be transferred to the Development Services Fund to pay for services and studies that may not be fully recovered from developers.

Transit Fund. At the end of FY 2007-08, the financial statement for the Transit Fund shows an accumulated operating deficit of $4 million. Since the adoption of the FY 2008-09 Budget, the City Council and staff have taken a number of important steps to make transit operations more sustainable, with the goal of having a balanced transit operation by the end of FY 2009-10. We do not propose any corrections to the Transit Fund by way of a transfer to fund balance at this time. More detail concerning the City‘s operating funds can be found in the ―Financial Analysis‖ section of the document.

Organizational Issues

Compensation. Because of the decline in the City‘s major revenue sources, the Proposed FY 2009-10 Budget is prepared with reductions to the City‘s compensation package over the next two fiscal years. In the course of preparing this budget proposal, I met with two groups of non-represented employees so I could review the options available and to ask for their input on which

compensation items that they would prefer to reduce. The employees were able to vote with hand-

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held devices, providing immediate feedback and the basis for further discussions. Both unrepresented groups indicated their preference for the following mix of compensation reductions:

Take eight furlough days in FY 2009-10 and FY 2010-11. Eight furlough days is the

equivalent of 3% of salary, which represents the percentage increase that most employees received in July 2008.

Reduce 401(a) match to 3% (employees could then divert any current contribution above 3% to cover loss of salary)

Reduce the number of times that employees can cash out a portion of their vacation and/or

administrative leave from twice a year to once per year.

We acknowledge that the City is currently negotiating with the Elk Grove Police Officers Association (EGPOA) on a number of issues, including compensation. The Proposed FY 2009-10 Budget assumes compensation concessions from the EGPOA, but the future Memorandum of Understanding will outline the specific reductions that EGPOA members will take. Consequently, the Police Department‘s budget assumes a $680,000 reduction without identifying specific

compensation items.

The estimated amount of savings derived from these compensation suspensions are shown in the table below:

Non-POA POA Total

Furlough (8 days annually) $ 320,000

$ 320,000

Reduce 401(a) by 50% 150,000

150,000

Reduce buy-back to 1x/year 100,000

100,000

POA (method to be determined) $ 680,000 680,000

Total $ 570,000 $ 680,000 $ 1,250,000

Position Management. During the course of the current fiscal year, staff implemented a flexible freeze on vacant positions. Administrative positions were frozen as they were vacated and evaluated on a case-by-case basis. Departments were allowed to fill positions that provide direct services to citizens in order to keep field services whole or provide essential support to field staff. This flexible freeze will remain in place for the next two fiscal years. In the meantime, we will

continue to look for further efficiencies as opportunities arise. The number of funded positions has decreased by 6.8 full-time equivalents (FTEs) across all funds, from 272 to 265.2. This reduction includes the layoff of four employees that is effective after May 29, 2009. A further analysis of positions can be found in the ―Financial Analysis‖ section of the document.

Performance Management

This document contains the measures that each department will monitor for FY 2009-10. The performance experience for the upcoming year will allow for the establishment of a performance baseline. In future years, departments will include information concerning the actual performance level compared to the performance ―target.‖

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Conclusions/Acknowledgements

This year, departments were vigilant in keeping with the budget instructions that essentially limited

their budget requests to a ―status-quo‖ spending plan, which was reduced further as revenue estimates were updated. This budget could not have been balanced without their assistance. I also want to thank the employees who have participated in my ―fireside chats‖ over the past few months to discuss the worsening economic situation and to help identify reductions in employee compensation. It is gratifying to have colleagues who are willing to help develop solutions that protect the organization.

I wish to acknowledge the staff of the Finance Department for their perseverance and dedication in preparing this document. This document represents the first budget for our new Budget Manager, Katy Baumbach. I also want to thank the City Council for their support of our workforce. I have dedicated the City Council meeting of June 10 to the Council‘s deliberation of the Proposed FY 2009-10 Budget. At that time, the Council will receive a recommendation regarding the

allocation of Community Grant funds. The City Council may adopt the Proposed FY 2009-10 Budget as early as the June 10 meeting. My staff and I look forward to working with you as you review the proposed budget. During your review, please contact me with any questions that you or the public may have concerning the Proposed FY 2009-10 Budget and FY 2010-11 Fiscal Plan.

Respectfully submitted,

Laura S. Gill City Manager

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Budget Calendar

Date Item

January Management budget planning session

February Citywide Budget Town Hall Meetings with Council

February Kick off budget requests

February Develop department work plans according to Council priorities

February Capital improvement outlay requests due

March Department budget requests due

April Budget team reviews with departments

May Present the Draft Budget to Council

June Budget Work Session & First opportunity for budget adoption

June Second opportunity for budget adoption

ANNUAL BUDGET


FINANCIAL ANALYSIS

11

FINANCIAL ANALYSIS

General Fund All City activities not accounted for in special revenue, capital, debt service, proprietary or agency

funds are included in the General Fund. The General Fund accounts for approximately 25% of all activities in FY 2009-10.

Revenues

The City of Elk Grove experienced significant population growth from 2003 through 2006 that resulted in an expanded residential and commercial assessed value base that generated additional

retail sales.

Sales tax is a volatile revenue source, yet it is the City‘s primary source for providing

operations. Retail sales are estimated to decline 18% in FY2008-9 and another 7.7% in FY 2009-10 before the economy is expected to stabilize.

Property taxes are considered a stable revenue source for long-term dependability; however, the market is correcting for multi-year over-inflated values. Assessed values

declined 7.5% in FY2008-9 and are expected to decline another 13% and 4% in FY 2009-10 and FY 2010-11, respectively.

One-fourth of the sales tax revenue and all Vehicle Licensing Fees (VLF) are distributed per State formulas (Triple Flip and VLF Swap agreements) semi-annually based upon assessed property values and are therefore projected to decline further.

Other taxes, including Utility User‘s, Transient Occupancy and Franchise fees, are remaining

steady for now. The City accounted for the development processing and related permit fees in the General

Fund as operating revenue until they were segregated to a special revenue fund in FY2008.

$-

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

General Fund RevenuesActual, Estimated and Projected

Sales Tax

Property Tax

Other Taxes

Operating

Other Funds

12

FINANCIAL ANALYSIS

The annual taxable sales chart reflects that Auto Sales, which previously accounted for 30% of all retail sales, commenced declining in late FY2007 and is projected to free-fall through FY2010. The Automobile industry, along with construction materials and other retail, is having a difficult time adjusting to both the equity correction and credit crunch that engulfed the state and nation in Fall 2008.

Consumers no longer have access to credit through inflated home values to finance large-

dollar purchases or improvements, nor do banks have equity to speculate with business inventory or expansion. As such, the work-force has been contracting and discretionary income has evaporated. Recovery is measured through consumer confidence and it will take many years.

Base Expenditures

The City appropriates and accounts for the majority of its programs including police, governance,

community enhancement, animal services, special events, community grants and other general government programs in the General Fund.

-50,000,000

100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 400,000,000 450,000,000 500,000,000 550,000,000 600,000,000

Annual Taxable Sales Auto Dealers and SuppliesAll Other OutletsOther Retail StoresService Stations

Eating and Drinking PlacesGeneral MerchandiseBuilding Materials

$-$10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000

General Fund Expendituresby Function

Governance

Finance

Administration

Police

Neighborhood Services

Development Services

Transit ISF Subsidy

13

FINANCIAL ANALYSIS

Direct operating expenditures declined in each function from FY 2008-09 to FY 2009-10; however, we have allocated the indirect support services now accounted through Internal Service Funds (ISFs) to each function to reflect its fully-burdened cost.

The City initially procured Police Services through a contract with the County Sheriff and established its own force in FY2006-07. Further, the City segregated contracted Development Services to a special revenue fund in FY2007-08. The General Fund provides support to the Planning Commission and Advanced Planning requested of the Planning Department.

The General Fund does not provide direct support for Transit‘s operations; however, it absorbs Transit‘s share of indirect support identified through cost allocation and internal

service charges. The City Manager proposes a one-time transfer of $1 million to address prior year

Development Services fund shortfall; a $200,000 loan to initiate a Redevelopment Authority (RDA); $725,000 for capital outlay, including laptop computers in the police cars and e-plan enterprise software for Development Services and $800,000 for Development Services operations.

Salaries and benefits for 242 General Fund FTE equals 60% of the annual budget and totals

$30 million, approximating $124,500 per position. Funded positions decreased in FY 2009-10 by seven, as follows:

Department FY 2008-09

Funded Positions FY 2009-10

Funded Positions Change in

Funded Positions

General Fund:

City Manager 5.0 4.0 -1.0

City Attorney 5.0 5.0 -

City Clerk 5.0 4.0 -1.0

Finance 17.0 16.0 -1.0

Human Resources 3.0 3.0 -

Administrative Svcs 2.0 2.0 -

Police 196.0 194.0 -2.0

Neighborhood Svcs 3.0 2.0 -1.0

Animal Services 6.0 6.0 -

Code Enforcement 6.0 6.0 -

Youth Services 1.0 - -1.0

General Fund Total 249.0 242.0 -7.0

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

General Fund Expendituresby Category

Salaries

Benefits

Contract ServicesOperating

Internal Services

14

FINANCIAL ANALYSIS

Department

FY 2008-09 Funded Positions

FY 2009-10 Funded Positions

Change in Funded Positions

Other Funds:

Dev Svcs Admin 5.0 4.0 -1.0

Planning 1.0 1.0 -

Building 1.0 1.0 -

Public Works 1.0 1.0 -

Integrated Waste 4.0 4.2 0.2

Utility Billing 4.0 5.0 1.0

Transit 4.0 4.0 -

Risk Management 3.0 1.0 -2.0

Facilities - 1.0 1.0

Fleet - 1.0 1.0

Information Tech - - -

Geographic Info Sys - - -

All Funds Total 272.0 265.2 -6.8

Revenue Neutrality accounts for the incorporation agreement to hold the County of

Sacramento cost-neutral. The County collects and retains a portion of the property taxes collected from the original incorporation boundaries at a declining rate over twenty-five years (see chart on page 50). The City expects the County to retain $6.35 million in FY 2009-10, which totals 1/8 of all general revenues.

A non-departmental contingency account totaling $150,000 has been established. This

foresight provides the City Council and City Manager authorized appropriations in the event unforeseen activities arise beyond those programmed.

Employee Services The City Manager implemented a flexible hiring freeze in Fall 2008 at the Council‘s request to

mitigate declining revenues. As such, many vacant positions have either been unfunded or eliminated. Departments have also identified some contracted services that can be delivered more effectively by employees. Departments were asked to evaluate operating needs and service levels to determine where duplication may exist either across departments or with outside agencies. As such, four positions were laid-off in May 2009 and remain unfunded. A summary of the position changes:

New Utility Billing Senior Customer

Service Specialist PT Integrated Waste Intern

Unfunded

• Emergency Resource Coordinator • Executive Assistant to CM • CSS in City Clerk • CSS in Finance – Police Cashier • Police Captain • Youth Services Coordinator • Risk Manager • Risk Analyst

Funded from Contract Reductions 2 Police Records Technicians Accounting Technician (A/R) Facilities & Fleet Manager

Eliminated

• Police Officer (vacant) • Administrative Analyst in NS • CSS in Finance (backfilling UB) • Senior Admin Assistant in DS

15

FINANCIAL ANALYSIS

• Fleet Manager

The compensation deductions total $1.25M each year for two years and equate to 5% of wages and benefits. Withholdings were discussed with the employees to determine if some options were more

amenable than others. To accomplish the savings in accordance with the non-represented employees‘ preferences, the City Manager is implementing a 3% furlough that will be applied equally to each paycheck and provided semi-annually as a 32-hour leave bank. Additionally, the Deferred Compensation Match benefit will be reduced to match an employee‘s contribution up to 3% of eligible income instead of 6%. Finally, the administrative and annual leave buy-back opportunity will occur only in November and the May process will be suspended. Administrative and Floating Holiday leave accruals will be capped to address liability balances and future cash flow. The Elk Grove Police Officer‘s Association (EGPOA) has been presented with its bargaining unit‘s value of the requested savings needed as a contribution to the City‘s budget balancing solution. Negotiations are ongoing and expected to specifically identify the manner in which the savings will be achieved by this unit. The City Council created a Health Retirement Account (HRA) Benefit for employees who meet eligibility requirements. The actuarial study notes the City needs to program $575,000 for the

Annual Retired Contribution (ARC) in both FY 2009-10 and FY 2010-11; however, the City Council has indicated they are interested in reevaluating this benefit. Therefore, we will continue to fund program expenses from prior year ARC payments totaling $1.94M while the Council determines the program‘s future during FY 2009-10.

Internal Services Information Technology, Geographic Information Systems, Facilities Management and Fleet operations support multiple city departments and are classified as internal service functions. The four functions had previously resided within the General Fund; however, management recommends that the Council establish two additional Internal Service Funds (ISFs) to appropriate and account for these functions. Independent oversight ensures operating departments are charged a proportionate value for each function, resulting in a clearer picture of program costs. ISFs are

classified as Proprietary and operate as self-sustaining businesses with a long-term focus.

Internal Service Fund Total Budget General Fund* Other Funds

Risk Management $ 688,958 $ 597,860 $ 91,098

Facilities 2,367,858 1,438,551 929,307

Fleet Services 1,463,681 1,452,126 11,555

Information Technology 2,228,241 855,263 1,372,978

Geographic Info Sys 855,749 448,163 407,586

Total $7,604,486 $4,791,963 2,812,523

Portion 63% 37%

*The General Fund‘s allocation includes Transit‘s allocation.

Cost Allocation Plan The City hired a consultant to identify the costs incurred by the General Fund and Development Services fund that support other funds‘ activities. Further, the consultant determined multiple applicable bases to allocate the costs. The resulting Plan documents the cost allocations with supporting data and methodology. A table summarizing these allocations can be found in Schedule 3 on page 22.

16

FINANCIAL ANALYSIS

General Fund Reserves

The City Council adopted a Fund Balance Reserve Policy in February 2009 that establishes a goal to retain 20% of General Fund adjusted appropriations for contingency purposes. The allowable

contingency uses include declared emergencies, excess lawsuit claims and economic decline. The Council may reduce the balance for allowable uses to 15% and define a plan for returning the balance to 20% reserves goal within three years. The total fund balance at July 1, 2009 is expected to total $17M, of which $10.3M is reserved for contingency, $2.7M is reserved for future equipment replacement and $4M for undesignated uses, in line with the policy‘s allowable use. The City Manager is proposing to draw down reserves by $1,925,000 in FY 2009-10 and by $2,900,000 in FY 2010-11.

The State proposed multiple ballot measures in May 2009 to address its ongoing structural budget deficit; however, the voters rejected each measure. The Governor‘s Department of Finance has identified many alternate short-term balancing measures, including reduction of the property tax distribution to local government per Proposition 1A. This allows the State to borrow 8% of local property taxes, totaling approximately $2B state-wide, and repay it within three years with interest. The City‘s estimated portion totals $1.47M, net the Revenue Neutrality Agreement with Sacramento County. Since Prop 1A requires repayment the City Manager proposes that the City

Council account for the State borrowing as a loan.

Development Services Fund The City segregated the activities encompassing the processing of planning, building and engineering services related to residential and commercial private development provided by multiple contracted service providers in FY 2007-08. This fund also accounts for administration of city-wide planning projects and public works‘ oversight of infrastructure capital and maintenance. Although current development is not occurring at the pace experienced in 2004-2007, the City Council is cognizant of its long-range opportunities and supports the Advanced Planning function accordingly. Due to the economic downturn and the revenue policy that does not fully support operations, levels of service are being reduced throughout the department and the General Fund is transferring $800,000 to support customer service at the public counter.

0250000050000007500000

10000000125000001500000017500000200000002250000025000000

2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11

General FundActual and Estimated Reserves

versus Contingency Policy

Total Reserves 20% Contingency 15% Contingency

17

FINANCIAL ANALYSIS

The service delivery model has been 100% contractor provided until FY 2008-09. The City Council received a consultant‘s study that recommended a hybrid Staff-Contractor model that allows for

more control over daily operations and accountability to the Council and public. The transition began in January 2009 when three department heads were hired and will continue in FY 2009-10 as they determine and recommend a balance for core positions versus supplemental contractor services.

Capital Improvement Plan

The Capital Improvement Plan (CIP) identifies the infrastructure, land, buildings and equipment expected to be needed in providing services and amenities to the residents through the next five years. Further, the plan documents the various funding sources. The projects and equipment requested for FY 2009-10 have been entered as requests for appropriation within the proposed budget.

Impact Fee Deferral Program To stimulate private development during this construction slow-down, Council adopted an Impact Fee Deferral Program in April 2008. The program allows land-owners to apply for deferral of certain city-wide impact fees, including roadway, capital facilities, affordable housing and very low income affordable housing at time of building permit. The program sunsets June 30, 2010 and can be extended at the Council‘s discretion.

While this program has assisted a few developers during the last year, staff has identified additional opportunities to stimulate the economy through recommended amendments to this program that will be presented for Council consideration during Summer 2009. The short-term impact of existing and recommended measures will be the deferral of revenue collections and associated construction of facilities necessitated by the impact for many years.

With no impact fee monies expected to be received during the next few years, the existing funds‘ balances are the only monies that will be available for appropriation in FY 2009-10 unless the Council chooses to loan monies from the General Fund.

Measure A Sales Tax Sacramento regional voters approved a half-cent sales tax ballot measure in November 2004 for

transportation construction and maintenance. The ‗New‘ Measure A extends the sales tax through March 2039. Administered by the Sacramento Transportation Authority (STA), this measure includes a Sacramento Countywide Transportation Mitigation Fee Program (SCTMFP) requiring local entities to collect an impact fee on new development, excluding affordable housing, effective April 1, 2009, in order to receive maintenance funds anticipated at $3 million annually for the City of Elk Grove.

The portion allocated for facilities construction will be unaffected by adoption of the new fee; however, the City has already benefited from the new measure. The STA issued bonds secured by the future revenues and the City has received proceeds in excess of $45 million for Grant Line Road/ Highway 99 Interchange and Sheldon Road/Highway 99 Interchange projects. Sales tax revenue is not declining across the region at the pace being experienced in Elk Grove; however, the region-wide activity is not meeting STA‘s 2004 projections and the proposed capital improvement program will need revision.

18

FINANCIAL ANALYSIS

Integrated Waste - Operations The City Council directed staff to negotiate a seven-year contract extension per the contract trash

hauler‘s proposal presented in February 2009. Rate increases have been capped for an extended period and appear to beat recent market proposal solicitations. This operation is appropriated and accounted for as an enterprise fund, which has the authority to adjust billing rates, subject to proper noticing and public hearing, to provide services. The General Fund had been subsidizing this program in prior years by not assessing full cost allocation charges; however, this year‘s operations reflect fully-burdened support costs.

The City Council also directed staff to address the cash flow and write-off issues that face the utility billing operation through stop service authorization on delinquent accounts and application with deposit requirements for new accounts. Staff expects this to be introduced and implemented in Summer 2009.

Integrated Waste - Capital With verbal discussions indicating a shrinking competitive market and resulting cost increases associated with trash and recycling collection and disposal, the City Council approved a residential rate increase effective July 1, 2007 to fund a long range planning project that explores options for constructing and operating an Integrated Waste Transfer Station, Materials Recycling Facility, Household Hazardous Waste Facility and other possible ancillary facilities. This project will complete an Environmental Impact Review (EIR) and recommend a site to be purchased in Summer 2009.

The FY 2009-10 proposed project budget does not proceed beyond these current activities. If the City Council determines its best interest is to acquire land and to design/construct facilities, staff will return with the financing options necessary for implementation of the project and any amendments to the budget. If a debt issuance is required, staff will coordinate the structure of such an instrument with a financial adviser and bond counsel.

Transit Operations The fixed, commuter and para-transit bus service operation commenced FY 2008-09 with a $4M negative balance. It continued to operate at an unsustainable level for the majority of that year; however, staff established a game-plan for tackling the structural operational deficit and has/will present Council with analysis and recommendations for program modifications, including:

Increasing fares to achieve 20% state-mandated fare-box recovery Revising para-transit routes and services to provide core-plus priorities Soliciting for a service provider contract that better reflects program expectations Revising fixed and commuter routes and service levels

The General Fund continues to subsidize Transit‘s support operations valued at approximately

$1.1M in FY 2009-10.

Schedule 1

Summary of Estimated Financial Activity and Fund Balance


19

Estimated Estimated Estimated Estimated

Fund Balance Revenues Expenses Balance

No. 7/1/2009 6/30/2010

General Fund

Contingency 101 10,300,000$ -$ -$ 10,300,000$

Replacement 101 2,700,000 - 725,000 1,975,000

Undesignated 101 4,000,000 47,935,500 49,135,500 2,800,000

Total General Fund 17,000,000$ 47,935,500$ 49,860,500$ 15,075,000$

Equipment Replacement Fund

Operations 102 -$ 622,788$ 622,788$ -$

Total Equipment Replacement Fund -$ 622,788$ 622,788$ -$

Facilitiy Reserve Fund

Operations 106 -$ 7,767,917$ 250,000$ 7,517,917$

Total Reserve Fund -$ 7,767,917$ 250,000$ 7,517,917$

Development Services Fund

Operations 295 (3,244,491)$ 10,246,719$ 11,259,691$ (4,257,463)$

Total Development Services Fund (3,244,491)$ 10,246,719$ 11,259,691$ (4,257,463)$

Special Revenue Funds

Recycling Grant 201 57,560$ 36,261$ 36,261$ 57,560

Used Oil Recycling Grant 202 4,887 14,046 14,046 4,887

Vehicle Abatement 203 150,133 60,000 60,000 150,133

Household Hazardous Waste 204 - 210,000 210,000 -

COPS Universal Hiring Grant 212 - - - -

Police Off-Duty 213 - 106,000 106,000 -

State Seizure 215 376,260 - - 376,260

OTS Grant 216 (201,592) 696,568 696,568 (201,592)

Local Police Grants 217 72,800 72,108 143,744 1,164

SLESF 218 9,201 - - 9,201

State Cops Grant 220 130,823 - 130,744 79

Gas Tax Fund 221 (3,198,740) 2,317,000 2,317,000 (3,198,740)

Measure A - Maintenance 222 (457,376) 457,376 - -

Traffic Congestion Relief 223 18,218 1,446,285 1,446,285 18,218

Prop B Traffic 224 (28,412) - - (28,412)

Affordable Housing 231 11,738,417 200,000 12,300,000 (361,583)

Agricultural Preservation 233 2,430,197 30,000 2,010,000 450,197

Swainson Hawk 234 (1,203,933) 35,000 1,065,115 (2,234,048)

Tree Mitigation 235 620,943 15,000 185,000 450,943

VLIHTF 236 2,523,708 49,863 3,600,000 (1,026,429)

Street Trench Cut 238 360,710 210,000 200,000 370,710

CDBG 241 297,562 1,330,626 1,330,626 297,562

Elk Grove Redevelopment 245 - 200,000 200,000 -

CFD 2003-1 Police Services 251 301,202 647,000 282,000 666,202

CFD 2003-2 Police Services 252 631,081 744,000 1,013,121 361,960

CFD 2006-1 Maintenance Services 255 75,783 337,250 333,069 79,964

CFD 2005-1 Maintenance Services 256 2,741,348 750,000 963,313 2,528,035

Street Maintenance D1 Zone 1 261 1,745,970 545,000 350,060 1,940,910

Street Maintenance D1 Zone 2 262 15,701 4,250 3,776 16,175

Street Maintenance D1 Zone 3 263 396,537 136,000 28,948 503,589

Street Maintenance D1 Zone 4 264 (3,966) 4,000 1,550 (1,516)

Street Maintenance D1 Zone 5 265 (10,823) 5,300 1,550 (7,073)

Street Light Maintenance Zone 1 267 169,999 841,000 841,000 169,999

Street Light Maintenance Zone 2 268 3,364 86,250 86,250 3,364

EECBG Energy Block Grant 291 - 1,160,800 1,160,800 -

Measure A Maintenance 294 - 2,964,000 2,964,000 -

Total Special Revenue Funds 19,767,562$ 15,710,983$ 34,080,826$ 1,397,719$

Schedule 1

Summary of Estimated Financial Activity and Fund Balance


20

Estimated Estimated Estimated Estimated

Fund Balance Revenues Expenses Total

No. 7/1/2009 6/30/2010 6/30/2010 6/30/2010

Capital Project Funds

Federal Capital Grants 301 (130,000)$ 130,000$ 130,000$ (130,000)$

State Capital Grants 302 - 1,988,000 1,988,000 -

Measure A - Construction 304 (1,358,571) 1,358,571 - -

Local Transportation Fund 305 (255,303) - - (255,303)

CFF - Civic Center 311 3,994,124 75,000 523,662 3,545,462

CFF - Police 312 4,675,442 110,000 363,451 4,421,991

CFF - Corporation Yard 313 359,827 5,500 107,000 258,327

CFF - ITS 314 3,035,407 - 2,974,956 60,451

CFF - Library 315 3,358,008 35,000 345,000 3,048,008

CFF - Railroad Overcrossing 316 6,738,136 - (6,738,136) 13,476,272

CFF - Bus Facilities 317 (1,464,949) 2,663,162 503,568 694,645

CFF - Rapid Transit 318 2,661,662 - 2,661,662 -

CFF - Administration 319 185,422 7,500 71,093 121,829

East Franklin Fee - Landscape Corr. 324 11,356,503 100,000 11,000,000 456,503

East Franklin Fee - Supp. Drainage 325 316,481 7,500 250,000 73,981

East Franklin Fee - Admin 326 303,479 15,000 193,028 125,451

Elk Grove Roadway Fee 328 14,527,210 11,112,916 15,163,600 10,476,526

Impact Fee Administration 329 29,981 14,000 2,000 41,981

Laguna Ridge Pub Land Acq Fee 331 (47,692) - 50,000 (97,692)

Laguna Ridge INFR FCLTS Fee 332 (100,000) - 50,000 (150,000)

Laguna West Service Area 335 471,620 60,000 60,000 471,620

Lakeside Service Area 336 103,859 2,500 104,624 1,735

External Agencies Fund 338 365,213 2,200,000 2,200,000 365,213

In Lieu Roadway Fund 339 142,950 - 84,000 58,950

CFD 2002-1 East Franklin 341 9,103,737 510,000 9,513,710 100,027

CFD 2003-1 Poppy Ridge 343 9,759,157 230,000 8,606,361 1,382,796

CFD 2005-1 Laguna Ridge 344 2,133,637 175,000 2,189,702 118,935

Laguna Area CFD 347 (2,208,346) 2,300,000 91,654 -

Laguna West CFD 348 (69,958) 146,320 76,362 -

Lakeside CFD 349 (230,036) 230,036 - -

Laguna Ridge Park Fee 360 1,652,573 - 307,992 1,344,581

Measure A Construction 394 - 615,951 809,699

Total Capital Project Funds 69,409,573$ 24,091,956$ 53,682,988$ 40,012,289$

Debt Service Fund

Debt Service - CFD 2002-1 402 7,376,933$ 3,600,000$ 3,590,556$ 7,386,377

Debt Service - Financing Authority 403 2,220,942 8,402,784 8,407,784 2,215,942

Debt Service - CFD 2003-1 404 7,423,063 3,015,000 3,017,760 7,420,303

Total Debt Service Fund 17,020,938$ 15,017,784$ 15,016,100$ 17,022,622$

Enterprise Fund

Integrated Waste 501 3,347,617$ 12,429,935$ 11,238,813$ 4,538,739$

Commercial Hauler 502 1,672,356 513,000 526,224 1,659,132

Drainage 503 10,495,127 5,927,000 6,474,065 9,948,062

Transit Operations 511 (6,460,202) 11,044,312 12,741,585 (8,157,475)

Total Enterprise Fund 9,054,898$ 29,914,247$ 30,980,687$ 7,988,458$

Internal Service Funds

Risk Management 601 1,066,778$ 1,822,524$ 2,765,445$ 123,857$

Facilities & Fleet 602 - 3,903,853 3,903,853 -

IT & GIS 603 - 3,186,076 3,186,076 -

Total Internal Service Fund 1,066,778$ 8,912,453$ 9,855,374$ 123,857$

Agency Funds

Eastern Elk Grove Park Fee 702 480,034$ 400,000$ 400,000$ 480,034$

East Franklin Park Fee 707 31,858 200,000 200,000 31,858

Elk Grove Fire Fee 710 582,388 300,000 300,000 582,388

Laguna West Park 715 - - - -

Employee Sunshine Fund 730 6,421 25,000 25,000 6,421

Debt Service CFD 2005-1 756 9,827,625 3,656,020 3,656,020 9,827,625

Total Agency Fund 10,928,326$ 4,581,020$ 4,581,020$ 10,928,326$

GRAND TOTAL 141,003,584$ 157,033,450$ 209,939,974$ 88,290,808$

21

Schedule 2

General Fund Activity


FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change From

FY 2009

FY 2011

Projected

Revenues

Taxes

Property Taxes 12,653,346$ 12,206,000$ 11,850,000$ 10,400,000$ (1,806,000)$ 10,100,000$

Sales & Use Tax 19,119,063$ 20,530,000$ 15,700,000$ 14,496,500$ (6,033,500)$ 14,380,000$

Other Taxes 5,207,277 5,280,000 5,400,000 5,429,000 149,000 5,429,000

Taxes Total 36,979,686$ 38,016,000$ 32,950,000$ 30,325,500$ (7,690,500)$ 29,909,000$

Intergovernmental

Property tax in lieu VLF 11,360,950$ 11,420,000$ 11,060,000$ 9,600,000$ (1,820,000)$ 9,215,000$

MVL + Mandates 604,699 742,000 286,500 540,000 (202,000) 600,000

Intergovernmental Total 11,965,649$ 12,162,000$ 11,346,500$ 10,140,000$ (2,022,000)$ 9,815,000$

Fines & Forfeitures 1,205,108$ 1,127,000$ 2,335,000$ 2,222,500$ 1,095,500$ 2,250,000$

License, Fees & Permits 531,900 476,000 475,000 443,000 (33,000) 325,000

Interest 774,812 425,000 425,000 300,000 (125,000) 145,000

Other Revenue 133,462 209,500 300,000 265,500 56,000 425,000

Cost Allocation - 1,748,686 1,750,500 2,075,000 326,314 1,870,000

Transfers In 2,929,400 1,018,000 1,018,000 2,164,000 1,146,000 1,611,000

Revenue Total 54,520,017$ 55,182,186$ 50,600,000$ 47,935,500$ (7,246,686)$ 46,350,000$

Expenses by Function

City Council 397,743$ 559,004$ 429,297$ 458,750$ (100,254)$ 475,000$

City Manager 1,029,947 1,117,059 1,583,181 1,516,360 399,301 1,580,000

City Attorney 816,356 1,325,087 955,371 1,152,431 (172,656) 1,200,000

City Clerk 485,080 593,816 509,440 539,590 (54,226) 560,000

Finance 1,868,206 1,822,726 1,735,207 2,034,445 211,719 2,115,000

Administrative Services 997,522 1,092,974 1,016,413 1,043,575 (49,399) 1,085,000

Non-Departmental 6,963,483 2,785,312 1,692,465 1,768,262 (1,017,050) 1,135,000

Revenue Neutrality 8,066,543 8,488,666 8,000,000 6,348,500 (2,140,166) 6,160,000

Community Service Grants 209,810 153,695 148,695 298,000 144,305 310,000

Police Department 28,119,602 29,780,413 28,392,090 29,783,393 2,980 31,000,000

Neigborhood Services 3,025,424 3,299,308 2,152,957 2,189,194 (1,110,114) 2,280,000

Information Technology 1,439,489 1,481,750 1,335,000 - (1,481,750) -

Facilities 1,008,965 2,648,729 2,649,884 - (2,648,729) -

Development Services 700,091 - - 2,728,000 2,728,000 1,350,000

Expenses by Function Total 55,128,260$ 55,148,539$ 50,600,000$ 49,860,500$ (5,288,039)$ 49,250,000$

Expenses by Category

Compensation 27,597,150$ 31,139,609$ 30,125,000$ 29,657,000$ (1,482,609)$ 30,320,000$

Operating Expenses 21,755,689 21,173,751 18,043,000 13,487,000 (7,686,751)$ 13,110,000

Internal Services - - - 4,791,500 4,791,500 5,550,000

Capital Outlay 1,694,617 1,475,500 1,097,000 725,000 (750,500) 270,000

Debt Service 22,217 1,359,679 1,335,000 - (1,359,679) -

Transfers Out 4,058,587 - - 1,200,000 1,200,000 -

Expenses by Category Total 55,128,260$ 55,148,539$ 50,600,000$ 49,860,500$ (5,288,039)$ 49,250,000$

Change in Fund Balance (313,601) 33,647 - (1,925,000) (1,958,647) (2,900,000)

-

Beginning Fund Balance 17,338,917 17,025,316 17,025,316 17,025,316 - 15,100,316

Ending Fund Balance 17,025,316 17,058,963 17,025,316 15,100,316 (1,958,647) 12,200,316

22

Schedule 3

Summary of Cost Allocation

Fund 101 Fund 295 Fund 601

Risk

Fund 602

Facilities

Fund 602

Fleet

Fund 603

IT

Fund 603

GISTotal

General Fund - 95,422 578,542 1,126,087 1,452,126 677,029 421,716 4,350,922

295 DS - Admin - - 23,863 41,259 - 43,402 5,365 113,889

295 Planning 614,315 - 4,773 61,888 - 130,205 19,741 830,922

295 Building 93,089 - 4,773 82,517 - 184,457 26,447 391,283

295 PW - Eng 307,108 140,150 1,072 108,717 - 168,208 53,567 778,821

Dev Services Fund 1,014,512 140,150 34,481 294,381 - 526,272 105,120 2,114,915

221 Gas Tax 3,833 47,300 364 36,936 - 57,148 18,227 163,809

251 CFD 4,573 - - - - - - 4,573

252 CFD 5,621 - - - - - - 5,621

255 CFD 4,367 16,472 127 12,863 - 19,902 6,338 60,068

256 CFD 10,218 23,686 182 18,496 - 28,618 9,113 90,314

261 St Maint Dist 5,350 10,708 82 8,362 - 12,938 4,120 41,560

262 SMD 1,062 19 0 15 - 23 7 1,126

263 SMD 2,012 3,086 24 2,410 - 3,729 1,187 12,448

267 SLMD 10,468 19,450 150 15,188 - 23,500 7,484 76,239

268 SLMD 938 6,207 48 4,847 - 7,499 2,388 21,927

294 Measure A Maint. 14,793 36,832 284 28,762 - 44,501 14,172 139,343

305 LTF Bike & Ped 5,694 3,986 31 3,113 - 4,816 1,534 19,173

319 CFF-Admin 61,093 - - - - - - 61,093

326 E. Franklin Admin 9,612 54,240 418 42,356 - 65,533 20,869 193,028

328 Roadway Fee 64,000 208,779 1,608 163,034 - 252,249 80,330 770,000

335 Laguna West SA 4,855 - - - - - - 4,855

336 Lakeside SA 1,324 - - - - - - 1,324

341 E. Franklin CFD 13,710 - - - - - - 13,710

343 Poppy Ridge CFD 6,361 - - - - - - 6,361

344 Laguna Ridge CFD 9,202 - - - - - - 9,202

347 Laguna Area CFD 7,798 - - - - - - 7,798

348 Laguna W CFD 12,212 - - - - - - 12,212

360 LR Park Fee 7,992 - - - - - - 7,992

394 Measure A Const. 24,738 49,980 385 39,029 - 60,386 19,230 193,749

501 Solid Waste 319,420 13,375 11,932 25,055 11,555 26,211 7,000 414,547

501-1560 Utility Billing 71,870 5,404 19,090 25,787 - 62,906 11,694 196,751

502 Commercial Haul 69,463 673 11,932 25,055 - 26,211 7,000 140,333

503 Drainage 308,683 185,340 - 20,629 - 43,402 71,011 629,065

511 Transit 518,784 11,498 19,318 312,001 - 178,234 26,447 1,066,282

601 Risk Management - - - 29,765 - 48,698 6,122 84,585

602-1810 Facilities - - - - - 38,959 12,191 51,150

602-1843 Fleet - - 9,960 71,727 - 19,479 2,449 103,615

603-1630 IT - - - 30,749 - - - 30,749

603-1640 GIS - - - 30,749 - - - 30,749

Totals 2,594,558 932,607 688,958 2,367,395 1,463,681 2,228,241 855,749 11,131,189

23

GOVERNANCE

CITY COUNCIL 101-1100

MISSION

The mission of the City Council is to create a superior quality of life for Elk Grove residents through increased services, safety, and quality local amenities. The Council works for improved services for today‘s residents, while maintaining and preserving history for our children.

Mayor

Vice Mayor

Councilmember

Councilmember

Councilmember

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 148,377 128,674 126,082 165,450 36,776 180,000

Operating Expenses 249,366 430,330 303,215 186,050 (244,280) 190,000

Capital Outlay - - - - - -

Transfers - - - - - -

Expense Total 397,743 559,004 429,297 351,500 (207,504) 370,000

PROGRAM DESCRIPTION

$351,500 The City Council serves as a five-member policy board of the city. As an elected body, the City Council provides direction, establishes goals and sets priorities for the City. The City Council is the chief legislative body in City government. Councilmembers are elected at-large and serve four-year terms. The City council is charged with a variety of duties and responsibilities, which include:

Established community goals and objectives Adopting an annual balanced budget Generally setting forth policies of the City

24

GOVERNANCE

CITY COUNCIL 101-1100

Appointing personnel as provided by state law or other municipal code Adopting ordinances and resolutions Approving contracts

Providing grant recognition to outside agencies Budget Issues

This budget includes five part-time interns, $75,000 for the City‘s contribution to the Elk Grove Economic Development Corporation and $50,000 for Internal Audit Services.

FY 2009-11 CITY COUNCIL GOALS

Create a vibrant, diversified economy Significant employment growth, through both recruitment of new high quality job opportunities and continued growth of existing businesses, will fuel future prosperity. We will create a balance between jobs and jousting by targeting industry sectors that support stable employment and a healthy local economy. Creating innovative public-private partnerships, collaborating with local and regional economic development agencies, and enhancing City business practices will promote success. Grow and support safe, livable, attractive neighborhoods

The City of Elk Grove will work collaboratively with neighborhood groups and individual homeowners and business owners to maintain and improve safety, aesthetics, and property values throughout the City. The City‘s public spaces will be beautiful, well-designed, and well-maintained. The City will promote the co-location of commercial, recreational, and social amenities that encourage residents to live, work, and play. While planning for new development, the City will recognize the needs of existing neighborhoods. Promote Elk Grove as a recreational and cultural center that attracts visitors The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City‘s heritage and character. We recognize that natural resources and constructed facilities should be available to serve our residents and invite visitors. We will develop facilities, activities,

and amenities that promote Elk Gore as a regional cultural and tourism destination. Serve as wise, responsible stewards of fiscal resources City Council and staff will serve as wise stewards of the City‘s fiscal resources in safeguarding assets, planning long-term financial stability and maintaining adequate contingency reserves. Fiscal activities will be justifiable, efficient, effective, transparent, and accountable.

Develop an efficient and effective City organization with regional perspective. In regional partnerships with other agencies, the City of Elk Grove is committed to improving service delivery to our residents and businesses. Our commitment is to our customers, both internally and externally. We provide a positive organizational culture where we recruit, retain, and promote the best employees who are regionally focused and always willing to work with all

stakeholders in achieving success.

25

GOVERNANCE

CITY MANAGER 101-1200

MISSION

The City Manager‘s Office ensures efficient day-to-day operations throughout the City while overseeing programs that provide residents with high quality housing, shopping, working and recreating opportunities. The Manager continually strives to keep the City in a fiscally strong and economically sound environment. The Manager‘s Office includes the Public Information Office, which provides public information to the media, community organizations, businesses, prospective job creators, key policy decision makers and the public-at-large.

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 799,270 719,884 667,393 628,074 (91,810) 665,000

Operating Expenses 230,677 377,175 913,843 772,340 395,165 795,000

Capital Outlay - 20,000 1,945 - (20,000) -


Expense Total 1,029,947 1,117,059 1,583,181 1,400,414 283,355 1,460,000

POSITION LISTING

Authorized

Position FY 2008 FY 2009 FY 2010 Change

1200 Assistant to the City Manager 1 1 1 0

1200 City Manager 1 1 1 0

1200 Emergency Resource Coordinator 0 U U 0

1200 Executive Adm Asst to CM 1 1 0 -1

1200 Public Information Of f icer 0 1 1 0

1200 Receptionist 1 1 1 0

1200 City M anager Total 4 5 4 -1

Funded

PROGRAM DESCRIPTIONS

City Manager’s Office $1,400,414

3.0 FTE The City Manager is charged with a variety of duties and responsibilities, which include: carrying out policies and direction from the City Council; enforcing ordinances of the City; preparing and recommending to the City Council a balanced municipal budget annually; appointing and

supervising all City personnel except as provided by State law or other municipal code; administering the personnel system; creating a healthy and safe working environment for all personnel; and being responsive and available to the community. The City Manager‘s office is also charged with the following responsibilities: Emergency Services

26

GOVERNANCE


The City Manager is charged with providing emergency services coordination for its residents. This coordination includes response planning, first responder support, and post event recovery for major emergencies that might trigger a large scale emergency response. Recognizing that emergency situations often cross jurisdictional boundaries, the City Manager supports emergency services

planning with all first responder agencies in the South Sacramento region through participation in the Disaster Council. Americans with Disabilities Act (ADA) Compliance The City‘s ADA Coordinator is charged with a variety of duties throughout the City including:

coordination and development of ongoing efforts for full ADA compliance including consultative services to management. Other tasks include arranging for and/or conducting training on the ADA; coordinating and monitoring architectural barrier surveys; developing processes for prompt fulfillment of requests for alternative formats, interpreting services other communication access needs; development of the required Transition Plan to remove access barriers; involvement of the department's Disability Advisory Committee (DAC) to facilitate policy formation and to review existing policies such as reasonable accommodation.

Public Information Office 1.0 FTE

The Public Information Office is responsible for the City‘s monthly newsletter, the City‘s Website and community calendar, press releases, advertising, marketing, public and community relations, speech writing, special events, community outreach and public meetings. Additionally, the Office organizes all City special events, groundbreakings and grand openings for city projects, and

provides marketing/public information support to all City departments and programs. Budget Issues The following functions have been transferred to the City Manager‘s Office during FY 2008-09:

o Public Information Office (from Neighborhood Services) o Legislative Program (from Neighborhood Services) o Emergency Management (from Police).

An Emergency Management Coordinator position is added to replace the Executive Assistant to

the City Manager position. The Emergency Management Coordinator position is unfunded for FY 2009-10. The City Manager will assume this responsibility and form a task force to address emergency preparedness issues.

The City Manager‘s Budget includes $40,000 for the development of a citizen survey to assess the effectiveness of City services and to explore the most effective methods to communicate with residents and businesses.

This budget includes $75,000 in direct support to the Elk Grove Development Corporation.

The proposed FY 2009-10 Budget assumes that the number of city newsletters will be reduced

from ten to six, effectively moving to a bi-monthly publication.

The following citywide memberships are included in the proposed budget:

Organization Amount

Sacramento Local Agency Formation Commission $40,000

League of California Cities 35,000

Climate Communities 8,000

27

GOVERNANCE


The FY 2009-10 memberships for the Sacramento Area Commerce and Trade Organization and the Sacramento Area Council of Governments have been paid during FY 2008-09. The City contracts with Sacramento County for hazardous materials incident responses.

This contract has increased from $60,000 to $72,000.

FY 2008-09 ACCOMPLISHMENTS

City Manager‘s Office

Scheduled and conducted five Town Hall meetings, provided multiple Public Hearing opportunities at Council meetings, provided online, phone, and e-mail opportunities regarding budget input, and conducted a two-day public City Council strategic planning workshop. The FY 2009-10 budget will include the most public input regarding the budget since the City‘s incorporation in 2000.

Coordinated the final development and adoption of the FY 2009-10 and FY 2010-11 City Council Goals, Objectives, and Strategies that were identified during the Council Strategic Planning Workshops.

Recruited and hired Assistant City Manager of Development Services, as well as Directors of

Building, Planning and Public Works, based on recommendations in the Development Services Assessment Report.

Created the Development Services Assessment Work Plan within a month of receiving direction and presenting the report to the Council

Recruited and hired a new Chief of Police.

Appointed Economic Development Coordinator and Ombudsman using existing staff resources. These positions are key points of contact for the entire development community, Elk Grove Economic Development Corporation, as well as businesses that are interested in locating or expanding in Elk Grove

Initiated a multi-faceted approach to improve customer service with the building industry which includes: bi-monthly customer outreach forum, regular attendance at the Building Industry Association (BIA) monthly Elk Grove specific meeting, conducted regular outreach regarding City fees, standard updates, and process improvements, as well as co-sponsoring an

interagency forum with BIA and Builder‘s Exchange to bring together all of the City‘s agency partners to discuss the development process and brainstorm improvements

Reinvigorated the City‘s Legislative Program on the Federal and State level:

o On the Federal level, worked to identify and advance five projects through the FY 2010

Appropriations Process. One project, the retro-fit of the Council Chamber to an Emergency Operations Center, shows extreme promise in receiving federal funding. Additionally, staff is currently working to identify and submit projects under the SAFE-LU transportation bill.

o Regularly review and monitor state legislation. Established two Council Ad Hoc

Committees that provide direction regarding the City‘s lobbying contracts as well as

introduced and sponsored AB 1006 which is a local initiative to bolster local economic development efforts and bring jobs to town.

28

GOVERNANCE


Public Information Office

Refined and streamlined the City of Elk Grove rebranding and marketing efforts.

Developed and launched a statewide, highly-targeted economic development marketing campaign and developed community ads promoting the City‘s family-oriented community.

Offered multiple opportunities for public input and involvement in City programs and activities and conducted ongoing proactive media relations.

Managed, publicized and hosted a variety of community events and press conferences to

educate and inform residents, including: State of the City Address, Arbor Day Celebration, Nike Shoe Recycling Event, City‘s first non-profit fair, Old Town Elk Grove Summer Event, Library Grand Opening, Grantline Interchange Grand Opening Press Conference, Dickens Fair Celebration.

Submitted award applications resulting in a dozen awards from the California Association of

Public Information Officials, Sacramento Public Relations Association, International Association of Business Communicators and the Annual Communicator Awards Program.

FY 2009-10 WORK PLAN SUPPORTING CITY COUNCIL GOALS

City Council Goals Department Goals

Create a vibrant diversified economy

Facilitate continued processing of the City‘s Sphere of Influence request including initiation of a public outreach program, and support to LAFCo regarding environmental review of the project.

Complete review of and implement changes to

the administration of the City‘s impact fees.

Grow and support safe, livable, attractive neighborhoods

Conduct citywide research—including extensive public outreach—to assess effectiveness of City Services and to explore the most effective methods to communicate with residents and businesses.

Use new technologies and techniques, including existing resources on the City‘s website, to ensure that the public has easy access to information about city government

and to connect Elk Grove residents and neighborhoods with information and resources at City Hall.

Develop and strengthen relationships with key organizations and community groups; identify partnership and resource sharing opportunities.

29

GOVERNANCE


Convene the Disaster Council to review and revise emergency operating procedures.

Promote Elk Grove as a recreational and cultural center that attracts visitors

Complete market and development analyses to guide the future development of the Civic Center and Community Park, including the involvement of Private Sector partners in the development of the project.

Serve as wise, responsible stewards of fiscal resources

Develop a performance measurement system that provides feedback in the achievement of

Council goals.

Develop an efficient and effective organization with a regional perspective

Strategically align the organization to support the identified and adopted FY09/10 and FY 2009-10/11 City Council Goals, Objectives and Strategies

Revise City Personnel Rules & Regulations

PERFORMANCE MEASURES

Complete 95% of City Manager Office inquiries within 48 hours Complete 90% of City Council follow-up items within 20 business days Limit the number of Council actions that are delayed due to incomplete staff work to two or less

per year Complete an emergency drill, tabletop or full scale exercise Establish current status of emergency management procedures against Emergency

Management Accreditation Program (EMAP) standards and establish percentage of procedures in compliance with EMAP standards

In addition, staff will track and record the following data:

ADA grievance procedures as outlined in the City‘s formal Grievance Procedure Daily media requests for information Public requests for information Web hits and usage trends on the City‘s web site Number of website subscribers and to identify most popular City web pages Total reach and media impressions from advertising campaigns

30

GOVERNANCE

CITY ATTORNEY 101-1300

MISSION Our mission is to provide expert legal counsel for the City on a wide variety of complex legal matters to assist departments in implementing the City Council‘s goals and objectives.

City Attorney

Legal

Support Services

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 524,206 736,037 672,126 736,719 682 770,000


Capital Outlay - 500 - - (500) -


Expense Total 816,356 1,325,087 955,371 1,051,944 (273,143) 1,100,000

POSITION LISTING

Authorized


1300 Assistant City Attorney 0 1 1 0

1300 City Attorney 1 1 1 0

1300 Deputy City Attorney 1 1 1 0

1300 Legal Assistant 1 1 1 0

1300 Legal Secretary 1 1 1 0

1300 City Attorney Total 4 5 5 0

Funded

31

GOVERNANCE

CITY ATTORNEY 101-1300

PROGRAM DESCRIPTION

$1,051,944 5.0 FTE

The City Attorney‘s office investigates, evaluates, and resolves complex legal matters for the City. Additionally, we provide legal advice to the City Council, Planning Commission, City Departments and other boards and committees on a wide range of municipal law topics. The City Attorney‘s office remains current on cases and legislation affecting the conduct of the people‘s business and

actively participates in meetings with internal and external stakeholders to achieve desired results. Budget Issues

If the District Attorney‘s office discontinues misdemeanor prosecution, the City Attorney‘s office will investigate the hiring of additional staff to prosecute misdemeanors, including drunk driving in the City of Elk Grove.

The proposed budget includes $225,000 for external legal services and $50,000 for support to the Council-appointed Charter Commission.

COMPLETED INITIATIVES FOR FY 08-09

Completed the Recodification of the Municipal Code with the Clerk‘s Office. Participated in the drafting of the Charter. Created form contracts for use in routine service and goods acquisitions. Hired an Assistant City Attorney, reducing reliance on outside counsel. Actively prosecuted Municipal Code violations, including obtaining warrants for abatement.




Increase prosecution of Municipal Code violations through the court system


Continue to reduce reliance on outside counsel


Complete contract process and procedure


Will monitor assignments received to ensure appropriate cost recovery.

32

GOVERNANCE

CITY CLERK 101-1400

MISSION

The Office of the City Clerk is committed to serving the City Council, the various City Departments, and the citizens of the Elk Grove community pursuant to State statute and direction from the City Council in an efficient, courteous, and professional manner that lends itself to bringing respect and dignity to the City we serve.

City Clerk

Operations Records

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 450,923 489,886 412,347 408,413 (81,473) 425,000


Capital Outlay 8,396 - - - - -


Expense Total 485,080 593,816 509,440 456,978 (136,838) 475,000

POSITION LISTING

Authorized


1400 Admin Assistant 1 1 1 0

1400 Chief Deputy City Clerk 1 1 1 0

1400 City Clerk 1 1 1 0

1400 City Clerk Department Analyst 0 1 1 0

1400 City Clerk Records Specialist 1 0 0 0

1400 Customer Service Specialist 1 1 U -1

1400 City Clerk Total 5 5 4 -1

Funded

33

GOVERNANCE

CITY CLERK 101-1400

PROGRAM DESCRIPTION

$456,978

4.0 FTE The Office of the City Clerk is charged with the following responsibilities: Administration

The City Clerk, appointed by and under the direction of the City Council, serves as the Clerk to the City Council, and Secretary to the Finance and Parking Authorities. It is the responsibility of the City Clerk to provide support to the legislative body, as well as to respond and to implement processes responsive to the Brown Act, the Public Records Act, the Political Reform Act, Election laws and various other statutes. The City Clerk is the filing officer and official for Statements of Economic Interests and Campaign Disclosure Statements. The City Clerk is the custodian of the City Seal and attests and acknowledges official City documents as required. Operations The City Clerk‘s Office is responsible for agenda preparation and posting, as well as the duplication and distribution of agenda materials to the City Council, senior executives and the public. Public notice is achieved as mandated by various statutes through posting, publication and mailing processes. The City Clerk‘s Office receives for tracking and processing to other departments

subpoenas, motions, claims against the City, capital improvement bids, consultant service proposals, contracts, as well as appeals to decisions of the Planning Commission, the City Engineer, and Code Enforcement staff. Records

The City Clerk‘s Office is the repository for the legislative records of the City Council, as well as contracts and a variety of other recorded documents. Records Division staff receives and processes for review and release, public requests for records under the Public Records Act. The Records Division staff is also responsible for securing records in an optical imaging system for citywide staff access and makes records available utilizing the City‘s website. Records Division staff facilitates the delivery of records from other departments for inactive storage pursuant to retention policy. Elections The City Clerk is responsible for administering General Municipal Elections, as well as any Special Elections that may be called, in addition to annexation elections to Street Maintenance Districts and Community Facility Districts.

Budget Issues

One full-time Customer Service Specialist position has remained vacant since September 2008, which will result in an estimated total cost savings to the City of $51,000 by September 2009; and

Annual Elk Grove Municipal Code codification, supplements, and Web hosting cost estimated at $7,000.

34

GOVERNANCE

CITY CLERK 101-1400


Administer the November 4, 2008 General Municipal Election (Districts 1, 3, 5) The November 4, 2008 General Municipal Election was administered in accordance with Federal, State, and local statutes; Resolution No. 2008-253 was adopted on December 10, 2008 certifying the election results.

Provide Staff Support to the Elk Grove City Charter Commission

Staff support to the Charter Commission includes preparation and posting of agendas pursuant to the Brown Act, facilitating the organization, duplication and distribution of agenda materials; attending all meetings and preparing minutes to memorialize the actions of the Commission in development of the City Charter. City Clerk‘s Office staff has fulfilled these responsibilities throughout FY 2008-09.

Complete the Elk Grove Municipal Code Recodification On April 8, 2009, Ordinance No. 7-2009 was adopted to repeal and adopt Elk Grove Municipal Code Titles 1 through 22 to implement the recodification project.

Development/Expansion of Records Management Program

Transferred 75 linear feet of inactive Finance records to City Clerk Vault (2004-05 and

2005-06 Fiscal Years);

Transferred 95 linear feet of inactive Finance Records to City Clerk Vault (2006-07 Fiscal

Year);

Expanded City Clerk‘s Office total storage space by 200 linear feet (Resolution No. 2008-242

was adopted on November 12, 2008 authorizing the destruction of certain records retained

by the City Clerk‘s Office);

Expanded Finance Department total storage space by 50 linear feet; Created Summary Release of Public Requests for Information Policy;

Introduced Summary Release Policy to City staff, conducted two (2) workshops;

Assisted with Inventory of Finance Department Records:

1. Created Department Map and assignments for Finance staff to inventory records; and

2. Instructed staff on process of taking inventory, measuring linear feet of records, record medium, and vital record designation.

Presented Finance Department Record Retention Schedule:

1. Prepared retention schedule approved by the Finance Director and City Attorney; and 2. On February 25, 2009, Resolution No. 2009-39 was adopted establishing a policy for the

retention of records maintained by the Finance Department.

35

GOVERNANCE

CITY CLERK 101-1400




Provide staff support to the Elk Grove City Charter Commission throughout its next phases to finalize the proposed Charter and fully implement public outreach and education efforts;

Continued development/expansion of Records Management Program;

Implementation of a Digital Records Initiative to increase access to public records; and

Creation of comprehensive (internal operations) policy and procedure manual.


Charter Commission Support

Continued administrative support to the Charter Commission by providing requested subject matter research, timely communications, and producing complete and accurate meeting

agendas and minutes. Records Management Program

Presenting Retention Schedules for Administrative Services and Neighborhood Services Divisions;

Doubling the scope of the annual City record retention review; Integrating the Contract Database as a citywide resource for all staff; Increasing effective use, by staff, of the citywide records archive program.

Information Accessibility through the Digital Records Initiative

Doubling the video archive available online (2003-05); Providing an accessible, searchable record archive to the public;

Implementing additional stages of the City Council Agenda preparation process into a digital format;

Increasing number of City Clerk Forms, Policies, Procedures, and Templates on the Intranet; Reducing costs of reproducing hard copy materials.

Comprehensive Policy and Procedure Manual

Increasing documentation of department processes to serve as an internal resource for current and future staff members and to ensure best practices are utilized in a consistent manner.

36

GOVERNANCE

FINANCE

MISSION

The Finance department provides innovative leadership in the financial management of the public resources entrusted to the City in order to enhance the quality of life in Elk Grove.

Director of Finance

Financial Planning

Accounting

Purchasing

Utility Billing

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 1,459,047 1,543,826 1,483,956 1,469,682 (74,144) 1,525,000



Expense Total 1,868,206 1,822,726 1,735,207 1,674,132 (148,594) 1,745,000 Figures do not include Utility Billing division. For Utility Billing budget summary information, please see page 115.

POSITION LISTING

Authorized


1500 Accounting Manager 1 1 1 0

1500 Accounting Technician 4 4 5 1


1500 Budget Manager 1 1 1 0

1500 Customer Service Specialist 3 3 1 -2

1500 Finance Analyst 1 1 1 0

1500 Finance Director 1 1 1 0

1500 Payroll Manager 0 0 0 0

1500 Payroll Technician 1 1 1 0

1500 Purchasing Agent 1 1 1 0

1500 Purchasing Manager 1 1 1 0

1500 Revenue Supervisor 1 0 0 0

1500 Senior Customer Service Specialist 0 1 1 0

1500 Senior Administrative Assistant 0 1 1 0

1500 Senior Finance Analyst 1 0 0 0

1500 Senior Accountant Auditor 2 1 1 0

1500 Finance Total 19 17 16 -1

Funded

37

GOVERNANCE

FINANCE


Finance: 101-1500 $1,674,132 16.0 FTE Finance supports the City Council, management, and other departments with budget coordination, financial planning and administration, cash management, accounting and reporting, payroll processing, purchasing, and cash receipting. Budget Issues:

Cashiering will be consolidated to the 8401 Laguna Palms Way building, resulting in the

reduction of services offered in the Police Service Center and one cashier position. One Accounting Technician position will be added to process development-related accounts

receivable, funded by savings from contract reductions. One Customer Service Specialist position will be reclassified to a Sr. Customer Service

Specialist and transferred to Utility Billing in Fund 501.

Budget proposes $70,000 for external audit services, $32,000 for sales tax and cost allocation consulting services.

Utility Billing: 501-1560 $763,677

5.0 FTE Utility Billing provides solid waste and storm water billing for residential and commercial accounts throughout the City of Elk Grove. For Utility Billing budget summary information, please see page 115. Budget Issues: One Sr. Customer Service Specialist will be transferred from Finance to assist with additional

workload resulting from changes in service to delinquent Solid Waste accounts. Budget proposes $233,600 for utility bill printing and mailing contract.

FY 2008-09 ACCOMPLISHMENTS Finance

Coordinated update of Roadway and other city-wide capital facilities impact fee programs

Adopted Fund Balance Reserve, FACTA and Travel Policies Documented Cash Handling and Payroll Procedures Installed Document Imaging software and hardware and conducted training Implemented purchasing card and fixed asset modules Transitioned external audit and depository banking services per bid awards Overhauled Council Investment Report Audited Development Services‘ Accounts Receivable process, improved controls and

addressed long-term outstanding balances Initiated Five-Year Forecasting with facility maintenance funds Administered delinquent Mello-Roos special tax accounts per bond covenants, including

collection demand process, continuing disclosure obligations and advancement to judicial foreclosure

Provided fiscal analysis for various operational improvements and proposed capital projects Analyzed Revenue Neutrality agreement in Year 9 of 25 and proposed amendment to

County Created initial Annual Financial Report to the Community summarizing technical document

38

GOVERNANCE

FINANCE

Received GFOA awards for Budget and CAFR Conducted in-house accounting, purchasing and budgeting training Hosted two regional fiscal officers meetings to foster relationships and sharing of

information

Hosted two CSMFO regional training seminars Created a City Council Audit Committee

Utility Billing

Initiated second billing cycle to alleviate activity volume

Adopted Uncollectible Accounts Write-Off Policy Accelerated placement of liens due to increase of delinquent accounts Rebid bill print/mailing and lockbox service contracts Promoted automated bill payment options




Improve cash on hand by tightening the Accounts Receivable collections process

Review and address sustainability of current operations through development and analysis of five-year financial forecast

Assist with new facility and program planning by providing feasibility analysis and financing

alternatives


Identify citywide capital facilities needs through coordination of a multi-jurisdictional CIP


Finance

Monthly cash reconciliations completed within 30 days of month‘s end

100% external funding requisitioned within 30 days of period end

Track Investment Portfolio Return to Market

Payrolls processed without errors

Utility Billing

Reduction of receivables due to suspension of solid waste service

Rate of billing errors

39

ADMINISTRATIVE SERVICES

MISSION

The Administrative Services Department is committed to the highest professional and ethical standards in facilitating the success of City departments and the community, by providing excellent customer service in the areas of Human Resources, Facilities and Fleet Management, Information Technology, and Geographic Information Systems, while honoring and promoting the City‘s values.

Deputy City Manager

Administrative Svcs.

Information Technology Fleet

Facilities

Human Resources

GIS

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 888,090 787,264 700,618 799,480 12,216 835,000


Capital Outlay - - -


Expense Total 997,522 1,092,974 1,016,413 954,200 (138,774) 995,000 Figures do not include Facilities, Fleet Services, Geographic Information Systems, or Information Technology divisions.

For budget summaries of those divisions, please see pages 122, 123, 124, and 124, respectively.

POSITION LISTING

Authorized


1610 Deputy City Manager 1 1 1 0

1610 Management Analyst 1 1 1 0

1600 Administrative Assistant 1 1 1 0

1600 Human Resource Analyst 1 1 1 0

1600 Human Resource Manager 1 1 1 0

1600 Human Resource Specialist 1 0 0 0

1810 Facilities and Fleet Manager 0 0 1 1

1843 Fleet Analyst 0 0 1 1

Administrative Services Total 6 6 8 2

Funded

40



Administration: 101-1610 $360,544 2.0 FTE The Administrative Services Administration division provides oversight and support to all Administrative Services operations, facilitating many of the organization‘s internal operations. Budget Issues:

Converted Fleet Management, Facilities Management, Information Technology and Geographical Information Systems to Internal Service Funds to better gauge the operational cost allocations.

Facilities: 602-1810 $2,440,172 0.5 FTE

The Facilities division maintains and repairs City owned and leased properties. Current City owned properties include the City Hall campus located at 8380, 8400, and 8401 Laguna Palms Way, the Fleet Facility at 10190 Iron Rock Way, the Corporation Yard at 10250 Iron Rock Way, the Elk Grove Library at 8900 Elk Grove Boulevard, the Old Courthouse at 8978 Elk Grove Boulevard, and the Hull Building, located at 10535 East Stockton Boulevard. Facilities also assists with long-term planning for future facilities, ongoing utilization planning, and modification of existing facilities.

Services in this division are currently provided under contract. Evaluation of the service delivery model is expected in FY2010. For Facilities budget summary information, see page 122. Budget Issues:

The addition of facility-related costs previously paid by the Police Department. Updated staffing needs to meet requirements of all City-owned facilities. Budget proposes $431,225 for utilities, $970,515 for debt service on the Laguna Palms

Campus and $391,784 for landscaping, janitorial and maintenance services.

Fleet Services: 602-1843 $1,463,681

1.5 FTE Fleet Services provides all operational aspects to the City of Elk Grove‘s fleet of vehicles and equipment. This includes procurement, maintenance, and repair, effectively allowing other departments to perform their missions. For Fleet Services budget summary information, see page 123. Budget Issues:

Moved from Police Service to Administrative Services Became an Internal Service Fund Operations Budget proposes $382,800 for vehicle maintenance and $486,310 for vehicle replacement.

41


Human Resources: 101-1600 $593,656

3.0 FTE Human Resources is responsible for providing the City with well-trained and motivated employees by maximizing employee potential through proactive employee relations and development. The Human Resources Division serves to promote the development, well-being and success of employees in the various departments within the City. Its primary functions include recruitment, selection and retention of qualified employees; monitoring and administering the City‘s

compensation and benefits plans; maintaining and updating the classification plan; and coordinating Citywide training and development sessions. Budget Issues:

Human Resources will maintain current levels of service to employees and the public with a status quo budget that includes only inflationary adjustments to employee related expenses.

Total overall operating expenditures have been reduced by $43,087. Continue and close negotiation with a contract for $20,000

Development Services staffing recruitment costs will be accounted for in Fund 295.

Geographic Information Systems: 603-1640 $855,749 Geographic Information Systems (GIS) is a technology that serves as a resource to store, analyze, integrate and display data with a spatial component. GIS resources are used in support of Enterprise management systems. GIS contract services is responsible for maintaining and distributing the authoritative data for multiple geographic layers. As a necessity of this responsibility we are involved in the business workflows of nearly every City department. Services in this division are currently provided under contract. Evaluation of the service delivery model is expected in FY2010. For GIS budget summary information, please see page 124. Budget Issues:

The GIS division will be an internal services fund that cost allocates its charges back to other departments based on usage and number of computers.

Information Technology: 603:1630 $2,330,327 The Information Technology (IT) Services division works collaboratively with all departments to provide first class technical support. We maintain desktops, printers, handheld devices, phones, and network infrastructure. We provide direction to the City‘s Information Systems including long term planning, software and hardware refresh cycles, e-commerce availability and network security. IT Services maintains data integrity, remote access support, and GIS support. Services in this division are currently provided under contract. Evaluation of the service delivery model is expected in FY2010.

42


For IT budget summary information, see page 124.

Budget Issues:

Addition of several items that were in the non-departmental budget last year (copier leases,

copier maintenance, phone and internet charges, and postage machines). Addition of the Granicus, Escudero Web Services, and Gov Docs Delivery contracts. Budget proposes $935,000 in contract services and $421,480 in software maintenance.


Administration Implement sustainable cost savings throughout the organization

Effectively coordinated a complete audit of City Facilities energy usage by partnering with the Sacramento Municipal Utility District and the California Energy Commission

Conducted a thorough review of energy use, implemented internal efficiencies, re-negotiated insurance plans and service contracts which saved $1.5 million in expenses.

Our recruiting process is automated saving staff time, money and paper waste

Developed energy efficiencies, reviewed alternative energy resources, and began lowering our overall impact on the environment

Development of all City Administrative Policies

Developed an Administrative Policy Team to gather all current policies within each department and evaluate all needed policies

Developed an Administrative policy process, template and intranet availability Prioritized and implemented the first phase of policy development

Facilities

Creation of a comprehensive asset management plan for long-term maintenance and replacement costs associated with City owned facilities.

Completion of the new City Library in Old Town Re-organization and consolidation space planning for more efficient utilization of the City

Hall campus at Laguna Palms Way

Fleet

Purchased 21 vehicles within the budgeted vehicle replacement program Replaced seven detective vehicles with fuel-efficient hybrid vehicles Implemented 4 service contracts to include vehicle graphics, new replacement tires and

pursuit tires for City vehicles, O.E.M. parts and service, and bulk and card lock facility fueling

Amended the current Emergency Response Vehicle Up-fitting contract with S&G Enterprises to include installation of patrol vehicles

43


Geographic Information Systems Increase Emergency Preparedness by providing an efficient disaster recovery plan

GIS staff attended the EOC training classes to further develop the skills to support the EOC in an emergency. Additionally, we have been working on ways to prepare standard operating procedures for response to an emergency. We have included a set of high level GIS steps in the city‘s Emergency Operations plan.

Work cooperatively with city departments to develop data and identify organizational

efficiencies. GIS worked with the Public Works department to review the land development process and the commercial and residential address assignment process. This research has discovered ways to exchange data more efficiently, both within the city and to regional partners such as Sacramento County and SACOG. This has spawned an extensive initiative of reviewing the workflow of a Citywide Master Address Database.

The GIS Department coordinated the collection extensive GIS data to support the Public Works Operations and Maintenance Department. Most notably is the drainage infrastructure data and map book, a high quality field map book used by maintenance crews. The data in the map book is also used in the aforementioned Work Orders and Looking Glass software to support creations of work requests to dispatch crews.

Work Orders and Looking Glass components of Sungard Public Sector (HTE)

GIS and IT Services began the implementation of Looking Glass. Looking Glass is the GIS mapping interface of the Sungard Public Sector software. The Looking Glass tool will allow staff to create maps for themselves, query data from a geographic perspective and create reports that can be exported out of the system for mailing labels and reports.

GIS implemented a Work Orders module in the Sungard Public Sector software. There are components of the Looking Glass software that support this. This involved intense data scrubbing of facility locations, collecting map points for a large quantity of facilities (street lights, culverts, drain inlets, landscaping, etc) and uploading them into the system. The GIS group also created automated update programs to load new information into the facilities module. Enhancements to the Publicly Accessible GIS Tools

The city maintains three GIS tools which are accessible to the public - Property Information Tool, Economic Development Property Finder and Crime Viewer. These tools are being redesigned to improve the functionality as well as the look and feel. Following are some examples of current or planned enhancement:

Overall the improvements to the site will include more interactive ―pop-up‖ features,

enhanced tools for faster and more efficient searching. The aerial photos and homeowner associations will be now be displayed. Photos of available properties will be added to the Economic Development property finder. Also - an administrative tool will be added to allow property managers the ability to update the listings of commercial property listings.

HOA maps and website –GIS staff worked with the Neighborhood Services department to collect data from citizens regarding the location of boundaries for Homeowners Associations

and Neighborhood Associations. The resulting data is now available through the city‘s public

44


GIS site (see Property Information Tool above). Citizens can search for their address to determine if they live in Homeowners Association or Neighborhood Association.

Aerial Project Coordination –GIS Staff served in a coordination role for the Regional Aerial Photo Project, along with representatives from City of Davis and SACOG. The group formed the cost sharing model and scope of work for the 2009 Sacramento Regional Aerial Photo Cooperative purchase. The result is a cooperative aerial photo purchase that will benefit virtually all local governments in our region, through consistent availability of data and significant cost reductions. The 2009 Aerial collection was conducted in March 2009

with images being delivered sometime in the 4th quarter of 2009.

Human Resources Improve recruitment process

Automated Employment Application Process, Applicant Tracking system and Expanded Recruitment using NEOGov

Successfully filled 28 positions within the City, including completing recruitment for Police Chief, Assistant City Manager, Assistant City Attorney, Building Official, Director of Public Works/City Engineer, Planning Director.

Revise Pay for Performance process

Successfully led cross department team to revised PMO process; Provided all supervisors and employees training on new process.

Develop agreement with POA

Established effective working relationships with EGPOA for the effective resolution of workplace issues. Initiated collective bargaining process.

Develop and coordinate training for Staff

Joined training consortium to cost effectively provide training to staff on a variety of topics Provided training to:

o 226 employees on performance evaluations o 8 supervisors on AB 1825/Sexual Harassment o 2 employees on Legal issues surrounding body piercing/tattoos o 2 employees on Generational Issues in the workplace o 7 employees on Understanding Management Rights

o 6 employees on Privacy Issues in the Workplace o Provided training to 18 employees on Performance Measures

Complete a comprehensive classification and total compensation survey

Reviewed employee FLSA status to ensure compliance with law Classification analysis completed on February 11, 2009 Provided recommended draft compensation survey to City Manager in March 2009

Update new employee orientation procedures

Reviewed existing new employee orientation procedures and revised process for new hires.

45


Information Technology

Upgrade Microsoft Exchange environment to maintain current service levels IT Services upgraded the City‘s email servers to the latest version and also upgraded our VoIP phone system which was done in conjunction with the email servers.

Increase Emergency Preparedness by providing an efficient disaster recovery plan IT Services and GIS partnered with Purchasing and Facilities, to form a committee that meets monthly to asses our Emergency Operation Center (EOC) capabilities from a facilities and technical standpoint.

Improve Employee Efficiencies by providing monthly training IT Services continued its ―Training Tuesdays‖ program and expanded its course offerings to staff. We have incorporated other departments such as the City Clerk‘s office and GIS into the training program. We took requests from staff and created training classes to improve their day-to-day operations by teaching them how to use the software that is available to them. IT Services also rolled out a new version of the online registration intranet page.

Work cooperatively with city departments to identify and develop organizational efficiencies

IT Services implemented Sungard Public Sector‘s Contact Management application to increase internal efficiencies within City Hall. This software allows the staff to electronically enter requests from constituents and route them to the appropriate departments.

IT Services partnered with the Finance department to train on budgeting in the budget

module of our Sungard Public Sector software. IT Services partnered with the Communications department to roll out our new logo and

branding information to staff. An internal intranet page was created to make a ―one stop shop‖ for staff to find templates, guidelines and video trainings.

IT Services worked with the Purchasing Department to implement electronic purchase requisitions which has greatly impacted the City by monitoring budgets, providing real-time feedback and documented approval in the system.

IT Services assisted GIS staff in establishing software connections for the mapping tool ―Looking Glass‖. This tool allows users to map HTE data interactively.

IT Services assisted the Public Works department in implementing their Work Orders module in our Sungard Public Sector software. Assisting with training of the module and working with staff to make sure those codes and data were set up for the initial implementation of the system.




Implement all approved sustainability programs

Identify, evaluate and implement additional organizational cost savings

Continue to replace servers and desktops based on our replacement cycles while being fiscally responsible in our choices so that we may balance the hardware needs with our budgets.

Develop long-term master plan and implementation strategies for City Facilities

46


Investigate, recommend, and implement green and clean practices that create long term savings.

Develop partnership with Transit to

continuously utilize City contract resources to lower operating cost


Complete the Administrative Policy Program Revise City Personnel Rules & Regulations

Ensure City is in regulatory compliance in all areas of Human Resources

Enhance training opportunities for staff by working with all departments to assess their needs and ensure that we are providing training that meets staff needs

Conduct Employee Engagement Survey Develop internal Employee Communication

Outreach Program

Implement E-Plan Software to increase customer service to our development community and be more efficient in our processing.

Develop a plan for an asset management program to capture the city‘s assets and ensure that we are able to track useful

information that can be used by staff. Update IT policies to be consistent with

current technologies and best practice. Investigate and acquire a Facility

Management cost tracking software and develop reporting categories based on facility management best industry practices and capital improvements status report.

Install safety equipment, provide training, and create and publish policies for safe use of facilities.

Provide professional preventative maintenance and repair services for 176 City vehicles and equipment

Replace all budgeted vehicles in this year‘s vehicle replacement program

Implement Vehicle Use Policy Completely implement and deploy Looking

Glass and Work Orders Viewer Develop a City-Wide Address Workflow and

Data Base Refine the categories in the land use

inventory and capacity for tracking data change

Capture the boundaries of drainage easements into GIS and link the source documents via a document imaging approach

Further document Best Practices and Standard Operating procedures for GIS

47



Administration

Verify cost savings of sustainability programs

Evaluate the number of completed Administrative Policies

Develop base line customer service standards for evaluating programs

Facilities

Set due dates for non-emergency help desk tickets, create work orders and work plans

based on those help desk tickets, so that work can be completed efficiently and effectively,

and ensure work is completed for 80% by the specified date.

Prepare a customer satisfaction report with results from help desk tickets customer

comments. Track customer satisfaction and include within Yearly Summary Report of

Facilities Division.

Complete 80% of the Capital Improvements within schedules established for each project.

Fleet Services

Provide annual reports to City departments of total fuel consumption per vehicle class Provide total work order counts including vehicle maintenance and repairs for City

department review

Geographic Information Systems

Set due dates and milestones for projects and make sure they are met as outlined in our work plans.

Accurately collect data for projects that we work on to ensure that time spent is well utilized across the organization.

Continually ask for feedback from departments in order to effectively provide GIS support. Human Resources

Percent of polices reviewed and/or revised

Number of trainings provided Number of staff trained Percent of staff trained who found the training to be beneficial to their work or professional

development. Percent of employees satisfied with working for the City of Elk Grove Percent of employees who feel ―engaged‖ to the City‘s overall mission Percent of employees who feel valued as an employee with the City


Set due dates and milestones for projects and make sure they are met as outlined in our work plans.

Accurately collect data for projects that we work on to ensure that time spent is well utilized and we are able to track helpdesk tickets.

Continually ask for feedback from departments to make sure that we are always making improvements.

48

OTHER PROGRAMS

NONDEPARTMENTAL 101 - 1900

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation - - - 56,100 56,100 60,000

Operating Expenses 2,868,657 2,785,312 1,773,953 247,000 (2,538,312) 235,000


Capital Outlay 14,022 - - - - -

Debt Service 22,217 - - - - -

Transfers 4,058,587 - - 2,873,388 2,873,388 1,090,000

Expense Total 6,963,483 2,785,312 1,773,953 7,967,988 5,126,576 6,135,000

PROGRAM DESCRIPTION

The non-departmental section includes appropriations that are not directly attributable to any one function. Internal Service Fund Allocation $4,791,500 The Risk Management (601), Facilities & Fleet (602), and Information Technology & Geographic Information Systems (603) functions have been segregated as internal service funds for cost recognition and allocation to other funds that benefit from services provided. The following table reflects those charges allocated to the General Fund:

Risk Mgmt -

General

Liability

Risk Mgmt -

Fund Balance

Draw

Facilities Fleet Information

Technology

Geographic

Information

Systems

Total

City Council 30,228$ (18,733)$ 29,087$ -$ 58,481$ 8,188$ 107,250$

City Manager 20,152 (12,489) 19,391 - 77,975 10,917 115,946

City Attorney 25,190 (15,612) 24,239 - 58,481 8,188 100,487

City Clerk 20,152 (12,489) 19,391 - 48,734 6,824 82,612

Finance 85,646 (53,079) 101,804 - 194,937 31,005 360,313

Administrative Services 25,190 (15,612) 24,239 - 48,734 6,823 89,375

Police 1,234,297 (764,951) 833,362 1,374,382 53,232 326,954 3,057,276

Neighborhood Services 80,608 (49,957) 74,574 77,744 136,455 22,817 342,242

Subtotal GF 1,521,463$ (942,921)$ 1,126,087$ 1,452,126$ 677,029$ 421,716$ 4,255,500$

Transit 19,318 312,001 - 178,234 26,447 536,000

Draw on ISF Reserves (942,921) - - - -

597,860$ 1,438,088$ 1,452,126$ 855,263$ 448,163$ 4,791,500$

49

OTHER PROGRAMS

NONDEPARTMENTAL 101 - 1900

Special Events $153,100 The City of Elk Grove supports many community events throughout the year. In-kind services and

funds from multiple departments are captured in this non-departmental division. Supported events include:

Harvest Festival Dickens Faire/Santa Parade Old Town Elk Grove special events Red, White & Blue

Run 4 Independence Safety Fair

Santas & Sirens School parades Strauss Festival Western Festival

Veterans Day Parade

Transfers Out $2,873,388 The General Fund makes transfers to other funds for overhead and operating purposes, as follows:

Transfer To Purpose Amount102 Fund capital equipment replacement 622,788$

245 Initial funding for Redevelopment Agency 200,000$

295 Operations subsidy 800,000$

295 Overhead allocation 148,600$

295 Cover prior year deficit 1,000,000$

603 Fund capital purchase of e-plan software/hardware 102,000$

Total 2,873,388$ Contingency $150,000

The $150,000 Contingency Funds is available for unexpected needs or events that may arise throughout the fiscal year.

50

OTHER PROGRAMS

REVENUE NEUTRALITY 101-1910

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Operating Expenses 8,066,543 8,488,666 8,000,000 6,348,500 (2,140,166) 6,160,000

Expense Total 8,066,543 8,488,666 8,000,000 6,348,500 - 6,160,000

PROGRAM DESCRIPTION

Under the terms of incorporation, the City transfers a percentage of its property tax revenues from the original City boundary to Sacramento County for a period of 25 years. For the first five years of Cityhood, 90% of property taxes were transferred. In years 6-10 (FY 2009-10 is the tenth year), 85% of property taxes from the original City boundary are transferred to the County.

51

OTHER PROGRAMS

COMMUNITY SERVICE GRANTS 101-1920

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimated

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected


Amount Available for Allocation - - - 288,000 288,000 300,000

Expense Total 209,810 153,695 148,695 298,000 (143,695) 10,000

PROGRAM DESCRIPTION

City Council Committee for the Arts $10,000 The City Council-appointed Committee for the Arts locates and recommends specific pieces of art to

be installed at City-owned facilities, provides recommendations to the City Council for arts and entertainment within the City, and dialogues with regional and local entities interested in arts and entertainment. City Council Community Service Grants $288,000 Awards granted by the City Council to organizations to fund activities for the betterment and

improvement of the community.

COMMUNITY SERVICE GRANT REQUESTS

FY 2009

Funding

Received

FY 2010

Funding

Requested

FY 2010

Adopted

Budget

Line Item Organizations

Senior Center of Elk Grove

Provision of senior congregate meals, dial-a-ride

services, and recreational and social programs

Campus Life Connection DBA Elk Grove Teen Center

Provision of no-cost teen center programs to youth

ages 11-18

Line Item Subtotal 178,995$ 179,994$ 135,995$

Community Organizations

American Red Cross-Sacramento Sierra Chapter

Emergency preparedness training & supplies

Animal Rescue League

Animal care, veterinary services, and humane

education related to stray and abandoned animals

Chicks in Crisis, Inc.

Provision of vocational courses, infant supplies,

counseling, and adoption services to

pregnant/parenting teens and women

10,000$

10,000$

2,500$

99,995$

36,000$

Organization

15,000$

99,994$ 99,995$

25,500$

80,000$ 79,000$

-$ 50,000$

15,000$

25,000$

52

OTHER PROGRAMS

COMMUNITY SERVICE GRANTS 101-1920

FY 2009

Funding

Received

FY 2010

Funding

Requested

FY 2010

Adopted

Budget

Elk Grove Artists, Inc.

Production of EGUSD High School Art Contest,

including mounting and framing student art

Elk Grove Community Assistance Network (EGCAN)

Provision of emergency and low-income senior

nutritional assistance

Elk Grove Community Foundation

Production of "Spotlight on Excellence" and funding

of endowment scholarships

Elk Grove Police Activities League

Provision of youth sports and recreation programs

with mentoring by EG police officers

Laguna Youth Baseball

Installation of 4 electric scoreboards in Morse Park

in order to host state and regional tournaments

Project R.I.D.E., Inc.

Supplant reduced funding by EGUSD to support the

provision of therapy horse programming to Jesse

Baker School and others

Regional Human Rights/Fair Housing Commission

Provision of tenant/landlord advice, mediations,

discrimination investigations, and housing education

& outreach

Sac County Human Assistance - Senior Nutrition Services

Meals on Wheels nutrional assistance to homebound

seniors

The Federal Technology Center

Assistance to businesses to sell products & services

to all levels of gov't

Community Organization Subtotal $ 102,095 $ 273,005 $ 152,005

GRAND TOTAL $ 281,090 $ 452,999 $ 288,000

750$

5,000$

16,650$

2,500$

25,000$

5,000$

37,010$

15,000$

22,595$

14,500$

-$

-$

10,000$

29,900$

20,000$

25,000$

22,595$

5,000$

5,000$ 8,000$

25,000$

37,010$

-$

-$

15,000$

$ 22,595

5,000$

Organization

53

ELK GROVE

POLICE DEPARTMENT

MISSION The Elk Grove Police Department is a premier public safety agency. Our basic mission is to improve public safety by reducing the fear of crime and disorder through enforcement, education, and vigilance. We are dedicated to continuing an open, proactive, and creative environment with our many community partners in this effort. We maintain the public trust through integrity, diversity, and excellence in our programs, our social actions, and in our most valuable asset, our employees.

Chief of Police

Administration

Police Field Services

Investigations

Support Services

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 22,106,260 25,055,675 24,747,236 24,073,335 (982,340) 28,325,000

Operating Expenses 4,429,993 3,451,738 2,708,410 2,652,782 (798,956) 2,675,000

Capital Outlay 1,583,354 1,250,000 936,444 - (1,250,000) -

Debt Service - 23,000 - - (23,000) -

Expense Total 28,119,607 29,780,413 28,392,090 26,726,117 (3,054,296) 31,000,000

54

ELK GROVE

POLICE DEPARTMENT

POSITION LISTING

Authorized


Police Chief 1 1 1 0

Assistant Police Chief 1 1 0 -1

Captains 1 1 2 1

Captain 0 0 U 0

Lieutenants 7 7 6 -1

Sergeants 17 18 18 0

Police Officers 96 99 98 -1

Total Sw orn 123 127 125 -2

Administrative Assistant 6 6 6 0

Community Services Officer 10 11 11 0

Crime Prevention Analyst 1 1 1 0

Dispatch 18 18 18 0

Dispatch Supervisor 3 3 3 0

Fleet Analyst 1 1 0 -1

Fleet Manager 1 1 0 -1

Forensic Tech 2 2 2 0

IT Analyst 3 3 3 0

Management Analyst 0 1 1 0

Police Admin Manager 1 1 1 0

Police Crime Analyst 1 1 1 0

Police Records Manager 1 1 1 0

Police Services Analyst 3 3 3 0

Police Services Supervisor 1 1 1 0

Police Services Tech 3 3 3 0

Police Support Services Manager 1 1 1 0

Property & Evidence Tech 2 2 2 0

Records Tech 4 4 6 2

Security Officer 2 2 2 0

Sr Administrative Assistant 1 1 1 0

Sr Forensic Tech 1 1 1 0

Sr Management Analyst 1 0 0 0

Systems Administrator 1 1 1 0

Subtotal Non-Sw orn 68 69 69 0

Police Total 191 196 194 -2

Funded

PROGRAM DESCRIPTION

Administrative Services: 101-2240,-2270 $ 3,809,111

xx FTE The Administrative Services Division provides executive, management, and logistical support to the Elk Grove Police Department (EGPD). The Chief‘s Office is responsible for coordinating activities of the department in furtherance of the City‘s overall goals with the City Manager‘s Office and other City of Elk Grove Departments. The Chief‘s Office responds to requests for information from the Elk Grove City Council, the media, and the public. The office is also responsible for long-range

planning and budgeting, administrative systems, and providing policy guidance for the employees of the department.

55

ELK GROVE

POLICE DEPARTMENT

The Chief of Police is responsible for maintaining proactive, responsive, and effective police services to the City of Elk Grove and coordinating EGPD‘s activities with other law enforcement agencies and community organizations.

The Administrative Services Division consists of the following sections: Office of the Chief

Finance – Budget – Procurement

The Finance unit is responsible for the development and oversight of the Elk Grove Police Department‘s overall budget. Finance provides financial management and support services to other services area in the Police Department and works closely with other City departments. This unit also provides coordination and evaluation of all fiscal activities including: budget, purchasing, facilities, cost recovery, special events, and grants.


Information Technology serves the Police Department‘s mission by providing integrated computer systems and data, negotiating and managing information technology related contracts, and technology support. The unit is a lead and active partner in regional data-sharing networks and is dedicated to providing quality service through teamwork, partnerships, and developing team and individual strengths.

Public Information

The Public Information Officer‘s role is to provide information on police incidents, activities and programs to members of the community, staff, and media.

Office of Professional Standards

Internal Investigations

Internal Investigations conducts prompt and thorough investigations of personnel complaints; monitors high risk and high liability activities such as employee vehicle collisions, use of force incidents, and pursuits; maintenance of policies which are legally current and represent the best law enforcement practices available.

Training Manager

The Training Manager organizes, processes, develops, and monitors all mandated and compulsory training; creates cost effective, innovative, and useful training; and seeks out other valuable training opportunities.

Off-Duty Program

The Off-Duty Program Coordinator maintains a program for the business community to utilize uniformed, off-duty personnel for specialized police security purposes.

Reserve Program

56

ELK GROVE

POLICE DEPARTMENT

The Reserve Program maintains and utilizes a team of reserve officers to provide additional support and expertise as needed.

Budget Issues

Reclassification of Assistant Chief and Lieutenant positions to two Captains, leaving one unfunded.

Fiscal year 09-10 reflects the transfer of one Fleet manager and one Fleet Analyst from division 2243 to fund 602

Field Services: 101-225x $ 13,475,984 xx FTE

The Field Services Division provides basic call response and police patrol services to the City of Elk Grove, including emergency incident response, routine call response, traffic and vehicle enforcement, and collision investigation. Personnel of the Field Services Division also conduct law, ordinance, and regulation enforcement, preliminary crime scene investigations, nuisance and criminal investigations, and proactive patrol activities.

The Field Services Division consists of the following sections:

Patrol Services (Dayshift, Swingshift, Graveyard)

Patrol is the largest component of the Field Services Division and includes 3 lieutenants, 8 sergeants, 54 patrol officers, and 10 community services officers. These personnel provide continuous delivery of police services to the community through numerous and varied functions, which include response to citizens‘ requests for service, proactive patrol, maintenance of public order, discovery of hazards, investigation of crimes and incidents, arresting offenders, traffic enforcement and control, providing emergency services, and the reporting of information to appropriate organizational components.

Traffic Bureau (Motor Unit, Commercial Vehicle Enforcement Unit, Collision Investigation

Unit, Parking Enforcement Unit)

The Traffic Bureau is dedicated to improving traffic and pedestrian safety, reduction of traffic collisions, and improvement of traffic flow. The bureau works to keep all drivers on Elk Grove‘s streets safe through enforcement, education, and engineering; and consists of 1

lieutenant, 3 sergeants, 11 motor officers, 2 commercial enforcement officers, 2 traffic investigators, and 1 part-time administrative assistant. The bureau manages the Red Light Camera Program. In FY08, red light camera systems were installed in two Elk Grove intersections and a third intersection was completed in FY09. The bureau also manages several traffic safety grants funded by the Office of Traffic Safety. The bureau is also involved in community outreach programs with local high schools, Union Pacific Railroad,

the Every 15 Minutes Program, National Night Out, and the Sacramento Youth and Alcohol Coalition.

Canine Unit

This unit is comprised of 6 sworn canine handlers and their canine partners. Each handler is assigned a specific shift in patrol and works under the supervision of a patrol sergeant and

lieutenant. This program is an essential element to a successful police agency by significantly reducing the amount of time an officer spends on calls for service particularly

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associated with the dog‘s ability to track, locate and apprehend people. It also reduces officer safety risks, risks to the public at large, and provides community outreach as a conduit to educate the public in the use of canines in law enforcement.

Crisis Response Unit (SWAT Team, Hostage Negotiations Team, tactical dispatchers, and tactical medics)

The primary objective of this unit is the preservation of life. This is an auxiliary assignment – all members of this unit have full-time assignments in other areas of the department. The SWAT Team consists of 1 lieutenant, 2 team leaders, and 17 operators. SWAT recently

became a regional team with the addition of two officers from the Galt Police Department. The Hostage Negotiations Team has 10 members and its duty is to act in concert with the SWAT Team to resolve critical incidents. There are 5 tactical dispatchers who work at the scene of a critical incident to gather, document, and provide information for the different components of the Crisis Response Unit. Tactical medics provide emergency medical care to those who may be injured in a critical incident.

Budget Issues

Office of Traffic Safety Street Racing Grant will end 9-30-09 Office of Traffic Safety STEP Grant will end 9-30-09 UC Berkeley Click It or Ticket Grant will end 9-8-09 UC Berkeley Sobriety Checkpoint Grant will end 9-8-09

Investigative Services: 101-226x $ 6,067,285 xx FTE

The Investigative Services Division provides follow-up investigation and support to identify, apprehend, and aid in the prosecution of those responsible for criminal conduct. Personnel of the Investigative Services Division also provide information and services aiding in the prevention of crime.

The Investigative Services Division consists of the following sections:

Detectives

General Investigations (Personal and Property Crimes)

General Investigations is responsible for the investigation of crimes against persons, such as homicide, felony assault, robbery, kidnapping, domestic violence, sexual assault, child abuse, elder abuse, and missing persons. General investigators are also responsible for the investigation of property crimes, such as burglary, theft, receiving stolen property, forgery, credit card fraud, embezzlement, identity theft, auto theft, and the monitoring of pawn shops. One detective in this section is attached to the Central Valley Hi-Tech Task Force

(part time basis) and is also responsible for all computer forensics. Narcotics Unit

Narcotics detectives are responsible for investigating those individuals who participate in the

sales, possession, and creation of illegal drugs. These detectives are also responsible for undercover drug operations, handling of informants, drug related search warrants, and case

presentation to the District Attorney‘s Office. This unit also handles vice related crimes and asset forfeiture investigations.

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Street Crimes Unit

Street Crimes detectives are primarily responsible for dealing with those individuals that

have been identified as gang members or those who choose to follow a gang lifestyle pattern. They work proactively throughout the City to identify gang members, gang activity, and gang related issues. This unit focuses its efforts in three major areas; prevention, intervention, and suppression. Outreach and education are the key components of prevention and intervention, while high impact operations aid in the suppression of gang and other illegal activity.

Forensic Services Unit

This unit is comprised of specially trained technicians who handle the detection, collection, and preservation of evidence at crime scenes. Technicians process physical evidence, such as fingerprints, blood, fibers, and hair. They process crime scenes using a variety of tools and technologies to protect the integrity of items of evidence. Technicians take both still photographs and video to document a crime scene and are often called to testify in court regarding the collection and preservation of evidence.

Crime Analysis

Crime Analysis is responsible for systematic, analytical processes directed at providing timely and pertinent information relative to crime patterns and trend correlations. The

Crime Analyst assists operational and administrative personnel with the planning and deployment of resources, preventing and suppressing criminal activity, aiding the investigative process to increase the apprehension of criminals, and assisting in clearing cases.

Community Resources

Service Center – Volunteers

The Service Center is operated during normal business hours and is staffed by a civilian manager, two security officers, reserve officers, and volunteers. Staff in the Service Center conduct the Department‘s business at the public counter and by telephone to assist the citizens of Elk Grove with a variety of issues and problems. Non-priority reports are taken in person or by telephone. The Service Center provides assistance ranging from having a

ticket signed off to assistance releasing vehicles from storage/impound. Police volunteers are active within our Service Center and on the streets of Elk Grove, providing hundreds of hours of service to the community. Volunteers take reports, assist with special projects and events, consult with citizens on a variety of issues, conduct vacation checks, abate graffiti and illegal signage, and keep the city clear of any illegally dumped shopping carts by returning them to their rightful owners.

Problem Oriented Policing (POP)/Youth Services Unit

POP Officers are responsible for working with residents to improve neighborhood quality of life. These officers work closely with Community Enhancement, Animal Control, and our VIPS (Volunteers in Police Service) to investigate neighborhood complaints and resolve complex, and often chronic, neighborhood problems. Working together, City staff utilizes all

available tools and resources to implement the Department‘s commitment to community policing. POP Officers form partnerships with residents and business operators, allowing for

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a free flow of information leading to more effective communication and better problem solving. This unit is tasked with the identification of problems within the City of Elk Grove, getting the necessary resources involved, and finding solutions to chronic and sometimes long term problems which have the potential to affect the quality of life for our citizens.

The work of the Youth Services Unit focuses on the youth of Elk Grove. These officers work closely with the schools and the School Resource Officers to identify and deal with any and all youth related issues. These officers coordinate curfew/truant sweeps and conduct operations to deal with the sales of alcohol and tobacco to minors. Youth Officers oversee the Department‘s Police Activities League (PAL) and assist with the Department‘s Explorer

Program.

Crime Prevention Unit

The Crime Prevention Specialist is responsible for working with residents and business owners to prevent crime throughout the City of Elk Grove. The primary programs for Crime Prevention are Neighborhood Watch, Business Watch, Crime Free Multi-Housing, and National Night Out. The Crime Prevention Specialist coordinates Neighborhood Watch and attends many of their meetings. Crime Prevention is also responsible for reviewing building plans to ensure the proper application of Crime Prevention Through Environmental Design (CPTED) principles.

Support Services: 101-2280 $ 3,373,737 xx FTE

The Support Services Division answers incoming emergency and routine calls for police services from the public; provides dispatch support for field personnel to respond to calls for service; collects, maintains, and disseminates police-related records and information; and collects, maintains, and manages all evidence and personal property coming into possession of the agency in the course of its business.

The Support Services Division consists of the following sections:

Communications Bureau

The Communications Bureau uses state-of-the-art equipment to operate the 911 Dispatch Center. Emergency and routine calls for service are processed in the Dispatch Center. In addition to law enforcement, Communications provides dispatch support for Animal Services and Code Enforcement.

Records Bureau

The Records Bureau securely maintains, disseminates, and protects the official law enforcement records of the City of Elk Grove. The staff coordinates the City‘s alarm permits and processes false alarm statements. Staff also provides assistance to employees and

citizens with official law enforcement records. Property and Evidence Bureau

The Property and Evidence Bureau is responsible for custody of a wide variety of property including personal property held for safekeeping, found property, and evidence in a crime. The main duty is to maintain the integrity and condition of all the property received

ensuring it is not compromised for court exhibit or damaged before it is released to its rightful owner. All property received must be documented in a case file, along with the

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strict maintenance of chain of custody records, documenting all movement of the property from the time it is received until its final release, disposal, or other disposition.

Budget Issues

Addition of two Police Records Technician positions, funded by savings from contract

reductions


Administrative Services

Coordinated filing of SB 90 claims for reimbursement of state mandated cost Worked with local agencies to identify and consolidate purchases to take advantage of

volume discounts Passed 1033/1122 program financial and equipment audit

Field Services

Red Light Camera program expanded Completed Office of Traffic Safety Impound Grant K-9 unit handled 6151 calls for service, on-viewed 1695 events, were involved in 258 felony

arrests, apprehended 75 suspects, and participated in 50 demonstrations

The Crisis Response Unit responded to 11 incidents; including assistance to other Elk Grove Police units, such as narcotics and gangs in carrying out high risk duties, and support to neighboring agencies, including a regional incident involving the California Department of Justice

Investigative Services

Completed investigations for criminal prosecution; 2008 saw an increase in reviewed cases

(5186 up from 4650), assigned cases (1188 up from 997), as well as an increase in the percentage of cases cleared (89% up from 85%)

Crime statistics were analyzed to identify trends, apprehend suspects and reduce crime Forensics responded to crime scenes to document, search for and collect evidence that links

suspects and crimes together Developed timely and appropriate intelligence related to criminal enterprises and

individuals; conducted over 2000 hours of surveillance and 1500 hours of intelligence work that led to new cases and the arrests of others

Support Services

Offered community education pertaining to proper use of 911 by making 911 for Kids

presentations to 48 Elk Grove Unified School District first grade classes Continued to meet the State standard for answering at least 90% of 911 calls within 10

seconds; 97% of 911 calls received by the Dispatch Center were answered within 10 seconds

Continued implementation of wireless 911 calls being routed to the Elk Grove Police Department instead of the California Highway Patrol; all major wireless service providers have been implemented

The Tactical Dispatch Team is fully implemented and operational; the team works as part of the Crisis Response Unit (CRU) and trains jointly with SWAT and HNT

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Appropriately and expeditiously respond to calls from the public for police services

Increase community safety by providing proactive enforcement and education

Identify beats and subsectors warranting high visibility patrols; encourage and oversee active policing through regular patrols and citizen contacts to provide increased public safety

Utilize resources such as Gang and Narcotic detectives, POP and traffic officers to supplement patrol as a deterrent against crime and disorder

Identify beats warranting community outreach; provide education and presence through beat officers and other associated resources including: traffic officers, code enforcement and POP officers

Achieve full utilization of our newly developed

Domestic Violence Response Team (DVRT) to better serve the victims/survivors of domestic violence and sexual assault

Actively pursue and investigate criminal enterprises through surveillance, informants, and undercover officers

Respond to crime scenes; documenting,

searching, and collecting evidence that links suspects and crimes together

Compare fingerprint impressions of known subjects to the latent prints lifted at crime scenes and search unknown latent prints through the state‘s automated databases

Develop timely and appropriate intelligence

related to criminal enterprises and individuals and direct to appropriate investigators

Improve service provided to the residents of Elk Grove through call answer times, wireless 911 call routing, 911 community education and quality assurance.

Provide correct information and

documentation at the time of request, whenever possible


Maintain a high degree of professionalism by conducting timely and quality personnel complaint investigations; continue to monitor high risk activities and prevent unnecessary liabilities

Provide reliable and accurate information on

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the preparation and monitoring of the annual PD budget and Capital Improvement Projects

Participate in community events, neighborhood watch meetings, and conduct

911 for Kids presentations at local elementary schools

Add processes to the quality assurance program to receive feedback from citizens regarding their interaction with staff

Develop an efficient and effective

organization with a regional perspective

Provide efficient and effective training

opportunities; continue to satisfy all mandated training; develop a partnership with Los Rios Community College to off-set and reimburse training costs by providing training to allied agencies

Install and utilize a digital video management system powered by a video search engine and

video facial recognition analytics; intent is to use this technology to create a network with local businesses that have also chosen to install this system

Investigate and develop appropriate performance measures for FY 10 addressing call response, proactive patrol time,

investigative caseloads, and clearance rates Work with CHP and the State DGS 911 Office

to review cell sector routing so that wireless 911 calls originating in the City are routed to EGPD

Improve the efficiency and effectiveness of the Property and Evidence Bureau through continuing development and enhancements to the Property and Evidence module of the RMS, expanded utilization of volunteers, implementation of a retention policy for the timely disposition of property in compliance with applicable law, and developing a quality assurance program.

Continue to test and monitor the P&E module and report progress and development needs to the I/Leads implementation team and IT

Revise draft retention policy; meet with detective supervisors for buy-in. Train detective staff on retention policy for

utilization in the disposition of property Develop meaningful quality assurance

measures for both internal and external clients to assess the degree to which needs are being met and to identify areas of improvement

Identify and implement measurements that will properly capture the efficiency/effectiveness of the property and

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evidence function. Potential area for measurement is turn-around time to process requests once a property disposition is received

Improve service provided by Records through call answering, handling of requests/inquiries, and data management.

Prioritize work and assign accordingly through weekly review of outstanding items

PERFORMANCE MEASURES Administrative Services

Complete at least 60% of all complaint investigations within 60 days Complete at least 40% of all complaint investigations within 30 days

Develop, get approval for, and provide at least 10 training courses for reimbursement from Los Rios Community College

Perform ongoing budget monitoring analysis Prepare and process grant applications and contracts for the Police Department Provide training on budget and Capital Improvement Projects to staff involved with the

budget process Performance measures for Information Technology will be developed during FY 09-10 to be

implemented in FY 10-11 Ensure that 90% of accounts are reconciled by the end of the month Process and validate travel claims within 5 days of submission

Field Services

Attend regular beat meetings to identify concerns regarding safety and crime prevention

Obtain and analyze data to aid in the deployment and prioritization of department resources Additional performance measures for Field Services will be developed during FY 09-10 to be

implemented in FY 10-11

Investigative Services

Performance measures for Investigations and POP will be developed during FY 09-10 to be implemented in FY 10-11

Support Services

Answer at least 90% of 911 calls within 10 seconds in Dispatch Answer at least 90% of non-emergency calls within 15 seconds in Dispatch

Return all property inquiries by end of business day and schedule release appointments when appropriate

Process all property in intake by the end of the business day Answer incoming calls within 10 seconds in Records

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ACCOMPLISHMENTS

New Police Chief Sworn In

Robert Lehner was officially sworn into his position of Police Chief during the October 22, 2008 City Council meeting. Chief Lehner arrived from Eugene, Oregon, where he was that city‘s Police Chief. Prior to Eugene, Chief Lehner worked in varying capacities at the Tucson, Arizona Police Department, ending his career there as Assistant Chief of Police.

Elk Grove Police Department Praised for Outstanding Service by Senator Dave Cox and the White House Office of National Drug Control Policy

Elk Grove Police Department received a California Senate Resolution from Senator Dave Cox for the department‘s work in uncovering 50 homes where thousands of marijuana plants were illegally cultivated by organized crime. The investigation was initiated in 2006 based on neighborhood tips from concerned citizens. These tips resulted in finding 50 houses in Elk Grove and Sacramento with either indoor marijuana plants or indoor marijuana growing equipment being set up for future grows. Approximately 25,000 marijuana plants were seized. The investigation also revealed a web of knowledge and collusion between the marijuana growers, buyers, real estate agents, and loan brokers. The Department also received the White House Office of National Drug Policy Director‘s Award for Distinguished Service, for its role in the 2008 National Marijuana Eradication Initiative.

Police Activities League Opens its Doors

Elk Grove Police Department and members of the community teamed up to form a Police Activities League (PAL), a youth crime prevention program serving the youth of Elk Grove. The PAL combines educational and recreational activities to create trust and understanding between police officers and youth. PAL is based on the idea that young people, if they are reached early, can develop strong, positive attitudes towards police officers. Members of the Elk Grove City Council, Elk Grove Police Department, and the community gathered for a ribbon cutting celebration at the PAL office located at 10044 Bruceville Road, Suite 100.

Elk Grove Police Department Awarded Quarter of a Million Dollar Grant to Develop Domestic

Violence Response Team

The US Department of Justice awarded Elk Grove Police Department $250,000 to develop a Domestic Violence Response Team (DVRT) in partnership with the Sacramento Chapter of WEAVE. DVRT includes a full-time detective and a WEAVE advocate dedicated to supporting victims of domestic violence. DVRT offers intervention services such as: educational outreach, risk assessments, emergency shelter, counseling, legal assistance, and other referral services. This two-year program will strengthen law enforcement and prosecution strategies, create an effective delivery of victim services, increase reporting, and reduce

attrition rates for cases involving domestic violence, sexual assault, stalking, and date violence.

Elk Grove Police Department Teams up with Sacramento Regional Office of Homeland

Security and Elk Grove Unified School District for Emergency Preparedness Exercise

Elk Grove Police Department staged the first full-scale exercise of the Sacramento County region‘s public safety agencies‘ ability to respond and recover from a large scale active-shooter incident. The event included a simulated active-shooter scenario at Laguna Creek

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High School with a volunteer cast of students, parents, and school staff with simulated casualties. The event tested our local first responders and the school district to ensure they are prepared for the physical and emotional trauma such an event can have on a community.

Elk Grove Police Department Launches Offender Watch

Offender Watch is the nation‘s leading registered sex offender management and community notification tool with hundreds of leading agencies in dozens of states utilizing it. Offender Watch provides the most accurate and timely online information available and now this

information is available to the citizens of Elk Grove. Offender Watch is updated instantaneously throughout the day as offender addresses and offender information is updated in our office.

Volunteers in Police Service (VIPS) Continue to Shine

The Elk Grove Volunteers in Police Service (VIPS) is a volunteer program made up of more than 50 dedicated citizens that have contributed significantly to the success of the Elk Grove Police Department. Since 1994, these volunteers have served the community, logging more than 95,000 hours of their own time. The VIPS are a highly valued team that assists Elk Grove Police Department with crime reports, public education, graffiti abatement, traffic checkpoints, curfew sweeps, special events, residential security checks, and extra patrol during the holiday season. Every day, Elk Grove Police and its VIPS serve the Elk Grove Community in the spirit of partnership and pride.

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GENERAL FUND PLANNING - 3120

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Operating Expenses 700,091 - - 30,000 30,000 30,000

Transfers - - - 750,000 750,000 520,000

Expense Total 700,091 - - 780,000 30,000 550,000

PROGRAM DESCRIPTION

Planning Commission $30,000 The Elk Grove Planning Commission is appointed by the City council to review and approve a wide variety of planning applications. The commission also makes recommendations to the City Council on zone changes, General Plan amendments, and other matters. Advanced Planning $750,000 The General Fund supports the Development Services Fund in the provision of advanced planning for the City. Advanced planning activities may include General Plan and zoning code amendments,

sphere of influence, South Sacramento Habitat Conservation Plan, Council-appointed historic preservation and trails committees, market studies, climate change planning, Old Town SPA triennial review, and community development.

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NEIGHBORHOOD SERVICES - 3500

MISSION

The Neighborhood Services Department is responsible for essential municipal services that Elk

Grove‘s residents, neighborhoods, and businesses rely upon every day. The Neighborhood Services Department provides high-quality, customer-focused programs and services that foster strong neighborhoods and contribute to the superior quality of life, sustainability, and beautification of the Elk Grove community.

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 1,220,977 1,678,363 1,311,946 1,315,690 (362,673) 1,410,000

Operating Expenses 1,777,587 1,525,945 773,610 531,262 (994,683) 540,000

Capital Outlay 26,860 95,000 67,401 - (95,000) -

Debt Service - - - - - -


Expense Total 3,025,424 3,299,308 2,152,957 1,846,952 (1,452,356) 1,950,000 Figures do not include Integrated Waste and Transit divisions. For Integrated Waste and Transit budget summaries, please

see pages 116 and 118-120, respectively.

POSITION LISTING

Authorized


3500 Administrative Analyst 1 1 0 -1



3510 Public Information Officer 1 0 0 0

3520 Animal Services Officer 3 3 3 0

3520 Animal Services Supervisor 1 1 1 0

3520 Customer Services Specialist 1 1 1 0


3530 Youth Services Coordinator 1 1 U -1


3540 Comm Enhancement Field Insp 3 3 4 1

3540 Community Enhancement Manager 1 1 1 0

3540 Customer Service Specialist 0 1 1 0

3540 Sr Comm Enhancement Field Insp 1 1 0 -1

Neighborhood Services Total 17 16 14 -2

Funded

Neighborhood

Services

Community

Enhancement/Code

Compliance

Animal Services

Integrated Waste

Transit

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Administration – 101:3500 $353,507 2.0 FTE

The Neighborhood Services Administration division provides oversight and support to Neighborhood Services operations, including the City of Elk Grove Youth Commission.

Budget Issues: One FTE, a vacant Administrative Analyst position, is proposed for elimination.

Animal Services – 101:3520 $720,941

5.0 FTE Animal Services Officers patrol the streets within City limits for loose or stray animals, investigate calls from citizens on reported abuse or neglect of animals, investigate reports of animal bites, dangerous and vicious animals, and barking complaints. Officers provide education and enforcement of all City ordinances and State laws as they pertain to animal control, and investigate calls from citizens on reported abuse or neglect of animals. In addition, the City contracts with the Sacramento Society for the Prevention of Cruelty to Animals (SSPCA) for shelter services. The

SSPCA offers pet adoptions, low cost spay and neuter programs, low cost vaccination and microchip clinics, and dog behavioral classes. Budget Issues: An additional $21,000 is proposed in overtime to extend swing shift coverage for Friday,

Saturday, and Sunday evenings. Revenues for animal control activities are estimated based on a fee structure to be proposed to

the City Council for adoption. Staff will provide a recommendation concerning fee increases in June 2009.

Community Enhancement/Code Enforcement – 101:3540 $772,504

5.0 FTEs The Community Enhancement/Code Compliance Division addresses concerns about unsafe, unhealthy or unsightly conditions in homes, neighborhoods, and the entire Elk Grove community. Division staff works in close cooperation with City departments, other local agencies, and citizens to maintain high community standards and address violations of the Elk Grove Municipal Zoning and Housing Ordinances.

Budget Issues: The Proposed FY 2009-10 Budget assumes the current level of funding and staffing for division

activities.

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Integrated Waste – 501:5110/502 $11,768,037

3.0 FTE The Integrated Waste Division manages the City‘s residential and commercial solid waste franchise, and plans, coordinates, promotes, and implements city-wide solid waste reduction, recycling, composting, and public education activities. Additionally, the Division works with Code Enforcement and the Police Department on illegal dumping, illegal hauling, and other issues of non-compliance, to ensure that our community is clean and safe. The Division also tracks solid waste and recycling tonnages as part of the reporting (and 50% diversion) requirements mandated by the State of California. For Integrated Waste and Commercial Hauler budget summaries, see page 116.

Budget Issues:

An additional 0.2 FTE is proposed for battery pick-up. This addition will allow division interns to

work on enhancing the City‘s business recycling programs. The division budget assumes that the City Council will adopt the fee increase authorized for

advertising in April 2009.

Transit - 511 $12,722,585

4.0 FTE Transit Services is responsible for the operation of e-tran and e-van within the City of Elk Grove and beyond. e-tran commuter fixed route service operates 10 routes weekdays while the local fixed route service offers up to 17 routes daily. e-van provides Americans with Disabilities Act (ADA) Complementary Paratransit as well as Dial-A-Ride style responsive door-to-door, shared ride

services within the City of Elk Grove and to destinations within urbanized Sacramento County. This service is for persons certified unable to utilize e-tran as well as passengers age 74 or older. Staff participates with the Sacramento Area Council of Governments, Federal Transit Administration, Air Resources Board, and fellow regional partner agencies regarding transit funding issues and coordination.

For Transit budget detail see pages 118-120. Budget Issues: The Proposed FY 2009-10 Budget reflects State legislative action to eliminate all state support

for local transit operations for the next five years. Staff will review commuter and local fixed routes to recommend service efficiencies to the City

Council

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Administration

Implement Customer Tracking Program to Address Citizen Requests/Complaints

Animal Services

Drafted a new Title 8 ordinance, adopted by the City Council in November 2008 that provides clearer definition and procedures on addressing dangerous/vicious animals and public nuisances, as well as additional enforcement tools for officers.

Participated in the Sacramento Area Overpopulation Coalition discussions concerning pet overpopulation issues and finding solutions within the County of Sacramento.

Established a swing shift officer to work Monday thru Thursday, 2:00 pm to midnight to offer field coverage during evening hours.

Negotiated a three-year extension to the contract with the Sacramento SPCA that lowers the allowable annual increase to 5% from 17%. Based on previous intake statistics, a set allotted number of 3100 animals each contract year for 3-year period were established.

Attended a total of 10 community outreach events, including: Citizens‘ Academy meetings, Beat meetings, Neighborhood Watch meetings, and Council meetings.

Hosted a Veterinarian Roundtable event to continue open lines of communication with local veterinarians. Issues discussed included low-cost local spay/neuter events, low-cost

vaccination, and microchip clinics held within the community.

Community Enhancement/Code Enforcement

Performed the first annual ―Elk Grove Spring Cleaning” in May 2008. Field Inspectors visited every street in the City and worked with residents and businesses to correct visible nuisances. Through this effort, staff opened 226 cases and closed 328 cases both from

Spring Cleaning and cases that had been opened in prior months. Shortened the inspection period to correct violations more quickly. By shortening follow-up

inspections from 15 days to 10 days, violations were addressed in a timelier manner resulting in compliance and the closure of cases.

Collaborated with the Integrated Waste Division to provide a Field Inspector to educate and address violations related to solid waste, recycling, and other issues pertaining to integrated waste and illegal dumping. During the months of January and February 2009, the inspector investigated and resolved 160 cases.

Integrated Waste

Earned a $212,000 grant from the California Integrated Waste Management Board to design a Permanent Household Hazardous Waste Collection Facility

Kicked-off a new program to collect e-waste at the curb, no additional charge to residents

Implemented collection of medical sharps containers, no additional charge to residents Completed a Project Description for the Solid Waste Service Infrastructure Drafted and circulated an Environmental Impact Report (EIR) related to the Transfer Station

Project Created and distributed six informational utility bill inserts Provided composting bins at a reduced rate to residents, and held four composting

workshops

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Coordinated the annual Nike Reuse-A-Shoe Collection Program with schools, as part of Earth Week activities

Continued to manage grant funding for free Curbside Used Oil Collection Program Managed the Used Battery Program, including collection and disposal.

Transit

Accepted delivery of 14 new Compressed Natural Gas (CNG) 40‘ buses Provided information and coordinated public outreach for fare increases that the City Council

approved in February

Began rebuilding and restructuring the transit service to close and minimize future operating deficits

Completed a new Request for Proposals and awarded a new five-year contract for Transit Operations and Maintenance

Added a Transit Administrative Analyst position to more efficiently administer critical funding programs.

Youth Services

Helped establish the Elk Grove Police Activities League Developed Partnerships with Elk Grove Unified School District and Cosumnes Community

Services District Formed a nonprofit collaborative (Nonprofit Network Resource Center) Hosted the City‘s first Nonprofit Fair Assisted in the establishment of the Youth Commission Formed a Youth Master Plan Work Group




Pursue vocational training and youth employment


Work collaboratively with other city departments on inspections of problem homes.

Implement Rental Housing and Vacant

Building Registration Ordinances that will benefit Elk Grove by strengthening Community Enhancement‘s ability to proactively monitor properties for violations while also improving communication with property owners who are absent while their properties are vacant or rented.

Incorporate the use of volunteers to assist staff with service requests and providing information to the public, and also in neighborhoods by helping inspectors check on violations that are reported, and educating property owners about Municipal Code

standards. It is anticipated that volunteers could provide an additional 1000 hours of

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community service to the division. Establish beekeeping standards by

implementing new ordinances through open community outreach meetings and visits with

beekeepers at their properties. Purchase and delivery of 8 new CNG vehicles

funded from the Economic Stimulus Establish a regional community Youth Summit

for At-Risk Youth Facilitate Youth Commission‘s review of a

Youth Services Master Plan


Develop public/private partnerships for Spay and Neuter programs.

Actively pursue and develop public-private partnership for fast fill fueling of CNG transit buses;

Continue restructuring the transit service to close and minimize future operating deficits

Begin a 10-year Short Range Transit Plan


Division management will examine the potential benefits of cross-training Community Enhancement Inspectors and Animal Services Officers to achieve more efficient response to both types of cases.


Administration

The Deputy City Manager and Management Analyst will meet at least weekly with each division manager to discuss performance progress, and regularly update the City Manager and Council.

The Deputy City Manager will provide a quarterly report of FY 2009-10 Work Plan progress to the City Manager and Council.

All Neighborhood Services staff will meet at least once a month as a department to collaborate on key projects, brainstorm process improvements, discuss new programs or services, and discuss ways to continually improve customer service, in an effort to enhance

the quality of life for Elk Grove residents and provide for strong neighborhoods. The Neighborhood Services Department will be a model of wise fiscal stewardship by

operating within the approved FY 2009-10 budget, efficiently utilizing resources to maintain high-quality services to internal and external customers, and constantly searching for budget savings wherever and whenever feasible.

Animal Services Respond to 90% of dangerous/vicious/injured animal/welfare check calls for service within

30 minutes (or 45 minutes when officer is on-call). Reduce call volume by 10% for non-field inquiries. Track number of citations to measure code enforcement and educate pet owners of their

violations to ensure future compliance.

Number of animals impounded shall not exceed 3,111 (90% of the allocated space) per year.

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Increase the level of customer service correspondence by addressing all general inquires (calls and e-mails) within 24 hours during the normal business week (goal is 100% response rate).

Community Enhancement/Code Enforcement

Respond to 95% of Code Enforcement calls where an imminent danger exists within 60 minutes.

Track the number of cases closed with voluntary compliance through courtesy notification. This measurement will show the effectiveness of education and outreach programs by demonstrating how many cases close successfully without enforcement actions.

Track correspondence from residents (phone calls, e-mail, online service request form, etc). Respond to all general inquiries within 24 hours of the normal business week (goal is 100% response rate).

Track case loads of inspectors to ensure 100% effective, productive, and efficient results in the community.

Reduce spring cleaning violation cases by 20% from previous year through educational materials and public outreach.

Integrated Waste

Residential Number of missed pick-ups serviced by Allied Waste (goal is less than 5 per 1,000 accounts) Missed collection pickups recovered within 24 hours (goal is 100%) Number of containers swapped or delivered on time (goal is 100%) Phone calls to Allied Waste (goal is that dropped calls must be less than 4%) Average speed of answered calls (goal is less than 25 seconds) Number of service complaints as a percentage of total number of customers

Commercial Maintain monthly tracking systems to ensure commercial hauler compliance of: (a) timely

and accurate reporting, (b) franchise fee payments, and (c) accurate tracking of tonnage Collect data on businesses and multi-family complexes to assist in the establishment of

goals and future performance measurements for commercial recycling programs Mail an educational brochure to all businesses and multi-family units

Transit Performance goals will be refined after the City Council revises e-van and e-tran levels of service and a new Transit Services contract is awarded in May 2009. Expected measures include:

Operating cost per passenger Total number of passengers Passengers per revenue hour on e-tran Passengers per billable hour on e-van Passengers per revenue mile

Passenger miles traveled

74

REPLACEMENT AND RESERVE FUNDS – 102 & 106

Equipment Replacement Fund - 102

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 622,788 622,788 700,000

Capital Outlay 622,788 622,788 700,000

Expense Total - - - 622,788 622,788 700,000

Current Year Excess (Deficiency) - - - - - -

Available Fund Balance - - - - - -

Facility Reserve Fund - 106

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total - 7,767,917 7,767,917 150,000

Operating Expenses - 250,000 250,000

Capital Outlay - - - - - 2,500,000

Expense Total - - - 250,000 250,000 2,500,000

Current Year Excess (Deficiency) - - - 7,517,917 7,517,917 (2,350,000)

Available Fund Balance - - - 7,517,917 5,167,917

75

SPECIAL REVENUE FUNDS – 200S

201 - Recycling Grant Funds provided by the recycling division of the State Department of Conservation. Funds were made available through the 1986 California Beverage Container Recycling and Litter Reduction Act for beverage container recycling and litter abatement programs. Grants are funded by the California Refund Value (CRV) beverage container fees.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 37,261 36,200 35,761 36,261 61 35,000

Operating Expenses 57,129 42,240 21,125 36,261 (5,979)

Expense Total 57,129 42,240 21,125 36,261 (5,979) 35,000

Current Year Excess (Deficiency) (19,868) (6,040) 14,636 - 6,040 -

Available Fund Balance 42,924 36,884 57,560 57,560 57,560

202 - Used Oil Recycling Grant Fund received from the California Integrated Waste Management Board to comply with waste diversion. Funds are used to educate the public on oil recycling.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 31,578 32,500 34,979 14,046 (18,454) 10,000


Expense Total 28,935 29,800 27,000 14,046 (15,754) 10,000

Current Year Excess (Deficiency) 2,643 2,700 7,979 - (2,700) -

Available Fund Balance (3,092) (392) 4,887 4,887 4,887

203 - Vehicle Abatement Funds received from this Sacramento Abandoned Vehicle Service Authority to assist with the

removal of abandoned vehicles from streets, parking lots, fields, and private parcels.

Vehicle Abatement

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 97,060 60,000 76,000 60,000 - 60,000

Operating Expenses - 60,000 60,000 60,000 - 60,000

Transfers 60,000 -

Expense Total 60,000 60,000 60,000 60,000 - 60,000

Current Year Excess (Deficiency) 36,990 - 16,000 - - -


76


204 - Household Hazardous Waste Funds received from California Integrated Waste Management Board to design and obtain

regulatory approvals for proposed facility.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total - - - 210,000 210,000

Capital Outlay - - - 210,000 210,000

Expense Total - - - 210,000 210,000 -


Available Fund Balance - - - - -

Capital Improvement Projects Funded by 204

FY 2010

Estimate

Household Hazardous Waste Collection Facility 210,000

Total 210,000

212 - COPS Universal Grant

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 117,500 - 42,500 - - -

Operating Expenses 117,500 - 42,500 - - -

Expense Total 117,500 - 42,500 - - -



213 - Police Off-Duty

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 107,701 - 95,000 106,000 106,000 115,000

Compensation 86,465 - 92,000 94,000 94,000 100,000

Transfers - - 3,000 12,000 12,000 15,000

Expense Total 86,465 - 95,000 106,000 106,000 115,000

Current Year Excess (Deficiency) 21,236 - - - - -


77


215 - Asset Seizure

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 101,774 200,000 312,330 - (200,000) -

Operating Expenses 82,528 60,381 10,200 - (60,381) -

Capital Outlay - 190,000 - -

Amount Available for Allocation - - - 375,000 375,000 -

Expense Total 82,528 60,381 10,200 375,000 314,619 -

Current Year Excess (Deficiency) 19,246 139,619 302,130 (375,000) (514,619) -

Available Fund Balance 74,130 213,749 376,260 1,260 1,260 216 - Office of Traffic Safety Grants Funds provided by the State of California Office of Traffic Safety (OTS) to be utilized for DUI enforcement.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 506,122 781,500 711,479 696,568 (84,932) -

Compensation 383,030 297,500 309,853 150,384 (147,116)

Operating Expenses 145,872 320,000 209,049 382,184 62,184

Capital Outlay - - 28,577 - -

Transfers 164,000 164,000 164,000 164,000 -

Expense Total 692,902 781,500 711,479 696,568 (84,932) -

Current Year Excess (Deficiency) (186,780) - - - - -

Available Fund Balance (201,592) (201,592) (201,592) (201,592) (201,592)

217 - Local Police Grants

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 372 70,000 70,100 72,108 2,108 -

Compensaton - 10,000 - 10,000 - -

Operating Expenses - 114,744 200 133,744 19,000 114,744

Expense Total - 124,744 200 143,744 19,000 -

Current Year Excess (Deficiency) 372 (54,744) 69,900 (71,636) (16,892) -

Available Fund Balance 2,900 (51,844) 72,800 1,164 -

218 - CA Law Enforcement Equipment

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 153,042 265,000 263,866 - (265,000) -

Operating Expenses 152,482 221,179 297,235 - (221,179) -

Capital Outlay - 176,504 - (176,504)

Expense Total 152,482 176,504 297,235 - (221,179) -

Current Year Excess (Deficiency) 560 88,496 (33,369) - (43,821) -

Available Fund Balance 42,570 131,066 9,201 9,201 -

78


220 - State COPS Grant

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 10,755 128,857 130,744 -

Compensation - - -

Operating Expenses 12,377 128,857 - 130,744

Expense Total 12,377 128,857 - 130,744 - -

Current Year Excess (Deficiency) (1,622) - 130,744 (130,744) - -

Available Fund Balance 79 79 130,823 79 79 79

221 - Gas Tax Fund Gas Tax Street Maintenance provides a variety of transportation infrastructure maintenance services including implementation of the City‘s Pavement Management Program, construction of capital projects, and coordination with other entities as needed. Gas Tax is the City‘s share of the

$0.18 per gallon California State gasoline tax and is restricted to street expenditures. The State Board of Equalization administers the tax and the State Controller distributes the proceeds to cities and counties using formulas based on population and lane-miles of maintained roadways. The legislation that governs the use of these funds is the State of California Streets and Highways Code Sections 2105, 2106, 2107 and 2107.5.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,671,665 2,400,000 2,377,444 2,317,000 (83,000) 2,201,150

Operating Expense Total 914,885 4,015,315 1,060,500 1,000,000 (3,015,315) 950,000

Transfers 3,118,175 526,365 526,365 525,000

Capital Outlay - - 2,500,000 700,000 700,000 651,150

Debt Service Total 90,635 90,635 75,000

Expense Total 4,033,060 4,015,315 3,560,500 2,317,000 (1,698,315) 2,201,150

Current Year Excess (Deficiency) (2,361,395) (1,615,315) (1,183,056) - 1,615,315 -

Available Fund Balance (2,015,684) (3,630,999) (3,198,740) (3,198,740) (3,198,740)


FY 2010

Estimate

Annual Pavement Resurfacing PT0035 500,000

Total 500,000

222 - Measure A Maintenance The Measure A Transportation Sales tax was approved by voters in 1980 and expires in 2009.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,823,866 2,538,100 2,512,100 457,376 - -

Operating Expenses 2,837,459 2,113,350 2,146,150 - - -

Transfers 116,500 125,140 125,140 - - -

Expense Total 2,953,959 2,238,490 2,271,290 - - -

Current Year Excess (Deficiency) (130,093) 299,610 240,810 457,376 - -

Available Fund Balance (698,186) (398,576) (457,376) - -

79


223 - Traffic Congestion Relief The State of California transfers to cities and counties funds to be used for street maintenance

projects. To qualify for the Traffic Congestion Relief funds, the City must spend an amount greater than the average expenditures from local sources over the last three years.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 25,563 1,312,280 1,300,000 1,446,285 134,005 1,000,000

Operating Expenses 723,940 - - - - -

Capital Outlay - 1,462,702 1,450,000 1,446,285 (16,417) 1,000,000

Expense Total 723,940 1,462,702 1,450,000 1,446,285 (16,417) 1,000,000

Current Year Excess (Deficiency) (698,378) (150,422) (150,000) - 150,422 -



FY 2010

Estimate

Annual Pavement Resurfacing PT0035 1,319,902

Total 1,319,902

231 - Affordable Housing This Citywide fee is imposed on residential development to ensure that adequate housing opportunities exist for very low- and low-income households and sufficient funds are available to facilitate construction of these very low- and low-income housing units.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,756,438 500,000 1,488,980 200,000 (300,000) 200,000

Operating Expenses 9,329,371 9,380,900 9,350,900 12,300,000 2,919,100 10,000,000

Transfers 30,000 - 30,000 - - -

Expense Total 9,359,371 9,380,900 9,380,900 12,300,000 2,919,100 10,000,000

Current Year Excess (Deficiency) (6,602,933) (8,880,900) (7,891,920) (12,100,000) (3,219,100) (9,800,000)

Available Fund Balance 19,630,337 10,749,437 11,738,417 (361,583) (10,161,583)

233 - Agricultural Preservation Mitigation Fee This fee is imposed upon the development in the East Franklin Specific Plan area. The fee revenue is used to purchase construction easements or other similar instruments on agricultural land and to provide for the ongoing monitoring and administration of these easements.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 98,117 50,000 50,000 30,000 (20,000) 30,000

Operating Expenses 621 1,010,000 1,000 10,000 (1,000,000) 10,000

Transfers 2,000 - - - - -

Capital Outlay - - - 2,000,000 2,000,000 -

Expense Total 2,621 1,010,000 1,000 2,010,000 1,000,000 10,000

Current Year Excess (Deficiency) 95,497 (960,000) 49,000 (1,980,000) (1,020,000) 20,000

Available Fund Balance 2,381,197 1,421,197 2,430,197 450,197 470,197

80


234 - Swainson Hawk Mitigation Fee This mitigation fee is used to purchase/monitor land and/or easements on property the City and the State Department of Fish and Game determine to be suitable Swainson‘s Hawk habitat as mitigation for the loss of habitat caused by development.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 939,242 270,000 194,000 35,000 (235,000) 35,000


Transfers 22,000 22,000 22,000 779,766 757,766 779,766

Capital Outlay - 275 - - -

Debt Service - 129,974 95,349 95,349 95,349

Expense Total 398,278 701,974 314,042 1,065,115 363,141 1,065,115

Current Year Excess (Deficiency) 540,964 (431,974) (120,042) (1,030,115) (598,141) (1,030,115)

Other Fund Offset - - (162,500) - - -


235 - Tree Mitigation This fund is to be used for preservation of oak trees.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 332,094 15,000 71,000 15,000 - 15,000


Transfers 3,500 - -

Expense Total 151,481 188,500 151,297 185,000 (3,500) 185,000

Current Year Excess (Deficiency) 180,614 (173,500) (80,297) (170,000) 3,500 (170,000)


236 - Very Low Income Housing Trust Fund Fee This Citywide fee is imposed upon nonresidential development to increase and improve the supply

of housing units affordable to households of very low income.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 810,673 70,000 74,000 49,863 (20,137) 50,000

Operating Expenses 1,820,000 3,601,800 - 3,600,000 (1,800)

Transfers 1,000 1,800 -

Expense Total 1,821,000 3,601,800 1,800 3,600,000

Current Year Excess (Deficiency) (1,010,327) (3,531,800) 72,200 (3,550,137) (20,137) 50,000

Available Fund Balance 2,451,508 (1,080,292) 2,523,708 (1,026,429) (976,429)

81


238 - Street Trench Cut This fee is used for the associated cost of cutting pavement and the future maintenance of

roadways.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 55,156 3,000 206,500 210,000 207,000 200,000


Expense Total 50,115 80,000 10,000 200,000 120,000 200,000

Current Year Excess (Deficiency) 5,041 (77,000) 196,500 10,000 87,000 -


241 - Community Development Block Grant Funds received from the U.S. Department of Housing and Urban Development (HUD) to develop viable urban communities by providing housing, a suitable living environment, and expanded economic opportunities, principally for low and moderate income persons.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 574,580 935,050 936,550 1,330,626 395,576 1,000,000

Operating Expenses 624,511 928,467 370,000 1,330,626 402,159 1,000,000

Capital Outlay 215,903 - -

Expense Total 624,511 928,467 585,903 1,330,626 402,159 1,000,000

Current Year Excess (Deficiency) (49,931) 6,583 350,647 - (6,583) -

Available Fund Balance (53,085) (46,502) 297,562 297,562 297,562

245 - Elk Grove Redevelopment Establish a Redevelopment Agency with loan from General Fund.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 200,000 200,000

Operating Expenses 200,000 200,000

Transfers -

Expense Total - - - 200,000 200,000 -



251 - CFD 2003-1 Police Services This fund is used to pay for a portion of the costs associated with providing police protection services in CFD 2003-1.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 570,453 505,000 532,000 647,000 142,000 647,000


Transfers 573,000 281,000 924,573 924,573 648,500

Expense Total 574,069 281,000 282,000 926,073 645,073 650,000

Current Year Excess (Deficiency) (3,616) 224,000 250,000 (279,073) (503,073) (3,000)


82


252 - CFD 2003-2 Police Services This fund is used to pay for a portion of the costs associated with providing police protection

services in CFD 2003-2.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 575,938 571,000 584,000 744,000 173,000 744,000

Operating Expenses 12,768 18,000 5,250 17,500 (500) 17,500

Transfers 224,000 573,000 573,000 995,621 422,621 761,500

Expense Total 236,768 591,000 578,250 1,013,121 422,121 779,000

Current Year Excess (Deficiency) 339,170 (20,000) 5,750 (269,121) (249,121) (35,000)


255 - CFD 2006-1 Maintenance Services This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include

public parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities, cultural arts center, water features and maintenance of other related facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 331,140 301,600 333,300 337,250 35,650 343,995


Transfers 20,000 20,000 20,000 60,069 40,069 60,069

Expense Total 281,670 287,500 290,500 333,069 45,569 333,069

Current Year Excess (Deficiency) 49,470 14,100 42,800 4,181 (9,919) 10,926

Available Fund Balance 32,983 47,083 75,783 79,964 90,890 256 - CFD 2005-1 Maintenance Services This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include public parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities, cultural arts center, water features and maintenance of other related facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,755,522 1,090,320 1,910,000 750,000 (340,320) 750,000

Operating Expenses 151,258 1,512,000 772,000 873,000 (639,000) 873,000

Transfers - - - 90,313 90,313 90,313

Expense Total 151,258 1,512,000 772,000 963,313 (548,687) 963,313

Current Year Excess (Deficiency) 1,604,264 (421,680) 1,138,000 (213,313) 208,367 (213,313)

Available Fund Balance 1,603,348 1,181,668 2,741,348 2,528,035 2,314,722

83


261 - Street Maintenance District No. 1, Zone 1 This multi-zonal assessment district funds a portion of street maintenance costs in developing

areas located within Zone 1 in the City.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 605,660 503,000 525,000 545,000 42,000 555,900


Transfers 30,000 30,000 30,000 41,560 11,560 41,560

Expense Total 78,510 312,600 99,100 350,060 37,460 150,060

Current Year Excess (Deficiency) 527,150 190,400 425,900 194,940 4,540 405,840


262 - Street Maintenance District No. 1, Zone 2 This multi-zonal assessment district funds a portion of street maintenance costs in developing areas located within Zone 2 in the City.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 12,606 11,800 3,850 4,250 (7,550) 4,335

Operating Expenses 1,539 3,250 2,050 2,650 (600) 2,650

Transfers - - - 1,126 1,126 1,126

Expense Total 1,539 3,250 2,050 3,776 526 3,776

Current Year Excess (Deficiency) 11,066 8,550 1,800 474 (8,076) 559




FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 125,115 118,000 134,500 136,000 18,000 138,720


Transfers 10,000 10,000 10,000 12,448 2,448 12,448

Expense Total 39,529 22,175 19,925 28,948 6,773 28,948

Current Year Excess (Deficiency) 85,587 95,825 114,575 107,052 11,227 109,772


264 - Street Maintenance District No. 1, Zone 4 This multi-zonal assessment district funds a portion of street maintenance costs in developing areas located within Zone 4 in the City.

FY 2008

Acual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total - 2,000 4,000 4,000 2,000 4,080

Operating Expenses 429 1,000 275 1,550 550 1,550

Expense Total 429 1,000 275 1,550 550 1,550

Current Year Excess (Deficiency) (429) 1,000 3,725 2,450 1,450 2,530

Available Fund Balance (7,691) (6,691) (3,966) (1,516) 1,014

84




FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 14,000 20,100 5,300 5,300 (14,800) 5,406

Operating Expenses 6,949 11,000 225 1,550 (9,450) 1,550

Expense Total 6,949 11,000 225 1,550 (9,450) 1,550

Current Year Excess (Deficiency) 7,051 9,100 5,075 3,750 (5,350) 3,856


267 - Street Lighting Maintenance District 1, Zone 1 The City Council on April 27, 2005 approved initiating the process of detaching the portion of County Service Area 1 which is within the City of Elk Grove. This assessment district funds a portion of street lighting costs.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 948,775 800,000 801,000 841,000 41,000 857,820


Transfers - - - 76,240 76,240 76,240

Expense Total 906,884 793,000 815,000 841,000 48,000 867,767

Current Year Excess (Deficiency) 41,891 7,000 (14,000) - (7,000) (9,947)


268 - Street Lighting Maintenance District 1, Zone 2 This assessment district funds street lighting costs in Laguna Ridge, Lent Ranch, and the future development areas in between.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 72,871 74,000 82,000 86,250 12,250 87,975


Transfers - - - 21,927 21,927 21,927

Expense Total 37,076 50,050 47,750 86,250 36,200 88,501

Current Year Excess (Deficiency) 35,795 23,950 34,250 - (23,950) (526)

Available Fund Balance (30,886) (6,936) 3,364 3,364 2,838

285 - Neighborhood Stabilization

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,388,914 2,388,914

Operating Expenses 10,000 2,388,914 2,388,914

Transfers - -

Expense Total - - 10,000 2,388,914 2,388,914

Current Year Excess (Deficiency) - - (10,000) - - -

Available Fund Balance - - (10,000) (10,000) (10,000)

85


291 - EECBG Energy Block Grant Funds received from the US Department of Energy as part of the American Recovery and

Reinvestment Act of 2009 to help stimulate the economy through the funding of projects and programs promoting energy efficiency and conservation in the City of Elk Grove.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,160,800 1,160,800

Operating Expenses - - - 1,160,800 1,160,800

Transfers - - - - -

Expense Total - - - 1,160,800 1,160,800


Available Fund Balance - - - - - 294 - Measure A Maintenance A portion of the proceeds from Sacramento County voter-approved Measure A are dedicated to local street maintenance. The half-cent sales tax, originally approved in 1988, was renewed for an additional 30 years in 2004. The new program begins in FY 2009-10, represented in the new fund 294.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,964,000 2,964,000

Operating Expenses 2,824,656 2,824,656

Transfers 139,344 139,344

Expense Total - - - 2,964,000 2,964,000



86


87

DEVELOPMENT SERVICES GROUP


DEVELOPMENT SERVICES FUND SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue

Charges for Services 3,086,475$ 6,030,000$ 3,979,750$ 4,190,000$ (1,840,000)$ 4,190,000$

License Fees and Permits 3,014,122 2,482,000 1,555,510 1,031,000 (1,451,000)$ 1,031,000

Other Revenue - 55,000 348,046 15,000 (40,000)$ 15,000

Other Financing Sources 3,733,604 886,990 886,990 5,010,719 4,123,729$ 5,010,719

Revenue Total 9,834,201$ 9,453,990$ 6,770,296$ 10,246,719$ 792,729$ 10,246,719$

Expenses

Development Services Admin 561,006$ 754,293$ 539,543$ 702,057$ (52,236)$ 702,057$

Planning & Environmental 3,592,855 3,775,700 2,920,673 3,448,941 (326,759)$ 3,448,941

Building Safety & Inspection Svcs 2,132,079 1,478,900 850,965 1,320,356 (158,544)$ 1,320,356

Public Works 325,327 575,000 571,235 2,000,414 1,425,414$ 2,000,414

Public Works Engineering 4,089,628 4,725,000 3,342,871 3,787,923 (937,077)$ 3,787,923

GIS 250,306 682,500 672,500 - (682,500)$ -

Expenses Total 10,951,201$ 11,991,393$ 8,897,787$ 11,259,691$ (731,702)$ 11,259,691$

Change in Fund Balance (1,117,000) (2,537,403) (2,127,491) (1,012,972) 1,524,431 (1,012,972)

Beginning Fund Balance - (1,117,000) (1,117,000) (3,244,491) (4,257,463) (4,257,463)

Ending Fund Balance (1,117,000) (3,654,403) (3,244,491) (4,257,463) (5,270,435)

88

DEVELOPMENT SERVICES 295

MISSION

Development Services is responsible for all development-related activity in the City of Elk Grove, including Building, Planning, Public Works, and Water Resources.

Assist. City Manager

Development Services

Building

Planning

Public Works

POSITION LISTING

Authorized


3110 Assistant City Manager 1 1 1 0



3110 Sr Management Analyst 0 1 1 0

3110 Senior Admin Assistant 1 1 0 -1

3120 Planning Director 0 1 1 0

3130 Building Official 0 1 1 0


4100 Public Works Director 0 1 1 0

295 Development Services Total 4 8 7 -1

Funded

Development Services Administration – 295:3110 $702,057

4.0 FTE The Development Services Administration division provides oversight and support to all Development Services operations.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue 162,421 - - 691,485 - 700,000

Compensation 503,901 531,738 455,029 506,748 (24,990) 510,000


Internal Services - - - 113,889 113,889 115,000



Expense Total 644,128 754,293 543,043 702,057 (52,236) 705,000

Net Cost 481,707 754,293 543,043 10,572 (52,236) 5,000

89


Budget Issues:

One Senior Administrative Assistant is proposed for elimination.

Planning – 295:3120 $3,448,941

1.0 FTE Current Planning

The Current Planning Division is responsible for current planning projects which encompasses reviewing all proposed development projects including new residential, commercial, and office development. This division provides customer assistance at the public counter and coordinates with other City Departments and local, regional, state, and federal agencies. It also provides staff support to the Planning Commission, advisory committees, and the City Council regarding all land use matters.

Advanced Planning The Advanced Planning Division provides advanced planning in the implementation of the General Plan, Zoning Code, and other specific plans as well as conducts special planning studies, including design guidelines and new ordinances. This function is funded by the General Fund. Environmental Services

The Environmental Services division is responsible for completing and/or managing the environmental review of all current planning projects, reviewing improvement plans for mitigation compliance, and monitoring of developments during construction activities. This division also provides support to Public Works through environmental review of Capital Improvement Projects and regulatory permitting.

Housing The Housing Division facilitates the Affordable Housing program. This responsibility includes ensuring not only that adequate housing opportunities exist for very low- and low- income households but also that sufficient funds are available to facilitate construction of these very-low and low-income housing units. This division administers the Community Development Block Grant programs which provide opportunities for develop of housing, suitable living environments, and expanded economic opportunities, principally for low and moderate income persons.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,556,700 2,145,000 1,688,600 2,500,000 355,000

Compensation - - 80,212 196,019 196,019 120,000



Transfers 614,315 614,315 615,000

Expense Total 3,492,854 3,775,700 2,920,673 3,448,941 (326,759) 3,372,000

Net Cost 936,154 1,630,700 1,232,073 948,941 (681,759) 3,372,000

90


Budget Issues:

The FY09-10 budget implements the citywide cost allocation program which includes a new $830,922 charge for the Department.

The FY09-10 budget includes the City‘s first ever City-employed Planning Director position. Assumptions supporting a balanced budget include renegotiation of existing contracts to

achieve a 10% reduction in billing rates, reduction in general overhead costs, and a modest increase in the overhead billing rate for projects.

The Budget funds $750,000 for advance planning projects which include the Sphere of Influence application, Habitat Conservation Plan, climate change activities, historic

preservation ordinance, a comprehensive market study, zoning code amendments, Old Town triennial Specific Plan Area update, State required General Plan reports and support for the Historic Preservation and Trails committees.

Building Safety and Inspection – 295:3130 $1,320,356

1.0 FTE

The Building Safety and Inspection Services group provides building permit application processing, plan review, construction inspection and records maintenance. Public outreach is provided to promote awareness and education of the value in obtaining required building permits, to ensure safe, healthy and code compliant buildings.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,625,934 2,202,000 1,203,020 1,031,000 (1,171,000) 1,100,000

Compensation - - 73,722 161,247 161,247 165,000

Operating Expenses 1,976,172 1,478,900 777,242 767,826 (711,074) 750,000

Capital Outlay 5,908 - 1 - - -


Transfers 93,089 93,089 95,000

Expense Total 1,982,080 1,478,900 850,965 1,320,356 (158,544) 1,310,000

Net Cost (643,854) (723,100) (352,055) 289,356 210,000 Budget Issues:

The FY09-10 budget implements the citywide cost allocation program which includes a new $391,283 charge for Building.

The FY09-10 budget includes the City‘s first ever City-employed Chief Building Official position.

Assumptions supporting a balanced budget include renegotiation of existing contracts and implementation of a modest fee increase.

91


Public Works – 295:4100, 4110 $5,788,337

1.0 FTE

Project Delivery and Programming Division The Project Delivery and Programming Division delivers the city's transportation projects from inception to ribbon cutting. This Division manages the Department‘s five year Capital Improvement Program (CIP) and pursues funding sources to leverage the city's local dollars. It works closely with other regional transportation partners (SACOG, STA, Caltrans, FHWA, etc) to coordinate transportation improvement plans. Project delivery activities include oversight and

management of the environmental, design, right of way acquisitions, and construction phases of an array of capital and major maintenance projects including traffic signals, pavement maintenance, roadway widening, and interchange improvements. Development Engineering Division The Development Engineering Division supports private land development activity, including plan

check, map check, construction inspection, storm water inspection, drainage review, and traffic engineering review. The Division provides customer support at the front counter; fee schedules maintenance; customer invoicing; contract administration; construction standard maintenance, ensures subdivision and street ordinances reflect changes in state law and general plan policies, maintains the City‘s project management software, and issues special use permits, transportation permits, and encroachment permits.

Traffic/Transportation Engineering Division The Traffic Engineering and Transportation Programming Divisions supports traffic planning associated private and public projects. Services are funded through the Capital Improvements Program, Private Development, and Maintenance Programs, and Gas Tax fund. Services include management and oversight of traffic operations within the City include traffic investigations, traffic signal operations, traffic volume counts, observation during peak hours, traffic control, establishing speed limits or modifying as necessary, transportation program management, securing on-call traffic consultants to perform traffic analysis, participation in outside agencies, grant writing efforts for various projects, monitoring transportation. Water Resources Division The Water Resources Division manages the City‘s Drainage System. Responsibilities include delivering drainage and flood control services, securing regional permits, maintaining data and monitoring requirements for the National Pollutant Discharge Elimination System (NPDES), partnering with the Sacramento Storm Water Quality Partnership, providing engineering support to Capital Improvement Projects, managing and providing response strategies to storm related issues, updating storm utility fees, and managing and resolving flooding issues.

Operations and Maintenance Division Operations and Maintenance (O&M) operates and maintains the City‘s roadway and drainage infrastructure. Included is maintenance service contract oversight; annual work plan development; scheduling routine maintenance; implementation of maintenance programs; utility expense administration for landscaping, street lighting, and traffic signals; managing and maintaining the City‘s service request and electronic maintenance management system; updating City infrastructure inventory; providing emergency management and support during storm events and other emergencies; and responding to citizen service requests.

92


PUBLIC WORKS ADMINISTRATION: 4100

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 101,082 35,000 9,000 2,214,234 2,179,234 -

Compensation - - 86,062 205,752 205,752 210,000





Expense Total 632,403 575,000 571,935 2,000,414 1,425,414 2,000,000

Net Cost 531,321 540,000 562,935 (213,820) (753,820) 2,000,000

DEVELOPMENT ENGINEERING: 4110

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 3,858,367 6,000 2,645,650 2,810,000 2,804,000 -



Transfers - - - 777,923 777,923 442,000

Expense Total 3,990,828 4,725,000 3,056,871 3,787,923 (937,077) 3,442,000

Net Cost 132,461 4,719,000 411,221 977,923 (3,741,077) 3,442,000 Budget Issues:

The FY09-10 budget implements the citywide cost allocation program which includes a new $2,253,685 charge for the department.

The FY09-10 budget includes the City‘s first ever City-employed Public Works Director position.

Assumptions supporting a balanced department budget include renegotiation of existing contracts to achieve a 10% reduction in billing rates, reduction in general overhead costs including administrative staffing, and a modest increase in the overhead billing rate for

projects.

FY 2008-09 ACCOMPLISHMENTS Building

Developed new policies addressing clearance procedures and permit extensions as part of a

comprehensive effort to enhance and expedite building and Development Services

applications.

Revised Title 16 of Elk Grove Municipal Code through adoption of the 2008 California

Building Codes.

93


Public Outreach - Utilized CALBO ―Build It Right‖ wall-in-a-can educational program display

in Development Services lobby during National Building Safety Week; Attended Old Town

Foundation meetings.

Participated in the Interagency Forums to facilitate development of a ―one stop shop‖

program for obtaining Building Permits.

Purchased Micrographics equipment to enable viewing of 40,000 + aperture cards

containing historical building plans and files.

Planning

Exceptional Public Assistance Response times and resolutions of public requests are occurring in advance of established

performance measures Plan Checks and Business License reviews are occurring within the required timeframes

Swainson‘s Hawk Program—Vineyard Project

The Project Feasibility Study has been completed Transfer of easement for the site to the Nature Conservancy (TNC) is in process and awaits

TNC review. Management transition of the site will occur following recordation of the conservation

easement. Completed two formal and several informal outreach meetings to explore alternative

mitigation strategies.

Facilitate City Council Directed Special Projects The Planning Department conducted four listening sessions to support the City‘s Sphere of

Influence (SOI) application.

Numerous Civic Center activities were conducted throughout the fiscal year including public workshops to determine desire community amenities as well as research and consideration

for public private partnerships. Community Development Block Grants (CDBG)

The Housing Rehabilitation Program has received two applications as of January 2009. CDBG funded Public Facilities projects are working towards completion within the fiscal year. CDBG funded Public Services projects were contracted appropriately and implemented

smoothly throughout the fiscal year.

Green Development Policies Staff has participated in a regional greenhouse gas emissions inventory. A draft report is

currently under administrative review. Staff participated in local government protocol workshops regarding AB32 Staff is participated in several regional workshops on climate change issues

Public Works

Project Delivery and Programming Division

Completed 16 capital projects planned for FY 2008-09 with a total value of $101 million. Completed construction of the Grantline/99 Interchange and substantially completed

construction of the Sheldon/99 Interchange.

94


Completed 3 major planning studies planned for FY 2008-09, including the Fixed Route Transit Study, Old Town Phase 2 Infrastructure Study, and the Quiet Zone 3 Feasibility Study.

Secured additional funds for capital projects, including $2 million in State partnership dollars

from an available $10 million statewide. Partnered with the Finance Department to implement the ―New‖ Measure A Development

Impact Fee. Led industry collaborative effort to update the Roadway and Capital Facility Fee impact fee

programs.

Development Engineering Division

Participated in streamlining efforts between Public Works, Planning and Building. Held Bi-Monthly Customer Service Outreach Forums with the other departments to

coordinate with the development community, including the BIA, for input on streamlining processes, standards and specifications, and other procedures.

Created COGNOS reports for tracking development activity, turnaround times, and contracts.

Updated language in the standard Subdivision Improvement Agreement and Public/Frontage Improvement Agreement to close the loopholes within the old agreement language.

Provided substantive input on the recodification of the infrastructure and traffic related chapters of the Municipal Code.

Traffic/Transportation Engineering Division

Replaced 11 legacy traffic signal controllers and cabinets on Laguna Boulevard / Bond Road

from Bruceville Road to Elk Grove-Florin Road. Implemented weekday signal coordination plans for Laguna Boulevard - Bond Road from I-5

to Elk Grove-Florin Road. Designed and implemented weekend signal coordination plans for Laguna Boulevard - Bond

Road from I-5 to Elk Grove-Florin Road. Water Resources Division

Replaced existing culvert in Mecca area with three 18‖ culverts to reduce flooding to adjacent properties.

Re-evaluated upstream basin to determine if regulating flows would decrease the existing water surface elevation within the creek. Though the decrease was determined to be

negligible, Elk Grove Creek will continue to be evaluated during the SDMP process for solutions to flood-prone areas within the creek.

Successfully negotiated with the Regional Water Quality Control Board for a new National Pollution Discharge Elimination System (NPDES)/MS4 permit.

Completed the City‘s drainage facility map update. Identified and mapped beaver dam sites for notching or removal under ACOE permit.

Identified and mapped jurisdictional roadside ditches and flagged for appropriate permitting and maintenance.

Added and relocated sand bag sites and adjusted emergency stockpile and resources as part of emergency planning activities. Updated the City web site with new sandbag site information

Completed preventative maintenance at pump stations and pumping equipment.

Operations and Maintenance Division

95


Created an annual maintenance plan for City infrastructure. Coordinated with Risk Management to complete a sidewalk policy and funding mechanism

for on-going sidewalk repair and replacement. Completed the process to competitively bid maintenance contracts for City infrastructure.



Complete draft, seek input from external

stakeholders and implement, by ordinance, a voluntary City of Elk Grove Green Building

Program. Design and implement ―online fee calculator‖

to enable public to calculate Building Permit and City collected impact fees on City website.

Implement electronic plan check and submittal software.

Complete a comprehensive update of building permit fees.

Improve the development review process by focusing on streamlining the current review process and establishing a management team to ensure an efficient process for major projects.

Draft and finalize a Development Processing Manual for processing entitlement applications, improvement plans, revisions, final maps and record drawings.

Assign a project manager to coordinate with assigned project managers from other departments on larger development projects.


Repair and Reconstruction Repair Ordinance—Adopt an ordinance that relates to reconstruction and repairs of buildings, damaged by man-made or natural disasters.

Adopt an ordinance recognizing placards used to denote the condition of buildings and structures following a disaster.

Complete amendments to the Zoning Code to ensure clarity of the City‘s regulations.

Facilitate continued processing of the City‘s Sphere of Influence request including identification of common interests and solutions with the County, continued public

outreach, and support to LAFCo regarding environmental review and processing of the project.

Implement the City‘s Community Development Block Grant Program and Neighborhood Stabilization Program.

Implement the Development Services Assessment Report recommendations, including identification of core level staffing

96


needs. Contract Award of the following CIP Projects:

Route 99/Grant Line Road and Sheldon Road Landscaping

Elk Grove-Florin/Silverberry Signal Elk Grove-Florin/East Stockton Boulevard

Signal 2010 Annual Pavement Program Grant Line Road Widening to 4 lanes Harbour Point Drive Landscaped Median

Intelligent Transportation System (ITS Phase 1C)

Pedestrian Improvements in East Franklin Harbour Point Drive Landscaped Median

Construction Completion for the following CIP Projects: 2009 Annual Pavement Program (AC

Overlay, Microsurfacing, Slurry Seal) Waterman/Grant Line Road Intersection I-5/Elk Grove Boulevard On-Ramp

Improvements Harbour Point Drive Landscaped Median Safe Routes to School Laguna Creek Bridge Intelligent Transportation System (ITS

Phase 1C) Bond Road Median Improvement Sidewalks Improvements in Community

Development Block Areas Pedestrian Improvements in East Franklin Route 99/Sheldon Road Interchange Bond Road Median Improvement West Stockton Boulevard at Laguna Creek

Bridge Roadway Rehabilitation funded by

Economic Stimulus Completion of the following project study

reports: Kammerer Road Project Study Report

Route 99/Elk Grove Blvd Project Study Report

Update Municipal Code and/or Improvement Standards & Specifications, as necessary, including addition of a private driveway policy and bioswale standards.

Participate with Planning on a screening process of development application submittals for accuracy and completeness.

Pursue the completion of the ITS Master Plan. Identify Construction Projects for the Capital

Improvements Program: Restore Grant Line Channel from past

erosion and storm damage; Improve the existing system at Laguna

97


West Pumping Plants; Improve drainage flow in Shed C channel

to prevent backwater into Mall detention basin;

Fix drainage downstream of the Coventry project along Elk Grove-Florin Road;

Improve drainage on Sleepy Hollow Lane; Improve drainage on Anthony Court; Improve drainage on Campbell Road; Upgrade various culverts throughout City;

Rehabilitate storm drain pipes in Old Town Storm Drainage Master Plan (SDMP)

Complete Public Workshop Process; Complete Environmental Impact Report

(EIR); Obtain City Council adoption of SDMP

Permits

Obtain 5-Year Regional General Maintenance Permit from the Army Corps of Engineers;

Enter into a Safe Harbor Agreement with DFG for the Shed B and Whitelock Parkway Channels;

Enter into a new 1602 Streambed Alteration Agreement with Department of Fish & Game (DFG);

FEMA Mapping Modernization Certify all levees within the City; Prepare Operations & Maintenance Manuals

for levees; Floodplain Management

Work with Planning to repeal and replace the City‘s Floodplain Management Ordinance;

Acquire drainage access easements at necessary locations for maintenance of City‘s floodways and channels

NPDES Permit/SSWQP Develop and submit Hydromodification

Management Plan (HMP) for Regional Water Quality Control Board (RWQCB) approval;

Develop and submit Stormwater Quality

Improvement Plan (SQIP) for RWQCB approval

Develop program to educate public on the increasing population of beavers and beaver dams within City creeks and their potential to increase flooding

Continue to map existing City drainage easements

Implement a yearly Pavement Markings

98


Maintenance program to include striping, legends, and RPM‘s.

Replace Traffic Signal Pedestrian push button at non-compliant locations.


Continued development of a fully functional asset maintenance management system (MMS) utilizing HTE Work Order module. This MMS will enable the tracking of historical maintenance information vital to the development of annual and five year

maintenance programs such as traffic signal re-lamping, traffic sign replacement, along with the development of the Pavement Markings Replacement Program.


Work with STARNET Regional Partnership on the region wide communication and information system project.

PERFORMANCE MEASURES Planning Planning will develop performance standards with respect to processing timelines and cost management.

Building Maintain Plan Review and Inspection services at stated goals:

o Commercial = 2 weeks first submittal & 10 days subsequent submittals; o Residential = 10 days first submittal, 5 days subsequent submittals; o Inspections performed same day or within 24 hours.

Repair and Reconstruction Ordinance; within 3 months (September 30, 2010). Safety Assessment Placards Ordinance; within 6 months (September 30, 2010). Green Building Ordinance; within 3 months (September 30, 2010). Public Outreach; ongoing. On-Line Building permit fee calculator; within 6 months (December 31, 2010). Electronic Plan Review; within one year; (June 30, 2010). Updated Building Services fee study; within one year (June 30, 2010).

Public Works

Capital Improvement Projects/Transportation Program Management Division

Fifteen capital projects were constructed in FY 08-09 and three planning studies were completed. Twenty-two projects are under design and development. Completion of the following capital projects:

Route 99/Grant Line Interchange Interim Compressed Natural Gas Station at the Corporation Yard Elk Grove Boulevard Widening at Valley Hi Elk Grove Median Landscaping at Foulks Ranch

Elk Grove Blvd Landscaping at Laguna Lake Way

99


Pavement rehabilitation of city streets (asphalt concrete overlay, slurry seal, microsurfacing)

Elk Grove Boulevard Rehabilitation Stockton Boulevard Rehabilitation

Development Engineering Division Accepted major road improvements for the Promenade Mall; Participated with other departments and agencies in the expeditious processing and approval of

the Sutter Health entitlements; Participated with other departments and agencies in the coordination of development projects

through the Development Review Committee process; Updated language in the standard Public/Frontage Improvement Agreement to close the

loopholes within the old agreement language; Began to track performance measures regarding internal and external processing times,

number of submittals, etc. Traffic/Transportation Engineering Division Replacement of 11 legacy traffic signal controllers and cabinets on Laguna Boulevard / Bond

Road from Bruceville Road to Elk Grove-Florin Road. Implemented weekday signal coordination plans for Laguna Boulevard /Bond Road from I-5 to

Elk Grove-Florin Road. Design and implement weekend signal coordination plans for Laguna Boulevard / Bond Road

from I-5 to Elk Grove-Florin Road.

Water Resources Division The Water Resources division took the lead in entering into a PAL Agreement with FEMA as part of FEMA‘s Mapping Modernization Program. The agreement gives the City two years from the date of execution to certify the levees within the City. This division will continue to work towards certification of the levees in FY 09-10. The division completed the 1-year storm water quality monitoring program for the watershed downstream of the Mall project. The results of this monitoring could potentially serve as a baseline for future downstream development. The division completed the update to South Elk Grove Storm Water Drainage Utility Fee which reduces the fee for commercial and industrial users within this area.

The division continued to successfully work with the various stakeholders on the processing of the City‘s SDMP. The division is seeking adoption of the SDMP by the end of FY 09-10. Operations and Maintenance Division Construction and completion of Grant Line Channel Restoration project. Installation and completion of improvements to the Laguna West Pumping Plant.

Continuation of public outreach for the Storm Drainage Master Plan. Acceptance of improvements for major roads associated with the mall project. Process and inspect the first phase of the Sutter Medical project. Significant progress in GIS mapping of City infrastructure for data conversion to HTE system for

management within work order module.

o Street Lights - 100% complete.

o Street Sweeping – 100% complete. o Pavement Markings – 100% complete.

100


o Drainage System – 100% complete. o Landscape Areas – 95% complete. o Landscape meters/controllers – 20% complete. o Drainage Ditches Driveway Culverts – 10% complete.

o Lane Line Striping – TBD o Traffic Signals – TBD

Responded to and completed approximately 1,585 requests for service (through February):

Maintenance Category # Requests Avg # Days to Comp

Drainage 149 1.5

Graffiti 164 1

Hazardous Materials 38 0

Landscape 141 1

Pavement 112 3

Sidewalks/Curb & Gutter 99 2.5

Signs/Markings 318 1.5

Street Lights 454 2

Street Sweeping 22 0

Traffic 20 5

Traffic Signals 68 0

101

CAPITAL PROJECTS FUNDS – 300S

301 - Federal Capital Grants This fund receives money from the federal government for capital projects. Specific uses of Capital

Funds are outlined in the 2008-13 Capital Improvement Program.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 306,392 30,910,751 20,000,000 130,000 (30,780,751)

Operating Expenses 2,001,010 32,901,259 15,210,869 - (32,901,259)

Capital Outlay - - 3,000,000 130,000 130,000

Expense Total 2,001,010 32,901,259 18,210,869 130,000 (32,771,259) -

Current Year Excess (Deficiency) (1,694,618) (1,990,508) 1,789,131 130,000 1,990,508 -

Available Fund Balance (1,919,131) (3,909,639) (130,000) - -


FY 2010

Estimate

Elk Grove Creek Trail Crossing at State Route 99 PT0062 130,000

Total 130,000

302 - State Capital Grants This fund receives money from the State of California to fund capital projects.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 3,249,202 2,111,957 305,000 1,988,000 (123,957)

Operating Expenses 3,232,739 1,265,920 183,784 - (1,265,920)

Capital Outlay - - 3,359,780 1,988,000 1,988,000

Expense Total 3,232,739 1,265,920 3,543,564 1,988,000 722,080 -

Current Year Excess (Deficiency) 16,464 846,037 121,216 - (846,037) -

Available Fund Balance (121,216) 724,821 - - -


FY 2010

Estimate

Frankliln Blvd/Elk Grove Blvd Intersection Widening and Bus Turnounts 988,000

Waterman Road/Grant Line Road Intersection Improvement Program 1,000,000

Total 1,988,000

102


304 - Measure A – Construction The Measure A Transportation Expenditure Agreement, approved by the voters in 1988, pays for various transportation infrastructure projects. This sales tax expired in March 2009.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,858,489 7,157,246 2,400,000 1,358,571 (5,798,675) -

Capital Outlay 2,746,904 5,975,231 3,245,000 - (5,975,231) -

Expense Total 2,746,904 5,975,231 3,245,000 - (5,975,231) -

Current Year Excess (Deficiency) 111,585 1,182,015 (845,000) 1,358,571 176,556 -

Available Fund Balance (513,571) 668,444 (1,358,571) - -

305 - Local Transportation Fund -Bikes & Pedestrian TDA funding is used for public transportation planning, public transportation services, and community transit purposes. LTF allocations: transit bicycle/pedestrian uses.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,003 95,000 - - (95,000) -

Operating Expenses 294,189 175,000 115,000 - (175,000)

Capital Outlay - - - -

Expense Total 294,189 175,000 115,000 - (175,000) -

Current Year Excess (Deficiency) (293,186) (80,000) (115,000) - 80,000 -


311 - Capital Facilities Fee (CFF) – Civic Center Funds new development‘s share of the construction/acquisition of civic center facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 466,629 100,000 175,000 75,000 (25,000)

Operating Expenses 582,075 1,100,646 - - (1,100,646)

Transfers - - 196,046 515,662 515,662

Capital Outlay - - - 8,000 8,000

Expense Total 582,075 1,100,646 196,046 523,662 (576,984) -

Current Year Excess (Deficiency) (115,446) (1,000,646) (21,046) (448,662) 551,984 -


103


312 - CFF – Police Funds new development‘s share of the construction/acquisition of police facilities and related equipment.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 813,629 150,000 315,000 110,000 (40,000) 100,000

Operating Expenses 278,554 3,079,513 950,145 - (3,079,513)

Transfers - - 249,513 321,451 321,451

Capital Outlay - - - 42,000 42,000 -

Expense Total 278,554 3,079,513 1,199,658 363,451 (2,716,062) -

Current Year Excess (Deficiency) 535,074 (2,929,513) (884,658) (253,451) 2,676,062 100,000


313 - CFF – Corporation Yard Funds new development‘s share of the construction/acquisition of the corporation yard facilities and related equipment.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 511,406 3,800 193,300 5,500 1,700 5,000

Operating Expenses 1,434 184,988 - - (184,988) -

Capital Outlay - - 25,000 107,000 107,000 -

Expense Total 1,434 184,988 25,000 107,000 (77,988) -

Current Year Excess (Deficiency) 509,972 (181,188) 168,300 (101,500) 79,688 5,000



FY 2010

Estimate

Corporation Yard Miscellaneous Improvements 107,000

Total 107,000

314 - CFF – ITS The Fund balance will be transferred to Fund 328 to create a more comprehensive Roadway Fee Fund, per the adopted Nexus Study.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 669,024 35,000 155,000 (35,000)

Operating Expenses 192,999 1,021,400 - - (1,021,400)

Transfers - - 1,381,302 2,974,956 2,974,956

Expense Total 192,999 1,021,400 - 2,974,956 (1,021,400) -

Current Year Excess (Deficiency) 476,025 (986,400) 155,000 (2,974,956) 986,400 -


104


315 - CFF – LIBRARY Funds new development‘s share of the construction/acquisition for library facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,625,947 20,000 131,000 35,000 15,000

Operating Expenses 1,447,818 300,000 - - (300,000)

Capital Outlay - - 98,927 345,000 345,000

Expense Total 1,447,818 300,000 98,927 345,000 45,000 -

Current Year Excess (Deficiency) 178,130 (280,000) 32,073 (310,000) (30,000) -


316 - CFF - Railroad Overcrossing

The activity and balances are being transferred to Fund 328 per Nexus Study.

FY 2008

Actual

FY 2009

Budget

FY 2009

Esitmate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 938,499 30,000 251,000 (30,000)

Transfers - 5,224,651 - 6,738,136 1,513,485

Expense Total - 5,224,651 - 6,738,136 1,513,485 -

Current Year Excess (Deficiency) 938,499 (5,194,651) 251,000 (6,738,136) (1,543,485) -

Available Fund Balance 6,487,136 1,292,485 6,738,136 - -

317 - CFF – Transit Facilities Funds new development‘s share of the construction/acquisition for transit-related equipment and facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Reventue Total - 4,900 74,500 2,663,162 2,658,262

Operating Expenses - 218,229 200,000 (218,229)

Transfers - - - 501,988 501,988

Debt Services Total - - 18,229 1,580 1,580

Expense Total - 218,229 218,229 503,568 285,339 -

Current Year Excess (Deficiency) - (213,329) (143,729) 2,159,594 2,372,923 -

Available Fund Balance (1,321,220) (1,534,549) (1,464,949) 694,645 694,645 318 - CFF – Rapid Transit The fund balance from 318 will be moved to 317 to create a comprehensive Transit Facilities fee fund.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 310,138 38,250 101,229 - (38,250)

Transfers 2,661,662

Expense Total - - - 2,661,662 2,661,662 -

Current Year Excess (Deficiency) 310,138 38,250 101,229 (2,661,662) (2,699,912) -

Available Fund Balance 2,560,433 38,250 2,661,662 - -

105


319 - CFF – Administration This fee levied to cover the City‘s cost of administering the Citywide Capital Facilities Fee Program.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 87,517 15,000 27,000 7,500 (7,500) 7,500


Transfers - 155,000 155,000 61,093 (93,907) 135,000

Expense Total 155,125 360,000 168,651 71,093 (288,907) 148,500

Current Year Excess (Deficiency) (67,608) (345,000) (141,651) (63,593) 281,407 (141,000)

Available Fund Balance 327,073 (17,927) 185,422 121,829 (19,171)

324 - East Franklin Fee – Landscape Corridor The landscape corridor fee is used to fund the design and construction of landscape corridor areas in the East Franklin Specific Plan.

November 21, 2036

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 612,376 425,500 552,000 100,000 (325,500) 50,000

Operating Expenses 1,342,122 6,025,000 547,925 11,000,000 4,975,000 500,000

Expense Total 1,342,122 6,025,000 547,925 11,000,000 4,975,000 500,000

Current Year Excess (Deficiency) (729,746) (5,599,500) 4,075 (10,900,000) (5,300,500) (450,000)


325 - East Franklin Fee – Supplemental Drainage The supplemental drainage fee acquires land for the drainage channels in the East Franklin Specific Plan.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 33,674 8,000 7,600 7,500 (500) -

Operating Expenses - 250,000 - 250,000 - 73,981

Expense Total - 250,000 - 250,000 - 73,981

Current Year Excess (Deficiency) 33,674 (242,000) 7,600 (242,500) (500) (73,981)

Available Fund Balance 308,881 66,881 316,481 73,981 - 326 - East Franklin Fee – Administration This fee is covers the City‘s cost of administering the East Franklin Fee Program.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 34,361 40,000 36,000 15,000 (25,000) 10,000

Operating Expenses 6,309 160,000 - - (160,000)

Transfers 140,000 140,000 193,028 193,028 77,423

Expense Total 146,309 160,000 140,000 193,028 33,028 77,423

Current Year Excess (Deficiency) (111,948) (120,000) (104,000) (178,028) (58,028) (67,423)

Available Fund Balance 407,479 287,479 303,479 125,451 67,423 -

106


328 - Elk Grove Roadway Fee The Elk Grove Roadway Fee is a Citywide, multi-zonal fee program that generally funds the center lanes and medians of major roadways, and funds major intersections, freeway interchanges, and

bridges.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 17,316,655 2,582,039 4,660,075 11,112,916 8,530,877 2,500,000

Operating Expenses 44,414,960 52,387,787 200,000 10,065,000 (42,322,787) 500,000

Capital Outlay - - 39,100,000 4,328,600 4,328,600 5,250,000

Transfers 396,000 396,000 770,000 770,000 750,000

Expense Total 44,810,960 52,387,787 39,696,000 15,163,600 (37,224,187) 6,500,000

Current Year Excess (Deficiency) (27,494,305) (49,805,748) (35,035,925) (4,050,684) 45,755,064 (4,000,000)

Available Fund Balance 49,563,135 (242,613) 14,527,210 10,476,526 6,476,526


FY 2010

Estimate

Elk Grove-Florin Road at East Stockton Blvd Intersection Improvements PT0085 150,000

Grant Line Road Widening - East Stockton Blvd to Waterman Road 2,113,600

Intelligent Transportation System Program 150,000

Kammerer Road Extension - Bruceville Road to Interstate 5 1,915,000

Waterman Rd/Grant Line Rd Interchange (1,000,000)

Total 3,328,600

329 - Impact Fee Administration The City receives a 50% share of the administrative fee component in two fee programs that the City administers on behalf of the Elk Grove Community Services District - the Laguna South Fire Fee Program and the East Elk Grove Park and Fire Fee Program. This fund includes a separate sub-account for each of these two fee programs. These funds are used to cover the City‘s cost of administering these two fee programs.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 43,651 40,000 14,100 14,000 (26,000) 8,019

Operating Expenses 41,800 42,700 - 2,000 (40,700)

Transfers - - 37,900 - - 50,000

Expense Total 41,800 42,700 37,900 2,000 (40,700) 50,000

Current Year Excess (Deficiency) 1,851 (2,700) (23,800) 12,000 14,700 (41,981)


107


331 - Laguna Ridge Public Land Acquisition Fee

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 85,963 200 - -


Transfers -

Expense Total 23,855 - 110,000 50,000 50,000 15,000

Current Year Excess (Deficiency) 62,108 - (109,800) (50,000) (50,000) (15,000)

Available Fund Balance 62,108 62,108 (47,692) (97,692) (112,692)

332 - Laguna Ridge Infrastructure Facilities Fee

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total -

Operating Expenses 100,000 50,000 50,000

Transfers -

Expense Total - - 100,000 50,000 50,000 -

Current Year Excess (Deficiency) - - (100,000) (50,000) (50,000) -

Available Fund Balance - - (100,000) (150,000) (150,000)

335 - Laguna West Service Area Funds ongoing operations and maintenance costs for specialized services related to drainage, roadways, and street sweeping.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 69,427 60,000 60,000 60,000 - 60,000


Transfers 5,000 - - 4,855 4,855 4,855

Expense Total 142,369 432,300 47,300 60,000 (372,300) 60,000

Current Year Excess (Deficiency) (72,943) (372,300) 12,700 - 372,300 -


336 - Lakeside Service Area This service area funds the review of the Home Owner‘s Association mitigation/ compliance efforts of the Lakeside Lake.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 4,369 3,100 - 2,500 (600) -


Transfers - - - 1,324 1,324 -

Expense Total 4,756 102,000 3,300 104,624 2,624 1,735

Current Year Excess (Deficiency) (387) (98,900) (3,300) (102,124) (3,224) (1,735)


108


338 - External Agencies Fund This fund accounts for other agencies‘ contributions to projects completed in tandem with City-delivered projects.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 921,589 1,134,727 2,200,000 2,200,000

Operating Expenses 92,119 -

Capital Outlay 2,200,000 2,200,000

Expense Total 92,119 - - 2,200,000 2,200,000 -



339 - In Lieu Roadway Fund Funds received from developers to fund all or a portion of certain frontage roadway projects in the City.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 2,958,570 30,000 115,000 - (30,000) -

Capital Outlay 466,488 984,250 900,000 84,000 (900,250) -

Expense Total 466,488 984,250 900,000 84,000 (900,250) -

Current Year Excess (Deficiency) 2,492,083 (954,250) (785,000) (84,000) 870,250 -

Available Fund Balance 927,950 (26,300) 142,950 58,950 58,950


FY 2010

Estimate

Annual Pavement Resurfacing PT0035 84,000

-

109


341 - CFD 2002-1 East Franklin The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain facilities. The planned public improvements eligible to be financed through the CFD include the costs of the construction, reconstruction, or reconfiguration of the following

public facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, and other public facility improvements.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 887,423 655,000 605,000 510,000 (145,000)

Operating Expenses 1,559,215 7,309,553 5,400,000 7,700,765 391,212

Capital Outlay - - 2,006,000 1,799,235 1,799,235

Transfers 125,000 - 1,425,000 13,710 13,710

Expense Total 1,684,215 7,309,553 8,831,000 9,513,710 2,204,157 -

Current Year Excess (Deficiency) (796,792) (6,654,553) (8,226,000) (9,003,710) (2,349,157) -



FY 2010

Estimate


ITS Program PT0084 500,000

Franklin Blvd/Elk Grove Blvd Widening & Bus Turnouts (273,765)

Total 1,799,235

110


343 - CFD 2003-1 Poppy Ridge The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain facilities and to fund eligible police protection operation services. The planned public improvements eligible to be financed through the CFD include the costs of the construction, reconstruction, or reconfiguration of the following public facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, and other public facility improvements.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 424,717 200,000 270,000 230,000 30,000

Operating Expenses 2,626,174 3,285,000 88,000 4,400,000 1,115,000

Capital Outlay - - - 4,200,000 4,200,000

Transfers 180,000 - 180,000 6,361 6,361

Expense Total 2,806,174 3,285,000 268,000 8,606,361 5,321,361 -

Current Year Excess (Deficiency) (2,381,457) (3,085,000) 2,000 (8,376,361) (5,291,361) -

Available Fund Balance 9,757,157 (3,085,000) 9,759,157 1,382,796 1,382,796


FY 2010

Estimate

Franklin Blvd/Elk Grove Blvd Intersection Widening and Bus Turnouts Project PT0001 425,000

Civic Center 500,000

Kammerer Road Extension - Bruceville road to Interstate 5 1,550,000

Poppy Ridge Street Light & Various Improvements Program 250,000


ITS Program PT0084 300,000

Total 4,625,000

344 - CFD 2005-1 Laguna Ridge CFD 2005-1 Laguna Ridge was formed for the purpose of levying special taxes to fund both infrastructure and operation and maintenance services related to Laguna Ridge. The infrastructure component funds construction, reconstruction, or reconfiguration of the following facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, parks and parkway facilities, and other public facility improvements. The services component funds maintenance of public parkways, public parks, open space, landscape setbacks, bike and other paths, landscape medians in and adjacent to roadways within the CFD, maintenance and operations of a community center, recreation center, sports (including aquatics) facilities, cultural arts center, water features, and maintenance of other related facilities.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 59,945,281 - 195,000 175,000 175,000

Operating Expenses 53,817,605 7,150,000 4,196,100 2,180,500 (4,969,500)

Transfers 604,222 - 75,000 9,202 9,202

Expense Total 54,421,827 7,150,000 4,271,100 2,189,702 (4,960,298) -

Current Year Excess (Deficiency) 5,523,454 (7,150,000) (4,076,100) (2,014,702) 5,135,298 -

Available Fund Balance 6,209,737 (940,263) 2,133,637 118,935 118,935

111


347 - Laguna Area CFD This County Administered CFD funds the construction of roadway facilities located in the City of Elk Grove.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 688,907 669,064 - 2,300,000 1,630,936 -

Operating Expenses 827,465 1,111,072 - 83,856 (1,027,216)

Transfer - - - 7,798 7,798

Capital Outlay - - 762,798 - - -

Expense Total 827,465 1,111,072 762,798 91,654 (1,019,418) -

Current Year Excess (Deficiency) (138,558) (442,008) - 2,208,346 2,650,354 -

Available Fund Balance (2,208,346) (2,650,354) (2,208,346) - -

348 - Laguna West CFD This County administered CFD funds the construction and reconstruction of certain roadway and transit related facilitates located in the City of Elk Grove.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,015,728 1,004,900 - 146,320 (858,580)

Operating Expenses 755,464 442,355 - (442,355)

Capital Outlay - - 34,818 76,362 76,362

Expense Total 755,464 442,355 34,818 76,362 (365,993) -

Current Year Excess (Deficiency) 260,264 562,545 (34,818) 69,958 (492,587) -

Available Fund Balance (35,140) 527,405 (69,958) - -


FY 2010

Estimate

Harbour Point Drive Median Project 76,362

Total 76,362

349 - Lakeside CFD This County administered CFD funds the construction and reconstruction of certain roadway and transit related facilitates located in the City of Elk Grove.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total - 960,774 - 230,036 (730,738) -

Operating Expenses - 839,604 - - (839,604) -

Capital Outlay - - 108,866 -

Expense Total - 839,604 108,866 - (839,604) -

Current Year Excess (Deficiency) - 121,170 (108,866) 230,036 108,866 -

Available Fund Balance (121,170) - (230,036) - -

112


360 - Laguna Ridge Park Fee The Laguna Ridge Park fee program funds the construction of the Civic Center park located in the Laguna Ridge and funds a fair share portion of the construction costs of the Bartholomew Sports

Park located in East Franklin.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 947,417 25,000 310,000 - (25,000) -

Operating Expenses 236 150,000 15,000 300,000 150,000 300,000

Transfers - - - 7,992 7,992 8,000

Expense Total 236 150,000 15,000 307,992 157,992 308,000

Current Year Excess (Deficiency) 947,181 (125,000) 295,000 (307,992) (182,992) (308,000)


394 - Measure A Construction Measure A is funded by a countywide one-half percent sales tax, approved by voters in 2004 for a 30-year period. This fund is dedicated to the portion of Measure A revenues earmarked for highway, street, and road construction.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 615,951 615,951

Capital Outlay 615,951 615,951

Transfers 193,748 193,748 195,000

Expense Total - - - 809,699 809,699 195,000

Current Year Excess (Deficiency) - - - (809,699) (809,699) (195,000)

Available Fund Balance - - - (809,699) (1,619,398) (1,004,699)


FY 2010

Estimate

Safety, Streetscaping and Bicycle/Pedestrian Improvements 347,735

Traffic Control & Safety Program 268,216

Total 615,951

113

DEBT SERVICE FUNDS – 400S

401 - Debt Service – Administration Buildings Principal and interest payments on 8380 and 8400 municipal buildings.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 5,681 1,782,238 - - - -

Operating Expenses - 1,782,238 - - - -

Expense Total - 1,782,238 - - - -

Current Year Excess (Deficiency) 5,681 (5,682) (5,682) - - -

Available Fund Balance 5,682 - - - - -

402 - Debt Service – CFD 2002-1 Principal and interest payments on CFD 2002-1 (East Franklin) debt issue.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 4,363,798 3,595,643 3,895,643 3,600,000

Debt Service 3,593,106 3,586,143 3,587,000 3,580,556

Operating Expenses 9,534 9,500 9,500 10,000

Expense Total 3,602,640 3,595,643 3,596,500 3,590,556 - -

Current Year Excess (Deficiency) 761,158 - 299,143 9,444 - -

Fund Balance Restricted for Debt Service 7,077,790 7,077,790 7,376,933 7,386,377 7,386,377 7,386,377

403 - Elk Grove Finance Authority Principal and interest payments on Elk Grove Finance Authority debt.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 7,593,357 1,782,238 8,392,238 8,402,784 6,620,546

Operating Expenses - - 4,500 5,000 5,000

Debt Service 13,853,052 1,782,238 8,384,893 8,402,784 6,620,546

Expense Total - - 8,389,393 8,407,784 5,000 -

Current Year Excess (Deficiency) 7,593,357 1,782,238 2,845 (5,000) 6,615,546 -

Fund Balance Restricted for Debt Service 2,218,097 4,000,335 2,220,942 2,215,942 2,215,942

404 - Debt Service – CFD 2003-1 Principal and interest payments on CFD 2003-1 (Poppy Ridge) debt issue.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 3,763,540 3,023,012 3,198,012 3,015,000

Debt Service 3,018,148 3,016,512 1,920,394 3,014,260

Transfers Out - - - -

Operating Expenses 6,723 6,500 6,500 3,500

Expense Total 3,024,871 3,023,012 1,926,894 3,017,760 - -

Current Year Excess (Deficiency) 738,669 - 1,271,118 (2,760) - -

Fund Balance Restricted for Debt Service 6,151,945 6,151,945 7,423,063 7,420,303 7,420,303 7,420,303

114


115

UTILITY BILLING - 501-1560

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Compensation 247,841 268,314 241,538 323,396 55,082 330,000


Internal Services 119,477 119,477 120,000

Transfers 75,000 - - 77,274 77,274 75,000

Expense Total 560,616 579,064 502,145 763,677 184,613 770,000

POSITION LISTING

Authorized



1560 Sr Customer Service Specialist 0 0 1 1

1560 Utility Billing Manager 1 1 1 0

1560 Utility Billing Total 4 4 5 1

Funded

For information on the Utility Billing division‘s responsibilities, accomplishments, and 2009-10 work plan, please refer to the Finance Department on pages 36-38.

116

INTEGRATED WASTE – 501, 502

INTEGRATED WASTE: 501-5110, 5120

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 11,239,879 11,538,854 11,914,300 12,429,935 891,081

Compensation 134,079 149,059 140,984 164,238 15,179

Operating Expenses 9,199,960 9,625,286 9,573,592 10,609,607 984,321

Internal Services - - - 81,753

Debt Service Total 5,325 73,656 2,420 - (73,656)

Transfers 392,431 548,620 390,000 383,215 (165,405)

Expense Total 9,731,796 10,396,621 10,106,996 11,238,813 760,439 -

Current Year Excess (Deficiency) 1,508,083 1,142,233 1,807,304 1,191,122 130,642 -

Repayment of advance - - - - - -

Available Fund Balance 1,540,313 2,682,546 3,347,617 4,538,739 2,813,188 4,538,739


COMMERCIAL HAULERS: 502

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 744,676 740,000 775,000 513,000 (227,000)

Compensation 91,166 162,064 125,501 157,146 (4,918)


Internal Services - - - 70,198 70,198

Capital Outlay - - 150 - -

Transfers 50,000 150,000 100,000 120,556 (29,444)

Expense Total 189,352 469,314 290,042 526,224 56,910 -

Current Year Excess (Deficiency) 555,324 270,686 484,958 (13,224) (283,910) -


POSITION LISTING

Authorized


501 Recycling Coordinator 2 2 2 0

501 Integrated Waste Manager 1 1 1 0

501 Intern 0 0 0.2 0.2

501/502 Integrated Waste Total 3 3 3.2 0.2

Funded

For information on the Integrated Waste division‘s responsibilities, accomplishments, and 2009-10

work plan, please refer to the Neighborhood Services Department on pages 67-73.

FY 2010

Estimate

Transfer Station Long Range Planning Project 700,000

Household hazaradous Waste Collection Facility 290,000

Total 990,000

117

DRAINAGE & FLOOD CONTROL - 503

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 6,760,926 5,992,000 5,848,500 5,927,000 78,500

Operating Expenses 2,960,215 5,627,700 3,955,018 3,995,000 (1,632,700)

Internal Services - - 538,518 135,042 135,042

Capital Outlay 200,000 1,600,000 1,600,000

Transfers 333,185 502,443 502,443 744,023 241,580

Expense Total 3,293,400 6,130,143 5,195,979 6,474,065 343,922 -

Current Year Excess (Deficiency) 3,467,526 (138,143) 652,521 (547,065) (265,422) -

Available Fund Balance 9,842,606 9,704,463 10,495,127 9,948,062 9,439,041 9,948,062


FY 2010

Estimate

Major Drainage Repairs/Capital Replacement 1,600,000

Total 1,600,000

The expenditures within this fund include the management and delivery of drainage and flood control services. For information on the Drainage division‘s responsibilities, accomplishments, and 2009-10 work plan, please refer to the Public Works Department within Development Services, on pages 88-100.

118

NEIGHBORHOOD SERVICES GROUP

TRANSIT 511

DETAILED BUDGET

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue

Capital Grants 342.03-00 - 709,500 3,090,607 4,000,000 3,290,500 4,000,000

Other Federal Funding

Farebox revenues 335.01-00 279,878 300,000 250,000 2,100,000 1,800,000 2,100,000

E-TRAN Stickers 335.02-00 274,762 296,000 440,000 - (296,000) -

E-TRAN Stickers - discount 335.03-00 3,570 - 6,000 - - -

E-TRAN Stickers - student 335.04-00 108,900 - 90,000 - - -

Fare revenue 335.05-00 616,556 1,200,000 720,000 - (1,200,000) -

E-Tran Bus Booklets 335.06-00 42,861 14,000 80,000 - (14,000) -

E-VAN Regional 335.07-00 7,400 64,000 6,500 - (64,000) -

E-VAN Local 335.08-00 980 28,000 6,500 - (28,000) -

Monthly 335.09-00 17,100 - 45,000 - - -

State 349.02-00 - - 3,539,371 575,000 575,000 575,000

STA 349.02-01 607,184 943,900 350,000 (943,900)

State / LTF 349.02-02 4,264,704 4,496,200 4,496,000 4,069,312 (426,888) 4,319,312

TDM Program 349.02-03 7,998 - - - -

Proposition 1B Revenue 349.10-00 65,205 978,166 - -

Interest 361.01-00 555 - - - -

Capital Gain / Loss 561.01-04 (2) - - -

Miscellaneous reimbursement 371.03-00 - 22,000 82,036 - (22,000)

Awards 371.19-00 130,000 - - - - -

Transfer In 381.00-00 - - - 300,000 300,000

Revenue Total 6,427,649 8,073,600 14,180,180 11,044,312 2,970,712 10,994,312

Expense

Compensation

Salaries 460.01-xx 191,250 166,861 166,861 247,667 80,806 247,667

Retirement 460.02-xx 47,644 53,506 49,680 59,980 6,474 59,980

Taxes 460.03-xx 6,859 14,864 5,392 19,407 4,543 19,407

Other benefits 460.04-xx 34,941 41,946 39,946 87,149 45,203 87,149

Compensation 280,694 277,177 261,879 414,203 137,026 414,203

119


TRANSIT 511

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Operating Expenses

Office supplies 460.10-01 6,258 3,500 4,000 4,000 500 4,000

Postage 460.10-03 2,776 3,500 3,000 4,000 500 3,000

Materials & supplies 460.10-04 3,436 3,000 3,000 3,000 - 3,000

Water 460.11-01 122 1,000 - - (1,000) -

Utilities - phone 460.11-02 6,973 4,152 4,152 4,200 48 4,200

Electric 460.11-04 3,451 2,720 2,500 2,500 (220) 2,500

Dues & memberships 460.12-01 2,500 16,400 16,400 16,630 230 16,630

Subscriptions & publication 460.12-02 551 - 293 - - -

Meetings 460.12-07 3,713 1,000 700 500 (500) 500

Equipment rent 460.12-08 16,462 28,000 16,000 15,000 (13,000) 15,000

Miscellaneous 460.12-09 33,120 - - - - -

Other expenses 460.12-99 3,104 - - - - -

Veh maint & repair 460.13-01 1,766,895 420,000 1,150,000 1,450,000 1,030,000 1,450,000

Fuel 460.13-02 988,854 1,200,000 1,050,000 950,000 (250,000) 950,000

Mileage reimbursement 460.13-03 58 100 100 100 - 100

Community promotion 460.13-04 30,797 3,850 500 - (3,850) -

Parking 460.13-05 263 150 150 250 100 250

Bus washing 460.13-06 4,535 - - - - -

Fuel-Diesel 460.13-22 516 - - - - -

Tires 460.13-25 19,424 - - - - -

Vehicles - Other 460.13-26 11,129 1,000 1,000 - (1,000) -

Conference 460.14-02 1,379 800 1,100 2,500 1,700 2,500

Flight 460.14-03 1,681 2,200 2,400 2,000 (200) 2,000

Hotel 460.14-04 1,522 1,825 2,100 3,000 1,175 3,000

Meals 460.14-05 149 500 750 1,500 1,000 1,500

Car Rental 460.14-06 32 - 250 500 500 500

Travel 460.14-07 - 175 - - (175) -

Insurance charges 460.15-99 - 48,000 - 5,000 (43,000) 5,000

Bus stop park & ride lot 460.18-04 13,316 - - - - -

Equipment 460.19-01 4,733 - - - - -

Computer hardware 460.19-02 7,104 400 - 2,000 1,600 -

Software 460.19-03 40,360 10,100 10,100 10,500 400 11,500

Furniture 460.19-04 9 - - - - -

Professional services 460.20-06 130,944 51,000 51,000 - (51,000) -

Legal services 460.20-07 65,693 75,000 117,846 - (75,000) -

Purch transportation 460.20-13 4,702,708 6,000,000 6,000,000 5,200,000 (800,000) 5,200,000

Sacto regional transit 460.20-14 540,769 557,500 557,500 602,362 44,862 602,362

Paratransit 460.20-15 605,829 - - - - -

Special purchased transportation 460.20-16 100,611 - - - - -

Mobility training 460.20-21 7,766 - - - - -

Bus stop/shelters 460.20-23 30,205 - - - - -

Repair & maintenance services 460.26-03 5,991 - - - - -

Advertising 460.27-09 14,434 11,000 3,000 4,000 (7,000) 2,000

Printing & binding 460.27-10 37,040 17,800 17,800 30,000 12,200 15,000

E-Tran printing costs 460.27-20 603 - - - -


Capital Outlay

Computers 460.60-04 2,253 - - - - -

Buses 460.62-01 184,463 8,091,853 6,416,736 4,000,000 (4,091,853) 4,000,000

Buildings/Improvements 460.64-01 19,554 - 599,795 - - -

Preliminary Engineering 460.66-05 17,716 97,741 - - (97,741) -

Environmental 460.66-06 - 10,000 - - (10,000) -

Construction Engineering 460.66-08 23,470 - - - - -

Construction Contract 460.66-09 - 30,000 - - (30,000) -

Capital Improvements 460.66-10 29,889 (18,144) (18,144) - 18,144 -

Land/Row Acquisition 460.66-13 - 40,000 - - (40,000) -

Depreciation/Replacement 460.69-00 133,688 - - - - -

Capital Outlay 411,031 8,251,450 6,998,387 4,000,000 (4,211,450) 4,000,000

Debt Service

Interest 460.70-02 28,096 21,122 21,122 13,840 (7,282) 13,840

Debt Service 28,096 21,122 21,122 13,840 13,840

Transfers

Overhead transfer 460.95-00 195,000 186,250 - - -

Operating transfer out 460.90-00 - 186,250 - - (186,250) -

Transfers 195,000 186,250 186,250 - (4,404,982) -

Expense Total 10,132,639 17,200,671 16,483,279 12,741,585 (8,630,536) 12,722,585

Non-Cash Expenses (Resources) - - - - - -

Current Year Excess (Deficiency) (3,704,989) (9,127,071) (2,303,099) (1,697,273) 11,601,248 (1,728,273)


120


TRANSIT 511

POSITION LISTING

Authorized



511 Administrative Analyst 0 0 1 1

511 Transit Services Planner 1 1 1 0

511 Transit System Manager 1 1 1 0

511 Transit Total 3 3 4 1

Funded

For information on the Transit division‘s responsibilities, accomplishments, and 2009-10 work plan, please refer to the Neighborhood Services Department on pages 67-73.

121

RISK MANAGEMENT - 601

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,642,376 2,324,000 1,505,000 1,822,524 (501,476)

Compensation 307,449 - 290,465 65,750 65,750

Operating Expenses 95,583 2,190,370 2,328,152 2,615,110 424,740

Internal Services - - - 84,585 84,585

Expense Total 403,032 2,190,370 2,618,617 2,765,445 575,075 -

Current Year Excess (Deficiency) 1,239,344 133,630 (1,113,617) (942,921) (1,076,551) -


POSITION LISTING

Authorized



601 Risk Management Analyst 1 1 0 -1

601 Risk Manager 1 1 0 -1

601 Risk Management Total 3 3 1 -2

Funded

122

ADMINISTRATIVE SERVICES GROUP

FACILITIES – 602:1810

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 51,492 130,000 95,422 2,440,172 2,440,172 2,440,172

Compensation - - - 63,058 63,058 63,058



Capital Outlay - - - 231,500 231,500 231,500

Debt Service - - 1,335,000 -

Transfers - 1,336,679 - 970,515 (366,164) 970,515

Expense Total 1,008,965 2,648,729 2,649,884 2,440,172 (208,557) 2,440,172

Net Cost 1,282,668 2,518,729 2,554,462 - -

FY2008 and 2009 activity reported in General Fund.


POSITION LISTING

Authorized


1810 Facilities and Fleet Manager 0 0 0.5 0.5

602 0 0 0.5 0.5

Funded

For information on the Facilities division‘s responsibilities, accomplishments, and 2009-10 work plan, please refer to the Administrative Services Department on pages 39-47.

FY 2010

Estimate

Corporation Yard Miscellaneous Improvements 160,500

Total 160,500

123


FLEET SERVICES – 602:1843

BUDGET SUMMARY

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

Revenue Total 1,463,681 1,463,681 1,463,681

Compensation 136,602 136,602 136,602

Operating Expenses 726,795 726,795 726,795

Internal Services Total 113,974 113,974 113,974

Capital Outlay 486,310 486,310 486,310

Expense Total - - - 1,463,681 1,463,681 1,463,681

Net Cost - - - - - FY08 and 09 activity reported in General Fund.

POSITION LISTING

Authorized




602 0 0 1.5 1.5

Funded

For information on the Fleet Services division‘s responsibilities, accomplishments, and 2009-10 work plan, please refer to the Administrative Services Department on pages 39-47.

124


INFORMATION TECHNOLOGY - 603

Information Technology: 1630

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

69,111 50,000 40,000 2,330,327 2,280,327 2,330,327

Compensation - - - - - -

Operating Expenses 1,377,503 1,371,750 1,243,480 2,018,630 646,880 2,018,630

Internal Sevices Total 30,749 30,749 30,749

Capital Outlay 61,986 110,000 91,520 280,948 170,948 280,948

Transfers - - - - -

1,439,489 1,481,750 1,335,000 2,330,327 848,577 2,330,327

1,288,673 1,431,750 1,295,000 - -

Revenue Total

Expense Total

Net Cost FY08 and 09 activity reported in General Fund.

For information on the Information Technology division‘s responsibilities, accomplishments, and

2009-10 work plan, please refer to the Administrative Services Department on pages 39-47.

Geographic Information Systems: 1640

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change from

FY 2009

FY 2011

Projected

- - - 855,749 855,749 855,749


Internal Sevices Total - 30,749 30,749 30,749

209,306 672,500 672,500 855,749 183,249 855,749

- 672,500 672,500 - -

Expense Total

Net Cost

Revenue Total

FY08 and 09 activity reported in Development Services Fund.

For information on the Geographic Information Systems division‘s responsibilities,

accomplishments, and 2009-10 work plan, please refer to the Administrative Services Department on pages 39-47.

125

AGENCY FUNDS – 700S

702 - Eastern Elk Grove Park Fee

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 1,432,195 - 400,000 400,000 400,000 400,000

Operating Expenses 987,725 - 400,000 400,000 400,000 400,000

Expense Total 400,000 400,000 400,000 400,000


Available Fund Balance 480,034 - 480,034 - 480,034 480,034

707 - East Franklin Park Fee

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 389,399 - 200,000 200,000 200,000 200,000

Operating Expenses 367,325 - 200,000 200,000 200,000 200,000

Expense Total 200,000 200,000 200,000 200,000



710 - Elk Grove Fire Fee

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 1,946,944 - 300,000 300,000 300,000 300,000

Operating Expenses 1,475,952 - 300,000 300,000 300,000 300,000

Expense Total 300,000 300,000 300,000 300,000



715 - Laguna West Park

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 497 - - - - -

Operating Expenses 548 - - - - -

Expense Total

Current Year Excess (Deficiency) (51) - - - - -

Available Fund Balance - - - - - -

126

AGENCY FUNDS – 700S

730 - Employee Sunshine Fund

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 31,952 26,000 25,000 25,000 25,000


Expense Total 36,590 - 24,800 25,000 25,000 25,000

Current Year Excess (Deficiency) (4,638) - 1,200 - - -

Available Fund Balance 5,221 - 6,421 - 6,421

756 - Debt Service – CFD 2005-1 Principal and interest payments on CFD 2005-1 (Laguna Ridge) debt issue.

FY 2008

Actual

FY 2009

Budget

FY 2009

Estimate

FY 2010

Budget

Change

from

FY 2009

FY 2011

Projected

Revenue Total 14,658,989 3,586,053 3,586,053 3,656,020 69,967 3,727,698

Operating Expenses 4,831,373 3,586,053 3,586,053 3,656,020 69,967 3,727,698

Expense Total 4,831,373 3,586,053 3,586,053 3,656,020 69,967 3,727,698

Current Year Excess (Deficiency) 9,827,616 - - - - -

Fund Balance Restricted for Debt Service 9,827,625 9,827,625 9,827,625 9,827,625 9,827,625

127

CAPITAL IMPROVEMENT PROGRAM

CAPITAL IMPROVEMENT PROGRAM INTRODUCTION

The 2009-14 Capital Improvement Program (CIP) describes transportation, drainage, and facility

capital improvements planned by the City for the five-year period from Fiscal Year 2009-10 through Fiscal Year 2013-14 and sets forth a funding strategy for their implementation. The CIP will be updated each year and presented to the City Council for consideration in coordination with the City‘s annual budget process. The capital improvements listed in the CIP necessitate the expenditure of public funds over and above the City‘s annual operating expenditures.

As a multi-year program which includes forecasts of anticipated capital improvement expenditures, the CIP links the project development process with the fiscal planning process of the City. The expenditures shown for the first year of the CIP comprise the Capital Budget for the upcoming fiscal year (FY 2009-10), which is adopted by the City Council as part of the annual Appropriation Resolution. Subsequent years are also included in the CIP, although these future years are subject to change due to more detailed engineering analyses becoming available, possible changes in priorities, updates or revisions to anticipated revenues, and/or changes in cost and funding projections. The information included in the CIP is based on the best information available at the time the program was developed (April – May, 2009). A new five-year CIP will be submitted for consideration to the City Council each year with recommended adjustments to project budgets, funding sources, descriptions, and/or schedules. Financial information included in the CIP is shown in 2009 dollars. The CIP includes all active transportation, drainage, and facility projects and those expected to have identifiable funding sources and be undertaken during the coming five fiscal years. Specific projects and their scheduled completions were selected based on:

Implementation of the City‘s General Plan;

Existing traffic patterns and associated improvement needs; Projected traffic patterns, based on assumptions regarding the quantity and location of

expected development; The need to establish a coherent roadway network, with strategic connections that

distribute traffic flows efficiently; Minimizing disruptions associated with construction activity; Availability of funding; and City Council direction.

OVERVIEW OF THE 2009-14 CAPITAL IMPROVEMENT PROGRAM

The City of Elk Grove plans to invest approximately $330,000,000 over the next five years through the 2009-14 CIP, composed of 9 City-delivered transportation projects, 5 annual programs, a

major drainage project, and 4 facility projects. A summary of the programmed funding for the CIP, by funding source and fiscal year, follows.

128



2009-14 CAPITAL IMPROVEMENT PROGRAM FUNDING SOURCES

Funding Source FY09/10 FY10/11 FY11/12 FY12/13 FY13/14 09/14 Total% of

Total

% of

FY09/10

106 Capital Facility Reserve - 2,500,000 2,000,000 - 3,000,000 7,500,000 2.3% 0.0%

204 Hazardous Waste 210,000 210,000 0.1% 1.0%

221 Gas Tax Fund 500,000 500,000 500,000 500,000 500,000 2,500,000 0.8% 2.3%

223 Traffic Congestion Relief 1,319,902 1,446,285 - - - 2,766,187 0.8% 6.2%

301 Federal Grants 130,000 - - - - 130,000 0.0% 0.6%

302 State Grants 1,988,000 - - - - 1,988,000 0.6% 9.3%

304 Measure A Construction (150,000) - - - - (150,000) - -

311 CFF-Civic Center - 2,000,000 3,000,000 - - 5,000,000 1.5% 0.0%

313 CFF - Corp Yard 107,000 - - - - 107,000 0.0% 0.5%

315 CFF - Library - - - 17,000,000 - 17,000,000 5.2% 0.0%

328 Elk Grove Roadway Fee 3,328,600 150,000 150,000 17,150,000 150,000 20,928,600 6.3% 15.6%

338 External Agencies 2,200,000 - - - - 2,200,000 0.7% 10.3%

339 In-Lieu Payments 84,000 - - - - 84,000 0.0% 0.4%

341 CFD 2002-1 1,799,235 - - - - 1,799,235 0.5% 8.4%

343 CFD 2003-1 4,200,000 3,500,000 500,000 - - 8,200,000 2.5% 19.7%

344 CFD 2005-1 - 2,000,000 1,000,000 - 22,000,000 25,000,000 7.6% 0.0%

347 Laguna CFD - 2,000,000 - - 22,000,000 24,000,000 7.3% 0.0%

348 Laguna West CFD 76,362 - - - - 76,362 0.0% 0.4%

394 New Measure A Const. 615,951 615,951 637,647 659,996 697,973 3,227,518 1.0% 2.9%

501 Solid Waste 990,000 12,000,000 2,250,000 1,500,000 7,400,000 24,140,000 7.3% 4.6%

503 Drainage 1,600,000 600,000 600,000 600,000 600,000 4,000,000 1.2% 7.5%

602 Facilities ISF 160,500 215,000 25,000 25,000 - 425,500 0.1% 0.8%

Other - - 50,500,000 100,000,000 - 150,500,000 45.6% 0.0%

Unidentified - 18,507,964 2,500,000 2,500,000 2,500,000 26,007,964 7.9% 0.0%

Total 21,357,550 46,035,200 63,662,647 139,934,996 58,847,973 329,838,366 100% 100% Approximately 28% of the project activity programmed in FY 2009-10 will be funded by the Community Facilities Districts (CFDs) in the East Franklin and Poppy Ridge areas. Proceeds from the bonds secured by the special CFD taxes in these areas will provide multiple infrastructure and facility improvement project this year. Other significant funding sources in FY 2009-10 are the Elk Grove Roadway Fee Fund and Federal and State grants awarded to the City. The 2009-14 CIP plans possible funding for the design and construction of a new Elk Grove Civic Center, the scope of which continues to be refined. Several funding sources are expected to contribute to the project, including capital facility impact fee funds and CFDs. In addition, the funding plan assumes significant contribution in FYs 2012 and 2013 from a public-private

partnership, noted in the summary above as ―Other.‖ Citizens of Elk Grove can expect the $330,000,000 CIP investment to benefit the community in multiple ways. The following chart illustrates CIP expenditures categorized by project/program purpose. Many of the projects and programs in the CIP serve multiple purposes (e.g., a project that provides additional vehicular capacity may also provide safety benefits, improved mobility for alternate modes, and aesthetic benefits). The chart reflects classification of projects and programs by their primary purpose.

129



2009-14 CAPITAL IMPROVEMENTS CATEGORIZED BY PURPOSE

Implementation of the 2009-14 CIP will result in significant improvements to the City‘s facilities – most notably, the Civic Center complex. Residents will also benefit from over $27,000,000 in transportation projects dedicated to increasing roadway capacity. These capacity improvements will be key to easing existing congestion and maintaining a high quality of life for residents over the next five years.

CAPITAL IMPROVEMENT PROJECT SUMMARIES

Project/Program Page Annual Pavement Resurfacing Program 131 Civic Center 132 Corporation Yard Improvements 133 Elk Grove Creek Trail Crossing at State Route 99 134 Elk Grove-Florin Rd at East Stockton Blvd Intersection Improvements 135 Franklin Blvd/Elk Grove Blvd Intersection Widening and Bus Turnouts Project 136 Grant Line Road Widening 137

Harbour Point Drive Median Project 138 Household Hazardous Waste Collection Facility 139 Intelligent Transportation System Program 140 Kammerer Rd Extension – Bruceville Rd to Interstate 5 141 Major Repairs/Restore Drainage Facilities 142 Poppy Ridge Street Lights & Various Improvements 143 Safety, Streetscaping, and Bicycle/Pedestrian Improvement Program 144 Traffic Control and Safety Program 145 Transfer Station Long Range Planning 146 Waterman Road/Grant Line Road Intersection Project 147

82%

10%6%

2%

1%

Facility Improvements

Capacity Improvements

Maintenance

Safety Improvements

Alternate Modes

130

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131


ANNUAL PAVEMENT RESURFACING – PT0035

Description

This ongoing program consists of performing pavement resurfacing each year based on the City‘s Pavement Management Program and funding availability. The primary resurfacing treatments include overlays (a layer of asphalt placed on top of existing pavement) and slurry seals (sealing the entire street surface with an asphalt emulsion/sand slurry).

Funding Source

Prior

Years FY 2010 FY2011 FY 2012 FY 2013 FY 2014

Future

Years Totals

500,000 500,000 500,000 500,000 500,000 2,500,000

223 Traffic Congestion Relief 1,319,902 1,446,285 2,766,187

339 In-Lieu Payments 84,000 84,000

341 CFD 2002-1 1,573,000 1,573,000

343 CFD 2003-1 1,600,000 1,600,000

Other - Unidentified 1,053,715 2,500,000 2,500,000 2,500,000 8,553,715

Totals - 5,076,902 3,000,000 3,000,000 3,000,000 3,000,000 - 17,076,902

Expenditures

Prior


Future

Years Totals

Preliminary Engineering -

Environmental -

Right-of-Way Acquisition -

Construction Engineering -

Construction Contract -

5,076,902 3,000,000 3,000,000 3,000,000 3,000,000 17,076,902

- 5,076,902 3,000,000 3,000,000 3,000,000 3,000,000 - 17,076,902

*Preliminary Engineering includes all engineering activities undertaken prior to construction, including project scoping, surveys, soil testing, and

associated consultant services, if any.

*"Future Years" represent unfunded needs for various project phases and identifies possible revenue sources to fund these phases.

Totals

221 Gas Tax Fund

Other CIP Costs

132


CIVIC CENTER

Description

The master planning process is the first step towards the refinement of the Civic Center project.

Cost estimates and funding strategies will be developed and presented as part of the Master Plan. Work will include extensive public workshops to determine the elements of the project. This phase of the project will be funded by the Civic Center component of the Capital Facilities development impact fee program (46.3%) and the Facilities Fund (From General Fund proceeds) (53.7%).

Funding Source

Prior


Future

Years Totals

311 CFF - Civic Center 2,000,000 3,000,000 5,000,000

315 CFF - Library 17,000,000 17,000,000

343 CFD 2003-1 Poppy Ridge 500,000 500,000 3,500,000 500,000 5,000,000

344 CFD 2005-1 Laguna Ridge 2,000,000 1,000,000 22,000,000 25,000,000

106 Capital Facility Reserve 2,500,000 2,000,000 3,000,000 7,500,000

Other 50,500,000 100,000,000 150,500,000

Totals 500,000 500,000 10,000,000 57,000,000 117,000,000 25,000,000 - 210,000,000

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 500,000 500,000 1,000,000

Environmental -




10,000,000 57,000,000 117,000,000 25,000,000 209,000,000

500,000 500,000 10,000,000 57,000,000 117,000,000 25,000,000 - 210,000,000




Totals

Other

133


CORPORATION YARD MISCELLANEOUS IMPROVEMENTS

Description

This project will address both long- and short-term improvements necessary for continued efficiency of operations located at the facility.

Funding Source

Prior


Future

Years Totals

107,000 107,000

602 Facilities ISF 160,500 215,000 25,000 25,000 425,500

Totals - 267,500 215,000 25,000 25,000 - - 532,500

Expenditures

Prior


Future

Years Totals


Environmental -



Construction Contract 267,500 215,000 25,000 25,000 532,500

-

- 267,500 215,000 25,000 25,000 - - 532,500




313 CFF - Corp Yard

Other

Totals

134


ELK GROVE CREEK TRAIL CROSSING AT STATE ROUTE 99

PT0062

Description

This project will extend the existing Class 1 bikeway from Laguna Springs Drive and connect to

Emerald Park Drive and includes construction of an overcrossing at State Route 99. This project is funded through Local Transportation Funds – Bicycles and Pedestrians along with Federal grants and Measure A Construction funds.

Prior


Future

Years Totals

221 Gas Tax 154,117 154,117

304 Measure A Construction 724,796 724,796

305 LTF - Bikes & Pedestrians 35,000 35,000

301 Federal Grants 4,881,283 130,000 5,011,283

Totals 5,795,196 130,000 - - - - - 5,925,196

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 1,224,796 1,224,796

Environmental 620,000 620,000

Right-of-Way Acquisition 80,000 80,000

Construction Engineering 425,000 425,000

Construction Contract 3,445,400 130,000 3,575,400

-

5,795,196 130,000 - - - - - 5,925,196




Other

Totals

Funding Source

135


ELK GROVE-FLORIN ROAD AT EAST STOCKTON BLVD INTERSECTION

IMPROVEMENTS – PT0085

Description

This project consists of intersection widening for turn lanes and installation of traffic signals at the intersection of Elk Grove-Florin Road and East Stockton Boulevard. This project will be funded through the Elk Grove Roadway Fee Program (EGRFP ID No. 275).

Funding Source

Prior


Future

Years Totals

328 Elk Grove Roadway Fee 557,000 150,000 707,000

Totals 557,000 150,000 707,000

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 77,000 30,000 107,000





428,500 428,500

557,000 150,000 - - - - - 707,000




Other

Totals

136


FRANKLIN BLVD/ELK GROVE BLVD INTERSECTION WIDENING AND

BUS TURNOUT – PT0001

Description

This project involves widening the Franklin Boulevard/Elk Grove Boulevard intersection and

restriping Franklin boulevard/Whitelock Parkway intersection. It includes two bus turnouts along southbound Franklin Boulevard and roadway rehabilitation to extend pavement life. This project will be funded through the Elk Grove Roadway Fee Program (EGRFP ID Nos. 84, 85, 86, 117 and 119) along with the East Franklin CFD 2002-1, and other State grant funding.

Funding Source

Prior


Future

Years Totals

302 State Grants 988,000 988,000

304 Measure A Construction 150,000 (150,000) -

328 Elk Grove Roadway Fee 660,500 660,500

341 CFD 2002-1 2,779,500 (273,765) 2,505,735

Totals 3,590,000 564,235 - - - - - 4,154,235

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 1,000,385 1,000,385


Right-of-Way Acquisition 224,000 200,000 424,000


Construction Contract 673,235 988,000 1,661,235

53,085 225,000 278,085

2,741,235 1,413,000 - - - - - 4,154,235




Other

Totals

137


GRANT LINE ROAD WIDENING FROM E. STOCKTON BLVD TO

WATERMAN ROAD

Description

This project involves widening Grant Line Road from two to four lanes from East Stockton

Boulevard to the realigned Waterman Road. The project includes a four-lane overhead grade separated crossing of the Union Pacific Railroad tracks. The intersection of Grant Line Road and Mosher Road will also be improved by adding a left-turn lane from eastbound Grant Line Road onto Mosher Road. The road improvements will consist of two travel lanes in each direction, a center median or turn lane as appropriate, and drainage improvements as needed. A Sacramento County trunk sewer and a Sacramento County Water Agency transmission main will be installed as part of this project.

Funding Source

Prior


Future

Years Totals

4,264,651 - - - - - - 4,264,651

328 Elk Grove Roadway Fee 7,894,350 2,113,600 - - - - - 10,007,950

338 Other Agency 2,200,000 2,200,000 - - - - - 4,400,000

Unidentified - - 17,454,249 - - - - 17,454,249

Totals 14,359,001 4,313,600 17,454,249 - - - - 36,126,850

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 1,948,000 - - - - - - 1,948,000

Environmental 756,000 - - - - - - 756,000

Right-of-Way Acquisition 7,732,501 - - - - - - 7,732,501

Construction Engineering 572,349 1,562,000 - - - - - 2,134,349

Construction Contract 2,950,151 2,751,600 17,454,249 - - - - 23,156,000

400,000 - - - - - - 400,000

14,359,001 4,313,600 17,454,249 - - - - 36,126,850




Other

Totals

316 CFF-RR Overcossing

138


HARBOUR POINT MEDIAN PROJECT

Description

This project involves constructing a landscaped/hardscaped median and turning the channelization along Harbour Point Drive from Renwick to Maritime Drive.

Funding Source

Prior


Future

Years Totals

399,755 76,362 - - - - - 476,117

839,604 - - - - - - 839,604

Totals 1,239,359 76,362 - - - - - 1,315,721

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 150,000 - - - - - - 150,000

Environmental 3,000 - - - - - - 3,000

Right-of-Way Acquisition - - - - - - - -

Construction Engineering 117,000 - - - - - - 117,000

Construction Contract 969,359 76,362 - - - - - 1,045,721

- - - - - - - -

1,239,359 76,362 - - - - - 1,315,721




Other

Totals

348 Laguna Wast CFD

349 Lakeside CFD

139


HOUSEHOLD HAZARDOUS WASTE COLLECTION FACILITY (HHWCF)

Description

The city has identified a need for a Household Hazardous Waste Collection Facility (HHWCF). The

State of California has contributed grant funding to the design of such a facility. This project includes site selection, design, and construction of a facility that would accept, process, and ship household hazardous and special wastes.

Funding Source

Prior


Future

Years Totals

210,000 210,000

Other - Solid Waste 290,000 2,500,000 1,000,000 500,000 4,290,000

Totals - 500,000 2,500,000 1,000,000 500,000 - - 4,500,000

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 475,000 475,000



Construction Engineering 200,000 150,000 350,000

Construction Contract 2,300,000 700,000 3,000,000

150,000 500,000 650,000

- 500,000 2,500,000 1,000,000 500,000 - - 4,500,000




204 Household Hazardous Waste

Other CIP Costs

Totals

140


INTELLIGENT TRANSPORTATION SYSTEM (ITS) PROGRAM

PT0084

Description

This program is for various Intelligent Transportation System (ITS) improvements throughout the

City.

Funding Source

Prior


Future

Years Totals

150,000 150,000 150,000 150,000 150,000 750,000

341 CFD 2002-1 500,000 500,000

CFD 2003-1 300,000 300,000

Totals - 950,000 150,000 150,000 150,000 150,000 - 1,550,000

Expenditures

Prior


Future

Years Totals


Environmental -




950,000 150,000 150,000 150,000 150,000 1,550,000

- 950,000 150,000 150,000 150,000 150,000 - 1,550,000




Other CIP Costs

Totals

328 Roadway Fee

141


KAMMERER ROAD EXTENSION – BRUCEVILLE ROAD TO INTERSTATE 5

PT0060

Description

This phase of the project involves the preparation of a Project Study Report only for a future four-lane roadway with a wide landscaped median between Interstate 5 and Hood-Franklin Road and Bruceville Road.

Funding Source

Prior


Future

Years Totals

328 Elk Grove Roadway Fee 1,500,000 1,915,000 24,805,000 28,220,000

343 CFD 2003-1 1,550,000 1,550,000

Other-Unidentified 5,523,000 5,523,000

Totals 1,500,000 3,465,000 - - - - 30,328,000 35,293,000

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 1,175,000 3,465,000 4,640,000

Environmental 250,000 215,000 465,000

Right-of-Way Acquisition 75,000 4,532,000 4,607,000

Construction Engineering 2,325,000 2,325,000

Construction Contract 23,256,000 23,256,000

-

1,500,000 3,465,000 - - - - 30,328,000 35,293,000




Other

Totals

142


MAJOR DRAINAGE REPAIRS/CAPITAL REPLACEMENT

PT

Description

This project will improve, repair, and restore a limited number of drainage deficiencies within the

City. The work will be determines during design of these drainage improvements. This project will be funded through the Drainage Fund.

Funding Source

Prior


Future

Years Totals

503 Drainage 400,000 1,600,000 600,000 600,000 600,000 600,000 4,400,000

Totals 400,000 1,600,000 600,000 600,000 600,000 600,000 - 4,400,000

Expenditures

Prior


Future

Years Totals





Construction Contract 280,000 280,000

1,600,000 600,000 600,000 600,000 600,000 4,000,000

400,000 1,600,000 600,000 600,000 600,000 600,000 - 4,400,000




Other CIP Costs

Totals

143


POPPY RIDGE STREET LIGHT & VARIOUS IMPROVEMENTS PROGRAM

PT

Description

This project will replace street lights and complete various miscellaneous improvements in the Poppy Ridge CFD area.

Funding Source

Prior


Future

Years Totals

343 CFD 2003-1 250,000 250,000

Totals - 250,000 250,000

Expenditures

Prior


Future

Years Totals


Environmental -




250,000 250,000

- 250,000 - - - - - 250,000




Other

Totals

144


SAFETY, STREETSCAPING & BICYCLE/PEDESTRIAN IMPROVEMENT

PROGRAM

PT

Description

This ongoing program undertakes various bicycle and pedestrian-related improvements throughout

the City in accordance with the City‘s Bicycle and Pedestrian Master Plan, which was adopted by City Council in July 2004.

Funding Source

Prior


Future

Years Totals

Other - 394 New Measure A 347,735 347,735 361,295 375,263 398,999 1,831,027

Totals - 347,735 347,735 361,295 375,263 398,999 - 1,831,027

Expenditures

Prior


Future

Years Totals


Environmental -




347,735 347,735 361,295 375,263 398,999 1,831,027

- 347,735 347,735 361,295 375,263 398,999 - 1,831,027




Other

Totals

145


TRAFFIC CONTROL & SAFETY PROGRAM

PT

Description

This program is dedicated to making improvements to traffic controls throughout the City that are not funded through other means. Improvements may include additional turn lanes, modifications to signal timing, pedestrian safety enhancements, or other measures to manage vehicle speeds.

Funding Source

Prior


Future

Years Totals

268,216 268,216 276,352 284,733 298,974 1,396,491

Totals - 268,216 268,216 276,352 284,733 298,974 - 1,396,491

Expenditures

Prior


Future

Years Totals


Environmental -




268,216 268,216 276,352 284,733 298,974 1,396,491

- 268,216 268,216 276,352 284,733 298,974 - 1,396,491




Other - 394 New Measure A

Other CIP Costs

Totals

146


TRANSFER STATION LONG RANGE PLANNING PROJECT

SW0001

Description

This project includes site selection, construction, and operation of a light industrial facility designed to accept, process, load, and ship (via truck and/or railroad) municipal solid waste, recyclable/reusable material, green waste, household hazardous waste and special wastes. This project will require approximately 20 acres of industrially-zoned land, standard public utility services, and good vehicular access. The site and facility is proposed to be owned by the City and operated under contract with a private company or companies.

Funding Source

Prior


Future

Years Totals

700,000 700,000 9,500,000 1,250,000 1,000,000 7,400,000 4,250,000 24,800,000

-

Totals 700,000 700,000 9,500,000 1,250,000 1,000,000 7,400,000 4,250,000 24,800,000

Expenditures

Prior


Future

Years Totals

Preliminary Engineering 430,000 480,000 250,000 250,000 1,000,000 1,000,000 3,410,000

Environmental 270,000 30,000 300,000

Right-of-Way Acquisition 160,000 7,500,000 7,660,000

Construction Engineering 750,000 250,000 1,000,000 750,000 2,750,000

Construction Contract 1,000,000 750,000 5,400,000 3,500,000 10,650,000

30,000 30,000

700,000 700,000 9,500,000 1,250,000 1,000,000 7,400,000 4,250,000 24,800,000




Other: Solid Waste

Other CIP Costs

Totals

147


WATERMAN ROAD/GRANT LINE ROAD INTERSECTION PROJECT

PT0080

Description

This project will realign a segment of Waterman Road near the intersection with Grant Line Road.

The project will construct roughly 1,500 feet of new roadway along a revised alignment of Waterman Road, reconstruct a portion of Grant Line Road near the intersection, and install a new traffic signal at the intersection of Grant Line and Waterman Roads.

Funding Source

Prior


Future

Years Totals

302 State Grants 1,000,000 1,000,000

328 Elk Grove Roadway Fee 6,385,000 (1,000,000) 5,385,000

Other - See Above 1,250,000 1,250,000

Totals 7,635,000 - 7,635,000

Expenditures

Prior


Future

Years Totals





Construction Contract 6,148,000 6,148,000

-

7,635,000 - - - - - - 7,635,000




Totals

Other

148


149

CAPITAL OUTLAY

FUNDING SOURCES IN FY 2010

Capital Outlay involved expenditures over $5,000 for equipment or improvements that are of value to the organization in the provision of its services for a span of time greater than one year.

Prior Years FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 TotalFacilities

Emergency Backup GeneratorPurchase a generator for use at the 8400 Laguna Palms Way

building and Emergency Operations Center

Facility Evacuation MapsCreate and upgrade evacuation maps that indicate the path of

travel to be taken in event of an emergency for all City facil ities.

Library Book Handling EquipmentThe Old Town Library opened without the automated book

handling equipment that speeds up the turnaround time for

returned books being reshelf and frees up library staff to assist

customers. This equipment will upgrade the library's level of

service.

Fleet

Animal Services Replacement VehicleReplace 2005 vehicle based on APWA and City replacement

criteria.

Police Replacement VehiclesFiscal year vehicle replacement based on APWA and City

replacement criteria.


Desktop Replacement Although one third of computers should ideally be replaced each

year, this year's request is only for 25 machines instead of the

typical 80. New technology can be util ized to gain maintenance

efficiencies and extend the life of existing machines.

E-Plan Software & HardwareThis software will allow staff to simultaneously work on plans

while providing faster, more efficient customer service to the

community. This software is web-enabled to allow other

jurisdictions, whom we approve, to access the software for plan

checking, which will allow the City to speed up the approval

process. We will also be able to have one location with all project

information and notes that can be accessed at any time.

Server Replacement On average, a server is useable for 3 years due to technology

changes and hardware/software support. Because they are in a

production environment, availability and support is always

necessary for any issues. By setting up a redundant virtualized

network this year, we will cut down on the number of actual

servers, reducing electricity needs and creating failover for better

server uptime.

Storage Area Network (SAN) ReplacementThe current system will reach end of l ife and disk space by the end

of this calendar year. Since parts and warranty will not be

available, the device needs to be replaced with a more robust

system that will allow for growth and more disk space for next

year in the next year.

140,800$

77,648$

30,000$ 30,000$

77,648$

8,000$ 8,000$

105,000$

Project Information

345,000$

51,100$

1,025,160$

55,000$

431,310$

32,500$

44,500$

105,000$

140,800$

345,000$

55,000$

32,500$

1,059,300$ 1,116,590$ 621,300$ 872,500$ 5,126,160$

150

CAPITAL OUTLAY

FUNDING SOURCES IN FY 2010

Prior Years FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 TotalPolice

Replacement Desktop ComputersReplace due to age and expired warranty. Replacement cycle is

once every 3 years.

Replacement Laptop ComputersReplace due to age and expired warranty. Replacement cycle is

once every 3 years.

Replacement Mobile Laptop ComputersReplace due to age and expired warranty. Replacement cycle is

once every 3 years.

Replacement Portable RadiosReplacement of old and out-of-warranty radios, as most radios

were purchased from the County and are 10 years old. These

radios are starting to fail and maintenance costs are going up.

Replacement PrintersReplace due to age and expired warranty. Replacement cycle is

once every 3 years.

Replacement ServerReplace due to age and expired warranty. Replacement cycle is

every 3 years and at end of warranty.

Transit

10 Replacement CNG BusesTransit is in need of replacing 10 vehicles due to an aging fleet and

CNG tanks on the existing buses are set to expire beginning in

2010. The City has received $4,000,000 in economic stimulus

funding for this purchase.

Automated Vehicle Locating SystemsThe City has been awarded Proposition 1B Homeland Security

grant funding to purchase automated locating systems for transit

buses. The associated maintenance costs are covered in the City's

transit service provider contract.

Total 1,292,841$ 5,893,046$ 1,437,007$ 1,518,064$ 811,220$ 872,500$ 11,729,078$

10,000$ 10,000$ 10,000$ 50,000$

19,492$

802,000$

67,507$

75,082$

21,441$ 23,585$ 25,944$

348,095$ 82,590$ 90,489$ 99,934$

90,462$

37,950$ 41,745$ 45,920$

150,000$ 150,000$

4,000,000$ 4,000,000$

400,000$

10,000$ 10,000$

34,500$

74,257$

134,000$ 134,000$ 134,000$

160,115$

Project Information

81,683$ 89,851$ 313,298$

101 102 312 315 511 512 602-1810 602-1843 603-1630

Project Information General

Fund

Equip

Reserve

CFF

Police

CFF

Library

Transit -

Econ. Stim.

Prop 1B

Grants

Facilities Fleet Info Tech Total

Facilities

Emergency Backup Generator $ 42,000 $ 63,000 105,000$

Facility Evacuation Maps 8,000$ 8,000$

Library Book Handling Equipment 345,000$ 345,000$

Fleet Services

Animal Services Replacement Vehicle 55,000$ 55,000$

Police Replacement Vehicles 431,310$ 431,310$


Desktop Replacement 32,500$ 32,500$

E-Plan Software & Hardware 102,000$ 38,800$ 140,800$

Server Replacement 77,648$ 77,648$

Storage Area Network (SAN) Replacement 30,000$ 30,000$

Police

Replacement Desktop Computers 74,257$ 74,257$

Replacement Laptop Computers 82,590$ 82,590$

Replacement Mobile Laptop Computers 400,000$ 400,000$

Replacement Portable Radios 34,500$ 34,500$

Replacement Printers 21,441$ 21,441$

Replacement Server 10,000$ 10,000$

Transit

10 Replacement CNG Buses 4,000,000$ 4,000,000$

Automated Vehicle Locating Systems 150,000$ 150,000$

Total 102,000$ 622,788$ 42,000$ 345,000$ 4,000,000$ 150,000$ 71,000$ 486,310$ 178,948$ 5,998,046$

CA

PITA

L O

UTLA

Y

FU

ND

IN

G S

OU

RC

ES

IN

FY

20

10

15

1

152


153

FISCAL POLICIES

The overall goal of the City‘s budget is to establish and maintain effective management of the

City‘s resources. Formal statements of budget policy and major goals provide the foundation for

effective planning.

Overview

Some of the benefits to establishing financial policy include:

Publicly adopted policy statements contribute greatly to the credibility of and public confidence in

the City. For the credit rating industry and prospective investors, such statements show the

City‘s commitment to sound financial management and fiscal integrity.

Established policy saves time and energy. Once decisions are made at the policy level, the issues

do not need to be discussed each time a decision has to be made.

The process of developing overall policy directs the attention of staff and Council to the City‘s total

financial condition rather than single-issue areas. Moreover, this process requires staff and

Council to think about linking long-term financial planning with day-to-day operations.

Developing financial policies reinforces the Council‘s policy role in maintaining a positive financial

condition. Setting sound financial policies can improve the City‘s fiscal stability by setting a

forward-looking approach to planning while contributing to continuity in handling the City‘s

financial affairs.

Fund Structure The annual budget is divided into many separate funds with a specific purpose. Understanding the City of Elk Grove‘s fund structure is the basis for interpreting the City‘s finances. As such, the budget document is divided into the following categories:

General Fund – 100 Series This is the City‘s main operating fund, which pays for basic services such as governance,

administration, public safety, and quality of life functions.

Special Revenue Funds – 200 Series These funds account for revenues received or set aside for a specific purpose, such as public safety and recycling grants, street maintenance, and environmental mitigation. The Development Services fund, one of the City‘s major funds, is categorized as a special revenue fund.

Capital Project Funds – 300 Series These funds account for the acquisition or construction of major capital facilities. Revenue sources include federal and state grants, development impact fees, and special taxes from community facility districts.

Debt Service Funds – 400 Series These funds accumulate resources for and make the payment of long-term debt principal and interest.

Enterprise Funds – 500 Series These funds account for specific services funded directly by fees and charges to users and are intended to be self-supporting. Functions such as transit, drainage, and integrated waste are captured in enterprise funds.

154

FISCAL POLICIES

Internal Service Funds – 600 Series These funds are created to finance and account for services and commodities provided to internal City departments, rather than directly to the public. Examples of internal services are risk management, information technology, facilities management, and fleet services.

Agency Funds – 700 Series These funds are used to account for assets held by the City as an agent for individuals, other governments, and other organizations.

Budget Strategies

Strategic Focus – The City‘s financial management should be strategic, reflecting the Council‘s

and the community‘s priorities for service while providing resources that realistically fund

routine operations.

Fiscal control and accountability – The City‘s financial activities should be fiscally sound and

accountable to the City Council through the City Manager.

Clarity – The City‘s financial planning and reporting should be clear and easy to understand so

that all participants, the Council, the community, and staff can productively participate in

making good decisions.

Long-term planning – The City‘s financial planning should emphasize multi-year horizons to

promote long-term planning of resource uses.

Flexible and cost effective responses – The City‘s financial management practices should

encourage a mission-driven organization that responds quickly and straightforwardly to

community demands. The City‘s management should flexibly respond to opportunities for

better service, should proactively manage revenues, and should cost-effectively manage

ongoing operating costs.

Staff philosophy – The City Council desires to retain a mix of contract staff and employment

staff in order to ensure a cost effective and flexible service delivery system. A core group of

City employees create the oversight and administrative guidance necessary for contractual

staff.

Major City Goals

The involvement of the City Council in setting major City goals is essential to the budget process.

These goals provide short-term and long-term direction to staff, determine the allocation of resources,

and establish priorities. These goals will provide focus to the organization-wide efforts of staff and

ensure that the most important, highest-priority objectives are accomplished and that these priorities

are communicated to the public.

Financial Plan Organization

Through its financial plan, the City will:

Identify community needs for essential services.

Establish policies and goals which define the nature and level of services required.

Identify and organize activities required to provide these services.

155

FISCAL POLICIES

Propose objectives for improving the delivery of services.

Set standards to measure and evaluate the output of activities, accomplishment of objectives, and

expenditure of appropriations.

The status of major program objectives will be reported to the Council who will review and amend

appropriations as necessary to achieve these objectives.

Financial Activity Reporting

The City‘s financial activity will be reported in a variety of funds, which are the basic accounting

and reporting entities in governmental accounting. The City‘s accounting structure will make it

possible:

To present fairly and with full disclosure the financial position and results of financial operations

of the funds of the City in conformity with generally accepted accounting principles and

government auditing standards.

To determine and demonstrate compliance with finance-related legal and contractual

provisions.

Annual Budget and Financial Plan

The City Manager will present an annual budget and financial plan and periodic financial

information to the City Council setting from the following information;

Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year.

Fund balance is the difference between assets and liabilities in any given fund.

Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal

year.

Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year.

Articulated priorities and service levels to be achieved by the organization over the next year.

Long-range financial plan, which will include projected revenues, expenditures, and reserve

balances for the next seven years.

Capital Improvement Program for the next five years.

Budget Development and Administration

The City's annual budget represents the official financial and organizational plan by which City

policies and programs are implemented. It is also an action and financial plan of services to be

provided to the citizens of Elk Grove.

Development

The budget is prepared by City staff under the direction of the City Manager. The annual budget

process commences in January with the City Manager and the Budget Manager providing to the

department managers information on the financial condition of the City and establishing general

parameters for budget submittal.

156

FISCAL POLICIES

The department managers prepare their operating and capital budget requests in accordance with the

general parameters. The City Manager, along with the budget review team, reviews each manager‘s

requests and proposals and formulates them into a "Proposed Budget" for submission to the City

Council. The proposed budget is balanced when expenditures are equal to or less than the sum of

total revenues and the use of reserves, according to Council adopted policy.

Budget study sessions between the City Council, City Manager and City staff are scheduled in April or

May. In May or June, a public hearing is scheduled by the City Council to receive public input for

consideration regarding the proposed budget. The budget is then adopted by Council Resolution and

becomes the City's action plan for the ensuing fiscal year. If the City Council fails to adopt the budget

by July 1, the City Council may elect one of the following courses of action until passage of a budget

and the appropriation of funds:

Provide the City Manager with Continuing Resolution Authority to allow continued services at

expenditure levels not greater than those levels approved in the prior year budget; or

Require staff to obtain prior approval for the expenditure (disbursement) of City funds.

Copies of the City budget as adopted are public records and shall be made available to the public upon

request.

Appropriation Control

Appropriations of fiscal resources are the responsibility of the City Council and the City Manager.

Appropriations requiring Council action are:

Appropriation of reserves, except replacement reserves

Transfers between funds

Appropriations of any unassigned revenues – assigned revenues are those revenues that are

not associated with a particular business or service unit

Inter-fund multi-year loans over $500,000

Appropriations requiring City Manager action are:

Transfers within a fund or department

Appropriation of unbudgeted assigned revenues – unassigned revenues support a specific

business or service unit and allow expansion or contraction of that unit in response to demand

as manifested by receipt of assigned revenues

Appropriation of replacement reserves

Inter-fund loans under $500,000

157

FISCAL POLICIES

Administration

City departments perform the following budgetary control functions:

Reviews purchasing transactions and payment requests for compliance with City rules, regulations,

and budgetary limits;

Administers the City's payment system to review, process, and pay purchasing transactions and

expense claims;

Receives and deposits all City receipts, which are invested by the elected City Treasurer;

Maintains records for all these transactions and their effect on cash balances;

Maintains a position control system, based on the budget, to control City staffing in conjunction

with the City Manager Department;

Administers the City's payroll system to process personnel transactions and to review and pay

personnel expenses.

Monthly detail budget reports are prepared and distributed to the City Council, department managers,

and support staff. These reports are organized by department, division, and line item showing the

authorized budget amount as well as expenditures and encumbrances to date. As a matter of policy,

expenditures are not to exceed the appropriated budget. In the course of the fiscal year, it may

become necessary to amend, transfer, or adjust the amounts appropriated in the adopted budget.

Any subsequent appropriation of additional monies for a fiscal year requires approval by the City

Council, as does the transfer of appropriations between departments in the operating budget or

between capital project accounts.

Fees and Rates

Ongoing Review

Fees and rates will be reviewed and updated on an on-going basis to ensure that they are correct and

appropriate based on the changing needs of the community, including economic concerns, social

issues, and public safety.

General concepts regarding the use of service fees and rates include:

Revenues normally will not exceed the reasonable cost of providing the service.

Cost recovery goals should be based on the total cost of delivering the service, including direct

costs, departmental administration costs, and organization-wide costs such as accounting,

personnel, data processing, vehicle/building maintenance and insurance.

The method of assessing and collecting fees should be as simple as possible in order to reduce the

administrative cost of collection.

Rate structures should be sensitive to the ―market‖ for similar services as well as to smaller,

infrequent users of the service and the influence rates and fees have on economic development.

A unified approach should be used in determining cost recovery levels for various programs based

on the factors discussed above.

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FISCAL POLICIES

Fund Balance Designations and Reserves

The City strives to maintain adequate fund balances in the General Fund. This is necessary to

maintain the City‘s credit worthiness and to adequately provide for:

Economic uncertainties, local disasters, and other financial hardships or downturns in the local

economy;

Contingencies for unforeseen operation or capital needs; and

Cash flow requirements.

The City establishes and maintains Facilities Improvement and Equipment Fund to provide for the

timely replacement of capital equipment and public facilities. The minimum fund balance in these

funds should allow for annual fluctuations in expenditures while maintaining a level annual transfer

and allow for emergency replacement purchases. Interest earnings and sales of surplus equipment,

as well as, any related damage and insurance recoveries will be credited back to these funds to reduce

the need for other revenue enhancements.

Fund balance levels will be sufficient to meet funding requirements for projects approved in prior

budgets that are carried forward into the new year. Sufficient fund balances will also be maintained to

meet debt service reserve requirements, reserves for encumbrances, and other reserves or

designations required by contractual obligations, state law, or generally accepted accounting

principles.

Appropriation Limitation

The Council will annually adopt a resolution establishing its appropriation limit calculated in

accordance with Article XIIIB of the Constitution of the State of California, Section 7900 of the State of

California Government Code, and any other voter-approved amendments of state legislation that

affect the City‘s appropriation limit.

The City will strive to develop revenue sources, both new and existing, which are considered non-tax

proceeds in calculating its appropriations subject to limitation.

Investments

Investment and cash management will be the responsibility of the Administrative Services

Director/City Treasurer or designee. The City Treasurer will develop and maintain an Investment

Policy which addresses the City‘s administration of its portfolio, including investment guidelines,

practices, and procedures. Additionally, the Treasurer will develop and maintain a comprehensive,

well-documented investment reporting system which complies with Government Code Section 53607.

The City‘s primary investment objective is to achieve a reasonable rate of return while minimizing the

potential for capital losses arising from market changes or issuer default. Accordingly, the following

factors will be considered, in priority order, in determining individual investment transactions:

Safety

Liquidity

Yield

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FISCAL POLICIES

The City will strive to keep idle cash balances fully invested through daily projections of cash flow

requirements. To avoid force liquidation and loss of investment earnings, cash flow and future

liquidity needs will be the primary consideration when selecting maturities. As the market and the

City‘s investment portfolio change, care will be taken to maintain a healthy balance of investment

types and maturities.

The City will invest only in those instruments authorized by the California Government Code Section

53601. The City will not invest in stock, will not speculate, and will not deal in futures, options or

reverse repurchase agreements. The investment market is highly volatile and continually offers new

and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly

investigate any new investment vehicles prior to committing City funds to them. Ownership of the

City‘s investment securities will be protected through third-party custodial safekeeping.

In order to maximize yields from its portfolio, the City will consolidate cash balances from all funds for

investment purposes, and will allocate investment earnings to each fund in accordance with generally

accepted accounting principles.

Capital Financing and Debt Management

Capital Financing

The City will consider the use of debt financing for capital projects and under the following

circumstances:

When the project‘s useful life will exceed the term of the financing.

When project revenues or specific resources will be sufficient to service the long-term debt.

Debt financing will not be considered appropriate for any recurring purpose such as current

operating and maintenance expenditures. The issuance of short-term instruments such as

revenue, tax or bond anticipation notes is excluded from this limitation.

Capital improvements will be financed primarily through user fees, service charges, assessments,

special taxes, or developer agreements when benefits can be specifically attributed to users of the

facility. The City will use the following criteria to evaluate ―pay-as-you-go‖ versus ―long-term

financing‖ in funding capital improvements:

Pay-As-You-Go

When current revenues and adequate fund balances are available or when project phasing can be

accomplished.

When debt levels adversely affect the City‘s credit rating.

When market conditions are unstable or present difficulties in marketing.

Long-Term Financing

When revenues available for debt service are deemed sufficient and reliable so that long-term

financing can be marketed with investment grade credit ratings.

When the project securing financing is of the type which will support an investment grade credit

rating.

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FISCAL POLICIES

When market conditions present favorable interest rates and demand for City financing.

When State or Federal requirements and current revenues mandate a project and available fund

balances are insufficient.

When the project is required to meet or relieve service requirements.

When the life of the project or asset financed is 10 years or longer.

Debt Management

The City will not obligate the General Fund to secure long-term financing, except when the

marketability can be significantly enhanced. A feasibility analysis will be prepared for each long-term

financing to assess debt service on current and future operations. This will also include an analysis on

the reliability of revenues to support a debt service.

The City will generally conduct debt financing on a competitive basis. However, negotiated financing

may be used due to market volatility or the use of an unusual or complex financing or security

structure. The City will seek investment grade ratings (Baa/BBB or greater) on any direct debt and

will seek credit enhancements such as letters of credit or insurance when necessary for marketing

purposes, availability and cost-effectiveness.

The City will monitor all forms of debt annually coincident with the budget process. This process will

include monitoring compliance with bond covenants and ensuring adherence to federal arbitrage

regulations.

The City will maintain good communications with bond rating agencies about its financial condition.

The City will follow a policy of full disclosure on every financial report and bond prospectus (Official

Statement).

Capital Improvement Budget

The Capital Improvement Budget will emphasize project planning, with projects progressing through

at least two and up to six of the following phases:

Designated - Set-aside funding for future project development under ―pay-as-you-go‖ financing.

Study - Includes concept design, site selection, feasibility analysis, schematic design, environmental

determination, property appraisals, scheduling, grant application, grant approval, and specification

preparation for equipment purchases.

Acquisition - Includes equipment purchases and property acquisition for projects, if necessary.

Design - Includes final design, plan and specification preparation, and construction cost estimation.

Construction - Includes bid administration, construction, project inspection and management, and

closeout.

Debt Service - Installment payments of principal and interest for completed projects funded through

debt financing.

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FISCAL POLICIES

Funding and related appropriations to a project account will only be made upon approval of each

phase by the City Council. Accordingly, project appropriations for acquisition and construction will

generally be approved when contracts are awarded.

Personnel Resource Management

Regular employees are the core work force and the preferred means to staff ongoing, year-round

activities. Where possible and justified, the City strives to provide fair compensation and benefit

schedules for its regular work force. Each regular employee will:

Fill an authorized position.

Receive salary and benefits consistent with the labor market.

To manage the growth of the regular work force and overall staffing costs, the City will follow these

procedures:

The City Council will authorize all regular positions.

Human Resources will coordinate the hiring of all employees and evaluate the reallocation of

existing positions.

All requests for additional regular positions will be supported by an explanation as to the necessity,

term, and expected results of the proposed position; staffing and material costs including salary,

benefits, equipment, uniforms, clerical support and facilities; and cost effectiveness (additional

revenues or cost savings which may be realized).

Part-time or temporary employees are employees other than regular employees, elected officials, and

volunteers. Part-time or temporary employees will augment regular staffing only as limited-term

employees, seasonal employees, emergency, intermittent, contract employees, and interns.

Temporary employees will be used to meet peak workload requirements, fill interim vacancies, and

accomplish tasks where less-than-regular, year-round staffing is required. Independent contractors

will not be considered City employees. Independent contractors may be used in three situations:

Short-term, peak workload assignments to be accomplished through the use of personnel

contracted through an outside employment agency. All placements through an outside

employment agency will be coordinated through the Administration Department.

Construction of public works projects and the provision of operating, maintenance, or specialized

professional services not routinely performed by City employees. Such services will be provided

without close supervision by the City staff, and the required methods, skills, and equipment will

generally be determined and provided by the contractor.

When it is determined that work can be completed affectively and cost efficiently through the use

of contractors. The work performance of the contractors should be periodically evaluated.

162

FISCAL POLICIES

Productivity Review

The City will constantly monitor and review its methods of operation to ensure that services continue

to be delivered in the most cost-effective manner possible. The review process encompasses a wide

range of issues, a few of which are discussed below.

Maintaining a decentralized approach in managing City‘s services

Although some level of centralization is necessary for review and control purposes, decentralization

supports productivity by:

Encouraging accountability by delegating authority to the lowest possible level.

Stimulating creativity, innovation, and individual initiative.

Reducing the administrative cost of operation by eliminating unnecessary review procedures.

Improving the organization‘s ability to respond to changing needs and to identify and implement

cost saving programs.

Assigning responsibility for effective operations and citizen responsiveness to the department.

Analyzing systems and procedures

This analysis provides a means to identify and remove unnecessary review requirements. The

process includes investing in the City‘s most valuable asset, its employees, by developing the skills

and abilities of all City employees. This process also recognizes that those who perform the

function are a vital part of the process.

Identifying and evaluating the ability of new technologies

As new technology emerges, whether it is in the computer-related or mechanical equipment field, an

objective evaluation provides the City with necessary information as to how it may enhance employee

efficiency, thereby allowing the City to continue providing high-quality services.

Evaluating local market service providers

An evaluation of other local market service providers, including other government agencies, assists in

determining whether the comparable service is available at a lower cost than provided by City staff.

Allocating the Cost of Services

General Policy Guidelines

The City is committed to achieving efficiency by centralizing general administrative services to the

extent they serve the needs of the City as a whole and provide for greater cost efficiency.

Accordingly, general and administrative services will be charged to those activities not financed by

General Fund by use of a cost allocation plan.

Cost Allocation Criteria

Cost will be allocated considering the following criteria:

Cause and effect - the identification of output in proportion to the service provided.

Benefits received - the allocation of cost in relation to the benefits received.

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FISCAL POLICIES

Fairness and equity - the allocation must be mutually satisfactory to the parties affected.

Ability to bear - the allocation of cost must consider the ability to pay and the impact on the

services provided.

Purchasing

The City will maintain a purchasing policy designed to support and enhance the delivery of

governmental services while seeking to obtain the maximum value for each dollar expended.

Performance Measures

The City Manager will annually develop performance measures and assess how efficiently and

effectively the functions, programs, and activities in each department are provided and for

determining whether program goals are being met.

Funds of the City of Elk Grove

Governmental accounting systems are organized and operated on a fund basis. A fund is a self-

balancing set of accounts recording cash and other financial resources, together with all related

liabilities and residual equities or balances. Funds are used to segregate the City‘s financial

activities in categories that attain certain objectives in accordance with special regulations,

restrictions, or limitations.

Basis of Budgeting

The budget is adopted on a modified accrual basis, consistent with generally accepted accounting

principles. Under the modified accrual basis, revenues are recognized when they are measurable

and available. ―Measurable‖ means the amount can be determined and ―available‖ means

collectible within the current period. Expenditures are recorded when the related fund liability is

incurred.

164


165

COMMUNITY PROFILE

Sacramento * Lake Tahoe

San Francisco *

*

* Fresno

Bakersfield *

Santa Barbara *

* San Jose

Redding *

* Los Angeles

San Diego *

Elk Grove

166

COMMUNITY PROFILE

History

In 1850, Elk Grove was established as a hotel stop and a stop for the stage. It is located about 15

miles south of historic Sutter‘s Fort and thus became a crossroads for business, entertainment,

mail service and agriculture, and acted as home base for gold miners in nearby communities. After

it played its part in the early gold rush and statehood history in California, a close-knit community

evolved with a distinctly rural and western lifestyle.

Despite its close proximity to California‘s capital city, Elk Grove remained quietly independent of

Sacramento‘s growth and development as it expanded into adjoining countrywide areas until the

1980‘s. Today, Elk Grove had its start in agriculture and it is still a big part of the area‘s economy

today, with vineyards, dairy and cattle and row crops; but, now, there is also high technology,

professional service, commercial and retail enterprises.

Our community is located in the southern portion of Sacramento County and is halfway between

Sacramento and Stockton, straddling Highway 99. It is within easy driving distance from both the

Bay Area and Sierra Mountain resorts.

Climate

Elk Grove‘s climate varies from low temperatures of 24 to 44 degrees to highs of 80 to 110

degrees. Average annual rainfall is 22 inches per year falling primarily from October through April.

Elevation is 45 feet.

Type of Government

The City of Elk Grove incorporated on July 1, 2000. We are a general law city and operate on the

Manager-City Council type of governance. Elk Grove is in the 3rd and 5th Congressional Districts,

the 10th and 15th State Assembly Districts, and the 1st and 5th State Senate Districts.

The current office holders and their term expirations are as follows:

Name/Office Term Expiration

Patrick Hume, Mayor 2010

Gary Davis, Councilmember 2010

James Cooper, Councilmember 2012

Steve Detrick, Councilmember 2012

Sophia Scherman, Vice-Mayor 2012

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COMMUNITY PROFILE

One of the most important resources of Elk Grove is its rich educational environment. The Elk

Grove Unified School District (EGUSD) alone boasts a reputation for being one of the best districts

in the state! EGUSD students regularly score above the state average as a whole. Local institutions

of higher learning offer programs for most undergraduate and graduate degrees, and several cater

directly to the business community. This is reflected in our city, which offers a well-educated

community and labor force.

The City of Elk Grove is within the Elk Grove Unified School District (EGUSD), one of the fastest

growing school districts in the country and the 8th largest in California. The entire EGUSD includes

320 square miles, or about one third of Sacramento County. Notably, Elk Grove is projected to

experience a greater growth in its student population over the next 25 years than any other city in

Sacramento County.

Cosumnes River Community College is near the City‘s northern boundary, and California State

University, Sacramento is just a short drive away in the City of Sacramento.

Primary, Secondary and Higher Education in the Region:

Elk Grove Unified School District

Los Rios Community Colleges

California State University, Sacramento

UC Davis, UC Davis Extension

National University

University of San Francisco

University of Southern California

Golden Gate University

University of Phoenix

Chapman University

St. Mary‘s College

McGeorge School of Law

DeVry University Center

Vocational Training

Heald Business College

MTI College of Business Technology

Airport

The Sacramento International Airport is located approximately 26 miles north of Elk Grove off I-5

and provides the major carrier airlines.

http://www.egusd.k12.ca.us/

http://www.egusd.k12.ca.us/

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COMMUNITY PROFILE

Attractions

Local attractions include:

Laguna Creek Parkway, a 13-mile waterway featuring wetlands, open space, walking and riding

trails, fishing and bird watching.

Stone Lakes Refuge is on the western edge of Elk Grove, a narrow stretch of floodplain, was

recently dedicated as a National Wildlife Refuge comprised of 3,000 acres along the Pacific

Flyway.

Cosumnes River Preserve is on the southern edge of Elk Grove, a riparian habitat running along

the Cosumnes River.

Churches

More than 50 churches in the greater Elk Grove area provide worship services for many faiths.

Hospitals

Elk Grove residents have the best medical providers located in their community. A full range of

physicians, including many specialists, have active practices in

the area.

Additionally, the city is serviced locally by the following medical facilities:

Kaiser Permanente Hospital

Methodist Hospital/Mercy Healthcare

Sutter Health Systems

UC Davis Medical Center

Hotels

Local hotels that are easily accessible are the Holiday Inn, located at Hwy 99 and Laguna

Boulevard. Comfort Inn Suites and the Marriott Extended Stay located off Hwy 5 at Elk Grove

Boulevard .and soon-to-open will be the Hilton Garden Inn.

Housing

Housing available in the Elk Grove area ranges from the low $300,000s for new, entry-level homes

and can go to the $600,000+ price range for executive homes.

Newspapers

The local newspaper is the Elk Grove Citizen/Herburger Publication that is published twice weekly.

Recreation

Golf Courses: Emerald Lakes Golf Center and Valley Hi Country Club and a number of driving

ranges provide area golfers with facilities to meet their needs.

Health Clubs: There are three main health clubs that serve the Elk Grove area: California

Family Fitness, 24 Hour Fitness and Laguna Creek Racquet Club. These clubs offer full facilities

for swimming, indoor basketball court, weight training, racquetball, tennis and aerobics.

http://www.egcitizen.com/

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COMMUNITY PROFILE

Parks: Elk Grove has close to 50 parks, totaling more than 140 acres of lush landscaping and

recreational amenities. This includes picnic areas, softball fields, a skate park and swim center.

Theaters: The two main theater complexes are Century 16 and United Artists and Laguna

Village.

Restaurants

There are over 70 local restaurants that serve food varying from American, Mexican, Chinese,

Japanese, Thai, to Italian.

Senior Center

The Elk Grove Senior Center provides classes, trips, game night, yoga, bingo, estate planning,

AARP classes and tax preparation assistance. Lunches are served during the week for a nominal

cost.

Service Clubs

Service clubs in Elk Grove are: American Legion, Bahai, Elks Lodge, Chamber of Commerce,

Knights of Columbus, Masonic, Odd Fellows & Rebekahs, Civic League, Kiwanis, Lions, Native

Daughters of the Golden West, Optimist, Rotary, Soroptimist and Moose.

Shopping

There are several shopping centers located within Elk Grove, which provide some of the more

popular chain stores. Old Town Elk Grove provides a unique collection of historical buildings,

antique shops and small businesses.

For shopping nearby, we have several large retail malls within the Elk Grove area. There is also a

proposed plan to create a regional mall "The Elk Grove Promenade", which will be 1.2 million

square feet, and surrounding satellite retail of about 1.8 million square feet.

Transportation

Elk Grove has convenient access to two major highways—Interstate 5 and Highway 99, providing

easy access to highway transportation routes.

Rail transportation is also available in Sacramento, 15 miles north of Elk Grove. Public

transportation is provided by e-tran, the City‘s first in the nation 100% hybrid electric commuter

bus fleet.

Youth Organizations

Youth organizations in Elk Grove are: 4-H, Camp Fire, Teen Center, Future Farmers of America and

Scouts.

http://www.elkgroveca.com/

170

Year Population (1)

County

Population (1)

Personal Income

Per Capita

Personal

Income (2)

Public School

Enrollment (3)

Median

Age(4)

Unemployment

Rate (5)

2001 81,400 1,223,499 2,508,178,200$ 30,813$ 47,736 34.65 3.30%

2002 81,400 1,279,903 2,524,214,000 31,010 49,970 34.65 4.20%

2003 85,786 1,309,600 2,730,482,594 31,829 52,418 34.65 4.60%

2004 109,116 1,335,400 3,637,709,208 33,338 55,613 34.65 4.30%

2005 121,609 1,369,855 4,232,601,245 34,805 58,670 33.70 3.70%

2006 130,874 1,385,607 4,878,590,098 37,277 60,735 33.70 3.60%

2007 136,318 1,406,804 5,054,398,804 37,078 61,881 32.30 4.30%

2008 139,542 1,424,415 Not available Not available 62,294 32.00 6.20%

Note: The City incorporated July 1, 2000 and ten years of data are not yet available.

Sources:(1)

California Department of Finance

(2) Bureau of Economic Analysis - Sacramento Area

(3) California Department of Education

(4) U.S. Census Bureau, American FactFinder, 2005 American Community Survey

(5) www.labormarketinfo.edd.ca.gov

CITY OF ELK GROVE, CALIFORNIA

Demographic and Economic Statistics

Last Eight Fiscal Years

Function/Program 2004 2005 2006 2007 2008

City Council 5 5 5 5 5

City Manager 7 11 5 4 3

City Attorney 2 2 2 3 4

Administrative Services 1 2 2 2 2

City Clerk 6 3 5 5 4

Community Development (Admin) 0 3 5 4 3

Economic Development 11 1 0 0 0

Finance 2 11 19 17 17

Code Enforcement - Community Development 0 3 4 5 7

Animal Services 0 0 3 4 5

Neighborhood Development - Community Services 0 0 4 0 3

Human Resources 1 2 5 4 4

Police Department 1 0 139 190 192

Public Works 0 0 0 0 0

Utilities 2 5 4 4 4

Solid Waste 1 2 1 2 2

Transit 1 1 1 1 2

Risk Management 1 1 1 3 3

Information Technology 1 2 2 0 0

Communications 0 0 3 3 1

Total employees 42 54 210 256 261

Source: Payroll department, City of Elk Grove

Note: The City contracts for public works, planning, building, trash hauling and transit departments as well as key

positions in other departments.

Full-time Equivalent Employees

171

CITY OF ELK GROVE

Government Employment Information

Last Five Fiscal Years

Function/Program 2001 2002 2003 2004 2005 2006 2007 2008

General Government

Residential Building Permits Issued 1122 1678 3401 4666 3603 1137 675 427

Commercial Building Permits Issued 30 28 43 90 95 71 54 40

Refuse Collection

Total Tons Disposed* N/A 86,558 109,077 122,637 137,353 83,933 122,000 N/A

Total Tons Diverted* N/A 93,771 200,145 250,280 280,312 45,194 99,800 N/A

Transit

Total Route Miles 269,815 379,647 392,110 495,590 611,275 1,229,282 1,086,761 1,361,695

Total Passengers N/A N/A N/A N/A 475,749 714,633 976,909 1,181,474

Police

Calls for service N/A N/A 16,333 19,494 23,372 25,013 60,566 98,470

Average Emergency Response Time N/A N/A 6.8 9.8 7.4 5.5 7.7 5.1

Clearance Rate of all Part I Crimes N/A N/A 47% 34% 54% 67% 27% 20%

Utility Billing

Residential Customers N/A N/A N/A N/A 39,452 44,155 44,182 46,075

Community Enhancement

Calls for Service 170 504 938 1,750 2,192 2,421 2,412 2,858

Average Emergency Response Time 24 Hours 24 Hours 24 Hours 24 Hours 24 Hours 24 Hours 24 Hours 24 Hours

Number of Inspectors 1 1 2 2 2 3 5 6

Average Number of Cases Per Inspector 170 504 469 875 731 774 482 476

Note: The City incorporated July 1, 2000.

Source: City of Elk Grove

* Based on calendar year

N/A - Data not available

172

CITY OF ELK GROVE

Operating Indicators by Function/Program


Function/Program 2001 2002 2003 2004 2005 2006 2007 2008

Public Safety

Police:

Stations 1 1 1 1 1 1 1 1

Patrol units 29 38 48 72 52 84 70 76

Highways and Streets

Streets (miles) N/A N/A 315 435 456 470 480 517

Streetlights 3,500 3,500 7,787 8,724 9,602 9,966 10,714 11,148

Traffic signals N/A N/A 62 109 109 109 114 114

Traffic signs N/A N/A N/A N/A N/A N/A N/A 1,463

Bridges N/A N/A N/A N/A N/A N/A N/A 26

Sidewalk (miles) N/A N/A N/A N/A N/A N/A N/A 993

Drainage

Manholes N/A N/A N/A N/A N/A N/A N/A 7,736

Feet of pipe N/A N/A N/A N/A N/A N/A N/A 21,382

Storm drain inlets N/A N/A N/A N/A N/A N/A N/A 13,194

The City incorporated in July 2000. City has limited services as the County of Sacramento and the Community Services District is

responsible for other services. The City began services for the police and street lights in the 2005-06 fiscal year.

Numbers reflected are from County and City records.

Source: Departments within the City of Elk Grove

N/A - Data not available

CITY OF ELK GROVE

173

Capital Asset and Infrastructure Statistics by Function/Program


2001 2002 2003 2004 2005 2006 2007 2008

Assessed value (1)

4,947,747,431$ 4,922,344,044$ 5,742,533,067$ 6,698,732,651$ 10,123,280,409$ 12,758,015,228$ 16,044,275,767$ 17,720,724,360$

Less: Exemptions (1)

(451,810,830) (120,233,400) (130,662,000) (137,059,630) (175,898,800) (189,484,400) (179,794,966) (234,786,725)

4,495,936,601 4,802,110,644 5,611,871,067 6,561,673,021 9,947,381,609 12,568,530,828 15,864,480,801 17,485,937,635

Legal debt margin

Debt Limit (15% of Assessed Value) Not Available 720,316,597 841,780,660 984,250,953 1,492,107,241 1,885,279,624 2,379,672,120 2,622,890,645

Debt applicable to limit:

Total Bonded Debt (including Special

Assessment Bonds) - - - - - - - 18,585,000

Less:

Special Assessment Bonds - - - - - - - -

Tax Allocation Bonds - - - - - - - -

Total Amount of Debt Applicable to

Debt Limit - - - - - - - 18,585,000

Legal Debt Margin -$ 720,316,597$ 841,780,660$ 984,250,953$ 1,492,107,241$ 1,885,279,624$ 2,379,672,120$ 2,604,305,645$

Total debt applicable to limit as a

percentage of debt limit 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.71%

Source: (1)

HdL from the Sacramento County Assessor 2001/02-2007/08 Combined Tax Rolls

174

CITY OF ELK GROVE, CALIFORNIA

Legal Debt Margin

For the Last Eight Years Ended June 30,

175

Fiscal Yr Fiscal Yr Fiscal Yr Fiscal Yr

2007 2008 2009 2010

Population factor 1.0790 1.0383 1.0244 1.0172

Non Residential New Construction

Per Capita Change 1.0396 1.0442 1.0429 1.0062

Adjustment Factor 1.1217 1.0842 1.0683 1.0235

Gann Limit 56,257,282$ 60,993,744$ 65,162,469$ 66,694,219$

Proceeds of Taxes 47,378,291$ 48,982,354$ 50,109,000$ 40,645,000$

Exclusions (8,170,903)$ (8,196,571)$ (10,270,904)$ (6,348,500)$

Appropriations Subject to Limitation 39,207,388$ 40,785,783$ 39,838,096$ 34,296,500$

Amount Under the Limit 17,049,894$ 20,207,961$ 25,324,373$ 32,397,719$

Gann Limit Calculation

176


177

RESOLUTION

178

RESOLUTION

179

RESOLUTION

180

RESOLUTION

181

POSITION LISTING

Authorized


1200 Assistant to the City Manager 1 1 1 0

1200 City Manager 1 1 1 0

1200 Emergency Resource Coordinator 0 U U 0

1200 Executive Adm Asst to CM 1 1 0 -1



1200 City Manager Total 4 5 4 -1

Authorized


1300 Assistant City Attorney 0 1 1 0

1300 City Attorney 1 1 1 0

1300 Deputy City Attorney 1 1 1 0

1300 Legal Assistant 1 1 1 0

1300 Legal Secretary 1 1 1 0

1300 City Attorney Total 4 5 5 0

Authorized



1400 Chief Deputy City Clerk 1 1 1 0

1400 City Clerk 1 1 1 0

1400 City Clerk Department Analyst 0 1 1 0

1400 City Clerk Records Specialist 1 0 0 0

1400 Customer Service Specialist 1 1 U -1

1400 City Clerk Total 5 5 4 -1

Authorized


1500 Accounting Manager 1 1 1 0

1500 Accounting Technician 4 4 5 1


1500 Budget Manager 1 1 1 0

1500 Customer Service Specialist 3 3 1 -2

1500 Finance Analyst 1 1 1 0

1500 Finance Director 1 1 1 0

1500 Payroll Manager 0 0 0 0

1500 Payroll Technician 1 1 1 0

1500 Purchasing Agent 1 1 1 0

1500 Purchasing Manager 1 1 1 0

1500 Revenue Supervisor 1 0 0 0

1500 Senior Customer Service Specialist 0 1 1 0

1500 Senior Administrative Assistant 0 1 1 0

1500 Senior Finance Analyst 1 0 0 0

1500 Senior Accountant Auditor 2 1 1 0

1500 Finance Total 19 17 16 -1

Authorized





1600 Human Resource Analyst 1 1 1 0

1600 Human Resource Manager 1 1 1 0

1600 Human Resource Specialist 1 0 0 0

1810 Facilities and Fleet Manager 0 0 1 1


1600 Administrative Services Total 6 6 8 2

Funded

Funded

Funded

Funded

Funded

182

POSITION LISTING

Authorized


Police Chief 1 1 1 0

Assistant Police Chief 1 1 0 -1

Captains 1 1 2 1

Captain 0 0 U 0

Lieutenants 7 7 6 -1

Sergeants 17 18 18 0

Police Officers 96 99 98 -1

Total Sw orn 123 127 125 -2

Administrative Assistant 6 6 6 0

Community Services Officer 10 11 11 0

Crime Prevention Analyst 1 1 1 0

Dispatch 18 18 18 0

Dispatch Supervisor 3 3 3 0

Fleet Analyst 1 1 0 -1

Fleet Manager 1 1 0 -1

Forensic Tech 2 2 2 0

IT Analyst 3 3 3 0

Management Analyst 0 1 1 0

Police Admin Manager 1 1 1 0

Police Crime Analyst 1 1 1 0

Police Records Manager 1 1 1 0

Police Services Analyst 3 3 3 0

Police Services Supervisor 1 1 1 0

Police Services Tech 3 3 3 0

Police Support Services Manager 1 1 1 0

Property & Evidence Tech 2 2 2 0

Records Tech 4 4 6 2

Security Officer 2 2 2 0

Sr Administrative Assistant 1 1 1 0

Sr Forensic Tech 1 1 1 0

Sr Management Analyst 1 0 0 0

Systems Administrator 1 1 1 0

Subtotal Non-Sw orn 68 69 69 0

Police Total 191 196 194 -2

Funded

Authorized





3110 Sr Admin Assistant 1 1 0 -1

3110 Development Admin Total 4 4 3 -1

Funded

183

POSITION LISTING

Authorized


3500 Administrative Analyst 1 1 0 -1




3520 Animal Services Officer 3 3 3 0

3520 Animal Services Supervisor 1 1 1 0

3520 Customer Services Specialist 1 1 1 0


3530 Youth Services Coordinator 1 1 U -1


3540 Comm Enhancement Field Insp 3 3 4 1

3540 Community Enhancement Manager 1 1 1 0


3540 Sr Comm Enhancement Field Insp 1 1 0 -1

3500 Neighborhood Services Total 17 16 14 -2

Authorized





3110 Sr Management Analyst 0 1 1 0

3110 Senior Admin Assistant 1 1 0 -1





295 Development Services Total 4 8 7 -1

Authorized


501 Recycling Coordinator 2 2 2 0

501 Integrated Waste Manager 1 1 1 0

501 Intern 0 0 0.2 0.2

501/502 Integrated Waste Total 3 3 3.2 0.2

Authorized



1560 Sr Customer Service Specialist 0 0 1 1

1560 Utility Billing Manager 1 1 1 0

1560 Utility Billing Total 4 4 5 1

Funded

Funded

Funded

Funded

Authorized



511 Administrative Analyst 0 0 1 1

511 Transit Services Planner 1 1 1 0

511 Transit System Manager 1 1 1 0

511 Transit Total 3 3 4 1

Funded

184

POSITION LISTING

Authorized



601 Risk Management Analyst 1 1 0 -1

601 Risk Manager 1 1 0 -1

601 Risk Management Total 3 3 1 -2

Authorized



3120 Planning Total 0 1 1 0

Authorized



3130 Building Total 0 1 1 0

Authorized



4100 Public Works Total 0 1 1 0

Authorized



602 0 0 0.5 0.5

Authorized




602 0 0 1.5 1.5

Funded

Funded

Funded

Funded

Funded

Funded

city of elk grove · 1 mayor and council members: i am pleased to submit the fiscal year 2009-10...

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