Contents
Budget Overview ............................................................................................................................... ....................................................................... 1
Community Development Agency ............................................................................................................................... ......................................... 11
Charts ............................................................................................................................... ....................................................................................... 14
Budget Summary........................................................................................................................ ............................................................................ 20
Administrative Services Department
701 – Policy Development and City Council Support........................................................................................................................ ....................... 26
702 – Service Excellence ............................................................................................................................... .......................................................... 31
703 – Elections and Records........................................................................................................................ ............................................................ 35
704 – Community Relations ............................................................................................................................... ...................................................... 38
705 – Asset Preservation ............................................................................................................................... .......................................................... 42
706 – Information Support ............................................................................................................................... ......................................................... 51
707 – Internet and World Wide Web ............................................................................................................................... ......................................... 57
708 – Employee Support ............................................................................................................................... ........................................................... 60
709 – Legal Services ............................................................................................................................... ................................................................. 65
710 – Business Development.................................................................................................................... ............................................................... 70
Community Development Department
501 – Affordable Housing........................................................................................................................ ................................................................. 74
502 – Community Development Area/ Agency ............................................................................................................................... .......................... 79
601 – Comprehensive Planning ............................................................................................................................... ................................................ 83
602 – Development Services....................................................................................................................... ............................................................. 87
Community Services Department
310 – Social Services & Childcare ............................................................................................................................... ............................................ 92
311 – Recreation/ Physical Activities ............................................................................................................................... ......................................... 99
Library Department
401 – Library Collections and Online Resources ............................................................................................................................... .................... 106
402 – Reading Promotion and Life Skills ............................................................................................................................... ................................ 110
Police Department
101 – Community Safety ............................................................................................................................... ......................................................... 115
102 – Patrol Support........................................................................................................................ ....................................................................... 121
103 – Emergency Preparedness................................................................................................................... ......................................................... 126
104 – Traffic and School Safety ............................................................................................................................... .............................................. 130
Public Works Department
201 – City Facilities ............................................................................................................................... ................................................................. 133
202 – Menlo Park Municipal Water District Water Supply......................................................................................................................... ............. 137
203 – City Vehicles and Equipment ............................................................................................................................... ........................................ 140
204 – Urban Forest......................................................................................................................... ........................................................................ 143
205 – City- Owned Street and Other Right- of- Way............................................................................................................................ ..................... 146
206 – Stormwater Management ............................................................................................................................... .............................................. 152
207 – Resource Conservation................................................................................................................... ............................................................. 157
208 – Transportation Management ............................................................................................................................... ......................................... 160
Fund Balance Summary........................................................................................................................ ............................................................... 166
Capital Improvement Program ............................................................................................................................... ............................................. 170
CITY OF MENLO PARK
FISCAL YEAR 2005 – 2006
BUDGET OVERVIEW
1
May 2005
Honorable Mayor and City Council Members:
In accordance with the City of Menlo Park Municipal Code, I am pleased to transmit to you the City Manager’s
recommended budget for fiscal year 2005- 2006. The attached document contains the funding recommendations for all
City programs and services, including those that utilize funds from the various special revenue accounts. The capital
improvements projects that are programmed for funding from all City sources are presented as well.
At its budget workshop on February 1, 2005, the City Council directed staff to prepare a 2005- 06 Budget based on 2004-
05 spending levels. This “ status quo” budget approach was proposed in order to focus the necessary staff resources and
Council attention on an entirely new approach to budgeting for fiscal year 2006- 07. The timeline for this 2005- 06 Budget
was accordingly accelerated to allow for adoption more than one month prior to the start of the new fiscal year.
In this fourth year of Menlo Park’s program- based, results- focused budget, service descriptions and corresponding
measures have been fine- tuned and the status of results updated for each. The format has been altered slightly in that
only the fiscal year 2005- 06 Budget proposal has been presented – no assumptions or projections have been made for
the subsequent fiscal year. Minimum changes have been made in the presentation and content of departmental result
measures, although staff continues in its efforts to most clearly describe, measure and track the effectiveness of service
delivery. And finally, the presentation of capital projects has been modified to emphasize total project costs and status,
rather than estimates of actual spending by fiscal year.
BACKGROUND
As in most other California cities, Menlo Park’s revenues have been battered by the economic downturn of the past five
years. Since the economic cycle peak in 2000- 01, the City has faced a continued imbalance between General Fund
operating revenues and expenses. Revenues have fallen dramatically, as can be seen in the following table:
2
REVENUE TRENDS, PAST 5 YEARS
Revenue Source Fiscal Year Ended 6/ 30/____
2001 2002 2003 2004 2005 ( est.)
Property Taxes 5,287,616 6,059,380 5,914,296 6,792,082 7,174,000
Sales Taxes 12,358,973 8,648,641 6,857,224 6,048,940 6,321,600
Other Taxes 2,666,328 2,412,305 2,157,462 2,202,364 2,230,660
Licenses and Permits 2,997,571 2,329,144 2,671,512 2,553,997 2,557,230
Use of Money and Property 2,696,396 1,966,153 1,391,918 688,429 1,125,140
Intergovernmental 2,730,115 2,762,308 2,862,975 2,322,221 3,029,215
Charges for Services 3,518,154 3,552,392 3,580,793 4,367,440 3,741,389
Fines and Other 296,334 231,034 821,951 771,378 833,303
32,551,487 27,961,357 26,258,131 25,746,851 27,012,537
Especially in the area of sales taxes, which have decreased 50% from the 2000- 01 level of $ 13 million. Although lower
interest rates have buoyed housing prices and corresponding property tax receipts, yield rates on the City’s invested
reserves have also dropped over 50%. Due to the State of California’s continuing deficits, State takeaways have also
served to dampen revenues and add even more uncertainty to the future of local funding sources.
On the expenditure side, employee compensation costs have risen sharply as health care premiums and retiree medical
benefit costs continue to escalate. Large increases in pension costs have been experienced due to changes in benefits
and investment losses by the California Public Employee Retirement System. Increasing insurance costs for general
liability, workers compensation and property coverage have also contributed to the higher cost of local government.
Although inflation has been kept to a minimum since 2000, prices ( excluding the volatile energy and food categories) rose
0.4 % in March 2005, the biggest one- month increase for core inflation since August 2002. Rising prices for energy and
other commodities are a significant concern for the 2005- 06 Budget, as well as for the future economic health of the
region.
Together, dwindling revenues and increasing personnel costs have created a budgetary dilemma for most municipal
governments. At the same time that revenues have become more scarce, the cost of providing City services ( over 70% of
which is personnel) has increased. While the number of full- time equivalent ( FTE) employees in Menlo Park has gone
down 13% over the past four years, total personnel costs have increased 22%.
3
EXPENDITURE TRENDS, LAST 5 YEARS
Expenditure Category Fiscal Year Ended 6/ 30/____
2001 2002 2003 2004 2005 ( est.)
Personnel 16,952,114 18,055,363 18,781,502 18,682,666 20,137,689
Operating 4,358,162 4,557,128 3,871,033 3,614,940 4,020,462
Services 1,573,911 1,764,947 1,731,579 1,267,667 1,381,826
Transfers Out 7,287,500 2,508,504 1,496,000 2,896,000 3,646,000
30,171,687 26,885,942 25,880,114 26,461,273 29,185,977
In response to this challenging fiscal environment, the City has had to ratchet down its spending each successive year,
often reopening the adopted budget during the fiscal year in order to update estimates and make further adjustments. In
total, over the past four fiscal years, the City has trimmed its expenses by over $ 4 million ( approximately 15% of the City’s
annual budget), and reduced its workforce by more than 30 regular and part- time FTEs. These cost reductions have been
achieved with minimal impact on services to the community. Yet, it has been recognized that various strategies
employed, such as deferring infrastructure maintenance and vehicle replacement, could not continue indefinitely and that
service level impacts were imminent. The 2004- 05 Budget included some use of the General Fund reserve to stave off
such impacts. It is estimated that the final draw on reserves will be $ 1.6 million in 2004- 05.
Revenues Vs. Expenditures
20
22
24
26
28
30
32
34
2001 2002 2003 2004 2005
( est.)
2006
( proposed)
Fiscal Year Ended ____
in $ millions
Revenues
Expenditure
4
This proposed budget calls for a $ 672,575 shortfall between revenue and expenses in 2005- 06. Eliminating General
Fund appropriations for capital projects moderated this shortfall. Given the consequences of a sustained deferral of
street and other infrastructure maintenance, this is a very short- term strategy for reducing the budget shortfall. More
importantly, the City is left with an operating deficit – which will only be resolved if and when growth in the City’s revenues
outpaces rising expenditures.
Using fairly conservative assumptions in estimating revenues and planning expenditures, the City’s 10- year financial
forecast predicts an annual shortfall until the year 2012- 13. The total cumulative shortfall from 2004- 05 through 2011- 12 is
projected to be approximately $ 4.5 million. A long- term plan to operate with deficit spending for the next seven years,
especially under a cost- deferring scenario year after year would not be a prudent strategy for the City. To preserve both
service levels to the public and a fiscally sound level of reserves over the long- term, the City Council has approved a
significant departure from the regular budget process of recent years, to include a comprehensive process of community
outreach and service evaluation. This ground up “ Priority Driven” approach is being undertaken in order to return the
City’s financial plan to one of long- term balance between revenues and expenses – a “ sustainable” budget for the future.
Because this new approach will require over a year to implement, it is scheduled to be used for preparation of the 2006- 07
fiscal year budget.
FISCAL YEAR 2005- 2006 BUDGET
In order to focus the necessary staff resources and Council attention on the entirely new approach to budgeting for fiscal
year 2006- 07, an accelerated timeline resulting in adoption of the 2005- 06 Budget in May was proposed. Approved by the
Council in February 2005, the 2005- 06 Budget process was basically abbreviated to allow for a “ status quo” budget from
the prior fiscal year. Council’s annual project priority- setting process, at which studies and capital projects for the
upcoming fiscal year are identified, was concluded in March 2005, with a minimal number of new projects approved and
with the least possible impact on General Fund staffing and reserves. The Master Fee Schedule was presented with
relatively few fee revisions in April. In establishing the operating budgets for each department, cost increases above prior
year levels were generally limited to labor contract changes and recent cost inflation factors.
Though abbreviated, the 2005- 06 Budget preparation was once again a challenge to reduce expenditure levels in order to
minimize the impact on the City’s General Fund reserves. In this document, fairly conservative assumptions were used
to estimate revenues, acknowledging that the local economic “ recovery” is anything but solid. Expenditures have been
restricted as much as practical, utilizing operational efficiencies of the past four years, while paying heed to areas of
operational “ fraying” caused by years of constrained resources. When compared to the 2004- 05 Budget, the plan
includes revenue increases of $ 1.9 million, expenditure increases of $ 1.5 million, no additional funding of the capital
improvements program from the General Fund, and a draw on General Fund reserves in the amount of $ 673,000. The
5
budget presented here reflects the plan for the upcoming fiscal year and also serves to update the City’s ten- year financial
forecast.
It is important to underscore that these projections will change with time as newer and better information becomes
available, especially in light of the current tenuous structure of intergovernmental finance and the continued efforts in
Sacramento to address the State’s chronic budget challenges.
DEPARTMENTAL BUDGET CHALLENGES
The “ status quo” strategy for preparing the 2005- 06 Budget included four key assumptions: ( 1) increased costs of fringe
benefits, especially health premiums and retirement plan contributions; ( 2) maintenance of current service levels to the
public; ( 3) cost recovery whenever possible; and ( 4) further postponement of infrastructure maintenance. Although
transfers from fund reserves would need to be utilized, departments were again asked to minimize the draw on reserves
by holding the line on departmental spending. This being the fifth year of cost containment, the 2005- 06 budget was a
difficult undertaking at the departmental level. Utilizing prior year efficiencies and with a commitment to keep services
intact, the departments submitted spending plans which kept funding requests at a minimum.
Administrative Services
During the past year, the Administrative Services Department undertook a number of initiatives to strengthen employees’
ability to deliver high- quality, cost- effective services and maintain workplace morale in the face of the City’s ongoing
budget challenges. These initiatives include the creation of an employee values statement articulating a commitment to
customer service, teamwork and other important principles; the development of action teams to bring about improvements
in the areas of orientation, training, recognition and communication; and the implementation of a new employee
performance planning and evaluation system to better motivate individual performance and link it to the service results in
the program- based budget.
The Administrative Services Department successfully concluded negotiations with each of the City’s four bargaining units,
reaching agreements that were acceptable to employees and reasonable given the City’s fiscal situation. The Department
worked diligently to keep personnel costs down, resulting in a $ 60,000 savings in long- term disability insurance expenses.
An increase in workers compensation costs is expected, however, due to the unanticipated settlement of several recent
claims. Staff will continue its efforts to improve efficiency through such measures as the implementation of online time
cards. The Department also facilitated an increased use of volunteers throughout Administrative Services and other City
departments.
Although desktop computers may not be replaced as frequently as in the past, the information support team continues to
provide users with creative solutions for information access and utilization, with the installation of upgraded servers and
6
robust networking software. The maintenance of security safeguards for the City’s various information systems is also a
challenge, in an environment where data is constantly under threat of attack or theft. The need for access to information
systems from remote locations further complicates security issues.
The City's long- time Finance Director retired and a new Director was recruited. At the same time, staff implemented a
major upgrade to the City’s financial system. To allow more effective use of the system and its upgraded features for all
departments, Finance staff will provide training for user groups in the coming fiscal year.
The Business Development program, which reports directly to the City Manager’s Office, promotes interest in a healthy
economic future for Menlo Park by focusing on both near- term and future revenue opportunities. Near- term projects are
typically oriented toward the current fiscal year, and include assistance in getting new businesses open and getting
existing businesses reopened when closed for remodeling or relocation. Business retention activities are also on- going,
and focus on the City’s top 25 revenue- producing businesses. Future revenue opportunities now underway consist of
larger, complex endeavors that will substantially enhance revenue in the three- to five- year timeframe. The Business
Development program also coordinates even more forward- looking events, such as the Downtown Design Charette in
early April 2005. This activity elicited many creative possibilities, leading participants and onlookers to consider the
advantages of downtown in Menlo Park.
Community Development
Responding to the needs of the community for quicker turnaround time for permits and review services, the Community
Development Department this year implemented a new plan check by appointment service that allows over- the- counter
plan checks and permitting for small projects. In- house plan checking resulted in a 50% reduction in plan check time.
Appointments for submittal of planning applications also resulted in added convenience for those applicants and an
increase in submittal quality as well.
Efforts to streamline review of commercial development were furthered by the completion of Phases 1 and 2 ordinance
changes for this priority project. Review of development projects was also expedited through the use of master
agreements for contracting with environmental and traffic consultants. For greater flexibility in servicing the increased
demand for such services, a new Assistant Planner position is proposed in the 2005- 06 Budget. While the position will
increase compensation costs for the department, a reduction in contract services more than offset these costs. Other
operating expenses were also decreased to the extent that the General Fund budget for Community Development is less
than the 2004- 05 Budget.
7
Community Services
Building from the departmental reorganization of 2004- 05, Menlo Park’s Community Service Department is working to
provide quality social and recreational opportunities to all the City’s diverse residents in an efficient and equitable manner.
This year the department was able to showcase some of the projects resulting from Measure T proceeds. The re- opening
of the newly renovated Nealon Park and Burgess Little League Field ( now the Tom Harrison Field) were examples of
familiar facilities becoming available with much needed renovations. Two off- leash areas for dogs were established at
Nealon Park and Willow Oaks Park in response to community needs. The Ivy Drive Plaza opening was celebrated as an
attractive central connector of the Child Development Center to the Belle Haven School and library. In 2005- 06, the
department looks forward to bringing services to other new and renovated facilities, including the Burgess Pool scheduled
to open by the Spring of 2006. The anticipated demand for services requires an additional use of temporary, part- time
personnel, the cost of which is reflected in increased salaries and wages in this department’s budget. An increase in
utility costs is reflective of the increased facility usage.
Beginning July 1, 2005 and in conjunction with a $ 150,000, two- year grant from the Peninsula Community Foundation, the
department will coordinate marriage and family therapy services through the Police Department, literacy services through
the Project READ program, school readiness programs and parent education and family support services through the
Belle Haven Collaborative of the Peninsula Partnership.
Library
The Library Department received two California State Library grants in 2004- 05. The grants were used to establish two
collections - a Small Business Collection and a Global Language Materials Collection – within the Library. With the help
of the 1990 Bond Fund, a state of the art Web- powered automated library system was installed, integrating the functions
of circulation, cataloging, and acquisitions. The new system is expected to be fully functional in Peninsula Library System
member libraries by the end of the summer 2005.
A popular new program at the library allows residents to receive an automatic reminder, via e- mail, that their books are
due within three days. Late fee revenue projections are down for the upcoming fiscal year. Labor costs are the only
significant increase in the Library’s 2005- 06 budget. All other costs were held level with that of the prior year. Utility costs
have dropped for the department, despite an increase in facility utilization, due to the energy retro- fit of two years ago.
8
Police
The increasing cost of personnel hit hardest in the Police Department, where the perceived quality of public safety is often
measured by the presence of law enforcement personnel throughout the community. The department continued to
provide this presence despite the constraints on personnel and other resources imposed in the past few fiscal years. As a
result of consistent safety program management, the Menlo Park Police Department has become a leader in: removing
drunk drivers from community roadways, particularly during the “ Avoid the 23” campaign in the month of December;
minimizing the crime of identity theft through advance training of officers and community training programs; minimizing
Internet crimes against children, though a program of education for children, and apprehension and prosecution of
offenders; and preventing juvenile crime by providing at- risk youth and their families with services which provide
alternatives to traditional criminal prosecution.
The 2005- 06 budget for this department accounts for 33% of the total General Fund budget. A decrease in General Fund
revenues for Police reflects the return of one full- time officer previously dedicated to the County REACT program back to
the community, with a $ 90,000 decrease in intergovernmental funding from the program, and reduced fine and
enforcement revenues.
The Police Department looks forward to having a new state- of- the- art facility in the Belle Haven neighborhood that brings
City services, and enhanced customer service, closer to more City residents. With funding currently established in the
Capital Improvement Projects Fund, the facility should be ready late in the 2005- 06 fiscal year.
Public Works
New and renovated facilities to be opened for use in the next few fiscal years will create both opportunities and
challenging commitments for the City. The Public Works Department has been planning for full facility usage by
implementing cost- efficient maintenance and support systems/ programs during facility construction. As fields, parks and
other capital improvements come “ on- line” in 2005- 06, this department’s use of personnel and other resources will be
critical to maintaining clean and attractive public facilities for all residents. In the past year, Public Works Department
services trimmed over 3000 trees, cleaned over 300 storm drain inlets, patched over 400 pot holes, repaired more than
1500 vehicles and pieces of equipment, painted 132 street lights, renovated five sports fields and completed a major
water main replacement project. Various sidewalk, streetscape, and median projects were completed during this time, as
well as feasibility studies, traffic management plans for future facility and infrastructure projects. The department was able
to fine- tune customer surveying procedures to measure the performance provided to customers through various
maintenance service programs.
9
Although much of the operational budget is provided from other funds, Public Works departmental costs constitute 14% of
the General Fund’s total budget. The additional $ 47,000 approved this year in garbage franchise revenues will be
credited directly to the General Fund Capital Improvement Projects fund to help defray the cost of road maintenance.
2005- 06 General Fund expenditures reflect an increase of $ 100,000 for street light maintenance costs, freeing up funding
from the Highway Users Tax Fund (“ gas tax”) revenues for street and sidewalk maintenance only.
CAPITAL IMPROVEMENT PROJECTS
The budget also identifies capital projects for funding in FY2005- 06. The City Council approved in concept the 5- Year
Capital Improvement Program Implementation Plan in March, 2004; including an Infrastructure Maintenance Program, a
Street Resurfacing Program and a projects list for the fiscal year. A separate section titled Capital Improvements contains
detailed descriptions of the 2005- 2006 projects. Although there is no planned transfer for capital projects from the
General Fund in 2005- 06, prior year General Fund appropriations will be used. New projects will be provided for from
other funds such as Measure T, RDA Tax Increment Bond, and Water Capital Funds.
OTHER FUNDS
In addition to the General Fund and CIP Program, the City budget includes numerous other separate but interdependent
special revenue funds. These funds are established to account separately for special- purpose revenues and
expenditures. The Estimated Fund Balances section shows the latest projected fiscal year- end fund balances and the
programmed revenues and expenditures for fiscal year 2005- 06. It is important to note that these fund balance estimates
change over time based on the actual status of the various projects that are underway and the corresponding staffing
levels. The Budget contains additional detailed service level information by department with respect to the interaction
between these funds and the City General Fund operating budget. However, no budget projections were made for the
next year out, as the 2006- 07 budget will be based on community priorities and may bear little resemblance to the current
funding and expenditure plan.
SUMMARY
While the City embarks on the process of re- defining its budget priorities in terms of community demands and
expectations for future year budgets, the 2005- 06 budget will provide the resource allocations necessary for the continued
delivery of quality municipal services for the upcoming fiscal year. Although burdened with a significant drop in revenues,
increasing personnel costs and the future costs of operating new and re- opened facilities, the City has the means to
diligently monitor current resources and efficiently manage their utilization. While growth in revenues over the next year is
projected to be small, and the extent of impact of State fiscal policies is still unknown, the City is in fiscally sound condition
and should be able to see the year through with relatively little impact to the General Fund reserves. The presence of
these reserves reflect the foresight of the City Council and community. They allow the City to manage costs in a strategic
manner, and to prepare itself equally well for the future.
10
Even as a “ status quo” plan, the development and monitoring of the 2005- 06 Budget is an ongoing process. The
estimates that are developed from this process are modified throughout the budget period to respond to unanticipated
events. Periodic reports are provided as a method for ongoing review and discussion at the department level. Staff is
committed to providing Council and the public with the latest and best information available.
In closing I wish to acknowledge my appreciation to the City Council for the leadership it has provided and for the support
and confidence it has shown during these challenging financial times. In addition, I also wish to expressing my sincere
gratitude to staff from throughout the organization; most notably Audrey Seymour, Assistant City Manager and Carol
Augustine, Finance Director, and the other department directors, for their extraordinary efforts in developing a sound
budget plan that largely preserves City services in the face of stressful circumstances. I’d also like to acknowledge the
constructive role that our unions played and the cooperation from and professionalism of all City staff in working to find
creative solutions while delivering high quality services to the public throughout the year.
Respectfully submitted,
David Boesch
City Manager
11
May 2005
Honorable Chair and Agency Board Members:
It is my responsibility and pleasure to submit a balanced budget to the Community Development Agency Board for its
approval for fiscal year 2005- 06. Agency staff has prepared this budget in keeping with established programs, services
and project priorities, and the recently adopted Five- Year Implementation Plan for the Las Pulgas Community
Development Project Area. The 2005- 06 Budget reflects the Agency’s continued focus on building and renovating
affordable housing, the abatement of blight through redevelopment, capital improvements projects and the funding of
important programs serving the Belle Haven neighborhood.
OVERVIEW
These are dynamic times for the Agency. Many significant projects have been completed, others are underway, and the
significant investment of Agency resources is readily apparent in the physical appearance of the project area.
In terms of new affordable housing in the community, the staff continues site preparation efforts and traffic analysis
groundwork for the Habitat For Humanity housing project on Terminal Avenue. Approximately 22 affordable housing units
for very low- income families have been approved for the site. Clarum Homes, the chosen private developer of the
planned Hamilton Avenue Park- and- Housing project site, is completing the environmental review process and is nearing
the point of obtaining property entitlements and beginning construction. The development is planned to include 47 homes
and a one- acre neighborhood park. Staff continues to support the work of the Housing Commission, updating policies
and guidelines, processing rehabilitation loans, emergency repair loans and landscaping grants, all programs developed
to increase and maintain the availability of affordable housing in the district.
In the redevelopment arena, the Board approved the Five- Year Implementation Plan, which should serve to guide the
agency in implementing its redevelopment programs in a manner directly related to eliminating blighting influences,
through the fiscal year 2008- 09. The Hamilton Avenue Streetscape Project, providing new curb, gutter, sidewalk, street
surface, trees and landscaping, a well as underground utility lines to the area, was completed, as were the Ivy Drive Plaza
and Entryway improvements. Market Place Park, with new landscaping, lighting, and a playground area, should also be
12
completed in the 2004- 05 fiscal year. The Police/ City Service Center is about to break ground and Ivy Drive and Pierce
Road are scheduled to be refurbished. Ongoing financial support was provided to City code enforcement, drug
abatement and social and transportation services provided by affiliated agencies. Staff also provided direct support to the
Agency and the Las Pulgas Committee.
FISCAL YEAR 2005- 2006
In addition to capital improvement projects, continued funding in the Agency Budget for 2005- 2006 is provided for the
programs and services that benefit residents of the Belle Haven neighborhood. Continuing support for housing activities
is provided for the below market rate housing program, shared housing, fair housing, accessibility for handicapped
persons, housing rehabilitation loans, emergency repair loans and first time homebuyer loan assistance. Continuing
support for redevelopment services includes funding for information activities, the Belle Haven Newsletter, neighborhood
meetings, shuttle service for project area residents, ongoing code enforcement and drug abatement, as well as for
revenue tax sharing agreements with the County and school and other districts.
Project funding is continued for the development of the Police- City Service Center at the Ivy Drive and Willow Road
intersection, as well as for streetscape improvements to the commercial area of Willow Road and Chester west of
Highway 101.
In addition to the numerous ongoing projects funded through the redevelopment agency, the following projects will be
further advanced in 2005- 2006:
• East Hamilton- Tyco Land Use Study
• Amendment to the Las Pulgas Project Area
• Onetta Harris Community Center Landscaping
• Haven Avenue Study
Staff anticipates that the State will continue to take redevelopment funds to help balance its budget and has therefore
included the loss of $ 900,000 in property tax as the estimated Educational Revenue Augmentation Fund ( ERAF)
payment. Beginning and end- of- year fund balances are provided in the Fund Balance Summary section of this Budget
document. Program funding is broken down by service area and is reflected in the section containing other Community
Development Department programs.
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In closing, let me acknowledge the effective leadership of the Agency Board members. Their vision, commitment and
continuing support is essential in seeing the many projects undertaken through to successful completion for the
betterment of the redevelopment area and the entire community.
Respectfully submitted,
David Boesch
Agency Executive Director and City Manager
City of Menlo Park
2005- 2006 General Fund Revenue - Budget
Property Taxes $ 7 ,163,000 26%
Sales Tax 6 ,520,000 23%
Transient Occupancy Tax 1 ,070,000 4%
Franchise Fees 1 ,235,000 4%
Licenses & Permits 2 ,733,600 10%
Inter Governmental 2 ,908,815 10%
Fines 8 71,520 3%
Interest and Rent Income 1 ,388,000 5%
Charges For Services 3 ,792,582 13%
Transfers and Other 5 27,220 2%
Total Revenue $ 2 8,209,737
Sales Tax
23%
Licenses & Permits
10%
Fines
3%
Charges For Services
13%
Interest and Rent
Income
5%
Inter Governmental
10%
Transient Occupancy
Tax
4%
Franchise Fees
4%
Property Taxes
26%
Transfers and Other
2%
14
City of Menlo Park
2005- 2006 General Fund Expenditures by Lead Department
Administrative Services $ 3,801,031 13%
Community Development 1,993,166 7%
Community Services 5,848,611 20%
Library 1,817,040 6%
Police 9,714,909 34%
Public Works 4,061,555 14%
Transfers 1,646,000 6%
Total Expenditures $ 28,882,312
Administrative Services
13%
Community Development
7%
Community Services
20%
Library
6%
Police
34%
Public Works
14%
Transfers
6%
15
City of Menlo Park
2005- 2006 General Fund Expenditures by Category
Services $ 1,299,873 5%
Personnel 21,844,458 76%
Operating 4,091,981 14%
Transfers 1,646,000 6%
Total Expenditures $ 28,882,312
Services
5%
Personnel
75%
Operating
14%
Transfers
6%
16
City of Menlo Park
2005- 2006 General Fund
Revenue Increase/( Decrease) by Category
2004- 2005 Budget and Estimate vs. 2005- 2006 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
Operating Revenues 2004- 2005 2004- 2005 2005- 2006 Amount % Amount %
Property Taxes $ 6,416,000 $ 7,174,000 $ 7,163,000 $ 747,000 12% $ ( 11,000) 0%
Sales Tax 5,815,000 6,321,600 6,520,000 705,000 12% 1 98,400 3%
Transient Occupancy Tax 1,000,000 1,020,000 1,070,000 70,000 7% 5 0,000 5%
Franchise Fees 1,190,000 1,210,660 1,235,000 45,000 4% 2 4,340 2%
Licenses & Permits 2,733,600 2,557,230 2,733,600 - 0% 1 76,370 7%
Inter Governmental 2,745,588 3,029,215 2,908,815 163,227 6% ( 120,400) - 4%
Fines 914,025 822,000 871,520 ( 42,505) - 5% 4 9,520 6%
Interest and Rent Income 1,168,200 1,125,140 1,388,000 219,800 19% 2 62,860 23%
Charges For Services 3,763,312 3,741,389 3,792,582 29,270 1% 5 1,193 1%
Transfers and Other 524,720 524,523 527,220 2,500 0% 2 ,697 1%
Total Revenue $ 2 6,270,445 $ 2 7,525,757 $ 2 8,209,737 $ 1 ,939,292 7.4% $ 6 83,980 2%
Budget vs. Proposed Estimate vs. Proposed
$-
$ 1,000,000
$ 2,000,000
$ 3,000,000
$ 4,000,000
$ 5,000,000
$ 6,000,000
$ 7,000,000
$ 8,000,000
Property Taxes
Sales Tax
Transient Occupancy Tax
Franchise Fees
Licenses & Permits
Inter Governmental
Fines
Interest and Rent Income
Charges For Services
Transfers and Other
Budget 2004- 2005
Estimate 2004- 2005
Proposed Budget 2005- 2006
17
City of Menlo Park
2005- 2006 General Fund
Expenditure Increase/( Decrease) by Lead Department
2004- 2005 Budget and Estimate vs. 2005- 2006 Proposed
Proposed Increase/ Increase/ Increase/ Increase/
Budget Estimate Budget ( Decrease) ( Decrease) ( Decrease) ( Decrease)
2004- 2005 2004- 2005 2005- 2006 Amount % Amount %
Administrative Services $ 3 ,513,246 $ 3 ,408,226 $ 3 ,801,031 $ 2 87,785 8% $ 3 92,805 12%
Community Development 1 ,994,489 1 ,982,779 1 ,993,166 ( 1,323) 0% 1 0,387 1%
Community Services 5 ,405,121 5 ,404,195 5 ,848,611 4 43,490 8% 4 44,416 8%
Library 1 ,670,286 1 ,670,286 1 ,817,040 1 46,754 9% 1 46,754 9%
Police 9 ,333,916 9 ,259,111 9 ,714,909 3 80,993 4% 4 55,798 5%
Public Works 3 ,866,991 3 ,793,879 4 ,061,555 1 94,564 5% 2 67,676 7%
Transfers 3 ,647,500 3 ,646,000 1 ,646,000 ( 2,001,500) - 55% ( 2,000,000) - 55%
Total Expenditures $ 2 9,431,549 $ 2 9,164,476 $ 2 8,882,312 $ ( 549,237) - 2% $ ( 282,164) - 1%
Total Expenditures less Transfers 2 5,784,049 2 5,518,476 2 7,236,312 1 ,452,263 6% 1 ,717,836 7%
Budget vs. Proposed Estimate vs. Proposed
$-
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
Administrative
Services
Community
Development
Community Services Library Police Public Works Transfers
Budget 2004- 2005
Estimate 2004- 2005
Proposed Budget 2005- 2006
18
Property Tax Split
General County 24.10%
Bay Area Air Quality 0.20%
City of Menlo Park 12.20%
Mid Peninsula Open Space 1.90%
Elementary Schools 17.00%
County Harbor District 0.40%
Junior College 6.90%
Menlo Park Fire District 16.10%
Mosquito Abatement 0.20%
County Education Tax 3.60%
Sequoia Hospital 1.50%
Sequoia High School Sequoia High School 15.90%
15.90%
General County 24.10%
Bay Area Air Quality
0.20%
City of Menlo Park 12.2%
Mid Peninsula Open
Space 1.90%
Elementary Schools
17.00%
County Harbor District
0.40%
Junior College 6.90%
Menlo Park Fire District
16.10%
Mosquito Abatement
0.20%
County Education Tax
3.60%
Sequoia Hospital 1.50%
19
FY 2006 BUDGET SUMMARY
By Department and Program
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support 5 37,067 5 33,241 6 48,376 537,067 533,241 6 48,376
Program 702 - Service Excellence 2 08,304 2 09,115 2 19,804 208,304 209,115 2 19,804
Program 703 - Elections And Records 5 8,805 6 1,158 3 3,510 58,805 61,158 3 3,510
Program 704 - Community Relations 1 40,093 1 33,399 1 36,438 140,093 133,399 1 36,438
Program 705 - Asset Preservation ( includes transfers) 4 ,299,289 4 ,292,509 2 ,347,277 14,263,973 14,425,624 1 2,309,132
Program 706 - Information Support 6 87,149 6 32,483 7 16,307 689,109 634,443 7 18,364
Program 707 - Internet And World Wide Web 1 11,725 9 4,032 9 6,386 111,725 94,032 9 6,386
Program 708 - Employee Support 8 12,691 8 13,508 9 24,938 812,691 813,508 9 24,938
Program 709 - Legal Services 1 80,125 1 59,125 1 90,300 506,771 460,871 5 22,273
Program 710 - Business Development 1 25,499 1 25,656 1 33,695 125,499 125,656 1 33,695
Department Total 7,160,746 7,054,226 5,447,031 17,454,036 17,491,047 15,742,916
600 - Community Development Department
Program 501 - Affordable Housing - - - 5,786,500 2,899,909 5 ,683,064
Program 502 - Community Development Area/ Agency - - - 11,631,521 11,385,804 8 ,724,156
Program 601 - Comprehensive Planning 2 15,899 2 04,190 1 64,815 399,042 387,333 1 64,815
Program 602 - Development Services 1 ,778,589 1 ,778,589 1 ,828,351 1,806,985 1,806,985 1 ,828,351
Department Total 1,994,489 1,982,779 1,993,166 19,624,048 16,480,032 16,400,385
300 - Community Services Department
Program 310 - Social Services & Childcare 3 ,153,622 3 ,153,614 3 ,372,432 3,371,805 3,354,598 3 ,634,778
Program 311 - Recreation/ Physical Activities 2 ,251,499 2 ,250,581 2 ,476,179 2,251,499 2,250,581 2 ,476,879
Department Total 5,405,121 5,404,195 5,848,611 5,623,304 5,605,179 6,111,657
400 - Library Department
Program 401 - Library Collections And Online Resources 1 ,321,764 1 ,321,764 1 ,419,297 1,501,764 1,451,764 1 ,576,297
Program 402 - Reading Promotion And Life Skills 3 48,522 3 48,522 3 97,743 590,021 545,372 6 20,539
Department Total 1,670,286 1,670,286 1,817,040 2,091,785 1,997,136 2,196,836
100 - Police Department
Program 101 - Community Safety 5 ,792,217 5 ,794,435 6 ,103,213 6,667,574 6,820,072 7 ,180,944
Program 102 - Patrol Support 2 ,375,189 2 ,305,708 2 ,374,562 2,434,789 2,385,308 2 ,384,282
Program 103 - Emergency Preparedness 1 09,895 9 5,065 1 20,778 109,895 95,065 1 20,778
Program 104 - Traffic And School Safety 1 ,056,614 1 ,063,903 1 ,116,356 1,056,814 1,064,103 1 ,116,556
Department Total 9,333,916 9,259,111 9,714,909 10,269,073 10,364,548 10,802,561
200 - Public Works Department
Program 201 - City Facilities 1 ,713,592 1 ,682,624 1 ,793,904 18,929,298 18,553,251 7 ,063,167
Program 202 - Menlo Park Municipal Water District Water Supply - - - 6,975,336 6,826,910 3 ,560,228
Program 203 - City Vehicles And Equipment 3 70,293 3 73,027 3 34,448 620,293 623,027 6 09,448
Program 204 - Urban Forest 3 08,061 2 92,111 2 83,524 989,785 786,867 8 72,992
Program 205 - City- Owned Street And Other Right- Of- Way 1 ,040,141 1 ,014,868 1 ,146,271 8,920,967 8,887,074 2 ,339,223
Program 206 - Stormwater Management 1 88,938 1 82,688 2 10,308 1,040,772 1,035,818 5 94,009
Program 207 - Resource Conservation 8 ,125 8 ,125 8 ,597 181,431 156,431 1 89,746
Program 208 - Transportation Management 2 37,842 2 40,437 2 84,503 1,536,131 1,540,739 1 ,319,335
Department Total 3,866,991 3,793,879 4,061,555 39,194,013 38,410,116 16,548,147
City Totals 29,431,550 29,164,477 28,882,312 94,256,260 90,348,057 67,802,502
GENERAL FUND ALL FUNDS
20
FY 2006 BUDGET SUMMARY
By Department, Program and Service
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
700 - Administrative Services Department
Program 701 - Policy Development And City Council Support
Service 701- 01 - Effective Staffing 2 89,026 2 88,258 3 47,517 289,026 288,258 347,517
Service 701- 02 - Intergovernmental Liaison 1 25,190 1 24,645 1 45,374 125,190 124,645 145,374
Service 701- 03 - Commissions 1 8,526 1 8,526 1 9,274 18,526 18,526 19,274
Service 701- 04 - Constituent Assistance 1 04,325 1 01,812 1 36,213 104,325 101,812 136,213
Program Total 537,067 533,241 648,376 537,067 533,241 648,376
Program 702 - Service Excellence
Service 702- 01 - Priority Setting 4 6,410 4 7,430 6 0,338 46,410 47,430 60,338
Service 702- 02 - Performance Accountability 1 07,141 1 07,175 1 27,735 107,141 107,175 127,735
Service 702- 03 - Interdepartmental Initiatives 5 4,753 5 4,510 3 1,731 54,753 54,510 31,731
Program Total 208,304 209,115 219,804 208,304 209,115 219,804
Program 703 - Elections And Records
Service 703- 01 - Coordinated Elections 4 0,039 4 1,527 1 3,684 40,039 41,527 13,684
Service 703- 02 - Election Records Management 1 8,766 1 9,631 1 9,826 18,766 19,631 19,826
Program Total 58,805 61,158 33,510 58,805 61,158 33,510
Program 704 - Community Relations
Service 704- 01 - Community Information Outreach 1 03,473 9 6,779 1 02,318 103,473 96,779 102,318
Service 704- 02 - Service Feedback 2 1,175 2 1,175 2 1,766 21,175 21,175 21,766
Service 704- 04 - Volunteers 1 5,445 1 5,445 1 2,354 15,445 15,445 12,354
Program Total 140,093 133,399 136,438 140,093 133,399 136,438
Program 705 - Asset Preservation
Service 705- 01 - Financial Planning 5 0,367 4 4,437 5 9,574 85,031 79,101 98,570
Service 705- 02 - Investments 3 5,887 3 4,437 3 3,989 46,535 45,085 46,601
Service 705- 03 - Revenue Management 2 26,905 2 26,805 2 48,527 2,188,145 2,188,216 2,275,931
Service 705- 04 - Accounting and Reporting 2 42,519 2 44,319 2 56,294 414,987 375,273 292,241
Service 705- 05 - Accounts Payable and Purchasing 9 7,611 9 6,511 1 02,893 142,171 141,071 139,700
Service 705- 06 - Risk Management - - - 1,350,774 1,560,548 1,418,793
Service 705- 07 - General ( Transfers Out) 3 ,646,000 3 ,646,000 1 ,646,000 3,646,000 3,646,000 1,646,000
Service 705- 08 - Debt Service - - - 6,390,330 6,390,330 6,391,297
Program Total 4,299,289 4,292,509 2 ,347,277 14,263,973 14,425,624 12,309,132
Program 706 - Information Support
Service 706- 01 - Desktop Maintenance 1 88,122 1 89,295 1 88,182 188,122 189,295 188,182
Service 706- 02 - Network Infrastructure Maintenance 2 22,212 1 88,758 2 45,191 222,212 188,758 245,191
Service 706- 03 - Design and Advice 2 7,985 2 7,280 3 3,757 27,985 27,280 33,757
Service 706- 04 - Remote Access 1 4,013 6 ,863 9 ,805 14,013 6,863 9,805
Service 706- 05 - Printing Support 2 34,817 2 20,287 2 39,372 236,777 222,247 241,430
Program Total 687,149 632,483 716,307 689,109 634,443 718,364
Program 707 - Internet And World Wide Web
Service 707- 01 - Web Posting 7 1,389 6 2,959 7 1,934 71,389 62,959 71,934
Service 707- 02 - Interactive Web Services 4 0,336 3 1,073 2 4,452 40,336 31,073 24,452
Program Total 111,725 94,032 96,386 111,725 94,032 96,386
GENERAL FUND ALL FUNDS
21
FY 2006 BUDGET SUMMARY
By Department, Program and Service
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
GENERAL FUND ALL FUNDS
Program 708 - Employee Support
Service708- 01 - Employee Compensation System 5 54,107 5 89,261 6 44,987 554,107 589,261 644,987
Service 708- 02 - Employee Development 5 4,639 3 1,513 6 3,239 54,639 31,513 63,239
Service 708- 03 - Employee Relations 1 10,141 9 4,180 1 06,743 110,141 94,180 106,743
Service 708- 04 - Recruitment and Selection 9 3,804 9 8,554 1 09,969 93,804 98,554 109,969
Program Total 812,691 813,508 924,938 812,691 813,508 924,938
Program 709 - Legal Services
Service 709- 01 - City Council and City Manager Support 7 1,645 4 8,645 6 6,973 89,493 66,493 87,105
Service 709- 02 - Planning Staff and Planning Commission Support 6 4,582 6 0,582 6 7,905 64,582 60,582 67,905
Service 709- 03 - Personnel, Risk Management and Other City Prog. 4 3,898 4 9,898 5 5,421 336,746 317,746 350,552
Service 709- 05 - Community Development Agency - - - 15,950 16,050 16,710
Program Total 180,125 159,125 190,300 506,771 460,871 522,273
Program 710 - Business Development
Service 710- 01 - Strategic Partnerships 4 4,143 4 4,163 4 8,940 44,143 44,163 48,940
Service 710- 02 - Market Information and Research 4 0,777 4 0,787 3 9,427 40,777 40,787 39,427
Service 710- 03 - Diversifying Tax Base 4 0,579 4 0,706 4 5,329 40,579 40,706 45,329
Program Total 125,499 125,656 133,695 125,499 125,656 133,695
Department Total 7,160,746 7,054,226 5 ,447,031 17,454,036 17,491,047 15,742,916
600 - Community Development Department
Program 501 - Affordable Housing
Service 501- 01 - Increase Supply of Affordable Housing - - - 4,762,022 1,903,202 4,749,569
Service 501- 02 - Maintain Existing Affordable Housing Stock - - - 792,301 862,935 778,612
Service 501- 05 - Policy Development - - - 232,176 133,772 154,883
Program Total - - - 5,786,500 2,899,909 5,683,064
Program 502 - Community Development Area/ Agency
Service 502- 01 - Policy, Program & Project Development - - - 391,167 186,558 439,786
Service 502- 02 - Facility Improvement - - - 7,365,701 7,330,243 4,440,777
Service 502- 03 - Service Enhancement - - - 3,874,653 3,869,003 3,843,593
Program Total - - - 11,631,521 11,385,804 8,724,156
Program 601 - Comprehensive Planning
Service 601- 01 - General Plan 7 1,572 6 0,055 5 6,121 71,572 60,055 56,121
Service 601- 02 - Zoning Ord.& Related Documents 8 8,522 8 6,805 1 08,694 88,522 86,805 108,694
Service 601- 03 - Neighborhood Land Use Studies ( Moved to 208- 06) 5 5,805 5 7,330 - 238,948 240,473 -
Program Total 215,899 204,190 164,815 399,042 387,333 164,815
Program 602 - Development Services
Service 602- 01 - Development Information Services 2 95,500 2 95,500 2 74,145 295,500 295,500 274,145
Service 602- 02 - Planning Level Reviews 4 86,896 4 86,896 5 47,189 515,292 515,292 547,189
Service 602- 03 - Plan Check and Permitting 6 42,412 6 42,412 6 14,098 642,412 642,412 614,098
Service 602- 04 - Inspecting and Monitoring 3 53,781 3 53,781 3 92,919 353,781 353,781 392,919
Program Total 1,778,589 1,778,589 1 ,828,351 1,806,985 1,806,985 1,828,351
Department Total 1,994,489 1,982,779 1 ,993,166 19,624,048 16,480,032 16,400,385
22
FY 2006 BUDGET SUMMARY
By Department, Program and Service
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
GENERAL FUND ALL FUNDS
300 - Community Services Department
Program 310 - Social Services & Childcare
Service 310- 01 - Seniors 3 27,952 3 31,971 3 42,150 327,952 331,971 342,150
Service 310- 02 - Pre- School Child Care 1 ,779,303 1 ,788,327 1 ,906,383 1,779,303 1,788,327 1,906,383
Service 310- 03 - Peninsula Partnership 1 18,434 1 19,464 1 23,366 336,617 320,448 385,712
Service 310- 04 - School- Age Child Care 8 52,520 8 43,838 9 25,611 852,520 843,838 925,611
Service 310- 05 - Teen Programs 7 5,414 7 0,014 7 4,922 75,414 70,014 74,922
Program Total 3,153,622 3,153,614 3 ,372,432 3,371,805 3,354,598 3,634,778
Program 311 - Recreation/ Physical Activities
Service 311- 01 - Youth Sports 3 22,355 3 36,854 3 68,449 322,355 336,854 368,449
Service 311- 02 - Adult Sports 1 74,710 1 68,763 1 85,916 174,710 168,763 185,916
Service 311- 03 - Gymnastics 6 13,266 6 17,174 6 71,540 613,266 617,174 671,540
Service 311- 04 - Aquatics 3 36,636 3 30,219 5 00,633 336,636 330,219 500,633
Service 311- 05 - Contract Classes 6 11,685 6 07,344 5 66,905 611,685 607,344 566,905
Service 311- 06 - Events & Concerts 1 92,847 1 90,227 1 82,736 192,847 190,227 183,436
Program Total 2,251,499 2,250,581 2 ,476,179 2,251,499 2,250,581 2,476,879
Department Total 5,405,121 5,404,195 5 ,848,611 5,623,304 5,605,179 6,111,657
400 - Library Department
Program 401 - Library Collections And Online Resources
Service 401- 01 - Library Materials 4 31,001 4 31,001 4 33,079 596,001 546,001 558,079
Service 401- 02 - Circulation 4 20,783 4 20,783 4 69,052 420,783 420,783 473,052
Service 401- 03 - User Assistance 4 69,980 4 69,980 5 17,165 484,980 484,980 545,165
Program Total 1,321,764 1,321,764 1 ,419,297 1,501,764 1,451,764 1,576,297
Program 402 - Reading Promotion And Life Skills
Service 402- 01 - Programs and events 6 9,477 6 9,477 6 8,461 102,719 103,134 103,515
Service 402- 02 - Foster community 5 9,776 5 9,776 5 6,720 59,776 59,776 56,720
Service 402- 03 - Teaching - - - 207,247 162,183 187,741
Service 402- 04 - Belle Haven 2 19,269 2 19,269 2 72,563 220,279 220,279 272,563
Program Total 348,522 348,522 397,743 590,021 545,372 620,539
Department Total 1,670,286 1,670,286 1 ,817,040 2,091,785 1,997,136 2,196,836
100 - Police Department
Program 101 - Community Safety
101- 01 - Patrol Service 4 ,060,624 4 ,043,251 4 ,238,724 4,074,418 4,152,137 4,392,824
Service 101- 02 - Investigations 1 ,002,179 1 ,001,242 1 ,072,446 1,002,179 1,044,242 1,072,446
Service 101- 04 - Community Outreach 6 03,801 6 36,924 6 63,322 603,801 636,924 663,322
Service 101- 05 - Narcotic Abatement 6 9,129 5 9,569 7 0,483 480,142 484,979 526,443
Service 101- 06 - Code Enforcement 5 6,484 5 3,449 5 8,238 507,035 501,790 525,910
Program Total 5,792,217 5,794,435 6 ,103,213 6,667,574 6,820,072 7,180,944
23
FY 2006 BUDGET SUMMARY
By Department, Program and Service
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
GENERAL FUND ALL FUNDS
Program 102 - Patrol Support
Service 102- 01 - Dispatch 1 ,135,164 1 ,093,543 1 ,167,010 1,135,164 1,113,543 1,167,010
Service 102- 02 - Records Management 4 17,983 4 13,791 3 80,522 417,983 413,791 380,522
Service 102- 04 - Police Training 4 48,930 4 15,052 4 37,523 448,930 415,052 437,523
Service 102- 05 - Parking Management 3 73,112 3 83,322 3 89,507 432,712 442,922 399,227
Program Total 2,375,189 2,305,708 2 ,374,562 2,434,789 2,385,308 2,384,282
Program 103 - Emergency Preparedness
Service 103- 01 - Information Outreach 3 1,600 2 1,585 3 5,309 31,600 21,585 35,309
Service 103- 02 - Disaster Management Coordination 5 8,410 5 5,375 6 1,109 58,410 55,375 61,109
Service 103- 03 - Emergency Preparedness Training 1 9,885 1 8,105 2 4,359 19,885 18,105 24,359
Program Total 109,895 95,065 120,778 109,895 95,065 120,778
Program 104 - Traffic And School Safety
Service 104- 01 - Public Traffic Safety Education 3 8,928 4 5,357 1 8,700 39,128 45,557 18,900
Service 104- 02 - Enforcement of Traffic Laws 1 ,017,686 1 ,018,546 1 ,097,656 1,017,686 1,018,546 1,097,656
Program Total 1,056,614 1,063,903 1 ,116,356 1,056,814 1,064,103 1,116,556
Department Total 9,333,916 9,259,111 9 ,714,909 10,269,073 10,364,548 10,802,561
200 - Public Works Department
Program 201 - City Facilities
Service 201- 01 - Facility/ Field Capital Projects 4 ,650 - 2 ,038 16,127,553 16,079,491 4,847,599
Service 201- 02 - Facility Maintenance 1 ,009,748 9 85,602 1 ,041,225 1,184,831 1,151,339 1,041,225
Service 201- 03 - Field/ Grounds Maintenance 6 99,194 6 97,022 7 50,642 1,616,915 1,322,421 1,174,344
Program Total 1,713,592 1,682,624 1 ,793,904 18,929,298 18,553,251 7,063,167
Program 202 - Menlo Park Municipal Water District Water Supply
Service 202- 01 - Water Delivery System - - - 3,382,254 3,267,147 3,328,864
Service 202- 02 - Water Supply - - - 3,593,081 3,559,762 231,364
Program Total - - - 6,975,336 6,826,910 3,560,228
Program 203 - City Vehicles And Equipment
Service 203- 01 - Vehicle Replacement 1 0,075 1 0,075 1 0,942 260,075 260,075 285,942
Service 203- 02 - Vehicle Repair and Maintenance 3 60,218 3 62,952 3 23,505 360,218 362,952 323,505
Program Total 370,293 373,027 334,448 620,293 623,027 609,448
Program 204 - Urban Forest
Service 204- 02 - City Tree Maintenance 1 76,062 1 75,412 1 69,948 857,786 670,168 759,416
Service 204- 03 - Heritage Trees 1 31,999 1 16,699 1 13,575 131,999 116,699 113,575
Program Total 308,061 292,111 283,524 989,785 786,867 872,992
Program 205 - City- Owned Street And Other Right- Of- Way
Service 205- 01 - Right- of- Way Maintenance/ Repair 3 71,499 3 63,236 3 93,566 7,727,321 7,719,058 1,204,842
Service 205- 02 - Street Fixture Maintenance 1 05,553 9 5,353 1 65,212 360,215 350,015 255,467
Service 205- 03 - Median/ Roadway Landscaping 3 44,289 3 40,709 3 50,890 367,689 355,489 366,360
Service 205- 04 - Street Cleaning 6 30 - - 206,578 205,948 223,052
Service 205- 05 - Right- of- Way Encroachments 2 18,170 2 15,570 2 36,603 259,165 256,565 289,502
Program Total 1,040,141 1,014,868 1 ,146,271 8,920,967 8,887,074 2,339,223
24
FY 2006 BUDGET SUMMARY
By Department, Program and Service
Budget Estimate Proposed Budget Estimate Proposed
2004- 2005 2004- 2005 2005- 2006 2004- 2005 2004- 2005 2005- 2006
GENERAL FUND ALL FUNDS
Program 206 - Stormwater Management
Service 206- 01 - Storm Drain System 7 7,803 7 6,953 9 0,254 582,061 581,211 91,171
Service 206- 02 - FEMA Compliance 2 2,980 2 1,980 2 5,058 22,980 21,980 25,058
Service 206- 03 - Stormwater Pollution Prevention 8 1,098 7 7,098 8 6,737 246,299 218,595 266,683
Service 206- 04 - Creek Management 7 ,057 6 ,657 8 ,259 189,432 214,032 211,097
Program Total 188,938 182,688 210,308 1,040,772 1,035,818 594,009
Program 207 - Resource Conservation
Service 207- 01 - Solid Waste Management - - - 173,306 148,306 181,149
Service 207- 02 - Sustainable Environmental Practices 8 ,125 8 ,125 8 ,597 8,125 8,125 8,597
Program Total 8,125 8,125 8,597 181,431 156,431 189,746
Program 208 - Transportation Management
Service 208- 01 - Congestion Management 1 41,809 1 45,354 1 53,138 607,918 611,463 453,009
Service 208- 02 - Transportation Demand Management 2 6,807 2 5,857 3 1,673 378,025 379,088 441,599
Service 208- 04 - Street Signage & Markings 6 8,497 6 8,497 7 5,549 470,405 470,405 242,020
Service 208- 05 - Safe Routes to School 7 29 7 29 7 77 79,783 79,783 25,441
Service 208- 06 - Neighborhood Traffic Management ( From 601- 03) - - 2 3,366 - - 157,267
Program Total 237,842 240,437 284,503 1,536,131 1,540,739 1,319,335
Department Total 3,866,991 3,793,879 4 ,061,555 39,194,013 38,410,116 16,548,147
City Total 29,431,550 29,164,477 2 8,882,312 94,256,260 90,348,057 67,802,502
25
CITY OF MENLO PARK
FISCAL YEAR 2005 – 2006
ADMINISTRATIVE SERVICES DEPARTMENT
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually and as
the City’s policymaking body, are effectively supported in their roles as elected leaders.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
701- 01 - Effective Staffing $ 2 89,026 $ 2 88,258 $ 3 47,517
701- 02 - Intergovernmental Liaison 1 25,190 1 24,645 1 45,374
701- 03 - Commissions 1 8,526 1 8,526 1 9,274
701- 04 - Constituent Assistance 1 04,325 1 01,812 1 36,213
Program Total $ 5 37,067 $ 5 33,241 $ 6 48,376
26
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually and as
the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 289,026 100% $ 288,258 100% $ 347,517 100%
Personnel 255,981 89% 255,981 89% 3 12,499 90%
Operating 32,981 11% 32,277 11% 3 5,018 10%
Funding Source *
General Fund $ 289,022 100% $ 286,994 100% $ 3 45,393 99%
Interest and Rent Income - 0% 1,140 0% 2 ,000 1%
Charges For Services 4 0% 124 0% 1 24 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
701- 01 - Effective Staffing: Provides
comprehensive, unbiased expertise
and valued assistance to the City
Council in terms of thorough staff
reports, thoughtful and strategic
recommendations, effective
presentations, on time and within
budget project delivery, and meeting
and administrative support.
Survey results consistently show that the City Council is attuned to the interests of the
community.
Not met- 87%
Data not available
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Council rates staff support at an 85% satisfaction level overall.
90% of projects undertaken are completed on time and on budget.
Not met- 75%
Estimate
2004- 2005 2005- 2006
27
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually and as
the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 125,190 100% $ 124,645 100% $ 145,374 100%
Personnel 24,289 19% 24,289 19% 4 3,492 30%
Operating 87,151 70% 86,606 69% 1 01,882 70%
Services 13,750 11% 13,750 11% - 0%
Funding Source *
General Fund $ 125,190 100% $ 124,645 100% $ 1 45,374 100%
Burgess Award Fund - 0% ( 200) 0% ( 300) 0%
Interest and Rent Income - 0% 200 0% 3 00 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
701- 02 - Intergovernmental Liaison:
Effectively represent the City’s
interests so that they are duly
considered in the decisions of other
agencies that potentially impact
Menlo Park.
60% of the regional, state, and federal issues on which the City takes a position are Data not available
resolved in accordance with the City's recommendation.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
28
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually and as
the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 18,526 100% $ 18,526 100% $ 19,274 100%
Personnel 16,243 88% 16,243 88% 1 6,927 88%
Operating 283 2% 283 2% 3 47 2%
Services 2,000 11% 2,000 11% 2 ,000 10%
Funding Source *
General Fund $ 18,526 100% $ 18,526 100% $ 1 9,274 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
701- 03 - Commissions: Recruit and
train commissioners so that they are
considered to be in synch with and
an integral part of the City’s policy
development and decision- making
processes.
Exceeded- 91%
Not met - 58%
2005- 2006
Commissioners rate their experience at an 85% satisfaction level.
At least two applications are received for each vacancy 90% of the time within the
initial deadline.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
29
LEAD DEPARTMENT: Administrative Services
PROGRAM: 701 - POLICY DEVELOPMENT AND CITY COUNCIL SUPPORT
Description: City policies are clear, coherent and consistent with a commitment to the long- term interests of the community. Councilmembers, both individually and as
the City’s policymaking body, are effectively supported in their roles as elected leaders.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 104,325 100% $ 101,812 100% $ 136,213 100%
Personnel 87,842 84% 87,842 86% 1 18,784 87%
Operating 8,483 8% 7,370 7% 9 ,429 7%
Services 8,000 8% 6,600 6% 8 ,000 6%
Funding Source *
General Fund $ 104,325 100% $ 101,812 100% $ 1 36,213 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Exceeded- 7 calendar days
2004- 2005
Budget
Budget
Constituent complaints/ requests sent to the City Council will be resolved on average
within 10 business days.
701- 04 - Constituent Assistance:
Ensures that the City Council gets
timely and useful input and feedback
on issues, and provides helpful
information and referral to residents
with questions, comments and
concerns.
Estimate
2004- 2005
2005- 2006
Proposed
Proposed
2004- 2005
Estimate
2004- 2005
30
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
702- 01 - Priority Setting $ 4 6,410 $ 4 7,430 $ 6 0,338
702- 02 - Performance Accountability 1 07,141 1 07,175 1 27,735
702- 03 - Interdepartmental Initiatives 5 4,753 5 4,510 3 1,731
Program Total $ 2 08,304 $ 2 09,115 $ 2 19,804
31
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 46,410 100% $ 47,430 100% $ 60,338 100%
Personnel 44,878 97% 44,878 95% 5 8,765 97%
Operating 1,532 3% 2,552 5% 1 ,573 3%
Funding Source *
General Fund $ 46,410 100% $ 47,430 100% $ 6 0,338 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
702- 01 - Priority Setting: Identify
community needs and expectations
through surveys, workshops and
outreach, and clearly link them to the
City’s funding priorities and service
levels.
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
The City undertakes a process to identify Council priorities, and uses this information
to develop an annual budget which is adopted on time.
Met
Estimate
2004- 2005 2005- 2006
32
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 107,141 100% $ 107,175 100% $ 127,735 100%
Personnel 55,989 52% 55,989 52% 7 9,829 62%
Operating 1,665 2% 1,699 2% 1 ,906 1%
Services 49,487 46% 49,487 46% 4 6,000 36%
Funding Source *
General Fund $ 107,141 100% $ 107,175 100% $ 1 27,735 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
702- 02 - Performance Accountability:
Create an organizational structure
and the internal systems required so
that all employees share the
responsibility for cost effective
service delivery, objectively measure
and monitor performance results and
employ creative approaches. Foster
team work, learning, individual
initiative and appropriate customer-focus
risk- taking.
Exceeded- 83%
Not met- 78%
Not met- 47%
75% of result measures in the City Budget are met or exceeded.
85% of employees rate the City as a great place to work.
85% of employees report that the performance process is effective in promoting great
performance.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
33
LEAD DEPARTMENT: Administrative Services
PROGRAM: 702 - SERVICE EXCELLENCE
Description: To facilitate and ensure the delivery of high quality, cost effective City services that are responsive to the community’s needs, meet or exceed
expectations, accomplish the City Council’s goals and achieve continuously improved results.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 54,753 100% $ 54,510 100% $ 31,731 100%
Personnel 53,987 99% 53,987 99% 3 1,080 98%
Operating 537 1% 523 1% 6 51 2%
Funding Source *
General Fund $ 54,753 100% $ 54,510 100% $ 3 1,731 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
702- 03 - Interdepartmental
Initiatives: Coordinate
interdepartmental projects requiring
team- based, cooperative, and
multidisciplinary involvement.
Not met- 52%
2005- 2006
85% of employees report that they are satisfied with the teamwork between City
departments.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
34
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
703- 01 - Coordinated Elections $ 4 0,039 $ 4 1,527 $ 1 3,684
703- 02 - Records Management 1 8,766 1 9,631 1 9,826
Program Total $ 5 8,805 $ 6 1,158 $ 3 3,510
35
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 40,039 100% $ 41,527 100% $ 13,684 100%
Personnel 20,378 51% 20,378 49% 1 2,204 89%
Operating 661 2% 3,149 8% 9 80 7%
Services 19,000 47% 18,000 43% 5 00 4%
Funding Source *
General Fund $ 40,039 100% $ 40,127 97% $ 1 3,684 100%
Charges For Services - 0% 1,400 3% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
703- 01 - Coordinated Elections:
Facilitate local elections in
accordance with all requirements.
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Elections are conducted in accordance with all requirements, including filing
deadlines for candidates, ballot measures, and FPPC regulations.
Met
Estimate
2004- 2005 2005- 2006
36
LEAD DEPARTMENT: Administrative Services
PROGRAM: 703 - ELECTIONS AND RECORDS
Description: Conduct fair, open, legal and democratic elections and keep an accurate historical record of the City’s affairs for posterity.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 18,766 100% $ 19,631 100% $ 19,826 100%
Personnel 6,048 32% 6,048 31% 6 ,967 35%
Operating 7,568 40% 8,433 43% 7 ,709 39%
Services 5,150 27% 5,150 26% 5 ,150 26%
Funding Source *
General Fund $ 18,766 100% $ 19,580 100% $ 1 9,826 100%
Charges For Services - 0% 51 0% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
703- 02 - Records Management:
Create, maintain and effectively
administer the City’s essential
records and retention schedule.
Met
Met
Official City records are created accurately, are available to the public; 100% of
minutes, resolutions and ordinances are scanned and kept in accordance with all
applicable regulations and retention schedules.
Destruction of records occurs once a year in August.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
37
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the community as
a whole.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
704- 01 - Community Information Outreach $ 1 03,473 $ 9 6,779 $ 1 02,318
704- 02 - Service Feedback 2 1,175 2 1,175 2 1,766
704- 04 - Volunteers 1 5,445 1 5,445 1 2,354
Program Total $ 1 40,093 $ 1 33,399 $ 1 36,438
38
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the community as
a whole.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 103,473 100% $ 96,779 100% $ 102,318 100%
Personnel 42,601 41% 42,601 44% 4 1,442 41%
Operating 40,023 39% 33,329 34% 4 0,027 39%
Services 20,849 20% 20,849 22% 2 0,849 20%
Funding Source *
General Fund $ 103,473 100% $ 96,779 100% $ 1 02,318 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 01 - Community Information
Outreach: Provide written and
electronic information that is current,
timely and valued by residents. Not met- 83%
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Survey respondents give the City's website a rating of 85% regarding its importance
as a source of information about City services, policies and activities.
Survey respondents give the newsletter a rating of 85% regarding its importance as a
source of information about City services, policies and activities.
Exceeded- 92%
Estimate
2004- 2005 2005- 2006
39
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the community as
a whole.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 21,175 100% $ 21,175 100% $ 21,766 100%
Personnel 10,851 51% 10,851 51% 1 1,316 52%
Operating 324 2% 324 2% 4 50 2%
Services 10,000 47% 10,000 47% 1 0,000 46%
Funding Source *
General Fund $ 21,175 100% $ 21,175 100% $ 2 1,766 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 02 - Service Feedback: Survey
opinions, solicit input and seek
suggestions about City services and
community affairs.
85% of survey respondents state that the City gives sufficient opportunity to provide Data not available
feedback regarding City services.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
40
LEAD DEPARTMENT: Administrative Services
PROGRAM: 704 - COMMUNITY RELATIONS
Description: To effectively inform residents and build a strong sense of community identity in which people are actively involved in and concerned for the community as
a whole.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 15,445 100% $ 15,445 100% $ 12,354 100%
Personnel 15,372 100% 15,372 100% 1 2,204 99%
Operating 73 0% 73 0% 1 50 1%
Funding Source *
General Fund $ 15,445 100% $ 15,445 100% $ 1 2,354 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
704- 04 - Volunteers: Provide
meaningful opportunities for
residents to be involved in their local
government.
Exceeded- 92%
Exceeded- 833
2005- 2006
Volunteers rate their experience at an 85% satisfaction level.
On an annual basis, volunteers donate 710 hours.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
41
LEAD DEPARTMENT: Administrative Services
PROGRAM: 709 - LEGAL SERVICES
Description: Assist the City in achieving its goals while maintaining compliance with relevant statutes, minimizing risk of legal challenges and rendering sound and cost
effective advice to the City Council and the City’s departments. Ensure the City practices and actions are consistent with applicable laws and appropriate
risk exposure, effectively represent the City’s interests in legal matters, and defend the City against claims in litigation.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
709- 01 - City Council and City Manager Support $ 8 9,493 $ 6 6,493 $ 8 7,105
709- 02 - Planning Staff & Commission Support 6 4,582 6 0,582 6 7,905
709- 03 - Personnel, Risk Management and Other Progra 3 36,746 3 17,746 3 50,552
709- 05 - Community Development Agency 1 5,950 1 6,050 1 6,710
Program Total $ 5 06,771 $ 4 60,871 $ 5 22,273
65
LEAD DEPARTMENT: Administrative Services
PROGRAM: 709 - LEGAL SERVICES
Description: Assist the City in achieving its goals while maintaining compliance with relevant statutes, minimizing risk of legal challenges and rendering sound and cost
effective advice to the City Council and the City’s departments. Ensure the City practices and actions are consistent with applicable laws and appropriate
risk exposure, effectively represent the City’s interests in legal matters, and defend the City against claims in litigation.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 89,493 100% $ 66,493 100% $ 87,105 100%
Personnel 59,493 66% 59,493 89% 6 7,105 77%
Services 30,000 34% 7,000 11% 2 0,000 23%
Funding Source *
General Fund $ 71,645 80% $ 48,645 73% $ 6 6,973 77%
Community Development Agency Non- Housing 17,848 20% 17,848 27% 2 0,131 23%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
709- 01 - City Council and City
Manager Support: Advise and assist
the City Council and City Manager on
policy and administrative matters.
Ensure compliance with statutes.
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
City Council and City Manager annual evaluations demonstrate confidence in and
overall satisfaction with advice provided and legal services rendered.
Met
Estimate
2004- 2005 2005- 2006
66
LEAD DEPARTMENT: Administrative Services
PROGRAM: 709 - LEGAL SERVICES
Description: Assist the City in achieving its goals while maintaining compliance with relevant statutes, minimizing risk of legal challenges and rendering sound and cost
effective advice to the City Council and the City’s departments. Ensure the City practices and actions are consistent with applicable laws and appropriate
risk exposure, effectively represent the City’s interests in legal matters, and defend the City against claims in litigation.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 64,582 100% $ 60,582 100% $ 67,905 100%
Personnel 29,582 46% 29,582 49% 3 2,905 48%
Services 35,000 54% 31,000 51% 3 5,000 52%
Funding Source *
General Fund $ 64,582 100% $ 60,582 100% $ 6 7,905 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
709- 02 - Planning Staff &
Commission Support: Advise and
assist the staff and Commission,
attend regular meetings, prepare and
interpret ordinances and statutes.
Planning staff and Planning Commissioners are satisfied with legal services. Met
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
67
LEAD DEPARTMENT: Administrative Services
PROGRAM: 709 - LEGAL SERVICES
Description: Assist the City in achieving its goals while maintaining compliance with relevant statutes, minimizing risk of legal challenges and rendering sound and cost
effective advice to the City Council and the City’s departments. Ensure the City practices and actions are consistent with applicable laws and appropriate
risk exposure, effectively represent the City’s interests in legal matters, and defend the City against claims in litigation.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 336,746 100% $ 317,746 100% $ 350,552 100%
Personnel 29,746 9% 29,746 9% 3 3,552 10%
Services 307,000 91% 288,000 91% 3 17,000 90%
Funding Source *
General Fund $ 43,898 13% $ 49,898 16% $ 5 5,421 16%
Liability/ Fire Insurance Fund 286,898 85% 261,898 82% 2 88,421 82%
Worker's Compensation Fund 5,950 2% 5,950 2% 6 ,710 2%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
709- 03 - Personnel, Risk
Management and Other Programs:
Advise staff and oversee outside
counsel and related professional
services consultants/ contractors.
Met
2005- 2006
The City's claims history and litigation rates are kept below comparable cities.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
68
LEAD DEPARTMENT: Administrative Services
PROGRAM: 709 - LEGAL SERVICES
Description: Assist the City in achieving its goals while maintaining compliance with relevant statutes, minimizing risk of legal challenges and rendering sound and cost
effective advice to the City Council and the City’s departments. Ensure the City practices and actions are consistent with applicable laws and appropriate
risk exposure, effectively represent the City’s interests in legal matters, and defend the City against claims in litigation.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 15,950 100% $ 16,050 100% $ 16,710 100%
Personnel 5,950 37% 5,950 37% 6 ,710 40%
Services 10,000 63% 10,100 63% 1 0,000 60%
Funding Source *
Community Development Agency Non- Housing 10,950 69% 12,050 75% 1 2,710 76%
Community Development Agency Housing 5,000 31% 4,000 25% 4 ,000 24%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Met
2004- 2005
Budget
Budget
Ordinances are adopted and kept current with applicable state and federal laws. The
City's administrative practices adhere to all applicable state and federal laws.
709- 05 - Community Development
Agency: Ensure compliance with
statutes and coordinate property
acquisition and negotiations.
Estimate
2004- 2005
2005- 2006
Proposed
Proposed
2004- 2005
Estimate
2004- 2005
69
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and career
planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal requirements and
support a positive work experience.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
708- 01 - Employee Compensation System $ 5 54,107 $ 5 89,261 $ 6 44,987
708- 02 - Employee Development 5 4,639 3 1,513 6 3,239
708- 03 - Employee Relations 1 10,141 9 4,180 1 06,743
708- 04 - Recruitment and Selection 9 3,804 9 8,554 1 09,969
Program Total $ 8 12,691 $ 8 13,508 $ 9 24,938
60
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and career
planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal requirements and
support a positive work experience.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 554,107 100% $ 589,261 100% $ 644,987 100%
Personnel 507,857 92% 520,757 88% 5 79,477 90%
Operating 5,250 1% 33,004 6% 5 ,510 1%
Services 41,000 7% 35,500 6% 6 0,000 9%
Funding Source *
General Fund $ 554,107 100% $ 589,261 100% $ 6 44,987 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 01 - Employee Compensation
System: Process payroll that
supports timely and accurate
processing of employee salary and
benefits. Ensure that the wages and
benefits are competitive among
similarly sized agencies. Transmit all payroll interface records to Finance within three business days after the
pay date 95% of the time.
Met
Met
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Payroll processing is achieved with an accuracy rate of 99.75% or better.
Generate all payroll reports the day before the pay day 93% of the time.
Met
Estimate
2004- 2005 2005- 2006
61
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and career
planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal requirements and
support a positive work experience.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 54,639 100% $ 31,513 100% $ 63,239 100%
Personnel 21,614 40% 21,614 69% 3 0,634 48%
Operating 18,025 33% 2,899 9% 1 7,605 28%
Services 15,000 27% 7,000 22% 1 5,000 24%
Funding Source *
General Fund $ 54,639 100% $ 31,513 100% $ 6 3,239 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 02 - Employee Development:
Provide opportunities for continued
learning and development, publicize
and coordinate training opportunities,
and encourage employees to
establish and pursue vocational
goals.
Not met- 30 employees
Program not started
Program not started
Attendance at Personnel advertised training courses results in 50 attendees during
the year.
2 employees enroll in City supported advanced degree program.
80% of new supervisors hired or promoted during the year participate in supervisory
training program offered through the City.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
62
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and career
planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal requirements and
support a positive work experience.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 110,141 100% $ 94,180 100% $ 106,743 100%
Personnel 58,076 53% 58,076 62% 7 5,118 70%
Operating 3,565 3% 2,610 3% 3 ,325 3%
Services 48,500 44% 33,494 36% 2 8,300 27%
Funding Source *
General Fund $ 110,141 100% $ 94,180 100% $ 1 06,743 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
708- 03 - Employee Relations: Inform
and train employees on City policies
and procedures, provide timely
processing of employee complaints
and concerns, assist the employee in
utilizing benefit programs, and
negotiate labor contracts.
Exceeded- 100%
Exceeded- 100%
2005- 2006
Respond to 90% of written complaints within 10 business days.
Resolve 80% of grievances at or below City Manager's level
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
63
LEAD DEPARTMENT: Administrative Services
PROGRAM: 708 - EMPLOYEE SUPPORT
Description: To attract and retain a stable, productive, competent and talented workforce, encourage continued growth and development through training and career
planning, foster job satisfaction, provide competitive compensation and benefits, recognize and reward achievement, meet legal requirements and
support a positive work experience.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 93,804 100% $ 98,554 100% $ 109,969 100%
Personnel 51,279 55% 51,279 52% 5 1,684 47%
Operating 36,525 39% 34,275 35% 4 3,285 39%
Services 6,000 6% 13,000 13% 1 5,000 14%
Funding Source *
General Fund $ 93,804 100% $ 98,554 100% $ 1 09,969 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Exceeded- 4.5
2005- 2006
Not met- 78.6%
2004- 2005
Budget
Budget
Generate offer letter for 80% of non- safety positions within 4 weeks of position close.
Satisfaction with Personnel staff's involvement with the recruitment process attains or
exceeds a score of 4.0 ( on a 5 point scale).
708- 04 - Recruitment and Selection:
Recruit, select and retain highly
qualified personnel using a process
that is timely, thorough and
encourages a diverse applicant pool.
Estimate
2004- 2005
2005- 2006
Proposed
Proposed
2004- 2005
Estimate
2004- 2005
64
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well as
enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
707- 01 - Web Posting $ 7 1,389 $ 6 2,959 $ 7 1,934
707- 02 - Interactive Web Services 4 0,336 3 1,073 2 4,452
Program Total $ 1 11,725 $ 9 4,032 $ 9 6,386
57
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well as
enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 71,389 100% $ 62,959 100% $ 71,934 100%
Personnel 50,709 71% 50,709 81% 5 1,954 72%
Operating 18,180 25% 12,250 19% 1 7,480 24%
Services 2,500 4% - 0% 2 ,500 3%
Funding Source *
General Fund $ 71,389 100% $ 62,959 100% $ 7 1,934 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
707- 01 - Web Posting: Support
departments in providing timely and
accurate posting of City information.
Ensure that all information on the
site can be easily navigated.
Met
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Council and Commission information is posted according to prescribed advance
schedule 100% of the time.
Maintain 98% availability of web site.
Met
Estimate
2004- 2005 2005- 2006
58
LEAD DEPARTMENT: Administrative Services
PROGRAM: 707 - INTERNET AND WORLD WIDE WEB
Description: To provide convenient, cost effective access to public City information and self help services, and facilitate community input and feedback, as well as
enable and promote remote public access to City information, e- commerce business transactions and authorized access to confidential/ secured
information.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 40,336 100% $ 31,073 100% $ 24,452 100%
Personnel 8,928 22% 8,928 29% 3 ,957 16%
Operating 31,408 78% 21,450 69% 2 0,495 84%
Services - 0% 695 2% - 0%
Funding Source *
General Fund $ 40,336 100% $ 31,073 100% $ 2 4,452 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
707- 02 - Interactive Web Services:
Develop or acquire systems to allow
interactive delivery of services to the
public on a 24 hour basis, and
provide search tools so that
information can be easily accessed.
80% of users rate web site experience as good or excellent based on on- line website Met
survey.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
59
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
706- 01 - Desktop Maintenance $ 1 88,122 $ 1 89,295 $ 1 88,182
706- 02 - Network Infrastructure Maintenance 2 22,212 1 88,758 2 45,191
706- 03 - Design and Advice 2 7,985 2 7,280 3 3,757
706- 04 - Remote Access 1 4,013 6 ,863 9 ,805
706- 05 - Printing Support 2 36,777 2 22,247 2 41,430
Program Total $ 6 89,109 $ 6 34,443 $ 7 18,364
51
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 188,122 100% $ 189,295 100% $ 188,182 100%
Personnel 89,970 48% 89,970 48% 1 03,317 55%
Operating 85,652 46% 89,825 47% 7 7,365 41%
Services 12,500 7% 9,500 5% 7 ,500 4%
Funding Source *
General Fund $ 188,122 100% $ 189,295 100% $ 1 88,182 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 01 - Desktop Maintenance:
Maintain computer hardware and
phone systems used by employees;
install and upgrade software. Met
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Resolve 80% of desktop computer problems within sixty ( 60) minutes of trouble
report.
Resolve 90% of phone problems within eight hours of trouble report.
Exceeded- 85%
Estimate
2004- 2005 2005- 2006
52
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 222,212 100% $ 188,758 100% $ 245,191 100%
Personnel 97,337 44% 97,337 52% 9 9,066 40%
Operating 48,875 22% 40,421 21% 6 6,125 27%
Services 76,000 34% 51,000 27% 8 0,000 33%
Funding Source *
General Fund $ 222,212 100% $ 188,758 100% $ 2 45,191 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 02 - Network Infrastructure
Maintenance: Install, maintain, and
upgrade computer servers and
network equipment. Coordinate
installation of vendor systems.
Protect the network from
unauthorized intrusion. Repel virus
attacks. Control access. Maintain
databases. Provide support for
intranet and internet use. Ensure
reliability of network resources.
Exceeded- 100%
Exceeded- 95%
Not met- 99.74%
Exceeded- 0
Add 80% of new employees to authorized systems within one business day of
request.
Resolve 90% of system wide problems within four hours.
Maintain network availability 99.8% of time between 7am to 7pm, M- F.
Ensure virus protection is in place for all internal networks and that no more than
three virus outbreaks occur in a twelve month period.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
53
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 27,985 100% $ 27,280 100% $ 33,757 100%
Personnel 22,732 81% 22,732 83% 2 8,907 86%
Operating 5,253 19% 4,548 17% 4 ,850 14%
Funding Source *
General Fund $ 27,985 100% $ 27,280 100% $ 3 3,757 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
706- 03 - Design and Advice: Design
facility wiring, provide relocation
assistance, advise on use of new
technologies and acquisition of new
applications.
Exceeded- 100%
No new products installed during
period
2005- 2006
Facilities design results in 95% accomodation of user needs.
Advice on new product integration and changes to existing systems results in 95%
satisfaction.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
54
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 14,013 100% $ 6,863 100% $ 9,805 100%
Personnel 5,887 42% 5,887 86% 6 ,280 64%
Operating 8,126 58% 976 14% 3 ,525 36%
Funding Source *
General Fund $ 14,013 100% $ 6,863 100% $ 9 ,805 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2005- 2006
Exceeded- 100%
2004- 2005
Budget
Budget
90% of all users who request access to web mail or remote IP are granted access
within two buiness days.
706- 04 - Remote Access: Provide
virtual private networking ( VPN)
service to City system over the
Internet, which allows employees
working from home or remote
locations to access the City’s
network.
Estimate
2004- 2005
2005- 2006
Proposed
Proposed
2004- 2005
Estimate
2004- 2005
55
LEAD DEPARTMENT: Administrative Services
PROGRAM: 706 - INFORMATION SUPPORT
Description: To maintain a modern, efficient set of information tools that provide accurate and timely information access to authorized users in order to support
decision- making; deliver service and respond to community needs; provide advice on application of new technology; and provide responsive service and
support to internal staff.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 236,777 100% $ 222,247 100% $ 241,430 100%
Personnel 102,576 43% 102,576 46% 1 09,630 45%
Operating 131,201 55% 116,701 53% 1 28,550 53%
Services 3,000 1% 2,970 1% 3 ,250 1%
Funding Source *
General Fund $ 231,117 98% $ 212,287 96% $ 2 35,672 98%
Measure A 980 0% 980 0% 1 ,029 0%
Community Development Agency Non- Housing 980 0% 980 0% 1 ,029 0%
Charges For Services 3,700 2% 8,000 4% 3 ,700 2%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2004- 2005
Budget
2004- 2005 2005- 2006
Estimate
2004- 2005
Budget
Exceeded- 99%
2004- 2005
706- 05 - Printing Support: Provide 95% of all printing jobs completed within time- frame specified.
local low volume printing and fax
service for departments through
strategic placement of workgroup
equipment clusters, and efficient,
accurate high volume printer
services from the print shop.
Estimate
2005- 2006
Proposed
Proposed
56
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
705- 01 - Financial Planning $ 8 5,031 $ 7 9,101 $ 9 8,570
705- 02 - Investments 4 6,535 4 5,085 4 6,601
705- 03 - Revenue Management 2 ,188,145 2 ,188,216 2 ,275,931
705- 04 - Accounting and Reporting 4 14,987 3 75,273 2 92,241
705- 05 - Accounts Payable and Purchasing 1 42,171 1 41,071 1 39,700
705- 06 - Risk Management 1 ,350,774 1 ,560,548 1 ,418,793
705- 07 - General ( Transfers Out) 3 ,646,000 3 ,646,000 1 ,646,000
705- 08 - Debt Service 6 ,390,330 6 ,390,330 6 ,391,297
Program Total $ 1 4,263,973 $ 1 4,425,624 $ 1 2,309,132
42
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 85,031 100% $ 79,101 100% $ 98,570 100%
Personnel 71,151 84% 71,151 90% 8 8,680 90%
Operating 3,380 4% 2,450 3% 2 ,640 3%
Services 10,500 12% 5,500 7% 7 ,250 7%
Funding Source *
General Fund $ 50,367 59% $ 44,437 56% $ 5 9,574 60%
Garbage Service Fund 9,041 11% 9,041 11% 1 0,953 11%
Community Development Agency Non- Housing 8,041 9% 8,041 10% 9 ,953 10%
Community Development Agency Housing 8,041 9% 8,041 10% 8 ,294 8%
Water Fund - Operation 9,541 11% 9,541 12% 9 ,794 10%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 01 - Financial Planning:
Coordinates the budget preparation
process, and provides up to date
reports and financial analysis
necessary to ensure short- term and
long- term asset preservation.
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Present a balanced budget that meets established service levels for Council adoption
by June 30th.
Met
Estimate
2004- 2005 2005- 2006
43
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 46,535 100% $ 45,085 100% $ 46,601 100%
Personnel 35,735 77% 35,735 79% 3 6,251 78%
Operating 10,800 23% 9,350 21% 1 0,350 22%
Funding Source *
General Fund $ ( 814,113) - 1749% $ ( 765,563) - 1698% $ ( 1,016,011) - 2180%
Garbage Service Fund 1,607 3% 1,607 4% 1 ,659 4%
Community Development Agency Non- Housing 4,824 10% 4,824 11% 6 ,635 14%
Water Fund - Operation 4,217 9% 4,217 9% 4 ,318 9%
Interest and Rent Income 850,000 1827% 800,000 1774% 1 ,050,000 2253%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 02 - Investments: Manages cash
flow to meet requirements while
maximizing return on investments
and maintaining safety of principal.
Met
Exceeded- Benchmark rate 2.04%;
Rate of return 2.05%
Obtain an unqualified opinion on the independent analysis of investments by an
external auditor.
Achieve greater than the six month average of 6- month T- bill rate on investments.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
44
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 2,188,145 100% $ 2,188,216 100% $ 2,275,931 100%
Personnel 182,795 8% 182,795 8% 2 09,731 9%
Operating 475,750 22% 475,821 22% 4 89,900 22%
Services 1,529,600 70% 1,529,600 70% 1 ,576,300 69%
Funding Source *
General Fund $ ( 1,591,295) - 73% $ ( 1,422,195) - 65% $ ( 1,587,473) - 70%
Garbage Service Fund 1,602 0% 15,473 1% 7 1,704 3%
Water Fund - Operation ( 2,497,062) - 114% ( 2,146,062) - 98% ( 2,351,299) - 103%
Licenses & Permits 1,500,000 69% 1,325,000 61% 1 ,500,000 66%
Interest and Rent Income 468,200 21% 423,000 19% 4 48,000 20%
Charges For Services 3,308,000 151% 3,993,000 182% 4 ,195,000 184%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 03 - Revenue Management:
Establishes and administers rate
structures required to provide water
and garbage utility services. Collects
business license tax and administers
collection of other revenue to
maximize cash flow.
Exceeded- 96%
Exceeded- 102
2005- 2006
Resolve 90% of service and billing complaints within two business days.
Identify and issue 100 new business licenses annually through internal audit process.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
45
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 414,987 100% $ 375,273 100% $ 292,241 100%
Personnel 219,647 53% 219,647 59% 2 33,291 80%
Operating 8,350 2% 10,150 3% 1 0,150 3%
Services 68,990 17% 68,990 18% 4 8,800 17%
Capital Improvement Projects 118,000 28% 76,486 20% - 0%
Funding Source *
General Fund $ 242,019 58% $ 243,419 65% $ 2 55,394 87%
Garbage Service Fund 3,217 1% 3,217 1% 3 ,318 1%
General Fund - CIP 118,000 28% 76,486 20% - 0%
Community Development Agency Non- Housing 30,656 7% 30,656 8% 1 5,555 5%
Water Fund - Operation 20,595 5% 20,595 5% 1 7,073 6%
Charges For Services 500 0% 900 0% 9 00 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Met
Data not available
Exceeded- 100%
2005- 2006
Met
2004- 2005
Budget
Budget
Provide monthly financial reports to internal departments by the 10th of the following
month.
Provide interim financial reports on the data that already exists in the system within
24 hours of the request.
Obtain 80% Council confidence through an annual survey.
Receive an unqualified opinion on 98% of annual audits.
705- 04 - Accounting and Reporting:
Maintain accurate record keeping in
accordance with Generally Accepted
Accounting Principles and report
periodically the financial status of the
organization reflecting the economic
fluctuations in the market place to
the Council, general public,
Governmental agencies and internal
departments.
Estimate
2004- 2005
2005- 2006
Proposed
Proposed
2004- 2005
Estimate
2004- 2005
46
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 142,171 100% $ 141,071 100% $ 139,700 100%
Personnel 136,771 96% 136,771 97% 1 34,450 96%
Operating 5,400 4% 4,300 3% 5 ,250 4%
Funding Source *
General Fund $ 97,611 69% $ 96,511 68% $ 1 02,893 74%
Community Development Agency Non- Housing 29,351 21% 29,351 21% 2 4,246 17%
Water Fund - Operation 15,209 11% 15,209 11% 1 2,560 9%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2004- 2005
Budget
2004- 2005 2005- 2006
Estimate
2004- 2005
Budget
Data not available
2004- 2005
705- 05 - Accounts Payable and Achieve 5% reduction in staff time in Accounts Payable and Purchasing process.
Purchasing: Administer effective
fiscal policies and practices to
ensure that all purchases are made
within guidelines and budget,
emergency needs are taken care of
and bills are paid on time and
accurately to maintain credit
worthiness.
Estimate
2005- 2006
Proposed
Proposed
47
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 1,350,774 100% $ 1,560,548 100% $ 1,418,793 100%
Personnel 76,859 6% 76,859 5% 7 8,643 6%
Operating 1,236,915 92% 1,460,989 94% 1 ,313,150 93%
Services 37,000 3% 22,700 1% 2 7,000 2%
Funding Source *
Water Fund - Operation 62,700 5% 62,700 4% 6 2,700 4%
Liability/ Fire Insurance Fund 91,562 7% 119,562 8% 5 6,614 4%
Worker's Compensation Fund ( 3,488) 0% 176,286 11% ( 39,521) - 3%
Charges For Services - 0% 2,000 0% 3 9,000 3%
Other Financing Sources 1,200,000 89% 1,200,000 77% 1 ,300,000 92%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
Proposed
2004- 2005 2005- 2006
Estimate
2004- 2005 2005- 2006
2004- 2005
Recommend for settlement or denial on 80% of claims recieved within 5 working
days.
Proposed
Investigate and initiate mitigation of 100% of reported hazards within 24 hours.
Maintain number of new medical claims at 30 or below.
Maintain number of indemnity claims at 15 or below.
Budget
Process 100% of employee claims requiring medical treatment within 48 hours of
knowledge of occurence.
705- 06 - Risk Management:
Coordinates safety training and
maintains awareness to prevent the
adverse effects of accidents and
work injuries and minimize cost.
Administers claims by investigating,
processing and defending liability
and work related injury claims.
Budget
2004- 2005
Estimate
Exceeded- 12 claims
Exceeded- 89%
Met
Exceeded- 7 claims
Met
48
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 3,646,000 100% $ 3,646,000 100% $ 1,646,000 100%
Operating 3,646,000 100% 3,646,000 100% 1 ,646,000 100%
Funding Source *
General Fund $ ( 13,091,760) - 359% $ ( 14,631,980) - 401% $ ( 16,911,520) - 1027%
Taxes 13,231,000 363% 14,515,600 398% 1 4,753,000 896%
Franchise Fees 1,190,000 33% 1,210,660 33% 1 ,235,000 75%
Licenses & Permits 2,500 0% 2,500 0% 2 ,500 0%
Inter Governmental Revenue 1,801,740 49% 2,036,700 56% 2 ,051,500 125%
Other Financing Sources 512,520 14% 512,520 14% 5 15,520 31%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
2004- 2005
2004- 2005
Estimate
2005- 2006
Proposed
2005- 2006
Estimate Proposed
705- 07 - General ( Transfers Out): General Fund revenue projections will be 90% accurate. Exceeded- 99% ( FY 2003- 04)
Ensure timely receipt of general revenue
and transfers.
Budget
2004- 2005
Budget
2004- 2005
49
LEAD DEPARTMENT: Administrative Services
PROGRAM: 705 - ASSET PRESERVATION
Description: Ensures that the City’s assets are safeguarded, preserved, maximized and maintained through effective financial management to establish a sound
financial base to deliver City services. Provides a safe environment to the community and the work force by minimizing risk to the public and the City
employees through proactive training, examination and assessment of City facilities and infrastructure.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 6,390,330 100% $ 6,390,330 100% $ 6,391,297 100%
Operating 6,390,330 100% 6,390,330 100% 6,391,297 100%
Funding Source *
2002 Recreation GO Bond D. S. ( 33,615) - 1% ( 33,215) - 1% ( 149,977) - 2%
1990 Library Bond Debt Service 7,740 0% 6,540 0% ( 15,400) 0%
Special Assessments on Tax Roll 1,317,375 21% 1,317,375 21% 1 ,450,000 23%
Interest and Rent Income 6,000 0% 6,800 0% 1 1,000 0%
Other Financing Sources 5,092,830 80% 5,092,830 80% 5 ,095,674 80%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
705- 08 - Debt Service: Ensure
adequate funds are available to make
timely debt service payments.
2004- 2005
Budget
2004- 2005
Budget
2004- 2005 2005- 2006
Estimate Proposed
2004- 2005 2005- 2006
Estimate Proposed
Accurate and timely payment. Met
50
LEAD DEPARTMENT: Administrative Services
PROGRAM: 710 - BUSINESS DEVELOPMENT
Description: To continually improve the City's fiscal heatlh by increasing revenues from the business sector of the community.
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
710- 01 - Strategic Partnerships $ 4 4,143 $ 4 4,163 $ 4 8,940
710- 02 - Market Information and Research 4 0,777 4 0,787 3 9,427
710- 03 - Diversifying Tax Base 4 0,579 4 0,706 4 5,329
Program Total $ 1 25,499 $ 1 25,656 $ 1 33,695
70
LEAD DEPARTMENT: Administrative Services
PROGRAM: 710 - BUSINESS DEVELOPMENT
Description: To continually improve the City's fiscal heatlh by increasing revenues from the business sector of the community.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 44,143 100% $ 44,163 100% $ 48,940 100%
Personnel 37,131 84% 37,131 84% 4 1,874 86%
Operating 5,331 12% 5,351 12% 5 ,385 11%
Services 1,681 4% 1,681 4% 1 ,681 3%
Funding Source *
General Fund $ 44,143 100% $ 37,913 86% $ 4 8,940 100%
Charges For Services - 0% 6,250 14% - 0%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
710- 01 - Strategic Partnerships:
Leverage the City's efforts by
forming strategic partnerships with
business associations, regional trade
organizations and local companies.
Budget
2004- 2005
Budget
2004- 2005
Proposed
Estimate Proposed
2004- 2005 2005- 2006
Develop new and existing partnerships between business interests, the community
and the City so that respondents rate their experience at an 85% satisfaction level.
Data not available
Estimate
2004- 2005 2005- 2006
71
LEAD DEPARTMENT: Administrative Services
PROGRAM: 710 - BUSINESS DEVELOPMENT
Description: To continually improve the City's fiscal heatlh by increasing revenues from the business sector of the community.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 40,777 100% $ 40,787 100% $ 39,427 100%
Personnel 37,242 91% 37,242 91% 3 5,892 91%
Operating 3,535 9% 3,545 9% 3 ,535 9%
Funding Source *
General Fund $ 40,777 100% $ 40,787 100% $ 3 9,427 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
710- 02 - Market Information and
Research: Provide timely, accurate
information, research, analysis, and
policy development needed to make
informed buusiness decisions.
Provide effective decision- making support so that respondents rate their experience Data not available
at an 85% satisfaction level.
2004- 2005 2005- 2006
Budget
2004- 2005
Budget
2004- 2005
2004- 2005
Estimate
Estimate Proposed
Proposed
2005- 2006
72
LEAD DEPARTMENT: Administrative Services
PROGRAM: 710 - BUSINESS DEVELOPMENT
Description: To continually improve the City's fiscal heatlh by increasing revenues from the business sector of the community.
SERVICE: RESULTS: STATUS:
Total Expenditures $ 40,579 100% $ 40,706 100% $ 45,329 100%
Personnel 37,131 92% 37,131 91% 4 1,874 92%
Operating 3,448 8% 3,575 9% 3 ,455 8%
Funding Source *
General Fund $ 40,579 100% $ 40,706 100% $ 4 5,329 100%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
710- 03 - Diversifying Tax Base:
Work with business, real estate, and
internal resources to broaden the tax
base and increase the diversity of
goods and services available to meet
the community's needs and help
reduce the negative fiscal impact of
economic cycles.
Met
2005- 2006
Achieve an increase in overall revenue generated from business- related sources,
while decreasing the City's dependence on the percentage of revenue generated by
the top 25 retail sales tax producers.
Estimate
2004- 2005
Estimate
2004- 2005
Proposed
Proposed
2005- 2006
Budget
2004- 2005
Budget
2004- 2005
73
CITY OF MENLO PARK
FISCAL YEAR 2005 – 2006
COMMUNITY DEVELOPMENT DEPARTMENT
LEAD DEPARTMENT: Community Development
PROGRAM: 501 - AFFORDABLE HOUSING
Description: To promote the expansion of local housing opportunities for low and moderate income residents and workers in the City of Menlo Park by assisting in
opportunities to increase the supply and improve the condition of the existing stock of affordable housing
Budget
2004- 2005
Estimate
2004- 2005
Proposed
2005- 2006
501- 01 - Increase Supply of Affordable Housing $ 4 ,762,022 $ 1 ,903,202 $ 4 ,749,569
501- 02 - Maintain Existing Affordable Housing Stock 7 92,301 8 62,935 7 78,612
501- 05 - Policy Development 2 32,176 1 33,772 1 54,883
Program Total $ 5 ,786,500 $ 2 ,899,909 $ 5 ,683,064
74
LEAD DEPARTMENT: Community Development
PROGRAM: 501 - AFFORDABLE HOUSING
Description: To promote the expansion of local housing opportunities for low and moderate income residents and workers in the City of Menlo Park by assisting in
opportunities to increase the supply and improve the condition of the existing stock of affordable housing
SERVICES: RESULTS: STATUS:
Total Expenditures $ 4,762,022 100% $ 1,903,202 100% $ 4,749,569 100%
Personnel 111,714 2% 109,714 6% 1 34,164 3%
Operating 1,162,038 24% 1,151,393 60% 1 ,180,110 25%
Services 2,894,638 61% 46,991 2% 2 ,927,660 62%
Capital Improvement Projects 593,632 12% 595,104 31% 5 07,635 11%
Funding Source *
BMR Housing- Residentl/ Commerl 2,766,965 58% ( 70,096) - 4% 2 ,729,904 57%
Community Development Agency Housing ( 127,099) - 3% ( 361,206) - 19% ( 315,384) - 7%
Taxes 2,020,000 42% 2,187,333 115% 2 ,192,953 46%
Interest and Rent Income 60,060 1% 105,075 6% 1 00,000 2%
Charges For Services 42,096 1% 42,096 2% 4 2,096 1%
* Negative Funding Source indicates revenue in excess of expenditure for this service.
501- 01 - Increase Supply of
Affordable Housing: Increase the
number of and access to affordable
housing units in Menlo Park available
to residents and employees who
work in the City by providing general
assistance and referral services,
administrative support for Below
Market Rate ( BMR) Agreement revi
process and, where applicable,
financial support, including first- time
home buyer loans.
The technical assistance provided by City and/ or County staff for loan preparation
meets the expectations of 85% of customers for all PAL loans.
Explore and pursue possible funding assistance for all non- profit developers who
request funding assistance from the City to produce affordable housing units.
Met
Exceeded- 100%
No requests received
Explore and pursue possible funding assistance for all for- profit developers who No requests received
request funding assistance from the City to produce affordable housing units in
excess of the City's BMR Program requirements.
Budget
2004- 2005
Budget
2004- 2005
Estimate Proposed
2004- 2005 2005- 2006
Estimate Proposed
2004- 2005 2005- 2006
The assistance provided to for- profit and non- profit developers in obtaining BMR
Agreement approval meets the expectations of 85% of the developers.
Fund 3 PAL loans in the fiscal year, which is the average number of loans funded per
year over the past 5 fiscal years.
Data not available.
75
LEAD DEPARTMENT: Community Development
PROGRAM: 501 - AFFORDABLE HOUSING
Description: To promote the expansion of local housing opportunities for low and moderate income residents and workers in the City of Menlo Park by assisting in
opportunities to increase the supply and improve the condition of the existing stock of affordable housing
SERVICES: RESULTS: STATUS:
Exceeded- 100%
Exceeded- 100%
Exceeded- 100%
501- 02 - Maintain Existing Affordable
Housing Stock: Maintain the existing
affordable housing stock by providing
loan services ( including funding,
application processing, construction
management and collections) for
housing rehabilitation loans;
managing resale of Below Market
Rate ( BMR) units, funding and
monitoring non- profits including fair
housing services, disabled access to
housing, shared housing and minor
home repair.
The technical assistance for loan preparation and construction management meets
the expectations of 85% of homeowner loan recipients for all housing rehabilitation.
Met
Exceeded- proposed 10, assisted
15
Met
Exceeded- 100%
Commit total Community Development Block Grant ( CDBG) amount for housing
rehabilitation loans to eligible work.
The number of homes assisted by the Housing Rehabilitation Loan Progra