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Home My WebLink AboutFC_2019-05-30_MinutesCALL TO ORDER: CITY OF ATASCADERO FINANCE COMMITTEE MINUTES Thursday, May 30, 2019 3:00 p.m. Atascadero City Hall — Conference Room 306 6500 Palma Avenue, Atascadero, California Chairperson Bourbeau called the meeting to order at 3:07 p.m. PRESENT: COMMITTEE MEMBERS: Charles Bourbeau, Chair Susan Funk, Vice Chair Gere Sibbach Rachelle Rickard Jeri Rangel ABSENT: COMMITTEE MEMBERS: None ALSO PRESENT: Amanda Muther, Deputy City Clerk Cindy Chavez, Deputy Administrative Services Director A. CONSENT CALENDAR: 1. Finance Committee Draft Action Minutes — May 23, 2019 ■ Recommendation: Committee approve the Draft Action Minutes of the May 23, 2019 Finance Committee Meeting. [City Clerk] Motion: By Vice Chairperson Funk and seconded by Committee Member Sibbach to approve the Consent Calendar. Motion passed 5:0 by a roll -call vote. PUBLIC COMMENT: The following citizens spoke during Public Comment: None, Chairperson Bourbeau closed the PUBLIC COMMENT period. Atascadero Finance Committee May 30, 2019 Page 1 of 2 B. BUSINESS: 1. Budaet Review — Operational Funds Administrative Services Director Rangel distributed handouts (Exhibits A -D) presented the item and answered questions from the Committee. City Manager Rickard also answered questions from the Committee. PUBLIC COMMENT: Chairperson Bourbeau allowed for public comments and questions during the Committee's discussion on this item. The following citizens spoke during this time: Karen Peterson Committee Member Sibbach left at 4:59 p.m. C. INDIVIDUAL DETERMINATIONS: None. ADJOURN Chairperson Bourbeau adjourned the meeting at 5:20 p.m. MINUTES PREPARED BY: Amanda Muther Deputy City Clerk The following exhibits are available for review in the City Clerk's office: • Exhibit A — Operational Funds handout • Exhibit B — 2019-2020 Supplemental • Exhibit C — General Fund Seven Year Projection • Exhibit D — General Fund History and Projections APPROVED: August 27, 2020 Atascadero Finance Committee May 30, 2019 Page 2 of 2 Finance Committee Minute Exhibit A DEPARTMENT BUDGETS -Date: City Council FUND FUNCTION CODE 100 General Government 110 DESCRIPTION The City Council is composed of five members elected at large by the citizens of Atascadero. Council Members serve four-year overlapping terms. In November 2010, the citizens voted to begin electing the Mayor to a two-year term. The Mayor presides over the Council meetings and performs other ceremonial duties. As the policy-making legislative body, the City Council is responsible for the enactment of all programs, policies and services of the City. The City Council acts upon all legislative matters concerning the City, approving and adopting all ordinances, resolutions, contracts and other matters requiring overall policy decisions and leadership. The Council appoints the City Manager, City Attorney and various other commissions, boards and citizen advisory committees, all of which ensure broad-based input into the affairs of the City. The City Council continues to conduct Strategic Planning Workshops annually to determine important issues and set overall goals for the City. Each City department also prepares a strategic plan to interface with the priorities established by Council. The City's annual operating budget becomes the guide and the means for implementing those strategies. GOALS AND OBJECTIVES • Economic Development • Downtown Redevelopment Employee Resources SUMMARY OF SERVICE PROGRAMS Legislative Total SUMMARY OF POSITIONS Council Members Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 544,340 $ 578,441 $ 618,480 $ 644,090 $ 631,060 $ 652,590 $ 544,340 $ 578,441 $ 618,480 $ 644,090 $ 631,060 $ 652,590 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 E-1 DEPARTMENT BUDGETS City Council FUND FUNCTION CODE 100 General Government 110 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES Computer Maintenance & Replacement 3,870 4,980 5,010 5,010 11,980 5100000 Salaries $ 27,870 $ 37,938 $ 37,800 $ 37,940 $ 37,800 $ 37,800 5800000 Benefits, Insurance & Taxes 10,500 7,845 12,250 18,410 23,110 24,440 400 Total Employee Services 38,370 45,783 50,050 56,350 60,910 62,240 OPERATIONS 6050000 Office Expense 466 50 500 270 250 250 6070000 Advertising - 699 500 700 700 700 6100000 Computer Maintenance & Replacement 3,870 4,980 5,010 5,010 11,980 12,200 6250000 Occupancy Charges 40,420 43,840 43,960 43,960 53,720 55,290 6350000 Communications 356 404 350 410 400 400 6400000 Operating Supplies 3,936 2,710 3,710 3,590 3,710 3,710 6450000 Vehicle & Equipment Operating Costs - - 200 200 200 200 6500000 Contract Services 36,000 36,000 36,500 36,000 36,500 36,500 6600000 Professional Development 31,384 19,611 23,450 40,400 23,450 23,450 6710000 Community Outreach 35,308 39,646 52,100 44,600 52,100 52,100 6720000 Chamber of Commerce 106,941 112,543 113,890 116,710 119,940 134,300 6740000 Business Development 5,000 10,000 21,260 38,300 21,260 21,260 6750000 LAFCO Contribution 16,637 16,849 19,000 17,900 19,000 19,000 Total Operations 280,318 287,332 320,430 348,050 343,210 359,360 E-2 DEPARTMEN-r BUDGETS City Council FUND FUNCTION CODE 100 General Government 110 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7401841 North County Animal Shelter Feasibility $ - $ 15,484 $ - $ _ $ _ $ _ Study 7401918 Regional Economic Study - - 40,000 21,580 - - 7605000 Promotions 225,652 229,842 208,000 218,110 226,940 230,990 Total Special Projects 225,652 245,326 248,000 239,690 226,940 230,990 ACTIVITY TOTAL $ 544,340 $ 578,441 $ 618,480 $ 644,090 $ 631,064 $ 652,590 E-3 DEPARTMENT BUDGETS City ouncil FUND FUNCTION CODE 100 General Government 110 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Council Members and Mayor Estimated $ 37,800 $ 37,800 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation and fringe benefits Estimated 23,110 24,440 6050000 Office Expense Mailing costs, stationary and office supplies Estimated 250 250 6070000 Advertising Cost of Council requested display ads Estimated 700 700 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 11,980 12,200 6250000 Occupancy Charges Allocated portion of building maintenance costs Allocated 53,720 55,290 6350000 Communications Telephone service Estimated 400 400 6400000 Operating Supplies Cost of recognition plaques, City pins, meeting Estimated 3,710 3,710 refreshments and other special Council requests 6450000 Vehicle & Equipment Operating Costs Mileage costs Estimated 200 200 6500000 Contract Services Miscellaneous contractual services, including Estimated 36,500 36,500 equipment rentals 6600000 Professional Development Conferences, memberships and subscriptions Estimated 23,450 23,450 6710000 Community Outreach Customer surveys, publications, events to engage the Estimated 52,100 52,100 Community and televising of Council meetings 6720000 Chamber of Commerce Agreement with the Chamber of Commerce Contract 119,940 134,300 6740000 Business Development Programs to promote business development and Contract 21,260 21,260 retention including participation in the EVC and the Economic Forecast 6750000 LAFCO Contribution Per AB2838- the City's share of the LAFCO Mandated 19,000 19,000 Commission's operational budget 7605000 Promotions Update & implement the City's Promotions Program Estimated 226,940 230,990 and Marketing Plan; includes agreement with a PR firm to provide implementation of a PR and marketing plan that will position Atascadero as a choice destination to live, work, visit and hold events E-4 DEPARTMENT BUDGETS CC it FUND FUNCTION CODE 100 General Government 120 DESCRIPTION The City Clerk maintains a complete and accurate record of City Council proceedings and official City files and fulfills legal requirements established by the Municipal Code and State law. Also, the City Clerk provides assistance and support to the City Council and City Departments. Included in the City Clerk's responsibilities are acting as the Filing Officer for the State Fair Political Practice Commission, serving as the City's Election Official and being responsible for maintaining the City's Municipal Code Book. In November 2016, Atascadero voters elected to have the City Clerk appointed rather than elected. The City Clerk is now appointed by the City Manager. GOALS AND OBJECTIVES Ensure accurate and timely minutes of Council meetings Keep City Municipal Code Book current Conduct elections as per State law 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Records & Election Services $ 39,146 $ 13,606 $ 58,970 $ 55,360 $ 18,470 $ 58,970 Total $ 39,146 $ 13,606 $ 58,970 $ 55,360 $ 18,470 $ 58,970 SUMMARY OF POSITIONS City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 Total 1.00 1.00 1.00 1.00 1.00 1.00 E-5 E-6 DEPARTMENT BUDGETS City Clerk FUND FUNCTION CODE 100 General Government 120 OBJECT EXPENSE NUMBER CLASSIFICATION 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries $ 2,031 $ - $ _ $ _ $ _ $ _ 5800000 Benefits, Insurance & Taxes 4,083 Total Employee Services 6,114 OPERATIONS 6050000 Office Expense 676 716 640 640 640 640 6070000 Advertising 3,835 3,520 5,300 4,000 5,300 5,300 6500000 Contract Services 4,441 6,361 6,100 6,100 6,100 6,100 6600000 Professional Development 3,157 2,803 6,270 4,510 6,270 6,270 6760000 Municipal Election 20,923 206 40,660 40,110 160 40,660 Total Operations 33,032 13,606 58,970 55,360 18,470 58,970 ACTIVITY TOTAL $ 39,146 $ 13,606 $ 58,970 $ 55,360 $ 18,470 $ 58,970 E-6 DEPARTMENT BUDGETS City Clerk FUND FUNCTION CODE 100 General Government 120 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6050000 Office Expense Postage, printing, copying, office supplies and Estimated $ 640 $ 640 archival {caper 6070000 Advertising Publication of ordinances, public and legal notices Estimated 5,300 5,300 and miscellaneous ads 6500000 Contract Services Municipal Code supplement service Estimated 6,100 6,100 6600000 Professional Development Mileage and hotel fees (League Annual Conference, Estimated 6,270 6,270 City Clerk's New Law and Election Conference and CCAC Annual Conference), Clerk's Handbook - Election Law update, International Institute of Municipal Clerks dues, City Clerk's Association of California dues, California Election Code Book and miscellaneous books 1 publications 6760000 Municipal Election Election costs which include County costs, advertising Estimated 160 40,660 and related forms and supplies E-7 DEPARTMENT BUDGETS City Treasurer FUND FUNCTION CODE 900 General Government 130 DESCRIPTION The City Treasurer is responsible for ensuring that City funds are invested in a manner consistent with the City's Investment Policy and to achieve maximum safety, liquidity and yield. The City Treasurer also produces a quarterly report on the status of cash and investments. SUMMARY OF SERVICE PROGRAMS Investment Administration Services Total SUMMARY OF POSITIONS City Treasurer Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 15,937 $ 17,984 $ 16,270 $ 17,070 $ 16,790 $ 16,840 $ 15,937 $ 17,984 $ 16,270 $ 17,070 $ 16,790 $ 16,840 1.00 1,00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 E-8 DEPARTMENT BUDGETS City Treasurer FUND FUNCTION CODE 100 General Government 130 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries 5800000 Benefits, Insurance & Taxes Total Employee Services OPERATIONS 6050000 Office Expense 6500000 Contract Services 6500000 Professional Development Total Operations ACTIVITY TOTAL $ 3,600 $ 4,813 $ 4,800 773 1,448 950 4,373 6,261 5,750 10,475 10,614 10,200 1,089 1,109 320 11,564 11,723 10,520 $ 15,937 $ 17,984 $ 16,270 E-9 $ 4,810 $ 4,800 $ 4,800 1,270 870 920 6,080 5,670 5,720 50 - - 10,860 11,040 11,040 80 80 80 10,990 11,120 11,120 $ 17,070 $ 16,790 $ 16,840 DEPARTMENT BUDGETS Citv Treasurer FUND FUNCTION CODE 100 General Government 130 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Elected City Treasurer Estimated $ 4,800 $ 4,800 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 870 920 fringe benefits 6500000 Contract Services Contracted safekeeping fees Estimated 11,040 11,040 6600000 Professional Development CMTA conference, books, dues and memberships Estimated 80 80 E-10 DEPARTMEN r BUDGETS Legal FUND FUNCTION CODE 100 General Government 140 DESCRIPTION The City's legal budget provides funding for Special Counsel and other legal services. The City Attorney's mission is to provide legal advice and support to the Mayor and City Council, City Manager, City departments and City boards and commissions; represent the City before judicial and administrative agencies in civil litigation matters; and prosecute misdemeanor violations of the Atascadero Municipal Code. City Attorney services are provided by a contract with the law firm of Burke, Williams & Sorensen. Primary responsibilities include legal advice to City officials and employees; drafting and reviewing contracts, opinions, resolutions and ordinances; defending the City, its officers and employees in civil litigation; coordinating/monitoring litigation arising out of claims against the City; administrative, and criminal and civil prosecution of violations of the Municipal Code. Special Counsel includes the use of outside counsel as needed by the City. Often these persons have special expertise or experience in a particular field of law. Typically the City Attorney oversees the use of special counsel. Other legal service includes specific work for individual departments. Specialty legal needs would be included in this budget. The City Attorney does not provide private legal advice to citizens nor does it prosecute violations of the California Penal Code, California Vehicle Code or other violations of State law. GOALS AND OBJECTIVES * Provide legal support for economic development activities * Provide timely legal review on City actions * Keep City Council and City Manager informed on litigation issues * Keep City Council and City Manager informed on evolving legal issues * Provide advice as needed on conflict issues * File and pursue code enforcement complaints as directed SUMMARY OF SERVICE PROGRAMS City Attorney/Special Legal Total 2016-2017 ACTUAL 2017-2018 2018-2019 2018-2019 2019-2420 ACTUAL BUDGETED ESTIMATED REQUESTED 2020-2021 REQUESTED $ 334,381 $ 392,166 $ 309,160 $ 309,160 $ 285,160 $ 285,160 $ 334,381 $ 392,166 $ 309,160 $ 309,160 $ 285,160 $ 285,160 E-11 DEPARTMENT BUDGETS Legal FUND FUNCTION CODE 100 General Government 140 OBJECT EXPENSE NUMBER CLASSIFICATION OPERATIONS 6050000 Office Expense 6350000 Communications 6500000 Contract Services Total Operations ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 2018.2019 2019-2020 2020-2021 ACTUAL. ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 2 $ 1 $ 90 $ 80 $ 80 $ 80 65 73 70 80 80 80 334,314 392,092 309,000 309,000 285,000 285,000 334,381 392,166 309,160 309,160 285,160 285,160 $ 334,381 $ 392,166 $ 309,160 $ 309,160 $ 285,160 $ 285,160 E-12 DEPARTMENT BUDGETS Legal FUND FUNCTION CODE 100 General Government 140 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6050000 Office Expense Mailing costs, printing, copy and paper costs, general Estimated $ 80 $ 80 office products 6350000 Communications Telephone service Estimated 6500000 Contract Services City attorney services Estimated E-13 80 80 285,000 285,000 DEPARTMENT BUDGETS City Manacier FUND FUNCTION CODE 100 General Government 201 DESCRIPTION The City Manager is the chief executive officer of the City and is responsible for planning, organizing and directing all municipal activities. The City Manager, in concert with department managers, works to develop ail personnel; continually evaluates the organizational structure of the City; implements programs to improve the community; and directs employee relations and personnel management. The Zoo, Information Technology and Human Resources divisions also directly report to the City Manager. The City Manager makes recommendations to the City Council on program alternatives and ensures that programs adopted by the Council are implemented. Department Mission Statement: Support the City Council, provide leadership to the organization and legendary service to the community by being accountable, responsive, compassionate and connecters. GOALS AND OBJECTIVES Implement the goals and programs adopted by the City Council: * Economic Development * Downtown Revitalization * Employee Resources E-14 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS City Manager Operations and Support $ 846,219 $ 913,353 $ 1,073,670 $ 971,980 $ 1,239,430 $ 1,274,220 Human Resources 114,742 103,066 128,270 99,360 133,120 134,580 Total $ 960,961 $ 1,016,419 $ 1,201,940 $ 1,071,340 $ 1,372,550 $ 1,408,800 E-14 DEPARTMENT BUDGETS CityManager FUND FUNCTION CODE 100 General Government 201 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF POSITIONS City Manager 1.00 1.00 1.00 1.00 1.00 1.00 Deputy City Manager 2.00 2.00 2.00 200 2.00 2.00 Personnel Specialist 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 2.00 2.00 2.00 2.00 2.00 2.00 Total 6.00 6.00 6.00 6.00 6.00 6.00 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCE/WORKLOAD MEASURES City Council Agenda Preparation 28 25 28 28 26 28 Ordinances Processed 9 7 15 7 10 10 Resolutions Processed 54 80 60 62 70 60 Bids Processed 11 6 12 5 8 6 Public Records Requests 50 50 52 48 50 50 Recruitment (Positions) 35 32 44 38 40 40 Labor Negotiations 4 4 4 4 4 4 Appeals, Grievances & Claims - 1 2 - E-15 DEPARTMENT BUDGETS City Manager FUND FUNCTION CODE 100 General Government 201 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6400000 Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 insurance 6250000 Occupancy 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6610000 Citywide Training 6700000 Employee Development 6990000 Citywide Contingency 3,880 Total Operations ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 544,196 $ 557,550 $ 584,460 $ 574,930 $ 701,870 $ 709,800 3,681 4,710 4,370 3,880 4,510 4,810 2,495 2,267 10,810 3,630 11,090 11,090 10,821 21,603 3,840 3,570 3,930 3,930 267,870 286,124 310,590 309,160 344,510 368,120 829,063 872,254 914,070 895,170 1,065,910 1,097,750 6,925 7,387 7,730 7,730 7,730 7,730 45,918 54,717 51,000 56,150 61,690 62,870 8,354 12,950 16,980 16,660 15,420 17,570 27,710 30,060 30,140 30,140 36,830 37,910 1,980 1,998 2,180 2,180 2,180 2,180 7,203 3,032 10,080 9,850 10,010 10,010 6,220 6,259 6,270 6,340 6,340 6,340 10,824 8,219 35,070 24,190 35,020 35,020 9,155 15,249 22,270 16,780 22,270 22,270 .236 81 500 500 500 500 5,697 2,572 4,000 4,000 7,000 7,000 1,676 1,641 1,650 1,650 1,650 1,650 - - 100,000 - 100,000 100,000 131,898 144,165 287,870 176,170 306,640 311,050 $ 960,961 $ 1,016,419 $ 1,201,940 $ 1,071,340 $ 1,372,550 $ 1,408,800 E-16 DEPARTMENT BUDGETS City Manager FUND FUNCTION CODE 100 General Government 201 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment DESCRIPTION Salaries for permanent staff Wages for part-time (non -benefited) staff Overtime Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Postage, printing, copying, office supplies, office equipment maintenance and small office equipment Allocated portion of computer and telephone support costs Allocated portion of liability coverage Allocated portion of building maintenance costs Telephone and cell phone services Cost of food for events and meetings, employee recognition and service awards Vehicle allowance and mileage costs Miscellaneous contractual services, including records management League of California Cities Annual Conference, City Manager meeting, and labor relations; International City/County Management Association; books, memberships, subscriptions and dues Cost of employee recruitment including advertising, pre-employment testing, physicals and other processing charges E-17 Estimated 500 500 2019-2020 2020-2021 BASIS AMOUNT AMOUNT Estimated $ 701,870 $ 709,800 Estimated 4,510 4,810 Estimated 11,090 11,090 Estimated 3,930 3,930 Estimated 344,510 368,120 Estimated 7,730 7,730 Allocated 61,690 62,870 Allocated 15,420 17,570 Allocated 36,830 37,910 Estimated 2,180 2,180 Estimated 10,010 10,010 Agreement 6,340 6,340 Estimated 35,020 35,020 Estimated 22,270 22,270 Estimated 500 500 DEPARTMENT BUDGETS City Manager FUND FUNCTION CODE 100 General Government 201 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6610000 Citywide Training Strategic planning and miscellaneous training and Estimated $ 7,000 7,000 videos. 6700000 Employee Deveiopment Atescadero Employee Development Advisory Estimated 1,650 1,650 Committee activities 6990000 Citywide Contingency Reserve for unexpected expenditures which arise Estimated 100,000 100,000 during the fiscal year E-18 DEPARTMENT BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 DESCRIPTION The Administrative Services Department is responsible for finance, risk management, grant and Federal Emergency Management Agency administration, the affordable housing loan program, and assisting with personnel functions, The department coordinates the development of the annual budget; oversees purchasing, payroll, receipts, vendor payments, business license renewals and fund management; provides financial reports; invests the City's funds; coordinates claims and lawsuits; manages grants and restricted funding sources; helps to manage employee benefits; helps to administer personnel policies and regulations including FMLA and accommodations; and manages affordable housing loans. GOALS AND OBJECTIVES Continue to monitor City operations, ensuring that expenses remain within budget * Facilitate the City's ability to pursue economic development * Update and/or implement effective policies to ensure the City's long-term fiscal health Manage and mitigate the City's financial and legal risks Ensure that employees and vendors are paid in an accurate and timely manner Continue to implement the Affordable Housing Loan Program * Work diligently alongside the Safety Committee to ensure that the City has the policies and practices in place to provide a safe work environment Provide employees with the assistance they need in managing their employee benefits and personnel needs Deliver great customer service to external and internal customers 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Financial Administration Services $ 1,042,986 $ 1,082,879 $ 1,201,570 $ 1,108,310 $ 1,247,580 $ 1,238,200 Total $ 1,042,986 $ 1,082,879 $ 1,201,570 $ 1,108,310 $ 1,247,580 $ 1,238,200 E-19 DEPARTMENT BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 SUMMARY OF POSITIONS Administrative Services Director Deputy Administrative Services Director Accounting Specialist Finance Technician Account Clerk II Account Clerk I Total PERFORMANCE[WORKLOAD MEASURES Payroll Checks & Direct Deposits Processed Vendor Invoice Lines Processed Purchase Orders Processed Change Orders Processed Contracts Reviewed Business Licenses Issued Transient Occupancy Reports Processed Receipts Processed Agenda Items ! Staff Reports Affordable Housing Loans Issued ! Payoffs ! Releases / Refinances 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -1.00 1.00 1.00 1.00 7.00 7.00 7.00 7.00 7.00 7.00 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 4,333 4,278 4,400 4,250 4,300 4,300 18,262 18,212 17,969 18,200 18,200 18,200 71 75 50 40 40 40 77 72 65 50 50 50 44 40 52 35 35 35 2,089 2,399 2,400 2,400 2,400 2,400 88 183 75 300 320 320 2,390 2,366 2,800 2,420 2,420 2,420 38 45 43 38 40 40 7 20 15 6 10 10 E-20 DEPARTMENT BUDGETS Administrative Services FUND FUNCTION CODE 104 General Government 341 2016-2017 ACTUAL PERFORMANCEMORKLOAD MEASURES [continued] Employee Benefit Updates 200 Employment Verification Requests 18 SDI Integration Calculations Processed 7 2017-2418 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 175 180 225 200 200 15 25 15 15 15 3 10 6 10 10 E-21 DEPARTMENT BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 OBJECT NUMBER EXPENSE CLASSIFICATION 2016-2017 ACTUAL 2017-2018 2018-2019 2018-2019 2019-2020 2020-2421 ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries $ 488,498 $ 493,311 $ 526,130 $ 498,370 $ 535,440 $ 537,500 5200000 Wages 332 94 4,970 - 4,970 4,970 5300000 Overtime 7,283 5,730 22,320 6,230 22,880 22,880 5400000 Other Pay 9,702 25,695 3,070 3,870 6,920 6,920 5800000 Benefits, Insurance & Taxes 216,978 231,139 263,720 245,030 277,850 300,150 Total Employee Services 722,793 755,969 820,210 753,500 848,060 872,420 OPERATIONS 6050000 Office Expense 12,428 11,803 16,190 15,590 15,400 14,460 6070000 Advertising 185 206 390 170 230 300 6100000 Computer Maintenance & Replacement 76,585 82,844 78,970 79,010 83,610 85,090 6200000 Insurance 12,375 14,022 17,800 18,070 17,770 20,040 6250000 Occupancy Charges 40,856 43,946 43,860 47,200 52,410 46,490 6350000 Communications 812 886 1,030 910 960 960 6400000 Operating Supplies 46 286 240 20 300 300 6450000 Vehicle & Equipment Operating Costs 3,625 3,639 3,600 3,600 3,690 3,600 6500000 Contract Services 167,706 151,292 181,520 155,620 182,350 182,960 6600000 Professional Development 4,847 10,915 6,050 5,480 6,800 6,580 6650000 Recruitment 301 71 - 1,140 - - 6990000 Contingency - - 3,710 - 5,000 5,000 Total Operations 319,766 319,910 353,360 326,810 368,520 365,780 E-22 DEPARTMEN-r BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATE❑ REQUESTED REQUESTED SPECIAL PROJECTS 7101011 Desks $ 427 $ - $ - $ _ $ _ $ _ 7401430 Cost Allocation Study Update - - - - 31,000 - 7401489 Development Impact Fee Study - 7,000 28,000 28,000 - Total Special Projects 427 7,000 28,000 28,000 31,000 - ACTIVITY TOTAL $ 1,042,986 $ 1,082,879 $ 1,201,570 $ 1,108,310 $ 1,247,580 $ 1,238,200 L-23 DEPARTMEN f BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 535,440 $ 537,500 5200000 Wages Wages for part-time (non -benefited) staff Estimated 4,970 4,970 5300000 Overtime Overtime for budget preparation, audit preparation Estimated 22,880 22,880 and mid -year report preparation 5400000 Other Pay Other pay such as leave payoffs and accrued leave Estimated 6,920 6,920 adjustments 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 277,850 300,150 fringe benefits 6050000 Office Expense Postage, printing, copying, office supplies, office Estimated 15,400 14,460 equipment maintenance and small office equipment 6070000 Advertising Required public notice of financial information Estimated 230 300 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated/ 83,610 85,090 costs, Eden Financials software support costs and Contract Business License software support costs 6200000 Insurance Allocated portion of liability coverage and errors and Allocated/ 17,770 20,040 omissions coverage for the City Contract 6250000 Occupancy Charges Allocated portion of building maintenance costs Allocated 52,410 46,490 6350000 Communications Telephone and cell phone services Estimated 960 960 6400000 Operating Supplies Cost of food for events and meetings Estimated 300 300 6450000 Vehicle & Equipment Operating Costs Vehicle allowance and mileage costs Estimated 3,690 3,600 6500000 Contract Services County services for collection of property taxes Estimated 182,350 182,960 ($129,000 annually), audit services, state mandated costs filing services, sales tax consultant services, state electronic funds transfer charges, banking fees, and other minor services 6600000 Professional Development CSMFO conference and meetings, League Finance Estimated 6,800 6,580 Officers meeting, computer training, payroll update conference, accounting training for staff members, strategic planning, tuition reimbursement and mileage for operations E-24 DEPARTMENT BUDGETS Administrative Services FUND FUNCTION CODE 100 General Government 301 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6990000 Contingency Department reserve for unexpected expenditures Estimated $ 5,000 $ 5,000 which arise during the fiscal year 7401430 Cost Aliocation Study Update Update of current cost allocation study. The cost Estimated 31,000 - allocation study is used to determine cost of services, personnel, and appropriate grant charges E-25 DEPARTMEN i BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 DESCRIPTION The Police Department provides a full range of law enforcement services to the community. Core services are two pronged: Patrol services and Criminal Investigation. Other responsibilities include crime prevention, code enforcement, traffic safety, public education, animal control, and assistance to crime victims. The Police Department embraces a Community -Oriented Policing and Problem Solving (COPPS) philosophy that promotes partnerships with other City staff and other stakeholders to identify and solve problems that adversely impact the quality of life in the community, Our Purpose: "Do Good" - and to work toward the greater good of our community even to the detriment of self, Our Goal: "Be Premier" -we will strive to be the premier law enforcement agency on the Central Coast. GOALS AND OBJECTIVES The Police Department will use the following methods as we endeavor to fulfill our purpose and attain our goal. Professionalism - We will be professional in both appearance and practice; we will treat others with dignity even in their worst moments; we will ensure our reputation amongst the residents of Atascadero and within the law enforcement community. Partnerships - We will develop and foster good relationships; we will work with other law enforcement agencies, other city departments, organizations and individual members of our community to accomplish our objectives. Personal Growth - We are committed to providing appropriate training and instruction to the members of the Atascadero Police Department; we will continue to encourage our members to seek out opportunities for their own growth, including professional and personal training, in order to be good family members and role models within the community. 2016-2017 2017-2018 2018-2419 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Police Services $ 6,509,994 $ 7,081,445 $ 7,529,250 $ 6,849,950 $ 8,103,200 $ 8,271,510 $ 6,509,994 $ 7,081,445 $ 7,529,250 $ 6,849,950 $ 8,103,200 $ 8,271,510 E-26 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 SUMMARY OF POSITIONS Police Chief Commander / Lieutenant Sergeant Senior Police Officer 1 Corporal Police Officer Support Services Supervisor Records Lead Technician Support Services Lead Technician Support Services Technician Senior Property Evidence Specialist Community Services Officer Code Enforcement Officer Administrative Assistant 2016-2017 ACTUAL 1.00 1.00 6.00 6.00 15.00 1.00 1.00 6.00 1.00 1.00 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 1.00 1.00 6.00 6.00 15.00 0.50 0.50 1.00 6.00 1.00 1.00 1.00 1.00 1.00 40.00 41.00 E-27 1.00 1.00 5.00 7.00 15.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 41.00 1.00 1.00 1.00 2.00 2.00 2.00 5.00 5.00 5.00 6.00 6.00 6.00 15.00 15.00 15.00 1.00 1.00 6.00 1.00 1.00 1.00 i nn 41.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 41.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 41.00 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 E-28 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEIWORKLOAD MEASURES Total Calls for Service 24,734 26,924 23,500 27,950 28,000 28,500 Officer Initiated Contacts 8,249 11,230 7,500 10,400 10,500 10,500 Part One Crimes (Arson, Homicide, Rape, 782 768 840 766 780 780 Robbery, Assault, Burglary, Theft) Fires/Medical Aids 3,324 3,724 3,500 3,462 3,700 3,700 Traffic Collisions 384 428 280 376 400 400 Alarms 705 648 720 692 700 700 Juvenile Runaways and Contacts 514 447 460 462 460 460 Parking Citations 36 146 - 112 140 140 Traffic Citations 1,090 1,132 1,200 890 1,100 1,100 Adult Arrests 1,125 1,383 1,300 1,326 1,300 1,300 Juvenile Arrests 72 47 70 50 50 50 Written/Processed Reports 3,370 3,573 4,600 3,412 3,500 3,500 E-28 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 OBJECT NUMBER EXPENSE CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6350000 Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990000 Contingency 3,508 Total Operations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 3,128,230 $ 3,220,800 $ 3,360,080 $ 3,013,740 $ 3,347,340 $ 3,388,850 4,473 3,508 3,350 1,490 20,320 22,480 193,924 181,158 201,390 202,660 206,430 206,430 219,284 360,272 184,920 282,410 205,390 208,630 1,706,933 1,898,484 2,191,440 1,892,600 2,423,600 2,627,150 5,252,844 5,664,222 5,941,180 5,392,900 6,203,080 6,453,540 16,617 16,812 18,570 14,720 13,700 13,700 298,222 337,684 339,720 339,840 394,270 400,800 235,858 276,918 288,810 288,810 504,070 414,810 51,444 56,559 45,370 45,350 39,750 40,330 36,366 37,386 35,900 37,100 37,100 37,100 31,362 37,814 29,500 35,010 36,550 36,550 27,800 28,076 21,050 23,610 22,100 22,100 218,579 286,236 311,500 298,970 305,980 305,980 256,342 290,254 439,050 325,400 512,100 512,100 18,944 21,251 11,400 15,240 14,300 14,300 13,882 18,168 9,600 12,620 10,200 10,200 - - 10,000 - 10,000 10,000 1,215,416 1,407,158 1,560,570 1,436, 670 1,900,120 1,817,970 E-29 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 OBJECT EXPENSE 2816-2017 2017-2018 2018-2019 2018-2019 2019-2020 2820-2029 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7155003 Flooring Projects 7101090 Office Furniture 7101534 Refrigerator 7102515 Personal Protective Vests 7100710 Replace Radios 7505018 Laserfiche Scan Project 7909901 Claims Settlement Costs Total Special Projects CAPITAL OUTLAY 8105011 HVAC/Heat Pump Installation 9404028 Cash Contribution to Vehicle and Equipment Maintenance Fund for Radio Simulcast Project Total Capital Outlay ACTIVITY TOTAL $ 15,955 $ 2,162 $ - $ _ $ 6,929 4,691 862 - 10,008 2,327 - 1,900 - 885 - - - 27,500 - - - - 2,500 33,754 10,065 27,500 4,400 15,980 7,980 7,980 - - 15,980 - - $ 6,509,994 $ 7,081,445 $ 7,529,250 $ 6,849,950 $ 8,103,200 $ 8,271,510 E-30 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 3,347,340 $ 3,388,850 5200000 Wages Wages for part-time (non -benefited) staff Estimated 20,320 22,480 5300000 Overtime Overtime Estimated 206,430 206,430 5400000 Other Pay Other pay items such as uniform allowance, leave Estimated 205,390 208,630 payoff, standby, etc. 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 2,423,600 2,627,150 fringe benefits 6050000 Office Expense Postage, printing, copying, office supplies, office Estimated 13,700 13,700 equipment maintenance and small office equipment 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 394,270 400,800 costs 6200000 Insurance Allocated portion of liability coverage and property Allocated 504,070 414,810 insurance for the police station 6250000 Occupancy Janitorial services, building repair supplies, electrician Estimated 39,750 40,330 and plumbing services 6300000 Utilities Water, electricity and natural gas Estimated 37,100 37,100 6350000 Communications Telephone, cell phone, and emergency phone Estimated 36,550 36,550 services, wireless connection for mobile data computers, and radio repairs 6400000 Operating Supplies Uniforms, fingerprint supplies, ammunition, range Estimated 22,100 22,100 fees, police gear, flares, emergency supplies, fire extinguishers, batteries, cameras, investigative equipment, traffic diagramming supplies, crime scene investigation supplies 6450000 Vehicle & Equipment Operating Costs Vehicle and equipment repair and maintenance costs, Estimated 305,980 305,980 gasoline, diesel, oil and vehicle replacement costs E-31 DEPARTMENT BUDGETS Police FUND FUNCTION CODE 100 Public Safety 401 OBJECT EXPENSE NUMBER CLASSIFICATION 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990000 Contingency DESCRIPTION 2019-2020 2020-2021 BASIS AMOUNT AMOUNT Animal control ($475,000 each year), Sexual Assault Estimated $ 512,100 $ 512,100 Response Team (SART) costs, booking fees, spaylneuter program, lab fees, bomb task force and CLETS Seminars, conferences, memberships, subscriptions, Estimated 14,300 14,300 books and other training materials, narcotics surveillance, felony investigations requiring overnight stays Cost of employee recruitment including advertising, pre-employment testing, physicals and other processing charges Department reserve for unexpected expenditures which arise during the fiscal year E-32 Estimated 10,200 10,200 Allocated 10,000 10,000 DEPARTMENT BUDGETS Police Grants and Programs FUND FUNCTION CODE 100 Public Safety 401.4XXX DESCRIPTION This section includes Police Department Programs that have differing levels of volume from year to year. In order to achieve consistency with the established and ongoing business of the Department in the Police Department section, the activities in this section have been segregated. Included here are the Police Officer Standards and Training (POST) Program, the K-9 Program, Grants, and the Explorer Program. The Commission on Police Officer Standards and Training (POST) is a State organization that sets standards and provides training opportunities and certifications for police officers. The City's POST Program receives partial reimbursement funding from the Commission on POST for required officer perishable skills trainings and certifications. The funding for this program ultimately comes through the State from penalty assessments on criminal and traffic fines. The K-9 Program provides supplies and training for one police dog and the dog -Dandling officer, The purpose of the K-9 Unit is to help locate illegal narcotics and apprehend fleeing felons. The dog is trained and certified in its particular duties of narcotics and tracking. Training for both the K-9 and the handler is ongoing. Department staff have been successful in securing competitive grants from the U.S. Department of Transportation through the California Office of Traffic Safety (OTS), the National Highway Traffic Safety Administration through OTS, the California Department of Alcoholic Beverage Control (ABC), and the U.S. Department of Justice. The Department can use these grant funds to enhance the safety of the Community through increased enforcement of laws related to driving under the influence (DUI), and through the purchase of equipment, supplies, studies, and training that would not be possible without the grants. The Explorer Program is based on the national Law Enforcement Career Exploring Program. This program provides educational training programs, career orientation experiences, leadership opportunities, and community service activities for young adults. The primary goals of the program are to help young adults choose a career path within law enforcement and to challenge them to become responsible citizens of their communities and the nation. The program is funded wholly through donations and through fund-raising efforts by the Explorer participants. GOALS AND OBJECTIVES * Enhance traffic safety lm prove the quality of equipment Update the use of current technology * Continue the operations of the K-9 Program * Promote organizational excellence through training * Enhance emergency communications infrastructure E-33 DEPARTMENT BUDGETS Police Grants and Programs FUND FUNCTION CODE 100 Public Safety 401.4XXX 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS POST Training K-9 Program Wireless 9-1-1 Project Grant 2018 OTS Traffic Enforcement Grant 2018 DUI Enforcement Grant Explorer Program Board of State and Community Corrections (BSCC) $ 26,377 $ 13,061 $ 34,380 $ 30,400 $ 34,380 $ 34,380 4,235 10,128 - 4,980 4,120 4,120 - 217,730 - - - - - 5,844 - 3,180 - - - 24,944 - 17,850 - - 1,865 895 - 80 - - 750 - 550 - - $ 32,477 $ 273,351 $ 34,380 $ 56,640 $ 38,500 $ 38,500 E-34 DEPARTMEN r BUDGETS Police Grants and Programs FUND FUNCTION CODE 100 Public Safety 401 AXXX OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5300000 Overtime $ - $ 26,897 $ - $ 19,350 $ - $ 5800000 Benefits, Insurance & Taxes - 1,891 - 1,680 Total Employee Services - 28,788 - 21,030 OPERATIONS 6400000 Operating Supplies 1,850 2,402 - 2,110 1,800 1,800 6500000 Contract Services 2,414 1,019 - 1,500 2,320 2,320 6600000 Professional Development 28,213 23,412 34,380 32,000 34,380 34,380 Total Operations 32,477 26,833 34,380 35,610 38,500 38,500 CAPITAL OUTLAY 8102590 Wireless 9-1-1 Project - 217,730 Total Capital Outlay - 217,730 ACTIVITY TOTAL $ 32,477 $ 273,351 $ 34,380 $ 56,640 $ 38,500 $ 38,500 E-35 DEPARTMENT BUDGETS Police Grants and Programs FUND FUNCTION CODE 100 Public Safety 401.4XXX OBJECT EXPENSE 2019-2024 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6400000 Operatfng Supplies 6500000 Contract Services 6600000 Professional Development Safety vests, cones, flares, preliminary alcohol screening (PAS) supplies, reflective banners and signs, checkpoint sights, K-9 food and supplies, and uniform patches for Explorers Maintenance training and veterinary services for the K-9 Seminars, conferences, and other trainings E-36 Estimated $ 1,800 $ 1,800 Estimated 2,320 2,320 Estimated 34,380 34,380 DEPARTMENT BUDGETS Fire Department FUND FUNCTION CODE 100 Public Safety 501 DESCRIPTION The Fire Department provides emergency services to the community. Responsibilities include wildland and structural fire suppression, fire prevention, paramedic emergency medical services and technical rescue. The Department responds to emergencies within the City and neighboring County areas. The Department is responsible for emergency planning and training of all City personnel, The City's natural environment provides unique challenges as the Department works to manage the wildland areas, prepare the community for and protect against wild fire. Department Mission Statement: Our mission is to provide professional emergency service and exceptional care to our community. GOALS AND OBJECTIVES Continue to: * Enhance Public Safety * Respond safely to 100% of all emergencies with adequate personnel and equipment necessary to provide appropriate service * Respond safely to 90% of all emergencies in less than 6 minutes, with second engine due within 10 minutes, 80% of the time * Ensure comprehensive safety readiness and risk mitigation * Enhance Department Facilities * Look for opportunties to enhance partnerships of fire resources in the north county * Ensure all equipment is in the highest state of readiness 95% of the time with 100% available backup at all times Continue to enhance both performance based & computer based training 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL_ BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Fire Services $ 4,121,313 $ 4,139,798 $ 4,254,980 $ 4,225,290 $ 4,643,250 $ 4,783,230 Total $ 4,121,313 $ 4,139,798 $ 4,254,980 $ 4,225,290 $ 4,643,250 $ 4,783,230 E-37 DEPARTMENT BUDGETS Fire Department FUND 64 FUNCTION 120 150 150 CODE 100 500 Public Safety 195 195 81 501 525 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 2,300 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF POSITIONS 6,000 19 24 - 25 25 Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 Battalion Chief 2,060 2,100 2,163 2,270 2,384 1,348 1,284 - - - - 2.00 2.00 Fire Captain 6.00 6.00 6.00 6.00 6.00 6.00 Fire Marshal I Code Compliance Officer 1.00 1.00 1.00 1.00 - - Fire Engineer 9.00 9.00 9.00 9.00 9.00 9.00 Fire Fighter * 3.00 300 3.00 3.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Total 21.00 21.00 21.00 21.40 21.00 21.00 "Additional Fire Fighter included in Fire Grants & Programs (SAFER Grant) 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL. BUDGETED ESTIMATED REQUESTED REQUESTED PERFORMANCEIWORKLOAD MEASURES FIRE: Engine Company Inspections (state and business license) Plan Reviews (residential & commercial) Fire Marshal Inspections Public Education Programs (students contacted) Training (Tours) -17 shift, 2 Admin, 18 reserves Investigations Juvenile Firesetter Counseling (encounters) Medical Emergency Calls All Other Emergency Calls - 64 300 120 150 150 384 300 500 195 195 195 81 132 525 150 150 150 1,568 1,620 2,300 2,300 2,300 2,300 4,157 3,955 6,000 6,000 6,000 6,000 19 24 - 25 25 25 - 1 5 5 5 5 1,951 2,060 2,100 2,163 2,270 2,384 1,348 1,284 1,300 1,343 1,405 1,469 E-38 DEPARTMENI-BUDGETS Fire Department FUND FUNCTION CODE 100 Public Safety 501 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6350000 Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990001 Contingency Total Operations $ 1,869,688 $ 1,816,250 $ 1,920,370 $ 1,879,470 $ 2,040,780 $ 2,072,620 120,009 89,394 71,280 100,440 89,600 96,740 392,604 333,635 291,860 354,720 324,580 324,580 80,645 123,695 39,480 61,130 38,530 42,030 1,115,572 1,192,058 1,347,540 1,266,190 1,461,620 1,591,020 3,578,518 3,555,032 3,670,530 3,661,950 3,955,110 4,126,990 8,291 6,090 5,750 2,720 3,300 3,300 185,027 190,602 195,180 195,420 192,390 195,830 61,977 67,823 85,750 86,750 82,300 93,640 22,978 24,938 26,340 25,730 27,900 28,350 22,383 23,722 22,500 23,500 23,500 23,500 18,401 12,804 15,100 14,450 16,050 16,050 47,549 47,792 44,980 40,510 45,550 45,550 122,242 153,113 131,420 125,930 130,000 130,000 19,525 22,182 20,100 20,330 20,350 20,350 21,883 24,434 25,830 23,000 24,900 24,900 8,205 5,140 500 5,000 2,800 2,800 - - 10,000 - 10,000 10,000 538,461 578,640 584,450 563,340 579,040 594,270 E-39 DEPARTMENT BUDGETS Fire Department FUND FUNCTION CODE 100 Public Safety 501 OBJECT EXPENSE 2016-2017 2017-2048 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7104505 Fire Hoses 7104503 Radio Replacement 7101536 Dishwasher 7102051 Television 7151510 Sheds 7400428 Local Hazard Mitigation Plan 75050XX Comprehensive Evacuation and Communications Plan Total Special Projects OTHER USES 9404028 Contribution to Vehicle and Equipment Replacement Fund for Breathing Apparatus Total Other Uses ACTIVITY TOTAL $ - $ 5,000 $ - $ _ $ _ $ _ - - - 23,100 61,970 1,054 - 632 1,126 1,367 - - - - - 6,000 - - 80,000 - 3,053 6,126 - - 109,100 61,970 1,281 1,281 - - - - - $ 4,121,313 $ 4,139,798 $ 4,254,980 $ 4,225,290 $ 4,643,250 $ 4,783,230 E-40 DEPARTMENT BUDGETS Fire DeRartment FUND FUNCTION CODE 100 Public Safety 501 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 2,040,780 $ 2,072,620 5200000 Wages Wages for Reserve/Seasonal (non -benefited) staff Estimated 89,600 96,740 5300000 Overtime Overtime costs Estimated 324,580 324,580 5400000 Other Pay Other pay items such as leave payoff, Paramedic and Estimated 38,530 42,030 Hazardous Materials pay 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and fringe Estimated 1,461,620 1,591,020 benefits 6050000 Office Expense Postage, printing, copies, office supplies, toner, office Estimated 3,300 3,300 equipment maintenance and small office equipment 6100000 Computer Maintenance & Allocated portion of computer and telephone support Allocated 192,390 195,830 Replacement costs 6200000 Insurance Allocated portion of liability insurance, and property and Allocated 82,300 93,640 vehicle coverage 6250000 Occupancy Cleaning and custodial supplies, lumber, plumbing, Contract/ 27,900 28,350 electrical, other building materials, minor repair costs, Estimated linen service, grounds maintenance, supply costs, and janitorial services 6300000 Utilities Electricity, water, and natural gas for the two fire Estimated 23,500 23,500 stations 6350000 Communications Telephones and fax, pager service, and radio repairs Estimated 16,050 16,050 6400000 Operating Supplies Uniforms, personal protective equipment, fire gear, Estimated 45,550 45,550 medical supplies, fire suppression supplies, tools, and other fire operating supplies 6450000 Vehicle & Equipment Operating Parts, repairs, and maintenance of vehicles, engine Estimated 130,000 130,000 Costs and truck equipment, breathing apparatus, generators, and air machines, including gas, oil and vehicle replacement costs E-41 7104503 Radio Replacement Replace 4 dual band mobile radios in 2019-2020 and Estimated 23,400 61,970 DEPARTMENT BUDGETS 12 single band mobile radios in 2020-2021 7400428 Local Hazard Mitigation Plan Update of Local Hazard Mitigation Plan in conjuction Estimated 6,000 - with the County of San Luis Obispo and other local Fire Department agencies 7505OXX Comprehensive Evacuation and Hire an outside consultant to assist the City in Estimated 80,000 - FUND preparing a comprehensive evacuation and FUNCTION communication pian CODE 100 Public Safety 501 OBJECT NUMBER EXPENSE CLASSIFICATION DESCRIPTION BASIS 2019-2020 2020-2021 AMOUNT AMOUNT 6500000 Contract Services Breathing equipment maintenance, physician services, Estimated $ 20,350 $ 20,350 ladder testing, and other minor contract services 6600000 Professional Development Continuing education, maintenance of required Estimated 24,900 24,900 certifications, books, dues, subscriptions, and conferences such as League of California Cities, California Fire Chiefs' Administrative Fire Services Workshop, Fire Instructors Workshop, Training Officer Symposium and California Conference of Arson Investigators 6650000 Recruitment Cost of employee recruitment including advertising, pre- Estimated 2,800 2,800 employment testing, physicals and other processing charges such as respiratory screening and fingerprinting 6990001 Contingency Department reserve for unexpected expenditures Estimated 10,000 10,000 which arise during the fiscal year 7104503 Radio Replacement Replace 4 dual band mobile radios in 2019-2020 and Estimated 23,400 61,970 12 single band mobile radios in 2020-2021 7400428 Local Hazard Mitigation Plan Update of Local Hazard Mitigation Plan in conjuction Estimated 6,000 - with the County of San Luis Obispo and other local agencies 7505OXX Comprehensive Evacuation and Hire an outside consultant to assist the City in Estimated 80,000 - Communications Plan preparing a comprehensive evacuation and communication pian E-42 DEPARTMENT BUDGETS Fire Grants and Programs FUND FUNCTION CODE 100 Public Safety 501.5XXX DESCRIPTION This section includes Fire Department Programs that have differing levels of volume from year to year. In order to achieve consistency with the established and ongoing business of the Department in the Fire Department section, the activities in this section have been segregated. Included here are the Chipping Program, Emergency Management, Grants, Donations, Fire Classes, and Contract Services for the Weed Abatement Program. The Chipping Program provides an economical way for citizens with large land parcels to dispose of brush & trees in an environmentally friendly manner. This program is grant supported and will end if funds are lost. Department staff have been successful in securing competitive grants from the Office of Traffic Safety, the Assistance to Firefighters' Grant Program, and the Office of Homeland Security. The Department can use these grant funds to enhance the safety of the Community and fire personnel through the purchase of equipment, supplies, studies, and training that would not be possible without the grants. The Donation Program is an important part of Community involvement. Donations provide an avenue for the purchase of equipment when City funds or grants are not available. The Fire Classes Program raises revenues and reduces training costs. The City receives revenues based on the number of attending students, and can also train City Fire personnel locally, reducing travel expenses. The costs of the Weed Abatement Program are split between this section and the Fire Department section. This section contains the costs for Weed Abatement Contract Services. This is the amount the City pays to a contractor to abate weeds on non-compliant lots. The City then bilis the property owner for the related costs. The Contract Services cost varies from year to year based on the number of non-compliant lots. The costs that are combined in the Fire Department section of the budget (staffing, supplies, overhead, etc.) are consistent year to year, regardless of the level of lots needing cutting. The Department of Homeland Security (DHS) Federal Emergency Management Agency (FEMA) is responsible for the implementation and administration of the Staffing for Adequate Fire and Emergency Response (SAFER) Grants. SAFER is a competitive, discretionary grant program. It provides financial assistance to help fire departments hire new firefighters. The goal is to help departments improve staffing levels to ensure they have adequate personnel to respond and safely perform at incident scenes; providing protection from fire and fire -related hazards in their communities. This grant program provides three-year grants to assist fire departments by paying the salaries and benefits of the SAFER -funded positions. The grant covers a portion of the cost of salaries, taxes and benefits for one additional firefighter for a period of three years. E-43 DEPARTME,r r BUDGETS Fire Grants and Programs FUND FUNCTION CODE 100 Pubiic Safety 501.5XXX GOALS AND OBJECTIVES • Better prepare the City and staff for emergencies • Improve personnel safety through replacement of personal protective clothing Improve emergency radio communications ' Improve the Emergency Operations Center E-44 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Weed Abatement Contract $ 54,308 $ 68,252 $ 71,300 $ 72,390 $ 71,300 $ 71,300 Shultz Trust Donations 211,005 7,883 19,240 - - - Donations 1,746 - - 4,000 Fire Classes 8,000 - _ _ _ 2015 Fire Safe Council Grant 9,315 665 - _ - _ 2018 Fire Safe Council Grant - 12,100 - 25,800 17,980 18,000 2018 SAFER Grant - - 34,310 59,750 94,050 100,120 Total $ 284,374 $ 88,900 $ 124,850 $ 171,940 $ 183,330 $ 189,420 SUMMARY OF POSITIONS Fire Fighter - SAFER Grant - - - 1.00 1.00 1.00 Total - - - 1.00 1.00 1.00 E-44 DEPARTMENT BUDGETS Fire Grants and Programs FUND FUNCTION CODE 100 Public Safety 501.5XXX 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEIWORKLOAD MEASURES Weed Abatement Properties evaluated 11,190 11,190 11,240 11,488 11,488 11,488 Property owners advised 2348 3,474 2,300 3,474 3,000 3,000 Lots abated through contract 36 21 50 30 30 30 Grants applied for: Assistance to Firefighters' Grant (Equipment) $ 200,000 $ 200,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 San Luis Obispo County Fire Safe Council $ 20,000 $ 18,000 $ 16,500 $ 18,000 $ 18,000 $ 18,000 E-45 DEPARTMENT BUDGETS Fire Grants and Programs FUND FUNCTION CODE 100 Public Safety 501.5XXX OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes PROJECTED Total Employee Services OPERATIONS 6050000 Office Expense 6070000 Advertising 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services Total Operations SPECIAL PROJECTS 7701587 ALPS/Chandler Ranch Fuel Break Total Special Projects CAPITAL OUTLAY 8104500 Field Equipment - New 8104552 EKG Monitors 8105430 Rescue Equipment 8109015 Disaster Response Trailer Enclosure ESTIMATED Total Capital Outlay 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED PROJECTED PROJECTED $ - $ - $ 21,430 $ 42,280 $ 68,290 $ 71,700 - 487 - 500 - - 1,463 7,396 - 29,270 12,700 12,750 - - 920 1,080 920 920 157 979 11,960 19,160 25,620 28,250 1,620 8,862 34,310 92,290 107,530 113,620 1,297 1,809 800 1,400 1,400 1,400 - 185 5001 250 400 400 2,599 3,363 - 1,000 1,000 1,000 2,207 2,636 - 2,000 2,000 2,000 62,788 67,883 70,000 71,000 71,000 71,000 68,891 75,876 71,300 75,650 75,800 75,800 5,030 - - - - _ 5,030 - - - - - - 4,000 - - 141,053 - - _ _ 12,312 - - 7,840 - - - 161,205 - - 4,000 - - E-46 DEPARTMENT BUDGETS Fire Grants and Proarams FUND FUNCTION CODE 100 Public Safety 501.5X?CX OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED PROJECTED PROJECTED OTHER USES 9404028 Cash Contribution to Vehicle and $ 39,486 $ - $ _ $ _ $ _ $ _ Equipment Maintenance Fund for Engine Refurbishment 9404028 Cash Contribution to Vehicle and 383 Equipment Maintenance Fund for Replacement Vehicle 9404028 Cash Contribution to Vehicle and 7,759 Equipment Maintenance Fund for Radio Simulcast Project 9404028 Cash Contribution to Vehicle and - 4,162 19,240 Equipment Maintenance Fund for Command Vehicle Total Others Uses 47,628 4,162 19,240 - - _ ACTIVITY TOTAL $ 284,374 $ 88,900 $ 124,850 $ 171,940 $ 183,330 $ 189,420 E-47 DEPARTMENT BUDGETS Fire Grants and Programs FUND FUNCTION CODE 100 Public Safety 501.5XXX OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for SAFER Grant Estimated 5400000 Other Pay Other pay for uniform allowance for the SAFER Estimated $ 68,290 920 $ 71,700 920 Grant 5300000 Overtime Overtime for Fire Safe Council Grant and SAFER Estimated 12,700 12,750 Grant 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 25,620 28,250 fringe benefits 6050000 Office Expense Postage, printing, copies, office supplies, toner, Estimated 1,400 1,400 office equipment maintenance and small office equipment 6070000 Advertising Newspaper ads, direct mailing and signs promoting Estimated 400 400 the chipping program for fuel abatement and fire safety 6400000 Operating Supplies Operating supplies for the Fire Safe Council Grant Estimated 1,000 1,000 6450000 Vehicle & Equipment Operating Costs Vehicle & Equipment operating costs for the Fire Estimated 2,000 2,000 Safe Council Grant 6500000 Contract Services Weed abatement services Estimated 71,000 71,000 E-48 DEPARTMENT BUDGETS Mutual Aid Program FUND FUNCTION CODE 100 Public Safety 501.5030 DESCRIPTION The Mutual Aid Program was established to further develop Public Safety employees who respond to and mitigate the wide array of natural and man-made disasters that are prone to exist in the local community and throughout California. Thts program has enabled on-the-job experience to coincide with disaster training and education to respond to large scale, multi -agency disasters where a large resource commitment is required and a variety of incident management positions are necessary to effectively and efficiently mitigate the emergency response and recovery efforts. These opportunities and experiences have qualified a large number of employees in the different disciplines of emergency management and have provided enhanced capabilities to engine companies. This program has been revenue positive through mutual aid reimbursements established under the California Fire Assistance Agreement (CFAA) and U.S. Forest Service (USFS) Los Padres Cooperative Agreements. The extent of mutual aid activity varies with the severity of the fire season and state-wide needs. The Fire Department responds to approximately 20 to 35 reimbursable assignments per year. GOALS AND OBJECTIVES Enhance the Fire Department's abilities to respond to and manage large scale disasters and emergencies Be an active participant in the California Mutual Aid System through the California Fire Assistance Agreement (CFAA) Be an active Participatant in the USFS Cooperative Agreement with the Los Padres National Forest Fullfill trainee opportunities and experiences that qualify individuals through the California Incident Command Certification System Operate a revenue positive program that contributes to the General Fund * Foster relationships with allied agencies that are mutually advantageous in the interest of life, environment and property * Practice fiscal responsibility and efficient budgetary measures Maintain adequate staffing levels to appropriately respond to all emergencies and be an integral part of the mutual aid system * Provide opportunities for personnel to obtain the required hours of mandated training per year Maintain apparatuses and equipment in a state of readiness with adequate back up units * Monitor auto aid and mutual aid contracts with neighboring cities and counties * Support the Type Ill XSL SLO County Incident Management Team and the Type II Central Coast Interagency Incident Management Team E-49 DEPARTMENT BUDGETS Mutual Aid Program FUND FUNCTION CODE 100 Public Safety 501.5030 SUMMARY OF SERVICE PROGRAMS Mutual Aid Total PERFORMANCEIWORKLOAD MEASURES Revenues generated by: Personnel reimbursements Expense reimbursements Equipment rental Administrative reimbursements Total revenues generated Number of Mutual Aid incident responses 2016-2017 ACTUAL 2017-2018 2018-2019 2018-2019 ACTUAL BUDGETED ESTIMATED 2019-2020 REQUESTED 2020-202'1 REQUESTED $ 376,140 $ 453,376 $ 154,920 $ 241,210 $ 156,890 $ 157,730 $ 376,140 $ 453,376 $ 154,920 $ 241,210 $ 156,890 $ 157,730 $ 359,912 $ 439,922 $ 192,500 $ 350,000 $ 300,000 $ 300,000 4,498 2,122 15,000 17,500 19,000 19,000 46,971 106,512 17,500 70,000 60,000 60,000 38,726 54,775 25,000 35,000 30,000 30,000 $ 450,107 $ 603,331 $ 250,000 $ 472,500 $ 409,000 $ 409,000 20 27 E-50 25 15 20 20 DEPARTMEN r BUDGETS Mutual Aid Program FUND FUNCTION CODE 100 Public Safety 501-5030 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5200000 Wages $ 5,965 $ 2,439 $ 12,800 $ 1,400 $ 12,800 $ 12,800 5300000 Overtime 322,635 402,553 114,240 206,710 114,240 114,240 5800000 Benefits, Insurance & Taxes 32,578 35,188 11,490 15,600 10,850 11,690 Total Employee Services 361,178 440,180 138,530 223,710 137,890 138,730 OPERATIONS 6050000 Office Expense - 18 - - 6350000 Communications - 473 - - - _ 6400000 Operating Supplies 7,822 8,267 15,390 13,500 15,000 15,000 6450000 Vehicle & Equipment Operating Casts 5,558 1,667 1,000 4,000 4,000 4,000 Total Operations 13,380 10,425 16,390 17,500 19,000 19,000 7100000 Special Equipment Purchases 1,582 2,771 - - - - Total Special Purchases 1,582 2,771 _ - - - ACTIVITY TOTAL $ 376,140 $ 453,376 $ 154,920 $ 241,210 $ 156,890 $ 157,730 E-51 DEPARTMENT BUDGETS Mutual Aid Program FUND FUNCTION CODE 100 Public Safety 501.5030 OBJECT EXPENSE NUMBER CLASSIFICATION 5200000 Wages 5300000 Overtime 5800000 Benefits, Insurance & Taxes 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Wages for reserve/seasonal (non -benefited) staff Overtime costs Medicare, workers' compensation insurance and fringe benefits Travel costs and other fire operating supplies Vehicle repair E-52 Estimated $ 12,800 $ 12,800 Estimated 114,240 114,240 Estimated 10,850 11,690 Estimated 15,000 15,000 Estimated 4,000 4,000 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development 601 DESCRIPTION The Community Development Department admintsters the City's General Plan, zoning ordinance, building code, native tree ordinance and CEQA environmental regulations. The department provides three main functions: Planning Services, Building Services, and Permit Center/Customer Service. Planning Services develops and implements long range plans and standards to ensure logical growth while preserving Atascadero's "quality of life" environment. Planning services also reviews current develop projects for consistency with City codes and policies. Building Services provides plan check and construction inspection services to protect the public's health and safety. The department also staffs the one-stop Permit Center and provides customer service for all development, business license and environmental related issues with an emphasis on customer service and efficiency. The Community Development Department provides technical analysis and recommendations to the Planning Commission and City Council on all land use issues upon which they must act. Department Mission Statement: Dedicated to Atascadero's character and safety by helping people plan and build quality projects. GOALS AND OBJECTIVES Strive for excellence in customer service both to public and private organizations, special interest groups and individual citizens * Actively implement the City Council's Economic Development Goals and Programs Strive to streamline regulations in the Zoning Ordinance to improve consistency for new development projects * Implement new development tracking software to improve customer service and increase staff efficiency * Create a learning organization by cross training and rotation of key staff across disciplines to increase consistency of information to the public * Implementation of the 2014 Climate Action Plan Reconsider the Del Rio Specific Plan for a new land use now that Wal Mart will not develop Implement the downtown revitalization plan * Actively pursue the implementation of the Del Rio Specific Plan * Work with business owners to improve commercial signage * Improve development review coordination of current and long range projects with the Public Works and Fire Departments * Implement City Council goals * Pursue grants for Economic Development activities such as EI Camino Real planning * Support CDBG funding processes and assist with new opportunities for grant funding E-53 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development B01 E-54 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Community and Economic Development $ 1,521,289 $ 1,536,280 $ 1,853,860 $ 1,752,490 $ 1,835,660 $ 1,811,430 Total $ 1,521,289 $ 1,536,280 $ 1,853,860 $ 1,752,490 $ 1,835,660 $ 1,811,430 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF POSITIONS Director of Community Development 1.00 1.00 1,00 1.00 1.00 1.00 Deputy Director of Community Development 1.00 1.00 1.00 1.00 1.00 1.00 Senior Planner - - - - 1.00 1.00 Associate Planner 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1,00 1.00 1.00 1.00 Inspector 11 1.00 1.00 1.00 1.00 1.00 1.00 Inspector 1 2.00 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Support Assistant 1.75 1.75 1.75 1.75 1.75 1.75 Total 9.75 9.75 9.75 9.75 10.75 10.75 E-54 DEPARTMENT BUDGETS Community Development FUND FUNCTION CEDE 100 Community Development 601 E-55 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL. ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFQRMANCEIWQRKLOAD MEASURES Precise Plans 12 22 14 16 14 14 Specific Plan 1 1 1 2 Conditional Use Permits 12 14 12 14 16 17 Zone Changes 5 5 5 5 3 4 Variances 1 1 1 - 1 1 Administrative Use Permits 14 17 27 22 27 27 General Plan Amendments 2 2 3 2 3 3 Lot Line Adjustments 4 5 2 4 5 5 Parcel Maps 8 6 6 7 9 10 Tract Maps 5 6 4 4 4 4 Final Maps 8 g 8 8 8 g Certificates of Compliance 3 3 3 5 3 3 ABC License findings 5 8 6 8 6 6 Appeals - - 1 1 1 1 Time Extensions 3 4 5 5 5 5 Major Tree Removals (Planning Commission) 12 16 12 4 2 2 Road Abandonments 1 1 1 1 1 1 Planning Commission Meetings 22 22 22 22 22 22 Staff Reports 85 85 85 63 85 85 Legal Notices 63 64 50 50 50 50 Public Records Requests 325 325 250 300 325 325 Permit Center Customers 4,350 5,723 6,000 6,500 7,000 7,000 Tree Protection Pians 1 Inspections 50 65 65 65 65 65 Long Range Planning projects 4 5 4 6 6 4 E-55 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development 601 PERFORMANCEIWORKLOAD MEASURES continued Grant Applications Site Visits Design Review Committee Meetings Community Presentations/workshops City Council Goals Economic Development Building Permit Plan Checks (Planning) Building Permit Plan Checks (Building) Building Permit Plan Checks (Public Works Support) DRC Appearance Review (COM 1 IND 1 MFR) Code Enforcement Support Business License Review/ Zoning Clearance Home Occupation Permit Review Affordable Housing Agreements CFD Assessment Districts Permits Applied -Single Family Residence Permits Applied -Multiple Family Residential Units Permits Applied -Commercial 1 Industrial Permits Applied -Other Building 1 Inspections Trak It Software (hours) 2015-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 3 3 2 4 3 2 350 323 400 425 400 400 22 23 25 25 25 25 18 23 20 20 20 20 7 7 7 7 7 7 30 30 30 30 30 30 750 920 900 900 800 850 950 875 1,000 1,150 1,000 900 560 500 600 600 600 600 28 30 25 32 25 25 70 72 60 35 60 60 223 180 200 150 175 200 98 120 200 200 200 200 2 2 2 2 2 2 2 3 3 3 3 3 23 32 25 25 25 25 225 75 100 85 50 45 3 7 6 6 15 12 850 755 900 900 900 900 4,003 3,900 4,200 4,200 4,200 4,200 23 550 nla 125 125 125 E-56 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development 601 OBJECT NUMBER EXPENSE CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6350000 Total Employee Services OPERATIONS 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990000 Contingency Total Operations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 658,465 $ 647,072 $ 732,700 $ 726,920 $ 844,830 $ 853,250 95,055 108,255 108,980 94,030 27,010 27,990 5,527 4,041 14,110 9,690 14,460 14,460 6,732 34,886 3,890 4,530 3,990 3,990 360,422 370,521 438,760 408,810 491,270 529,770 1,126,201 1,164,775 1,298,440 1,243,980 1,381,560 9,429,460 16,700 15,959 14,320 11,700 11,800 11,700 3,573 3,908 4,000 3,000 3,500 3,500 83,790 93,266 129,320 132,920 145,130 147,120 14,634 18,380 24,380 24,380 23,200 26,450 44,310 48,060 48,210 48,210 58,890 60,600 2,754 3,226 2,040 2,700 2,900 2,900 1,715 1,137 1,030 600 650 750 15,303 12,981 15,300 14,050 15,450 15,550 173,133 150,711 96,040 62,500 92,000 92,000 18,819 16,156 18,850 11,600 18,900 15,700 884 1,712 1,140 1,060 1,680 700 - - 51000 - 5,000 5,000 375,615 365,496 359,630 312,720 379,100 381,970 E-57 DEPARTMENT BUDGETS Communitv Development FUND FUNCTION CODE 100 Community Development B01 OBJECT EXPENSE 2416-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7401180 EIR and Specific Plan Consultant $ 19,473 $ - $ - $ _ $ - $ - Costs- Eagle Ranch 7401806 EI Camino Real Corridor Study - 6,009 170,790 170,790 - - 7401807 Market Assessment Study - - 25,000 25,000 - - 71811277 Development of Housing Element and - - - - 75,000 - Inclusionary Housing Policy Total Special Projects 19,473 6,009 195,790 195,790 75,000 - ACTIVITY TOTAL $ 1,521,289 $ 1,536,280 $ 1,853,860 $ 1,752,490 $ 1,835,660 $ 1,811,430 E-58 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development 601 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Salaries for permanent staff Wages for part-time (non -Benefited) staff Overtime costs Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Mailing costs, printing, copy and paper costs, general office products, office equipment, and related maintenance Cost of public notices and community promotions Allocated portion of computer and telephone support costs Allocated portion of liability coverage Allocated portion of building maintenance costs Telephone and cell phone services Inspection tools, safety items and field supplies Gasoline, oil, vehicle repairs, vehicle replacement and car allowance Contract arborist, contract building plan check, contract engineering plan check, special consultants, and document imaging Professional development activities and professional organization memberships for planning staff, building staff and the City Planning Commission E-59 Estimated $ 844,830 $ 853,250 Estimated 27,010 27,990 Estimated 14,460 14,460 Estimated 3,990 3,990 Estimated 491,270 529,770 Estimated 11,800 11,700 Estimated 3,500 3500 Allocated 145,130 147,120 Allocated 23,200 26,450 Allocated 58,890 60,600 Estimated 2,900 2,900 Estimated 650 750 Estimated 15,450 15,550 Estimated 92,000 92,000 Estimated 18,900 15,700 DEPARTMENT BUDGETS Community Development FUND FUNCTION CODE 100 Community Development 601 OBJECT NUMBER 6650000 EXPENSE CLASSIFICATION DESCRIPTION Recruitment Cost of employee recruitment including advertisin 6990000 Contingency 71811277 Development of Housing Element and Inclusionary Housing Policy 9 pre-employment testing, physicals and other processing charges Department reserve for unexpected expenditures which arise during the fiscal year Prepare an update to the Housing Element and Inclusionary Housing Policy for the General Plan E-60 2019-2020 2020-2021 BASIS AMOUNT AMOUNT Estimated $ 1,680 $ 700 Estimated 5,000 5,000 Estimated 75,000 - DEPARTMENT BUDGETS Central Reception FUND FUNCTION CODE 100 Community Development 601,7011 DESCRIPTION Administrative City Hall support services is managed by the Community Development Department. This is the primary point of contact for citizens and customers for business activities, whether by walk-in, e-mail or telephone. This function includes management, delivery and distribution of U.S. mail, general screening of walk-in questions, phone reception and dispatch of citizens and customers to other departments as well as historical society tours, bus passes, volunteer coordination, business license renewals and public records requests. In addition, staff provides administrative support to all the departments within the City by directing walk-in traffic, completing copy requests, and all other miscellaneous customer service duties in support of all departments as required. 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Central Reception Total SUMMARY OF POSITIONS Administrative Support Assistant Totai $ 81,485 $ 89,381 $ 96,760 $ 95,430 $ 107,000 $ 110,680 $ 81,485 $ 89,381 $ 96,750 $ 95,430 $ 107,000 $ 110,680 2016-2017 2017-2018 2018-2019 ACTUAL ACTUAL BUDGETED 2018-2019 2019-2020 ESTIMATED REQUESTED 2020-2021 REQUESTED 0.25 0.25 0.25 0.25 0.50 0.50 0.25 0.25 0.25 0.25 0.50 0.50 E-61 DEPARTMENT BUDGETS Central Reception FUND FUNCTION CGDE 100 Community Development 601.7011 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEfWORKLOAD MEASURES Business licenses processed 2,407 2,523 2,500 2,600 2,650 2,700 Phone calls answered 19,354 21,000 20,000 21,000 21,200 21,300 Bus passes sold 788 775 900 900 900 920 Hours spent: Trak It Software 23 150 - 320 250 250 Copying 63 62 65 65 65 65 Processing mail 250 220 260 260 260 260 Issuing Building Permits 300 325 260 260 260 260 Issuing Corrections 75 75 65 65 65 65 Com Dev Support 225 200 200 200 200 200 Public Noticing 250 300 200 350 350 350 Public Records Requests 125 235 65 400 400 400 Order Supplies 55 60 S5 75 75 75 Conference Room Reservations 93 120 130 430 135 135 Telephone CoordfVisitors 500 575 585 600 600 600 Bus Pass Sales 225 225 130 250 250 250 Transient Coordination 35 40 - 50 50 50 Agenda prep 450 175 - 180 180 180 Legal Ads 75 58 - 150 150 150 Staff report edits 83 90 - 90 90 90 Opening/Closing 80 80 - 175 175 175 E-62 DEPARTMENT BUDGETS Central Reception FUND FUNCTION CODE 100 Community Development 601 7011 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5808000 Benefits, Insurance & Taxes 6400000 Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6600000 Professional Development 6650000 Recruitment $ 5,286 Total Operations ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 7,367 $ 5,286 $ 10,190 $ 11,690 $ 12,340 $ 12,960 22,620 27,726 24,500 24,120 23,330 23,330 - 63 - 430 - - 663 - - 170 - - 9,014 12,132 16,230 14,080 17,180 18,550 39,664 45,207 50,920 50,490 52,850 54,940 1,043 329 1,160 760 1,170 1,170 6,780 7,180 7,220 7,220 7,810 7,950 1,225 1,100 1,440 1,440 1,350 1,540 32,340 35,080 35,170 35,170 42,980 44,240 344 360 400 300 350 350 89 125 50 50 70 70 - - 50 - 50 50 - - 230 - 250 250 - - 120 - 120 120 41,821 44,174 45,840 44,940 54,150 55,740 $ 81,485 89,381 $ 96,760 $ 95,430 $ 107,000 $ 110,680 E-63 DEPARTMEN_i. BUDGETS Central Reception FUND FUNCTION CODE 100 Community Development 601 7011 OBJECT EXPENSE 2019-2020 2020-2021 NUMI3ER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries 5200000 Wages 5808000 Benefits, Insurance & Taxes 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6600000 Professional Development 6650000 Recruitment Salaries for permanent staff Wages for part-time (non -benefited) staff Medicare, workers' compensation insurance and fringe benefits Mailing costs, printing, copy and paper costs, general office products, office equipment and related maintenance Allocated portion of computer and telephone support costs Allocated portion of liability coverage Allocated portion of building maintenance costs Telephone and fax services Custodial supplies, building repair and maintenance supplies, personal safety supplies and minor equipment purchases Mileage to post office and other errands Training for staff Cost of employee recruitment including advertising and other recruitment costs E-64 Estimated $ 12,340 $ 12,960 Estimated 23,330 23,330 Estimated 17,180 18,650 Estimated 1,170 1,170 Allocated 7,810 7,950 Allocated 1,350 1,540 Allocated 42,980 44,240 Estimated 350 350 Estimated 70 70 Estimated 50 50 Estimated 250 250 Estimated 120 120 DEPARTMingT BUDGETS Recreation FUND FUNCTION CODE 100 Community Services 711 DESCRIPTION The Recreation Division is committed to providing and facilitating programs, special events, and services that enhance the quality of life, well-being and economic vitality of the community. This is fulfilled through a diversity of recreational, leisure, cultural, social and educational services and facilities that meet the community's needs, The Recreation Division resources are managed to promote the value of health, the community, and to contribute to the economic vitality of the City. GOALS AND OBJECTIVES Enhance Public Safety by offering programs for youth Conduct revenue generating events, seek sponsorships, and fundraising activities to help reduce operating subsidies Continue to enhance web based information and registration portals Develop cost effective recreation activities, community events, and services Cooperate with the Skate Park contractor to provide activities for at -risk youth and maximize facility use Utilizing existing City facilities, conduct a variety of children's and adult classes in the areas of physical fitness, dance, arts and crafts and educational endeavors Provide youth sports leagues and camps in the areas of basketball, volleyball, soccer and other appropriate sports while focusing on youth obesity prevention Provide adult sport league opportunities to enhance quality of life SUMMARY OF SERVICE PROGRAMS General Recreation Services Aquatics Adult Sports Youth Sports Contract Classes Special Events Skate Park Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 341,992 36,449 26,144 40,248 81,521 21,952 19,751 $ 568,157 $ 379,625 21,137 33,148 36,924 80,959 20,520 20,020 $ 592,333 E-65 $ 395,590 36,890 36,980 35,870 92,080 22,400 19,820 $ 639,630 $ 408,080 37,300 37,590 92,060 24,530 23,800 $ 623,360 $ 434,560 37,580 35,860 92,080 23,990 19,990 $ 644,060 $ 452,260 38,610 36,170 92,080 24,000 20,320 $ 663,440 DEPARTMtNT BUDGETS Recreation FUND 2017-2018 FUNCTION 2018-2019 2019-2020 2020-2029 CODE 100 BUDGETED Community Services ESTIMATED ESTIMATED 711 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 5,500 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 1,000 SUMMARY OF POSITIONS 2,952 3,100 3,100 3,200 3,200 776 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 Office Assistant 1 1.00 1.00 1.00 1.00 1 A0 1.00 Total 3.00 3.00 3.00 3.00 3.00 3.00 PERFORMANCEMORKLOAD MEASURES Registration Transactions Adult Sports Participants Contract Class Participants Youth Sports Participants Skate Park Participants BBQ Reservations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2029 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 4,948 5,235 5,500 5,500 5,500 5,500 855 892 1,000 1,000 1,000 1,000 2,800 2,952 3,100 3,100 3,200 3,200 776 659 950 900 900 900 9,235 9,525 13,500 10,000 10,000 10,000 148 219 234 200 225 254 DEPARTMENT BUDGETS Recreation FUND FUNCTION CODE 100 Community Services 711 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries $ 151,613 $ 155,242 $ 164,340 $ 164,940 $ 170,930 $ 174,690 5200000 Wages 47,038 37,766 45,900 24,080 24,360 25,280 5300000 Overtime 835 516 - 1,440 - - 5400000 Other Pay _ 9,000 - - - - 5800000 Benefits, Insurance & Taxes 98,368 114,118 128,220 124,300 145,110 156,770 6300000 Total Employee Services 297,854 316,642 338,460 314,760 340,400 356,740 OPERATIONS 6050000 Office Expense 6,004 3,641 6,080 5,510 5,520 5,520 6070000 Advertising 22,635 24,301 26,300 23,350 26,490 26,490 6100000 Computer Maintenance & Replacement 13,170 22,540 24,180 23,130 25,970 26,410 6200000 Insurance 13,140 13,904 10,470 14,950 10,380 11,780 6250000 Occupancy 37,435 37,320 41,790 31,290 36,280 37,210 6300000 Utilities 4,347 4,053 4,850 4,350 4,350 4,350 6350000 Communications 913 897 770 850 850 850 6400000 Operating Supplies 29,563 25,568 36,740 36,490 34,560 34,830 6450000 Vehicle & Equipment Operating Costs 1,061 1,015 800 700 3,600 3,600 6500000 Contract Services 134,041 136,683 142,210 148,310 148,810 148,810 6600000 Professional Development 4,224 4,011 3,980 3,930 3,700 3,700 6650000 Recruitment 1,176 68 500 1,040 650 650 6990000 Contingency - - 2,500 - 2,500 2,500 Total Operations 267,709 274,001 341,170 293,900 303,660 306,700 E-67 DEPARTMtNT BUDGETS Recreation FUND FUNCTION CODE 100 Community Services 711 OBJECT EXPENSE NUMBER CLASSIFICATION SPECIAL PROJECTS 7800402 Youth Scholarships 7805015 Senior Scholarships Total Special Projects CAPITAL OUTLAY 8XXXXXX Paloma Park Scoreboard Total Capital Outlay ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 1,382 $ 1,690 $ - $ - 1,212 - 2,594 1,690 - - - - - 14,700 14,700 $ 568,157 $ 592,333 $ 639,630 $ 623,360 $ 644,060 $ 663,440 E-68 DEPARTMENT BUDGETS Recreation FUND FUNCTION CODE 100 Community Services 711 OBJECT NUMBER EXPENSE CLASSIFICATION 5100000 Salaries 5200000 Wages 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Salaries for permanent staff Wages for part-time (non -benefited) staff Medicare, workers' compensation insurance and fringe benefits Postage, printing, copying, office supplies, office equipment maintenance and small office equipment Advertising for special events Allocated portion of computer and telephone support Costs Allocated portion of liability coverage and property insurance Allocated portion of building maintenance costs, rental of space for youth sports and aquatic facility, building alarm services, building repair supplies and services Water, electricity, and natural gas Telephone and cell phone services Activity supplies, softballs, uniforms, trophies, minor recreation equipment, decorations for events, food/drink for events and other supplies Vehicle repair, maintenance and replacement costs, gasoline, oil and mileage reimbursement Sports officials, instructor payments, equipment rentals, national sports team registration, building maintenance services, fees paid to accept registration payments by credit card, and other miscellaneous contract services Seminars, conferences, memberships, subscriptions, books and other training materials E-69 Estimated $ 170,930 $ 174,690 Estimated 24,360 25,280 Estimated 145,110 156,770 Estimated 5,520 5,520 Estimated 26,490 26,490 Allocated 25,970 26,410 Allocated 10,380 11,780 Allocated 36,280 37,210 Estimated 4,350 4,350 Estimated 850 850 Estimated 34,560 34,830 Estimated 3,600 3,600 Estimated 148,810 148,810 Estimated 3,700 3,700 DEPARTMENT BUDGETS Recreation FUND FUNCTION CODE 106 Community Services 711 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6650000 Recruitment Cost of employee recruitment including advertising Estimated $ 650 $ 650 and processing charges 6990000 Contingency Department reserve for unexpected expenditures Estimated 2,500 2,500 which arise during the fiscal year E-70 DEPARTMENT BUDGETS Pavilion FUND FUNCTION CODE 100 Community Services 712 DESCRIPTION The Atascadero Lake Pavilion is a 10,000 square foot building that serves as a community oriented facility for the citizens of Atascadero. Fees, charges and use policies are established to keep the Pavilion affordable and accessible to both non-profit and private groups, while offsetting a significant percentage of the operating and maintenance costs. GOALS AND OBJECTIVES • Promote facility to county businesses as the premier location for offsite workshops, seminars and meetings • Identify and target clients for areas of "downtime" currently not being fully utilized at the Pavilion Continue to create community awareness of opportunities at the Pavilion through marketing efforts and direct exposure through events Continue to maintain the beauty of the facility SUMMARY OF SERVICE PROGRAMS Lake Pavilion Operations Total SUMMARY OF POSITIONS Recreation Coordinator Maintenance Worker 11 Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 239,790 $ 253,137 $ 268,740 $ 283,050 $ 268,030 $ 275,860 $ 239,790 $ 253,137 $ 268,740 $ 283,050 $ 268,030 $ 275,860 1.00 1.00 1.00 1.00 1.00 1.00 0.20 0.20 0.20 - - - 1.20 1.20 1.20 1.00 1.00 1.00 E-71 DEPARTMr--NT BUDGETS Pavilion FUND FUNCTION CODE 100 Community Services 712 PERFORMANCEMORKLOAD MEASURES Number of private group rentals Number of non-profit group rentals Number of City -sponsored rentals Total hours of use for Recreation classes Total hours of facility use Hours of non-profit group use Hours of City -sponsored use Hours of private party use Number of weddings Number of fundraisers Number of meetings Number of banquets 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 51 57 45 42 45 45 295 311 290 285 300 300 57 54 50 44 50 50 177 140 180 165 170 170 1,913 2,402 3,500 2,271 2,300 2,300 1,016 1,322 1,000 1,294 1,400 1,400 312 338 300 279 300 300 408 603 450 534 540 540 13 25 18 20 20 20 7 10 8 7 10 10 97 88 90 78 90 90 10 9 10 8 10 10 E-72 DEPARTMENT BUDGETS Pavilion FUND FUNCTION CODE 100 Community Services 712 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6300000 Total Employee Services OPERATIONS 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6740000 Business Development 37,380 Total Operations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 3,874 4,991 6,530 6,530 35,510 39,030 $ 64,859 $ 56,139 $ 70,800 $ 57,230 $ 58,560 $ 58,560 31,798 37,154 25,940 37,380 40,560 42,300 935 2,379 - 740 - - 1,298 4,853 - - - 250 44,594 41,958 45,010 44,240 47,680 51,570 143,484 142,483 141,750 139,590 146,800 152,430 952 799 1,340 670 3,675 4,418 5,000 2,400 7,790 9,570 9,640 9,640 3,874 4,991 6,530 6,530 35,510 39,030 38,930 38,930 19,339 21,706 24,730 22,200 1,306 1,204 1,550 1,310 6,370 5,014 6,730 6,700 990 355 1,270 1,380 16,218 22,621 23,040 22,080 250 250 400 250 32 257 310 250 - 439 - - 96,306 110,654 119,470 112,340 E-73 1,340 1,340 4,740 4,740 10,410 10,610 6,580 7,390 37,110 38,300 24,730 24,730 2,010 2,010 9,250 9,250 1,270 1,270 23,080 23,080 400 400 310 310 121,230 123,430 DEPARTMLNT BUDGETS Pavilion FUND FUNCTION CODE 100 Community Services 712 OBJECT EXPENSE NUMBER CLASSIFICATION SPECIAL PROJECTS 7155003 Flooring Projects 7155080 Plumbing Projects 7XXXXXX DoortWindow Repairs Total Special Projects CAPITAL OUTLAY 8104078 Ice Machine Total Capital Outlay ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 5,000 $ 20,400 $ - 3,400 - - - 4,800 - - - 5,000 28,600 - 2,520 2,520 - - 2,520 2,520 - - $ 239,790 $ 253,137 $ 268,740 $ 283,050 $ 268,030 $ 275,860 E-74 DEPARTMENT BUDGETS Pavilion FUND FUNCTION CODE 100 Community Services 712 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5200000 Wages 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment DESCRIPTION Salaries far permanent staff Wages for part-time (non -benefited) staff Medicare, workers' compensation insurance, and fringe benefits Postage, printing, copying, office supplies, office equipment maintenance and small office equipment Advertising to promote the facility Allocated portion of computer and telephone support costs Allocated portion of liability coverage and property insurance Allocated portion of building maintenance costs Water, electricity, and natural gas Telephone and cell phone services Custodial supplies, building repair and maintenance supplies, personal safety supplies and minor equipment purchases Mileage reimbursement Pass-through cost for event cleaning by private contractor, special contract cleaning of Pavilion equipment and facilities, equipment rental, security guards, building maintenance services, and contract services California Parks and Recreation Society conference and local workshops Cost of employee recruitment including advertising and other charges E-75 Estimated 400 400 Estimated 310 310 2019-2020 2020-2021 BASIS AMOUNT AMOUNT Estimated $ 58,560 $ 58,560 Estimated 44,560 42,300 Estimated 47,680 51,570 Estimated 1,340 1,340 Estimated 4,740 4,740 Allocated 10,410 10,610 Allocated 6,580 7,390 Allocated 37,110 38,300 Estimated 24,730 24,730 Estimated 2,010 2,010 Estimated 9,250 9,250 Estimated 1,270 1,270 Estimated 23,080 23,080 Estimated 400 400 Estimated 310 310 DEPARTMENT BUDGETS Zoo FUND FUNCTION CODE 100 Community Services 714 DESCRIPTION The Charles Paddock Zoo provides an educational resource for conservation and wildlife awareness and an enriched recreational experience for the residents and visitors of the California Centra[ Coast. GOALS AND OBJECTIVES Continue programs and projects initiated to assure Accreditation Pursue funding support to continue to implement master pian changes Continue to develop and implement new Education Strategic Plan SUMMARY OF SERVICE PROGRAMS Zoo Services SUMMARY OF POSITIONS Zoo Director Senior Zoo Keeper Zoo Keeper Lead Zookeeper Zoo Education Curator Maintenance Worker II Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 991,901 $ 967,419 $ 1,062,990 $ 1,055,450 $ 1,091,860 $ 1,130,920 $ 991,901 $ 967,419 $ 1,062,990 $ 1,055,450 $ 1,091,850 $ 1,130,920 1.00 1.00 4.00 1.00 3.00 2.00 1.00 1.00 4.00 1.00 3.00 2.00 0.80 0.80 0.80 - 6.80 6.80 6.80 7.00 E-76 1.00 3.00 2.00 1.00 1.00 3.00 2.00 1.00 7.00 7.00 E-77 DEPARTMEN I BUDGETS Zoo FUND FUNCTION CODE 10o Community Services 714 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED P>=RFORMANCEIWORKLOAD MEASURES Zoo Attendance 63,347 69,960 76,000 82,000 85,000 90,000 Exhibits 63 66 69 70 72 75 Acres Maintained 5 6 6 6 6 6 E-77 DEPARTMEN f BUDGETS Zoo FUND FUNCTION CODE 100 Community Services 714 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries $ 326,758 $ 275,367 $ 353,720 $ 352,630 $ 374,840 $ 383,600 5200000 Wages 81,117 76,663 89,220 84,610 91,400 95,530 5300000 Overtime 3,038 1,480 11,070 1,600 11,350 11,350 5400000 Other Pay 10,689 19,810 1,490 1,770 1,530 1,530 5800000 Benefits, Insurance & Taxes 218,714 199,795 256,620 241,940 258,640 280,480 Total Employee Services 640,316 573,115 712,120 682,550 737,760 772,490 OPERATIONS 6050000 Office Expense 1,666 2,526 1,820 2,380 1,780 1,780 6070000 Advertising 261 - 1,000 - 500 500 6100000 Computer Maintenance & Replacement 34,975 39,135 39,360 39,360 44,740 45,530 6200000 Insurance 9,315 14,541 19,010 19,010 16,910 19,180 6250000 Occupancy 37,406 40,617 40,430 40,430 39,580 40,850 6300000 Utilities 48,030 53,811 41,550 41,550 43,500 43,500 6350000 Communications 982 1,234 580 560 1,390 1,390 6400000 Operating Supplies 82,369 98,579 96,120 106,140 95,930 95,930 6450000 Vehicle & Equipment Operating Costs 7,774 8,966 6,570 6,530 6,170 6,170 6500000 Contract Services 58,486 67,203 58,930 56,950 58,500 58,500 6600000 Professional Development 11,733 14,897 10,400 10,300 10,000 10,000 6650000 Recruitment 615 794 100 220 100 100 4100000 Gift Shop Retail 34,107 35,482 35,000 35,000 35,000 35,000 Total Operations 327,719 377,785 350,870 358,430 354,100 358,430 E-78 DEPARTMENT BUDGETS Zoo FUND HVAC Unit - FUNCTION 8901579 CODE 100 - Community Services New Madagascar Radiated Tortoise 714 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 8741866 New Red Panda Exhibit - 5,146 - 6,300 - - 7107430 Animal Acquisition $ 2,180 $ 3,550 $ - $ 4,630 $ - $ _ 7101534 Refrigerator - 406 - - _ 7107475 Zoo Exhibit Improvements 7,262 3,049 - 940 7701056 Zoo Exhibit Repair Projects 1,286 1,200 - 460 Total Special Projects 10,728 8,205 - 8,170 _ CAPITAL PROJECTS 8105011 HVAC Unit - 3,168 8901579 Zoo Electrical Upgrade 3,542 - 8741508 New Madagascar Radiated Tortoise 4,158 Exhibit 8107475 New Walkabout Wallaby Exhibit 686 8741746 Macaw Exhibit Shelter 4,752 - - - 8741866 New Red Panda Exhibit - 5,146 - 6,300 - - Total Capital projects 13,138 8,314 - 6,300 - - ACTIVITY TOTAL $ 991,901 $ 967,419 $ 1,062,990 $ 1,055,450 $ 1,091,860 $ 1,130,920 E-79 DEPARTMENT BUDGETS Zoo FUND FUNCTION CODE 100 Community Services 7.14 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services Salaries for permanent staff Wages for part-time (non -benefited) staff Overtime costs Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Postage, printing, office supplies and office equipment maintenance Advertising and marketing of the Zoo Allocation of computer and telephone maintenance and replacement costs Allocation of liability and property insurance coverage Allocated portion of building maintenance costs Water, electricity, natural gas, and propane Telephone services and radio repairs and batteries Animal food, animal care supplies, landscaping supplies, building and exhibit maintenance supplies, snacks for resale, tools, custodian supplies, permits, and personal safety supplies Equipment parts and repairs, vehicle parts, maintenance, repairs, gas, oil and vehicle replacement Veterinary care, alarm services, janitorial services, and other minor contract services E-80 Estimated $ 374,840 $ 383,600 Estimated 91,400 95,530 Estimated 11,350 11,350 Estimated 1,530 1,530 Estimated 258,640 280,480 Estimated 1,780 1,780 Estimated 500 500 Allocated 44,740 45,530 Allocated 16,910 19,180 Allocated 39,580 40,850 Estimated 43,500 43,500 Estimated 1,390 1,390 Estimated 95,930 95,930 Estimated 6,170 6,170 Estimated 58,500 58,500 DEPARTMENT BUDGETS Zoo FUND FUNCTION CODE 100 Community Services 714 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6600000 Professional Development American Zoo and Aquarium Association Conference, staff training, memberships (AAZK, AZA, AZR, AAZV, LAZA, ISIS), subscriptions, books and other training materials 6650000 Recruitment Cost of employee recruitment including advertising, physicals and other processing charges 4100000 Gift Shop Retail Wholesale cost of items sold in the Zoo Gift Shop E-81 Estimated $ 10,000 $ 10,000 Estimated 100 100 Estimated 35,000 35,000 DEPARTMENT BUDGETS Colony Park Community Center FUND FUNCTION CODE 100 Community Services 717 DESCRIPTION Colony Park Community Center is an 18,000+ square foot multi -use facility. It features a full-size gymnasium, teen center, cafe, dance/exercise room, arts and crafts room and many other amenities. It operates seven days a week, with seasonal hours when school is in/out of session. The Recreation Division is committed to operating the Colony Park Community Center for teens and people of all ages, by offering a diversity of recreation programs and services that meet current community needs. Located next to the George C. Beatie/A-Town Skate Park and the Colony Park ball fields, the complex is a hub for youth activities and community programs. Community partnerships are employed to enhance programming and decrease operating subsidies. GOALS AND OBJECTIVES Enhance Public Safety by offering programs for youth Develop broad range of programs for all ages Conduct revenue producing programs to help offset costs and enhance cost recovery Cooperate with other public and private community groups to maximize resources Conduct a variety of children's and adult classes in the areas of physical fitness, dance, arts and crafts and educational endeavors Provide youth sports leagues and camps In the areas of basketball, volleyball, and other appropriate sports while focusing on youth obesity prevention Provide adult sport league opportunities to enhance quality of life SUMMARY OF SERVICE PROGRAMS Community Center Programming Community Center Maintenance 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 55,877 $ 52,600 $ 53,570 $ 60,890 $ 54,160 $ 57,050 165,390 169,225 187,590 198,130 192,020 196,710 $ 221,267 $ 221,825 $ 241,160 $ 259,020 $ 246,180 $ 253,760 E-82 DEPARTMLNT BUDGETS Colony Park Community Center FUND FUNCTION CODE 100 Community Services 717 PERFORMANCE[WORKLOAD MEASURES Teen Center Hours Open Number of Teen Center Members Special Events Held Classes Offered at Facility Facility Rentals 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED 1,070 1,063 1,200 1,200 1,200 1,200 313 246 250 225 250 250 150 135 175 150 160 165 477 467 350 400 400 400 230 230 230 230 230 230 E-83 DEPARTMENT BUDGETS Colony Park Community Center FUND FUNCTION CODE 100 Community Services 717 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5200000 Wages 5400000 Other Pay 5800000 Benefits, Insurance & Taxes Total Employee Services OPERATIONS 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6300000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 5,950 Total Operations SPECIAL. PROJECTS 7101022 Folding Chairs & Tables 7XXXXXX Drinking Fountains 7XXXXXX Restroom Upgrades Total Special Projects ACTIVITY TOTAL 2016-2017 2017-2018 2018-2019 ACTUAL ACTUAL BUDGETED $ 38,959 $ 38,070 $ 37,250 - 500 - 7,296 6,265 6,000 46,255 44,835 43,250 325 741 1,180 - 353 400 10,482 5,950 5,970 7,490 10,130 13,460 88,055 95,902 95,420 46,446 46,531 45,350 1,553 1,555 1,440 9,125 8,225 14,050 - 1,390 1,150 11,210 6,083 17,880 - - 1,350 - 130 260 174,686 176,990 197,910 326 - - 326 - - $ 221,267 $ 221,825 $ 241,160 E-84 2018-2019 2019-2020 2020-2021 ESTIMATED REQUESTED REQUESTED $ 41,310 $ 38,410 $ 40,910 8,920 2,350 2,640 50,230 40,760 43,550 1,330 1,380 1,380 400 400 400 5,970 9,220 9,360 13,460 14,070 15,570 95,420 99,070 102,220 49,350 45,970 45,970 2,000 2,000 2,000 11,970 12,620 12,620 1,150 1,150 1,150 14,380 17,880 17,880 1,150 1,150 1,150 320 510 510 196,900 205,420 210,210 1,890 - - 10,000 11,890 - - $ 259,020 $ 246,180 $ 253,760 E-85 DEPARTMENT BUDGETS Colony Park Community Center FUND FUNCTION CODE 100 Community Services 717 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5200000 Wages Wages for part-time (non -benefited) staff Estimated $ 38,410 $ 40,910 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 2,350 2,640 fringe benefits 6050000 Office Expense Postage, printing, copying, office supplies, office Estimated 1,380 1,380 equipment maintenance and small office equipment 6070000 Advertising Advertising for programs and special events Estimated 400 400 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 9,220 9,360 costs 6300000 Insurance Allocated portion of liability coverage and property Allocated 14,070 15,570 insurance 6250000 Occupancy Allocated portion of building maintenance costs Allocated 99,070 102,220 6300000 Utilities Water, electricity, and natural gas Estimated 45,970 45,970 6350000 Communications Telephone, cell phone, alarm, and internef charges Estimated 2,000 2,000 6400000 Operating Supplies Activity supplies, uniforms, minor recreation Estimated 12,620 12,620 equipment, decorations for events, batteries, building and landscape maintenance supplies, custodial supplies, food/drink for events and other supplies 6450000 Vehicle & Equipment Operating Costs Vehicle and kitchen equipment repair and Estimated 1,150 1,150 maintenance costs; vehicle gasoline, oil and replacement costs 6500000 Contract Services Equipment rental and repairs, alarm service, building Estimated 17,880 17,880 and landscape maintenance, janitorial services, pest control, and other miscellaneous contract services 6600000 Professional Development Seminars, conferences, memberships, subscriptions, Estimated 1,150 1,150 books and other training materials 6650000 Recruitment Cost of employee recruitment including advertising, Estimated 510 510 physicals and other processing charges E-85 DEPARTMENT BUDGETS Public Works Administration FUND FUNCTION CODE 100 Public Works 801 DESCRIPTION The Public Works Administration Division has oversight responsibility for the Capital Improvement Program, public works development review, traffic, solid waste and recycling, utilities and miscellaneous engineering services. The Division supports the City Council and City Manager in providing the Community with quality public works facilities and services. Department Mission Statement: Enhance the Community by creating and preserving the Colony's infrastructure, mobility and environmental systems with efficiency, responsibility and integrity. GOALS AND OBJECTIVES Seek alternative funding sources for infrastructure Implement streamlining measures in the development review process Maximize the use of in-house capabilities prior to contracting out services Implement cost and energy savings measures in all areas of operations SUMMARY OF SERVICE PROGRAMS Engineering and Development Services Total SUMMARY OF POSITIONS Public Works Director Deputy Public Works Director Assistant Civil Engineer Associate Civil Engineer Administrative Assistant Maintenance Leadworker Public Works Inspector Office Assistant III Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 844,375 $ 909,666 $ 967,980 $ 936,620 $ 1,154,470 $ 1,124,680 $ 844,375 $ 909,666 $ 967,980 $ 936,620 $ 1,154,470 $ 1,124,680 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 E-86 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 6.00 6.00 1.00 1,00 1.00 1.00 1.00 1.00 i on 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 DEPARTMENT BUDGETS Public Warks Administration FUND FUNCTION CEDE 100 Public Works 801 E-87 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED PERFORMANCEIWORKLOAD MEASURES Encroachment Permits Issued 75 100 50 150 150 150 Capital Projects Completed 8 8 20 10 10 10 Capital Project Costs (Estimated) $ 3,500,000 $ 6,000,000 $ 6,500,000 $ 6,500,000 $ 5,500,000 $ 6,500,000 Special Projects Completed 3 3 5 5 5 5 Other Construction Project Costs (Estimated) $ 50,000 $ 50,000 $ 100,000 $ 150,000 $ 100,000 $ 100,000 Traffic Issues Evaluated 22 17 30 20 25 25 Inspections Performed (Estimated) 300 400 350 400 400 400 Stormwater MS4 Program Issues 15 20 20 20 25 25 E-87 DEPARTMLNT BUDGETS Public Works Administration FUND FUNCTION CODE 100 Public Works 801 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6350000 Total Employee Services OPERATIONS 6050000 Office Expense 6070000 Advertising 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990000 Contingency 5,603 Total Operations 2016-2017 2017-2018 2018-2419 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 15,539 15,121 7,061 11,716 25,472 17,059 $ 471,808 $ 489,974 $ 513,660 $ 494,710 $ 611,860 $ 616,090 - 5,603 6,390 - 6,390 6,390 12 924 - 570 - - 2,041 19,843 920 1,460 950 950 200,455 202,901 241,130 223,940 294,820 317,270 674,316 719,245 762,100 720,680 914,020 940,700 6,617 4,613 - 155 44,662 54,862 9,108 9,540 18,160 19,700 2,391 2,531 15,539 15,121 7,061 11,716 25,472 17,059 5,136 4,160 277 86 134,423 139,543 E-88 5,500 250 55,390 12,590 19,750 2,500 17,000 9,300 13,750 5,000 Soo 5,500 58,930 12,590 19,750 2,750 17,000 10,200 14,900 10,270 M 62,840 13,030 24,130 3,000 17,000 10,250 25,000 12,860 340 7,000 7,000 7,000 148,830 158,890 180,450 -j= 63,810 14,840 24,840 3,000 17,000 10,250 25,000 12,900 340 7 Mf) 183,980 DEPARTMLNT BUDGETS Public Works Administration FUND FUNCTION CODE 100 Public Works 801 OBJECT EXPENSE 2015-2017 2017.2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7505018 Document Scanning 7708015 Development of 5 -Year Capital Improvement Program 7701834 Downtown Watershed Plan 7701482 Storm Water Permit Compliance 7701755 Local Area Management Plan 7700882 NPDES-Water Control Basin Plan Phase II 770XXXX Speed Zone Survey Update Total Special Projects OTHER USES 9404028 Cash Contribution to Vehicle and Equipment Maintenance Fund for Radio Simulcast Project Total Other Uses ACTIVITY TOTAL $ - $ 2,558 $ 7,440 $ 7,440 $ - 998 - 7,680 7,680 - - 38,770 6,230 6,230 - - 509 11,490 11,490 31,750 9,041 24,210 24,210 - 514 - - - _ - - - - 60,000 - 33,262 50,878 57,050 57,050 60,000 - 2,374 2,374 - - _ _ - $ 844,375 $ 909,666 $ 967,980 $ 936,620 $ 1,154,470 $ 1,124,680 E-89 DEPARTMENT BUDGETS Public Works Administration FUND FUNCTION CODE 100 Public Works 801 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries 5200000 Wages 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6990000 Contingency 770XXXX Speed Zone Survey Update Salaries for permanent staff Wages for part-time (non -benefited) staff Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Postage, printing, copying and office supplies Allocated portion of computer and telephone support costs and specialty software support costs Allocated portion of liability coverage Allocated portion of building maintenance costs Telephone and cell phone services Equipment, permits, food for meetings, and other operating supplies Vehicle allowance, repairs, maintenance, gas, and mileage reimbursements General City engineering services, engineering plan check services, scanning services, and other contract services Conferences, memberships, subscriptions, gooks and other training materials Cost of employee recruitment including advertising, physicals and other processing charges Department reserve for unexpected expenditures which arise during the fiscal year Update to the speed zone survey on each street section required to be performed every ten years E-90 Estimated $ 611,860 $ 616,090 Estimated 6,390 6,390 Estimated 950 950 Estimated 294,820 317,270 Estimated 5,000 5,000 Allocated 62,840 63,810 Allocated 13,030 14,840 Allocated 24,130 24,840 Estimated 3,000 3,000 Estimated 17,000 17,000 Estimated 10,250 10,250 Estimated 25,000 25,000 Estimated 12,860 12,900 Estimated 340 340 Estimated 7,000 7,000 Estimated 60,000 - DEPARTMEN r BUDGETS Public Works ❑ erations FUND FUNCTION CODE 100 Public Works 801.8011 DESCRIPTION Public Works Operations has responsibility for oversight of the maintenance operations for the City's Streets, Building Maintenance and Parks Divisions. The Operations Division is also responsible for maintenance of the storm drain system, keeping the public right-of-way clear of obstructions and management of a variety of formal and informal capital improvement projects. GOALS AND OBJECTIVES Consistently provide quality customer service Inspect and catalog all City infrastructure deferred maintenance and prepare replacement schedules Plan, design and manage the construction of minor capital improvement projects in all Divisions Optimize staffing and workload to maximize the efficiency of the department 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SUMMARY OF SERVICE PROGRAMS Public Works Operational Administration $ 243,272 $ 257,777 $ 259,780 $ 278,620 $ 287,980 $ 271,630 Total $ 243,272 $ 257,777 $ 259,780 $ 278,620 $ 287,980 $ 271,630 SUMMARY OF POSITIONS Capital Projects Manager 1.00 1.00 1.00 1.00 1.00 1.00 Office Assistant Ill 1.00 1.00 1.00 1.00 1.00 1.00 Total 2.00 2.00 2.00 2.00 2.00 2.00 PERFORMANCEIWORKLOAD MEASURES Public Works Operations provides a support function for the maintenance operation divisions and perform ancelworkload measures of each of these divisions (Streets, Building Maintenance, and Parks) include Public Works Operations functions. E-91 DEPARTMEN f BUDGETS Public Works Operations FUND FUNCTION CODE 100 Public Works 801 8011 OBJECT !NUMBER EXPENSE CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5400000 Other Pay 5800000 Benefits, Insurance & Taxes Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment $ 129,940 Total Operations SPECIAL PURCHASES 7XXXXXX Hand-held Radios 7XXXXXX California Conservation Corp Projects 7XXXXXX Downtown Bird Control Program Total Special Purchases 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 122,780 $ 122,600 $ 126,890 $ 127,620 $ 129,940 $ 129,940 1,270 7,066 1,209 1,210 1,240 1,240 73,491 74,183 82,770 79,990 86,100 92,460 197,541 203,849 210,870 208,820 217,280 223,640 2,011 2,172 2,900 1,650 2,150 2,150 9,410 13,480 13,570 13,570 12,240 12,470 3,123 4,042 5,330 5,330 5,510 6,220 10,024 12,271 11,280 11,140 12,010 12,360 8,655 9,592 8,500 8,600 8,500 8,500 1,651 1,419 1,600 1,600 1,600 1,600 1,570 1,461 1,400 1,260 1,280 1,280 1,496 6,225 1,400 1,650 1,710 1,710 1,800 - - 200 500 500 2,562 3,266 2,930 1,000 1,200 1,200 87 - - - - _ 42,389 53,928 48,940 46,000 46,700 47,990 - - - 7,500 - - - - - - 24,000 - - - - 16,300 - - - - - 23,800 24,000 - E-92 DEPARTMEN r BUDGETS Public Works Operations FUN❑ FUNCTION CODE 100 Public Works 801.8011 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED CAPITAL OUTLAY 8104012 Iron Working Tool Total Capital Outlay ACTIVITY TOTAL $ 3,342 $ 3,342 $ 243,272 $ 257,777 $ 259,780 $ 278,620 $ 287,980 $ 271,630 E-93 DEPARTMENT BUDGETS Public Works Operations FUND FUNCTION CODE 100 Public Works 801.8011 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5400000 Other Pay 5800000 Benefits, Insurance & faxes 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy Charges 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 7XXXXXX California Conservation Corp Projects 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Salaries for permanent staff Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Postage, printing, copying and office supplies Allocated portion of computer and telephone support costs Allocated portion of liability coverage Allocated portion of building maintenance costs Disposal fees, water, natural gas and electricity Telephone and cell phone services Miscellaneous minor operating supplies Vehicle repairs, gas and mileage reimbursements Miscellaneous trade or professional services Conferences, memberships, subscriptions, books and other training materials Projects such as brush removal and cleanup around Atascadero Creek and Atascadero Lake. Provides for two weeks of 12 -worker crew. E-94 Estimated $ 129,940 $ 129,940 Estimated 1,240 1,240 Estimated 86,100 92,460 Estimated 2,150 2,150 Allocated 12,240 12,470 Allocated 5,510 6,220 Allocated 12,010 12,360 Estimated 8,500 8,500 Estimated 1,600 1,600 Estimated 1,280 1,280 Estimated 1,710 1,710 Estimated 500 500 Estimated 1,200 1,200 Estimated 24,000 DEPARTMEW-aUDGETS Public Works Maintenance - Parks FUND FUNCTION CODE 100 Public Works 813 DESCRIPTION The Parks Division is responsible for maintenance of City parks, trees, medians and grounds. The City maintains the Atascadero Lake Park Complex including playground equipment, barbeques, picnic areas, the lake and grounds. The City also maintains the Paloma Creek Park Sports Complex and Playground, Colony Park, Sunken Gardens Park and City Administration grounds. In addition to the City's parks, the Division maintains City parking lots and planters. GOALS AND OBJECTIVES * lm prove irrigation efficiency and reduce water costs * Develop and maintain an annual parks maintenance program * Continue to provide quality recreational activities for the community through the maintenance of the City parks * Consistently provide quality customer service * Implement cost and energy savings measures SUMMARY OF SERVICE PROGRAMS Parks & Facilities Parks Donations Total SUMMARY OF POSITIONS Maintenance Leadworker Senior Maintenance Worker Maintenance Worker ll Maintenance Worker I Total 2016-2017 2017-2018 ACTUAL ACTUAL $ 557,256 $ 656,755 - 4,985 $ 557,256 $ 661,740 2018-2019 2018-2019 2019-2020 2020-2021 BUDGETED ESTIMATED REQUESTED REQUESTED $ 714,960 $ 641,000 $ 711,970 $ 776,910 $ 714,960 $ 641,000 $ 711,970 $ 776,910 1.00 - 1.00 - 1.00 - 2.00 2.00 2.00 1.40 1.40 1.40 4.40 4.40 4.40 E-95 1.00 1.00 1.00 2.00 2.00 2.00 1.40 1.40 1.40 4.40 4.40 4.40 DEPARTMENT BUDGETS Public Works Maintenance - Parks FUND FUNCTION CODE 100 Public Works 813 PERFORMANCEIWORKLOAD MEASURES The work performed by the Division's field crew is broken into five categories. Routine Park Maintenance includes trash pick-up, cleaning restrooms and cleaning parking lots. Landscape Maintenance involves mowing and edging lawn areas, bush and tree trimming, irrigation maintenance and repair, weed abatement and field renovation. Facility Maintenance includes maintenance, inspection and repair of benches, BBQs, bridges, walkways, electrical, lighting, fences, and playground equipment. Public Assistance involves assisting the public in using and understanding the park system. Playground Inspection and Maintenance includes inspecting playground equipment for safety hazards and items in need of repair. E-96 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED Routine Park Maintenance Hours 3,010 3,075 3,120 3,120 3,120 3,120 Landscape Maintenance Hours 2,490 2,680 2,650 2,650 2,650 2,650 Facility Maintenance Hours 425 440 450 450 450 450 Public Assistance Hours 190 205 200 200 200 200 Playground _Equipment Inspection and Maintenance 205 210 200 200 200 200 Pesticide Application and Reporting Hours 335 340 340 340 340 340 Irrigation Maintenance and Repair Hours 980 1,005 1,000 1,000 1,000 1,000 Equipment Maintenance Hours 350 330 325 325 325 325 Park Projects 210 190 200 200 200 200 Public Works Assistance Hours 150 165 150 150 150 150 Community Services Assistance Hours 260 250 275 275 275 275 Lake Water Quality Hours 280 295 300 300 300 300 Maintenance Contract Monitoring 150 140 150 150 150 150 Open Space Management Hours 105 95 100 100 100 100 Training/Meeting Hours 150 155 150 150 150 150 Park Administration Hours 210 190 200 200 200 200 E-96 DEPARTMENT BUDGETS Public Works Maintenance - Parks FUND FUNCTION CODE 100 Public Works 813 OBJECT EXPENSE 2016-2417 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries $ 146,417 $ 157,892 $ 214,680 $ 175,660 $ 222,300 $ 224,150 5300000 Overtime 958 762 17,100 2,210 11,460 11,460 5400000 Other Pay 5,597 11,941 2,010 7,620 800 800 5800000 Benefits, Insurance & Taxes 100,429 924,749 177,790 137,010 172,080 185,730 Total Employee Services 253,401 295,344 411,580 322,500 406,640 422,140 OPERATIONS 6100000 Computer Maintenance & Replacement 7,760 8,790 8,840 8,840 9,050 9,220 6200000 Insurance 6,841 8,140 11,160 11,160 10,980 12,450 6250000 Occupancy 20,760 23,350 23,330 23,330 24,690 25,490 6300000 Utilities 120,715 139,256 149,000 148,800 149,000 149,000 6350000 Communications 1,471 2,223 2,000 1,800 2,000 2,000 6400000 Operating Supplies 39,835 54,658 46,000 45,780 43,520 43,120 6450000 Vehicle & Equipment Operating Costs 19,309 21,442 29,960 27,890 28,540 28,640 6500000 Contract Services 70,039 57,105 27,900 45,780 30,350 30,150 6600000 Professional Development 981 3,223 2,000 2,000 3,000 3,500 6650000 Recruitment 315 294 500 430 950 950 Total Operations 288,026 318,481 300,690 315,810 302,080 304,520 E-97 DEPARTMENT BUDGETS Public Works Maintenance - Parks FUND 1,290 1,850 FUNCTION CODE 100 1,400 1,400 Public Works 813 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7106017 Memorial Park Benches $ - $ 263 $ _ $ _ $ _ $ _ 7131301 Lake Fill Line Protection Project 179 - 7106099 Blade Grinder B98 _ 7131716 Lake Boat Dock Repair 3,682 - 7155079 Backflow Valve Replacement 9,870 - Total Special Purchases & Projects 14,429 263 CAPITAL OUTLAY 7103019 Lake Park Lower Restroom Repair 8103011 Replacement Tractor 8701716 Slurry Seal and Stripe Parking Lots Total Capital Outlay OTHER USES 9505075 Transfer to Landscaping & Lighting Fund for City's Contribution to Las Lomas Open Space Maintenance 9505077 Transfer to Landscaping & Lighting Fund for City's Contribution to De Anza Open Space Maintenance Total Others Uses ACTIVITY TOTAL 3,362 - - 42,890 46,252 - 4r,uuu - - 47,000 - - 1,290 1,290 1,850 1,850 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 2,690 2,690 3,250 3,250 $ 557,256 $ 661,740 $ 714,960 $ 641,000 $ 711,970 $ 776,910 E-98 DEPARTMENT BUDGETS Public Works Maintenance - Parks FUND FUNCTION CODE 100 Public Works 813 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 7103019 Replacement Tractor 9505075 Transfer to Landscaping & Lighting Fund for City's Contribution to Las Lomas Open Space Maintenance 2019-2020 2020-2021 ❑ESCRIPTION BASIS AMOUNT AMOUNT Salaries for permanent staff Overtime costs Other pay such as leave payoffs and accrued leave adjustments Medicare, workers' compensation insurance and fringe benefits Allocated portion of computer and telephone support costs Allocation of liability and property insurance coverage Allocated portion of building maintenance costs Park lights, water, and natural gas Telephone and cell phone services and batteries Hardware, lumber, small tools, irrigation supplies, fertilizer, plants, grass seed, restroom supplies, field paint, building repair supplies, pest control, uniforms and personal safety supplies Equipment parts and repairs, vehicle parts, vehicle maintenance, vehicle repairs, gas and oil Tree services, electrical repairs, plumbing repairs, janitorial services and portable restroom rental Conferences, seminars, dues, subscriptions, books and other training materials Cost of employee recruitment including advertising, pre-employment testing, physicals and other processing charges Replacement of backhoe tractor Transfer to the Landscaping & Lighting Fund for the City's Contribution to Las Lomas open space maintenance E-99 Estimated $ 222,300 $ 224,150 Estimated 41,460 11,460 Estimated 800 800 Estimated 172,080 185,730 Allocated/ 9,050 9,220 Contract 1,850 1,850 Allocated 10,980 12,450 Allocated 24,690 25,490 Estimated 149,000 149,000 Estimated 2,000 2,000 Estimated 43,520 43,120 Estimated 28,540 28,640 Estimated 30,350 30,150 Estimated 3,000 3,500 Estimated 950 950 Estimated - 47,000 Allocated 1,850 1,850 DEPARTMENT BUDGETS Public Works Maintenance - Parks FUND FUNCTION CODE 100 Public Works 813 OBJECT NUMBER EXPENSE CLASSIFICATION 9505077 Transfer to Landscaping & Lighting Fund for City's Contribution to De Anza Open Space Maintenance DESCRIPTION Transfer to the Landscaping & Lighting Fund for the City's contribution to De Anza open space maintenance E-100 2019-2020 2020-2021 BASIS AMOUNT AMOUNT Allocated $ 1,400 $ 1,400 DEPARTMLigT BUDGETS Building Maintenance FUND FUNCTION CEDE 515 Public Works 815 DESCRIPTION Building Maintenance is a division of the Public Works Department. The Division is responsible for routine custodial maintenance and repairs at City Hall, the Pavilion, the Public Works Corporate Yard, the Wastewater Treatment Plant and Colony Park Community Center. In addition, the Division is responsible for all repairs and minor capital improvement projects at all City buildings. The Division also provides technical assistance to all departments for construction related issues and provides management and maintenance support for minor Parks, Fire Department and Police Department related capital improvement projects. The Building Maintenance staff responds to all facility -related work requests for all departments that are above and beyond the normal scheduled duties, responding to over 300 requests from employees and the public. GOALS AND OBJECTIVES * Create and maintain lists and calendars of building maintenance activities and projects * Create an electronic maintenance request form and tracking system * Implement a facility -wide safety inspection program * Implement a facility maintenance inspection program * Consistently provide quality customer service SUMMARY OF SERVICE PROGRAMS Building Maintenance Total SUMMARY OF POSITIONS Senior Building Maintenance Specialist Building Maintenance Specialist Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2029 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 496,212 $ 518,197 $ 621,840 $ 571,900 $ 587,050 $ 656,960 $ 495,212 $ 518,197 $ 621,840 $ 571,900 $ 587,050 $ 555,960 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 E-101 DEPARTMENT BUDGETS Building Maintenance FUND FUNCTION CODE 015 Public Works 815 E-102 2016-2017 2097-2018 2018-2019 2418-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEIWORKLOAD MEASURES Number of buildings maintained 12 12 12 12 12 12 Number of Trouble Tickets/Work Requests completed 280 305 300 300 300 300 Number of meeting set-ups completed 25 30 20 35 30 30 Square foot of building space maintained 114,800 114,800 114,800 114,800 114,800 114,800 Number of minor repair projects completed 305 325 320 330 320 320 E-102 DEPARTMtNT BUDGETS Building Maintenance FUND FUNCTION CODE 615 Public Works 815 OBJECT NUMBER EXPENSE CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5300000 Overtime 5400000 Other 5800000 Benefits, Insurance & Taxes 6400000 Total Employee Services OPERATIONS 6100000 Computer Maintenance & Replacement 6200000 Insurance 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6900000 Department Service Allocation 6990000 Contingency Total Operations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 146,300 $ 146,047 $ 155,170 $ 143,970 $ 161,180 $ 162,210 681 830 1,120 750 1,150 1,150 1,552 9,614 880 260 900 900 105,796 115,053 121,790 121,010 140,710 150,300 254,329 271,544 278,960 265,990 303,940 314,560 2,710 3,010 3,030 3,030 3,310 3,370 27,008 38,600 50,960 50,970 55,340 61,120 77,202 79,114 76,000 78,250 78,250 78,250 2,498 2,493 2,000 2,250 2,500 2,500 18,956 23,918 22,750 21,100 20,000 20,000 5,331 11,277 12,580 11,750 12,000 12,000 34,583 38,081 48,000 35,160 45,000 45,000 - - 2,000 2,000 6,000 6,000 - - 500 - 80 80 49,720 47,660 47,560 47,560 50,630 52,080 - - 10,000 - 10,000 10,000 218,008 244,153 275,380 252,070 283,110 290,400 E-103 DEPARTMENT BUDGETS Building Maintenance FUND FUNCTION CODE 615 Public Warps 815 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7151772 Termite Repairs - Police Station Total Special Projects CAPITAL OUTLAY 8105011 HVAC Units 8901625 Fire Station #1 Office Remodel 8104081 City Hall Window Replacement 8901634 Police Station Bathroom/Locker Room Remodel 8XXXXXX Fire Station #2 Exhaust Extraction System Replacement Total Capital Outlay ACTIVITY TOTAL $ 5,885 $ - $ - $ $ - $ - 5, 885 - - - 32,700 2,500 67,500 9,800 - - - - - 11,340 - 17,990 - - - - - - - - 52,000 17,990 2,500 67,500 53,840 - 52,000 $ 496,212 $ 518,197 $ 621,840 $ 571,900 $ 587,050 $ 656,960 E-104 DEPARTMENT BUDGETS Building Maintenance FUND FUNCTION CODE 615 Public Works 815 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 161,180 $ 162,210 5300000 Overtime Overtime Estimated 1,150 1,150 5400000 Other Standby pay, call -outs and leave payoffs Estimated 900 900 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 140,710 150,300 fringe benefits 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 3,310 3,370 costs 6200000 Insurance Allocated portion of liability coverage and property AIlocated 55,340 61,120 insurance 6300000 Utilities Water, electricity and natural gas Estimated 78,250 78,250 6350000 Communications Telephone and cell phone services and batteries Estimated 2,500 2,500 6400000 Operating Supplies Building maintenance and landscape supplies, Estimated 20,000 20,000 uniforms and personal safety supplies, tools, janitorial supplies and other operating supplies 6450000 Vehicle & Equipment Operating Costs Equipment parts and repairs, vehicle parts and Estimated 12,000 12,000 repairs, gas, oil and vehicle replacement 6500000 Contract Services Heating and air conditioning repairs, alarm services, Estimated 45,000 45,000 electrician services, equipment rental and Other contract services 6600000 Professional Development Seminars, conferences, memberships, subscriptions, Estimated 6,000 6,000 books and other training materials 6650000 Recruitment Cost of employee recruitment including advertising, Estimated 80 80 pre-employment testing, physicals, and other processing charges 6900000 Department Service Allocation Allocation of services provided by the Public Works Allocated 50,630 52,080 Administration division to this division 6990000 Contingency Department reserve for unexpected expenditures Estimated 10,000 10,000 which arise during the fiscal year 8XXXXXX Fire Station #2 Exhaust Extraction Replacement of diesel exhaust extraction system Estimated - 52,000 System Replacement E-105 DEPARTMENT BUDGETS Public Works Maintenance - Streets FUND FUNCTION CODE 260 Public Works 816 DESCRIPTION The Streets Division is part of the Public Works Department. The Streets Division is responsible for the maintenance of 150 lane miles of paved roads and shoulders, 2,700 signs, 19,796 linear feet of painted curbs, 1,376 painted traffic markings, 47 painted cross walks, 62,000 linear feet of culverts, City ditches and drainage structures, tree trimming, brush cutting and weed abatement, 49 pieces of equipment, 14 vehicles and 14 bridges. The Streets Division also provides pick-up and disposal of dead animals, responds to all emergency situations, provides 24 hour stand-by coverage and performs over 70 different activities. GOALS AND OBJECTIVES * Continue emphasis on road maintenance * Optimize staffing and workloads to maximize the efficiency of the division * Continue to maintain safe and effective paths of travel within the City SUMMARY OF SERVICE PROGRAMS Streets Maintenance Services Total SUMMARY OF POSITIONS Senior Mainenance Worker Maintenance Worker Il Maintenance Worker I Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 917,567 $ 1,065,294 $ 1,572,020 $ 1,528,430 $ 1,138,670 $ 2,026,510 $ 917,567 $ 1,065,294 $ 1,572,020 $ 1,528,430 $ 1,138,670 $ 2,026,510 - 1.00 - 1.00 1.00 1.00 3.00 2.00 3.00 2.00 2.00 2.00 1.60 1.60 1.60 1.60 1.60 1.60 4.60 4.60 4.60 4.60 4.60 4.60 E-106 DEPARTMENT BUDGETS Public Works Maintenance - Streets FUND FUNCTION CODE 260 Public Works 816 E-107 2016-2017 2017-2018 2018-2419 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCElWORKLOAO MEASURES Customer Inquiries - Hours 290 310 350 350 350 350 Asphalt Patching - Tons 140 155 160 160 160 160 Grading - Tons 230 255 250 250 250 250 Concrete - Cubic Yards 25 30 30 30 30 30 Drainage - Linear Feet 2,500 2,500 2,500 2,500 2,500 2,500 Drainage (Basins/Culverts) - Each 375 375 375 375 375 375 Trees & Bushes - Hours 1,100 1,010 1,250 900 1,250 1,250 Dead Deer - Each 110 100 100 100 100 100 Signs & Posts: Replaced 250 240 250 250 250 250 New 30 25 30 30 30 30 Painting: Pavement Marking - Each 1,925 1,925 1,925 1,925 1,925 1,925 Crosswalks - Each 54 54 54 54 54 54 Curbs - Linear Feet 20,500 22,000 22,500 22,500 22,500 22,500 E-107 DEPARTMErvT BUDGETS Public Works Maintenance - Streets FUND FUNCTION CODE 260 Public Works 816 OBJECT EXPENSE NUMBER CLASSIFICATION EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes Total Employee Services OPERATIONS 6100000 Computer Maintenance & Replacement 6200000 Insurance 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6900000 Department Service Allocation 6910000 Administrative Charges $ 232,860 Total Operations 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 214,211 $ 213,625 $ 226,780 $ 220,290 $ 230,590 $ 232,860 - - 3,550 - 3,550 3,550 3,557 2,815 7,980 5,280 8,180 8,180 21,196 28,545 14,000 19,180 16,550 16,560 141,730 152,209 170,070 167,480 183,590 198,880 380,694 397,194 422,380 412,230 442,460 460,030 4,350 3,360 4,380 3,380 3,620 3,690 9,512 12,251 16,210 16,210 15,710 17,850 112,418 111,319 109,000 111,500 110,000 110,000 1,637 1,650 1,500 1,470 1,500 1,500 49,090 49,082 41,400 51,130 45,000 45,000 49,030 52,694 53,460 52,960 51,570 51,570 103,112 112,442 114,510 105,750 112,500 112,500 1,844 1,500 2,750 2,150 3,450 3,450 - - - - 200 200 88,990 95,500 110,090 110,090 136,700 140,570 116,890 111,110 97,100 97,100 106,180 109,840 536,873 550,908 550,400 551,740 586,430 596,170 E-108 DEPARTMENT BUDGETS Public Works Maintenance - Streets FUND FUNCTION CODE 260 Public Works 816 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7161497 Traffic Signal Back-up Battery Repair - $ 6,200 Total Special Projects - 6,200 OTHER USES Transfers out for: 9505066 EI Camino Real Rehabilitation - North - 109,268 599,240 564,460 34,780 - 95050XX EI Camino Real Rehabilitation - South - - - - 75,000 970,310 9404028 Cash Contribution to Vehicle Fund- - 1,724 - - _ - Replacement Vehicle Total Other Uses - 110,992 599,240 564,450 109,780 970,310 ACTIVITY TOTAL $ 917,567 $ 1,065,294 $ 1,572,020 $ 1,528,430 $ 1,138,670 $ 2,026,510 E-109 DEPARTMENT BUDGETS Public Works Maintenance - Streets FUND FUNCTION CODE 260 Public Works 816 OBJECT EXPENSE NUMBER CLASSIFICATION 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes 6100000 Computer Maintenance & Replacement 6200000 Insurance 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Costs 6500000 Contract Servtces 6600000 Professional Development 6650000 Recruitment 6900000 Department Service Allocation 6910000 Administrative Charges 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Salaries for permanent staff Wages for part-time (non -benefited) staff Overtime Stand-by pay, call -outs and leave payoffs Medicare, workers' compensation insurance and fringe benefits Allocated portion of computer and telephone support costs Allocation of liability and property insurance Disposal fees, water, natural gas and electricity Telephone and cell phone services Asphalt, concrete, sand, gravel, street signs, paint supplies, lumber, hardware, landscaping supplies, personal safety supplies, pesticides and small tools Gas, oil, vehicle and equipment repair, parts and vehicle replacement charges Streetlight maintenance, tree services, street sweeping, street striping and contract street repairs Seminars, conferences, books, subscriptions and licenses Cost of employee recruitment including advertising, pre-employment testing, physicals, and other processing charges Allocation of services provided by the Public Works Department to this division Allocation of support services including legal services, finance services, personnel services, managerial services and legislative services E-110 Estimated $ 230,590 $ 232,860 Estimated 3,550 3,550 Estimated 8,180 8,180 Estimated 16,550 16,560 Estimated 183,590 198,880 Allocated 3,620 3,690 Allocated 15,710 17,850 Estimated 110,000 110,000 Estimated 1,500 1,500 Estimated 45,000 45,000 Estimated 51,570 51,570 Estimated 112,500 112,500 Estimated 3,450 3,450 Estimated 200 200 Allocated 136,700 140,570 Allocated 106,180 109,840 DEPARTMENT BUDGETS Public Works Maintenance - Streets FUND FUNCTION cvar= 260 Public Works 836 OBJECT EXPENSE NUMBER CLASSIFICATION 9505066 EI Camino Real Rehabilitation - North 95050XX EI Camino Real Rehabilitation - South 2019-2020 2020-2021 DESCRIPTION BASIS AMOUNT AMOUNT Transfer for street projects Transfer for street projects E-111 Estimated $ 34,780 $ - Estimated 75,000 970,310 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Works 827 DESCRIPTION The Wastewater Division is part of the Public Works Department. The Division provides wastewater collection and treatment service for certain areas of the City. The Wastewater Division maintains and operates a 2.39 million gallon peak monthly flow wastewater treatment facility, over 66 miles of pipeline and 12 wastewater pumping stations. The Division also reclaims water for irrigation of the Chalk Mountain Golf Course and percolates effluent for Atascadero State Hospital, GOALS AND OBJECTIVES " Continue to protect public and environmental health by collecting and treating wastewater * Continue to maintain facilities to ensure reliable wastewater collection and treatment service * Continue to comply with State and Federal waste discharge requirements Continue to upgrade collection and treatment facilities to increase efficiency and to ensure compliance with State and Federal laws * Support the development of wastewater collection and treatment facilities based on the City of Atascadero Wastewater Master Pian and General Plan * Utilize the City SCADA system to improve efficiency and effectiveness in managing the City's wastewater infrastucture * Create and implement efficient and cost effective initiatives to improve wastewater collection and treatment SUMMARY OF SERVICE PROGRAMS Wastewater Services Total SUMMARY OF POSITIONS Operations Manager WWTP Operator II WWTP Operator I WWTP Operator in Training Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 2,128,885 $ 1,860,459 $ 3,281,540 $ 2,043,830 $ 4,756,430 $ 5,714,280 $ 2,128,885 $ 1,860,459 $ 3,281,540 S 2,043,830 $ 4,756,430 $ 5,714,280 1.00 1.00 1.00 1.00 1.00 1.00 3.04 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 8.00 E-112 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Works 827 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEIWORKLOAD MEASURES Total number of connections Number of new connections Average gallons per day collected and treated (millions) Number of pump stations Miles of collection line 5,314 5,395 5,577 5,466 5,581 5,696 117 82 115 70 30 100 1.39 1.40 1.40 1.42 1.43 1.44 12 12 12 12 12 12 57 67 57 68 68 68 E-113 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Warks 827 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-7019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5100000 Salaries 5200000 Wages 5300000 Overtime 5400000 Other Pay 5800000 Benefits, Insurance & Taxes Total Employee Services OPERATIONS 6050000 Office Expense 6100000 Computer Maintenance & Replacement 6200000 Insurance 6250000 Occupancy 6300000 Utilities 6350000 Communications 6400000 Operating Supplies 6450000 Vehicle & Equipment Operating Casts 6500000 Contract Services 6600000 Professional Development 6650000 Recruitment 6851010 Franchise Fees 6900000 Department Service Allocation 6910000 Administrative Charges 6990000 Contingency 607,459 Total Operations S 335,064 $ 339,061 $ 365,700 $ 357,110 S 374,490 $ 379,660 - - 4,260 - 4,260 4,260 3,725 4,513 6,020 5,100 6,180 6,180 24,159 32,388 15,010 19,730 17,610 17,610 209,180 231,497 242,650 245,450 268,790 291,320 572,128 607,459 633,640 627,390 671,330 699,030 5,244 889 7,300 7,300 7,300 7,300 25,364 20,014 20,450 22,890 30,880 31,430 16,451 21,956 26,060 26,060 29,660 33,430 8,556 9,198 9,330 9,330 9,930 10,170 256,503 260,130 245,000 260,000 260,000 260,000 8,273 8,304 8,600 10,500 8,600 8,600 102,428 95,023 103,000 99,830 99,500 99,500 77,530 73,851 124,000 111,500 112,000 112,000 96,296 77,800 131,850 128,100 150,850 151,350 11,500 2,218 13,000 13,000 13,000 13,000 515 588 1,000 1,000 11000 1,000 38,251 38,636 51,850 38,780 46,020 56,490 74,160 72,410 72,320 72,320 104,460 107,020 202,650 217,520 221,960 221,960 251,800 250,060 - - 10,000 - 10,000 10,000 923,721 898,537 1,045,720 1,022,570 1,135,000 1,151,350 E-114 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Works 827 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS 7106025 Equipment Shelters 7102033 Tablet Computers 7281818 LS Panel Box, Piping, Tank Project 7401222 Salt and Nutrient Management Plan 7280940 Minor Road Repairs 141,856 209,270 135,070 256,100 206,000 Manhole Repairs and Sewer 7280950 Line/Trench Settlement Repairs 7400811 Collection System Video Taping 7401460 Sewer System Management Plan Audit 7XXXXXX Percolation Basin Capacity Evaluation 7XXXXXX Assest Management Program and Work Order System 7401421 Wastewater Fee Study 7700954 Sewer System Management Plan 7701755 Local Area Management Program 7401627 Inflow and Infiltration Study 7401667 Re -Rating Study Total Special Projects CAPITAL OUTLAY 8103011 Replacement Vehicle 8104001 Lift Station #6 Backup Generator 8104005 Aerator 8XXXXXX Portable Flow Meter Equipment 8XXXXXX Combo Sewer Truck Storage Structure $ - $ 4,805 $ - $ - $ - $ - - - 680 - - 9,500 - - 7,963 - - - - - 8,850 - - - - - 104,596 72,491 126,670 112,500 100,000 103,000 306 - - - - - - 9,143 5,860 - 15,000 - - - - - 36,100 - - - - - 103,000 5,079 15,012 20,540 20,000 75,000 - - - - - 30,000 - - 29,586 - 1,890 - - 23,797 - 56,200 - - - 19,302 1,319 - - - - 169,893 141,856 209,270 135,070 256,100 206,000 384,825 34,813 - - 35,000 36,100 - - - - - 97,900 28,703 10,782 25,220 18,000 19,000 19,800 - - - - 25,000 - - - - - 15,000 - E-115 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Works 827 OBJECT EXPENSE NUMBER CLASSIFICATION CAPITAL OUTLAY (continued) 8906011 Treatment Plant Fencing 8107802 Replacement Pumps 8107815 Emergency Bypass Portable Pump 8107810 SCADA System 8201941 Purchase of 9191 San Rafael (LS#2) 8601141 Lift Station #2 Replacement 8601401 Dredge Pipe Replacement 8601940 Raise Manhole Covers 41 Realignment 8XXXXXX Traffic Way Sewer Improvements 8XXXXXX Various Sewer Condition improvements 8XXXXXX Lift Stations 4, 7, 9, 11 & 15 Rehabilition and Improvements 8600478 Lift Station #13 Forcemain Realignment 8XXXXXX Water Reclamation Facility Process Improvements and Updates 8601637 Pre -Treatment Area Improvements 8601651 Colony Park Lift Station Pipe Modifications Total Capital Outlay ACTIVITY TOTAL 2016-2017 2017-2018 20118-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 4,199 $ - $ - $- - 26,089 - - - - - - _ - - 77,300 - - 35,000 - - - - 301,300 101,300 - - 5,658 3,646 1,194,390 50,000 1,282,000 - - - 32,000 20,000 - - - - 40,000 34,500 - - - - - 389,000 2,269,100 - - - - 456,000 - - - - - 473,000 - - - - - - 848,700 - - - - - 309,000 16 - - - - - 39,742 137,277 - - - - 463,143 212,607 1,392,910 258,800 2,694,000 3,657,900 $ 2,128,885 $ 1,860,459 $ 3,281,540 $ 2,043,830 $ 4,756,430 $ 5,714,280 E-116 DEPARTMtNT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Warks 827 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 374,490 $ 379,660 5200000 Wages Wages for part-time (non -benefited staff) Estimated 4,260 4,260 5300000 Overtime Overtime costs Estimated 6,180 6,180 5400000 Other Pay Stand-by and call -out pay Estimated 17,610 17,610 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 268,790 291,320 fringe benefits 6050000 Office Expense Printing costs for community education material for Estimated 7,300 7,300 the Fats, Oils and Grease (FOG) Program 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 30,880 31,430 costs 6200000 Insurance Allocated portion of liability coverage and property Allocated 29,660 33,430 insurance for treatment facility 6250000 Occupancy Allocated portion of building maintenance costs Allocated 9,930 10,170 6300000 Utilities Water, electricity and natural gas for treatment plant Estimated 260,000 260,000 and pump stations 6350000 Communications Telephone and cell phone services, radio repairs, Estimated 8,600 8,600 batteries 6400000 Operating Supplies Line supplies, field tools, custodial supplies, building Estimated 99,500 99,500 maintenance supplies, landscaping supplies, other operating supplies and permits 6450000 Vehicle & Equipment Operating Costs Vehicle and equipment repair and maintenance costs, Estimated 112,000 112,000 gasoline, diesel and oil costs 6500000 Contract Services Infiltration basin maintenance, routine pipeline Estimated 150,850 151,350 maintenance/repair, electrician support services, lab and testing services, underground service alert services and other contract services E-117 DEPARTMENT BUDGETS Wastewater FUND FUNCTION CODE 527 Public Works 827 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 6600000 Professional Development California Water Environment Federation training and Estimated S 13,000 $ 13,000 conferences, various safety, equipment and process training classes, memberships, subscriptions, books and other training materials 6650000 Recruitment Cost of employee recruitment including advertising Estimated 1,000 1,000 and processing charges 6851010 Franchise Fees Franchise fees paid to the City's General Fund Contract 46,020 56,490 6900000 Department Service Allocation Allocation of services provided by Public Works Allocated 104,460 107,020 Administration Department to this division 6910000 Administrative Charges Allocation of support services including legal services, Allocated 251,800 250,060 finance services, personnel services, managerial services and legislative services 6990000 Contingency Reserve for unexpected expenditures which arise Estimated 10,000 10,000 during the fiscal year 7280950 Manhole Repairs and Sewer LinerFrench Repair of manholes at various locations throughout Estimated 100,000 103,000 the City 7401460 Sewer System Management Plan Audit An audit performed every two years as required by Estimated 15,000 - the State Water Resources Control Board 7XXXXXX Percolation Basin Capacity Evaluation Evaluation of the percolation basins to ensure they Estimated 36,100 - are operating appropriately and effectively 7XXXXXX Assest Management Program and Procurement of an infrastructure asset management Estimated - 103,000 Work Order System software program and work order system 7401421 Wastewater Fee Study Wastewater rate study and wastewater customer user Estimated 75,000 - classifications volumetric analysis 7700954 Sewer System Management Plan Update the sewer system management plan Estimated 30,000 - 8103011 Replacement Vehicle Purchase of two trucks to replace existing wastewater Estimated 35,000 36,100 division trucks 8104001 Lift Station #6 Backup Generator Replacement of one emergency generator with a new Estimated - 97,900 emissions complaint version E-918 DEPARTMENT BUDGETS Wastewater FUND 527 FUNCTION Public Works CODE 827 OBJECT EXPENSE 2019-2020 2020-2029 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 8104005 Aerator Purchase aerators Estimated $ 19,000 $ 19,800 8XXXXXX Portable Flow Meter Equipment Purchase of portable flow meters for use in inflow and Estimated 25,000 - infiltration studies and on-going analysis 8XXXXXX Combo Sewer Truck Storage Structure Purchase of a metal structure and installation to Estimated 15,000 - provide protection for the combo sewer truck 8107815 Emergency Bypass Portable Pump Purchase of one new emergency bypass pump for Estimated - 77,300 use in maintaining Operations at pump station facilities 8601141 Lift Station #2 Replacement Redesign lift station #2 to include a greater detention Estimated 1,282,000 - time to decrease the number of sanitary sewer overflows 8XXXXXX Traffic Way Sewer Improvements Replacement of approximately one mile of gravity Estimated 389,000 2,269,100 sanitary sewer main and manholes to address peak flow defciencies 8XXXXXX Various Sewer Condition Improvements Improve sewer conditions in various locations Estimated 456,000 - throughout the City 8XXXXXX Lift Stations 4, 7, 9, 11 & 15 Upgrades, repairs, and rehabilitation work for Lift Estimated 473,000 - Rehabilition and Improvements Stations 4, 7, 9, 11, and 15 8600478 Lift Station #13 Forcemain Improvements to Lift Station 13 and associated force Estimated - 848,700 Realignment main 8X %XXXX Water Reclamation Facility Process Preconstruction costs of a new treatment process to Estimated - 309,000 Improvements and Updates meet current wastewater demands as well as General Plan buildout E-119 DEPARTMENT BUDGETS Transit FUND FUNCTION CODE 529 Public Works 829 DESCRIPTION The City of Atascadero has been providing high quality, reliable transit service since 1979. Atascadero Dial -A -Ride provides demand response curb -to -curb service. GOALS AND OBJECTIVES * Increase ridership while maintaining the current high level of on-time performance * Provide safe, reliable, high-quality transportation services to the citizens of Atascadero SUMMARY OF SERVICE PROGRAMS Dial -A -Ride Service Total PERFORMANCEfWORKLOAD MEASURES Passengers Served Miles Traveled Revenue Hours Farebox Revenue Passenger {ger Revenue Hour Farebox Ratio 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 398,270 $ 630,685 $ 456,890 $ 465,450 $ 480,020 $ 488,030 $ 398,270 $ 630,685 $ 456,890 $ 465,450 $ 480,020 $ 488,030 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED 14,011 12,826 16,000 14,000 15,000 16,000 49,064 45,329 52,000 49,000 50,000 52,000 4,634 4,542 4,700 4,600 4,700 4,700 $ 44,248 $ 37,867 $ 53,750 $ 40,000 $ 45,000 $ 53,000 3.0 2.82 3.5 3.0 3.2 3.5 12% 10% 15% 11% 12% 15% E-120 E-121 DEPARTMENT BUDGETS Transit FUND FUNCTION CODE 529 Public Works 829 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES 5200000 Wages $ 33,740 $ 34,191 $ 37,430 $ 35,370 $ 37,320 $ 38,250 5400000 Other Pay - 1,500 - - - - 5800000 Benefits, Insurance & Taxes 7,261 6,790 7,980 7,360 7,510 8,290 Total Employee Services 41,001 42,481 45,410 42,730 44,830 46,540 OPERATIONS 6050000 Office Expense 623 593 2,750 990 2,500 2,000 6070000 Advertising - - 1,000 800 1,250 1,250 6100000 Computer Maintenance & Replacement 11,270 12,860 12,940 12,940 23,450 23,720 6200000 Insurance 6,564 4,980 4,160 6,340 6,130 6,980 6250000 Occupancy 1,660 1,800 1,800 1,800 2,200 2,270 6350000 Communications 61 76 2,700 1,480 2,400 2,400 6400000 Operating Supplies 201 526 850 530 900 900 6450000 Vehicle & Equipment Operating Costs 55,259 48,568 87,750 58,250 88,000 88,500 6500000 Contract Services 138,391 141,067 151,810 140,200 148,500 148,500 6600000 Professional Development 460 485 660 500 660 660 6650000 Recruitment - - 500 300 250 250 6900000 Department Service Allocation 72,630 67,300 67,620 67,620 75,410 77,080 6910000 Administrative Charges 70,150 75,330 76,940 76,940 83,540 86,980 Total Operations 357,269 353,585 411,480 368,690 435,190 441,490 E-121 DEPARTMENT BUDGETS Transit FUND FUNCTION CODE 529 Public Works $29 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2024 2820-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED CAPITAL OUTLAY 8103011 Bus Replacement 8102031 Dial -A -Ride Software 8901035 Transit Center Kiosk Total Capital Outlay ACTIVITY TOTAL $ - $ 227,024 $ - $ 9,460 $ - - 40,700 7,595 - 3,870 _ 234,619 - 54,030 $ 398,270 $ 630,685 $ 456,890 $ 465,450 $ 480,020 $ 488,030 E-122 DEPARTMENT BUDGETS Transit FUND FUNCTION CODE 529 Public Works 829 OBJECT NUMBER EXPENSE CLASSIFICATION DESCRIPTION 2019-2020 2020-2021 BASIS AMOUNT AMOUNT 5200000 Wages Wages for part-time (non -benefited) staff Estimated $ 37,320 $ 38,250 5800000 Benefits, insurance & Taxes Medicare, workers' compensation insurance and Estimated 7,510 8,290 fringe benefits 6050000 Office Expense Postage, printing, copying, office supplies, office Estimated 2,500 2,000 equipment maintenance and small office equipment 6070000 Advertising Cost of advertising Transit services Estimated 1,250 1,250 6100000 Computer Maintenance & Replacement Allocated portion of computer and telephone support Allocated 23,450 23,720 costs 6200000 Insurance Allocated portion of liability coverage Allocated 6,130 6,980 6250000 Occupancy Allocated portion of building maintenance costs Allocated 2,200 2,270 6350000 Communications Telephone and cell phone services and radio repairs Estimated 2,400 2,400 6400000 Operating Supplies Miscellaneous operating supplies Estimated 900 900 6450000 Vehicle & Equipment Operating Costs Vehicle repairs, parts, maintenance and inspections; Estimated 88,000 88,500 gas and oil; bus washing services 6500000 Contract Services Transit driving services and audit services Estimated 148,500 148,500 6600000 Professional Development Conferences, books, memberships and subscriptions Estimated 660 660 6650000 Recruitment Cost of employee recruitment including advertising, Estimated 250 250 pre-employment testing, physicals and other processing charges 6900000 Department Service Allocation Allocation of services provided by the Public Works Allocated 75,410 77,080 Department to this division 6910000 Administrative Charges Allocation of support services including legal services, Allocated 83,540 86,980 finance services, personnel services, managerial services and legislative services E-123 DEPARTMENT BUDGETS Tech FUND CODE 690 290 DESCRIPTION Information Technology provides for management, planning, service and support for all computers, servers, network systems, mobile data terminals and phones Within the City. It also maintains the City's databases, geographic information system (GIS), and web site. This fund is also used to set aside money far the repair and replacement of the City's computers and software, GOALS AND OBJECTIVES Continue to., Standardize infrastructure and services Increase utility of City systems and services Foster partnerships with City departments Make City services more efficient and accessible ` Maintain a safe and secure computing environment Focus on: Redesign of the City website Reducing workflow redundancy in IT and citywide SUMMARY OF SERVICE PROGRAMS Technology Services Total SUMMARY OF POSITIONS Information Technology Manager Systems Administrator III Senior Technical Support Specialist Technical Support Assistant Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 1,002,711 $ 941,513 $ 1,113,420 $ 1,085,040 $ 1,087,050 $ 953,180 $ 1,002,711 $ 941,513 $ 1,113,420 $ 1,085,040 $ 1,087,050 $ 953,180 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1..00 1.00 1.00 1.00 1.00 - - - - 1.00 1.00 3.00 3.00 3.00 3.00 4.00 4.00 E-124 DEPARTMENT BUDGETS Technoloav FUND CODE 690 290 E-125 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED ESTIMATED PERFORMANCEfWORKLOAD MEASURES Servers and Desktop/Laptop Computers 165 170 172 172 173 175 Mobile Data Terminals/Devices 54 54 55 55 55 55 Total Number of Supported Computers 219 224 227 227 228 230 Number of Users 205 206 207 207 208 208 Number of Printers 50 50 50 50 50 50 Number of Work Requests 873 760 860 800 850 850 Number of Databases 34 38 34 38 35 35 Web site Custom Components 19 19 19 19 19 19 Installed Network Components 96 96 96 100 102 105 Major Software Upgrades 3 3 5 4 2 3 Major Hardware Upgrades 4 4 5 4 5 5 E-125 DEPARTMENT BUDGETS Technology FUND 690 CODE 290 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED EMPLOYEE SERVICES Communications 35,057 59,104 60,550 57,300 59,200 5100000 Salaries $ 234,920 $ 236,077 $ 248,880 $ 253,040 $ 308,700 $ 311,230 5200000 Wages 25,050 30,875 36,900 17,060 23,260 23,820 5300000 Overtime 4,972 4,886 19,930 6,130 20,430 20,430 5400000 Other Pay 20,765 30,050 14,280 22,930 16,870 16,870 5800000 Benefits, Insurance & Taxes 120,176 135,213 152,020 149,940 196,680 209,970 _ Total Employee Services 405,883 437,101 472,010 449,100 565,940 582,320 OPERATIONS 6050000 Office Expense 296 1,475 1,310 1,200 1,200 1,200 6250000 Occupancy 31,550 34,240 34,330 34,330 41,960 43,190 6350000 Communications 35,057 59,104 60,550 57,300 59,200 59,200 6400000 Operating Supplies 21,768 21,537 12,330 18,830 14,630 15,550 6450000 Vehicle & Equipment Operating Costs 204 452 470 1,270 830 830 6500000 Contract Services 93,426 80,042 105,880 102,700 96,500 96,080 6600000 Professional Development 8,957 5,185 16,520 11,910 21,200 20,700 6650000 Recruitment - 32 - _ _ _ 6900000 Department Service Allocation - 26,980 27,490 27,490 21,080 21,770 Total Operations 191,258 229,047 258,880 255,030 256,600 258,520 SPECIAL PROJECTS 7101013 Tables 2,270 _ _ - - - 7101021 Chairs 1,604 - 7102021 Small Printers - 140 _ _ - _ 7XXXXXX Monitors - - - - 9,910 - E-126 DEPARTMENT BUDGETS Technology FUND 690 CODE 290 OBJECT EXPENSE 2016-2017 2017-2018 2418-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS continued 7102084 Small Projectors 7XXXXXX Wireless Networks Total Special Projects CAPITAL OUTLAY 7102033 Tablet Computers 8102013 Computers- Replacement 8102017 Server Replacement 8102080 Permitting Software Replacement 8102023 Printers- Replacement 8102044 Laserfiche Upgrade Project 8102051 Network Switch 8102057 Storage Hardware 8102059 Server Storage Capacity Upgrade 8102074 Channel 20 Equipment Upgrade 8102052 Security Enhancement Project 8102082 Phone System Replacement 8XXXXXX Electronic Timecard Software 8102088 Website Enhancement Project 8104509 Mobile Data Computers- Replacement 2,323 Total Capital Outlay ACTIVITY TOTAL $ - $ - $ - $ 750 $ - $ _ - - - - 2,500 - 3,874 140 - 750 12,410 - 577 - _ - _ 19,413 2,323 23,270 23,200 38,600 15,600 25,384 39,854 34,770 34,770 - 45,000 212,580 163,579 123,840 123,840 - - 10,025 - 10,000 10,000 8,000 2,000 - 35,840 - - _ - - - - _ 69,000 - - - - - 90,000 - 5,219 11,776 - _ _ _ 544 - 19,460 19,460 - _ 14,400 - 50,330 50,330 - - 113,554 9,110 3,600 3,600 - - - - - - - 12,240 - - 60,000 60,000 - - - 12,743 57,260 54,960 46,500 37,500 401,696 275,225 382,530 380,160 252,100 112,340 $ 1,002,711 $ 941,513 $ 1,113,420 $ 1,085,040 $ 1,087,050 $ 953,180 E-127 DEPARTMENT BUDGETS Techno[ogv FUND 690 CODE 290 OBJECT EXPENSE 2019-2020 2020.2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 5100000 Salaries Salaries for permanent staff Estimated $ 308,700 $ 311,230 5200000 Wages Wages for part-time (non -benefited) staff Estimated 23,260 23,820 5300000 Overtime Overtime Estimated 20,430 20,430 5400000 Other Pay Standby, call -outs and leave payoffs Estimated 16,870 16,870 5800000 Benefits, Insurance & Taxes Medicare, workers' compensation insurance and Estimated 196,680 209,970 fringe benefits 6050000 Office Expense Postage, printing, copying, office supplies, office Estimated 1,200 1,200 equipment maintenance and small office equipment 6250000 Occupancy Allocated portion of building maintenance costs Allocated 41,960 43,190 6350000 Communications Internet service, phones and radio repairs Estimated 59,200 59,200 6400000 Operating Supplies Software, computer parts, cabling, small tools and Estimated 14,630 15,550 other operating supplies 6450000 Vehicle & Equipment Operating Costs Gasoline, oil, vehicle repairs, vehicle replacement and Estimated 830 830 car allowance 6500000 Contract Services Computer and network consulting services, Microsoft Estimated 96,500 96,080 Software licensing fees, and software maintenance agreements 6600000 Professional Development Seminars, memberships, subscriptions, books and Estimated 21,200 20,700 other training materials for staff 6900000 Department Service Allocation Allocation of services provided by the City Manager's Allocated 21,080 21,770 Office to this division 7XXXXXX Monitors Replacement of monitors Estimated 9,910 - 7XXXXXX Wireless Networks Build -out and maintenance of wireless networks Estimated 2,500 - 8102013 Computers- Replacement Replacement of desktop and laptop computers as Estimated 38,600 15,600 necessary 8104509 Server Replacement Replacement of backup server Estimated - 45,000 8102023 Printers- Replacement Replacement of printers Estimated 8,000 2,000 E-128 DEPARTMENT BUDGETS Technolo_q FUND CODE 690 290 OBJECT EXPENSE 2019-2020 2020-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 8102051 Network Switch 8102057 Storage Hardware 8XXXXXX Electronic Timecard Software 8104509 Mobile Data Computers- Replacement Replacement and addition of network switches Replacement of storage infrastructure Timekeeping and scheduling software Replacement of Mobile Data Computers for the Police Department E -I 29 Estimated $ 69,000 $ - Estimated 90,000 - Estimated - 12,240 Estimated 46,500 37,500 DEPARTMENT BUDGETS Vehicle and Equipment Replacement FUND CODE 680 890 DESCRIPTION The Vehicle and Equipment Replacement Fund is intended to eventually account for all vehicle and equipment replacement casts. Individual departments are charged an annual fee for vehicle replacement. The fee is based on the estimated replacement cost of the vehicles used by the department and the estimated useful life of the vehicles. SUMMARY OF SERVICE PROGRAMS Vehicle Replacement Total PERFORMANCEIWORKLOAD MEASURES Vehicles Purchased Vehicles Refurbished Number of Vehicles Being Reserved 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 204,814 $ 320,662 $ 206,240 $ 207,840 $ 205,500 $ 382,000 $ 204,814 $ 320,662 $ 206,240 $ 207,840 $ 205,500 $ 382,000 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 ACTUAL ACTUAL BUDGETED ESTIMATED ESTIMATED 3 9 3 6 7 1 - - - - 29 43 43 43 44 F-130 2020-2021 ESTIMATED 7 44 DEPARTMEN-i BUDGETS Vehicle and Equipment Replacement FUND 680 CODE 890 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED CAPITAL OUTLAY 8103011 Police Vehicles 8103011 Fire Vehicles- Replacements 8103019 Fire Vehicles- Refurbishments 8103011 Community Development Vehicles 8103011 Recreation Vehicles 8103011 Streets Vehicles 8103011 Parks Vehicles 8103011 Public Works Vehicles 8103011 Zoo Vehicles 8103011 Building Maintenance Vehicles 8104501 Breathing Apparatuses 8102578 Radio Simulcast Project - Total Capital Outlay ACTIVITY TOTAL $ 137,804 $ 149,350 $ 139,000 $ 139,000 $ 132,000 $ 218,000 383 102,862 19,240 20,840 - 45,000 39,486 - - - _ - - 19,103 - - - _ - - - - 24,000 - - 25,724 - - - 95,000 - - - - 25,500 - - - 24,000 24,000 - - - - 24,000 24,000 - 24,000 - 23,623 - - 24,000 - 1,281 - - _ - _ 25,860 - - - - _ 204,814 320,662 206,240 207,840 205,500 382,000 $ 204,814 $ 320,662 $ 206,240 $ 207,840 $ 205,500 $ 382,000 E-131 DEPARTMEN r BUDGETS Vehicle and Equipment Re lacement FUND CODE 680 890 OBJECT EXPENSE 2019-2020 2420-2021 NUMBER CLASSIFICATION DESCRIPTION BASIS AMOUNT AMOUNT 8103011 Police Vehicles Replacement of vehicles that have exceeded their Estimate $ 132,000 $ 218,000 useful lives; 6 vehicles and 2 motorcycles to be replaced this budget cycle (5 patrol, 1 unmarked and E-132 2 motorcycles) 8103011 Fire Vehicles Replacement of vehicles that have exceeded their Estimate - 45,000 useful lives: a vehicle will be replaced in 2020-2021 8103011 Recreation Vehicles Replacement of vehicles that have exceeded their Estimate 24,000 - useful lives: a vehicle will be replaced in 2019-2020 8103011 Streets Vehicles Replacement of vehicles that have exceeded their Estimate - 95,000 useful lives; a vehicle will be replaced in 2020-2021 8103011 Parks Vehicles Replacement of vehicles that have exceeded their Estimate 25,500 - usefuI lives; a vehicle will be replaced in 2019-2020 8103011 Zoo Vehicles Replacement of vehicles that have exceeded their Estimate - 24,000 useful lives; a vehicle will be replaced in 2020-2021 8103011 Building Maintenance Vehicles Replacement of vehicles that have exceeded their Estimate 24,000 - useful lives; a vehicle will be replaced in 2019-2020 E-132 DEPARTMEN i BUDGETS Other Uses FUND 100 CODE 080 DESCRIPTION This department accounts for miscellaneous General Fund items that are not associated with any one Department. Earthquake recovery costs, including storage facility rental and temporary relocation costs are included in this department. Additionally, the General Fund contribution to the Gas Tax Fund for Streets Maintenance has historically come from this department budget. SUMMARY OF SERVICE PROGRAMS Other Total 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 1,169,200 $ 293,737 $ 261,270 $ 263,620 $ 187,390 $ 200,240 $ 1,169,200 $ 293,737 $ 261,270 $ 263,620 $ 187,390 $ 200,240 E-133 DEPARTMEN i BUDGETS Other Uses FUND 100 CODE 080 OBJECT EXPENSE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER CLASSIFICATION ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED SPECIAL PROJECTS CAPITAL OUTLAY 8101031 Copiers - Replacement $ - $ 35,473 $ 8104057 Postage Machine - 3,321 8901798 2017 Storms Debris Removal 1,200 - Total Capital Outlay 1,200 38,794 OTHER USES Transfers to: 9505026 Gas Tax Fund for Street Maintenance 168,000 254,943 261,270 263,620 187,390 200,240 9505061 Building Maintenance Fund to Fund 1,000,000 - - _ _ - Deficit Total Transfers Out 1,168,000 254,943 261,270 263,620 187,390 200,240 ACTIVITY TOTAL $ 1,169,200 $ 293,737 $ 261,270 $ 263,620 $ 187,390 $ 200,240 E-134 FUND 100 OBJECT EXPENSE NUMBER CLASSIFICATION 9505026 Gas Tax Fund for Street Maintenance DEPARTMENT BUDGETS Other Uses DESCRIPTION General Fund contribution to the cost of street department operations E-135 CODE npn 2019-2020 2020.2021 BASIS AMOUNT AMOUNT Allocation $ 187,390 $ 200,240 FUND ANHLYSIS Gas Tax Fund FUND TYPE 260 Special Revenue REVENUES Revenues from Other Agencies Revenue from Use of Money Other Revenues Transfers In Total Revenues EXPENSES Employee Services Operations Special Projects Transfers Out Total Expenses Net Income BEGINNING AVAILABLE BALANCE ENDING AVAILABLE BALANCE 2016-2017 2017-2018 2018-2419 2018-2019 2419-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ 615,182 $ 877,097 $ 1,232,310 $ 1,176,180 $ 1,349,370 $ 1,420,540 (1,104) (336) - 740 4,020 3,620 - 5,047 - 15,370 - 168,000 254,943 261,270 263,620 187,390 200,240 782,078 1,136, 751 1,493, 580 1,455, 910 1,540, 780 1,624,400 (380,694) (397,194) (422,380) (412,230) (442,460) (460,030) (536,873) (550,908) (550,400) (551,740) (586,430) (596,170) - (6,200) - (110,992) (599,240) (564,460) (109,780) (970,310} (917,567) (1,065,294} (1,572,020) (1,528,430) (1,138,670) (2,026,510} (135,489) 71,457 (78,440) (72,520) 402,110 (402,110) 136,554 1,065 78,440 72,520 - 402,110 $ 1,065 $ 72,522 $ - $ - $ 402,110 $ - C-9 FUND ANALYSIS Wastewater Fund FUND TYPE 527 Enterprise EXPENSES Employee Services 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 Operations ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED REVENUES (169,893) (141,856) (209,270) (135,070) (256,100) (206,000) Permits and Fees $ 161,198 $ 37,625 $ 201,620 $ 172,360 $ 375,050 $ 488,340 Charges for Services 1,958,527 1,987,246 2,056,220 1,987,530 2,352,880 2,877,060 Revenue from Use of Money 8,483 33,782 114,590 346,790 205,080 149,300 Other Revenues - 4,015 - - - - Total Revenues 2,128,208 2,062,668 2,372,430 2,506,680 2,933,010 3,514,700 EXPENSES Employee Services (572,128) (607,459) (633,640) (627,390) (671,330) (699,030) Operations (923,721) (898,537) (1,045,720) (1,022,570) (1,135,000) (1,151,350) Special Projects (169,893) (141,856) (209,270) (135,070) (256,100) (206,000) Capital Outlay (463,143) (212,607) (1,392,910] (258,800) (2,694,000) (3,657,900) Total Expenses (2,128,885) (1,860,459) (3,281,5401 (2,043,830) (4,756,430} (5,714,280) Net Income (677) 202,209 (909,110) 462,850 (1,823,420) (2,199,580) Increase / (Decrease) in Leave Liability 2,955 (763) - - - - BEGINNING AVAILABLE BALANCE 10,442,591 10,444,869 11,001,150 10,646,320 11,109,170 9,285,750 ENDING AVAILABLE BALANCE $ 90,444,869 $10,646,315 $10,092,040 $ 11,109,170 $ 9,285,750 $ 7,086,170 C-10 FUND ANALYSIS Transit Fund FUND TYPE 529 Enterprise EXPENSES Employee Services (41,001) (42,481) (45,410) (42,730) (44,830) (46,540) Operations (357,269) (353,585) (411,480) (368,690) (435,190) (441,490) Capital Outlay - (234,619) - (54,030) Total Expenses (398,270) (630,685) (456,890) (465,450) (480,020) (488,030) Net Income (2,720) 11,174 OTHER CASH SOURCES / USES Increase / (Decrease) of Deferred Revenue 19,742 7,405 Net (Increase) / Decrease in Cash Deficit 3,590 (183,192) Loaned from / (Repaid to) General Fund (3,590) 183,192 BEGINNING AVAILABLE BALANCE 72,036) (55,014) (72,040) (36,440) {36,440} (36,440) ENDING AVAILABLE BALANCE $ (55,014) $ (36,435) $ {72,040} $ 36,440) $ 36,440) $ (36,440) C-11 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED REVENUES Revenues from Other Agencies $ 352,750 $ 601,288 $ 413,690 $ 431,400 $ 445,970 $ 453,980 Charges for Services 45,715 37,499 45,700 36,550 36,550 36,550 Revenue from Use of Money (2,915) (2,858) (2,500) (2,500) (2,500) (2,500) Other Revenues - 5,930 - _ - - Total Revenues 395,550 641,859 456,890 465,450 480,020 488,030 EXPENSES Employee Services (41,001) (42,481) (45,410) (42,730) (44,830) (46,540) Operations (357,269) (353,585) (411,480) (368,690) (435,190) (441,490) Capital Outlay - (234,619) - (54,030) Total Expenses (398,270) (630,685) (456,890) (465,450) (480,020) (488,030) Net Income (2,720) 11,174 OTHER CASH SOURCES / USES Increase / (Decrease) of Deferred Revenue 19,742 7,405 Net (Increase) / Decrease in Cash Deficit 3,590 (183,192) Loaned from / (Repaid to) General Fund (3,590) 183,192 BEGINNING AVAILABLE BALANCE 72,036) (55,014) (72,040) (36,440) {36,440} (36,440) ENDING AVAILABLE BALANCE $ (55,014) $ (36,435) $ {72,040} $ 36,440) $ 36,440) $ (36,440) C-11 FUND ANALYSIS Building Maintenance Fund FUN❑ TYPE 615 Internal Service REVENUES Revenues from Other Agencies Charges for Services Revenue from Use of Money Other Sources Total Revenues EXPENSES Employee Services Operations Special Projects Capital Outlay Total Expenses Net Income OTHER CASH SOURCES l USES Increase 1(Decrease) in Leave Liability BEGINNING AVAILABLE BALANCE ENDING AVAILABLE BALANCE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED ESTIMATED REQUESTED REQUESTED $ - $ 249 $ - $ - $ - $ - 483,860 526,910 526,850 526,850 587,050 604,960 (844) (20,051) 1,380 22,940 22,950 20,580 1,000,000 - - _ - - 1,483,016 507,108 528,230 549,790 610,000 625,540 (254,329) (271,544) (278,960) (265,990) (303,940) (314,560) (218,008) (244,153) (275,380) (252,070) (283,110) (290,400) (5,8$5) (17,990) (2,500) (67,500) (53,840) - (52,000) (496,212) (518,197) {621,840} _ (571,900) (587,050) (656,960) 986,804 (11,089) (93,610) (22,110) 22,950 (31,420) 382 228 - - _ _ 181,847 1,169,033 1,189, 380 1,158,170 1,136, 060 1,159,010 $ 1,169,033 $ 1,158,172 $ 1,095,770 $ 1,135,060 $ 1,159,010 $ 1,127,590 C-12 FUND ANALYSIS Technolopy Services and Rel2lacement Fund FUND TYPE 690 Internal Service REVENUES Charges for Services Revenue from Use of Money Other Revenues Total Revenues EXPENSES Employee Services Operations Special Projects Capital Outlay Total Expenses Net Income OTHER CASH SOURCES ! (USES) Increase I (Decrease) in Leave Liability BEGINNING AVAILABLE BALANCE ENDING AVAILABLE BALANCE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETER ESTIMATED REQUESTED REQUESTED $ 770,890 $ 866,250 $ 864,220 $ 864,220 $ 974,730 $ 993,030 2,119 6,159 19,670 26,720 23,890 21,260 40 - - - 773,049 872,409 883,890 890,940 998,620 1,014,290 (405,883) (437,101) (472,010) (449,100) (565,940) (582,320) (191,258) (229,047) (258,880) (255,030) (256,600) (258,520) (3,874) (140) - (750) (12,410) - (401,696) (275,225) (382,530) (380,160) (252,100) (112,340) (1,002,711) (941,513) (1,113,420) (1,085,040) (1,087,050) (953,180) (229,662) (69,104) (229,530) (194,100) (88,430) 61,110 777 3,022 - - - 1,727,997 1,499,112 1,442,610 1,433,030 1,238,930 1,150,500 $ 1,499,112 $ 1,433,030 $ 1,213,080 $ 1,238,930 $ 1,150,500 $ 1,211,610 C-13 SUMMARY OF REVENUES General Fund FUND 100 SECTION E ACCOUNT NUMBER REVENUE DESCRIPTION GENERAL FUND 100 $ 6,692,918 Taxes $ 7,034,340 Property Taxes: 41110.0000 Current Year Secured 41110.6200 RDA Pass Through 41110.6280 RPTTF Distributions 41112.0000 Property Tax in Lieu of VLF 41120.0000 Current Year Unsecured 41130.0000 Current Year Supplemental 41140.0000 Prior Year Secured and 2,738,603 Unsecured 41150.0000 Property Tax Penalties & Interest 3,192,070 Sales Tax: 41210.0000 Sales & Use Tax 41330.0003 Transient Occupancy Tax 41610.0000 Property Transfer Tax 155,327 Franchise Taxes: 41410.0000 Cable Television 41420.0000 Electricity 41430.0000 Garbage Disposal 41431.0000 Chicago Grade Landfill Fee 41433.0000 Recycling Fees 41440.0000 Gas 41470.0000 Wastewater (250) Business License Tax: 41520,0005 Business Licenses Total Taxes 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED $ 6,331,644 $ 6,692,918 $ 6,982,810 $ 7,034,340 $ 7,458,470 $ 7,756,810 (619,536) (688,050) (662,180) (751,240) (789,000) (817,080) 263,066 759,176 327,220 406,260 497,500 518,400 2,596,002 2,738,603 2,807,770 2,894,760 3,069,300 3,192,070 147,249 149,214 151,120 151,830 160,740 162,350 193,007 155,327 237,300 180,220 180,220 180,220 (3,484) (6,978) (5,000) (5,000) (5,000) (5,000) (276) (1,048) (250) (250) (250) (250) 3,620,027 4,058,583 3,943,460 4,008,130 4,142,000 4,226,010 1,337,528 1,376,498 1,325,900 1,322,680 1,420,020 1,633,840 153,582 197,978 142,900 151,860 151,860 151,860 354,668 248,966 245,540 236,010 240,730 245,540 247,698 270,639 252,680 261,430 264,040 266,680 390,215 410,118 404,460 436,200 444,920 453,820 39,941 39,467 39,900 39,470 14,400 14,400 20,302 19,657 20,250 19,460 19,850 20,250 77,497 72,051 80,630 70,310 71,720 73,150 38,251 38,636 51,850 - - - 165,542 170,907 174,250 170,710 472,830 175,380 15, 372,923 16,702, 662 16, 520,610 16, 627,180 17, 514, 350 18, 248,450 SUMMARY 0E -REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND (100 D-10 Permits and Fees 42110.6020 Construction Permits $ 449,581 $ 391,538 $ 565,220 $ 420,900 $ 525,520 $ 537,800 42110,6010 General Plan Maintenance Permits 6,293 4,404 11,300 7,200 7,880 8,070 42120.8010 Grading and Drainage Permits 33,483 31,472 32,650 50,980 39,410 40,340 42130.8010 Encroachment Permits 38,070 30,230 50,870 55,340 42,040 43,020 42140.6010 Tree Application Fees 11,114 11,227 9,230 6,620 7,800 8,000 42150.6010 Planning Inspections 3,640 3,527 3,390 3,370 3,150 3,230 Total Permits and Fees 542,181 472,398 672,660 544,410 625,800 640,460 Revenues from Other Agencies 43110.0000 Motor Vehicle In -Lieu Fees (VLF) 13,833 16,265 14,000 14,950 15,170 15,400 Other Intergovernmental: 43431.0000 Homeowner's Relief 45,289 45,195 46,650 44,540 44,610 45,950 43432.0000 State Mandated Cost 576 18,429 - 5,000 5,000 5,000 43434.4120 P.O.S.T. - 24,526 25,000 25,000 25,000 25,000 43451.4000 School Resource Officer 80,000 80,000 80,000 80,000 80,000 80,000 Grants: 43624.4506 BSCC Realignment 4,140 751 - 540 34,140 - Office of Traffic Safety Grants: 43624.454X OTS DUI Grants - 30,788 17,850 17,850 - - 43624.454X OTS Traffic Enforcement - - 3,180 3,180 Grants 43676.6806 El Camino Corridor Study - 6,009 170,790 170,790 - - 43676.XXXX Development of Housing - - - - 75,000 - Element and Inclusionary Housing Policy HCD Grant D-10 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND [100] Revenues from Other Agencies (continued) Grants: (continued) 43681.4597 Wireless 911 Grant $ - $ 217,730 $ - $ _ $ 43449.5001 Fire Safe Council Grant 9,3.15 12,764 - 2,500 43615.5579 Federal Fire SAFER Grant - - 52,310 52,310 70,540 48,390 43625,1505 Cal OES Earthquake - 3,424 - - _ _ Reimbursement 43625.2505 Cal OES Earthquake - (9,182) - _ _ _ Administration 43631,1505 FEMA Earthquake - 11,834 - - _ _ Reimbursement 43631.2505 FEMA Earthquake - (1,853) - - _ _ Administration Total Revenue from Other Agencies 153,153 456,680 409,780 416,660 349,460 219,740 Charges for Services Safety: 44010.5001 First Response Charge 113,179 115,644 116,680 113,180 114,960 116,680 44021.5010 Weed Abatement 34,055 33,736 35,000 43,690 37,780 37,780 44034.5040 Fire Classes 8,314 954 - 5,850 - - 44435.5000 Castlerock Comm Site Lease 6,400 14,520 3,430 3,400 3,400 3,430 44030.5001 Other Fire Revenues 27 - - - _ - 44040.4001 False Alarms- Police 5,736 5,394 3,500 6,770 5,000 5,000 44050.4001 Mutual Aid- Police - 21,064 30,000 - 30,000 30,000 44050.5001 Mutual Aid- Fire 473,670 622,101 220,000 452,520 220,000 220,000 D-11 SUMMARY OF REVENUES General Fund FUND 100 SECTION E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2099 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND 100 $ 470 Charges for Services (continued) $ 570 Safety (continuer): 44061.4001 Police Report Sales 44065.4001 Vehicle Release Fees 44066.4001 Citation Sign Off 44067.4001 Fingerprints 44068.4001 VIN Verification 44069.4001 Other Police Services 500 Development: 44110.6010 Zoning Fees 44120.6010 Subdivision Fees- Planning 44120.8010 Subdivision Fees- Public Works 44130,6010 General & Specific Plans 44135,6010 EIR, Specific Plans & 610 Annexations 44140.6010 Appeals 44145.6010 Assessment District Formations 2,780 & Annexations 44160.5001 Plan Check Fees- Fire 44160.6010 Pian Check Fees- Planning 44160.6020 Plan Checks- Building 44160.8010 Pian Check and Inspection 53,400 Fees- Public Works 44170.5001 Inspections- Fire 44170.8010 Stormwater Permit Compliance 13,330 Site Inspections -Public 13,090 Works $ 456 $ 470 $ 350 $ 570 $ 500 $ 500 13,377 15,883 16,240 19,460 18,000 18,270 470 452 500 410 500 500 7,779 6,625 8,120 6,140 8,000 8,120 1,113 687 1,340 530 600 610 3,207 9,905 3,050 2,700 2,740 2,780 52,982 34,500 36,600 67,660 43,000 43,650 52,409 27,125 26,150 53,400 32,500 32,500 13,491 11,962 7,770 13,330 12,900 13,090 - 8,858 3,980 8,810 8,500 - 53,236 - - - - 4,570 3,062 2,510 1,250 1,210 1,230 10,130 5,496 - 1,060 - - 49,295 37,237 48,230 46,350 47,280 48,230 47,740 34,071 42,390 36,570 41,000 41,960 301,653 270,437 243,040 161,440 304,800 311,920 130,118 85,496 90,440 148,830 115,610 118,320 7,987 10,716 17,060 7,000 10,930 11,150 - - - - 10,000 10,000 D-12 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2098 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL. FUND (100 D-13 Charges for Services (continued) 44190.6010 Other Planning Fees $ 3,515 $ 3,493 $ 3,450 $ 2,850 $ 2,890 $ 2,930 44190.6020 Other Building Fees - 2,525 - 2,900 - - 44190.8010 Other Public Works Fees 176 136 190 290 190 190 44193.8010 Public Improvement Fees- 1,691 - - - - Public Works Recreation: 44201.7110 Advertising 7,445 7,735 - 5,040 5,200 5,200 44211.7111 Aquatics Program 35,320 8,006 30,850 - - 44220.7112 Adult Sports Program 41,845 29,654 36,150 40,520 36,770 37,780 44230.7113 Youth Sports Activities 66,448 59,755 59,000 59,400 59,000 59,300 44250.7116 Classes 135,632 133,034 125,000 126,300 125,000 125,000 44260.7117 Special Events 32,696 38,022 32,000 34,810 31,600 31,600 44260.1101 Promotions Special Events 22,140 26,228 - 29,220 30,000 31,000 Youth Center: 44280.7170 CPCC Teen Center Memberships 2,871 2,428 2,330 1,960 1,960 1,960 44451.7170 CPCC Rentals 17,673 21,370 16,790 19,950 20,250 20,660 44455.7170 CPCC Security Guard Revenue 600 - 400 1,340 400 400 44457.7170 CPCC Equipment Rental 122 186 - 510 300 300 Administrative Charges: 44310.0000 Copies 1,197 654 1,250 560 600 600 44320.0000 Filming Permit 2,253 - - - - - 44361.6010 Generation of Labels Fee 3,148 1,852 2,560 5,020 3,150 2,860 44362.6010 Mailing Fee 2,733 1,808 2,190 4,640 1,300 1,430 D-13 SUMMARY OF REVENUES General Fund FUND - SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND [100 D-14 Charges for Services (continued) 44364.6010 Document Imaging Fee $ 18,528 $ 15,527 $ 19,070 $ 15,670 $ 17,980 $ 18,400 44375.0005 Business License Application 28,795 32,807 30,900 32,050 32,370 33,020 Business License Background - 1,063 - - _ - Check 44399.0000 Other Administrative Fees - 385 - - - _ Pavilion and Other Rentals: 44481.7120 Pavilion Rentals 102,060 131,151 103,950 115,470 111,230 112,900 44485.7120 Security Guard Revenue 6,083 9,121 4,760 8,710 8,840 8,970 44422.7120 Other Pavilion Rentals 5,234 7,277 6,330 6,540 6,640 6,740 44472.7110 Ranger House Rentals 35 - 40 - - - 44422.0000 Other Property Rentals 1,657 1,001 - 2,570 - - Parks: 44583.8130 Park Reservation Charges 32,230 18,620 29,180 45,530 30,640 31,250 44511.8130 Park Concessions 4,370 5,933 3,500 4,360 4,230 4,230 44538.8160 Road Closure Fees 380 570 - 570 590 610 Zoo: 44610.7140 Admission 231,566 267,372 255,130 262,580 249,450 236,980 44621.7140 Sales 922 1,041 1,500 750 1,500 1,500 44623.7140 Food Sales 16,280 17,116 17,650 16,500 16,750 17,000 44624.7140 Vendor Concessions 827 588 820 210 210 210 44628.7145 Zoo Gift Shop 81,653 91,863 87,830 92,330 88,640 89,970 44260.7140 Special Events- Zoo 33,200 24,650 30,000 33,800 30,000 30,000 D-14 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE NUMBER DESCRIPTION GENERAL FUND (100) Charges for Services (continued!) 44630.7140 Educational Program 44630.7140 Miscellaneous Reimbursement Total Charges for Services 2016-2017 2017-2018 2018-2019 2018-2019 2099-2020 2020-2021 ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED $ 9,716 $ 14,430 $ 12,810 $ 8,880 $ 12,500 $ 12,810 3,568 923 - 3,480 - - 2,346,003 2,354,719 1,872,010 2,186,230 1,999,390 2,001,520 D-15 Fines and Forfeitures 45110.4001 Motor Vehicle Fines 51,059 52,145 50,000 39,820 50,000 50,000 45120.4001 Red Light Fines 4,282 3,172 5,000 1,130 3,500 3,500 45125.4001 Fix -1t Fines 456 447 1,000 480 600 600 45127.4001 Child Restraint Fee 33 - 40 40 40 40 45130.4001 Health & Safety Fines 75 45 100 100 100 100 45150.4001 Misdemeanor Fines 1,540 1,830 1,500 1,200 1,800 1,800 45241.4001 City Parking Fines 1,722 3,769 6,500 3,400 4,000 4,000 452xx.4001 Code Enforcement Fines - 11,850 35,000 4,300 10,000 10,000 45250.5001 Fire Department Fines 100 600 1,930 400 1,930 1,930 45930.0005 Business License Late Fees 8,137 7,876 7,800 9,490 7,880 7,960 45910.0000 NSF Penalties 413 483 400 730 400 400 45940.1200 Late Filing Fees -Clerk 20 230 - - - - 45920.0003 TOT Penalties 9,144 5,200 - 51,430 35,000 - Total Fines and Forfeitures 76,981 87,647 119,270 112,520 115,250 80,330 D-15 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-20/9 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND 100 Revenue from Use of Money Investment Earnings: 46110.0000 Pooled Investment Interest $ 66,102 $ 77,402 $ 55,000 $ 55,000 $ 54,380 $ 55,000 46111.0000 Adjustment to Fair Market Value (67,580) (85,019) - _ _ _ 46510.0000 Other Interest Earned 4,709 17,358 1,000 1,000 1,000 1,000 Total Revenue from Use of Money 3,231 9,741 56,000 56,000 55,380 56,000 Other Revenues 47210.0000 Workers' Compensation 28,476 4,637 15,300 6,020 6,140 6,260 Reimbursement 47820.0000 Vending Commissions 28 37 30 30 30 30 47830.0000 Insurance Reimbursements 643 - - _ _ _ 47840.8011 SB1186 Disa bil ity Access - 2,945 2,160 2,170 2,170 2,170 47870.0000 Administrative Charges to Third 202 299 100 130 100 100 Parties 47890.0000 Miscellaneous Revenue 16,305 19,900 12,590 15,270 16,000 16,140 Donations: 47900.0000 Miscellaneous Donations 1 - - _ 47900.4000 Police Donations 1,865 7,988 - 30 - - 47900.5000 Fire Donations 212,751 8,299 23,400 - 47900.7110 Recreation Donations 1,882 2,259 - 47900.7119 Skate Park Donations - 174 47900.8130 Parks Donations - 6,222 D-16 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND (100) Other Revenues (continued) Zoo Donations: 47900.7140 General Zoo Donations $ 1,534 $ 1,940 $ 2,000 $ 1,620 $ 1,620 $ 1,620 47903.7140 Zoological Society! Friends 24,249 21,451 25,000 22,820 22,800 22,800 of the Zoo Annual Contribution Interfund Administrative Charges: 47110.0000 General Overhead Allocation 361,790 388,350 396,000 396,000 430,170 446,880 47120.0404 Service Charges to 250,000 130,330 - 250,000 130,330 132,940 Redevelopment Agency 47122.0000 Service Charges to 46,514 42,930 44,530 44,530 44,910 45,400 In Lieu Low/ Moderate Income Housing Fund 47129.0000 Service Charges to - 26,980 27,490 27,490 21,080 21,770 Technology Fund 47180,0000 Public Works Allocation 322,800 312,684 312,420 312,420 384,370 394,410 to Other Funds 47185.0000 Service Charges to 155,800 136,536 216,420 134,004 129,900 132,980 Capital Projects 47195.0000 C.D.B.G. Administration 6,659 6,758 - 11,740 - - 47125.0000 Service Charges to 44,579 38,463 33,030 37,000 38,000 38,000 Assessment Districts 47127.0000 ATBID Administration 2,675 2,753 2,650 2,650 2,840 3,270 47871.2350 SLOCTM❑ Administration 2,675 2,754 2,650 2,650 2,840 3,270 Total Other Revenues 1,477,424 1,164,685 1,115,770 1,266,570 1,233,300 1,268,040 D-17 SUMMARY OF REVENUES General Fund FUND SECTION 100 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GENERAL FUND (100) Transfers In 49581.0000 Transfer in from Community $ 494,190 $ 540,250 $ 548,350 $ 548,350 $ 690,450 $ 698,950 Facilities District #2005-01 Total Transfers In 494,190 540,250 548,350 548,350 690,450 698,950 Total General Fund $ 20,466,086 $ 21,788,782 $ 21,314,450 $ 21,757,920 $ 22,583,380 $ 23,213,490 D-18 SUMMARY OF REVENUES Gas Tax Fund FUND SECTION 260 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED GAS TAX FUN❑ 260 Revenues from Other Agencies 43413.0000 Section 2103 Streets $ 82,418 $ 120,332 $ 136,000 $ 114,240 $ 268,260 $ 283,280 43415.0000 Section 2105 Streets 173,507 167,684 179,480 173,000 172,980 184,220 43416.0000 Section 2106 Construction 133,279 131,245 113,200 129,190 129,180 138,220 43417,0000 Section 2107 Maintenance 219,978 218,231 231,860 225,950 225,930 240,620 43418.0000 Section 2107.5 Engineering 6,000 6,000 6,000 6,000 6,000 6,000 43412.0000 SBI - Loan Repayment - 35,128 35,330 35,130 35,130 - 43419.0000 Section 2031 Road Maintenance - 181,060 530,440 492,670 511,890 568,200 and Rehabilitation 43412,0000 FEMA Revenue - 2017 Storms - 13,660 - - - - 43412.0000 OES Revenue - 2017 Storms - 3,757 - - - - Revenue from Use of Money 46110,0000 Investment Earnings (1,104) (336) - 740 4,020 3,620 Other Revenues 47210,0000 Workers' Compensation - - - 11,990 - - Reimbursements 47830.8160 Insurance Reimbursements - 2,797 - - 47890.0000 Miscellaneous Revenues - 2,250 - 3,380 - - Transfers In 49500.0000 Transfer in From General Fund for 168,000 254,943 261,270 263,620 187,390 200,240 Operations Total Gas Tax Fund $ 782,078 $ 1,136,751 $ 1,493,580 $ 1,455,910 $ 1,540,780 $ 1,624,400 D-20 SUMMARY OF REVENUES Wastewater Fund FUND SECTION 527 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED WASTEWATER FUND [527 Tota[ Wastewater Fund $ 3,249 Permits and Fees 42310.8270 Permits & Inspections 42320.8270 Extension Fees 42330.8278 Sewer Connection Fees 43631.4305 Charges for Services 44711.8270 Sewer Charges- Operations 44711.8278 Sewer Charges- Capital 44721.8270 Well Water 44731.8270 Tap -in Fees Tota[ Wastewater Fund $ 3,249 Revenue from Use of Money 46110.8270 Pooled Investment Interest 46141.8270 Adjustment to Fair Market Value 105,839 Other Revenues 43631.4305 FEMA 2017 Storms 43625.4305 OES 2017 Storms Tota[ Wastewater Fund $ 3,249 $ 814 $ 5,010 $ 60,320 $ 63,340 $ 66,510 105,839 24,974 131,400 71,490 138,290 137,430 52,110 11,837 65,210 40,550 173,420 284,400 1,416,692 1,430,749 1,487,930 1,434,930 1,702,810 2,090,020 495,872 501,072 522,780 504,170 598,290 734,330 39,226 52,988 40,000 45,370 46,280 47,230 6,737 2,437 5,510 3,060 5,500 5,500 118,697 154,997 114,590 217,670 205,080 149,300 (110,214) (121,215) - 129,120 - - - 3,149 - - - 866 - - - - $ 2,128,208 $ 2,062,668 $ 2,372,430 $ 2,506,680 $ 2,933,010 $ 3,514,700 D-21 SUMMARY OF REVENUES Transit Funs! FUND 529 SECTION E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED TRANSIT FUND [529 D-22 Revenues from Other Agencies 43422.0000 Article 3- Audit $ 3,440 $ 3,560 $ 4,000 $ 3,560 $ 4,000 $ 4,200 43424.0000 Article 4- Transit 136,789 164,271 174,690 152,110 122,240 117,640 43426.0000 Article 6,5- STA Discretionary 36,372 59,877 36,000 74,200 116,620 119,000 43427.0000 Article 6.5- STA Operator 2,899 2,482 4,000 2,650 2,550 2,550 43616.0000 Federal- Section 5307 Operating 173,250 181,910 195,000 187,440 200,560 210,590 43616.8011 Capital 5307- Bus - 62,132 - 7,570 - - 43616.9011 Capital 5339- Bus - 119,487 _ - 43679.7918 PTMISEA- Transit Center Kiosk - 7,569 - 3,870 - - Charges for Services 44810.8291 Transit Fares 35,045 26,848 35,200 26,150 26,150 26,150 44811.8291 Special Fares 10,670 10,651 10,500 10,400 10,400 10,400 Revenue from Use of Money 46110.0000 Investment Earnings (2,915) (2,858) (2,500) (2,500) (2,500) (2,500) Other Revenues 47890.8281 Miscellaneous Revenue - 1,500 49101.0000 Proceeds from Sale of Fixed Assets - 4,430 - - - - Total Transit Fund $ 395,550 $ 641,859 $ 455,890 $ 465,450 $ 480,020 $ 488,030 D-22 SUMMARY OF -REVENUES Building Maintenance Fund FUND SECTION 615 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED BUILDING MAINTENANCE FUND [615] Revenues from Other Agencies 43625.4305 OES- Disaster 4305 (2017 Storms) $ - $ 54 $ _ $ _ $ _ $ _ 43631.4305 FEMA- Disaster 4305 (2017 Storms) - 195 Charges for Services 44910.7150 Building Maintenance Charges 483,860 526,910 526,850 526,850 587,050 604,960 Revenue from Use of Money 46110.0000 Investment Earnings (844) (20,051) 1,380 22,940 22,950 20,580 Other Sources 49401.1000 Contribution from General Fund 1,000,000 - - _ - for Fund Balance Total Building Maintenance Fund $ 1,483,016 $ 507,108 $ 528,230 $ 549,790 $ 610,000 $ 625,540 D-23 SUMMARY OF REVENUES Technology Services and Replacement Fund FUND SECTION 690 E ACCOUNT REVENUE 2016-2017 2017-2018 2018-2019 2018-2019 2019-2020 2020-2021 NUMBER DESCRIPTION ACTUAL ACTUAL BUDGETED PROJECTED ESTIMATED ESTIMATED TECHNOLOGY SERVICES AND REPLACEMENT FUND 690 Charges for Services 44910.2900 Computer Maintenance Charges $ 698,320 $ 789,700 $ 795,170 $ 795,170 $ 903,040 $ 921,340 44920.2900 Annual Computer Replacement 72,570 69,050 69,050 69,050 71,690 71,690 Charges 47890.0000 Other Revenue - 7,500 _ _ - - Revenue from Use of Money 45110.0000 Investment Earnings 2,119 6,159 19,670 26,720 23,890 21,260 Other Revenues 49101.0000 Proceeds from Sale of Assets 40 - - - Total Technology Services and Replacement Fund $ 773,049 $ 872,409 $ 883,890 $ 890,940 $ 998,620 $ 1,014,290 D-24 • •��.�...c ►..WIFIIIIILRUU IYlinuTe t] njbit B 2019- 121 Supplementals Not included in draft document Included Requests Amount Requested Included Requests Priority Department Description 2019-20 2020-21 2019-20 2020-21 tier 2 tier 3 tier 4 Current year General Fund 2 Council Election Polling $ 45,000 1 Clerk Municipal Elections- every 10,500 10,500 1 Treasurer Increased Investment Custodial Fees 600 600 600 600 1 Legal Legal Costs 25,000 25,000 25,000 25,000 2 City Manager City -Wide Part Time Wages 14,000 35,500 14,000 35,500 1 Technology Technology Support Assistant 86,120 84,320 84,320 84,320 10 Technology Electronic Timecards 12,240 900 12,240 11 Technology Wireless Networks 14,000 2,000 2,500 14,0DC 12 Technology Staff Software Training 31,270 13,580 6,000 6,000 13,580 2 Finance Cost Ailocation1Fee Study 31,000 31,000 3 Police jAnimal Control Budget 75,000 75,000 75,000 75,000 6 Police Budgeted Vehicle 5,495 5,495 5,495 5,495 1 Fire Battalion Chief (2) 190,000 131,250 220,000 220,000 3 Fire Fire Station 2 Remodel 3,987,411 52,000 3,935,411 4 Fire lEmergency Planning-LHMP 6,000 6,000 - 4 Fire Emergency Planning -Supplies and Training 3,000 3,000 3,000 3,000 5 IFire Dual Band Handheld & Mobile 131,045 23,100 61,970 45,975 7 Fire Part -Time Wages 51,753 51,753 15,000 15,000 36,753 Fire Comprehensive Evacuation Communications Plan 80,000 80,000 1 Com Dev Senior Planner 31,610 31,610 31,610 31,610 2 Com Dev Housing Element 75,000 75,000 1 Recreation Active Net Transaction & Credit Card Fees Increase 5,000 5,000 5,000 5,000 1 1 Pavilion Network Upgrade -Internet 240 240 240 240 1 Izoo Network Upgrade -Internet 840 840 840 840 1 PW Admin Speed Zone Survey Update 60,000 1160,000 2019- 121 Supplementals Vehicle Fund Amount Requested Not included in draft document Included Requests Included Requests Priority Department Description 2019-20 2020-21 2019-20 2020-21 tier 2 tier 3 tier 4 Current year General Fund (continued) 2 PW Admin Assistant Engineer 121,200 118,200 120,000 120,000 45,000 15,000 3 PW Admin SLOCOG Membership Dues 5,560 5,600 5,560 5,600 24,000 4 PW Admin MS4 Stormwater Permit 25,000 25,000 17,500 17,500 24,000 24,000 1 Streets Backhoe Loader Replacement- Replace #232 95,000 3,100 Parks 47,000 25,500 25,500 3 PW Operations ICA Conservation Cors 24,000 11 12,000 00 Streets 1 95,000 General Fund Total $ 5,232,384 $ 640,488 $ &0,7651$ 834,4151$ 36,753 $ 59,5551$ 3,949,411 $ - Vehicle Fund 2 Police Vehicle Replacement 132,000 218,000 132,000 218,000 8 Fire Vehicle Replacement 60,000 45,000 15,000 6 Recreation Recreation Division Vehic a Replacement 24,000 24,000 1 Zoo Replacement Vehicle 24,000 24,000 2 Parks IService Truck -Replace #418 25,500 25,500 1 Streets Backhoe Loader Replacement- Replace #232 95,000 48,000 1 IBuilding Maint Service Truck -Replace #717 24,000 24,000 Vehicle Fund Total $ 300,500 $ 302,000 $ 205,500 1 $ 335,000 $ - $ 15 000 $ Is - Transit Fund 1 ITransit I JDAR Software Maintenance 11 9,500 11 9,50011 9,500 1 9,500 Transit Fund Total 11 $ 9,50011$ 9,50011s 9,5001 $ 9,5001$ - 1 $ - $ - 1 $ - 2019- 121 5upplementals Wastewater Fund Amount Requested Not included in draft document Included Requests Included Requests Priority Department Description 2019-20 2020-21 2019-20 2020-21 tier 2 tier 3 tier 4 Current year Technology Fund 2 Technology Storage Replacement 90,000 3 Technology Switch Replacement 69,000 7,370 7,370 7,370 7,370 4 Technology Computer Replacement 38,600 15,600 5 Technology Server Replacement - 45,000 103,000 103,000 6 Technology PD MDT Replacements 46,500 37,500 7 Technology Printer & Scanner Replacement 8,000 2,000 13 Technology Computer Monitors 9,913 15,000 15,000 15,000 15,000 ITechnology Fund Total $ 262,013 $ 100,100 $ - $ - $ - $ - $ Wastewater Fund WW Fee Study and User 75,000 75,000 1 WW Admin Classification Analysis Reclassify WWTP OIT to 7,370 7,370 7,370 7,370 3 WW Admin Operator I - 103,000 103,000 Asset Management Program 6 WW Admin and Work order System Annual GIS Maintenance and 15,000 15,000 15,000 15,000 7 WW Admin Modeling Lift Station 13 and Force Main 848,700 848,700 2 WW Collection Replacement Traffic Way Sewer 389,000 2,269,100 389,000 2,269,700 3 WW Collection Improvements Lift Stations 4, 7, 9, 11, 15 473,000 473,000 4 WW Collection Rehabilitation Sewer Condition 456,000 456,000 Improvements -Various 5 WW Collection Locations 2019 • 721 Supplementals Not included in draft document Included Requests Amount Requested Included Requests Priority Department Description 2019-20 2020-21 2019-20 2020-21 tier 2 tier 3 tier 4 Current year Wastewater Fund (continued) Combo Sewer Truck Storage 15,000 15,000 6 WW Collection Structure Service Pickup Truck 35,000 35,000 7 WW Collection Replacement Service Pickup Truck 36,700 36,100 8 WW Collection Replacement Emergency Generator 97,900 97,900 9 WW Collection Replacement 10 WW Collection Emergency Bypass Pump 77,300 77,300 Portable Flow Meter 25,000 7,500 32,500 7,500 11 WW Collection Equipment and Analysis Sewer System Management 30,000 30,000 12 WW Collection Plan Update Water Reclamation Facility 309,000 309,000 Process Improvements & 1 WW Treatment Updates Percolation Basic Capacity 36,100 36,100 3 WW Treatme ntl Evaluation Wastewater Fund Total $ 1,555 370 $ 3,808,570 11 $ 1.563,970 1 $ 3,770,970 $ - $ - $ - $ - 2019- 21 Supplementals Amount Requested included Requests Not included in draft document Included Requests Priority Department Description 2019-20 2020-21 2019-20 2020-21 tier 2 tier 3 tier4 Current year Other 5 Police Heat Pump Installation 15,975 15,975 2 Recreation Colony Park Drinking Fountain R 4,207 4,500 5 Recreation Colony Park Restrooms 80,000 10,000 7 Recreation Paloma Creek Park Scoreboards 14,682 14,700 1 Pavilion Window Repairs 4,800 4,800 2 Pavilion Wood Floor Maintenance 8,700 8,700 1 PW Operations Replace Handheld Radios 7,500 7,500 4 PW Operations Downtown Bird Control 16,300 13,000 16,300 2 WW Admin SCADA Server and Software Updates 35,000 1,500 35,000 5 City Manager Citywide Salary Increases 810,000 810,000 810,000 4 City Manager Part -Time Event Coordinator 27,000 27,000 27,000 1 Police New Position - 4 Full -Time Police Officers 666,885 642,560 642,560 7 Police Fuli-Time Records Clerk 88,500 88,500 88,500 4 WW Admin Reclassify WWTP Operator II to Operator III 8,020 8,020 8,020 5 WW Admin Part-time Service Worker 36,430 35,430 35,430 2 PW Operations Part Time Service Worker 26,920 25,920 25,920 1 Council Strategic Planning 11,000 11,000 11,000 2 Treasurer Professional Development 1,200 1,200 1,200 3 City Manager I Clea rGov Subscription 7,300 5,500 7,300 14 Technology Citywide Scanning 7,200 7,200 15 Technology Fiber Project 400,000 400,000 3 Finance Pension Summary Reports 6,000 6,000 6,000 2 Fire Fire Station 1 Campus Upgrade 9,994,000 200,000 9,794,000 4 Com Dev I lGeneral Plan Update 11375,000 1800,000 2019 - .21 Supplementals Priority Department 1 Parks 2 Building Maint 2 Streets 1 City Manager 8 Technology 9 Technology 1 Finance 6 Fire 5 PW Admin 3 Parks 1 WW Collection 1.9 Amount Requested Not included in draft document Included Requests Included Requests Description 2019-20 2020-21 2019-7-0 2020-21 tier 2 tier 3 tier 4 Current year Other (continued) Atascadero Lake Algae Bloom Management Program 25,000 20,000 25,000 Deodar Cedar Tables for City Hall 70,000 10,000 SidewalkTri p Hazard Mitigation Program 10,000 10,000 10,000 Additional Overtime 1,000 1,000 1,000 LaserFiche Expansion 29,400 4,400 29,400 Offsite Disaster Recovery 26,400 26,400 26,400 Increased Audit Service Fees 20,000 20,000 20,000 Establish a Equipment Replacement Fund 119,725 119,725 119,725 Establish Primary Survey Benchmark System 25,000 20,000 45,000 Portola Rd Well Supply to Atascadero Lake Operations 4,800 4,800 4,800 Mainline Video Inspection Vehicle & Equipment 20,000 2,500 20,000 Other Total $ 12,568 944 1$ 2,279,455 $ - $ - $ 1,637,430 $ 1,477,70-0 $ 10,060,325 $ 117,475 1.9 Tax Measure on November 2020 Ballot DEPARTMENT: City Manager's Office PRIORITY: OF ONE-TIME COST OF ITEM: $ $45,000 FISCAL YEAR: 2019-2020 ONGOING COST OF ITEM: $ nla STARTING FISCAL YEAR: 2019 REQUEST SUMMARY: In order to implement Council's identified top priorities for the current budget cycle, additional funding is being sought for the placement of a Sales Tax Measure on the 2020 ballot. OBJECTIVES AND JUSTIFICATIONS: The City Council has identified their top three priorities for the current budget cycle. Considering a potential sales tax measure is part of the action plan for implementing two of the goals: 1. Ensure Comprehensive Safety Readiness and Risk Mitigation 2. Foster Financial Sustainability With this Supplemental Budget Request, the City would need to contract to conduct a scientific poll to yearn community thoughts on priorities, fiscal choices and receptiveness to additional taxes to fund priorities. If the polling results indicate a likely successful outcome, and Council chooses to place a measure on the November 2020 ballot, remaining funds would be used to cover the estimated amounts for the election costs associated with the Ballot Measure to be paid to the County Clerk. It is anticipated that if approved by voters in November 2020, a Sales Tax Measure would allow the City to address one of Council's highest priorities by increasing resources for Public Safety by addressing staffing and infrastructure needs. OPTIONS: COST DETAIL: Estimated polling costs -$30,000_ $40.000 Estimated elections costs $5,000 Supplemental Budget Request 2019-2021 Municipal Flections DEPARTMENT: City Clerk _ ONE-TIME COST OF ITEM: $ 10,500 ONGOING COST OF ITEM: $ 10,540 REQUEST SUMMARY: PRIORITY: 1 OF 1 FISCAL YEAR: 2019-2021 STARTING FISCAL YEAR: 20121 Increase the City Clerk's County Costs for Municipal Elections budget by $10,500.00 to a total of $40,500.00 OBJECTIVES AND JUSTIFICATIONS: This adjustment allows for the costs charged to the City by the County for their management of the election process. Municipal Elections occur in November of every even year. Election costs are billed to the City based on the number of registered voters, and are shared amongst all agencies holding an election at that time, making these costs variable year-to-year. For the past three election cycles (2012, 2014, 2016) the costs were relatively stable for the City and in 2018, election costs increased by $17,858. While there was an uptick in registered voters, the cost per voter increased more than 70% from 2016. The County also purchased new voting equipment and billed the City $926 for depreciation costs associated with the equipment. The County advised that the election costs for 2018 did increase by $40,000 and the number of participating agencies decreased by 11, causing the upswing in costs for each agency holding an election. Given the variable nature of the costs, and the history of large increases every 3`d or 4th election cycle, the current charges are likely to remain relatively stable for the next few cycles and then, potentially, increase again. OPTIONS: Do not increase the City Clerk's County Costs for Municipal Elections budget and a budget adjustment request can be submitted with the report to the City Council calling the 2020 Election. COST DETAIL: $10,500.00 increase in the City Clerk's County Costs for Municipal Elections budget. Supplemental Budget Request 2019-2021 Increased Investment Custodial Fees DEPARTMENT: City Treasurer PRIORITY: 1 OF 2 ONE-TIME COST OF ITEM: $ FISCAL YEAR: ONGOING COST OF ITEM: $ 600 STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Due to an increase custody service fees by Union Bank, this expense has gone up, but it is unavoidable due to the need for safekeeping of the City's investments by an entity separate from the investment brokerage. OBJECTIVES AND JUSTIFICATIONS: The City employs the prudent practice of using a custodial account with a bank that holds the City's investments in various CDs and government securities. This practice ensures that an organization that offers investment opportunities to the Treasurer and the organization that holds those investments in safekeeping are separate. Although there is no requirement for this practice, the City believes this this separation is more secure. rhe current Treasurer's budget is so lean, that this increase could not be accommodated. f)PTIONS- No increase. COST DETAIL: Estimated annual increase of investment custodial fees at $600 each year Supplemental Budget Request 2019-2021 DEPARTMENT: City Attorney ONE-TIME COST OF ITEM: $ 25,000 ONGOING COST OF ITEM: $_ 25,000 REQUEST SUMMARY: Legal Costs PRIORITY FISCAL YEAR: 2019-2021 STARTING FISCAL YEAR: 20121 OF Request for additional budget to cover court representation services and unexpected/irregular legal matters. OBJECTIVES AND JUSTIFICATIONS: Since FY 2015/16, the City has spent over $300,000 annually in legal bills. Legal bills exceeded $370,000 for both FY 2015116 and 2017118. With an annual budget of $260,000, a budget adjustment is required annually to balance the City Attorney budget. In fact, with the spending trend of $50,000 or more above budget, an adjustment of $49,000 was made earlier this year to bring the FY 2018119 budget to $309,000 for the year. The annual expenditures for legal services fluctuates based on personnel issues throughout the year, code enforcement cases, and court appearances for misdemeanor tickets (such as camping violations). In order to address the significant overage in the budget and to make the City Attorney's Office more accessible as issues and questions arise in the City, a contract amendment has been proposed to go from a monthly retainer and hourly billing model to a flat rate of $20,000 per month for a total contract of $240,000 annually. Moving to this model, there is both certainty in the monthly expenditure for legal services with BWS and, save unexpected and irregular legal matters, make for a standard annual contract amount. That being said, court appearances are separate from the BWS contract and are billed by Hanley & Fleishman. These are dependent on the misdemeanor tickets written and, given the rate of appearances this year, can exceed an additional $30-40,000 annually. To account for these appearances, and in case of unexpected legal matters, a budget increase of $25,000 is being requested. OPTIONS: Do not increase the City Attorney budget and a budget adjustment request can be done at the end of the year. COST DETAIL.: $25,000 annual increase in Contract Legal Services. Supplemental Budget Request 2019-2021 City -Wive Par[ Time Wages Increase DEPARTMENT: City Manager ONE-TIME COST OF ITEM: $ 14,000 ONGOING COST OF ITEM: $ 35,500 REQUEST SUMMARY: PRIORITY: 2 OF 4 FISCAL YEAR: 2019-2021 STARTING FISCAL YEAR: 2019120 Request for a City -Wide wages increase for part time staff OBJECTIVES AND JUSTIFICATIONS: California's minimum wage is scheduled to increase to $15 per hour beginning January 1, 2022. The increases are scheduled on an annual basis and will increase by $1 per hour every year beginning in 2018 through 2022, The California minimum wage increased to $12.00 on January 1, 2019. The City's current part time wages range from $12.41 to $39.99. An increase will be necessary to bring the part time wages in compliance with California minimum wage requirements through 2022. OPTIONS: 1. Option 1 will increase only the part time wages that need to be increased to meet the California minimum wage requirements. 2. Option 2 will increase all part time wages uniformly. COST DETAIL: 1. Option 1: 2019120 City -Wide 2020121 City -Wide Increase of $7,500 Increase of $25,000 2. Option 2.- 2019/20 :2019120 City -Wide Increase of $14,009 2020121 City -Wide Increase of $35,500 Supplemental Budget Request 2019-2021 Staffing Adlustmenf DEPARTMENT: IT ONE-TIME COST OF ITEM: $ 1,860 ONGOING COST OF ITEM: $ 84,320 REQUEST SUMMARY.- This UMMARY: PRIORITY: 1 OF 15 FISCAL YEAR: 19126 STARTING FISCAL YEAR: 19120 This request is for an additional IT staff member and to reclassify the Senior Technical Support Specialist position to a Network Analyst. OBJECTIVES AND JUSTIFICATIONS: The City's IT needs have grown beyond that which can be managed by three full-time employees. The increasing demands from City staff, the public and business owners are resulting in the following IT responsibilities not being completed. 1. Radios a. IT is now highly involved in the maintenance and configuration of our radio systems and we cannot stay ahead of the system needs. 2. Mobile Data Terminals (MDTs) a. These devices do not receive the attention they require to be reliably usable tools for emergency personnel. 3. GIS a. Intern work and partial IT oversight has not been enough to keep pace with staff and public expectations. Individual departments continue to take on more GIS work. Asset management is a huge program where GIS could streamline current workflows. Interactive online maps could help staff more fully communicate information. 4. Project Management a. Major software implementations and upgrades take a tremendous amount of time. Trakit took and still takes a lot of time from IT. As IT spends more time on enterprise- wide projects like Trakit, we have proportionally less time to spend on the rest of IT business. We will be unable to manage another project close to Trakit's scope without additional help, 5, New Functionality requests a. City staff know their jobs well and often request new functionality so they can perform their duties more effectively and efficiently. IT staff cannot always fulfill these requests in a timely manner, if at all. 6. Training a. All staff, including IT, need to be properly trained on all systems that pertain to their job functions. IT has been unable to afford the time necessary to be trained on the systems we maintain. 7. Website Upkeep a. Access to up-to-date information is critical for communities. We are unable to keep our websites current. 8. Updates Supplemental Budget Request 2019-2021 a. Keeping the operating system and software on all computers, servers and mobile devices up-to-date helps provide a secure computing environment. Applying updates takes a lot of time and we are unable to keep all equipment sufficiently updated, 9. Log reviews a. Regular review of the access logs for our externally connected systems is necessary to find and block various methods of attack and unauthorized access attempts. We only have time to review logs when a suspected or confirmed attack occurs. Log reviews need to be done proactively to block access before an attack happens. 10. Compliance a. More legislation is beginning to effect IT. We are often unable to meet these legislation requirements and deadlines. 11. Disaster Preparedness a, We are unable to spend the time necessary to be properly prepared. 12. Cyber Security a. Local governments all over the nation struggle to keep their environments secure. In order to successfully weather malicious attacks, diligent time is required. We do not have the time to implement and enforce policies, train staff to identify security vulnerabilities or test our defenses. City Benefit A new IT staff member would increase the available hands to resolve issues by 33%. The faster we can resolve issues for City staff, the more effective and efficient they can be. With a new IT staff member, larger, enterprise -wide projects will receive more attention. Streamlining efforts for all departments can be researched and implemented, further increasing efficiency for all City staff. As we are able to spend more time building stability and security into our environment, the fewer disruption City staff will have. Public Benefit The public will indirectly benefit from an additional IT staff member. Because IT is an internal service division, the majority of our effort directly supports City staff. Benefits that City staff receive, as noted above, will have cascading effects for the public they serve. Communication channels through email and phones will be more stable and predictable. Publicaliy available information through WebLink and the website will be current and accessible. Recommendations A reclassification of an existing staff position and the addition of one new staff member are recommended so we can start to better meet City needs. Reclassify Senior Technical Support Specialist to Network Analyst A small reclassification is needed to both reflect the current responsibility of the position and to accurately promote the job if it is ever vacated. The title Network Analyst best describes the current responsibilities of the position. New Position Technical Support Specialist A new Technical Support Specialist would take care of much of the daily needs of City staff. This position would be responsible for responding to service requests, installing application updates, setting up rooms for meetings, and for maintaining phones, printers, scanners, desktops and laptops. These tasks would help ensure that all city staff are able to work effectively and efficiently. The time IT currently spends on these tasks keeps us from working on the list of responsibilities listed on the previous page. A new staff member dedicated to keeping the rest of city staff working smoothly would give current staff the time to reestablish a safe and secure computing environment. OPTIONS: Option 1 ■ Reclassify Senior Technical Support Specialist to Network Analyst ❑ From Range 24 + Out Of Class(OOC) pay (5%) to Range 30 ■ 1 new staff ❑ Technical Support Specialist— Range 20 o Remove IT Intern a Keep GIS intern Option 2 • Reclassify Senior Technical Support Specialist to Network Analyst o From Range 24 + OOC to Range 30 • Increase operating budget o Hire more consultants to handle some of the workload and to manage and complete entire projects. o Invest in software solutions to automate tasks. COST DETAIL: Option 1 - $83,600 annually, $1,800 one-time • Reclassify = $8,100 annually o Current fully allocated cost — Range 24 + OOC = $110,070 ❑ Range 30, Step E fully allocated cost = $125,110 a Range 30, Step E salary = $78,480 o Comparisons ■ Paso Robles • IS Tech IV — Max salary = $85,500 • New position = $75,500 annually ❑ Range 20, Step E fully allocated cost = $99,720 c Range 20, Step E salary = $61,491 o IT Intern savings = $14,975 annually ❑ Operating increases ■ Cell phone = $720 annually o One-time expenses ■ Training & Equipment = $1800 o Comparisons ■ San Luis Obispo • IT Assistant — Step 5 salary = $59,878 Option 2 • Reclassify = $8,100 annually • Increase Operating Budget $50,000 annually Electronic Timecards DEPARTMENT: IT ONE-TIME COST OF ITEM: $_12,240 ONGOING COST OF ITEM: $_900 REQUEST SUMMARY: PRIORITY: 10 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: 20121 This request is for timekeeping and scheduling software. OBJECTIVES AND JUSTIFICATIONS: Electronic timecards will help streamline the submission and approval processes. Rules built into Eden will help keep staff from filling out their timecard incorrectly. Routing features will send the timecards to the correct supervisor for signature. Values are automatically dumped into Eden, reducing the amount of time needed for manual entry. The new Eden module would also allow for recording hours for project tracking. in addition to filling out timecards in the web portal, staff will be able to view and update employee and dependent records, view paycheck history, tax information, leave usage, benefits and deduction usage, direct deposit elections, evaluations, job history, and qualifications. All access is controlled through permissions. CIPTInNS- Continue with paper timecards. COST DETAIL: HR Web Extension - $5,000 Training --- 24 hours - $3,840 Initial Web Server Install -- $2,500 Annual Maintenance $900 One-time Fees - $11,340 Annual Fees - $900 Supplemental Budget Request 2019-2021 Wireless Networks DEPARTMENT: IT ONE-TIME COST OF ITEM: $_14,000 ONGOING COST OF ITEM: $ 2,000 REQUEST SUMMARY: PRIORITY: 11 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: 19120 This request is for the build out and upkeep of wireless networks at some City facilities. OBJECTIVES AND JUSTIFICATIONS: Most City facilities now have some form of a publically available wireless network for staff and consultants to use when on-site. The zoo does not have any wireless network and consultants and the public would benefit from wi-fi access. Some of the facilities have outdated equipment that needs to be upgraded. This equipment needs to be depreciated. All existing wireless infrastructure has been purchased out of IT operating funds. We need to depreciate all existing equipment so we can keep the networks working as expected. r)PTlMI.q- None COST DETAIL: Zoo build -out - $8,000 City Hall update - $3,000 Pavilion update - $3,000 Depreciation $6,239 spent over the last 2 years. Expected 4 year life span. $2,000 per year over next 4 years will catch us up on all previously purchased equipment. Supplemental Budget Request 2019-2021 Staff Software Training DEPARTMENT: IT ONE-TIME COST OF ITEM: $ 31,270 ONGOING COST OF ITEM: $_13,580 REQUEST SUMMARY: PRIORITY: 12 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: 19120 This request is for funds to provide software training for city staff. OBJECTIVES AND JUSTIFICATIONS: Software updates usually bring new features but staff rarely has the time to research and learn about how the new features can be best used. New hires are also expected to have a baseline understanding of Microsoft Office projects. Regular, city wide training on our enterprise software packages will bring existing users up -to -speed and ensure that new hires will have the tools necessary to start their job well. IT staff is not able to provide this level of support and we recommend hiring a consultant to conduct this training. The consultant recommended is based in San Luis Obispo and can conduct on --site training at our facilities or off-site training at their classrooms in San Luis Obispo. The trainers would conduct some large group training sessions to catch existing employees up, hold more advanced classes for those that know the basics and train new hires at their facility as part of the onboarding process. OPTIONS: We can mix -and -match classes and locations to meet our needs. Key classes for staff would be Office, Windows OS and Crystal Reports. Proposed Training Schedule = 12 on-site classes this summer and fall to get good baseline training completed. 2 on-site classes per month for 2 months to cover advanced training • 30 Class Pass for use as needed and for new hires + 20 Class Pass annually for use as needed • 6 on-site classes annually COST DETAIL: Each class = $1660 Per month $3200 d months of training = $25,660 30 Class Pass = $5676 20 Class Pass = $3980 Annually 6 On-site Classes = $9,600 Annually Supplemental Budget Request 2019-2021 Cost AllocationlFee Stud DEPARTMENT: Administrative Services Department PRIORITY: 2 OF 3 ONE-TIME COST OF ITEM: $ 31,000 FISCAL YEAR: 2019-2020 ONGOING COST OF ITEM: $ 0 STARTING FISCAL YEAR: REQUEST SUMMARY: Contract Fee Study services to determine if the City is charging the correct reimbursement for City services provided to the public, to ensure proper reimbursements for grants and reimbursements, and to ensure appropriate subsidies. OBJECTIVES AND JUSTIFICATIONS: There are many regulations the City is required to adhere to in the area of fees. In most cases, the City is able to charge only enough fees to offset the cost of providing the service. The last Fee Study was performed in 2014. Many changes within the organization have changed since then, and therefore, the cost of many of the services that are provided have likely also changed. In order for the Council to make decisions on the extent of subsidy for each City service, more accurate costs of .)roviding services are necessary. Additionally, the City receives grants and reimbursements from Federal, State, and focal governmental agencies, and in order to comply with the various regulations, periodic updates of the cost allocation/fee study are necessary. OPTIONS: 1, Delay the Fee Study. 2. Do not perform Fee Study 3. Perform a "mini" Fee Study at a reduced cost, however, this is not recommended since so much has changed with the organization since the last Fee Study was completed, and this wouldn't provide enough updated information to be reliable. COST DETAIL: One Time Fee (incurred 2099--2020): Fee Study $28,000 Travel Expenses 3,000 $34,000 Supplemental Budget Request 2019-2021 Animal Control Budfget Increase DEPARTMENT: Police ONE-TIME COST OF ITEM: $ PRIORITY: 3 OF 7 FISCAL YEAR: ONGOING COST OF ITEM: $75,000 STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: The Atascadero Police Department is requesting an increase in the annual budget for Animal Control Services, based on an increase in the ongoing cost of services provided by San Luis Obispo County Animal Control. OBJECTIVES AND JUSTIFICATIONS: The City of Atascadero contracts with the San Luis Obispo County Animal Services Division to provide Animal Control services to our community. The cost of Animal Control Services is determined by the county based on the annual percentage of use by each participating agency. This percentage can fluctuate yearly based on the amount of services provided. During that past few years there has been an increase in the cost of services charged to the City of Atascadero by County Animal Control. This has been based both on an increase in the percentage of services our community has been provided, and on an increase in the overall budget costs experienced by County .animal Control. The City of Atascadero has previously budgeted $240,000 for Animal Control Services. In fiscal year 2018-2019, the City of Atascadero was advised that there was a substantial increase in costs to just under $293,000. In speaking with Animal Services Director Eric Anderson, these costs are again expected to increase in the coming year. The Atascadero Police Department is requesting an increase to the annual budget of $75,000 to cover the cost of this increase. OPTIONS: The City of Atascadero does not have the ability to operate its own Animal Control Division. The City must either pay this cost, or choose not to participate with Sall Luis Obispo County Animal Control. The Atascadero Police Department budget could not be increased and the department would be forced to absorb these additional costs into the current budget resulting in a significant cut to operations capabilities. COST DETAIL: $75,000 annually for budget years 2019-2020 and 2020-2021. Supplemental Budget Request 2019-2021 Bud eted Vehicle Replacement Cost DEPARTMENT: Police PRIORITY:S OF 7 ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $5495.00 REQUEST SUMMARY: FISCAL YEAR: STARTING FISCAL YEAR: 19/20 Request for the amount of budgeted vehicle replacement to be increased by $5495.00 per year starting in the 19120 budget year. OBJECTIVES AND JUSTIFICATIONS: During the past budget cycle, the department transitioned to a fully supported vehicle fleet. This change was accomplished by moving money from the operating budget to the vehicle replacement and supplementing the vehicle replacement fund with SLESF funds. As the department has progressed in eliminating non -supported vehicles from the fleet, and transitions to a fully supported fleet, we have realized that there is a slight increase from anticipated costs. This leaves an estimated shortfall of $5495.40 per year in the vehicle replacement budget. The department is requesting an increase in this budget area to account for the shortfall. OPTIONS: The department could continue to operate with a yearly shortfall by finding savings in the amount of money needed for vehicle replacement. The Department could replace these funds each year by finding savings in other areas of our budget. The Department could also use SLESF funds to make up for the yearly shortfall. COST DETAIL: $5495.00 per year starting with budget year 19120 and continuing indefinitely. Supplernental Budget Request 2019-2021 Battalion Chief DEPARTMENT: Fire and EmergencV Services PRIORITY: 1 OF 8 ONE-TIME COST OF ITEM: $ 67,000 FISCAL YEAR: 2019/2929 ONGOING COST OF ITEM: $ 131,250 STARTING FISCAL YEAR: 2019/2020 REQUEST SUMMARY: The Fire Department is requesting: 1. Create new position at the rank of Battalion Chief 2. Create a new rank of Fire Marshal/Battalion Chief and upgrade the current Fire Marshal/Captain to the new rank OBJECTIVES AND JUSTIFICATIONS: A Battalion Chief is a mid -management, salaried position that reports to the Fire Chief and supervises the engine company Captains. The l=ire Department does not have a mid -management position. The duties of this new position will be daily operations, shared emergency coverage with the Fire Chief and administrative duties that will include emergency planning, staffing, fleet management, facilities and training. The Battalion Chief will be the primary Incident Commander and may also operate as the department Safety Officer. The current Fire Marshal/Captain would be upgraded to a Battalion Chief rank to better reflect his job duties. He currently has mid -management responsibilities including community risk reduction (wildfire preparedness, weed abatement, building and sprinkler inspections, plan review, fire prevention, fire investigation), Emergency Management, emergency operations including emergency response and training, and other special assignments including the County Haz Mat Team and County Fire Investigators Strike Team. The Fire Department currently has a Firefighter position partially funded by a federal grant. This 19th firefighter was initially hired to provide vacation relief and save overtime dollars by providing one extra person to a staff of 18. During the life of this grant, a Fire Captain could be removed from the engine company assignment and promoted to the new Battalion Chief position. This would still allow for 18 floor personnel to staff the engine companies while utilizing the federal grant to assist with the Battalion Chief salary. The salary structure for these new positions would be modeled after the APD Lieutenant salary structure. OPTIONS: 1. Only create Fire Marshal/Battalion Chief position by upgrading the current Fire Marshal/Captain rank to provide middle management and shared duty coverage. 2. Create new Battalion Chief for a limited time frame (life of federal SAFER grant) 3. Continue with current staffing model Supplemental Budget Request 2019-2021 COST DETAIL: Battalion Chief - annual cost of approximately $123,000. If a Fire Captain was moved to this position and the 19th firefighter was moved to fill this vacancy, the federal grant would provide an offset of approximately $80,000 and $40,000 (second and third year of 3 year grant). Other costs would include a computer and increase to the overtime budget. Fire Marshal/Battalion Chief - minimal cost to move current Fire Marshal/Captain to Fire Marshal/Battalion Chief — salary increase is very close to annual overtime Other potential costs: Mobile Data Computer and desk workstation - $7,000 one-time cost and $750 annual replacement ($4,500 replacement value for MDC and 6 -year life) Vehicle - $60,000 one-time cost and $7,500 annual replacement (8 -year life) Fire Station 2 Remodel DEPARTMENT: Fire and Emergency Services PRIORITY: 3 ❑F 8 ONE-TIME COST OF ITEM: $ 3,987,411 FISCAL YEAR: 2019-2920 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: Remodel Fire Station 2 to mitigate safety issues and meet current and future needs of the department. The station needs a new diesel exhaust extraction system and increased living spaces including separate sleeping areas for male and female firefighters. OBJECTIVES AND JUSTIFICATIONS: Fire Station 2 was built in 1986 and has only seen a few minor upgrades over the years. At the time it was built, a crew of two firefighters shared one bedroom. Since that time, the office has been turned into the Captain's Office/bedroom and rest of the crew (two or three firefighters during the summer) share the original bunk room. A facility assessment conducted by RRM Design Group showed needs of a remodel and addition of approximately 4000 sf that would meet space needs, male/female quarters and living and working spaces for existing and future personnel. It also details the need for a separation between apparatus equipment and living and exercise spaces. This includes a new diesel exhaust extraction system that is about 21 years old and ineffective. OPTIONS: 1, Mitigate the personnel safety issue only— New diesel exhaust extraction system - $52,990 2. Rework remodel plan for a smaller expansion to lower costs 3. Continue using the existing facility with no upgrades COST DETAIL: RRM Design Group, Concept Project Budget: Building Equipment/Furnishings Site improvements Fees Admin/Contingency Market Escalation Total $2,442,525 $184,250 $242,182 $428,292 $492,039 $198,131 $3,987,411 Supplemental Budget Request 2019-2021 Emergency Planning -Local Hazard Miggafion Plan DEPARTMENT: Fire and Emergency Services ONE-TIME COST OF ITEM: $ 6000 ONGOING COST OF ITEM: $ REQUEST SUMMARY: PRIORITY: 9 FISCAL YEAR: 2019/2020 STARTING FISCAL YEAR: The Fire Department requests ane -time costs to update the Local Hazard Mitigation Plan. OBJECTIVES AND JUSTIFICATIONS: OF 9 The Local Hazard Mitigation plan is a document that identifies potential hazards and the effects of major disasters including wildland fires, earthquakes, floods and windstorms. After identifying hazards, it provides actions and procedures to follow to reduce the severity of the damages for each type of incident. Our plan was written in 2005 and was last updated in 2015. To be eligible for federal grants that would provide funds for either the mitigation of hazards before a disaster or funds to assist with rebuilding after a disaster has occurred, the LHMP needs to be updated every 5 years. Currently the County is completing a county -wide Hazard Mitigation Plan. Every city is participating in the update. The project will then assist each city and district update their local plan. The county has secured grant funding to cover the majority of the cost but each city has a portion of the cost. OPTIONS: 1. This project has already started. If the LHMP is not funded, funding will need to come from the Fire Department operating budget. COST DETAIL: Local Hazard Mitigation Plan Update - $6000 one time Supplemental Budget Request 2019-2021 Emergency Planning - Training and Supplies DEPARTMENT: City Manager _ PRIORITY; OF ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $ 3,000 FISCAL YEAR: STARTING FISCAL YEAR: 2019/2020 REQUEST SUMMARY: Increase the City Manager's training budget for Emergency Planning training and supplies. OBJECTIVES AND JUSTIFICATIONS: The Fire Department is tasked with training city staff and managing the emergency plan. To assist the Fire Department, the City has the Emergency Planning Committee, made up of a representative from each department. This money would allow the Fire Department and the committee to train our personnel and purchase necessary supplies to equip our EOC. These funds will allow the Emergency Planning Committee to move forward in the areas necessary to keep the city compliant with current FEMA standards, including the requirement to train staff annually on Emergency Planning and EOC operations. OPTIONS: 1. Do not increase City Manager training budget and continue all training and supplies through the Fire Department operations budget COST DETAIL: Training and EOC Supplies - $3000 ongoing Supplemental Budget Request 2019-2021 Dual Band Handheld and Mobile Radio Replacement DEPARTMENT: Fire and Emergency Services PRIORITY: 5 ONE-TIME COST OF ITEM: $ 131,045 FISCAL YEAR: 2019/2020 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: OF 8 Replace dual band handheld radios and mobile radios for fire apparatus and utility vehicles. OBJECTIVES AND JUSTIFICATIONS: The objective is to replace our current outdated dual band handheld and mobile radios with Motorola radios. Radios are a critical component of every day communication and are vital in the safety of fire department personnel on every call for service. Dual band radios are utilized on emergency incidents where fire personnel need to communicate with police, ambulance and hospital personnel. These incidents may include mass casualty incidents or active shooter type situations. Having dual band radios provides for the interoperability with other agencies that is required to receive any federal aid money in the event of a large scale disaster. Due to the rapidly evolving technology of radio systems and updating of system requirements, the need to replace both handheld and mobile radios every 7-10 years is necessary to facilitate consistent and reliable communication both in the city and with statewide resources. We are beginning to see our dual band capable handheld and mobile radios fail due to their age. With the exception of two newer staff vehicles, all other mobile radios are over 10 years old and every handheld dual hand radio is over 10 years old. OPTIONS: 1. Purchase radios in phases over the budget cycle or several years a. Purchase only Dual band mobile radios b. Purchase only Single band mobile radios c. Purchase only handheld radios 2. Purchase fewer number of handheld dual band radios: a. Four radios for 7500, 7520, 7591, 7592 - $23,076 1 Do not purchase any radios and continue with existing equipment. COST DETAIL: jingle band mobile radio (12) - $61,962 Dual band mobile radio (4) - $22,931 Dual band handheld radio (8) - $46,152. Total - $131,045 Supplemental Budget Request 2019.2021 Part -Time Wages DEPARTMENT: Fire and Emergency Services PRIORITY: 7 OF 8 ONE-TIME COST OF ITEM: $ FISCAL YEAR: ONGOING COST OF ITEM: $ 51,753 STARTING FISCAL YEAR: 2019/2020 REQUEST SUMMARY: The Fire Department is requesting an annual increase to the part time wages budget of $39,019. OBJECTIVES AND JUSTIFICATIONS: The part time wages budget is used to fund the Seasonal Firefighter position for the Fire Department. The seasonal firefighter position is a temporary/part-time position used to augment engine company staffing during the summer fire season. Six are hired to work a 56 -hour workweek that conforms to the paid staff schedule and two are hired to backfill when others respond out of the city on a mutual aid incident. At the beginning of the season, they spend one week in training to complete annual mandatory wildland, medical and structural firefighting training. The length of the work assignment is 6 months or less. An increase in the budget is necessary to address the annual increase to the minimum wage. Additionally, several years of heavy fire activity in the state in October, November and December has dictated that the seasonal firefighters work the full six months, when historically ,.he season ended much closer to September or October. OPTIONS: 1. No change to part time wages budget and utilize seasonal firefighters for fess than six months 2. Eliminate training academy (train on shift) 3. Eliminate alternate seasonals COST DETAIL; Annual cost of Seasonal program $110,299 See attached spreadsheet Part -Time Wages Budget $71,280 Increase to budget: $39,019 Including Taxes and Benefits $149,791 $ 51,753 Supplemental Budget Request 2019-2021 EmeLqency Plannin - Evacuation and Public Notification System DEPARTMENT: Fire and Emergency Services ONE-TIME COST OF ITEM: $ 80,000 ONGOING COST OF ITEM: $ REQUEST SUMMARY: FISCAL YEAR PRIORITY: 4 OF 8 2019/2020 STARTING FISCAL YEAR: The Fire Department requests money to hire a consultant to update our evacuation plan and provide recommendations for emergency public notifications. OBJECTIVES AND JUSTIFICATIONS: City Council has established the priority to ensure comprehensive safety readiness and risk mitigation. To work towards this goal, staff would like to implement a comprehensive evacuation and emergency communications pian. This would include hiring an outside consultant to address the following topics: Evacuation Notification: c Effectiveness of cell phone towers and cell phone notifications in the event of loss of power. Ea Effectiveness 1 feasibility of implementing a siren system. a Development of a strong social media platform for constant communication during an emergency. o Effectiveness of "weather radio" system. ❑ Effectiveness of landline notifications. ❑ Educating the community on evacuation notifications. ❑ Activating evacuation and evacuation routes. Evacuation Implementation: o Developing clear evacuation route scenarios based on the event. ❑ Pre -identified routes for evacuation of residents vs. bringing resources and equipment in. ❑ Identifying areas and streets to close to facilitate one-way traffic moving people out of the affected area. c Identify choke areas where traffic control personnel will be need to be stationed to move people through quickly. o Identifying those neighborhoods with one way in 1 out and look for ways to mitigate through easements, neighborhood discussions and paper roads. o Identify and train City staff members in implementing an evacuation. e Train neighborhood volunteers to assist with knowing evacuation plans and helping others learn about the plans. Supplemental Budget Request 2019-2021 o Train neighborhood volunteers to gather information on those that may have special needs in an evacuation (elderly, homebound, etc.) and to assist those with special needs in an evacuation. o Develop a program that allows those that may not be able to self -evacuate to identify themselves in advance to police/fire. o Identify potential safe refuge areas in the event that full evacuation is not possible. OPTIONS: 1. Update evacuation and emergency notification plan in house with Fire Department staff 2. Continue to use existing evacuation and mass evacuation notification systems COST DETAIL: Estimated cost to hire consultant - $80,000 Senior Planner DEPARTMENT: Community Development ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $_31,610_ PRIORITY: 1 OF 4 FISCAL YEAR: 2019-20 STARTING FISCAL YEAR: 2020 REQUEST SUMMARY: Request to add one full time senior planner in replacement of one part-time senior planner while seeking to reduce the hours of the second part time senior planner position. OBJECTIVES AND JUSTIFICATIONS: Recently, staff turnover has resulted in the loss of the Associate Planner position. At the same time one of the part time planning staff has requested full time work, while the other part time staff planner has requested to reduce hours. The Community Development Department needs to add a full time Senior Planner in addition to retaining one part time planning staff, one associate planner and one assistance planner (current staff is one assistant, one associate and two part time senior). A full time Senior Planner is a key staff person needed to help guide current and long range planning activities and assist with the Design Review Committee and Planning Commission. The senior planner is also needed to manage significant development projects such as the Del Rio Specific Plan, EI Camino Plan, Barrel Creek project, the Housing Element and future General Plan update. Part time staff have .peen utilized to make up for the lack of a full time Senior Planner, however the need for a full-time dedicated senior staff is increasing and is projected to increase even if economy flattens. Long range planning activities are anticipated to increase over the next 2-4 years as the City contemplates a new Housing Element and a new General Plan Land Use and Circulation Element. Major development projects continue to consume significant staff time and these projects need experienced staff to help guide through a planning and development process. These projects include the Barrel Creek and Del Rio Specific Plans, Major downtown redevelopment projects, Dove Creek commercial project, and the potential unknown future of the Eagle Ranch area. Additionally, assistance is needed to continue guiding economic development and helping to attract quality head of household jobs to our community. OPTIONS: 1. Continue with 2 part time "senior planner" staff. This option is ok, however the part time staff cannot be offered a competitive wage and are not here at times when needed. One of the part time staff wants to significantly reduce her hours or may not work at ail this summer. 2. Utilize a contract planner to assist with growing workload. This option may work but doesn't give us the personnel that are part of our team and they may not be connected with our community and political needs. COST DETAIL.: Following one-time hiring, testing and training costs of approximately $2-3,000, the annual cost of a all time senior planner in addition to keeping one part time senior planner for less than 10 hours per month will be $31,510 additional cost per year. If the remaining part time senior planner position hours are reduced to zero, the ongoing costs would be $26,050. Supplemental Budget Request 2019-2021 Housing Element & Inclusionary Housing Polic DEPARTMENT: Community Development PRIORITY: 2 OF 4 ONE-TIME COST OF ITEM: $ 75,000 FISCAL YEAR: 2020-21 ONGOING COST OF ITEM: $ 0 STARTING FISCAL YEAR: 2020 REQUEST SUMMARY: Request for one-time funds to complete the State Mandated update to the Housing Element of the City's General Plan. OBJECTIVES AND JUSTIFICATIONS: The City needs to prepare an update to the Housing Element of the General Pian. This activity is typically lead by a consultant and makes recommendations on future housing policies and implementation methods for meeting the region's housing goals. The State of California mandates that every City adopt a Housing Element and the Housing Element must be certified by the State Department of Housing and Community Development. The due date for our Housing Element to be complete and certified is December 31, 2020. All the Cities in San Luis Obispo County are operating under this same requirement. The City will need to work with a consultant to assist in completing this worm. The completed housing element will be incorporated into the City General Plan and will assist the City in completing an update to the City's Land Use and Circulation Elements of the General Plan. The completed housing element will be incorporated into the City General Plan and will assist the City in completing an update to the City's Land Use and Circulation Elements of the General Plan. This mandated effort must be completed or the City will be subject to additional oversight and policy directives from the state of California. Having an updated and State certified housing Element will enable the City to be eligible for grants and other funding opportunities. OPTIONS: 1. Seek grants to assist with the funding of this effort. 2. Complete the work in house with existing staff and re -prioritize other projects 3. Don't complete the housing element update and continue with the existing housing element. This will result in a non -certified element. COST DETAIL: Consultant costs are estimated to be about $75,000 based on the complexity of our needs. Grants from the state are typically available for this activity and staff will be seeking grant assistance. Supplemental Budget Request 2019-2021 Increased Active Net Transaction and Credit Card Fees DEPARTMENT: Citv Manager/Recreation Division PRIORITY: OF ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $ 5,000 REQUEST SUMMARY: FISCAL YEAR: STARTING FISCAL YEAR: 2019-2020 Increase budget for Active Net transaction fees and credit card fees. OBJECTIVES AND JUSTIFICATIONS: Active Net is the credit card provider for the Recreation Division. Credit cards are accepted at the Recreation Division and online when the public enrolls in a class or a sports program. The Recreation Division has had an increase in activity and that has increased the transaction and credit card fees charged by Active Net. OPTIONS: Do not increase the transaction and credit card fees budget but this is not recommended since the City is required to pay these fees if the City continues accepting credit cards in the Recreation Division. COST DETAIL: Increase of $5,000 annually. Supplemental Budget Request 2019-2021 DEPARTMENT: Pavilion ONE --TIME COST OF ITEM: $ ONGOING COST OF ITEM: $_240 REQUEST SUMMARY: Wireless Networks PRIORITY: 3 OF 3 FISCAL YEAR: 19/20 STARTING FISCAL.. YEAR: 19120 This request is for the increased costs to support wireless networks at Zoo.. OBJECTIVES AND JUSTIFICATIONS: The Pavilion currently has limited wireless network and renters would benefit from wider bandwidth wi-fi access. OPTIONS: Hold off on wifi. COST DETAIL: $70 monthly for internet services (already budgeted at $50/mo). Supplemental Budget Request 2019-2021 DEPARTMENT: Zoo ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $_840. REQUEST SUMMARY: Wireless Networks PRIORITY: 2 OF 2 FISCAL YEAR: 19/20 STARTING FISCAL YEAR: 19120 This request is for the increased costs to support wireless networks at Zoo.. OBJECTIVES AND JUSTIFICATIONS: The zoo currently does not have any wireless network and employees and consultants would benefit from wi-fi access. Some of the facilities have outdated equipment that needs to be upgraded. OPTIONS: Hold off on wifi. COST DETAIL: $70 monthly for internet services Supplemental Budget Request 2019-2021 Speed Zone Survey Update DEPARTMENT: Public Works — Administration/Engineering PRIORITY ONE-TIME COST OF ITEM: $ 60,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 OF 5 REQUEST SUMMARY: In order to enforce speed limit zones on City streets that are not the statutory prima facie limits of 25 or 55 mph, a speed zone survey is performed on each street section. This survey is valid for five years and may be extended to up to ten years under certain conditions and rechecks. The last speed survey was performed in 2010 and has been extended to its 10 -year limit; which now requires a full update to the speed zone survey to be performed by a traffic engineering consultant. OBJECTIVES AND JUSTIFICATIONS: Most citizens can be relied upon to behave in a reasonable manner as they go about their daily activities. Generally speaking, traffic laws that reflect the behavior of the majority of motorists are found to be successful. Laws that arbitrarily restrict the majority of drivers encourage wholesale violations, lack public support, and usually fail to bring about the desirable changes in driving behavior. This is especially true of speed zoning. The Police Department relies on reasonable and well-recognized speed laws to control the unreasonable violator whose behavior is clearly out of line with the normal flow of traffic. Division 11, Chapter T, Article 1 of the California Vehicle Code (CVC) (Section 22348) provides the mechanism for local authorities to "determine and declare" a prima facie speed limit in excess of 25 mph and less than 55 mph on the basis of an Engineering and Traffic Survey (E&TS). Section 4- 2.501 of the AMC allows the City Engineer, through an engineering traffic survey, to determine the appropriate speed limit for streets within the City. The 2010 Speed Zone Survey Update was prepared by a traffic engineering consultant, TPG Consulting, who analyzed 36 roadway segments it Atascadero. This survey and its recommendations were approved by the City Council on September 14, 2010. There are several additional roadway sections that are recommended to be added to the sections included in the last speed zone survey due to additional traffic, a change in land use, or repeated citizen complaints. It is likely that the updated speed zone survey will determine that most speed limits that currently exist will not change. If a change is recommended and approved, or speed zones are established on new roadway sections, costs to furnish and install new speed limit signs will be incurred. Staff recommends having the speed zone survey performed sometime in FY19/20 to provide time to gain the necessary approval of the City Council and review of the District Judge - who will examine the speed zone survey for reasonableness and compliance with applicable laws. OPTIONS: Do nothing. This option will discourage patrol officers from enforcing speed limits since challenges to citations will not likely hold up in court due to an outdated speed zone survey. .;OST DETAIL: Traffic Engineering Consulting Fees: $55,000 New Speed Limit Signs and Posts: 5,000 Total: $60,000 Supplemental Budget Request 2019-2021 Assistant Engineer or Capital Projects Manage DEPARTMENT: Public Works —Administration/Engineering PRIORITY: 2 OF 5 ONE-TIME COST OF ITEM: $ 3,440 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 118,200 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: The combined Administration/Engineering (A/E) Division of Public Works currently has a total of six employees including Director/City Engineer, Deputy Director/Principal Civil Engineer, Associate Engineer, Public Works inspector, Administrative Assistant, and Office Assistant ill. This division is responsible for implementing the CIP and capital projects (design -bid -construct), inspections, development review and public improvements, final parcel and subdivision maps, engineering standards, Right-of-way management/encroachment permits, traffic engineering, stormwater management, grading and drainage, septic design standards, regulatory reporting, coordinating solid waste and recycling operations, as -built plans, transit/Dial-A-Ride, supporting Maintenance and Wastewater Divisions, and overall department administration activities (personnel, policies, budgets, records, SOPs, etc.). The current workload of the A/E Division has increased significantly from new project funding (F14, SB -1, etc.), new regulatory mandates (MS4, LAMP, etc.), increased development activity, and managing systems of aging and deteriorating infrastructure. This request is for an entry level civil engineering or capital projects manager to assist with this increased work demand. OBJECTIVES AND JUSTIFICATIONS: The Assistant Engineer position is a versatile position that will be responsible for performing technical and administrative work related to various projects and programs of the A/E division. Currently the A/E division contracts with engineering consulting firms to perform design and prepare construction plans for most capital projects. Consultants have been hired lately to perform inspection on some capital projects due to the volume of encroachment permits, development public improvements, and capital projects tying up the one current inspector. This position will allow for more design work and preparation of construction plans to be performed in-house by A/E staff, as well as providing inspection on capital projects, saving tens of thousands of dollars on each project. In addition, the Assistant Engineer will assist with other A/E responsibilities including MS4 stormwater permit reporting and inspections, LAMP documentation, Engineering Standards updates, construction cost estimates, CIP preparation, GIS and CADD work, field reconnaissance, infrastructure asset management, as -built record plan requests, customer service, and many more activities. This position is expected to work at least half-time to three-quarters an capital projects which are not generally funded by the General Fund. Furthermore, the cost for this position will be partially offset by savings in not hiring consulting firms. OPTIONS - 1. Hire an experienced Engineering Technician position. This is a long stretch since Engineering Technicians are dwindling in numbers and difficult to find. 2. Hire contract employee from consulting firm. This option will likely cost more than current request. COST DETAIL: Assistant Engineer or Capital Projects Manager (R31, Step A to E): $116,200 plus $2,000 ongoing costs 5upplernental Budget Request 2019-2021 SLOCOG Membership Dues DEPARTMENT: Public Works -Administration/Engineering PRIORITY: 3 OF 5 ONE-TIME COST OF ITEM: $ FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 5,600± STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: In December 2017, the San Luis Obispo Council of Governments (SLOCOG) Board approved a new $50,000 "member dues" schedule to be paid by the county and seven member cities. Each member jurisdiction is responsible to pay its prorated share of the $50,000 (based upon population) with general funds. Atasacadero's share for FY19120 is $5,560 and will be adjusted each year based upon variations in population. OBJECTIVES AND JUSTIFICATIONS: The new "member dues" was initiated in FY18119 when SLOCOG has partnered with a consultant to advocate for various projects and programs (not legislation) at the State level in Sacramento. SLOCOG is not allowed to use LTF monies for advocating activities, and the general fund contributions collected as "member dues" provide a viable funding source for these activities. SLOCOG has approved advocating at the State level for transportation funding in their Overall Work Program. SLOCOG acknowledges that its member agencies reside in a small regional area and it is necessary to have a partner in Sacramento to advocate on our behalf. The member dues could easily be dwarfed with a single project or program being awarded funding. OPTIONS: None. COST DETAIL: JURISDICTION 19120 DUES Arroyo Grande $ 3,197 Afascadero $ 5,560 Grover Beach $ 2,421 Morro Bay $ 1,875 Paso Robles $ 5,634 Pismo Beach $ 1,470 San Luis Obispo $ 9,809 SLO County $ 20,035 Total Membership Dues $ 50,000 Supplemental Budget Request 2019-2021 MS4 Stormwater Permit Compliance DEPARTMENT: Public Works —Administration/Engineering PRIORITY: 4 OF 5 ONE-TIME COST OF ITEM: $ FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 25,000 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: As MS4 Permittee, the City must comply with all Stormwater Municipal Separate Storm Sewer Systems (MS4) Permit tasks as outlined in the Guidance Document, Currently, there does not exist any funding allocated for fixed cost items for compliance other than for the annual renewal MS4 permit fee. This request is related to costs needed to comply with the ongoing MS4 permit mandates. OBJECTIVES AND JUSTIFICATIONS: The following is a description of the items needing ongoing funding to comply with MS4 requirements. Stormwater Modeling Software Costs: The MS4 permit requires that permittees have a regional modeling software program to simulate and estimate the effectiveness of onsite and regional stormwater facilities. The City has committed to a software program being utilized by SLO County and other local agencies called 2nd Nature. The County updates the software data as new facilities are constructed in Atascadero and runs analysis on behalf of the City. The City in turn provides "in- kind" GIS and stormwater related activities. The City is responsible for an annual software maintenance fee of $5,000 that the City pays for the 2"d Nature software. Annual MS4 Training/Support for City Staff: The MS4 permit requires training for all City staff, including maintenance workers, who directly or indirectly encounter stormwater issues such as sediment and erosion control, municipal corporation yard operations, illicit discharges, and other related topics. This training is typically done by a consultant who also assists the City with providing and creating inspection logs, forms, and handouts; and providing guidance on MS4 compliance. Trash Implementation Plan: The City participates with a countywide marketing effort for this new activity. Other costs include support for volunteer participation and other miscellaneous costs, High -Priority Construction Site Inspections: The City is delegated the responsibility for stormwater compliance within Atascadero's jurisdictional boundary. One area of risk to the City is non- compliance on "high priority" construction sites that have potential for more significant pollution. It is proposed to contract with licensed inspectors to provide these site inspections during critical seasons. OPTIONS: Fund request for short term and recoup some or all costs as part of the Service Fee Study Update. COST DETAIL Stormwater Modeling Software Annual Maintenance Cost: $ 5,000 Annual MS4 Training/Support for City Staff (consultant fees): $ 7,500 Trash Implementation Plan (City's share of Countywide effort): $ 2,500 tigh-Priority Construction Site Inspections (consultant fees): $10,000 Tota I: $25,000 Supplemental Budget Request 2019-2021 Backhoe Loader Replacement ( #232 DEPARTMENT: Public Works — Streets Maintenance PRIORITY: 1 OF 2 ONE-TIME COST OF ITEM: $ 95,000_ FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ 3,100 Add'I STARTING FISCAL YEAR: 21122 REQUEST SUMMARY: Replace one 1987 Case 580e Backhoe Loader (#232) with a new or slightly used in-kind loader backhoe. OBJECTIVES AND JUSTIFICATIONS: A backhoe loader is a versatile type of construction equipment that is used for a variety of work in public works. This tractor looking piece of equipment has a loading bucket on the front end and an articulating backhoe component on the back end. The backhoe loader is used almost daily for a variety of heavy/highway and general tasks including digging trenches, loading materials into dump trucks and dumpsters, grading and drainage, moving heavy objects, clearing blocked culverts and drain inlets, clearing downed trees and debris from roads, and other miscellaneous tasks. Without a backhoe loader in its fleet, Public Works would need to contract out many of the daily tasks it performs; including many which are time sensitive and emergency related (storm damage, blocked roads, flooding, etc.). The backhoe loader is on a 20 -year cycle in the vehicle and equipment replacement schedule. Monies are set aside each year during the replacement cycle so that the expected replacement cost if the equipment is fully funded at the time of purchase. However, the scheduled replacement cost available of $47,990 was based upon the original price of the current backhoe loader. Inflation and strict emissions regulations since 1987 have increased the purchase price to about $95,000 for a new or newer model. This request is for FY20121 — which will be exceed the 20 -year replacement cycle by three years to allow for additional expenditures to be allocated for the increased purchase price. Ongoing costs of $3,600 is related to the difference between the $48,000 price in the current replacement cycle and the estimated purchase price of $110,000 for the next replacement cycle in 2040. OPTIONS: Replacement of the backhoe loader could be further delayed or extended, but the proposed purchase is already three years overdue. Delaying this purchase is not recommended since the replacement schedule takes into consideration the overall wear and tear on the equipment. In addition, it is expected that the tires will need to be replaced if the replacement is further delayed, which is expected to costs approximately $2,000. COST DETAIL: 2019 New or Slightly Used Backhoe Loader (Case 580N or equivalent): $95,000 **$47,990 available in Vehicle Replacement Fund Additional funds needed for future replacement 2040 Estimated Purchase Price: $110,000 Current price in replacement schedule: 48,000 Difference: $ 62,000 Additional amount needed for future replacement: $62,000120 yea rs=$3,100 per year Supplemental Budget Request 2019-2021 California Conservation Corps Pro'ects DEPARTMENT:_ Public Works -- Maintenance Operations PRIORITY: 3 OF 4 ONE-TIME COST OF ITEM: $_24&00 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 12,000 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: The California Conservation Corps (CCC) is the oldest and largest conservation corps in the nation, The purpose of the CCC is to protect and enhance California's natural resources and communities, while developing young adults into citizens with character, credentials, and commitment, The CCC is available for hire by local agencies, which the City has taken advantage of in the past for various natural resource projects that require a large labor force, such as clearing brush, constructing fencing, and building trails. The Los Padres District of the CCC is located in San Luis Obispo. This request allows for a full CCC crew for 10 days in FY19120 and 5 days starting FY20/21, OBJECTIVES AND JUSTIFICATIONS: The objective of using the CCC is to allow the City to complete periodic projects that require a large labor workforce in a timely manner without impeding the regular duties of City personnel. Proposed projects include the following: • Atascadero Creek brush removal and cleanup (ECR Bridge to Lewis Avenue Bridge) ■ Atascadero Lake perimeter brush removal and cleanup • Constructing recreational facilities, large scale landscaping activities, etc. at City parks • Constructing and maintaining trails, medians, boulevards, etc. Each GCC crew is comprised of 12 workers and a supervisor. The CCC carries its own worker's compensation insurance but has no bonding ability. Individual contract workers are also available to local agencies per day at an hourly rate (approx. $24/hour). OPTIONS: The City could organize volunteers to perform these projects, but many volunteers may not possess the skills or physical abilities that the CCC crews provide. In addition, volunteers are not reliable and the City could be liable for injuries to volunteers. A work crew from the Men's Colony could also be an alternative, but like volunteers, may not possess the abilities of the CCC crew. Either of these options would also require significant time of City personnel to organize and oversee. COST DETAIL: CCC work crew rate: $2,400 per day One-time costs (FY 19120): $2,4001day x 10 days (2 weeks) = $24,000 Ongoing costs: (FY20121+): $2,400/day x 5 days (1 week) :-- $12,000 Supplemental Budget Request 2019-2021 Vehicle Replacement DEPARTMENT: Police Department PRIORITY: 2 _0177 ONE --TIME COST OF ITEM: $350,000 FISCAL YEAR: 2019-2021 ONGOING COST OF ITEM: STARTING FISCAL YEAR: REQUEST SUMMARY: The Police Department is requesting one unmarked unit, two motorcycles and six marked patrol units during the 2019-2021 budget cycle. OBJECTIVES AND JUSTIFICATIONS: Most police vehicles are utilized 24 hours a day, seven days a week, enabling officers to perform their duties that include proactive patrol and response to both emergency and non -emergency calls for service. Studies have shown that marked police vehicles endure engine wear and tear equivalent to twice that of the same model owned by a private citizen due to multiple factors associated with the job function. The Police Department is requesting a total of nine vehicles be replaced in this budget cycle. Replacement of these vehicles is necessary to maintain a fleet of reliable vehicles needed for public safety service delivery. The Police Department has recently increased the number of supported vehicles in our fleet. In an effort to reduce future costs, the Police Department has increased the expected life span of new vehicles from three to four years for patrol vehicles and from six to eight years for most unmarked vehicles. Replacement funds have been set aside accordingly for all vehicles in the department. Vehicles are now replaced at the designated end of life rather than leaving them in the fleet in an unsupported capacity. This has resulted in a savings on repair costs of formerly aging vehicles and on fuel costs, since newer model vehicles are higher in fuel efficiency. The Police Department is continuing the replacement of outdated and unreliable vehicle equipment such as light bars, controllers and radio's in newly purchased vehicles. The equipment in many vehicles is over fifteen years old. Each time we have a failure of the old equipment the vehicle is out of service and requires expensive repairs. A result of replacing, not repairing, the old equipment we have seen a savings within our vehicle maintenance budget. The replacement costs for this equipment will be reduced in future years once all of the equipment has been brought up to date. The cost of vehicles purchased from the dealer through the national fleet contract continues to increase. Additionally there remains an increase in the overall equipment costs due to the switch from the traditional Ford Crown Victoria Police Interceptor to the SUV style police interceptor. These costs will be reduced in future years, once all Crown Victoria's have been replaced. The total cost of the replacement of the vehicles scheduled is expected to be $401,000.00. Of that amount $335,000 will be allocated from vehicle replacement funds. The remaining $66,000 in costs )ver the allocated replacement amounts related to the purchase of new equipment will be allocated from Supplemental Law Enforcement Services Funds (SLESF) during the 2019-2021 budget cycle. Supplemental Budget Request 2019-2021 OPTIONS: Continue to use aging vehicles and equipment, which will result in increased repair costs and create potential liability and safety issues. COST DETAIL: Year 1 (2019/2020): 2 Marked Patrol Units @ $31,000.00 ea. $62,000.00 Equipment and installation @ $20,000.00 ea. $40,000.00 1 Motorcycle @ $30,000.00 Total $132,000.00 FY 2019-2020 Year 2 (202012021): 3 Marked Patrol Units +@ $31,000.00 ea. $93,000.00 Equipment and installation @ $20,000.00 ea. $50,000.00 1 Unmarked Vehicle @ $35,000.00 1 Motorcycle @ $30,000.00 Total $218,000.00 FY 2020-2021 TOTAL $350,000.00 FY 2019-2021 Vehicle Replacement DEPARTMENT: Fire and Emergency Services PRIORITY: 8 OF 8 ONE-TIME COST OF ITEM: $ 60,000 FISCAL YEAR: 2020/2021 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: The Fire Department is requesting funds budgeted in the vehicle replacement account ($45,000) to replace a 2012 Ford F150 4wd Truck (Vehicle 594). An additional $15,000 is requested to complete equipment and radios. OBJECTIVES AND JUSTIFICATIONS: The 2012 Ford F150 is due for reassignment. This truck is used by the Fire Department as a Strike Team Leader vehicle and as a logistical vehicle in town to move tools, equipment or hose after a fire or other incident. It is also the primary vehicle for training when fire department employees attend classes out of town. Equipment needed to outfit the vehicle include: lights, siren, camper shell, incident command box, vehicle marking and emergency radios. OPTIONS: 1. Decline purchase request 2. Delay purchase request to next budget year. COST DETAIL: Vehicle Cost $35,000 Equipment $15,000 Radios $10,000 Subtotal $60,000 Replacement fund ($45,000) Total to be supplemented from the General Fund $15,000 Supplemental Budget Request 2019-2021 Recreation Division Vehicle Replacement DEPARTMENT: City Manager/Recreation Division PRIORITY: OF COST OF ITEM: $23.000 FISCAL YEAR: 2019-2020 REQUEST SUMMARY: The Recreation Division is requesting funding to replace the 2005 ford Explorer as the Division vehicle. OBJECTIVES AND JUSTIFICATIONS: The Recreation Division currently has a Ford Explorer that is used for many Division needs such as travel for professional development throughout California, travel to and from meetings in San Luis Obispo and Santa Barbara Counties, travel to and from San Luis Obispo to pick up program equipment, uniforms, etc., and around Atascadero as needed for flyer distribution. It is also used extensively to transport City special event equipment such as the sound system, pop -ups, tables, and other items as needed. In 2005 the Recreation Division purchased a new Ford truck. In 2012 the Recreation Division gave the Zoo the truck in exchange for the Ford Explorer from the Public Works Department. The 2005 Ford Explorer is not fuel efficient and can be quite costly to travel out of our area, so when traveling out of our County we try to borrow another Department's vehicle that is more trustworthy and would cost less in gas. Some of the other issues with the Explorer are listed here: The entire roof has rusted off, leaving it , i f The ceiling material was glued back into prone to leaking and mold issues. place after falling down, and also has some mold areas possibly due to roof leaks. The rear passenger weather stripping has been re -glued multiple times but won't stay up which has caused leaking of water into the back seat material. There are a few areas with exposed wiring (emergency brake) and the door panel is falling off on the driver's door. Supplemental Budget Request 2019-2021 The Explorer has almost 69,000 miles and even after the oil is changed it says it needs to be changed again, and is now saying low oil pressure. OPTIONS: #1: Purchase a new fleet vehicle that is fuel efficient and has plenty of room to transport special event items. 42: Purchase a used vehicle that is fuel efficient and has plenty of room to transport special event items. Craigslist options attached. #3; Purchase a vehicle from another City Department that may need to upgrade. COST DETAIL: Option #1: $23,000 Option ##2: $12,000-$17,006 Option #3: depends on vehicle Replacement of Zoo Ford_pickuu DEPARTMENT:City Manager/Zoo COST OF ITEM: $24,000 REQUEST SUMMARY: To replace the ford pickup truck at zoo OBJECTIVES AND JUSTIFICATIONS: PRI0RITY:1 OF 1 FISCAL. YEAR: 2020-21 The pickup has reached the age where we need to replace it rather then spend more funds on keeping it operational. OPTIONS: We could keep this vehicle but maintaining it is safe running condition will continue to cost more as the vehicle continues to age and wear out. COST DETAIL: $24,000 increase in vehicle budget line for _yea r 2020-2021 Supplemental Budget Request 2017-2019 Service Pickup Truck Replacement (#478) DEPARTMENT: Public Works — Parks Maintenance PRIORITY: 2 OF 3 ONE-TIME COST OF ITEM: $ 25,500 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Replace one 2011 Ford F150 (4x2) pickup truck (#418) with a new in-kind truck. OBJECTIVES AND JUSTIFICATIONS: Service trucks are necessary vehicles in the management, maintenance, and repair of City infrastructure and facilities. Pickup trucks are the standard service truck used by the Public Works Maintenance Division staff in the performance of their duties and responsibilities. These trucks transport staff, equipment, supplies, and materials from the maintenance corporation yard to the various parks, buildings, and streets infrastructure located throughout the 2E square mile city limits. The City maintains a vehicle replacement schedule based upon the duty type of work, frequency of use, wear and tear, and overall condition. Monies are set aside each year during the replacement cycle so that the expected replacement cost of the vehicle is fully funded at the time of purchase. This vehicle replacement request is in compliance with the replacement schedule and funding available. OPTIONS: Service truck replacements could be delayed or extended, but this option is typically not recommended since the replacement schedule takes into consideration the overall wear and tear on the truck. Delaying or extending the replacement can lead to "nickel and diming" costs or other major expenses in older vehicles. COST DETAIL: New %-Ton Pickup Truck (4x2) $22,500 Lift Gate $ 1,500 Accessories (warning lights, tool box, etc.) 1,500 Total $25,500 Supplemental Budget Request 2019-2021 Backhoe Loader Replacement #23� DEPARTMENT: Public Works — Streets Maintenance PRIORITY: 1 OF ONE-TIME COST OF ITEM: $ 95,000 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ 3,100 Add'] STARTING FISCAL YEAR: 21122 REQUEST SUMMARY: Replace one 1987 Case 580e Backhoe Loader (#232) with a new or slightly used in-kind loader backhoe. 2 OBJECTIVES AND JUSTIFICATIONS: A backhoe loader is a versatile type of construction equipment that is used for a variety of work in public works. This tractor looking piece of equipment has a loading bucket on the front end and an articulating backhoe component on the back end. The backhoe loader is used almost daily for a variety of heavy/highway and general tasks including digging trenches, loading materials into dump trucks and dumpsters, grading and drainage, moving heavy objects, clearing blocked culverts and drain inlets, clearing downed trees and debris from roads, and other miscellaneous tasks. Without a backhoe loader in its fleet, Public Works would need to contract out many of the daily tasks it performs, including many which are time sensitive and emergency related (storm damage, blocked roads, flooding, etc.). The backhoe loader is on a 20 -year cycle in the vehicle and equipment replacement schedule. Monies are set aside each year during the replacement cycle so that the expected replacement cost of the equipment is fully funded at the time of purchase. However, the scheduled replacement cost available of $47,990 was based upon the original price of the current backhoe loader. Inflation and strict emissions regulations since 1987 have increased the purchase price to about $95,000 for a new or newer model. This request is for FY20121 — which will be exceed the 20 -year replacement cycle by three years to allow for additional expenditures to be allocated for the increased purchase price. Ongoing costs of $3,600 is related to the difference between the $48,000 price in the current replacement cycle and the estimated purchase price of $110,000 for the next replacement cycle in 2040. OPTIONS: Replacement of the backhoe loader could be further delayed or extended, but the proposed purchase is already three years overdue. Delaying this purchase is not recommended since the replacement schedule takes into consideration the overall wear and tear on the equipment. In addition, it is expected that the tires will need to be replaced if the replacement is further delayed, which is expected to costs approximately $2,000. COST DETAIL: 2019 New or Slightly Used Backhoe Loader (Case 58ON or equivalent): $95,000 **$47,990 available in Vehicle Replacement Fund Additional funds needed for future replacement 2040 Estimated Purchase Price: $110,000 Current price in replacement schedule: 48,00 Difference: $ 62,d00 Additional amount needed for future replacement: $62,000120 years=$3,100 per year Supplemental Budget Request 2019-2021 Service Pickup Truck Replacement #777 DEPARTMENT: Public Works — Building Maintenance PRIORITY: 1 OF 2 ONE-TIME COST OF ITEM: $ 24,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Replace one 2008 Ford F150 (42) pickup truck (#717) with a new in-kind truck. OBJECTIVES AND JUSTIFICATIONS: Service trucks are necessary vehicles in the management, maintenance, and repair of City infrastructure and facilities. Pickup trucks are the standard service truck used by the Public Works Maintenance Division staff in the performance of their duties and responsibilities. These trucks transport staff, equipment, supplies, and materials from the maintenance corporation yard to the various parks, buildings, and streets infrastructure located throughout the 25 square mile city limits. The City maintains a vehicle replacement schedule based upon the duty type of work, frequency of use, wear and tear, and overall condition. Monies are set aside each year during the replacement cycle so that the expected replacement cost of the vehicle is fully funded at the time of purchase. This vehicle replacement request is in compliance with the replacement schedule and funding available. OPTIONS: Service truck replacements could be delayed or extended, but this option is typically not recommended since the replacement schedule takes into consideration the overall wear and tear on the truck. Delaying or extending the replacement can lead to "nickel and diming" costs or other major expenses in older vehicles. COST DETAIL: New 1/2 -Ton Pickup Truck (4x2) $22,500 Accessories (warning lights, tool box, etc.) 1,500 Total $24,000 Supplemental Budget Request 2019-2021 Dial -A -Ride Software Maintenance DEPARTMENT: Public Works -Transit PRIORITY: 1 OF ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $ 9,500 FISCAL YEAR: 19129 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: The Easy Rides software program used by transit staff for the Dial -A -Ride operations was updated in 2018 for the first time after 15 years. The previous version, purchased in 2003, did not have annual software maintenance costs that virtually all software companies now mandate with the purchase agreement. This request is for the ongoing mandated software maintenance fee required to operate Easy Rides software, which will begin in FY20121 (first two years free after install). OBJECTIVES AND JUSTIFICATIONS: The new Easy Rides software is fully implemented and has allowed the Dial -A -Ride operations to run very smoothly. This new technology employs tablets in each bus to provide directions to each pickupldropoff to provide reliable and timely service. The reporting module of the software is more accurate and meets the reporting requirements of SLOCOG and Caltrans. OPTIONS: None — this item is mandatory for continued use of the software. COST DETAIL: Annual software maintenance: $9,500 The cost for this item does not require the use of general funds. Supplemental Budget Request 2419-2021 Storage Replacement DEPARTMENT: 1T ONE-TIME COST OF ITEM: $_90,000 ONGOING COST OF ITEM: $ REQUEST SUMMARY: This request is to replace our storage infrastructure. OBJECTIVES AND JUSTIFICATIONS: PRIORITY: 2 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: Our storage infrastructure (controller and hard drives) was fully depreciated in the spring of 2018. To keep pace with our storage needs, we will need to replace the system to give us more capacity and flexibility. OPTIONS: None COST DETAIL: Cost Estimate = $90,000 Depreciated funds = $84,053 • P2000 — current storage system = $34,755 ■ Storage Capacity Upgrade = $9,757 + Datacore Software — Storage Software = $39,540 Supplemental Budget Request 2019-2021 Switch Replacement DEPARTMENT: IT PRIORITY: 3 OF 15 ONE-TIME COST OF ITEM: $ 59,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: This request is for the replacement of 14 network switches and additional switching capacity. OBJECTIVES AND JUSTIFICATIONS: Many of the network switches are ready to be replaced. We are scheduled to replace 4 core switches and 10 edge switches. We are also requesting new funds to add to our count of network switches. As we add more staff, printers and desks, we need to add capacity to our switches. OPTIONS: Do not increase switching capacity. Use only depreciated funds. COST DETAIL: Depreciated Core Switches - $39,000 • 4 @ $9,750 each Edge Switches - $20,000 ■ 10 a@ $2,000 each New Funds New Edge Switches - $10,000 Supplemental Budget Request 2019-2021 Computer Replacement DEPARTMENT: IT ONE-TIME COST OF ITEM: $_38,6001$15,600 ONGOING COST OF ITEM: $ REQUEST SUMMARY: PRIORITY: 4 OF 15 FISCAL YEAR: 19120 & 20121 STARTING FISCAL YEAR: This request is for the purchase of replacement computers and tablets. OBJECTIVES AND JUSTIFICATIONS: We will be replacing the remaining virtual machines in FY 19120, along with some very old physical machines. We will replace end -of --life laptops in FY 20121. Some iPads are now old enough we are unable to keep them updated. We will replace 4 iPads each fiscal year. OPTIONS: None COST DETAIL: Replacement computers are fully depreciated and will be funded from the technology fund. 19-20 Desktops = $35,000 Laptops = $0 iPads = $3600 20-21 Desktops = $0 Laptops = $12,000 iPads = $3600 Supplemental Budget Request 2019-2021 Server Replacements DEPARTMENT: IT ONE-TIME COST OF ITEM: $_45,000 ONGOING COST OF ITEM: $ REQUEST SUMMARY: This request is to replace physical servers. OBJECTIVES AND JUSTIFICATIONS: 2 servers will be replaced in FY 20121. OPTIONS: COST DETAIL: 19120-$0 20121 - $45,000 • Police video server - $20,000 • Backup server - $25,000 PRIORITY: 5 OF 15 FISCAL YEAR: 20121 STARTING FISCAL YEAR: Supplemental Budget Request 2019-2021 PD MDT Replacements DEPARTMENT: IT PRIORITY: 6 OF 15 ONE-TIME COST OF ITEM: $ 46,5001$37,500 FISCAL YEAR: 19120 & 20121 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: This request is for replacing Police Mobile Data Terminals (MDTs) and in -car video systems. We are also requesting funds to replace two Police laptops with MDTs. OBJECTIVES AND JUSTIFICATIONS: PD MDTs and in -car video systems are now replaced in conjunction with replaced vehicles. Each new vehicle will be outfitted with a replacement MDT and a replacement in -car video system. The two Police Lieutenants are currently using laptops and these have limited use and life in the field. MDTs will allow both Lieutenants to be fully resourced to manage incidents from the field. OPTIONS: None COST DETAIL: Replacement FY 19120 - $46,540 3 vehicles o MDT - $4,500 each o Camera System — $8,000 each • 2 Lieutenant MDTs - $4,500 each FY 20121 - $37,500 3 vehicles o MDT - $4,500 each o Camera System — $8,000 each Supplemental Budget Request 2019-2021 Printer & Scanner Replacement DEPARTMENT: IT PRIORITY: 7 OF 15 ONE-TIME COST OF ITEM, $$,0001$2,000 ONGOING COST OF ITEM: $ REQUEST SUMMARY., FISCAL. YEAR: 19120 & 20121 STARTING FISCAL_ YEAR: This request is for the purchase of replacement printers and scanners. OBJECTIVES AND JUSTIFICATIONS: In order to save money over the last several years we have not replaced many of our network printers and a few of them are starting to show signs of their age. These replacement printers will be faster, quieter and they will be able to print larger documents. PD has a very old scanner that needs to be replaced this budget cycle. n13T1nK1C- Continue to use existing printers with increased maintenance. COST DETAIL: Funds are available in the technology replacement fund. 19-20 Printers - $5000 • Scanner -$3000 20-21 Printers - $2000 Supplemental Budget Request 2019-2021 DEPARTMENT: IT ONE-TIME COST OF ITEM: $_9,913 ONGOING COST OF ITEM: $ REQUEST SUMMARY: Computer Monitors PRIORITY: 13 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: This request is for funds to purchase computer monitors. OBJECTIVES AND JUSTIFICATIONS: There are still many computer workstations that have monitors less than 24 inches. We pian on bringing all monitors up to the 24 inch standard. There are also some workstations that will benefit from an additional monitor. OPTIONS: Don't replace any monitors. COST DETAIL: 40 monitors at $235 each = $9,200 Tax = $713 Total = $9,913 Supplemental Budget Request 2019-2021 Wastewater Fee Study and User Classification Analysis DEPARTMENT: Public Works —Wastewater Administration PRIORITY: 1 OF 7 ONE-TIME COST OF ITEM: $ 75,000 FISCAL.. YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Cost to complete a wastewater rate study and wastewater customer user classification volumetric analysis to determine and justify wastewater rates for FY20121 through FY24125. OBJECTIVES AND JUSTIFICATIONS: Sewer services rates have only been increased twice since the City took over operations of the wastewater collection and treatment system in 1982. The last increase took place in 1994 without any CPI adjustment values built in to future rates. There is approximately $47 million in capital infrastructure and equipment investments needed in the next ten years, including a $21 million water reclamation facility process improvements and upgrades to support existing and future customers. This request will allow the City to impose new rates to support wastewater needs with the ability to increase revenues to support capital investments and operating costs. In addition, a user classification analysis will be performed to expand the commercial user classifications to ensure an equitable distribution of wastewater charges to all users. Water consumption records will be used to determine changes in user classification categories to ensure one user does not subsidize another. OPTIONS: None recommended. COST DETAIL: Wastewater Rate Study (Financial Analysis): $35,000 User Classification Analysis (Engineering): $30,000 Other Costs (Prop. 218, support, etc.):1$ 0,000 Total: $75,000 Supplemental Budget Request 2019-2021 Reclassify WWTP OIT to WWTP Operator 1 DEPARTMENT: Public Works —Wastewater Administration PRIORITY: 3 OF 7 ONE-TIME COST OF ITEM: $ FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 7,370 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: This supplemental budget request is to fund the difference between a WWTP Operator -in -Training (OIT) and Operator I in the wastewater division. The intention of this request is to have the budgeted WVVTP OIT position changed to a WWTP Operator I budgeted position. No increase in staffing levels are proposed with this request. OBJECTIVES AND JUSTIFICATIONS: New employees hired into the wastewater division are typically hired as WWTP OITs. These recruitments usually have limited water/wastewater experience and are trained similar to that of an apprenticeship. Other WWTP Operator employees are classified as I, 11, and III and require state - licensed certifications for both wastewater treatment and sanitary collection systems. To obtain appropriate level certifications, tests are administered by the state and require certain years of experience and current certifications for higher level certification testing. Level I certification requires a minimum of one year experience working on a municipal wastewater operations. WWTP Operator I classifications require one year experience in municipal operations and possession of Level I certification in each area of wastewater operations (treatment and collection). Atascadero is the only municipality that hires OITs and once this certification is obtained, the employee becomes eligible for other Operator I positions at other cities. If the employee leaves, significant investment in training and time spent is lost and the process starts over again. This request is to have the budget include funding for a WWTP Operator I classification in lieu of the WWTP OIT classification. Given that it takes one year (or less for those with some experience) to be eligible for a WWTP Operator 1, staff is recommending budgeting for this classification. Doing so will help ensure the retention of newly trained wastewater employees and not frustrate seasoned employees who assist with training of new operators on a continued basis. In addition, WWTP OITs should technically not be on standby duty for after hours and emergency callbacks, as well as weekend rotation schedules. Since there are only four other eligible operators in this pool, it is imperative to increase the pool to include a qualified operator who's position description disallows participation — even though that operator has the qualifications to do so. OPTIONS: Do nothing. Not recommended since significant time and energy is spent by WWTP operators training new employees who leave for WVVTP Operator I positions with other agencies. COST DETAIL: Annual Salary (no benefits inc.) Step A • Step^E . WWTP Operator I: $44,772 $54,420 WWTP Operator -in -Training: $39,612 $48,156 Difference: $ 5,160 $ 6,264 with benefits $7,376 Supplemental Budget Request 2019-2021 Asset Management Program and Work Order System DEPARTMENT: Public Works —Wastewater Administration PRIORITY: 6 ONE-TIME COST OF ITEM: $ 100,000 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ 1,500 STARTING FISCAL YEAR: 22123 OF 7 REQUEST SUMMARY: Procurement of an infrastructure asset management software program and work order system. OBJECTIVES AND JUSTIFICATIONS: The wastewater division is required to keep daily logs and records of various conditions, repairs, maintenance, and inspections of the wastewater collection and treatment system components. These components include lift stations, manholes, pipes, pumps, and treatment processes. Many of these mandatory records and logs are kept in handwritten journals or entered into spreadsheets. Implementing an infrastructure asset management software program will allow all works to be logged in the field and records to be kept electronically and graphically linked to the GIS database system. This system will allow any logs or data to be accessed in the field by operators, including as -built (record) plans, video inspections, and other useful information in a real-time manner. Reminders and follow-up tasks and inspections can be automated with reminders, integrating with daily work tasks. This request will increase staff efficiencies by providing a mobile process for working, increase communications and data retrieval by field and office staff, allow report generation for regulatory reporting, and provide a secure means for record-keeping. OPTIONS: May delay implementation of program. COST DETAIL: Software Purchase and Setup: $ 85,000 Other costs: 15,000 Tota I: $100,000 Supplemental Budget Request 2019-2021 Annual GIS Maintenance and Modelin DEPARTMENT: Public Works — Wastewater Administration PRIORITY: 7 OF 7 ONE-TIME COST OF ITEM: $ FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 15 000 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Cost to update GIS base maps and perform sewer modeling. OBJECTIVES AND JUSTIFICATIONS: As the collection system expands and new connections from various developments contribute new wastewater flows, the GIS base map requires updating to reflect these conditions. Proposed development flows can be assessed in with software to determine effects on the downstream sewer pipes and lift stations, as well as impact on the treatment plant capacity. This information can be used to ensure development pays their "fair share" and undo burden is not imposed on existing infrastructure. OPTIONS: None recommended. COST DETAIL: Estimated annual costs: $15,000 Supplemental Budget Request 2019-2021 Lift Station 13 and Force !Main Replacement DEPARTMENT: Public Works — Wastewater Collection PRIORITY: 2 OF 12 ONE-TIME COST OF ITEM: $ 848,700 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Improvements to Lift Station 13 and associated force main. OBJECTIVES AND JUSTIFICATIONS: Lift Station 13 is situated on EI Camino Real near the San Ramon/Santa Cruz northbound US 101 ramps and pumps the wastewater through a two mile force main that runs down EI Camino Real to Del Rio. Most of the north part of Atascadero (generally north of San Anselmo) drains to Lift Station 13. This lift station pumps collected wastewater to Lift Station Improvements include removing and replacing the lift station and replacing two miles of force main. New controls and a standby generator are also proposed as part of this project. OPTIONS: None recommended. COST DETAIL: Preconstruction (FY20/21 ): $ 848,700 Construction (FY21122): $4,951,200 Total: $5,799,900 Supplemental Budget Request 2019-2021 .Traffic Way Sewer Improvements DEPARTMENT: Public Works —Wastewater Collection PRIORITY: 3 OF 12 ONE-TIME COST OF ITEM: $ 389,090 & $2,269,199 FISCAL YEAR: 19129 & 29121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19129 REQUEST SUMMARY: Replacement of approximately one mile of gravity sanitary sewer main and manholes to address peak flow deficiencies. OBJECTIVES AND JUSTIFICATIONS: The existing gravity sanitary sewer main along Traffic Way from Rosario to Lift Station 5 behind Colony Park Community Center is currently undersized for peak flows. Current peak flow conditions create pressurized conditions in the non -pressure pipe that creates temporary backup in other gravity sewer mains and service laterals that connect to this sewer segment. OPTIONS: None recommended. COST DETAIL: Preconstruction (FY19120): $ 389,900 Construction (FY20121 ): $2.,269,100 Total: $2,658,100 Supplemental Budget Request 2019-2021 Lift Stations 4 7 9 71 15 Rehabilitation DEPARTMENT: Public Works — Wastewater Collection PRIORITY ONE-TIME COST OF ITEM: $ 473,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 4 OF 12 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Various upgrades, repairs, and rehabilitation work for Lift Stations 4, 7, 9, 11, and 15. OBJECTIVES AND JUSTIFICATIONS: Lift station components are subjected to harsh conditions and environments that require periodic replacement and rehabilitation of various mechanical, electrical, and structural components, including pumps, controls, piping, vaults, panels, lids, and other items. The designated rift stations have been evaluated and determined to need rehabilitation work performed. Lumping like -work together for five lift stations will provide economies and cost savings compared to an individual project for each lift station. OPTIONS: None recommended. COST DETAIL: Total: $473,000 Supplemental Budget Request 2019-2021 Various Locations Sewer Condition Improvements DEPARTMENT: Public Works —Wastewater Collection PRIORITY: 5 OF 12 ONE-TIME COST OF ITEM: $ 456,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19/20 REQUEST SUMMARY: Address and improve sewer conditions in various locations throughout the City. OBJECTIVES AND JUSTIFICATIONS: There are various locations in the gravity sanitary sewer system that have a variety of deficiencies needing to be addressed. A common deficiency as the collection system ages is cracked pipes, displaced joints, non -conforming slopes and sags, and manholes needing repair or lining. Repairing and improving these deficiencies will extend the life of the sewer main and defer more expensive replacement options. OPTIONS: None recommended. COST DETAIL: Total: $456,000 Supplemental Budget Request 2019-2021 Combo Sewer Truck Storage Structure DEPARTMENT: Public Works PRIORITY: 6 OF 12 ONE-TIME COST OF ITEM: $ 15,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ NIA STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: This request is for purchase of a metal structure and installation from local vendor to provide protection for vehicle 851. OBJECTIVES AND JUSTIFICATIONS: The City's Combo Sewer Truck is currently exposed to the elements, or parked at the Water Reclamation Facility in a location built for storage of the dredge equipment. The dredge equipment parking stall is not adequate to facilitate safe storage for the Combo Truck, or provide safeguarding of the equipment from freezing temperatures. The equipment uses water to help clean sewer pipe. This water can easily freeze and break the equipment during the cooler times of year. OPTIONS: Delay purchase and installation will result in potential breakage of vehicle 851 water systems, gaskets, rubber hoses, etc... and lend to equipment down time. COST DETAIL: New metal structure purchase and installation: $15,000 Supplemental Budget Request 2019-2021 Service Pickup Truck Replacement DEPARTMENT: Public Works — Wastewater Collections PRIORITY: 7 OF 12 ONE-TIME COST OF ITEM: $_35_,000 FISCAL YEAR: 19/20 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19/20 REQUEST SUMMARY.- Replace UMMARY:Replace one 1999 Ford F250 pickup truck with a new in-kind truck. OBJECTIVES AND JUSTIFICATIONS: Service trucks are necessary vehicles in the management, maintenance, and repair of City infrastructure and facilities. Pickup trucks are the standard service truck used by the Public Works Wastewater Division staff in the performance of their duties and responsibilities. These trucks transport staff, equipment, supplies, and materials from the Water Reclamation Facility to work on the various sanitary sewer collection system components located throughout the 25 square mile city limits. The City maintains a vehicle replacement schedule based upon the duty type of work, frequency of use, wear and tear, and overall condition. Monies are set aside each year during the replacement cycle so that the expected replacement cost of the vehicle is fully funded at the time of purchase. This vehicle replacement request is in compliance with the replacement schedule and funding available. OPTIONS: Service truck replacements could be delayed or extended, but this option is typically not recommended since the replacement schedule takes into consideration the overall wear and tear on the truck. Delaying or extending the replacement can Lead to "nickel and diming" costs or other major expenses in older vehicles. COST DETAIL New 314 -Ton Pickup Truck $30,000 Lift Gate, Utility Box $ 3,500 Accessories (warning lights, tool box, etc.) $ 1,500 Tota 1 $35,000 Supplemental Budget Request 2019-2021 Service Pickup Truck Replacement DEPARTMENT: Public Works — Wastewater Collection PRIORITY: $ OF 12 ONE --TIME COST OF ITEM: $ 36,100 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR. 19120 REQUEST SUMMARY: Replace one 2002 Dodge 2500 pickup truck with a new in-kind truck. OBJECTIVES AND JUSTIFICATIONS: Service trucks are necessary vehicles in the management, maintenance, and repair of City infrastructure and facilities. Pickup trucks are the standard service truck used by the Public Works Wastewater Division staff in the performance of their duties and responsibilities. These trucks transport staff, equipment, supplies, and materials from the Water Reclamation Facility to work on the various sanitary sewer collection system components located throughout the 26 square mile city limits. The City maintains a vehicle replacement schedule based upon the duty type of work, frequency of use, wear and tear, and overall condition. Monies are set aside each year during the replacement cycle so that the expected replacement cost of the vehicle is fully funded at the time of purchase, This vehicle replacement request is in compliance with the replacement schedule and funding available. OPTIONS: Service truck replacements could be delayed or extended, but this option is typically not recommended since the replacement schedule takes into consideration the overall wear and tear on the truck. Delaying or extending the replacement can lead to "nickel and diming" costs or other major expenses in older vehicles. COST DETAIL: New 314 -Ton Pickup Lift Gate, Utility Box Accessories (warninc Total Truck lights, tool box, etc.) $31,100 $ 3,500 1,500 $36,100 Supplemental Budget Request 2019-2021 Emergency Generator Replacement DEPARTMENT: Public Works —Wastewater Collections PRIORITY: 9 OF 12 ONE-TIME COST OF ITEM: $ 95.000 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ NIA STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: Replace one emergency 1997 Olympian 126 KVA Generator with a new emissions complaint version. OBJECTIVES AND JUSTIFICATIONS: Generators are used during emergency power failures throughout the City wastewater collection in providing backup power for the 10 wastewater pump stations without permanent generator installations. By maintaining operations at the pump stations the City minimizes the chance of an sanitary sewer overflow within the public sewer system. The existing 1997 Olympian Generator can provide sufficient backup power to all of the City's pump stations. However, the generator is classified by Air Resources Board as a Tier 1 piece of equipment which means the 22 year old generator is at risk of a noncompliant status with the Board. Therefore, the equipment would no longer be able to obtain a permit to operate and provide the necessary emergency backup the system requires throughout the year. OPTIONS: The replacement of the emergency generator could be delayed, but this will result in fewer in-house emergency equipment resources which will undermine the ability to help minimize sanitary sewer overflows. COST DETAIL: 2019 new emergency generator: $95,000 Supplemental Budget Request 2019-2021 Emergency Bypass Pump DEPARTMENT: Public Works — Wastewater Collection PRIORITY: 19 OF 12 ONE-TIME COST OF ITEM: $ 75,090 ONGOING COST OF ITEM: $ NIA FISCAL YEAR: 20121 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: Request to purchase one new emergency bypass pump for use in maintaining operations at pump station facilities. OBJECTIVES AND JUSTIFICATIONS: The emergency bypass pump would directly convey wastewater at pump station facilities when normal facility equipment has failed and nonoperational. The equipment aids in minimizing the chance of sanitary sewer overflows throughout the collection system. The equipment would be able to operate pump station 2, 3, 6, 13 which are the most vulnerable wastewater facilities. OPTIONS: The purchase could be delayed; however, this will result in the reliance of contracted services which have a four to six hour response time in providing emergency bypass at wastewater facilities. COST DETAIL: 2019 new emergency bypass pump: $75,000 Supplemental Budget Request 2019-2021 Portable Flow !Meter Equipment and Analysis DEPARTMENT: Public Works PRIORITY: 11 OF 12 ONE-TIME COST OF ITEM: $ 25 000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 7,500 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Purchase of portable flow meters for use in Inflow and Infiltration (III) Studies and on-going analysis. OBJECTIVES AND JUSTIFICATIONS: Inflow and Infiltration refers to ground water and rain water runoff directly flowing into the wastewater collection system. This water takes up precious space in the collection system mains and results in inundating the system which can lead to sanitary sewer overflows. The City has been conducting 111 projects on an on-going basis involving contracted services to install portable flow meters and then sending the data for analysis to professional engineering consultants. The purchase of the flows meters would result in a costs savings by year two by $20,000. In addition, staff already help facilitate the installation, downloads, and removal of the flow meter equipment with contracted services, so this will require no additional staff. The $7,500.00 on-going will afford professional services in analyzing the flow data and reports needed to address the large amounts of III in the collection system. OPTIONS: The delay will drive costs back up for contracted services to install flow meters in the collection system and requiring staff to forgo schedule control. COST DETAIL: One time purchase: New Portable Flow Meters - $25,000 Ongoing costs: Professional services $7,500 Supplemental Budget Request 2019-2021 Sewer S stem Management Plan Udate DEPARTMENT: Public Works —Wastewater Collection PRIORITY: 12 OF 12 ONE-TIME COST OF ITEM: $ 30,000 ONGOING COST OF ITEM: $ FISCAL YEAR: 19120 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: This request is for funding of professional services in performing updates to the Sewer System Management Plan. OBJECTIVES AND JUSTIFICATIONS: The Sewer System Management Plan was approved by council in August 2009, This plan is required as part of the current Waste Discharge Requirements set by the State Water Resources Control Board and needs to be updated on a regular basis (recommended 10 years). OPTIONS: None — regulatory requirement. COST DETAIL: SSMP Update: $30,000 Supplemental Budget Request 2019-2021 Water Reclamation Facility Process Improvements and Upgrades DEPARTMENT: Public Works —Wastewater Treatment PRIORITY: 1 OF 3 ONE-TIME COST OF ITEM: $ 309,000 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: The Water Reclamation Facility (WRF) treats raw sewage and percolates the treated influent back to the groundwater for reuse. The treatment process uses a headworks bar screen, aeration pond, stabilization ponds, percolation basins, and sludge removal and drying beds as part of the treatment process. Many portions of the plant are original from the 1970's. Current flows are reaching plant capacity but there is no available room to expand the stabilization pond system, so a new treatment process is needed to meet current wastewater demands as well as General Plan buildout. OBJECTIVES AND JUSTIFICATIONS: The WRF Master Plan performed a comprehensive analysis of Atascadero's wastewater treatment needs and options for treatment process improvements and upgrades. While there have been many Improvements and upgrades to keep the stabilization pond system effective, the current average daily flow (ADF) is 1.38 million gallons per day (mgd) compared to the design ADF of 1.40 mgd. Furthermore, the characteristics of wastewater entering the plant has changed since the 1970's. Mandated water conserving plumbing fixtures are now required by the Building Code, coupled with consumer habits to recycle grey water, have significantly increased the wastewater strength in the influent to the plant. Given the constraints of the adjacent flood plain and archeological sites in preventing stabilization pond expansion, coupled with more strict effluent discharge standards that will be imposed by the Water Board with any treatment upgrades, staff and its consultant are recommending an oxidation ditch or Parkson Biolac treatment process to replace the current stabilization pond component of the treatment system. Various components of the current WRF can be left in-place and reused with these systems, including the headworks and percolation basins. Further consideration will be determined during the planning phase of the project. OPTIONS: None recommended at this time. COST DETAIL Preconstruction (FY20121): $ 309,000 Preconstruction/Construction (FY21122): $ 3,020,700 Construction (FY22/23): $ 9,759,700 Construction (FY23124): $10,052,500 Total: $23,147,900 Supplemental Budget Request 2019-2021 Percolation Basin Capacity Evaluation DEPARTMENT: Public Works — Wastewater Treatment PRIORITY: 3 -OF 3 ONE-TIME COST OF ITEM: $ 36 100 FISCAL YEAR: 20121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY - Treated wastewater is discharged into percolation basins that infiltrates back into the underlying groundwater table. The basins provide the final treatment of the effluent and are an important stage in the treatment process. This request is for an evaluation of the percolation basins to ensure they are operating appropriately and are effectively meeting both capacity demand and treatment results. OBJECTIVES AND JUSTIFICATIONS: There are seven percolation basins at the Water Reclamation Facility (WRF) that are used in a constant manner. The sandy soils that comprise the basins are meant to allow treated effluent to percolate quickly. Over time, the porosity of the soils decrease from particle matter in the effluent and lower the infiltration rates needed to meet the plant capacity. Depending on the cause, there are various modifications that can be performed to re-establish the infiltration rates. The percolation basin capacity evaluation will include on-site testing and evaluation of all percolation basins and provide recommendations for improvements. This work is being pursued since the percolation basins will he utilized with any WRF treatment process improvements planned in the upcoming years. OPTIONS: Do nothing or delay evaluation. COST DETAIL: Percolation Basin Capacity Evaluation: $36,100 Supplemental Budget Request 2019-2021 Heat Pump Installation DEPARTMENT -Police Department PRIORITY -5 OF 7 ONE-TIME COST OF ITEM: $15,975 ONGOING COST OF ITEM: $ REQUEST SUMMARY; FISCAL YEAR -2019-2020 STARTING FISCAL YEAR: Request allocation of funds to install a new heat pump system in the department break room. OBJECTIVES AND JUSTIFICATIONS: Historically the heating and cooling of the department break room, front lobby, conference room and lieutenant's offices have been inadequate. The reasoning explained by public works is that these rooms are all controlled by the same temperature control system. This system is not adequate for all of these spaces as the smaller rooms heat up quickly but the bigger rooms remain significantly colder. The front lobby, for instance, tends to be very warm as the sun comes through the front windows. This makes the lobby very uncomfortable for citizens and officers. While the lobby can get very warm, the break room at the same time is very cold as it does not have the ambient heat entering through the windows like the lobby. This creates a situation where it is a constant battle of making one room or the other comfortable but never both rooms at the same time. Recently we have fielded several complaints regarding how cold the break room is. This has caused our people to stop using the room when they are on breaks. OPTIONS: Do nothing and continue to utilize the existing system. COST DETAIL: A quote has been provided by Knecht's Plumbing and Heating Inc. The cost of the new system and its installation is $15,975.00. The quote is attached for review. Supplemental Budget Request 2019-2021 Colony Park Drinking Fountain Replacement DEPARTMENT: C[ty Manager/Recreation Division PRIORITY: OF COST OF ITEM: $2290 to $4207 FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Colony Park will open Joy Playground April 2019, which will increase park usage by thousands every year. The current drinking fountains do not work. OBJECTIVES AND JUSTIFICATIONS: Currently Colony Park has two drinking fountain units on the backside of the Community Center, adjacent to the Joy Playground. However those were designed for interior use and have not weathered well over the last 11 years. They have cracked and broken many times over the years due to freeze and heat, and are no longer in working condition. Joy Playground opens April 5, 2019 and it's vital that Colony Park has a drinking fountain accessible for all park users, Given that it's a special -needs park, it's also Important to offer handicap accessible drinking fountains. Current broken drinking fountains: OPTIONS: #1: Purchase handicap accessible drinking fountain with water bottle filler that will mount on the wall of the Community Center. #2: Purchase a free-standing pedestal drinking fountain with accessible fountain, higher fountain and water bottle filler. This would be placed near or adjacent to the Community Center and Joy Playground in a current dirt/planter bed area or another agreed upon area. Supplemental Budget Request 2019-2021 #3: Purchase handicap accessible drinking fountain that will mount on the wall of the Community Center. COST DETAIL (purchase price with tax -not installed): Option #1: $4,206.99 Option #2: $4,038.43 Option #3: $2,290.00 Colony Park Resfrooms DEPARTMENT: City Manager/Recreation Division _ PRIORITY: OF COST OF ITEM: $80,000} FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Joy Playground at Colony Park will open April 2019, which will increase park usage by thousands every year and there is currently not a park restroom within 500 feet. OBJECTIVES AND JUSTIFICATIONS: Currently Colony Park has a restroom facility in-between the two softball fields over 500 feet away from the playground. There are facility restrooms inside of the Colony Park Community Center, but the hours of the building don't coincide with park hours, and most importantly the restrooms were designed for monitored facility usage -not park use. There is a large difference between design of park restrooms and design of facility restrooms; reason why the Pavilion on Lake restrooms are not open to the park users. There are future plans to expand Colony Park by adding g+ permanent Pickleball Courts and two open turf fields, and with that expansion will require the addition of a permanent park restroom. Opening the Colony Park Community Center restrooms to the public and the Joy Playground and park users could be costly due to damage caused by vandalism, homeless encampment, etc. There is a history of restroom damage in all the park restrooms in Atascadero, as well as other cities. Those restrooms are designed for park use, where the Colony Park Restrooms were designed for an indoor facility. It's imperative as a rental facility that we keep the restrooms in presentable shape without vandalism. OPTIONS: #1: Purchase a pre -made park restroom facility that can be placed in the basketball courts and Joy Playground. There are other location,o the landscape area between )tions as well. #2: Hire a contractor to build and plumb a park restroom building. COST DETAIL: Option #1: Range in price based on options, size, design, etc. $80,000+ Option #2: Unknown (need quote) Supplemental Budget Request 2019-2021 Paloma Creek Park Scoreboard Replacement DEPARTMENT: City Manaaer/Recreation Division PRIORITY: OF COST OF ITEM $10,242.30-$14,582,30 (with revenue opportunity_) FISCAL YEAR: 2019-2020 REQUEST SUMMARY: The Recreation Division is requesting funding to replace the scoreboards on both softball fields at Paloma Creek Park. OBJECTIVES AND JUSTIFICATIONS: The current scoreboards at Paloma Creek Park are over 20 years old and don't work properly. There have been hundreds of dollars in repairs needed over the years to work on wiring issues for the boards and the scoring box, however due to age it's become unrepairable. The softball fields at Paloma Creek Park are used year-round by many user groups (Atascadero Youth Soccer, Atascadero Little League and Atascadero Girls Softball League) who would benefit from the new scoreboards, including our own Adult Softball League. New scoreboards would also offer a sponsorship opportunity with 10' X 2' areas for sponsor logos/advertisement, which could generate some revenue to help offset the cost of the boards. New boards were quoted by Nevco for the Baseball/Softball LED Stadium Pro Sound Series with wireless handheld controls. OPTIONS: #1: Purchase scoreboards, controls, etc. from Nevco (quote attached) and the City install in-house. #2: Purchase scoreboards, controls, etc. from Nevco and hire Signs of Success (quote attached) to remove old scoreboards and install new scoreboards. COST DETAIL: Option #1: $10,242.30 Option #2: $14,582.30 Supplemental Budget Request 2019-2021 Winnow and Door Frame Maintenance DEPARTMENT: Public Works -- Pavilion COST OF ITEM: $4800 PAV#1 REQUEST SUMMARY: PRIORITY: 1 OF 2 FISCAL YEAR: 19-20 Sanding, recaulking, priming & painting of all outside window & door frames that are cracked and water is getting in. Paint faded sections (from the sun) on the back of the building. OBJECTIVES AND JUSTIFICATIONS: Repair and paint window and door frames to insure further damage does not occur. OPTIONS: COST DETAIL: 1. Mask, sand, spot prime, caulk window framing across front & rear of pavilion. $1870.00 2. Mask, sand, spot prime, finish paint (2) coats on 14 exterior doors. $1920.00 3. Mask, spot prime, repaint several sections of wood siding on south and east walls. $300.00 4. Mask, scrape, spot prime, finish paint where paint is flaking & wood exposed on several support beams (exposed to rain & weather) $650.00 Supplemental Budget Request 2019-2021 Wood Floor Maintenance DEPARTMENT: Public Works — Pavilion PRIORITY: 2 OF 2 COST OF ITEM: $8,700.00 PAV#2 FISCAL YEAR: 19-20 REQUEST SUMMARY: Repair water damaged wood floor areas at windows and doorways as needed. Sand and refinish entire wood floor. OBJECTIVES AND JUSTIFICATIONS: Floors damaged from heavy rains the past two years at the balcony doors. Floor damage by patio door in Rotary room there since before 2013 and has become increasingly worse these past 2 years to the point of falling through. Last floor refinish was November 2015 and the floor has become dull, difficult to clean, and scratches very easily. Finish coat is turning black and peeling. OPTIONS: COST DETAIL: Repair & replace damaged floor boards: $3100.00. Sand, fill, seal and coat with 5 coats sealer and finish: $17,283.00. TOTAL: $20,383.00 Note: $5000.00 budgeted in 2018-19 Budget for floor repairs $6700.00 available from 2013 Mayor's Winemaker Dinner Fundraiser Supplemental Budget Request 2019.2021 Replace Mobile Radios DEPARTMENT: Public Works - Maintenance PRIORITY: 1 OF 4 ONE-TIME COST OF ITEM: $ 7,500 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: The mobile (handheld) VHF/UHF radios used by the Maintenance Dvision are approaching 20 years old. The radio inventory has reduced over the past five years by radio units not working and rechargeable battery packs that do not hold charges any longer. This request is for fifteen (15) new VHF/UHF mobile radio units. OBJECTIVES AND JUSTIFICATIONS: Public Works plays an integral part as a first responder to emergencies and in many cases will be the first and fast on the scene. The radios are used to communicate with police, fire, dispatch, and other agencies during various emergencies or events. Maintenance staff also use the radios daily for intradepartmental communication for various work activities and projects. This request is directly related to the City's goal of "ensuring comprehensive safety readiness and mitigation". OPTIONS: None recommended. COST DETAIL: Based upon Kenwood Model TK-2312ITK-3312 Est. cost per radio: $500 Total estimated cost: 15 radios x $500/unit = $7,500 Supplemental Budget Request 2019-2021 Downtown Bird Control Program DEPARTMENT: Public Works — Maintenance OperationsPRIORITY: 4 OF 4 ONE-TIME COST OF ITEM: $ 16,300 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 13.000 (opt.) STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: The feral pigeon population in the downtown area has increased noticeably for many years. This year-round bird population creates unsanitary mess on walkways and landscaping requiring constant cleaning -- especially for the outdoor eating establishments in the downtown. In addition to nesting under the US 101 bridge at Traffic Way, pigeons prefer to nest on window ledges, balconies, light poles, under awnings, and in rooftop HVAC units. Pigeon waste can contribute to rodent problems and serves as a vector for several dangerous and human -transmissible diseases, leading to health and liability concerns. OBJECTIVES AND JUSTIFICATIONS: Bird control is a complex process. Feral pigeons are extremely territorial and have a natural homing instinct to return to their nesting and feeding areas. The only effective means of dealing with established pigeon populations is extermination or trapping and removal. The objective of this program is to trap and remove established feral pigeons and prevent new ones from moving in. The process involves the following steps over a 12 -week period: 1. Site survey — determine where pest birds concentrate. 2, Bird trap set up -- install approximately 12 live bird traps on various rooftops. 3. Service bird traps — bird traps will be service 3 times per week initially, then down to twice per week as the population decreases. 4. Active falconry — once the pigeon population dwindles, raptors will be flown to deter roving pigeons from becoming new local pigeons. This request supports the City's goal of "leverage place -making in the commercial areas for long-term economic development" and the focus on downtown economic development. Abating the existing pigeon population and keeping it at bay will show the existing and potential business owners that the City cares about keeping the downtown environment clean. In addition, visitors and patrons to downtown will not leave with a negative impression from the mess and nuisance of the feral pigeons. Visitors may also be drawn to the downtown to watch active falconry. OPTIONS: Consideration should be given to funding the initial 12 -week program to abate and control the existing pigeon population ($16,300) and ask the downtown association business district to fund the ongoing pigeon control ($500 per visit). COST DETAIL: Existing Pigeon Population Abatement (12 -week program) $ 16,300 Ongoing Pigeon Control: $500 per visit x 26 times per year $ 13,000* *optional Supplemental Budget Request 2019-2021 SCADA Server and Software Updates 'DEPARTMENT: Public Works — Wastewater Administration PRIORITY: 2 OF 7 ONE --TIME COST OF ITEM: $ 35,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 1,500 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: Replace computer servicer for Supervisory Control And Data Acquisition (SCADA) data and upgrades and annual maintenance for Wonderware software. OBJECTIVES AND JUSTIFICATIONS: The SCADA system software collects and operates the various components of the wastewater collection and treatment systems, including pumps, controls, valves, alarms, and other equipment. WWTP Operators control these systems with the SCADA software and receive alarms for various abnormal conditions, such as high water level alarms in lift stations. The computer server for the SCADA system recently crashed and operations data had to be recovered by the SCADA software provider. This process was further complicated since the version of the SCADA software was outdated, requiring multiple conversions to recover. OPTIONS: None recommended. COST DETAIL: New computer server: $35,000 Annual ongoing software support: $1,500 Supplemental Budget Request 2019-2021 Ad"ust Salaries to Countywide Avera e DEPARTMENT: Citywide (submitted by City Manager's Office] PRIORITY: —OF– ONE-TIME F_ONE-TIME COST OF ITEM: $ $810,000 FISCAL YEAR: Ongoing ONGOING COST OF ITEM: $810,000+ STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Implement adjustments to the Citywide Salary Schedule in order to bring our existing staff salaries up to a level that would be more in line with the San Luis Obispo countywide averages for each position. OBJECTIVES AND JUSTIFICATIONS: One of the Council's primary objectives and priorities has been to improve the City's Employee Resources. This continues to be a priority as a highly trained and effective staff are critical in providing services to our community and achieving the vision of the Council. In order to retain our employees, (avoiding vacancies which cripple the City's capacity to provide services) and recruit the best and brightest, we must be able to pay a competitive wage. Without a competitive wage, we continue to lose staff members to other local agencies that offer better salaries. It has become increasingly difficult to retain our talented employees, and employee turnover is costly ,o the organization. It is more efficient to retain a quality employee than to recruit, train and orient a replacement employee. However, we are unfortunately oftentimes hiring and training well-qualified and skilled employees who would be a valuable asset to the organization, only to then lose them to a higher -paying organization once their training period has been completed. We need to be able to retain these talented staff members by ensuring we are paying a competitive salary in the local market. With this Supplemental Budget Request, the City could implement increases to our Citywide Salary Schedule that would help to bring the City of Atascadero's salaries more in line with countywide average salaries for the same and similar local government agency positions. OPTIONS: Implement a portion of the adjustments. COST DETAIL: Direct General Fund Employees: $726,000 Other Funds: $84,000 Supplemental Budget Request 2099-2029 Part Time Event Coordinator DEPARTMENT; City Manager - Promotions, Outreach & Events PRIORITY: 4 OF 4 ONE-TIME COST OF ITEM: NIA FISCAL YEAR: NIA ONGOING COST OF ITEM: $27,004 per year STARTING FISCAL YEAR: 19-20 REQUEST SUMMARY: The event area has grown significantly over the past four years, making it necessary to consider hiring a part time Events Coordinator position. This position would report directly to the CM Office Deputy City Manager, Promotions. OBJECTIVES AND JUSTIFICATIONS: Currently, the Recreation Division assists the Deputy City Manager with new events as well as the existing events for the City. We have added sustainable, new events that have grown each year including Brew at the Zoo (Zoo staf), Farmers Market events, Dancing in the Streets, Winter Wonderland and Tamale Festival. We have grown existing events including Light up the Downtown (Formerly Holiday Lighting Ceremony) and we have increased our shows for the Saturday in the Park Summer Concert Series. The number of City Sponsored events have increased attracting event planners to our City. We have both returning events and new events that are City Sponsored. Some .)f these include Central Coast Craft Beer Festival, Tent City Marathon, Central Coast Cider Festival, Z Day Car Show, the Imperial State Meet Car Show, Scout-o-rama, and Bike Fest. In addition, we support and work on events that support the downtown (Chamber & ABID) along with signature community events like Colony Days and the Reserve/ Atascadero Lakeside Wine Festival. This position would be responsible for event coordination of both City and City sponsored events. Responsibilities include assisting the Deputy City Manager with vendor, contractor and entertainment coordination as well as obtaining event permits, and working on actual event execution from set up to clean up. This position would be responsible to make sure event calendars across our own websites, social media, media and tourism calendars are correct and updated, as well as include the latest event updates. This position would be involved with advertising and ad campaigns including ad proofing, monitoring of online ads, social media posting/ tracking, scheduling on -air broadcasts, assisting with press releases and billing. Other responsibilities would include assisting with the City's ongoing ribbon cuttings, open house events and grand openings. An event coordinator with a strong graphics background would be one of the requirements. OPTIONS: Option #1: Utilize a portion of the Marketing budget to justify the expense and request the remaining portion to be a part of the supplemental. Guestimate $17,000 to 20,000 from the Marketing budget, $10,000 - $7,000 from supplemental. ]ption #2: Change the current Recreation Division staffing to make the OA1 a full Customer Service/ Front Desk position. Currently, that OA1 position spends half the role on CPCC Customer Service/ Front Desk and the remaining portion on all Events. This would allow the portion of the Teen Center part time position that assists the current OA1 position to be moved to the Marketing budget and Supplemental Budget Request 2019-2021 supplemental to support the balance of that cost. Currently, the Teen Center position under consideration is approximately $18,000 and then we would request $8,000 for supplemental without CalPERS and $9,000 with CalPERS. The OA1 would still make park reservations and plan intake meetings for events as well as work on the existing Community events like vendors for Holiday Boutique, Concerts in the Park and Hot E1 Camino Cruise Nite. The current Teen Center position is not a vacant position at this time. COST DETAIL: Part Time Event Coordinator classification would be a Part Time Worker 23. The position would start at Step A at $23.38 per hour. Average work hours would be 20 hours per week. Total cast with CalPERS $27,0001 year, Four Full Time Police Officer Positions DEPARTMENT: Police PRIORITY: 1 OF 7 ONE-TIME COST OF ITEM: $ 24,325 FISCAL YEAR: 2019-2021 ONGOING COST OF ITEM: $_642,564_ STARTING FISCAL YEAR: 2019-2021 REQUEST SUMMARY: The Police Department is requesting four police officer positions in order to raise the minimum staffing level on patrol. This will increase the total number of sworn officers from 29 to 33 and enable the Department to raise the minimum staffing level on patrol from three officers to four officers per shift. OBJECTIVES AND JUSTIFICATIONS: The Atascadero Police Department's minimum staffing level is outlined in Lexipol Policy 216. Policy 216.2 states, "Minimum staffing levels should result in the scheduling of at least two officers and one Watch Commander," The two officer and one Watch Commander minimum staffing level was implemented when the Department was first established in 1980 and has never been increased. The minimum staffing level of 39 years ago, with a population of 16,232 residents, is no longer adequate for a city of our size (30,661 residents). To further support that the Police Department has not kept pace with the increased population and workload, the Department was increased to its current size, 29 sworn officers, in 1994. The population at that time was approximately 23,982 residents. Given the population in 1994, the Department had 1.2 sworn officers per 1,000 residents. Given the current population, the Department has .094 officers per 1,000 residents. Using 1994's 1.2 sworn officers per 1,040 residents ratio with the current population, the Department would have 37 sworn officers. Aside from a substantial population increase, the following factors have significant impacts on the workload at the Police Department and justify raising the minimum staffing level to four officers per shift; Increased Calls for Service and Crime: Our Records Unit was only able to research the number of annual calls for service as far back as 2002. In 2002, the Department responded to 25,258 calls for service. In 2018, the Department responded to 27,719 calls, which is a 9.7% increase. I was unable to access the Federal Bureau of Investigation's published Uniformed Crime Reporting Statistics (UCR) for the City of Atascadero in 1980 and/or 2018. The oldest available statistics were from 1985 and the most recent are from 2017. These statistics are; Year Population Violent Murder Rape robbery Aggravated Total Burglary Larceny Motor Crime Assault Property Theft Vehicle Crime Theft 1985 18,925 41 0 3 8 30 576 161 377 38 2017 30,661 107 0 8 18 81 518 96 395 27 Supplemental Budget: Request 2019-2021 Medical Clearance Requirements at SLO County Jail: By far, one of the biggest impacts to patrol staffing is the new medical screening policy that was implemented at the San Luis Obispo County Jail this year. The new policy requires each arrestee to be evaluated by a jail nurse before they can be booked into the jail. The medical exam adds approximately 30 minutes, per arrestee, to the booking process. Those arrestee's who have prior health issues, are too intoxicated or otherwise fail to meet the jail's medical criteria must be transported to a hospital for a medical clearance. Because there is only one nurse on duty at a time, booking delays can be lengthy, especially on a busy night. This adds a substantial amount of time to the booking process and the time an officer is out of the city. Should a medical clearance at the hospital be required, the officer will be out of the city for an extended portion of the shift. Medical clearance delays can also lengthen bookings at the San Luis Obispo Juvenile Service Center. New Mental Health Procedures 1 Increased Mental Health Related Calls for service: In 2017, the San Luis Obispo County Health Agency instituted Protocol #9. Protocol #9 requires all mental health detainees to be transported to a hospital and be examined by a physician before they will be accepted at the Psychiatric Health Facility. This procedure requires an officer, sometimes two, to either transport the detainee or follow the ambulance to a hospital and remain with the detainee until they are suitable to be left with hospital staff. Should the detainee present a safety concern, the officer must either remain at the hospital or return to the hospital and then transport the detainee to the Psychiatric Health Facility. The new protocol has increased the time officers are out of the city on mental health detentions and frequently put the Department below minimum staffing. AssembIV Bill 109 Pro osition 47 and Proposition 57: A consequence of the recent trend to decriminalize narcotics and lower the prison/jail terms is overcrowding at our county jail. As a consequence, we are seeing more offenders released without incarceration. This has and will leave more offenders in our community and will certainly have an effect on future crime rates. Public Nuisance calls: During the past few years our community has seen a sharp increase in public nuisance calls for service. These calls include panhandling, loitering, illegal camping, etc. With the increase in the homeless population, along with the challenges in taking enforcement action, i.e., the 91h Circuit Court of Appeals decision, these types of crimes will increase in the future and effect the quality of life for our citizens. Dependency on Automation and Increased Reporting Demands: When the Police Department was established, officers were required to write their reports in the field, rather than the station. Report forms were completed with a pen or pencil and contained only basic information. Our current reports are required to be entered into a database. Current reports require the same basic information; however, the report writing software also requires additional entries for record keeping and statistic purposes. This is more time consuming and has transferred some of the data entry duties from the dispatcher to the officer. In addition to the increased data entry demands, our officers are required to complete more forms and/or reporting requirements than they did in the past. A domestic violence report, for example, now contains a District Attorney's Office Supplemental Form, a Non -disclosure Form and a Medical Authorization Form. To further add to our officer's report writing demands, the District Attorney's Office has shortened the time they must complete an in -custody arrest report. In order to review the case before the arraignment, the District Attorney's office requires the report to be submitted to their office within 24 hours of the arrest (weekends and holidays excluded). This is a change from the 48 hour requirement they had in the past. Reports that aren't submitted timely will result in the arrestee being released from custody. This either puts the arrestee back in our community or requires an officer to respond to the jail and re -arrest the subject. Scheduled and Non -Scheduled Staffing Shortages_ Although the current patrol teams are staffed with four sworn officers (a Watch Commander and three officers) the daily patrol shifts are frequently operating at minimum staffing levels. This is primarily due to scheduled vacation, holiday and training days as well as unanticipated sick or family care days. The patrol teams work a 3112 schedule, which has a total of 730 twelve --hour patrol shifts in a year. In 2018, 395 of those 730 shifts, or 54% of the time, a patrol shift was operating at the minimum staffing level. OPTIONS: Leave staffing at current levels and continue to work shorthanded and/or utilize overtime and/or allied law enforcement agencies, when available, to assist with calls for service. COST DETAIL: Full time Police Duty weapon Ballistic vest Officer, Step E, Adv POST Portable Radio Safety equipment/duty gear Flashlight Hiring Costs (background/polygraph/medical) Police Academy training Cost Per Item Total Cost $ 160,640.00 $ 642,560 $ 410.00 $ 1,640 $ 1,052.56 $ 4,210.24 $ 550.00 $ 2,200 $ 621.84 $ 2,484 $ 116.00 $ 464 $ 1,725 $ 6,900 $ 1,605.25 $ 6,421 TOTAL 166 720.65 666 882.50 "One-time and on-going costs may also include vehicles, computers, cell phones, and training. Full -Time Record Clerk DEPARTMENT -Police ONE-TIME COST OF ITEM: $ 3,000 ONGOING COST OF ITEM: $ 85,500 REQUEST SUMMARY: PRIORITY -7 OF 7 FISCAL YEAR: STARTING FISCAL YEAR: 19-20 The Police Department is requesting the addition of a full time records clerk position to our administrative staff. OBJECTIVES AND JUSTIFICATIONS: The Department is currently allowed two part time records clerk positions. One position is authorized to work 25 hours per week and is paid for by using SLESF funding. The second position is currently unfilled. When filled, the position is authorized for 15 hours per week. The Department has seen an increase in the demands on our dispatch personnel due to increases through the years in the number of calls for service, number of public records requests, and increased work expectations from outside entities such as the District Attorney's Office. As a result of these increases the department has worked to bifurcate the duties of the dispatcher from that of the records clerk. Currently the dispatchers handle not only their dispatching duties, but also a significant portion of responsibilities related to records functions. The move to bifurcate these responsibilities will place increased demands on our records personnel and will necessitate the increasing of work hours for those personnel which cannot be accomplished under current budget constraints. The current work hours leave gaps in staffing at the front counter of the Police Department and make preparation and processing of reports difficult in light of newly established requirements from the District Attorney's Office. The proposal is to increase the current budgeted 15 hours part time position to a full time position, and keep the 25 hour position funded by SLESF in place. This will allow for all records functions to be completed by our records staff, freeing dispatch personnel for other responsibilities. One such responsibility will be the increased use of dispatch personnel to complete data entry and reporting of crime reports for which there is no suspect. That action would free sworn police officers to engage in more proactive enforcement. OPTIONS: Make not change and continue operations as they currently exists. Supplemental Budget Request 2019-2021 Reclassify WWTP Operator 11 to WWTP Operator 111 DEPARTMENT: Public Works –Wastewater Administration PRIORITY: 4 ONE-TIME COST OF ITEM: $ FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 8,029 STARTING FISCAL YEAR: 19120 OF 7 REQUEST SUMMARY: This supplemental budget request is to fund the difference between one WWTP Operator II position to a WWTP Operator III position in the wastewater division on an ongoing basis. The intention of this request is to have the one of the three budgeted WWTP Operator II positions changed to a WWTP Operator III budgeted position. No increase in staffing levels are proposed with this request. OBJECTIVES AND JUSTIFICATIONS: During the economic downturn, many City departments had tweaks made to staffing and department structure/supervision. The public works operations (streets, parks, facilities, and wastewater subdivisions) previously had a director—deputy director --subdivision supervisor--workerlopera for structure. The current structure is director --operations manager (maintenance & wastewater)-- workerloperator. With the loss of the higher level deputy director, operations managers are required to perform higher level administrative/technical duties while providing daily work direction and direct supervision to the workers/operators. A senior level frontline worker/operator to assist the operations managers with daily work director and ,eading work crews will allow the operations manager to proactively plan and assist with capital project management, which includes $45 million in capital project spending in the next ten years. In addition, the WWTP is nearing full capacity while major developments are looking to connect into the sanitary system. This position is also recognized as the Water Reclamation Facility, Chief Plant Operator and will be directly responsible for fulfilling regulatory reporting requirements to the State Water Resources Control Board. A Class 3 Sanitary Collection System Certification plus a Class 2 Wastewater Treatment Plant Certification are required to be possessed by the WWTP Operator III. It should be noted that the other subdivisions of Public Works Operations (streets, parks, and buildings maintenance) each have a Senior Maintenance Worker position. Reclassifying a WWTP Operator II position to a WWTP Operator III (i.e, senior operator) will bring a consistent hierarchy in each subdivision of the Operations Section. OPTIONS: Do nothing. Not recommended since the Wastewater Operations Manager will be required to focus more of his time on treatment plant upgrades and other capital projects, and will need the support of a senior operator to assist with the daily wastewater operations and records. COST DETAIL Annual Salary (no benefits inc.) Step A . Step E . WWTP Operator Ill: $54,420 $66,144 WWTP Operator H., $49,356 59 988 Difference: $ 5,064 $ 6,156 with benefits $8,020 Supplemental Budget Request 2019-2021 Part -Time Service Worker DEPARTMENT: Public Works -- Wastewater Administration PRIORITY. ONE-TIME COST OF ITEM: $ 1,000 FISCAL YEAR: 19120 5 OF 7 ONGOING COST OF ITEM: $ 35,430 STARTING FISCAL YEAR: 19120 REQUEST SUMIUTARY: Fund a part-time service worker for the Public Works Wastewater Division to provide support treatment plant operators, with a focus on maintaining collection system and treatment plant grounds and supplementing seasonal increases in work. This position will complement the full-time regular maintenance workers by completing non -skilled and semi -skilled work assignments. OBJECTIVES AND JUSTIFICATIONS: Existing operations staff are struggling to keep up with their normal work load due to more demand from aging infrastructure and increased regulatory requirements and guidelines. This position would generally be performing tasks such as traffic control, landscape maintenance (treatment facilities, lift stations, and around manholes in roadside), transporting supplies and tools, supporting full-time operators, and a variety of other general labor work. Many of the work tasks in the wastewater division could be accomplished by one employee but need the assistance of a second employee to support the one accomplishing the work — especially tasks }hat require work in the roadways, such as cleaning sewer lines, checking manholes, etc. This position will support those tasks and perform other general labor work to free full-time operators to focus on the skilled work assignments. OPTIONS: 1. Reduce the number of proposed hours. 2. Contract with temporary agency. This option is not recommended since hourly rate will be much higher and agency -assigned workers may change frequently and require continual training of new contract workers. COST DETAIL: Assume Part -Time Worker 15, Step E pay rate of $19.24 per hour (not starting wage) Average hours per week: 30 hours (average about 3.5 days f wk.) Annual Cost: $19.241hr. x 30 hrs.lwk. x 52 wks.lyr. = $30,014 Supplemental Budget Request 2019-2021 Part -Time Service Worker DEPARTMENT: Public Works -Maintenance PRIORITY: 2 OF 4 ONE-TIME COST OF ITEM: $ 1,440 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 25,920 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Fund a part-time service worker for the Public Works Maintenance Division to provide support maintenance workers, with a focus on special events, atter-hour tasks, weekend duties, and seasonal increases in work. This position will complement the full-time regular maintenance workers by completing non -skilled and semi -skilled work assignments. OBJECTIVES AND JUSTIFICATIONS: Existing maintenance staff are struggling to keep up with their normal work load due to more demand from new and expanded special events, increased use of existing and new facilities, and generally more work to keep facilities and parks clean from the transient community and recreation leagues. This position would generally be performing tasks such as special event setups, road closures and no parking noticing, emptying trash cans, general park maintenance, transporting tables and chairs, locking park restrooms, flagging for lane closures, road repairs, and a variety of other general labor work. This position has the ability to eliminate the need to pay overtime rates for a regular maintenance worker for after hours and weekend work; however, the part-time service worker will work side-by- side or in coordination with another maintenance workers). OPTIONS: 1. Reduce the number of budgeted hours to 16 or 24 hours per week minimum. 2. Contract with temporary agency. This option is not recommended since hourly rate will be much higher and agency -assigned workers may change frequently and require continual training of new temp workers. COST DETAIL: Assume Part -Time Worker 12, Step C pay rate of $15.08 per hour Average hours per week: 28 hours (average 3.5 days 1 wk.) Annual Cost: $25,920 including taxes and benefits Supplemental Budget Request 2019-2021 Strategic Planning DEPARTMENT: City Council PRIORITY: 1 OF 1 ONE-TIME COST OF ITEM: $ 11,000 FISCAL YEAR: 2019-2021 ONGOING COST OF ITEM: $ 11- -0_ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Request additional professional development monies to cover the cost of annual strategic planning. OBJECTIVES AND JUSTIFICATIONS: Council conducts annual strategic planning to set and review the overall goals and priorities for the City. Goals and priorities are set at strategic planning every odd year to correspond with the creation of the two-year budget and are then reviewed every even year. Since 2015, the strategic planning workshop has been facilitated by a consultant. Costs for the consultant and supplies for the workshop have ranged from $10,000 to $17,000 depending on the year. The current budget for strategic planning has been historically set at $1,500. To better align the budget with actual expenditures and to allow for the continued use of a consultant for facilitation of the workshop, an adjustment of $11,000 is requested for a total budget of $12,500. OPTIONS: COST DETAIL - $11,000 increase in Strategic Planning Supplemental Budget Request 2019-2021 Professional Developmeni DEPARTMENT: Citv Treasurer ONE-TIME COST OF ITEM: $ PRIORITY: 2 OF 2 FISCAL YEAR: ONGOING COST OF ITEM: $ 1,200 STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Request additional professional development monies to cover training costs for the City Treasurer. OBJECTIVES AND JUSTIFICATIONS: The City Treasurer is responsible for ensuring that City funds are invested in a manner consistent with the City's Investment Policy and to achieve maximum safety, liquidity and yield. Therefore, it is important that the City Treasurer keep current on City investment regulations and compliance through training at the annual Government Investment Officer's Association (GIOA) conference. OPTIONS: No increase. COST DETAIL: Annual professional development at $1,200 each year Supplemental Budget Request 2019-2021 ClearGov Subscription DEPARTMENT: CM PRIORITY: 3 OF 4 ONE-TIME COST OF ITEM: $ 1,800 FISCAL YEAR: ONGOING COST OF ITEM: $ 5,500 STARTING FISCAL YEAR: REQUEST SUMMARY: This request is for funds to subscribe to ClearGov so we can manage the presented information. OBJECTIVES AND JUSTIFICATIONS: ClearGov provides information on government demographics and finances that is easy to read and access. A subscription would allow the City to provide more accurate data and descriptive explanations so that the public, developers and staff can easily find the information they want. ClearGov helps local governments promote transparency and provide context. Our budgeted and actual revenues and expenditures can be displayed for the public to view. We can also compare our data against other peer cities so the public can see how we measure up to our neighbors. ClearGov also offers a projects page where we would be able to highlight all capital and non -capital timeline based projects. OPTIONS: Don't sign up. COST DETAIL: One-time cost - $1,800 Annual cost - $5,500 • 15% discount for multi-year agreements Supplemental Budget Request 2019-2021 Citywide Scanning DEPARTMENT: IT PRIORITY: 14 OF 15 ONE-TIME COST OF ITEM: $_$7,200 FISCAL YEAR: 19/20 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: REQUEST SUMMARY: This request is for funding to purchase new scanners for each department. OBJECTIVES AND JUSTIFICATIONS: As we move to digitizing more of our records and documents, we need to be proactive by scanning documents as we process them. Desktop scanners will help encourage staff to scan documents as part of the process, instead of an afterthought. OPTIONS: Continue to use the department copiers as scanners. COST DETAIL: New - $7,200 • $250 - $400 per scanner o AS -2 a CD -3 ❑ PW -5 ❑ FD -3 o PD -4 o IT — 1 Supplemental Budget Request 2019-2021 DEPARTMENT: IT ONE-TIME COST OF ITEM: $_400,000 ONGOING COST OF ITEM: $ REQUEST SUMMARY: Fiber Pro 'ec f PRIORITY: 15 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: This request is for funds to plan, develop, design, install and manage a new fiber network for both city and commercial use. OBJECTIVES AND JUSTIFICATIONS: High speed internet is a priority for many businesses looking to locate in Atascadero. The current high speed offerings from Charter and AT&T leave too many properties without the bandwidth needed for potential tenants. The City could build out a fiber network to attract businesses. JPTIONS: There are several options available with multiple variables. The project can be done in several phases. There can be partnerships developed with network management businesses to help facilitate leasing the fiber to business customers. The City does not want to become a utility company, so we can build the network and lease it back to a management company, for example. COST DETAIL: A lot $400,000 over 2 years might be a place to start. Supplemental Budget Request 2019-2021 Pension Summary Reports DEPARTMENT: Administrative Services Department _ PRIORITY: 3 OF 3 ONE-TIME COST OF ITEM: $ FISCAL YEAR: ONGOING COST OF ITEM: $ 6,606 STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: Request funds for pension summary reports. OBJECTIVES AND JUSTIFICATIONS: With the increasing costs of pensions and the complexity of financial reporting, it is important to understand the trends of pension costs to better project future liabilities for the City. Pension summary reports are clear, concise reports that provide the City easy to understand information based on CaIPERS annual reports. This report will be useful to the City for budgeting, contract negotiations, financial forecasting, and for educating Council about the pension situation. nPTIC7NS- Deny request for funds. COST DETAIL: Estimates received range from $4,750 up to $10,000. Supplemental Budget Request 2019-2021 Fire Station 7 Campus Upgrade DEPARTMENT: Fire and Emergency Services PRIORITY: 2 OF 8 ONE-TIME COST OF ITEM: $ 9,994,000 FISCAL YEAR: 2019-2020 ONGOING COST OF ITEM: $ REQUEST SUMMARY: STARTING FISCAL YEAR: Modernization of Fire Station 1 to meet current standards established by OSHA, NFPA and building codes through a phased remodel approach. This will provide a safe working and living environment for firefighting personnel. OBJECTIVES AND JUSTIFICATIONS: Fire Station 1 was built in the 1950's and has only seen a few minor upgrades over the years. The objective is to use the existing property and upgrade the station with an interior remodel, an EOCladministration building and a new engine bay where the lawn area exists. This modernization can be done through a phased approach. The project includes: mitigation of structural and roof deficiencies (identified by a structural engineer in a recent facility assessment by RRM Design Group), crew separation from apparatus/equipment contaminants, providing dedicated living space, and providing an Emergency Operations Center that can be used as a training or meeting room for the city and community. OPTIONS: 1. Complete only Phase 1 to mitigate life and safety hazards 2. Build a new facility on existing campus or different location 3, Continue using the existing facility with no upgrades COST DETAIL: Phase 1: Structural retrofit (roof, structural support, exhaust system) - $200,000 Phase 2: Fire Station remodel (separation of contaminants, bedrooms, living space) - $3,200,000 Phase 3: Emergency Operations Center/Administration Building - $994,000 Phase 4: Final Station remodel (apparatus bay, clean room $5,800,000 Total: $9,994,000 Supplemental Budget Request 2019-2021 General Plan U date DEPARTMENT: Community Development PRIORITY: 4 OF 4 ONE-TIME COST OF ITEM: $_375,000 FISCAL YEAR: 2020-21 ONGOING COST OF ITEM: $ 375,000 (next budget) STARTING FISCAL YEAR: 2021 REQUEST SUMMARY: Request for one-time funds to commence the Citywide update of the Land Use and Circulation Elements of the General Plan. OBJECTIVES AND .JUSTIFICATIONS: The City's General Plan was adopted in 2002 and is intended to project City buildout up to 2025. Typically, Cities update their General Plan every 15-20 years. Given the changes in resources, City needs and economic trends that have occurred over the past 10 years, an update to Atascadero's General Plan is due. It will identify significant economic development opportunities, implement mandatory housing goals, and identify how the Community should grow and maintain over the next 20 years. This update should carry us forward to 2045. This activity is typically lead by a consultant and involves the amendment of typically just the Land Use and Circulation portions of the General Plan. It typically triggers the need for an Environmental Impact Report and often takes about 2 -years to complete. Both the completed housing element and the ongoing EI Camino Corridor study will be incorporated into the City General Plan and will assist rhe City in completing an update to the City's Land Use and Circulation Elements of the General Plan. Often, this project can be assisted with Grant funding. City staff will be exploring grant opportunities next year. OPTIONS: 1. Seek grants to assist with the funding of this effort. 2. Complete the work in house with existing staff and re -prioritize other projects 3. Don't complete the General Plan update and continue with the existing General Plan. This is likely to result in the City's inability to sustain economically and to reach the state's housing goals. COST DETAIL: Consultant costs are estimated to range between $500 to $750,000 based on the complexity of our needs. Grants from the state are typically available for this activity and staff will be seeking grant assistance. The cost of the EIR is one of the more substantial components of this activity and is expected to be approximately 3 to $500,000 (already considered in the overall cost). Supplemental Budget Request 2019-2021 Atascadero Lake A! ae Bloom Management Pro ram DEPARTMENT: Public Works — Parks Maintenance PRIORITY: 1 OF 3 ONE-TIME COST OF ITEM: $_5,000 FISCAL YEAR: 19129 ONGOING COST OF ITEM: $ 29,900 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Atascadero Lake is a natural resource that is enjoyed by residents and visitors alike. However, the lake experiences algae blooms each year that deters the public from enjoying the unique draw that the lake creates. A combination of preventative and reactive treatments will deter conditions for algae to grow and remove algae, respectively, to allow for the recreational, wildlife, and aesthetic benefits of having an algae -free or near algae -free lake. OBJECTIVES AND JUSTIFICATIONS: It is more cost effective and successful to focus on creating lake conditions that prevent or delay algae from growing than it is to remove algae after it's become established. Therefore, it is important to understand what lake conditions are a catalyst for algae to develop. Algae blooms are created from a combination of nutrient loading, heat, and sunlight. Algae blooms typically anchor to weeds at the lake surface, so preventing massive aquatic plant growth will disallow algae blooms to become established. Introducing light attenuating pond dyes to the lake will prevent sunlight from reaching deeper portions of the lake and in turn, not allow plants to grow. In addition, probiotic additives to the lake will neutralize the nutrients from plant and algae die -off at the lake bottom, whereby eliminating food for the algae to grow. While dye will keep the lake cooler, it will not prevent the water temperatures from increasing as warmer temperatures occur during summer months. The result is a drop in lake levels from evaporation and decreasing ground saturation, making it more difficult to prevent algae. Once algae becomes established, a reactive treatment of aquatic herbicides are used to control algae blooms. Toward the end of the year as cooler temperatures settle in, the lake goes dormant and algae and weeds die off, settling to the lake bottom and supplying nutrients the following spring. A bathymetric survey will assist with how much and where to apply treatments. Staff has determined the best course of action to prevent algae blooms is a combination of pond dye and probiotics. An initial treatment should occur in April/May timeframe, with a half dose treatment every 30 days thereafter. As summer settles in and the lake level drops, algae will inevitably develop. An application of aquatic herbicides should be used at various locations but principally, to keep open water conditions in the main body of the lake. The use of pond dyes and probiotics should continue until lake dormancy, usually sometime in October/November. OPTIONS: Friends of Atascadero Lake may contribute to the cost of preventative and reactive algae treatments that the City performs. Discussions are ongoing. COST DETAIL: Bathymetric Survey (FY19120one-time cost): $ 5,000 Pond dye (equal mixture of black and blue): $10,000 Probiotics (spring and summer blends): $ 5,000 Aquatic herbicides and testing: $ 5,Q00 Total Annual Ongoing Costs: $20,000 Supplemental Budget Request 2019-2021 Deodar Cedar Tables For City Nall DEPARTMENT: Public Works — Building Maintenance _ PRIORITY: 2 OF 2 ONE-TIME COST OF ITEM: $ 10,000 FISCAL. YEAR: 19120 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: When the deodar cedars were removed around City Hall during the seismic rehabilitation project, the trees were milled and planks stored at the Corporation Yard with the intention of constructing conference room tables for City Hall. The deodar cedar removed in the Sunken Garden last year was also milled and its planks are also being stored for similar uses. At a minimum, this request would create the following deodar cedar tables for use at City Half (sizes approximate): ■ (2) 8'x3.5' tables (conf. rm. 106) (1) 8'x4.5' table (conf. rm. 104) • (6) 5'x3' tables (2 in Rotunda, 2 in Council Chambers, 2 elsewhere) OBJECTIVES AND JUSTIFICATIONS: There is an optimal time to cure milled wood before using for construction, furniture, or other secondary purposes. Typically, harvested wood needs to cure to 19% moisture content before such uses. The deodar cedar planks available for use are ready to use and will run the risk of being unusable if left in storage much longer, making this a more critical request. Staff has consulted with wood finishers and furniture makers to discuss opportunities for transforming the cedar planks into tables. It is anticipated to keep the live edge on the tables to appear unique and natural. Staff recommends contracting out the wood plank tabletop finishing, while making the table base frames in-house. The City has several certified welders in public works who are creative and highly capable to create the base frames for the tabletops. Depending on work load and availability, the base frames may need to be contracted out. OPTIONS: Do nothing or delay this request. Neither of these options are recommended since the milled wood to be used for tabletops are showing signs of cracking, indicated the wood is drying out too much, COST DETAIL.: Cedar wood tabletop finishing: $ 9,000 Steel supplies for tabletop base frames: 1,000 Total $10,000 Supplemental Budget Request 2019-2021 Sidewalk Inspection and Repair Program DEPARTMENT: Public Works --- Streets Maintenance PRIORITY ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $ 10.000 2 OF 2 FISCAL YEAR: 19120 + 20121 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: The City has many miles of aging sidewalks in the public rights-of-way that are used daily and nightly by the public. While the Atascadero Municipal Code (AMC) assigns responsibility for the repair of sidewalks to the abutting property owner, it is often that the City is made aware of the sidewalk deficiency only after an injury occurs. The City receives a number of injury claims each year due to sidewalk deficiencies, many of them associated with displaced sidewalk joints or cracks. This request provides several options for pro -actively addressing sidewalk deficiencies and mitigating trip hazards. OBJECTIVES AND JUSTIFICATIONS: Although the AMC assigns this responsibility to the abutting property owner, the injury occurs on City property and caused by infrastructure (sidewalk) that is usually constructed by the City or a developer. During various ADA and public works conferences, City staff have heard litigating attorneys and regulatory agency officials indicate that sidewalks are a public facility and argue, as such, are the responsibility of that public agency. It is the intent of this request to allow staff to be more proactive in addressing the biggest reason for trip injuries — displaced sidewalk joints and cracks. Eliminating displaced joints and cracks can be completed by grinding or taper -sawing the displaced joint. This method can be done quickly and without replacing the sidewalk panels. OPTIONS: COST DETAIL - Supplemental Budget Request 2019-2021 Additional Overtime DEPARTMENT: City Manager ONE-TIME COST OF ITEM: $ 1,00_ ONGOING COST OF ITEM: $ 1,000 REQUEST SUMMARY: PRIORITY: 1 OF 4 FISCAL YEAR: 2019-2021 STARTING FISCAL YEAR: 20121 Request for additional overtime budget to cover changes within the department OBJECTIVES AND JUSTIFICATIONS: With the hiring of Amanda in December 2016, the duties of the Administrative Assistant/Deputy City Clerk position has evolved to include creative/design and on-site assistance with special events in the City. Additionally, Amanda lends creative/design assistance to other Departments and Divisions. The time required for the conceptual plans and associated graphic design, combined with the day-to- day administrative duties of the position often requires more hours than an average work -week. Many times late submissions of agenda reports and related assembly of the final agenda packet as well as deadlines for graphic design projects contribute to the need for additional work hours. OPTIONS: Hire additional part-time or full-time personnel. COST DETAIL: $1,000.00 increase in overtime annually. Supplemental Budget Request 2019-2021 Laserfiche Expansion DEPARTMENT: IT ONE-TIME COST OF ITEM: $_29,400 ONGOING COST OF ITEM: $ 4,400 REQUEST SUMMARY: PRIORITY: 8 OF 15 FISCAL YEAR: 19120 STARTING FISCAL YEAR: 20121 This request is for additional funding for our Laserfiche environment. OBJECTIVES AND JUSTIFICATIONS: Our use of Laserfiche is outpacing our licensing. We need to increase the number of users that are able to access Laserfiche, as well as purchase new tools that will streamline the scanning process. Licensing: A large number of staff only need read access to documents. They will not need to scan or create documents. Currently, with the licenses that we have, only 33 staff members have access to non- �ubiic documents in Laserfiche. All public documents are available through WebLink to everyone_ Several divisions have to rely on one person to look up documents. Laserfiche does not offer read- only licenses, but we can upgrade our WebLink license to create a non-public portal that staff can use to gain read-only access to Laserfiche. Tools: As we bring more scanning projects inhouse, we should consider using tools similar to those used by our scanning contractors. One such tool is Quick Fields. This tool will allow staff to automatically extract information from a scanned document, eliminating the need to manually input template metadata information. With large scan jobs, this tool will save a tremendous amount of time and reduce manual entry errors. OPTIONS: Do not purchase the Quick Fields tool. COST DETAIL: icensing increase • Upgrade from WebLink Starter to WebLink Standard ❑ Increases concurrent users from 10 to 25 * Allows us to have a second, staff portal for read-only access o Purchase $10,000 (after $15,000 credit from our current install) Supplemental Budget Request 2019-2021 c Annual maintenance increase from $3,004 to $5,000 Teals • Quick Fields o Purchase - $12,000 o Annual - $2,400 Offsite Disaster Recovery DEPARTMENT -IT PRIORITY: 9 CF 15 ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $_26,400 REQUEST SUMMARY: FISCAL YEAR: STARTING FISCAL YEAR: 19120 This request is for funds to begin sending our server backups offsite for disaster recovery (DR) purposes. OBJECTIVES AND JUSTIFICATIONS: We need to start moving copies of our server backups offsite in order to protect our data from a local hazard. All of our backups are currently located in the City limits. We are very susceptible to permanent data lose if a local or regional disaster comes our way. In order to properly protect our data, we need to move these DR copies off-site and preferably out of the region. There are many companies that specialize in offsite DR storage. We will work with one of these consultants to find the best fit for our needs. By moving our DR off-site, which would be in the cloud, we gain the ability to access that data from anywhere with internet access. If all city facilities were compromised, we would be able to access our data from any computer and we could keep business moving. OPTIONS: Keep our disaster recovery backups on hard drives in the safe at Station 2. COST DETAIL: $2,200 per month. Supplemental Budget Request 2019-2021 Increased Audit Service Fees DEPARTMENT: Administrative Services Department PRIORITY: 1 OF 3 ONE-TIME COST OF ITEM: $ FISCAL YEAR: ONGOING COST OF ITEM: $ u to 20 000 STARTING FISCAL YEAR: 2019-2020 REQUEST SUMMARY: 2018-2019 is the fifth and final year of the contract with Moss, Levy, & Hartzheim (MLH) as the City's auditors. The City will be requesting proposals from qualified firms to audit its financial statements. The City expects an increase in audit services fees in fiscal year 2019-2020 and going forward. OBJECTIVES AND JUSTIFICATIONS: It is the goal of the Finance Department to contract with a competent, qualified auditing firm at the lowest price possible. Since 2018-19 is the fifth and final year of the contract with MLH, the City will be requesting proposals from qualified firms to audit its financial statements. It is expected that the cost for audit services will increase with any firm selected to be the City's next auditors. OPTIONS: Do not increase the audit services fees budget but this is not recommended since the City is required to have its financial statements audited by a qualified auditing firm. COST DETAIL: Estimated increase of up to $20,000 Supplemental Budget Request 2019-2021 Equipment Re iacement Fund '7EPARTMENT: Fire and Emer enc Services PRIORITY: G OF 8 ONE-TIME COST OF ITEM: $ FISCAL YEAR: ONGOING COST OF ITEM: $ 119,725 STARTING FISCAL YEAR: 2019/2020 REQUEST SUMMARY: Establish a replacement fund for emergency equipment not currently funded through the existing Fire budget. OBJECTIVES AND JUSTIFICATIONS: The Fire Department is requesting to establish a replacement fund for several large equipment items. This equipment is used for emergency response and has high replacement costs. Each item has a life span of 5 to 15 years and the cost of replacement makes it difficult to replace upon the end of its useful fife. The last purchases of each of these items were either grant funded or through donations `ram the Bertha Schultz Trust. These items include Self Contained Breathing Apparatus, Turnouts, Extrication equipment, Cardiac heart monitors, handheld and mobile radios, thermal imaging cameras and fire hose. OPTIONS: 1. Do not fund replacement of equipment 2. Continue to apply for grants 3. Increase life span of equipment to lower annual cost COST DETAIL: See attached spread sheet. Each item has a purchase cost and is given 2% inflation per year for its useful life. Annual contribution to fund equipment replacement: $119,725. Hose is also included on this budget request however it is best purchased annually in smaller amounts. The annual contribution for hose as shown on the spreadsheet would be enough to replace 911 fire hose as it is damaged or every 15-20 years. Supplemental Budget Request 2019-2021 Establish Primary Survey Benchmark S stern 'DEPARTMENT: Public Worsts —Administration/Engineering PRIORITY: 5 OF 5 ONE-TIME COST OF ITEM: $ 45,000 FISCAL YEAR: 19120 + 20121 ONGOING COST OF ITEM: $ STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: Atascadero is fortunate to have a thorough set of existing survey monuments. However, there is currently no established horizontal and vertical survey network to tie all these monuments together. This supplemental budget request includes costs associated with hiring a licensed surveyor to prepare a Primary Survey Benchmark System. OBJECTIVES AND JUSTIFICATIONS: Currently, when capital projects and private developments have topographic or boundary surveys prepared, the City has no means of establishing the project location or elevation within an overall City network. The surveys often have an assumed northing -Basting and elevation benchmark created within the project extents. A Primary (and future Secondary) Benchmark System will provide a citywide network which is tied to the overall State Spacial Reference Network, and allows all completed surveys to be properly located relative to all other surveys. The benefits to the City include internal staff efficiency, error reduction, and reduced costs to levelopers and private parcel owners. This system will also provide an accurate and efficient means to enforce regulatory requirements such as floodplain management, as well as allowing City staff to perform preliminary engineering work in locations with imported survey information. OPTIONS: City staff can continue to accept surveys that are established relative to an "assumed" coordinate system. Surveys are accurate, but are not usable for reference with any other adjacent projects and are more difficult to check for accuracy. COST DETAIL: Consultant Fees (General) a. Field Survey Work to establish Primary Benchmarks b, Field Survey Work to establish Secondary Benchmarks c. Preparation of City of Atascadero Benchmark System Report (Available to Public) Staff Time Total Proposed FY19120 Budget: $25,000 Proposed FY20121 Budget: $20,000 Supplemental Budget Request 2019-2021 $40,000 5,000 $45,000 Porlola Road Well Supply to A tascadero Lake Operations DEPARTMENT: Public Works — Parks Maintenance PRIORITY: 3 OF 3 ONE-TIME COST OF ITEM: $ ONGOING COST OF ITEM: $ 3,600 to 4,800 FISCAL YEAR: 19120 STARTING FISCAL YEAR: 19120 REQUEST SUMMARY: A water supply well and supply pipeline was constructed and financed by Friends of Atascadero Lake (FOAL) in 2015. The intention of the shallow well is to offset the evaporation loss that the lake experiences during the summer months, as well as supplying fresh water during stagnant periods. An agreement was executed between FoAL and the City that requires FOAL to maintain, repair, and pay for all costs associated with the well and pipeline. In January 2019, FOAL sent a letter to the City Council requesting an amendment to the Portola Road well agreement that the City be responsible for electrical costs associated with running the well. OBJECTIVES AND JUSTIFICATIONS: The objective of FoAL's request is stop having to pay electrical costs for the well operation. In their letter to the City, FOAL indicates that their primary concern is the continued burden of fundraising for well pump electricity, which feeds water to a city -owned lake, and would rather use doners' gifts for other lake enhancement projects. OPTIONS: One option is to fund this request partially. COST DETAIL: Electrical cost range between $600 to $800 per month Well pump runs for six months (June to November) Cost (low): $600/mo. x 6 mo. = $3,600 Cost (high): $800/mo. x 6 mo. W $4,800 Supplemental Budget Request 2019-2021 Mainline Video Inspection Vehicle & Equipment DEPARTMENT: Public Works —Wastewater Collection PRIORITY: 1 OF 12 ONE-TIME COST OF ITEM: $ 200,000 FISCAL YEAR: 19120 ONGOING COST OF ITEM: $ 2,500 STARTING FISCAL YEAR: 20121 REQUEST SUMMARY: This supplemental request is for funding the purchase of a sewer main video inspection vehicle and associated equipment. This vehicle would allow staff to perform video inspection of the municipal sewer mains and service connections. This information is invaluable to ensure the collection system is reliable and to troubleshoot issues. In addition, this work will minimize risk and liability from sewer blockages and will allow staff to be proactive with sewer repairs before further deterioration requiring much more expensive costs. This purchase could also be used for storm sewer inspections prior to street projects to evaluate pipe conditions and need for repairs prior to paving operations. OBJECTIVES AND JUSTIFICATIONS: In the past, contracted services have been hired each five to ten years to video inspect the entire municipal gravity sanitary sewer system. These video inspection services costs several hundreds of thousands of dollars each time they are accomplished — the last one occurred in 2010 for $240,000 (the highest quote was around $700,000). Additionally, contracted services are hired each year on an as -needed basis for problems encountered at specific locations. To complicate matters, there are no local companies that these services (the 2010 contractor was from New Mexico). This results in higher costs and longer wait time to troubleshoot issues that can be emergencies at times. The City is required by the State Water Control Board to accomplish video inspections of the public sewer system to help ensure deficiencies in the sewer system are identified and necessary repairs are budgeted and accomplished. Although video inspections is usually a one-person operation with the appropriate equipment, this may create the need to hire a part-time temporary (seasonal) worker to assist in other two -person wastewater operations (e.g., sewer cleaning) during scheduled video inspections. The entire sanitary sewer system would be inspected on a cycle of four or five years with an equal percentile done each year. Under this schedule, annual video inspections would take approximately four or five weeks to complete. A seasonal worker could assist during this timeframe. OPTIONS: Budget $300,000 to $350,000 for contract video inspection services no later than FY2019/2020 budget. This purchase could also be delayed until the next budget cycle, however, video inspection of the sanitary sewer system should be performed by 2020 (ten years from last inspection). COST DETAIL: It is estimated to cost $200,000 to purchase a video inspection vehicle and associated equipment. A typical setup is a cargo van (Ford E350) with a CCTV camera system. The camera is mounted on a robotic frame with wheels or tracks and connected to the recording device in the van via a coaxial type cable. Ongoing fuel, maintenance, and repair costs are estimated to cost $2,500 annually, Supplemental Budget Request 2019-2021 Finance Committee Minute Exhibit C Date: Seven Year Prosection " General Fund Actual Actual Budget Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated 201612017 201712018 2D18t2019 1 2018/2019 1 201912020 1 202012021 2021/2022 1 2022/2023 1 2023/2024 1 202412025 1 202512026 Taxes Property Tax (Current Secured & VLF) RDA Dissolution Distributions Other Property Taxes Sales Tax Franchise Fees Transient Occupancy Tax Other Taxes Permits Intergovernmental Grants Service Fees Safety Fees Mutual Aid Development Fees Recreation Fees Administrative Fees Pavilion & Other Rental Fees Parks Fees Zoo Fees Fines Interest Income Other Interfund Charges Donations Other Transfers Total Revenues $ 8,308,110 $ 8,743,471 $ 9,128,400 $ 9,177,864 $ 9,738,770 $ 10,131,800 $ 10,540,520 $ 10,912,490 $ 11,297,484 $ 11,759,78o $ 12,174,410 283,066 759,176 327,220 406,264 497,500 518,400 562,900 601,300 642,100 684,800 728,200 336,496 295,515 383,170 326,800 335,710 337,320 338,940 340,580 342,240 343,910 345.600 3,620,027 4,058,583 3,943,460 4,008,130 4,142,000 4,226,020 4,331,650 4,439,950 4,550,960 4,665,360 4,782,270 1,168,572 1,099,534 1,095,310 1,062,880 1,055,660 1,073,840 1,092,770 1,111,780 1,131,144 1,150,860 1,170,950 1,337,528 1,376,498 1,325,900 1,322,680 1,420,020 1,633,840 1,666,520 1,831,300 1,867,900 1,945,300 1,943,400 319,124 368,885 317,150 322,570 324,690 327,240 327,030 328,770 330,860 332,680 334,320 542,181 472,398 672,660 544,410 625,800 640,460 749,250 601,250 601,460 601,680 601,900 139,698 184,415 165,650 169,490 169,780 171,350 88,190 90,080 92,040 94,060 96,460 13,455 272,265 244,130 247,170 179,680 48,390 12,280 - - - $ 9,030,852 194,113 204,270 188,210 202,700 491,480 193,670 195,750 197,860 200,010 202,180 204,380 473,670 643,165 250,000 452,520 250,000 250,000 250,000 250,000 250,000 250,000 250,000 728,993 535,114 521,810 551,740 630,810 635,170 718,630 594,590 586,690 583,100 582,090 362,792 326,418 302,520 319,050 310,480 313,200 314,940 318,374 321,800 323,230 335.670 56,654 54,096 55,970 57,940 55,400 56,310 60,090 56,750 57,460 58,390 59,170 115,069 148,550 115,080 133,290 126,710 128,610 130,530 132,490 134,470 136,490 138,540 36,980 25,123 32,680 50,460 35,460 35,090 36,740 37,400 38,070 38,750 39,450 377,732 417,983 405,740 418,530 399,050 388,470 394,270 398,620 404,280 409,970 416.990 76,981 87,647 119,270 112,520 115,250 80,330 80,330 80,330 80,330 80,330 80,330 3,231 9,741 56,000 56,000 55,380 56,000 56,000 56,000 56,000 56,000 56,000 1,189,488 1,088,534 1,035,190 1,248,480 4,164,440 1,218,920 1,240,960 1,272,950 1,275,840 1,295,990 1,307,220 242,282 48,333 50,400 30,570 24,420 24,420 24,880 24,880 25,350 25,350 25,820 45,654 27,818 30,180 23,620 24,440 24,700 24,930 25,160 25,390 25,620 25,860 494,190 540,250 548,350 548,350 690,450 698,950 650,540 663,550 676,820 690,360 704,170 20,466,086 21,788,782 21,314,450 21,764,020 22,583,380 23,213,500 23,885,640 24,366,450 24,988,890 25,714,190 26,402,900 Employee Services (14,213,908) (44,882,845) (15,544,120) (14,836,580) (16,622,230) (17,267,100) (17,752,120) (18,071,050) (18,363,580) (18,671,840) (19,033,750) Operations (4,728,276) (5,128,887) (5,741,990) (5,458,860) (6,079,860) (6,140,190) (6,247,600) (6,407,900) (6,491,730) (6,650,270) (6,728,750) Special Projects & Community Funding (1,351,509) (338,333) (561,340) (597,390) (526,040) (292,960) (979,870) (234,250) (233,350) (237,850) (238,170) Capital Outlay (236,948) (315,252) (21,760) (43,500) - (47,000) (150,000) (150,000) (150,000) (150,000) (150,000) Other Uses (169,400) (256,343) (2,690) (2,690) (3,250) (3,250) (3,250) (3,250) _ (3,230)_ (3,230)_ (3,230) Total Expenses (2007o0,041) (20,921,660) (21,871,900) (20,939,020) (23.231.360) T (23,720,500}251 ,132.640) (24.666.450) (25,244,890) (25,713,190) (26,153,900) NET INCOME t (LOSS) (233,955) 867,122 (557,450) 825,000 (648,000) (507,000) (1,247,000) (500,000) (253,000) 4,000 249,000 Fund Balance Beginning of Year 9,264,807 9,030,852 9,897,974 9,897,970 10,722,970 10,074,970 9,567,970 8,320,970 7,820,970 7,567,970 7,568,970 FUND BALANCE END OF YEAR $ 9,030,852 $ 9,897,974 $ 9,340,524 $ 10,722,970 $ 10,074,970 $ 9,567,970 $ 8,320,970 $ 7,820,970 $ 7,567,970 $ 7,568,970 $ 7,817,970 Fund Balance as % of Expenses 43.6% 47.3% 42.7% 51.2% 43.4% 40,3% 33.1% 31.5% 30.0% 29.4% 29.9% " Safes Tax Measure F-14 funds are not included in this 7 -year Projection. B-10 Finance Committee Minute Exhibit D -Date: :3,�% 1 r90 / S GENERAL FUND HISTORY AND PROJECTIONS Fiscal Years 201612017 thrau h 2024/2025 General Fund (excluding Sales Tax Measure FA Activity) Employee Services Actual Actual Budgeted Estimated Estimated Estimated Estimated Estimated Estimated Estimated Operations 201612017 2017/2018 201812019 201812019 2019/2020 202012021 2021/2022 2022/2023 2023/2024 202412025 Taxes Property Tax (Current Secured (1,351,509) (338,333) (200,000) (200,000) (200,o00) (200,000) (200,000) (200,000) (200,000) (200,000) &VLF) $ 8,308,110 $ 8,743,471 $ 9,128,400 $ 9,169,800 $ 9,561,200 $ 9,898,810 $ 10,199,790 $ 10,559,750 $ 10,880,650 $ 11,178,070 RDA Dissolution Distributions 283,066 759,176 327,220 327,220 367,870 400,230 435,860 470,660 508,270 518,440 Other Property Taxes 336,496 296,514 383,170 356,370 307,570 349,210 310,870 315,580 320,360 325,220 Sales Tax' 3,620,027 4,058,583 3,943,464 4,062,646 4,050,169 4,151,420 4,255,210 4,361,590 4,470,630 4,582,400 Franchise Fees 1,168,572 1,099,534 1,095,314 1,116,300 1,109,590 1,128,870 1,146,510 1,168,520 1,168,880 1,209,620 Transient Occupancy Tax 1,337,528 1,376,498 1,325,900 1,404,000 1,676,730 1,710,340 1,744,500 1,779,400 1,815,000 1,851,300 Other Taxes 319,124 368,885 317,150 317,150 321,510 325,980 330,560 335,250 340,060 344,990 Permits 542,181 472,398 672,650 672,660 680,310 696,220 713,320 730,840 748,790 767,180 Intergovernmental 139,698 184,415 165,650 158,540 80,300 82,010 83,780 85,610 87,500 89,350 Grants 13,455 272,265 - - - - - - - - Service Fees Safety Fees 194,113 204,270 188,210 188,210 190,270 192,360 194,490 196,640 198,820 201,010 Mutual Aid 473,670 643,165 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Development Fees 728,994 535,113 521,810 521,610 512,500 522,690 534,510 546,590 558,940 571,610 Recreation Fees 362,793 326,419 302,520 303,670 280,770 286,030 288,290 288,550 288,820 289,090 Administrative Fees 56,653 53,031 55,970 57,980 59,890 61,370 62,960 64,640 66,350 68,110 Pavilion & Other Rental Fees 115,068 148,549 115,080 115,080 116,800 118,550 120,330 122,130 123,960 125,820 Parks Fees 36,981 25,124 32,680 32,880 33,470 34,080 34,700 35,330 35,970 36,620 Zoo Fees 377,731 417,981 405,740 405,740 412,980 418,810 425,980 432,000 439,350 445,550 Fines 76,981 88,711 119,270 161,270 151,850 119,270 119,270 119,270 119,270 119,270 Interest Income 3,232 9,741 56,000 56,000 56,000 56,000 56,000 56,000 56,000 56,000 Other Interfund Charges 1,189,488 1,091,481 1,035,190 1,040,510 1,071,590 1,093,980 1,125,660 1,140,660 1,168,040 1,162,970 Donations 242,280 48,334 27,000 24,000 28,500 28,500 29,540 29,500 31,000 31,000 Other 45,656 24,874 28,020 26,930 28,330 28,640 28,960 29,280 29,610 29,950 Transfers 494,190 540,250 548,350 548,350 556,580 564,930 573,400 582,000 590,730 599,590 Total Revenues 20,466,087 21,788782 21,044,760 21,317,116 21,904,779 22,478,260 23,066,470 23,699,790 24,317,000 24,853,160 Employee Services (14,213,908) (14,862,845) (15,244,710) (15,544,120) (16,322,540) (16,821,270) (17,284,920) (17,654,880) (17,816,870) (18,084,120) Operations (4,728,276) (5,128,887) (5,654,840) (5,733,140) (5,742,030) (5,859,820) (5,925,000) (6,049,670) (6,112,970) (6,112,970) Special Projects & Community Funding (1,351,509) (338,333) (200,000) (200,000) (200,o00) (200,000) (200,000) (200,000) (200,000) (200,000) Capital Outlay (236,948) (315,252) - - (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) Other Uses _ (169,400) 256,343 (1,400) (1,400) (1,400) (1,400) (1,400) (1,400) (1,400) _ (1,400) Total Expenses (20,700,041) _ (20,921,660) (21,100,950) (21,478,660 (22,315,970) (22,932,490) _ (23,461,320)23.955,950) (24,181,240) (24,448,490) NET INCOME (LOSS) (233,954) 867,122 (56,190) (161,544) (411,191) (454,230) (394,850) (256,160) 135,760 404,670 Fund Balance Beginning of Year 9,264,807 9,030,853 9,897,975 9,897,975 9,736,431 9,325,240 8,871,010 8,476,160 8,220,000 8,355,760 FUND BALANCE END OF YEAR $ 9,030,853 $ 9,897,975 $ 9,841,785 $ 9,736,431 $ 9,325,240 =L=t, B71,01 0 $ 8,476,160 $ 8,220,000 $ 8,355,760 $ 8,760,430 Fund Balance as % of Expenses 43.6% 47.3% 46.6% 45.3% 41.8% 38.7% 36.1% 34.3% 34.6% 35.8%