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4.17 Adopt Final Budget
STAFF REPORT CITY COUNCIL DATE: August 19, 2014 CITY CLERK File #330m20 TO: Honorable Mayor and City Councilmembvia FROM: Christopher L. Foss, City Manager SUBJECT: Transmittal of the Final Adopted Budget Document for Fiscal Year 2014-15 and 2015-16 Prepared by Colleen Tribby, Director of Administrative Services EXECUTIVE SUMMARY: The City Council approved the City of Dublin's Fiscal Year 2014-15 and 2015-16 Budget and Financial Plan on May 20, 2014. This Staff Report transmits the document in its final form, which will be printed and bound, and submitted to the Government Finance Officers Association and the California Society of Municipal Finance Officers in application for the FY 2014-15 budget awards programs. This document is also available Administrative Services page. FINANCIAL IMPACT: None. RECOMMENDATION: on the City's website on the Finance and Staff recommends that the City Council receive the document. Reviewed By Assistant City Manager DESCRIPTION: The City of Dublin's FY 2014-15 and FY 2015-16 Adopted Budget and Financial plan is different from prior years budgets in that it includes a number of elements identified by the Governmental Finance Officers Association and the California Society of Municipal Finance Officers as best practices in local government budgeting. Some of the elements new to the budget document, presented here as Attachment 1, include: 1. Departmental reporting (versus functional unit reporting) 2. Description of the budget document and process 3. New information related to fund structure, including fund definitions and fund balances Page 1 of 2 ITEM NO. 4.17 4. General Fund section with descriptions of assumptions used, as well as detailed changes to reserves 5. Glossary/Index and table of contents and figures The new elements, as well as the change to the overall organization and presentation of the document, help the reader better understand the City of Dublin's structure, function, and goals for the coming years. It also provides a more standardized format that can be assessed against other agency documents. In preparation for the FY 2015-16 budget update next spring, Finance staff will continue looking for ways to improve the process, in accordance with the ongoing goal of providing a transparent and straightforward annual budget document. NOTICING REQUIREMENTS/PUBLIC OUTREACH: None. ATTACHMENTS: 1. City of Dublin FY 2014-15 and FY 2015-16 Adopted Budget and Financial Plan Page 2 of 2 1 [: end F�nanc�al N Prepared Ry Colleen Tribby — Director of Administrative Services Lisa Hisatomi —Assistant Director of Administrative Services Renuka Dhadwal —Administrative Technician 9 City of Dublin C A L I F 0 R N I A Dublin AFNnMcagh I I• 2011 Adopted Budget and Financial Plan Fiscal Years 2014-15 and 2015-16 May 2014 Mayor —Tim Sbranti Vice Mayor — Don Biddle Council Member Abe Gupta Council Member — Kevin Hart Council Member —David Haubert City Manager —Christopher L. Foss Assistant City Manager —Linda Smith This page intentionally left blank. Fiscai Years 2014-15 and 2015-it) Contents_ _ City Manager Transmittal Letter .................................................... A-1 Introduction..................................................................... B-1 City of Dublin Profile ....... . No ........................................................... 13-1 Organizational Chart FY 2014-15 and 2015-16................................................ B-4 Budget Document and Process.............................................................. B-5 FundsSummary.................................................................. C-1 Fund Definitions......................................................................... C-1 Overview of Revenues.................................................................... C-5 Overview of Expenditures. 9 8 1 1 0 0 0 0 a 9 1 a 5 0 0 a 9 0 1 9 0 a I a 9 9 9 4 C-6 Overview of Fund Balances................................................................. C-7 Funds and Department Relationship Matrix. . 0 0 a 0 4 1 1 a 0 6 a a a a a P A 9 1 1 a I I C-13 General Fund Summary. II a 0 W d 2 a 0 1 a a 9 M V M a a a a a do 9 a a 0 a a 0 M a a a 5 W D-1 General Fund Operating Summary ........................................................... D-1 General Fund Reserves Summary............................................................ D-3 General Fund Reserve Details............................................................... D-4 General Fund Revenue Assumptions.......................................................... D4 General Fund Expenditure Assumptions ............ . . ......................................... D4 Departments.....................................................................E-1 CityCouncil..0001.01....1510.0....190.009011910....19000.004.0.0.000...19...............E-1 CityManager. 9 2 1 0 1 0 a a 0 1 1 1 0 9 1 0 0 0 0 1 1 1 4 1 0 1 0 a 0 4 1 1 0 a a 0 0 0 a a a 4 9 a I 1 0 a I a I I 1 0 0 a a 0 a I 1 8 0 0 6 0 a 4 0 0 0 1 a 1 0 E,3 City Clerk's Office.000.1..................................................................E-5 Human Resources ............. E-9 City Attorney's Office.6118400000.0....95000.0..1400.014110.01.0.0..1800100.14..01..150111.E-13 Administrative Services ............... . .............................. . ....0..9.00...1500044E-14 Non-Departmental.......................................................................E-18 Economic Development and Public Information ............ . . . ........ . ......... . .100.4119001125.E-26 Community Development..................................................................E-30 Contents ap City of Dublin Fiscal Years 2014-2015 and 2015-2016 iii FireServices............................................................................E-36 Police Services ................ 4 0 9 1 1 a I I a M M I a a 1 9 5 9 9 0 0 9 a a 8 4 1 a a a a .41101190199000911.0000....E-42 Parks and Community Services........, I 1 0 0 9 9 0 0 0 0 1 1 V 9 9 0 a a .911609.000...40.6...511.00110900..E-47 PublicWorks ... ........................................................................E-57 CUFO tallmprovement Program ..............................a a aNa9anMa0aa0809N.......F-1 Overview...............................................................................F-1 General Improvements.....................................................................F-2 Community Improvements ...... , F-2 Parks.8900000408099000.................................................................F-3 Streets.................................................................................F-4 ProprietaryFunds..................................................aNaN9a5aaaEaaM G-1 Internal Service Funds(ISF)................................................................. G-1 PoliceVehicles.......................................................................... G-2 FireApparatus.......................................................................... G-2 Non -Safety Vehicles...................................................................... G-3 Buildings.............................................................................. G-3 Equipment............................................................................. G-4 Solar Equipment, a 0 0 1 a a W F 9 M a a 0 9 9 1 0 a 0 4 G-4 ParkReplacement....................................................................... G-5 Maintenance and Repairs, G-5 RetireeHealth.......................................................................... G-6 PERSSide Fund Payoff.................................................................... G-6 Energy Efficiency Capital Lease.............................................................. G-7 FiduciaryFunds.................................................................. H-1 Dublin Boulevard Assessment District......................................................... H-1 Geologic Hazard Abatement Districts,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 9 1 4 9 a 0 a 5 0 9 F 9 1 0 a a 4 4 9 9 0 0 9 1 H-2 Associated Community Action Funds (ACAP) . , , a 4 4 4 8 6 8 a I 1 0 r , , , ... , 9 9 6 1 M M I 1 0 a 0 P I S I a I & , , , , , , . , , , , H-6 California Employers' Retiree Benefit Trust (CERBT) .. , , , ... , , I I a 0 a 1 4 0 a a a 0 M 4 0 d . .................. . . H-7 StrategicPlan.....................................................................I-1 City ofDUbIIn10-YearStrategicPlan.49.....408091....961000111..10111........................I-1 Strategies...... 55191 1 1 1 0 1 6 9 9 W 9 1 s 8 a I I a 0 5 9 1 1 a 0 4 a 1 0 d 4 0 1 1 A I 1 0 a 0 0 0 4 a a 0 a 0 9 0 6 0 0 9 0 1-3 Appendix........................................................................J-1 Introduction.............................................................................J-1 Historical Comparison of Revenue by Source............................009411100981...009.000890J-2 Position Allocation Plan ... . . . ...... . . ....... . . . .......... . . . . ..................... . a I 1 9 r 5 J-20 FY 2014-15 Appropriations Limit............................................................J-29 Fund Balance and Reserves Policy. J-3 1 Glossary/Index..........................................................................J-37 Demographics..........................................................................J-39 BudgetResolution ............................................ MEN ........................J-41 iv City of Dublin Fiscal Years 2014-2015 and 2015-2016 �; Contents Figures 1. Ongoing General Fund Revenues and Expenditures ........................................... A-3 2. Ongoing General Fund Expenditures by Category ($ in Thousands) ............................... A-3 3. Total General Fund Revenues vs. Total Expenditures .......................................... A-4 4. Percent Change to Major Budget Categories, Five Years ....................................... A-5 5. Total General Fund Revenues vs. Total Expenditures, Five -Year Forecast ............................ A-6 6. Reporting Framework. . 8 1 9 5 5 0 T 6 1 a 9 9 9 0 0 0 0 V I 1 9 1 F a 0 0 0 1 1 4 1 a I a 4 4 0 0 13-5 7. Year Cycle. ..... 1 8 9 9 4 0 0 0 V 9 a I I I % 0 t a a I a I 13-7 8. Year Cycle........................................................................ 13-7 9. FY 2014-15 and 201 5- 16 Revenues, All Funds .............................................. C-5 10. FY 2014-15 and 2015-16 Expenditures, All Funds ............................ . .......... . .... C-6 11. Overview of Fund Balances FY 2013-14Amended Budget 0 C-7 12. Overview of Fund Balances FY 2014-15................................................... C-9 13. Overview of Fund Balances FY 201 5- 16 .... .............................................. C-11 14. Funds and Department Relationship Matrix. 5 9 1 9 C-13 15. General Fund Operating Summary ....................................................... D-2 16. Reserves Summary ................................................................... D-3 17. Reserve Details..................................................................... D-4 18. General Fund Revenues by Category. . 0 0 0 0 D-7 19. General Fund Expenditures by Category ................................................... D4 20. Position Count...................................................................... D-9 21. FY 2014-15 and 2015-16 Out -of -State Travel Summary .... . . . .............................. 1 D-10 22. FY 2014-15 Adopted Items ................ . . . . . . .......................... . .......... D-11 23. City Council Expenditures ...................................... I , .......................E-2 24. Office of The City Manager Expenditures. 9 4 M 0 0 0 1 0 a 0 9 9 1 4 9 4 1 a a a a 9 0 4 1 1 1 8 0 0 0 & 1 9 1 1 5 0 1 0 0 V I a a 1 9 9 OE-4 25. City Clerk's Office Expenditures ..........................................................E-6 26. City Clerk/Records Expenditures ..........................................................E-7 27. Elections Expenditures.................................................................E-8 28. Human Resources Department Expenditures . . ......................................90.0.0..E-10 29. Human Resources Division Expenditures . I , .90..E-11 30. Insurance/Risk Management Expenditures ..........................................90000..E-12 31. CityAttorney's Office Expenditures ........... . .... . . .....................................E-13 32. Administrative Services Expenditures ................. . ......004899..0.1......10000001120.E-15 33. Finance Expenditures.................................................................E-16 34. Information Services Expenditures . ........................ . . . ...... . ....................E-17 35. Non -Departmental Expenditures. . 9 0 3 9 4 0 0 6E-1 9 36. Disaster Preparedness Expenditures .... . ........ . ........................................E-20 37. Crossing Guard Expenditures...........................................................E-21 38. Animal Control Services Expenditures .....................................................E-22 Contents � City of Dublin Fiscal Years 2014-2015 and 2015-2016 v :51 Non -Departmental - Other Expenditures ....................... . .. . ... . .. . . .... . ...... . ...E-23 40. Waste Management Expenditures. . . .... . ... . . ..... . ..... . ..... . , . ,E-24 41. Community Cable Television Expenditures. . ......, , , , . , ,E-25 42. Economic Development and Public Information Expenditures . ....... . . . .. . . ....................E-27 43. Economic Development Expenditures ......... . . . . .. . ... . 1 0 8 9 1 9 0 0 1 4 0 a 0 a 0 M 4 1 9 a a 0 a . , , ... , , ,E-28 44, Public Information Expenditures ,,,,,,,,,, , , , , ,,, , , , , , , , , , ,E-29 45. Community Development Expenditures. I I I b 0 0 OE-32 46. Planning Expenditures ...... 9 1 r I 1 0 0 .0191..E-33 47. Building and Safety Expenditures 4 .1.....E-34 48. Housing Expenditures....... .10919.E-35 49. Fire Services Expenditures ................... . . . ... , , , ,E-37 50. Fire Operations Expenditures . . . . . .......... . ........ . ........ . .... . . , , , .E-38 51. Fire Prevention Expenditures.. . , , , , . ,E-39 52. Dougherty Regional Fire Authority Expenditures ..................................... . . . . . . . .E-40 53. Fire Station Maintenance Expenditures .. . . . . ... . ......... . ....... . .......... .4 1 9 , , , .E-41 54. Police Services Expenditures .. E-43 55. Police Operations Expenditures ............... . ...... . ..... . ......... . ........ . ...... . . . .E-44 56. Police Operations Support Expenditures . , „ . . ..... . . ....... . ....... . ... . ... . . . ...... . .....E-45 57. Neighborhood Resources Unit Expenditures . . .. . ..... . ............ . ....... . .. . ...... . . . . ...E-46 58. Parks and Community Services Expenditures .... . ... . . . . . .... . E-49 59. Parks and Community Services Administration Expenditures ... , ..... , ..... , 9E-50 60. Parks Maintenance Expenditures . . . ....... . .. . ..... . .... . . .E-51 61, Heritage and Cultural Arts Expenditures , , , , ,, , , , , , , , , a 0 F a 9 9 0 0 0 9 0 6 6 0 0 4 1 1 0 , . . , , , , , . , .1.00009E-52 62. Facilities Operations and Rental Expenditures . . . 9 1 & 0 a , , , , , , , , , , , , , , , ,E-53 63. Recreation Programs Division Expenditures ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,E-54 64, Library Services Expenditures . 9 a 1 0 1 9 0 8 8 8 0 6 a a 0 1 1 1 1 a I 1 9 1 0 9 a 1 4 1 9 . . .... . ... . . . . . .. . . . . . .. . . .E-55 65. Parks and Facilities Development Expenditures .... . . . . .. . ..... . .. .9 a 0 0 9 3 r , , ... , , , , „E-56 66. Public Works Expenditures , ...... 0 , , ..... , , 9 0 a 0 a i a 0 2 0 9 8 0 1 0 0 0 , , , a a a 0 4 8 1 0 w , , ,E-59 67. Public Works Administration Expenditures .. . . . .. . . ... . ... . . ................. . ......... . . . . .E-60 58. Street Maintenance Expenditures .. . ... . . . ........ . . . 9 0 9 a 0 a 0 9 1 1 a a I a 9 , , .10.14.3...08..499.E-61 59. Street Landscaping Expenditures .............. . . . .. . . . . . . . .E-62 70. Street Safety Expenditures ... ............. . .... . .. . . . . . .E-63 71. Building Management Expenditures ......................................................E-64 72. Engineering Expenditures.... 0 0 a a a 5 a a 1 0 0 9 4 a 9 1 1 1 M 0 a a 0 0 0 0 . ............. . ........ . .1.E-65 73. Environmental Services Expenditures 1 9 6 9 9 r 1 0 9 t a 1 0 0 0 a 0 5 0 1 0 9 1 0 ......... . . . . . .. . . . . . . . . . . .E-66 74. CIPExpenditures (All Funds),,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,F-1 75. General Improvements Expenditures .... . ......... . . . . . ... . . . .. . 4 4 1 a 9 0 0 4 1 0 a a P , , , , . . , , , .. , I ,F-2 76. Community Improvements Expenditures 9 s 0 9 1 0 b a 4 1 1 0 a 0 9 1 1 1 1 9 0 . . . ..... . . . .. . . .....F-2 77. Parks Expenditures....................................................................F-3 78. Streets Expenditures. . 1 0 0 a * * 1 0 h I I a a a 0 0 1 a 9 t 9 1 1 a I I R I I I a I I I I I a a 4 0 4 1 0 0 0 4 9 k I I 1 5 9 1 & 9 9 4 4 a 6 F-4 vi City of Dublin Fiscal Years 2014-2015 and 2015-2016 �'� Contents 79. Internal Service Fund — Police Vehicles .................................................... G-2 80. Internal Service Fund — Fire Vehicles and Apparatus .......................................... G-2 81. Internal Service Fund — Non -Safety Vehicles ................................................ G-3 82. Internal Service Fund — Buildings ......................... G-3 83. Internal Service Fund — Equipment .................................... . .................. G-4 84. Internal Service Fund — Solar Equipment. I 1 0 9 0 0 0 0 0 ......................................... G-4 85. Internal Service Fund — Park Replacement. I I 1 0 0 0 2 0 9 P 0 0 a 0 9 a I . .............................. 9 G-5 86. Internal Service Fund — Maintenance and Repairs ............................................ G-5 87. Internal Service Fund — Retiree Health ...................................... 1 , ............ G-6 88. Internal Service Fund — PERS Side Fund Payoff .............................................. G-6 89. Internal Service Fund — Energy Efficiency. I 1 0 0 0 1 a 9 1 4 0 1 1 0 5 5 9 a 4 a 0 4 0 0 G-7 90. Capital Lease....................................................................... G-7 91. Fund Balance for Dublin Boulevard Assessment District. a H-1 92. Fallon Village GHAD............ H-3 93. Schaefer Ranch GHAD I H-4 94. Fallon Crossing GHAD ...... . ............ . ............. H-5 95. ACAP Funds ........................................................................ H-6 96. CERBT Summary.................................................................... H-7 97. Historical Comparison of Revenue by Source ................................................ 1 J-2 98. Position Allocation By Department....................................................... J-20 99. City Positions.......................................................................J-22 100. Contract Positions ...................................................................J-26 101. FY 2014-15 Appropriations Limit ........................................................ J-30 102. 2011 Demographics........... J-39 Contents �P City of Dublin Fiscal Years 2014-2015 and 2015-2016 vii Organizational _Charts 19 Organizational Chart ................ . ........ . . . .... . . 4 1 1 a 0 0 0 9 9 0 0 0 1 4 0 0 a 0 9 1 1 9 a 1 1 4 1 1 1 1 2 13-4 24 City Council Organizational Chart .. . .......... . . . . . . . . . . . . . ..E-1 3. Office of The City Manager Organizational Chart. , , , .00.E-3 4. City Clerk Organizational Chart . . . . . ...................... .E-5 5. Human Resources Organizational Chart....................................................E-9 6. City Attorney Organizational Chart . .... . ................ . . . . .E-13 7, Administrative Services Organizational Chart .... . . . ................ . . 5 9 a 0 4 1 1 1 0 P 4 F , . . . . , , . , .E-14 8. Non -Departmental Organizational Chart. . ... . . . . ...... . . .... . .... . . . . .. . . . . . . .............E-18 9. Economic Development Organizational Chart . .. . .......... . . . . .. . 9 9 1 6 0 0 4 1 9 0 0 5 0 1 1 9 9 0 1 , , , .. , ,E-26 10. Community Development Organizational Chart ..................... . . . 9 0 5 0 a a 0 0 0 1 1 9 0 0 0 , , , . , , ,E-30 11. Fire Services Organizational Chart 0,41,,19900,,,18,0,000,9114E-36 12. Police Services Organizational Chart........ , 1 0 0 a 0 9 9 1 0 0 fi a P I I a 0 a 0 0 1 1 a 0 M . . . .. . . . . ... . .0109.E-42 13. Parks and Community Services Organizational Chart ,E-47 14. Public Works Organizational Chart...., 1 1 0 0 B w 0 3 1 a 0 0 0 M ....................................E-57 viii City of Dublin Fiscal Years 2014-2015 and �015-2016 oP Contents City of Dublin May 20, 2014 Honorable Mayor and Members of the City Council: I am pleased to present to you the City of Dublin's Fiscal Year 2014-15 and Fiscal Year 2015-16 Budget, marking the beginning of a new two-year budget cycle. The two-year budget format allows for a longer -term financial perspective, where the attention moves from current sustainability to long-term fiscal health. With that in mind, there are three primary goals of this budget cycle: 1) Fully fund current City operations; 2) Continue. funding future capital endeavors now, through the setting aside of specific reserves; and 3) Maintain adequate operating reserves over the long term, This budget document adheres to guidelines by the Government Finance Officers Association (GFOA) as best practices in local government budgeting so its appearance and substance will be different than past budget years. There are a number of new components in the document, including departmental budget breakdowns, personnel allocations, and many schedules that tie the City's activities and funding sources together. It is my hope that this new format will give the City Council and community members a better understanding of the financial health of the City. Budget -in -Brief Executive Summary The FY 2014-15 and FY 2015-16 Budget includes a General Fund operating surplus, before transfers out to the Capital Improvement Program (CIP), of $4.7 million in FY 2014-15 and $800,000 in FY 2015-16. Compared to the FY 2013-14 Adopted Budget, and ignoring large one-time payments, General Fund revenues are increasing 7.2% in FY 2014-15. The growth reflects gains in Property and Sales Tax, but also includes some smaller one-time revenue sources, as well as an increase in development -related fee revenue. General Fund expenditures are increasing 3.4% in FY 2014-15, resulting primarily from a $1,000,000 increase in contracted services, along with expected increases in employee benefit costs. The FY 2015-16 Budget forecasts an overall revenue decrease by 1.7% from the prior year (excluding large one-time revenues), due primarily to a drop in budgeted Building Permit revenue. FY 201 5-1 6 expenditures are budgeted to increase 3.1 % that year, again accounting for increases to contracted service costs and personnel costs. Total CIP project expenditures with new funding only (not carry-over funding) are budgeted at $33.3 million and $23.9 million in FY 2014-15 and FY 2015-16, respectively. Large-scale projects planned to begin and/or be completed in the two year budget cycle include: City Manager Transmittal Letter �P City of Dublin Fiscal Years 2014-15 and 2015-16 A-1 • Emerald Glen Recreation and Aquatics Complex (Phase 1), a 31,940 square -foot facility with three separate pools, slides, and playground: Costs of $14.9 million in FY 2014-15; $10A million in FY 2015-16; • Fallon Sports Park (Phase II), the lower terrace of a 60-acre community park with synthetic turf soccer fields, a lighted baseball diamond, and related facilities: Costs of $7.5 million in FY 2014-15; $6.2 million in FY 2015-16; and • Dougherty Road Improvements, a street widening project that includes the addition of bike lanes, traffic signal modifications, and landscaping and lighting improvements: Costs of $6.0 million in FY 2014-15. There are no significant variances in other budgeted funds. Jm6 Recent BudgetmBalancing Actions Dublin, like most of its local agency peers, has undergone significant change since weathering the global financial crisis of FY 200&09, and continues to show signs of recovery, and even growth, well into FY 2013-14. Since the recession, and subsequent 9.9% drop in total General Fund revenues in FY 2009-10, the City has taken a number of actions to reasonably contain future cost growth and stimulate economic activity, including: • Creating a successful Sales Tax Reimbursement Program that continues to attract high profile new businesses to the City (FY 200&09); • Setting aside and maintaining contingency reserves to cover potential downturns in development activity (FY 2009- 10); • Reducing departmental expenditures by $4.5 million (FY 2009-10 and FY 2010-11); • Aligning the budget process with the 10-Year Strategic Plan in order to target resource allocation to specific City Council initiatives (FY 2011-12); • Implementing employee sharing in the City's share of pension costs (FY 2012-13)8 and • Installing energy efficient improvements at City facilities (FY 2013-14). These measures, in addition to the decisions taken by the City Council to shore up reserves, have allowed the City to continue to provide a high level of municipal services, to offer a variety of community events, and to fund large-scale parks and facilities projects. Ong®ing Revenues and Expenditures As a rapidly growing City, much of Dublin's funding is tied to development, including fee revenue for City services, as well as one-time contributions linked to certain development projects. In developing the annual General Fund budget and long-term forecast, it is important to distinguish between these one-time sources of funding, versus the ongoing revenues that sustain fundamental City operations. It is also crucial to differentiate ongoing expenditures, which are linked to departmental activities, from total expenditures, which include one-time costs, as well as transfers out to CIP projects. Those transfers are typically funded by the planned use of Committed Reserves, with one-time sources like Community Benefit Payments, or through the special designation of surplus reserves, as approved by the City Council. As ongoing costs rise, City operations will depend upon a similarly growing ongoing revenue stream, and one-time sources should continue to be used in funding the CIP, or to shore up contingency reserves for future needs. Though ongoing revenues have grown steadily over the last four fiscal years, current cost containment measures have not capped a steady growth in ongoing expenditures: A-2 City of Dublin Fiscal Years 2014-15 and 2015-16 Fs� City Manager Transmittal Letter bj Figure 11 ONGOING GENERAL FUND REVENUES AND EXPENDITURES Actual Actual Actual Actual Actual Amended 08-09 09=10 10-11 1112 12=13 13=14 Ongoing Revenues $50,739,581 $46,916,794 $49,529,595 $55,326,844 $58,7171275 $60,219,162 % Change (5.7%) (7.5%) 5.6% 11.7% 6.1 % 2.6% Ongoing Expenditures $46,721,494 $43,276,269 $44,410,234 $49,605,598 $52,283,280 $57,635,587 % Change 2.9% (7.4%) 2.6% 11.7% 5.4% 10.2% Note: Community Benefit Payments are removed from revenues for this comparison One-time expenses and carry-over budgets from the prior year are removed from the amended budget for this comparison Expenditure Growth Contracted Services costs (for public safety and maintenance) are a large component of the steady increase in ongoing General Fund expenditures over the last four years. While personnel costs do rise annually, and occasionally spike if new positions are added, salary increases are typically steady and predictable. Benefit increases are generally budgeted conservatively at around 10% per year. Personnel costs are not as significant as in other communities given the relative small number of City staff. �j Figure 2 � ONGOING GENERAL FUND EXPENDITURES BY CATEGORY ($ IN THOUSANDS) Actual Actual Actual Actual Amended 09-10 10=11 Change 11=12 Change 12=13 Change 13=14 Change Salaries &Wages $7,198 $7,146 ($51) $8,138 $991 $8,770 $632 $9,193 $423 Benefits $3,456 $3,415 ($41) $3,928 $513 $4,128 $200 $4,608 $480 Services & Supplies $1,734 $1,459 ($276) $1,538 $79 $1,992 $454 $2,349 $357 Internal Service Charges $1,197 $1,066 ($131) $1,249 $183 $1,459 $211 $1,770 $311 Utilities $1,197 $1,317 $121 $1,439 $121 $1,577 $138 $11950 $373 Contracted Services $28,371 $29,854 $1,483 $33,074 $3,219 $33,987 $914 $38,399 $4412 Capital Outlay TOTAL $123 $43,276 $153 ., i $29 $241 60 $89 $370 $129 $252 ($118) Note: One-time expenses and carry-over budgets from the prior year are removed from the amended budget for this comparison The City contracts with Alameda County for Fire and Police Services, and the combined increases range from $1.0 million to $1.5 million annually. The City recognizes that public safety is an essential municipal service, and that it has been fortunate to receive such excellent service from the County. Staff will need to continue its work with our contracting agencies to find ways to become more financially sustainable over the long term. Revenue Growth The City's largest ongoing revenue sources are Property Tax and Sales Tax, at 40.3% and 27.4% of the FY 2013-14 revenue budget, respectively, and both have grown steadily since FY 2010-11. Property Tax revenue had particularly strong gains in FY 2012-13 and FY 2013-14, as the housing market experienced positive movement. Sales Tax revenue has reached a new high in FY 2013-14, with an 11.1 % increase over the prior year, reflecting growth across nearly all industries, as well as the recent additions of new retail establishments. Building Permits, which had hovered between 2.6% and 4.7% of ongoing revenues during the recession, have grown to an average of 7.5% of ongoing revenues, or $4.4 million per year in the last three years. However, because of the nature of Building Permits and their tie to community growth and development, the City budgets this source conservatively, and does not expect to sustain this revenue over the long term. City Manager Transmittal Letter � City of Dublin Fiscal Years 2014-15 and 2015-16 A-3 Net Operating Impact The following chart illustrates the net result of total revenue less total expenditures. It is important to note that, when the total expenditure line exceeds total revenues, it represents a draw on reserves. For example, some large CIP projects in FY 2013-14 have been completed and funded with a planned use of Committed Reserves. This is projected to occur again in FY 2015-16, when the Emerald Glen Recreation and Aquatics Complex and the Cemetery Expansion projects are expected to incur some large expenditures that will require the use of Committed Reserves. It is also Staffs expectation that, by FY 2015-16, ongoing revenues will just cover ongoing expenditures, and from that point onward, even with incorporating continued moderate growth in Property and Sales Taxes, the expenditure line will outpace total revenues. The emphasis of the long term financial plan, therefore, will be ongoing cost containment in concert with new or enhanced ongoing revenue sources. �� Figure 3 � TOTAL GENERAL FUND REVENUES VS TOTAL EXPENDITURES 44.�DAO J C1�O0�1" OnovTtArA Qovt ':ut5 CANroes for Stases ' a Imterpverrmental �fl,oCKt t� ' Use of Wmey & Property Fines & Pea,alties e 3CtDOdV I.srrSsrt & F�ncmit{ r� �Otlper Taarts 2f1,OW — 4e c ray '� lr6Y'`rekCS 10•,�, —Exp � rthTran,�ers i¢r CI;t 0404ftl f;Kper9 tuwp;. ��tual Azinal Ar.tLal Actual Actual Amended F'ropatsed Forecast 09.10 1C" 11 11-12 12-13 13-14 14-15 a5W16 Two -Year Budget: The Short Term Strategy Due to the trends discussed above, the City has taken a "hold the line" approach in the preparation of the FY 2014-15 and FY 2015-16 General Fund budget. The "hold the line" approach means that the majority of departmental expenditure budgets will remain flat, with few exceptions. The City has also maintained a conservative view of continued revenue growth, and has incorporated the measured use of contingency budgets where appropriate. Specific revenue and expenditure assumptions used in the budget are detailed in the General Fund Summary section of the budget document. The following are the more general strategies used: • Keep departmental budgets flat; • Set aside reserves in FY 2013-14 and FY 2014-15, with a surplus budget, to fund large capital projects in the next several years; • Begin discussions with City Council about long-term budget balancing solutions, including either cost containment, new or enhanced revenue streams, or some combination of those; A-4 City of Dublin Fiscal Years 2014-15 and 2015-16 AP City Manager Transmittal Letter • Look for local partnerships / opportunities to share services with other agencies; • Prepare departmental five-year projections; and • Expand the City's use of recycled water for irrigation in street medians and parks, where possible, to save costs. These short-term strategies will not result in any major budget changes, service levels, or funding levels from FY 2013-14, but will encourage City staff to look for opportunities now that will positively impact the ongoing budget over the long term. Five -Year Forecast Each year the City updates its five-year financial projections in an effort to align strategic budgetary decisions in the short term with fiscal sustainability beyond the current budget cycle. The City places particular emphasis on the strategic use of reserves, or planned additions to reserves, in the short term, in order to maintain ongoing budgetary flexibility, to fund future large-scale capital projects, and to provide sufficient set -asides for economic contingencies. Assumptions The primary factors affecting ongoing revenue growth versus expenditure growth in the current budget have been applied to the five-year forecast, with modest inflators built into each year, beginning with the change from FY 2013-14 to FY 2014-15. The following tables show the percentage change each year to the City's large revenue and expenditure categories. �j Figure 4 � PERCENT CHANGE TO MAJOR BUDGET CATEGORIES, FIVE YEARS salaries 3.0% 3.0% 3.0% 3.0% 3.0% PIERS 1.4% LEE 9.6% 12.5% 11.8% Most recent PERS rates used Health BenefitsIS 13.6% 10.0% 10.0% 10.0% Basic Utilities 10.0% 10.0% 10.0% 10.0% 10.0% Contracted Services -4.1 % 2.2% 1.9% 0.3% 0.5% Public safety increase roughly $1.1 million/year City Manager Transmittal Letter � City of Dublin Fiscal Years 2014-15 and 2015-16 A-5 The results of the assumptions show that by FY 2016-17 the City's ongoing revenues will not be sufficient to cover ongoing expenditures, as illustrated in the five-year graphic below: gS Figure 5 1 TOTAL GENERAL FUND REVENUES VS TOTAL EXPENDITURES, FIVE-YEAR FORECAST ,m,gr�5 ?dl:@fYF tn,nKY► �+apaasevl FI iwceasl Furtxasl i617 � wri.a%k to�rc r►1 ttt�l7nt Tirnt Atlt�rrrnirr.t �++AJI (Aber Revenue ttt�Other Taxes $ales Tam Praprrty Thi&t —bp with TransftKs for UP ongoing Ckpeneliturrs In light of this information, at the FY 2014-15 and FY 2015-16 Budget Study Session on March 19, 2014, the City Council directed Staff to research cost containment measures and new revenue streams, and report back during FY 2014-15. The City will be exploring a variety of such budget balancing options in an effort to attain long term fiscal sustainability, and will continue to refine the five-year picture with any new relevant information throughout the year, Long Term Strategic Goals (Non -Financial) The City of Dublin has adopted a 10-Year Strategic Plan to help align the budget with specific goals approved by the City Council. It contains five strategic goals and defines specific initiatives to guide the City in achieving them. The adopted 10-Year Strategic Plan, FY 2013-14 Updated Strategies are included below for reference: 1. Pursue economic development initiatives that attract new businesses while strengthening and supporting existing businesses. 2. Continue to strengthen the identity and aesthetic appeal of the downtown, 3. Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. 4. Develop dynamic and unique community recreational and cultural opportunities in the region, 5. Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. A-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �� City Manager Transmittal Letter The last Plan was reviewed by the City Council in April 2013, and status updates to those projects that support the initiatives were made by Staff in March 2014. These goals remain the broad guideline for the FY 2014-15 and FY 2015- 16 Budget and beyond. The next formal update to the Plan will be undertaken in the Spring of 2015, in time to begin the preparation of the update to this two-year budget. A status update on each of the specific initiatives of the Plan is provided in Section I of this document. Conclusion Over the last five years, the City has faced a tremendous challenge, in the face of the economic downturn, to maintain the same high level of community services for which it has become known. Under the guidance of the City Council, we responded swiftly to a large revenue drop by reducing department budgets and seeking creative ways to promote growth and contain costs. Now, in a relatively stable climate, the new challenge will be fiscal sustainability over the long term, as costs will eventually outpace resources. It is my belief that the FY 201 4-1 5 and FY 201 5- 16 Budget takes the initial steps in addressing this future funding gap, by containing departmental costs now and shoring up reserves to fund future obligations. In addition, it provides for the completion of some large-scale CIP projects that will add new parks and facilities and improve existing City infrastructure. I would like to express my appreciation to the City of Dublin staff and their continued effort to find creative and innovative solutions to meet the needs of the community and to sustain the City over the long term. Sincerely, Christopher L. Foss City Manager City Manager Transmittal Letter �Q City of Dublin Fiscal Years 2014-15 and 2015-16 A-7 This page intentionally left blank. City__of Dublin -Profile -- Overview The City of Dublin is located in the East Bay of the San Francisco Bay Area and is approximately 30 east of San Francisco and approximately 30 northeast of the Silicon Valley. Dublin is one of five communities that comprise the Fri -Valley region. As of January 1, 2014, the population in the City of Dublin is 53,462, The City of Dublin was incorporated in 1982 and in 2011 was named an "AII-America City" by the National Civic League. Crossroads of the Bay Area Dublin, California has long been known as the "crossroads" A the Bay Area. Dublin sits at the intersection of two major highways: Interstate 580 and Interstate 680.The significance A its location dates back more than 200 years when Dublin served as the crossroads of two important state routes — one from the Bay Area to Stockton, and the other from Martinez to San Jose Spring, The Alamilla S rin located in the Dublin area City of Dublin INTRODUCTION j t4 r L1 L.n �' '8Le1•, r1,,„,drk 4 term S.n41 1 1 .I F1 rnarMar01 ,xroliti�un d, , provided a place for travelers to change horses and freshen up before continuing their journey. Dublin has a rich history dating back to 1772 when Pedro Fages led an expedition of 16 mounted men on a journey in search of a land route to Drake's Bay, which at that time was called San Francisco Bay. Their return journey brought them through the Amador Valley. Building a Community in 1835 and Beyond It was not until 1835 when building began in the area. Jose Maria Amador had been paid in land for his years of service as a Mexican soldier and as administrator of Mission San Jose. He received a land grant of 16,517 acres in the Amador- Livermore Valley. He built many adobe homes and small buildings that were used as shops where his Indian workers made soap, blankets, shoes, farm tools and other products for use on his ranch. Introduction � City of Dublin Fiscal Years 2014-15 and 2015-16 B-1 In 1850, Michael Murray and Jeremiah Fallon came to this area from Ireland. They purchased 1,000 acres of land from Jose Amador and built homes for their families. The area began to grow as many people settled in the area. In 1867, Alameda County was created from parts of Contra Costa and Santa Clara counties, Both Murray and Fallon served on the Alameda County Board of Supervisors. By 1877, the first schoolhouse in the Amador-Livermore Valley was constructed in Dublin, along with a church, two hotels, Green's Store, a wagon and blacksmith shop, and a shoemaker's shop. The Murray Schoolhouse, Green's Store, St, Raymond's Church, and the old Pioneer Cemetery (where members of the Donner Party Expedition are buried) have been preserved and are now located on Donlon Way. Back then, mail was delivered to the Dougherty Station Hotel. Thus, the area became known as Dougherty's Station. Subsequently, the area later became known as Dublin and in 1982 the City was incorporated. Modern Day Rapid Expansion The Tri-Valley area is made up of several cities —Dublin, Livermore, and Pleasanton, along with San Ramon and the Town of Danville located in nearby Contra Costa County. During the past 20 years, the rapidly expanding Tri-Valley area has become a place of prosperity, a center for internationally acclaimed business parks, home to some of the world's largest corporations, as well as known for its outstanding schools and variety of housing options. Dublin has been at the forefront of planned growth in the region through the development of the Eastern Dublin Specific Plan in the mid-1990s. The community has continued to maintain its small town character in light of rapid growth in the last 20 years. Its strong business climate, new and high -performing schools, planned neighborhood developments, and award -winning parks and facilities, have contributed to a high quality of life for its residents and businesses. Employment There are an estimated 19,000 jobs in Dublin with five industry sectors accounting for the majority of employment, including: • Retail Trade —16.6 percent of jobs; Professional, Scientific and Technical Services —10.9 percent of jobs; • Manufacturing — 9.3 percent of jobs; • Accommodation and Food Services — 8.9 percent of jobs; and • Administration and Waste Services — 7.4 percent of jobs. Employment growth forecasts indicate potential for robust growth in the coming decades, primarily in knowledge -intensive sectors that include professional services, health care and education. The jobs -housing balance in Dublin remains healthy at 1.2 jobs per household. Dublin median household income and per -capita income levels are considerably higher than in the East Bay and California overall. The average household income of $116,622 in Dublin is similar to the Tri-Valley as a whole. A listing of top City employers may be found in the Appendix Section of the Budget document. Schools The Dublin community is served by the Dublin Unified School District (DUSD). Dublin Unified has six elementary schools, two middle schools, one traditional high school and one continuation high school, as well as an adult education program. In addition to the public school K-12 system, Dublin boasts of several private schools, including Valley Christian (K-12), St. Raymond's School (K-8), St, Philip Lutheran (K-8) and Quarry Lane School (K-12). The region is served by the Chabot -Las Positas Community College District and more specifically by Las Positas College just minutes east from Dublin in Livermore. B-2 City of Dublin Fiscal Years 2014-15 and 2015-16 €� Introduction Parks and Community Services The City of Dublin is renowned for its parks and recreation facilities. There are 18 neighborhood and community parks that serve the variety of outdoor needs in the community. Additionally, the City boasts a significant open space and trail system for those that walk, run, hike and bike throughout the community. As new neighborhoods develop, additional parks and facilities will be built to meet the needs of Dublin residents. The community parks include amenities such as children's play equipment, sports fields and courts, picnic areas, dog parks, swimming pools, bocce ball courts, trails, large grass areas for informal play or sports activities. In FY 2013-14 alone, three new parks were dedicated; in FY 2014-15 will see the ground breaking for the next phase of Emerald Glen Park — the Recreation and Aquatic Complex — a centerpiece for the community. In addition to City parks, trails and facilities, the East Bay Regional Park District operates several parks/open spaces facilities in and around Dublin, including the Dublin Hills Regional Preserve and the Iron Horse Trail. The District has trails for hiking, horseback riding, water enjoyment, and multiple regional amenities. The Dublin City Council recently adopted the Iron HorseTrail Park Master Plan —which will enhance the existing regional trail that runs from Pleasanton to Martinez. Public Transportation The Dublin community enjoys a variety of transportation options. Dublin has two BART stations that serve ridership in the Tri-Valley and commuters from the Central Valley. The City is served by the Livermore Amador Valley Transportation Authority (LAVTA) which provides Wheels bus transportation and connections to Bay Area Rapid Transit (BART), the Altamont Commuter Express (ACE) train, and to the Central Contra Costa Transportation Authority transportation lines. Structure of Government City Council —Five Members, Elected at -large The City of Dublin is a general law city operating under a City Council -City Manager form of government. Council Members are elected at -large, to serve the entire community rather than by district. The four Council Members are elected to four-year staggered terms; the Mayor is elected to a two-year term. The City Council establishes local law and policies through the enactment of ordinances and resolutions. The City Council also determines how the City shall obtain and spend funds, adopts a two-year budget process and a 10-year Strategic Plan. The City Council appoints community members to serve on commissions/boards and advisory committees and represents the City by serving on regional and county committees/boards whose policies may impact Dublin and the Tri-Valley area (e.g. Associated Bay Area Governments, League of California Cities, and Metropolitan Transportation Commission). The City Council appoints the City Manager and City Attorney positions. A City Council position is a part-time and salaried position. City Manager —Appointed by City Council The City Manager is the Chief Executive Officer and is appointed by the City Council. The City Manager provides, in accordance with the City Council policies, overall administration and direction for the City organization and operations. In the event of an emergency, the position is designated to serve as the Director of Emergency Services. The City Manager position is a full-time, salaried position. City Attorney —Appointed by City Council The City Attorney serves as legal counsel for the City Council. This position is responsible for providing both formal and informal legal opinions, as well as advice to the City's officers, employees, boards and commissions. The duties of this position also include the review and/or preparation of all contracts, bonds, deeds, leases, and other documents of legal significance. This is a contract position. Introduction � City of Dublin Fiscal Years 2014-15 and 2015-16 B-3 Organizational Chart FY 2014-15 and 2015-16 Jj Chart 1 I ORGANIZATIONAL CHART Citizens of Dublin City Council City Attorney City Manager Police Services Parks & Community - Services Human Resources Fire Services Non Departmental Assistant City Manager Public Works Economic Development Community Development City Clerk Administrative Services B-4 City of Dublin Fiscal Years 2014-15 and 2015-16 �" Introduction Budget Document and Process Budget Accounting In accordance with the Governmental Accounting Standards Board (GASB), the City's budgeted funds are grouped into three categories: governmental, proprietary, and fiduciary. Within each category, the funds are further classified into types such as general funds, special revenue funds, etc. Additionally, the funds are divided between major and non -major categories. For budgeting purposes, a major fund represents a fund or fund category that has revenues or expenditures that equals more than ten percent of the City's entire appropriated budget. In governmental accounting, agencies report different kinds of information for different fund types, according to what and how financial resources are measured. The "current financial resources" method measures an entity's ability to pay obligations in the near -term, and focuses on cash and/or assets that are expected to be converted to cash within the accounting period, or shortly thereafter. The "economic resources" method measures all assets that are available to the entity, not only cash or soon to be cash. Agencies also use different methods to recognize the timing of certain transactions. Under the "full accrual" accounting basis, all assets are considered available to the governmental unit for the purpose of providing goods and services. Therefore, transactions are recorded when the underlying action takes place, regardless of the actual cash flow timing. Under the "modified accrual" basis, income is recorded using the accrual basis, but expenditures are recorded when they actually occur. The City of Dublin complies with the GASB requirements and thus budgets and accounts for transactions based on the following rules: �j- Figure 6 1 REPORTING FRAMEWORK Furthermore, the City's expenditure appropriations lapse at the fiscal year end (June 30'h), but may be carried over for specific purposes when approved by the City Manager. Encumbrances are considered expenditures in the year of the issuance of the purchase order. If the encumbrance is unused at year end, it is reappropriated the following fiscal year. A two-year budget is presented to the City Council at the beginning of the budget cycle. The Operating Budget is adopted by the City Council on an annual basis. During mid -cycle, a review and update are prepared and presented to the City Council for the adoption of the second year's budget. The fiscal year begins on July 1 and ends June 30, Operating budgets are controlled at the department level and fund level. The City Council may amend the budget by resolution during the fiscal year. The Capital Improvement Program (CIP) is adopted on a multi -year project basis, where funds for specific projects receive an annual appropriation and any unused appropriation may be reappropriated the following year. CIP project budgets are adopted and controlled at the project level and funding source level. The Resolution to adopt the operating budget approved by the City Council may be found in the appendix of this document. Included in the Resolution are guidelines of how the budget may be amended without a City Council action. To summarize, the City Manager may increase expense and revenue budgets for both operating budgets where there is Introduction � City of Dublin Fiscal Years 2014-15 and 2015-16 B-5 a zero net impact on the fund, and transfer between capital improvement projects where the funding source is the same. All other budgetary changes after budget adoption are subject to approval via resolution by the City Council. In addition to budget amendments that may occur during the fiscal year, the Administrative Services Director prepares and presents a quarterly review of expenditures and revenues to the City Council. At that time, the Administrative Services Director may recommend budget amendments to the City Council for their consideration. Major Budget Categories Revenues Taxes — Revenue collected on property and sales, transient occupancy (hotel tax). Franchise Fees — Fees paid by utility companies (i.e. cable, telephone, garbage) to operate within the City. Licenses and Permits — Fees paid for building, planning and fire inspections and permits. Fines and Forfeitures —The City's share of fines related to traffic, library, and alarms. Intergovernmental — Includes grants from local, county, state and federal governmental agencies. Charges for Service —Specific police service fees, charges for recreational classes, day care, and library programs, as well as the General Fund administration fee charge to other funds. Use of Money and Property — Includes revenue from land rental and interest income. Other Financing Sources/Uses —Accounts for transfers to and from funds, and proceeds of debt issuance. Development Fees/impact Fees — Fees which may be imposed on new construction to pay for improvements and facilities required to serve the new development and to reduce the impacts of new development on the community. For example, the development fees may pay for streets, parks and schools, but may not be used for day-to-day operating expenses. Other Revenues — Includes donations to a variety of City programs and other revenue that cannot be categorized in distinct revenue category, Transfers In — Internal transfers from another fund. Expenditures Salaries and Benefits — Employee salaries, health benefits, retirement benefits, insurance and other miscellaneous benefits. Service and Supplies —Office supplies, program supplies, etc. Utilities — Gas and electric, water and sewer, telephone charges. Internal Service Fund Charges — Account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. Contracted Services — Costs associated with contracting agencies that provide services to the City (ex. Police and Fire), consulting and professional services. Capital Outlay — Reserved for the purchase of land, vehicles, and large equipment. Debt Service —Accounts for the principal and interest on loans, bonds, leases, and other credit issued to the City. Transfers Out —Internal transfers to another fund. B-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �;' Introduction Two -Year Budget Process and Timeline Figure 7 1 YEAR 1 CYCLE MONTH DESCRIPTION December Budget Kickoff and distribution of budget calendar. January 1. Beginning of January, Departments prepare position allocations for the upcoming fiscal year. 2. Departments input CIP project information into budget worksheets. 3. City Council approves the budget calendar and receives information regarding the budget process. January — February Departments input expenditure and revenue data into budget worksheets for the upcoming fiscal year for City Manager's review. February City Manager reviews preliminary budget. March City Council holds Budget Study Session and seeks input for any additional initiatives for the upcoming fiscal year. April City Commissions review draft CIP budget for conformance and provide recommendation for City Council consideration. May City Council adopts year one of the two-year operating budget and five-year Capital Improvement Program through separate resolutions. ��� Figure 8 � YEAR 2 CYCLE MONTH DESCRIPTION December Mid -year financial review and Budget Update Kickoff. January — February Finance provides updated projections for Year 2. March City Manager reviews preliminary budget update information. April Update City's strategic plan, City Council holds budget study session for Year 2 May City Council adopts the second year update to the Budget. Introduction �;� City of Dublin Fiscal Years 2014-15 and 2015-16 B-7 This page intentionally left blank. City of Dublin Fund Definitions The funding received by the City often has legal restrictions on how it may be utilized. For example, Gas Tax Revenue must be spent on certain street -related improvements. In accordance with government auditing practices, the City establishes separate funds to demonstrate compliance with legal restrictions. There are three categories of Funds used in governmental accounting, which are classified further into Major and Non - Major Funds: Governmental Funds — Account for activities which are primarily tax -supported operations or other mandatory payments and are virtually unique to government. Fund types are: • General — Primary operating fund; accounts for all financial resources of the City except those required to be accounted for in another fund. Use of these funds is discretionary in accordance with City Council policies, and State and local laws. • Capital Project — Accounts for the improvement, construction or acquisition of fixed assets such as buildings, facilities, equipment and roads. • Debt Service —Accounts for interest and principal of long-term debts. • Special Revenue —Accounts for the use of revenues that are legally restricted to expenditures for specific purposes. • Permanent — Accounts for funds in which only interest earnings, and not principal amounts, are expendable. The City does not use this type of fund. Proprietary Funds — Account for activities that are primarily funded by income from operations resulting from voluntary payments for goods and services provided to users. Fund types are: • Internal Service — Used for operations serving other funds or departments within the government on a cost - reimbursement basis. • Enterprise —Accounts for operations financed and operated similar to business activities, and services rendered to the general public on a fee basis. The City does not use this type of fund. Fiduciary Funds —Account for resources held by a governmental entity in a trustee or agency capacity for the benefit of others, and which cannot be used to support the governmental entity. Fund Types are: • Agency —Accounts for assets held by the City in a custodial capacity and paid to other individuals or organizations (i.e. assessment districts). • Trust —Accounts for assets held by other parties (i.e., Pension or Retiree Health Trust). Major Funds vs. Non -Major Funds — The General Fund is always a major fund. Other major funds have total assets, liabilities, revenues, or expenditures/expenses that are: 1) 10% or more of the corresponding element, excluding extraordinary items, for all funds of that type; and 2) at least 5% of the corresponding element total for all governmental and enterprise funds combined. All other funds are classified as non -major, unless the City deems a certain fund of interest or important to financial statements. Funds Summary �� City of Dublin Fiscal Years 2014-15 and 2015-16 C-1 City of Dublin Major Funds Governmental Funds 1. General Funds a. General Fund (1000) —This is the City's primary operating fund. 2. Capital Project Funds —The City's Capital Projects are divided into seven fund categories as listed below. Impact Fee Capital Project Funds account strictly for impact fees received from developers that can only be used for specific activities within the City. a. General Improvements Capital Projects (3300) b. Community Improvements Capital (3400) c. Parks Capital Projects (3500) d. Streets Capital Projects (3600) e. Public Facilities Impact Fees (4100) — Only for new parks and facilities f. Fire Impact Fees (4201) — Only for fire capital expansion projects g. Traffic Impact Fee Funds (4300) — Only for street and highway projects 3. Special Revenue Funds a. Affordable Housing Fund (2901) —Accounts for indieu fees received from developers of properties, which can only be used for the design, development, and construction of citywide affordable housing projects and/or support of affordable housing programs. City of Dublin Non -Major Funds Governmental Funds 1. Special Revenue Funds a. ACTC Sales Tax: Bike and Pedestrian (2205) —Accounts for an Alameda County Transportation Commission (ACTC) voter approved increase in sales tax use for bike and pedestrian related projects. b. ACTC Sales Tax: Local Streets (2204) —Accounts for an Alameda County Transportation Commission (ACTC) voter approved sales tax used for improvements made to streets and roads. c. ACTC Vehicle Registration Fee Fund (2212) —Accounts for an Alameda County Transportation Commission (ACTC) voter approved increase in vehicle registration fees that is distributed by ACTC and designated to be used for street and road system maintenance. d. Box Culvert Maintenance Fund (2322) — Accounts for the funds designated for the maintenance and repairs of box culvert in East Dublin. e. CableTV Facilities Fund (2811)—Accounts for CableTV Facilitiesfees collected from CableTelevision providers and passed through to the City for local cable television, as allowed under State and Federal franchising laws. f. Community Development Block Grant (CDBG) Fund (2903) — Accounts for grants and expenditures related to the Federal Community Development Block Grants received. g. East Bay Regional Park District Fund (2402) — Accounts for grant funds received from the East Bay Regional Park District via Measure WW, which continued funding for local agencies to preserve open space for recreation and wildlife habitat. h. Emergency Medical Services (EMS) Special Revenue Fund (2109) — Accounts for Supplemental Paramedic Special Assessment and First Responder Advanced Life Support (FRALS) reimbursements from the Alameda County to fund the costs of providing emergency medical services, i. Enforcement Grants (2111) —Accounts for miscellaneous grants received for police expenditures not reported in other funds. C-2 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Funds Summary j. Federal Asset Seizure Fund (2107) —Accounts for the receipts and expenditures of the Federal asset seizure funds. k. Garbage Service Fund (2303) —Accounts for the use of funds received which are levied by the County on behalf of the City for residential garbage and recycling services. I. Highway Safety Traffic Reduction Bond (2210) —Accounts for the receipts of State grants for local streets and road improvements funded by a statewide bond. m. Landscape Districts Funds —Accounts for revenue and related expenditure of landscape districts within the City: • Stagecoach 1983-2 Fund (2702) • Dougherty Road 1986-1 Fund (2703) n. Local Recycling Programs Fund (2304) — Accounts for locally derived funds collected for a commercial organic and recycling program, and retained by the City at the end of the franchise held by Waste Management Inc. These funds are independent of the funds distributed by StopWaste.org pursuant to the Alameda County Recycling Measure. o. Measure D Recycling Fund (2302) —Accounts for the use of funds received from the Alameda County Waste Management Authority (StopWaste.org) pursuant to a voter approved charter amendment and are provided for recycling and related activities. This fund also accounts for other locally derived funds for recycling related activities. p. SAFETEA-LU (2202) —Accounts for the revenue received from the U.S. Department of Transportation under the Safe, Accountable, Flexible, and Efficient Transportation Equity Act: A Legal for Users fund. q. State Gas Tax Fund (2201) —Accounts for the receipt of state gasoline taxes and expenditures. r. State Seizure/Special Criminal Activity Fund (2101) —Accounts for receipt of funds derived from non- federal asset forfeitures. s. Street Light Assessment Districts Funds —Account for revenue and related expenditures of lighting districts. The City has established the following district funds: • Street Light Assessment District 1983-1 Fund (2701) • Street Light District East Dublin 1999-1 Fund (2705) t. Storm Water Management Funds —Accounts for the funds received from the State, which are designated specifically for the use of storm water related activities. These include: • Storm Water Management Fund (2321) • Dublin/Dougherty Storm Water Management Fund (2323) • Village Parkway Storm Water Management Water (2324) u. Traffic Safety Fund (2106) —Accounts for the receipt of traffic fines and traffic safety expenditures. v. Vehicle Abatement Fund (2102) —Accounts for the use of funds received from vehicle registration of Dublin residents for the towing of abandoned vehicles in city limits. w. Noise Mitigation Fund (2902) — Accounts for the fees received from developers of residential properties, which can only be used for noise mitigation measures. x. Public Art Fund (2801) —Accounts for the fees received from developers of properties, which can only be used for the purchase of design, development, and construction of Public Art projects within the City of Dublin. Pr®prietary Funds 1. Internal Service Funds a. Vehicle Replacement Fund (6100) — Finances necessary vehicle replacements, primarily fire apparatus and police vehicles. b. Building Replacement Fund (6200) —Finances future major building components such as Heating Ventilation Air Conditioning (HVAC), major electrical system components, and other periodic repair expenditures. Funds Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 C-3 c. Equipment Replacement (6300) — Finances necessary equipment replacement such as computers and network infrastructure, solar equipment, and telephone systems. d. Parks Replacement Fund (6400) — Finances major parks -related replacements. e. Equipment Maintenance and Repair Fund (6500) — Finances the on -going maintenance and repairs of vehicles and equipment. f. Retiree Health Fund (6901) —Accounts for contributions made to the California Employers' Retiree Benefit Trust Fund (CERBT) for future retiree health care benefits. g. PIERS Side Fund (6951) —Accounts for the repayment to the City's General Fund for the prepayment made in 2007 to pay CalPERS for the City's Side Fund obligation. h. Energy Efficiency Fund (7101) — Accounts for the Chevron energy lease financing arrangement, which finance the construction of the Energy Efficient Upgrade Capital Project, Fiduciary Funds 1. Agency Funds a. Geologic Hazard Abatement District (GHAD) — The California Public Resource Code, Section 25670 provides for the establishment of a GHAD as an independent, state -level public agency that oversees geologic hazard prevention, mitigation, abatement and control. GHADs operate with a focus on the prevention of geologic hazards, with mitigation and abatement also being primary functions. A "geologic hazard" is broadly defined as an actual or threatened landslide, land subsidence, soil erosion, earthquake, fault movement or any other natural or unnatural movement of land or earth, Three GHADs have been established in the City of Dublin, with the City acting as trustee of GHAD funds collected and used to contractually provide or arrange for services. The City Council serves as the Board of Directors for the following GHADs. • Fallon Village GHAD (Funds 5301 and 5311) • Schaefer Ranch GHAD (Fund 5302) • Fallon Crossings GHAD (Fund 5321) b. Dublin Boulevard Extension Assessment District (5101) — Accounts for special assessments to fund improvements to Dublin Blvd. c. Associated Community Action Program (ACAP) (5198) —Accounts for the City's position as fiscal agent to collect and account for the funds received and used by the ACAP Joint Powers Authority (made up of twelve Alameda County cities and the County of Alameda) for County social services programs Related Funds Held By Other Agencies Fiduciary Funds 1. Trust Funds a. California Employers' Retiree Benefit Trust Fund (CERBT) Trust Fund (5171) —Assets held in trust by CalPERS and used to pay retiree health obligations. Per Generally Accepted Accounting Principles, an agency only reports a trust fund in its financial statements if it has some managerial responsibility over the funds (i.e., investment responsibility). Therefore, the City does not show the CERBT Fund in its annual financial report. It is included in this document for informational purposes only. C-4 City of Dublin Fiscal Years 2014-15 and 2015-16 ��� Funds Summary Overview of Revenues Figure 9 l FY 2014-15 AND 2015-16 REVENUES, ALL FUNDS Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201314 2014=15 201516 REVENUES Property Taxes $24,723,112 $25,337,010 $26,353,014 $27,146,626 $27,824,087 Sales Taxes $151860,768 $16,7681340 $17,566,888 $18,178,177 $18,425,594 Taxes Other Than Property or Sales Tax $5,054,257 $4,333,000 $4,459,837 $4,813,800 $4,744,550 Licenses & Permits $5,255,509 $2,790,770 $4,550,473 $3,889,032 $2,265,296 Fines & Forfeitures $326,027 $286,540 $286,540 $286,540 $286,540 Use of Money & Property $520,840 $1,780,900 $1,480,900 $1,696,723 $1,991,338 Intergovernmental Revenues $4,534,748 $3,420,870 $3,982,647 $3,154,492 $3,248,988 Charge for Service $100367,246 $10,170,200 $11,009,057 $11,275,532 $11,572,994 Development Fees $28,331,332 $151087,010 $19,462,045 $15,870,075 $21,397,741 Other Revenues $12,215,481 $2,827,320 $2,838,820 $7,162,905 - Less Internal Service Fund Revenue $3,654,774 $4,079,770 $4,079,770 $4,212,999 6 '"Excludes Fiduciary Fund and Transfers In Funds Summary 9i' City of Dublin Fiscal Years 2014-15 and 2015-16 C-5 Overview of Expenditures z3V Figure 101 FY 2014=15 AND 2015=16 EXPENDITURES, ALL FUNDS Actual Adopted Amended Adopted Forecast 201213 2013=14 201314 201445 201516 w• •� City Council $353,065 $433,930 $433,930 $463,391 $1,006,558 $4630564 $11042,468 City Manager $1,328,290 $1,338,970 $1,338,970 City Clerk $28,361 $3,120 $3,120 $453,415 $3731357 Human Resources $1,407,241 $1,540,470 $10562,727 $1,016,590 $1,111,686 City Attorney $976,128 $807,360 $8821360 $807,360 $807,360 Administrative Services $119281696 $2,274,140 $2,336,505 $2,329,591I $20369,236 Non -Departmental $6,320,175 $8,523,730 $11,013,111 $8,616,053 $90001,512 Economic Development $685,581 $970,450 $1,263,450 $1,027,724 $1,124,319 Community Development $6,086,830 $5,642,290 $6,975,639 $6,1421503 I $5,860,780 Fire Department $11,001,225 $11,742,590 $11,952,590 $12,258,357 $12,692,643 Police Department $14,451,751 $16,100,660 $16,612,930 $161409,466 $170158,702 Parks & Community Services $8,704,180 $9,430,280 $915451840 $10,658,333 $11,181,132 Public Works $7,574,048 $8,073,410 $8,268,433 $8,164,601 $8,327,754 General $8,866,096 $9,856,440 $151565,762 $62,1'7 Note: Excludes Fiduciary Funds, depreciations expenses, and Transfers Out 7) $113,265 37 $87,499 It $211327,943 36 $2,386,604 C-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �,� Funds Summary Overview of Fund Balances Figure 111 OVERVIEW OF FUND BALANCES FY 2013-14 AMENDED BUDGET 0111;,i "v11 BeFund EndFund g. . Balance Revenue Transfer In Expenditures Transfer Out Balance TITLE General Fund $77,317,133 $62,373,502 $30,880 $60,471,255 $12,9421264 $66,307,997 State Seizure/Special Activity Fund $41w008 $1,280 $4,480 $37,808 Vehicle Abatement $223,453 $33,520 $1,000 $20,910 $235,063 SLES/COPS Fund - CA $149 $100,000 $100,000 $149 Traffic Safety $131,571 $180,630 $152,380 $159,821 Federal Asset Seizure Fund $408,903 $1$60 $100,000 $310,263 EMS Special Revenue $22,550 $336,630 $351,231 $7,949 Enforcement Grants $4,418 $1,230 $1,230 $4,418 State Gas Tax $2,343,633 $1,441,690 $601,310 $1,377,492 $1,806,521 SAFETEA-LU ($1,287,053) $524,427 $59,740 ($822,366) Transportation Development Act $163,100 $207,400 ($44,300) ACTC Sales Tax - Local Streets $874,161 $2,373,640 $3,170,347 $77,454 ACTC Sales Tax - Bike & Ped $6,513 $132,770 $86,460 $60,300 ($7,477) Congestion Management Agency ($290,981) ($290,981) Highway SafetyTraffic Reduct. Bond $12,114 $12,114 ACTC-Vehicle Registration Fee $328,504 $217,160 $172,080 $326,533 $47,051 Measure D $50,743 $150,900 $71,619 $130,024 Garbage Service Fund $103,081 $2,830,000 $2,830,150 $102,931 Local Recycling Programs $131,864 $14,330 $94,809 $51,385 Storm Water Management $247,037 $759,050 $10,426 $771,744 $223,917 Box Culvert $356,089 $4,050 $360,139 East Bay Regional Park District $155,000 $155,000 Street Light District Funds $681,068 $534,690 $405,666 $318,729 $491,364 Landscape District Funds $368,244 $5051860 $532,310 $4,960 $336,834 Public Art Fund $1,592,700 $504,125 $2,500 $2,094,325 Cable TV Facilities $96,750 $137,830 $56,840 $177,740 Affordable Housing Fund $7,013,815 $2,638,350 $6,600 $852,444 $8,806,321 Noise Mitigation Fund $75,907 $4,210 $80,117 Community Dev. Block Grant $56,780 $50,180 $61600 Capital Improvement Project Funds $44,919,321 $44,919,321 Public Facility Fees $28,989,874 $7,625,980 $314,140 $1517810034 $20,520,681 Fire Impact Fees ($1,098,607) $191,120 ($907,487) Traffic Impact Fees* $9,542,554 $4,207,041 $443,336 $4,661,247 $8,645,012 ISF - Police Vehicles* $1,053,965 $214,880 $534,173 $734,673 Funds Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 C-7 Beg. Fund End. Fund Raiance Revenue Transfer In TITLE ISF — Fire Apparatus* $3,049,610 $178,270 Expenditures Transfer Out Balance $7251671 $2,502,209 ISF — Non -Safety Vehicles* $184,744 $231510 $208r254 ISF—Buildings* $56,375,183 $228,240 $50,000 $4,306,525 $52,246,898 ISF — Equipment* $2,733,276 $399,930 $109,000 $2341583 $2,789,623 ISF — Solar Equipment $413,340 $413,340 ISF — Parks Replacement Fund $211,350 $107,500 $318,850 ISF — Maintenance & Repairs $235,443 $534,510 $473,550 $296,403 ISF — Retiree Health $25,164 $1,793,840 $10791,400 $27,604 ISF — PERS Side Fund Payoff ($1,642,768) $185,750 ($1,457,018) Energy Efficiency Capital Lease' ($6,203,567) $799,967 $799,967 $551,393 ($6,127,942) Adjustment* GRAND;, L 1 *9 ($1,089,771) „0 :i1 $117J081927 $44,956s801.0 •0 Note: Excludes Fiduciary Funds. *Traffic Impact Fees revenue for FY 2013-14 includes $1,089,771 developer constructed improvements to offset the project cost for fund balancing. *Total ISF Funds' Beginning Fund Balance includes $49,267,011 as Net Investment in Capital Assets. 'Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $627,018 for FY 2013-14. Expenditures shown in the summary includes both principal and interest payments. C-8 City of Dublin Fiscal Years 2014-15 and 2015-16 o,' Funds Summary v Figure 12 1 OVERVIEW OF FUND BALANCES FY 2014=15 ? Y Beg. Fund End. Fund Balance Revenue Transfer In Expenditures Transfer Out Balance TITLE General Fund $66,307,997 $63,904,237 $30,650 $59,197,782 $1,353,216 $691691,885 State Seizure/Special Activity Fund $37,808 $211 $3,980 $34,038 Vehicle Abatement $235,063 $31,941 $755 $21,000 $245,249 SLES/COPS Fund - CA $149 $100,000 $100,000 $149 Traffic Safety $159,821 $149,068 $111,253 $65,434 $132,202 Federal Asset Seizure Fund $310,263 $1,843 $4,500 $307,606 EMS Special Revenue $7,949 $336,716 $330,201 $14,464 Enforcement Grants $4,418 $1,257 $1,225 $4,450 State Gas Tax $1,806,521 $1,237,070 $557,867 $624,954 $1,860,770 SAFETEA-LU ($822,366) ($8221366) Transportation Development Act ($44,300) $208,379 $164,079 ACTC Sales Tax - Local Streets $77,454 $6,643,763 $4,588,507 $2,1321711 ACTC Sales Tax - Bike & Ped ($7,477) $128,404 $17,962 $30,000 $72,965 Congestion Management Agency ($2901981) $621,513 ($912,494) Highway SafetyTraffic Reduct. Bond $12,114 $12,114 ACTC-Vehicle Registration Fee $47,051 $217,509 $172,429 $33,623 $58,508 Measure D $130,024 $147,876 $131,890 $146,010 Garbage Service Fund $102,931 $3,094,166 $3,090,551 $106,546 Local Recycling Programs $51,385 $10,085 $48,063 $13,407 Storm Water Management $223,917 $775,487 $101000 $989,404 Box Culvert $360,139 $2,185 $362,324 Street Light District Funds $491,364 $551,066 $412,630 $39,034 $590,766 Landscape District Funds $336,834 $543,915 $534,749 $4,850 $341,150 Public Art Fund $2,094,325 $7,789 $30,000 $268,654 $1,8031460 Cable TV Facilities $177,740 $150,765 $35,340 $293,165 Affordable Housing Fund $8,806,321 $10324,513 $6,600 $679,671 $9,457,764 Noise Mitigation Fund $80,117 $2,819 $82,936 Community Dev. Block Grant $74,002 $67,402 $6,600 Capital Improvement Project Funds $33,319,221 $33,3190221 Public Facility Fees $20,520,681 $6,665,638 $61,609 $24,443,077 $2,681,633 Fire Impact Fees ($907,487) $188,860 ($718,627) Traffic Impact Fees $8,645,012 $2,2258447 $350,000 $1,115,129 $9,405,330 Dublin Crossing Comm. Dev. Fee $118,880 ($118,880) ISF - Police Vehicles' $734,673 $209,611 $211,951 $732,333 ISF - Fire Apparatus* $2,502,209 $164,741 $2,666,950 ISF- Non -Safety Vehicles' $208,254 $17,023 $225,277 Funds Summary �' City of Dublin Fiscal Years 2014-15 and 2015-16 C-9 t�eg. Fund Balance Revenue Transfer In TITLE ISF — Buildings' $52,246,898 $177,928 End. Fund Expenditures Transfer Out Balance $50,000 $52,374,826 ISF — Equipment' $2,789,623 $4501065 $1801400 $22,000 $3,037,288 ISF — Solar Equipment $413,340 $2491156 $662,496 ISF — Parks Replacement Fund $318,850 $107,223 $426,073 ISF — Maintenance & Repairs $296,403 $5081997 $508,155 $297,245 ISF—Retiree Health $27,604 $1,917,865 $1,917,685 $27,784 ISF — PERS Side Fund Payoff ($1,457,018) $4100389 ($1,046,629) Energy Efficiency Capital Lease' ($6,127,942) $535,892 $535,892 ($5,748,947) Note: Excludes Fiduciary Funds. ' Total ISF Funds' Beginning Fund Balance includes $49,267,011 as Net Investment in Capital Assets. 'Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $378, 995 for FY 2014-15. Expenditures shown in the summary includes both principal and interest payments. C-10 City of Dublin Fiscal Years 2014-15 and 2015-16 °s Funds Summary Figure 13 1 OVERVIEW OF FUND BALANCES FY 201516 Beg. Fund End. Fund Balance Revenue Transfer In Expenditures Transfer Out Balance TITLE General Fund $69,691,885 $61,803,963 $30,820 $61,034,657 $9,597,916 $60,894,095 State Seizure/Special Activity Fund $34,038 $263 $3,980 $30r322 Vehicle Abatement $245,249 $32,561 $822 $21,000 $255,988 SLES/COPS Fund - CA $149 $100,000 $100,000 $149 Traffic Safety $132,202 $149,095 $113,773 $65,608 $101,916 Federal Asset Seizure Fund $307,606 $2,506 $310,112 EMS Special Revenue $14,464 $336,795 $330,708 $20,551 Enforcement Grants $4,450 $41 $4,491 State Gas Tax $1,860,770 $1,217,199 $557,159 $1,066,596 $1,454,214 SAFETEA-LU ($822,366) $470,000 $470,000 ($822,366) Transportation Development Act $164,079 $1,325 $165,404 ACTC Sales Tax - Local Streets $2,132,711 $379,866 $565,893 $1,946,684 ACTC Sales Tax- Bike & Ped $72,965 $129,231 $17,962 $30,000 $154,233 Congestion Management Agency ($912,494) $621,513 ($290,981) Highway SafetyTraffic Reduct. Bond $12,114 $12,114 ACTC-Vehicle Registration Fee $58,508 $217,904 $1490959 $33,739 $92,714 Measure D $146,010 $148,395 $123,901 $170,505 Garbage Service Fund $106,546 $3,341,542 $3,344,889 $103,199 Local Recycling Programs $13,407 $10,000 $23,407 Storm Water Management $989,404 $78950 $10,000 $987,354 Box Culvert $362,324 $2,992 $365,316 Street Light District Funds $590,766 $563,417 $416,797 $39,330 $698,056 Landscape District Funds $341,150 $567,138 $541,678 $4,850 $361,760 Public Art Fund $11803,460 $7,855 $10,000 $324,586 $1,476,729 Cable TV Facilities $293,165 $153,345 $35,340 $411,170 Affordable Housing Fund $9,457,764 $2,541,844 $6,600 $690,627 $11,315,581 Noise Mitigation Fund $82,936 $1,879 $84,815 Community Dev. Block Grant $70,600 $64,000 $6,600 Capital Improvement Project Funds $23,9151311 $23,915,311 Public Facility Fees $2,681,633 $3,809,284 $64,797 $11,643,530 ($512l7j410) Fire Impact Fees ($718,627) $42,420 ($6761207) Traffic Impact Fees $9,405,330 $936,645 $300,000 $40,083 $10,001,892 Dublin Crossing Comm. Dev. Fee ($118,880) $10,080,284 $91961,404 ISF-Police Vehicles' $732,333 $208,813 $168,559 $772,587 ISF - Fire Apparatus' $2,666,950 $171,847 $2,838,797 ISF - Non -Safety Vehicles' $225,277 $10,291 $235,568 Funds Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 C-11 o;d[J;'��/��',;ll Beg. Fund End. Fund balance Revenue Transfer In TITLE ISF — Buildings; $52,374,826 $1791914 Expenditures Transfer Out Balance $50,000 $52,504,740 ISF—Equipment' $3,037,288 $427,623 $170,700 $43,000 $3,251,211 ISF — Solar Equipment $662,496 $252,548 $915,044 ISF — Parks Replacement Fund $426,073 $1091002 $535,075 ISF— Maintenance & Repairs $297,245 $541,796 $5401951 $298,090 ISF — Retiree Health $27,784 $2,099,458 $2,099,194 $28,048 ISF — PERS Side Fund Payoff ($1,046,629) $429,503 ($617,125) Energy Efficiency Capital Lease' GRANDis7,412 ($5,748,947) $550,654 $92,729,302 $231952r731 $550,654 $95l429,825 $23r952j731 ($5,345,488) $1149,790j347 Note: Excludes Fiduciary Funds. ' Total ISF Funds' Beginning Fund Balance includes $49,267, 011 as Net Investment in Capital Assets. 'Energy Efficiency Capital Lease Fund balance reflects the pay down of the principal amount: $403,459 for FY 2015-16, Expenditures shown in the summary includes both principal and interest payments. C-12 City of Dublin Fiscal Years 2014-15 and 2015-16 ��� Funds Summary Funds and Department Relationship Matrix The following table illustrates the use of specific funds by each department. The General Fund is excluded here, because it is used by all departments. Some departments use non -General Fund funding for departmental operations. Since the General Fund provides funding to all departments, it is not listed in the matrix. The Office of the City Manager and the Administrative Services Department provide oversight and assistance in managing all funds. Figure 14 FUNDS AND DEPARTMENT RELATIONSHIP MATRIX City Comm. Parks & Comm. Public Non - Fund Name Attorney Dev. Fire Police Services Works uept GOVERNMENTAL FUNDS OR FUNDS Affordable Housing Fund • • Capital Improvement Project Funds • • Fire Impact Fees Public Facility Fees • Traffic Impact Fees GOVERNMENTAL ACTC—Vehicle Registration Fee FUNDS - NOWMAJOR FUNDS • • • ACTC Sales Tax — Bike & Pedestrian • ACTC Sales Tax — Local Streets • Box Culvert • Cable TV Facilities • Community Development Block Grant • Congestion Management Agency • Dublin Crossing Community Development Fee • East Bay Regional Park District • EMS Special Revenue • Energy Efficiency Capital Lease • Enforcement Grants Federal Asset Seizure Fund • Garbage Service Fund • Highway Safety Traffic Reduction Bond • Landscape District Funds • Local Recycling Programs • Measure D • Noise Mitigation Fund Parks Replacement Fund • Public Art Fund • SAFETEA-LU • Funds Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 Funds and Department Relationship Matrix continued... Fund Name City Comm. Attorney Dev. Fire Parks & Comm. Police Services Public Non - Works Dent SLES/COPS Fund —CA FUNDSGOTERNMENTAL State Gas Tax State Seizure/Special Activity Fund 40 Storm Water Management Street Light District Funds Traffic Safety Transportation Development Act Vehicle Abatement ISF — Buildings PROPRIETARY FUNDS ISF — Equipment ISF — Fire Apparatus ISF — Maintenance & Repairs ISF — Non -Safety Vehicles ISF — PERS Side Fund Payoff ISF — Retiree Health ISF — Solar Equipment ISF—Vehicles C-14 City of Dublin Fiscal Years 2014-15 and 2015-16 �,5 Funds Summary City of Dublin General Fund operating Summary The General Fund is the City's primary operating fund, accounting for all activities financed by general purpose revenues (taxes, fees, charges for services, etc) and any other revenues not accounted for in other funds. The transmittal letter in this budget document describes the general trends in recent years, and summarizes assumptions used in the five-year forecast. The pages in this section present the two-year budget charts, followed by a detailed discussion of the assumptions used. There are three components to the General Fund summary charts that are helpful in understanding how the City budgets its funds, and what the estimated change to reserves will be over the budget cycle: Revenues — Prior year, current, and budgeted revenues are shown by category. In the current year column, there is also a figure listed as "Carryover Revenue from Prior Year." This amount is equal to the amount in the amended expenditure budget that was carried over from the previous year, and therefore is not funded with current year revenues. Expenditures —Total departmental costs, not including transfers out. Impact — This section presents the net impact of revenues, less expenditures, plus one-time revenue sources, and less transfers out.The estimated impact on reserves in FY 2014-15 is an addition of $3,383,889, and in FY 201 5-1 6 there will be a draw on reserves of $8,797,7910 General Fund Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 D-1 General Fund Operating Summary continued... Figure 151 GENERAL FUND OPERATING SUMMARY %Change %Change Actual Adopted Amended Adopted from Prior Forecast from Prior 201213 2013=14 201314 2014=15 Adopted 2015=16 Adopted REVENUES BY CATEGORY Property Taxes $231590,102 $24,153,050 $25,169,054 $25,898,281 7.2% $26,543,238 2.5% Sales Tax $15,359,340 $16,271,400 $17,069,948 $17,686,696 8.7% $171934,114 1.4% Other Taxes $5,054,257 $4,333,000 $414591837 $4,813,800 11.1% $4,744,550 (1.4%) Building Permits $4,627,631 $21255,020 $3,781,700 $3,171,473 40.6% $1,733,925 (45.3%) Other Licenses & Permits $627,878 $5351750 $768,773 $717,559 33.9% $5310371 (25.9%) Fines and Penalties $1321616 $138,260 $1381260 $138,260 0.0% $138,260 0.0% Interest ($541,130) $652,970 $3521970 $368,581 (43.6%) $429,890 16.6% Rentals and Leases $582,039 $581,270 $581,270 $1,016,036 74.8% $1,026,589 1.0% Intergovernmental $2081904 $183,620 $183,620 $1930620 5.4% $198,620 2.6% Charges for Services $9,076,147 $7,093,630 $7,713,730 $71115,752 0.3% $7,037,667 (1.1 %) Other Revenue $4,374,340 $327,510 $339,010 $388,655 18.7% $389,244 0.2% Community Benefit Payment $4,154,160 $1,461,210 $1,846,210 1 $626,174 (57.10/.) $3771315 SUBTOTAL REVENUES $67,246,284 ,0 0, 0:4 Carryover Funds from Prior Year $5,958,286 90 $68,362f6680:4 D-2 City of Dublin Fiscal Years 2014-15 and 2015-16 �; General Fund Summary General Fund Reserves Summary_ Figure 161 RESERVES SUMMARY % Change Actual Adopted Amended Adopted from Prior 2012=13 2013-14 2013=14 2014=15 Adopted %Change Forecast from Prior 2015=16 Adopted RESERVE BALANCES 0. • 11 111 M11 111 11 111 ', 11 111 Unassigned/Cash Flow* TOTAL RESERVES $77,317,133 EVEN "iffrofflTeRM0 $69,649,273 $66,307,995 $10t091,444 $69,691,883 (9.9%) $60,894,094 (12.6%) *Cash Flow Reserve at 2.1 months of operating budget in FY 2014-15 and FY 2015-16. Highlights of Reserve Changes In order to fund the projected deficit in the Public Facility Fee Fund beginning in FY 2015-16, the General Fund will set aside in a Committed Reserve $2 million in FY 2013-14 and another $3.2 million in FY 2014-15. Those contributions will significantly decrease the Unassigned/Cash Flow Reserve to just above the minimum requirement of 2 months of operating budget, as defined in the City Fund Balance and Reserves Policy. When the advance occurs in FY 2015-16, that Committed Reserve of $5.25 million will be moved to the Non -Spendable reserve category, and remain there until it is repaid by future revenues transferred from the Public Facility Fee Fund. The Fund Balance and Reserves Policy is included in the Appendix to this document. The policy was last updated in June 2013, so does not contain the following new Committed Reserves that Staff will recommend funding before the close of FY 2013-14: • Fallon Sports Park: $2 million ($1.8 million of which is covered by one-time Community Benefit Payment) in FY 2014-15 • Shannon Center Parking Lot: $775,000 in FY 2013-14 • Advance to Public Facility Fee Funds: $2.0 million in FY 2013-14; $3.25 million in FY 2014-15 Specific changes to all reserves are shown on the following page. Note that, due to rounding differences in reports, Fund Balance numbers may differ by one or two dollars, between this schedule and previous schedules. General Fund Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 D-3 General Fund Reserve Details �jV Figure 171 RESERVE DETAILS FY 2013A4 Total Actual Change Projected FY 2014=15 Total Change 1415 YE FY 2015=16 Total Change 1516 YE TOT. CHANGE TO RESERVES Prepaid Expenses 2012-13 During Yr ,, $34,756 2013-14 During Yr 00. $341756 Adopted During Yr Projected $34,756 $34,756 Cemetery Endowment $60,000 $600000 $60,000 $60,000 Advance to Public Facility Fees $5,250,000 $5,250,000 Advance to Fire Impact Fee $1,098,606 ($250,000) $848,606 ($250,000) $598,606 ($250,000) $348,606 Advance to PERS Side Fund Heritage Park Maintenance Economic Stability $1,642,768 1 $500,0001 $5,868,847 ($4001000) $1,242,768 1 $500,0001 $5,868,847 0 ($400,000) 1 $5,8688847 $842,768 $500,000 ($4001000) $442,768 $500,000 $518681847 Downtown Public Improvements $110001000 $1,000,000 $1,000,000 $1,0008000 Open Space Funding $2,000,000 ($2,000,000) Affordable Housing $1,000,000 $110001000 $1,000,000 $1,000,000 Emerald Glen Aquatic Complex $1,500,000 $1,397,650 $2,897,650 $2,897,650 ($2,897,650) Emergency Communications $741,000 $741,000 $741,000 $741,000 Fire Services OPEB $7,610,058 $400,000 $8,010,058 $400,000 $8,410,058 $400,0001 $8,810,058 Innovations& New Opportunities $1,372,785 $1,372,785 $1,372,785 $1,372,785 Maintenance Facility $6,027,950 ($6,027,950) Cemetery Expansion $750,000 $1,641,538 $2,391,538 $1,320,640 $3,712,178 ($3,712,178) Fallon Sports Park $2,000,000 $2,000,000 ($2,000,000)I Civic Center Expansion $3911568 $(391,568) Public Safety Complex $3,070,746 $(31070,746) Joint City/School Projects $600,000 $(600,000) Non -Streets CIP Commitments $2,745,809 $2,745,809 ($2,200,000) $545,809 $545,809 Shannon Center Parking Lot $775,000 $7751000 $7750000 I $775,000 Advance to Public Facility Fee $2,000,000 $2,000,000 $3,250,000 $5,250,000 ($512501000) One -Time Initiative $1,341,408 $1,341,408 $1,3410408 I $1,341,408 D-4 City of Dublin Fiscal Years 2014-15 and 2015-16 �,' General Fund Summary General Fund Reserve Details continued... FY 2013-14 Total Actual Change Projected 2012-13 During Yr 2013=14 FY 2014-15 FY 2015-16 Total Total Change 14=15 YE Change 15-16 YE During Yr Adopted During Yr Projected Assigned $23,912,896 (51,263,321) >22,649,575 $22,649,575 ($325,000) 522,324,575 Accrued Leave ..... •CIP Carryovers ®per .�, C �, Service Continuity . , , Cam. , , , , , . , , . . . , . , , Fiscally Responsible Adj Unassigned 514,311,098 ($3,219,740) $10,8281195 ($736,751)' $10,091,444 $387,037 $10,478,481 TOTAL RESERVES S77,3171133 ($11,009,137) $66,307,995 $3,383,889 $69,691,883 ($8,797,791) $60,894,094 General Fund Summary � � City of Dublin Fiscal Years 2014-15 and 2015-16 D-5 General Fund_ Revenue Assumptions Property Taxes and Sales Tax are the two largest ongoing revenue sources in the General Fund, accounting for 68,2% of total revenues in FY 2014-15, and are key indicators of the condition of the local economy. While it can be difficult to predict future trends in these areas, it is clear that the fiscal health of the City is improving. Economists at local and national levels believe that the economy as a whole is stabilized and is in recovery. There are positive trends of employment, household spending, and home sales, with pricing demonstrating steady yet modest growth. For the City of Dublin, tax revenues are expected to trend with that growth, but Building Permit and other development -related revenues are expected to decline sharply and taper off over the long term as the City builds out. The two-year budget reflects some of that tapering off in the second year, with the forecast reflecting the need to implement budget balancing solutions, such as the addition of a new revenue source or cost containment measures, in the near future. The following are the key assumptions used to construct the General Fund operating budget in FY 2014-15 and FY 2015-16: Property Tax: Increase of 2.9% over the current year projection in FY 2014-15, and 2.5% in FY 2015-16 due to an increase in the tax roll due to rising home values and new construction for the past two years, in addition to the anticipated recapturing of assessed values that were adjusted downward during the recession. Sales Tax: The current year revenue increase reflects growth in nearly all business groups, with the highest growth in the sectors of Autos and Transportation, General Consumer Goods, Restaurants and Hotels, and Building and Construction. The FY 2014-15 budget assumes growth of 3.6% over expected revenue in FY 2013-14, with 1.4% in FY 2015-16. Other Taxes: The two-year budget incorporates slight growth in garbage and cable franchise taxes to account for rate increases. Transient Occupancy Tax has also been adjusted up to bring the budget in line with current returns: the combined increase in Other Taxes in the FY 2014-15 budget year is $405,800 (9.4%) over the adopted FY 2013-14 budget, with FY 201 5- 16 held flat. Building Permits: The FY 2014-15 budget continues the growth the City is seeing in the current year, particularly in revenue from residential fees as the housing market rebounds, reflecting an increase of $916,000 over the FY 2013-14 adopted budget. The FY 2015-16 Forecast incorporates a steep decline, taking revenues back to levels last seen in FY 2007-08. Moving forward, as this revenue stream tapers off, the City will also see decreased expenditures, which will occur approximately 18 months to two years after revenues are received. The $2.4 million service continuity reserve has been maintained to cover these future obligations. Other Licenses and Permits: The FY 2014-15 budget proposes an increase of $182,000 due primarily to increases in other minor development -related permit fees, as well as to annual fire permits. Consistent with building permits, these also decline in the FY 201 5- 16 Forecast. Interest Income: The two-year budget carries forward the $300,000 reduction to interest income that the City is experiencing in the current year, but builds in some recovery as market conditions improve, Rentals and Leases: The net increase of roughly $435,000 is primarily due to the anticipation of lease revenue from the Alameda County Fire Department in their use of the City's Public Safety Complex at 6363 Clark Avenue and the Maintenance Facility at 5777 Scarlett Court, beginning in FY 2014-15. Charges for Services: The two-year budget is essentially flat, which is the net result of a 4% increase in recreation program revenues (FY 2014-15), and a to) 50,ono decrease in Santa Rita Fire Services fees, due to the decrease in the number of non -emergency calls. Recreation program revenue is increased 1 % for FY 2015-16, while revenue generated by the Emerald Glen Recreation and Aquatic Complex is unknown and therefore not factored into the projection, D-6 City of Dublin Fiscal Years 2014-15 and 2015-16 °� General Fund Summary Community Benefit Payments: These revenues are not counted on in advance for ongoing purposes, but are included in the budget when they are known. Large payments anticipated for specific projects are called out separately in the General Fund summary, and are segregated into Committed Reserves. In FY 2014-15 the City expects a $1.8 million payment for the Fallon Sports Park project; in FY 2015-16, $750,000 is expected for the Cemetery Expansion project. Q1 Figure 18 I GENERAL FUND REVENUES BY CATEGORY 3Cipi?�ltl F �rC�i0 7i1: ik7lU C ro LA ��5pi/4%il ape _C I W Rroperty I�x�s Sales Tax C![I�ee Bvildpr�g Charges PCAAA7Pi:'S ��t Comm All Other 13Vile(it I ervice5 Aare -Time Rev � FFUpose � TiS�iFioipctpd General Fund Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 D-7 General Fund Expenditure Assumptions The City's ongoing operating expenditures and long-term financial liabilities continue to grow, and will eventually outpace the City's ongoing revenue growth without either additional revenues or cost containment measures. The two—year budget reflects an increase in total operating expenditures of $2.0 million and $1.8 million for FY 2014-15 and FY 2015-161 respectively. The chart below presents the composition of operating expenditures by category for FY 2014-15, and is followed by a discussion of the assumptions used in preparing the budget. j Figure 19 GENERAL FUND EXPENDITURES BY CATEGORY l Note: Category percentages remain relatively similar in FY 2015-16. Personnel Costs ■ Salaries l�. 4'til'a�es ■ Btn�cfits � Services & Supplies � Interraal Seru�ce Fund hareie5 Utilities Oo�tracted Services 3°yo _ Capital Outlay Rising personnel costs are a major area of concern for all public agencies. In recent years, the City has implemented employee cost sharing measures (healthcare and retirement costs) to relieve a portion of the burden to the City. Currently, employees are paying 100% of the employee portion of the retirement costs, and are also contributing to the employer portion of the retirement costs. Beginning in FY 2012-13, 50% of any annual salary increase is being applied to the City's share of retirement costs, up to a cap of 4.072%, as provided in City Resolution 171 -1 2 and pursuant to California Public Employee Retirement Law. The two-year budget includes an employee contribution of 4% of the City's share in the first year, with the cap reached in FY 2015-16. Last month, the CalPERS board approved a measure to speed up rate increases that were recommended to fully fund public employees' retirement obligations. The new policies modify the amortization periods and smoothing methods for retirement trust funds, and are expected to result in a significant increase to employers' retirement rates. CaIPERS will phase in the rate increase over five years, with implementation scheduled for FY 2016-17. Finance Staff has been monitoring these issues and has included a proactive increase in the five-year forecast. D-8 City of Dublin Fiscal Years 2014-15 and 2015-16 �;� General Fund Summary The two-year budget also includes the following position allocation plan changes. • Conversion of a contract (Public Service Employee) position in Economic Development/Public Information to an Administrative Analyst I. This new position will continue to provide similar services as the contract position, including but not limited to day-to-day oversight of the City's website, programming and implementation of the Dublin Farmers' Market, the Shop Local — Discover Dublin for the Holiday Campaign, assistance with communication and initiatives within Parks and Community Services, such as Live Healthy Dublin, as well as other duties as assigned (FY 2014-15). • Addition of one Senior Office Assistant and one Recreation Supervisor to staff Emerald Glen Recreation and Aquatic Complex (FY 2015-16). • Increase Human Resources Department Administrative Analyst from 0.75 FTE to 1.0 FTE (FY 2015-16). j Figure 20 POSITION COUNT Contracts The cost of contracted services makes up over 60% of the General Fund operating budget. Public Safety costs equate to roughly 44% of General Fund expenditures, and have increased significantly over the past five years. The FY 2014-15 and FY 2015-16 budget includes an increase of $1.7 million in total over the two fiscal years. Staff will continue working with the Alameda County Fire Department and Alameda County Sheriff's Office to negotiate and implement cost containment measures to ensure long-term sustainability of providing public protection services. Public Works maintenance services are another major contract service for the City. On June 19, 2012, the City Council approved a five-year agreement with MCE Corporation, with cost containment and the maintenance of the existing level of quality service the primary focus during contract negotiation. It is estimated the General Fund portion of the MCE contract cost will increase by $430,000 in total for FY 2014-15 and FY 2015-16, due to the incorporation of a contracted CPI adjustment, the addition of new facilities to the service agreement, and the inclusion of additional services above baseline scope of work. Utilities The City has experienced double-digit utility cost increases over the past several years for the operation of City facilities and infrastructure. The savings from the recently implemented energy upgrades allows for a budget increase of only 8% per year in FY 2014-15 and FY 2015-16. Furthermore, the $7.4 million energy project is expected to generate savings that will exceed the project costs over a 15-year period. General Fund Summary �,' City of Dublin Fiscal Years 2014-15 and 2015-16 D-9 Out -of -State Travel (requires City Council approval) Figure 211 FY 201415 AND 201516 OUT-OF-STATE TRAVEL SUMMARY LTITITKERc BUDGET AMOUNT FY 2014=15 ICSC Recon-International Council of Las Vegas, Nevada Economic Development Director $2,600 Shopping Centers Global Retail Real Estate and Administrative Analyst Convention National Recreation and Park Association Charlotte, North Carolina Parks & Community Services Director $2,300 Conference World Waterpark Association Symposium and Las Vegas, Nevada Assistant Parks & Community Services $3,500 Trade Show Director and Recreation Coordinator American Society of Landscape Architects Denver, Colorado Parks & Facilities Development Manager $2,700 Conference Institute of Transportation Engineers Tuscon, Arizona, Senior Civil Engineer $2,700 Conference US Mayors Conference Washington, DC Mayor or Vice Mayor $2,500 National League of Cities Fall Conference TBD Council Member $21500 National League of Cities Spring Conference Washington, DC Mayor or Vice Mayor $2,500 Water Smart Innovations Las Vegas, Nevada Environmental Services Staff $1,033 ICMA Annual Conference Charlotte, North Carolina City Manager and Assistant City Manager $7,000 TOTAL $29,333 FY 2015-16 ICSC Recon-International Council of Shopping Centers Global Retail Real Estate Convention Las Vegas, Nevada Economic Development Director and Administrative Analyst $2,600 National Recreation and Park Association Conference Las Vegas, Nevada Parks & Community Services Director $2,300 Americans for the Arts Convention Boston, Massachusetts Heritage & Cultural Arts Manager $3,113 Institute of Transportation Engineers Conference Mississippi Senior Civil Engineer $2,700 US Mayors Conference Washington, DC Mayor or Vice Mayor $2,500 National League of Cities Fall Conference TBD Council Member $2,500 National League of Cities Spring Conference Washington, DC Mayor or Vice Mayor $2,500 International Code Council Annual Business Meeting and Code Hearings Fort Lauderdale, Florida Chief Building Official $3,500 GFOA Conference Denver, Colorado Administration Services Director $2,000 ICMA Annual Conference TOTAL Seattle, WA City Manager and Assistant City Manager $7,000 i D-10 City of Dublin Fiscal Years 2014-15 and 2015-16 E, General Fund Summary New Items Adopted in FY 2014=15 With approval of the budget document, the City Council authorized several new program expenditures that will be appropriated in the General Fund, in the first year of the two-year budget. These items, which are listed in the following table, have been included in the General Fund summaries in this document, V Figure 22 1 FT 2014-15 ADOPTED ITEMS General Fund Summary � City of Dublin Fiscal Years 2014-15 and 2015-16 D-11 This page intentionally left blank. City Council City of Dublin DEPARTMENTS Chart 2 � CITY COUNCIL ORGANIZATIONAL CHART Citizens of Dublin Council Vice May Mayor Council Council Member Member Member Description The City Council consists of the Mayor and four City Council members elected at large by the voters of Dublin. The City Council is responsible for enacting legislation, establishing policies, and providing guidance and direction for actions that affect the quality of life in the City. Local elected officials also represent the City at a variety of forums at the County, Regional, State and National levels, in order to make certain the interests of the City of Dublin, and cities in general, are represented. Accomplishments for FY 2013-14 • Completed all identified goals of the adopted 2013-14 City Council Strategic Initiatives • Created Human Services Commission • Initiated a comprehensive Marketing and Branding Plan for the City • Adopted the Iron Horse Trail Master Plan • Adopted the design and commenced construction of the Emerald Glen Recreation and Aquatic Complex Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-1 City Council continued... Objectives for FY 2014-15 and 2015-16 • Participate in Federal Legislative Consultant Services, in partnership with cities of Livermore, Pleasanton, and the Town of Danville • Adopt an update to the 10-Year Strategic Plan • Issue the City of Dublin Annual Report on City Accomplishments) Budget Highlights • Funding for Dublin Pride Week activities • Funding for Volunteer Recognition event and Inside Dublin • Funding for professional services for Strategic Plan and audits �� Figure 23 � CITY COUNCIL EXPENDITURES Actual Adopted Amended Adopted 2012-13 201314 201314 2014=15 Salaries &Wages $53,731 $55,440 $551440 $578098 Benefits $47,467 $57,780 $57,780 $911022 Services & Supplies $1121674 $1181040 $120,540 $125,035 Internal Service Fund Charges $19,224 $16,260 $16,260 $17,521 Contracted Services $119, 504 $186,410 $183,910 $172,715 Capital Outlay TOTAL EXPENDITURES $465 $353,065 $433t930 $433,930 $463,391 Forecast 2015=16 $58,525 $97,778 $125,035 $9,511 $17Z,715 E-2 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments City Manager jV Chart 3 1 OFFICE OF THE CITY MANAGER ORGANIZATIONAL CHART City Manager Assistant City Manager Description The City Manager is appointed by the City Council as the City's Chief Executive Officer to oversee the day-to-day operations of the City's Operating Departments and to implement all policies adopted by the City Council. The Office of the City Manager provides support to all areas of City operations including: supervision and evaluation of employees; evaluation of all contract services; the enforcement of City Ordinances; recommendations to the City Council on ordinances and policies that address the effective operation of the City; provision of advisory recommendations to the City Council; oversight of the preparation and administration of the City's Budget and Capital Improvement Program; and representation on behalf of the City before intergovernmental bodies and organizations. The department also provides support services to the City Council, Economic Development, and Human Resources. Accomplishments for FY 2013-14 • Completed construction of the first phase of the City's new Public Safety Complex to accommodate projected growth in services. Currently being leased to the Alameda County Fire Department for its administrative offices • Completed Energy Action Plan Project • Initiated construction of both the City and Alameda County Fire Department's Maintenance Facility Objectives for FY 2014-15 and 2015-16 • Continue to identify additional actions to develop long-term fiscal sustainability • Successfully open two major park facilities — Emerald Glen Recreation and Aquatic Complex and next phase of Fallon Sports Park • Biennial City Council Strategic Plan update Budget Highlights • First year establishing the City Clerk's Office as a separate budgetary area instead of combining it with the Office of the City Manager Departments �� City of Dublin Fiscal Years 2014-15 and 2015-16 E-3 City Manager continued... cj Figure 24 1 OFFICE OF THE CITY MANAGER EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013=14 2013=14 201445 Salaries & Wages $831,120 $836,060 $836,060 $635,77: Benefits $410,694 $406,640 $406,640 $305,15; Services &Supplies $41,029 $45,030 $45,030 $37176( Internal Service Fund Charges $23,508 $261180 $26,180 $22,87: Contracted Services $201288 $251060 $25,060 $5,000 Capital Outlay TOTAL EXPENDITURES $11651 90 i ii, Forecast 2015=16 3 $651,445 >_� $325,126 11 $37,760 3 $23,137 $5,000 City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1$00 1.00 1.00 1900 Assistant to the City Manager 0.34 City Clerk/Records Manager 1.00 1.00 1.00 Administrative Technician 1.00 1.00 1.00 Executive Aide 1.00 1.00 1.00 1.00 Senior Office Assistant TOTAL POSITIONS 1.50 6w5O 1.50 6s50 1.50 1.00 E-4 City of Dublin Fiscal Years 2014-15 and 2015-16 v� Departments City Clerk's Office - j5 Chart 4 1 CITY CLERK ORGANIZATIONAL CHART City Clerk City Clerk/Records Elections Description The City Clerk's Office is comprised of two divisions: City Clerk/Records and Elections.The City Clerk's Office is responsible for administering municipal elections; maintaining official City records and financial statements, the preparation of minutes of City Council meetings, and coordinating Commission and Committee appointments. Accomplishments for FY 2013-14 • Coordinated the selection of the Human Services Commission and Commercial Development Task Force • Continued Records Retention implementation • Initiated preparations for the November 2014 General Municipal Election Objectives for FY 2014-15 and 2015-16 • Conduct consolidated General Election, November 4, 2014 • Continue Records Retention implementation • Conduct pre -candidate and candidate informational meetings for the City Council election process Budget Highlights • First year establishing City Clerk as a department instead of combining with Office of the City Manager • Funding to conduct Biennial General Municipal election Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-5 City Clerk's Office continued... Q,y Figure 25 1 CITY CLERK'S OFFICE EXPENDITURES Actual Adopted Amended Adopted 2012=13 201344 201314 2014=15 Salaries & Wages Benefits Services &Supplies $21285 $3,120 $3,120 Internal Service Fund Charges Contracted Services TOTAL EXPENDITURES $26,075 $28,361 i i Note: Operating costs for City Clerk's Office were included in the Office of the City Manager in prior years $201,119 $1090531 $130355 $9,750 $119, 660 Forecast 2015-16 $206,147 $116,698 $12,155 $9,897 $28,460 E-6 City of Dublin Fiscal Years 2014-15 and 2015-16 d,' Departmen%;� City Clerk/Records The budget includes staffing costs associated with providing the primary function of the City Clerk's Office. The City Clerk/ Records unit maintains all official records of the City of Dublin, as well as maintains Financial Disclosure and Conflict of Interest records submitted by elected officials. The City Clerk prepares and maintains the minutes of the City Council meetings, and coordinates the City Commission and Committee appointments. Figure 26 1 CITY CLERK/RECORDS EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 201314 2013=14 2014=15 201516 IA vSalaries & Wages $201,119 $206,147 Benefits $109,531 $116,698 Services & Supplies $9,035 $9,035 Internal Service Fund Charges $9,750 $9,897 Contracted Services TOTAL EXPENDITURES $28,460 $357t895 $28,460 $370,237 Note: Operating costs for City Clerk/Records were included in the Office of the City Manager in prior years. Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-7 Elections The Elections unit is responsible for the municipal elections for the City of Dublin. A General Municipal Election is held every other year, with the next election scheduled for November 2014. The budget includes funding for printing costs for candidate binders and related documents, and elections training for City staff. Figure 27 I ELECTIONS EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 201415 201516 E-8 City of Dublin Fiscal Years 2014-15 and 2015-16 �;� Departments Human Resources Chart 5 1 HUMAN RESOURCES ORGANIZATIONAL CHART Human Resources Director Human Resources Insurance/ Risk Management The Human Resources Department oversees such City programs as human resources (recruitment, selection, salary and fringe benefits administration), risk management (general liability, claims management, property insurance, workers' compensation, and safety training), employee training and recognition programs and special projects. Accomplishments for FY 2013-14 • Administered City's Health and Welfare Benefit Program • Administered City's Recruitment Efforts • Administered City's Risk Management Program • Conducted Employee Workplace and Safety Training • Completed Safety Inspection per City's Injury Illness Prevention Program • Provided Summer Internship Program Objectives for FY 2014=15 and 201516 • Administer City's Health and Welfare Benefit Program • Administer City's Recruitment Efforts • Administer City's Risk Management Program • Conduct Employee Workplace and Safety Training • Complete Safety Inspection per City's Injury Illness Prevention Program • Provide Summer Internship Program Budget Highlights • Budget for Police Services and Fire Services public liability contract costs with Alameda County has been moved to Police and Fire Department respectively • Increase in City's Property Insured Values with the addition of Emerald Glen Aquatic Complex • Increase Administrative Analyst II from 0.75 FTE to 1.0 FTE • Funding to support targeted employee training programs • Funding for Summer Internship program Departments �,� City of Dublin Fiscal Years 2014-15 and 2015-16 E-9 Human Resources continued... (OV Figure 28 1 HUMAN RESOURCES DEPARTMENT EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013=14 201314 2014=15 Salaries & Wages $242,434 $248,800 $2481800 $29 Benefits $101,831 $103,610 $1031610 $131 Services &Supplies $986,128 $1,130,920 $1,149,920 $53! Internal Service Fund Charges $6,996 $7,140 $7,140 $! Contracted Services $641300 $43,000 $43,000 $4: Capital Outlay TOTAL EXPENDITURES $5,554 40 $7,000 40 i $10,257 $ 1,845 3,946 i, 690 i,109 3, 000 �,000 Forecast 2015-16 5323,430 5152,329 $580,740 $ 5,187 $43, 000 $7,000 E-10 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments Human Resources Division The Human Resources Division is responsible for the recruitment, selection, salary and benefits administration for City employees. The Division is also responsible for management of Workers' Compensation program, employee training and recognition program, as well as special projects. Departmental staffing costs are included in this division budget. Figure 29 1 HUMAN RESOURCES DIVISION EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 201314 2013=14 2014AS 2015=16 Salaries &Wages $242,434 $248,800 $248,800 $291,845 1 323,430 Benefits $101,831 $103,610 $103,610 $133,946 $152,329 Services & Supplies $97,238 $97,630 $116,630 $99,330 $109,330 Internal Service Fund Charges $6,996 $7,140 $7,140 $5,109 $5,187 Contracted Services $64,300 $43,000 $43,000 $43,000 $43,000 Capital Outlay TOTAL EXPENDITURES $5,554 $518r352 $7,000 :i $100257 $529,437 $7,000 $580r230 $7,000 Human Resources Director 1.00 1.00 1.00 1.00 1.00 Administrative Analyst II 0.75 0.75 0.75 0.75 1.00 Senior Office Assistant 0.50 0.50 TOTAL PO Departments ��' City of Dublin Fiscal Years 2014-15 and 2015-16 E-11 The Human Resources Department oversees the City's General Liability Insurance that it obtains through a pooled risk sharing arrangement offered through the Association of Bay Area Governments (ABAG) Plan Corporation. This pool currently includes 29 cities in the greater Bay Area, and offers coverage up to$25 million per occurrence. In addition to General Liability coverage, the policy also includes Property, as well as Errors and Omissions coverage for the City. The Human Resources Director serves as the City's Risk Manager. 1 Figure 30 INSURANCE/RISK MANAGEMENT EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 201415 201546 E-12 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments City Attorneys Office �W Chart 61 CITY ATTORNEY ORGANIZATIONAL CHART City Attorney Assistant City Attorney Note: Not included in the Position Allocation Plan Description The City contracts with an outside firm for legal services. In addition to having a partner specifically designated as City Attorney for legal services, the firm has a number of practicing attorneys specializing in various areas of municipal law who are utilized by the City on an as -needed basis. The City Attorney provides the following services to the City Council and staff: legal opinions related to City business; drafts and reviews proposed ordinances, resolutions, and contracts, represents the City in certain litigation; and provides legal counsel on development review issues. Accomplishments for FY 2013-14 • Provided legal support for City Council initiatives Objectives for FY 2014-15 and 2015-16 • Continue to provide legal support for City Council initiatives which involve new ordinances or resolutions Budget Highlights • Funding for providing legal services related to City business and development review issues �� Figure 31 � CITY ATTORNEY'S OFFICE EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 Departments �; City of Dublin Fiscal Years 2014-15 and 2015-16 E-13 Administrative Services ujj Chart 7 1 ADMINISTRATIVE SERVICES ORGANIZATIONAL CHART Administrative Services Director Assistant Administrative Services Director Information Services Description The Administrative Services Department is comprised of two divisions. The Finance Division is responsible for budget, treasury, accounting, financial reporting and payroll. The Information Services Division is responsible for the City's network infrastructure, IT service delivery, and Geographic Information Systems, Accomplishments for FY 2013-14 • Revised the City's Investment Policy to allow for the use of a contracted asset management firm, and to provide the opportunity for new investment types; engaged Chandler Asset Management as the City's investment management firm • Implemented a new web -based financial reporting tool that allows more efficient use of the City financial system • Implemented an online web tool that provides the City's budget information to the public • Revised the City Fund Balance and Reserves Policy • Updated the City Credit Card Use Policy • Streamlined the Capital Improvement Program and budget process • Began implementation of a new and enhanced Geographic Information System ( I portal • Completed the purchase and implementation of the new Unified Communication and Telephone System • Established IT maintenance windows for regular system updates E-14 City of Dublin Fiscal Years 2014-15 and 2015-16 �? Departments Administrative Services continued... Objectives for FY 2014=15 and 2015=16 • Identify additional actions to develop Long -Term Fiscal Sustainability) • Complete inventory of assets • Finalize and close out Associated Community Action Program Operations • Complete Information Technology Master Plan, incorporating the evaluation of long-term data center needs • Establish Disaster Recovery Data Center at the new Emerald Glen Recreation and Aquatic Complex • Complete GIS portal implementation • Evaluate need and feasibility of new Asset Management System • Complete new GIS aerial imagery Budget Highlights • Funding for consulting services for the Information Technology Master Plan • Funding for aerial imagery acquisition for GIS program) • Funding for investment consulting services • Funding for Biennial OPEB Update Figure 32 � ADMINISTRATIVE SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 Salaries &Wages $11052,608 $1,244,350 $1,1598862 $18240,175 $1,271,172 Benefits $535,642 $643,630 $622,464 $651,192 $694,684 Services & Supplies $27,706 $42,770 $42,770 $49,835 $51,295 Internal Service Fund Charges $41,952 $39,300 $39,300 $41,819 $40,616 Utilities $11,453 $12,240 $17,605 $29,700 $29,700 Contracted Services $259,335 $291,650 $454,304 $316,670 $281,569 Capital Outlay TOTAL EXPENDITURES $1,928r696 $200 ,0 $200 $200 $200 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-15 The Finance Division performs all Finance related functions which include Purchasing, Accounts Payable, Accounts Receivable, Payroll, Treasury, Audit, and Budget. The Division is also responsible for managing the collection of development related fees and maintaining other related City financial records. j Figure 33 1 FINANCE EXPENDITURES Actual Adopted Amended Adopted 2012-13 2013-14 2013-14 2014=15 Salaries & Wages $614,052 $764,970 $764,970 $7691737 Benefits $310,101 $395,900 $395,900 $399,918I Services & Supplies $17,407 $29,340 $29,340 $36,407 Internal Service Fund Charges $281956 $27,690 $27,690 $31,352 Contracted Services $146,771 $108,400 $250,400 $153,420 Capital Outlay TOTAL EXPENDITURES $1j117r288 1 $200 ii $200 $1,468,500 $200 Forecast 2015=16 $788,967 $427,009 $37,867 $30, 044 $178,319 $200 Administrative Services Director 0.65 0.65 0.65 0.65 0.65 AssistantAdministrative Services Director/Budget 1.00 1.00 1.00 1.00 Budget Manager 1.00 Finance Manager 1.00 1.00 1.00 1.00 1.00 Accountant 1.00 2.00 2,00 2000 2.00 Administrative Technician 1.00 1.00 1.00 1.00 1.00 Finance Technician II 1.50 1.75 1.75 1.75 1.75 Senior Finance Technician TOTAL POSITIONS 1900 7w15 7a4O ,O E-16 City of Dublin Fiscal Years 2014-15 and 2015-16 a; Departments Information Systems The Information Systems Division oversees the operation and maintenance of the City's technological systems. Functions include support to computer systems, Geographic Information Systems, the telecommunications system, and overall system strategy for delivering services. a1 Figure 34 1 INFORMATION SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 2014=15 2015=16 w Salaries &Wages $438,556 $479,380 $394,892 $470,438 $482,205 Benefits $225,541 $247,730 $226,564 $251,274 $267,675 Services & Supplies $10,299 $13,430 $13,430 $13,428 $13,428 Internal Service Fund Charges $12,996 $11,610 $11,610 $101467 $10,572 Utilities $11,453 $12,240 $17,605 $29,700 $29,700 Contracted Services $112,564 $183,250 $203,904 $163,250 $103,250 Administrative Services Director 0.35 0.35 0.35 0.35 0.35 Information Systems Manager 1.00 1.00 1.00 1.00 1.00 Information Systems Technician 1 1.00 1.00 Information Systems Technician II 1.00 1.00 1.00 1.00 1.00 GIS Coordinator 1.00 1.00 1.00 1900 1900 Network Systems Coordinator POSITIONSTOTAL 1.00 1.00 1.00 , Departments �,� City of Dublin Fiscal Years 2014-15 and 2015-16 E-17 Non -Departmental jj Chart 81 NON -DEPARTMENTAL ORGANIZATIONAL CHART Non=Departmental Non- Waste Community Disaster Crossing Animal Departmental Management Television Pre aredness Guard Control Other g p Description This budget funds activities that are not allocated to another Budget Activity. The following programs are included: Departmental, Waste Waste Management, Community Television, Disaster Preparedness, Crossing Guards, and Animal Control. Waste Management covers basic garbage services, curbside recycling, organic waste collection and other waste related services. Community Cable Television provides funding for, and oversight of, TriNalley Community Television, a non-profit corporation, which provides education and government cable television access to the TriNalley area, including the City of Dublin. Disaster Preparedness provides training and activities for the community and City to be prepared in the event of a disaster. Crossing Guards are provided by contract to assist with school children safely crossing intersections during the school year. Animal Control services are provided under contract for shelter and enforcement services. Accomplishments for FY 2013-14 • Conducted a Disaster Preparedness exercise that included school district participation Objectives for FY 2014-15 and 2015-16 • Conduct annual disaster preparedness training for city staff • Conduct the annual review of the Comprehensive Emergency Management Plan • Conduct and evaluate the annual garbage rate adjustment Budget Highlights • Funding to support for CodeRed alert system • Funding to support County Property Tax Administration services • Funding for Contingency for Fiscal Responsible adjustments • Funding for disbursement of impact fee obligations • Funding for waste management services • Funding forvehicle, equipment, building system component replacements, and City employees' Other Post -Employment Benefits contribution • Funding for additional item approved by the City Council: Installation of defibrillators at select locations in the City E-18 City of Dublin Fiscal Years 2014-15 and 2015-16 d� Departments Non -Departmental continued,..__ Figure 351 NON -DEPARTMENTAL EXPENDITURES Actual 111243 Adopted Amended 2013=14 201314 Adopted Forecast 2014=15 2015-16 EXPENDITURES BY CATEGORY Salaries &Wages $139,744 $141,930 $141,930 $222,237 $227,793 Benefits $508,758 $500,710 $500,710 $640,661 $725,625 Services & Supplies $404,805 $513,220 $523,220 $565,351 $590,662 Internal Service Fund Charges $9,007 $6,030 $6,030 $5,153 $5,170 Contracted Services $48683,495 $5,051,310 $5,335,970 $5,355,143 $5,721,914 Capital Outlay $76,092 $1,137,600 $10459,664 $506,616 $431,694 Other $119,858 $1,172,930 $1,950,620 $435,000 $448,000 Principal & Interest Payments $9,100 $799,967 $635,892 $650,654 Impact Fee Obligations TOTAL EXPENDITURES $369,317 $6,320r175 i $295,000 $11,013ol 11 $250,001 $BN61610539ii $200,000 General Fund $1,147,436 $2,430,120 $3,251,810 $1,640,459 $1,655,005 Measure D $18,612 $20,000 $55,000 $93,980 $84,580 Garbage Service Fund $2,584,389 $2,645,990 $2,830,150 $3,090,551 $3,344,889 Local Recycling Programs $41,584 $40,550 $40,550 $1,640 $1,640 Cable TV Facilities $146,219 $35,340 $56,840 $35,340 $35,340 Fire Impact Fees $9,100 Traffic Impact Fee -Category 1 $369,317 $295,000 $250,000 $200,000 Traffic Impact Fee - Category 2 $100,000 $100,000 ISF-Police Vehicles $347 $293,780 $534,173 $211,951 $168,559 ISF - Fire Vehicles & Apparatus $650,000 $725,671 ISF - Non -Safety Vehicles $359 ISF-Buildings $50,000 $50,000 $50,000 $501000 ISF- Equipment $171457 $103,000 $109,000 $180,400 $170,700 ISF- Maintenance & Repairs $349,210 $463,550 $473,550 $508,155 $540,951 ISF-Retiree Health $10636,146 $11791,400 $1,791,400 $1,917,685 $2,099,194 Energy Efficiency Capital Lease TOTAL FUNDING $6r320,175 $8j523,730 $799,967 $11j013,111i$9j001,512 $535,892 $550,654 Note: Excludes expenditures in Geologic Hazard Abatement District Funds Departments �4 City of Dublin Fiscal Years 2014-15 and 2015-16 E-19 Disaster Preparedness The Disaster Preparedness program is responsible for activities related to disaster preparedness including public information, neighborhood preparedness, staff training, and attendance at specialized State training courses, - Figure 36 1 DISASTER PREPAREDNESS EXPENDITURES Actual Adopted Amended Adopted 201243 2013=14 201314 2014-15 Salaries & Wages $37,063 $37,450 $37,450 $45,988 Benefits $19,066 $19,330 $19,330 $22,565 Services & Supplies $312 $7,250 $7,250 $7,276 Internal Service Fund Charges $5,100 $5,250 $5,250 $3,281 Contracted Services TOTAL EXPENDITURES $35,885 $97,426 $99,530 $168y810 $99,530 $168,810 $15,000 $94,110 Forecast 2015=16 $47,138 044 $7,291 $3,281 $15, 000 E-20 City of Dublin Fiscal Years 2014-15 and 2015-16 ��;Departments Crossing Guards Services Crossing Guard services are provided to Dublin Unified School District schools at 10 crossing locations throughout the City. The crossing guards assist elementary students in crossing heavily traveled streets on their way to and from school. Services are provided at these locations for four hours per day, in accordance with the Dublin Unified School District regular school schedule. Crossing guard services are provided to the City under private contract. The contractor provides the recruitment, training, supervision, and substitute personnel associated with the program management. Figure 37 CROSSING GUARD EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-21 Animal Control Services Animal Control Services are provided under contracts with the Alameda County Sheriff's Office for shelter and field services. The contracted activities include: field patrol, enforcement of domestic animal related laws, investigation of dog bites and attacks, collection of stray and dead animals, and animal shelter services. City Staff serves on an Advisory Committee with the cities of Livermore and Pleasanton and County of Alameda to oversee operations at the jointly owned East County Animal Shelter. Figure 38 ANIMAL CONTROL SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 201314 2013=14 2014=15 201516 E-22 City of Dublin Fiscal Years 2014-15 and 2015-16 g' Departments Non -Departmental - Other_ This budget funds items that are not allocated to another budget activity. For example, this includes costs associated with credit card processing fees, administrative fees associated with part-time employee retirement system charges (PARS), the commute alternative incentive program for employees, and the disbursement of impact fee obligations. This budget also includes an appropriation for contingencies that may occur during the year. Figure 39 NON -DEPARTMENTAL -OTHER EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 201344 201344 201415 201516 � Benefits $438,605 $429,980 $429,980 $531,720 $609,070 Services & Supplies $361,015 $465,550 $475,550 $510,155 $542,951 Internal Service Fund Charges $3,151 Contracted Services $1,502,203 $1,683,300 $1,727,300 $1,707,845 $1,812,004 Capital Outlay $3,317 $11094,780 $1,416,844 $465,351 $387,259 Other $119,858 $1,172,930 $1,950,620 $435,000 $448,000 Principal & Interest Payments $9,100 $799,967 $635,892 $650,654 Impact Fee Obligations $369,317 $295,000 $250,000 $200,000 General Fund $424,630 $1,494,810 $2,316,500 $781,880 $769*880 Fire Impact Fees $9,100 Traffic Impact Fee - Category 1 $369,317 $295,000 $250,000 $200,000 Traffic Impact Fee- Category 2 $100,000 $100,000 ISF-Police Vehicles $347 $293,780 $534,173 $211,951 $168,559 ISF - Fire Vehicles & Apparatus $650,000 $725,671 ISF - Non -Safety Vehicles $359 ISF - Buildings $50,000 $50,000 $50,000 $50,000 ISF- Equipment $17,457 $103,000 $109,000 $180,400 $170,700 ISF - Maintenance & Repairs $349,210 $463,550 $4730550 $508,155 $540,951 ISF-Retiree Health $1,636,146 $1,791,400 $1,791,400 $1,917,685 $2,099,194 Energy Efficiency Capital Lease $799,967 $535,892 $550,654 Note: Excludes expenditures in Geologic Hazard Abatement District Funds Departments �� City of Dublin Fiscal Years 2014-15 and 2015-16 E-23 The Waste Management program oversees the budget and contract for providing basic garbage services, curbside recycling, organic waste collection, on -call bulky waste clean-ups and other related services. Through various recycling grant funds, the City also provides support to commercial recycling programs; curbside used oil collection; an annual household hazardous waste collection event; and a residential food -scrap recycling program. j Figure 40 WASTE MANAGEMENT EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 201314 2014=15 201516 Salaries &Wages $102,681 $104,480 $104,480 $176,249 $1800 General Fund $153,768 $155,880 $155,880 $264,497 Measure D $18,612 $20,000 $55,000 $93,980 Garbage Service Fund $2,584,389 $2,645,990 $2,830,150 $3,090,551 Local Recycling Programs $41,584 $40,550 $40,550 $1,640 TOTAL FUNDING $2,798o354 $2r862,420 is :i PERSONNEL ALLOCATION Assistant to the City Manager 0.33 0.33 0.33 0.33 Administrative Aide 0.50 MO0.50 0.50 Environmental Coordinator 0.25 0.25 0.25 0.25 Environmental Technician 0.75 TOTAL POSITIONS 1a08 1 is 1608 IM 655 ,511 ,270 ,889 839 $275,055 $841580 $ 3, 41889 $1,640 0.33 0.50 0.25 0.75 E-24 City of Dublin Fiscal Years 2014-15 and 2015-16 �,° Departments Assistant to the City Manager 0.33 0.33 0.33 0.33 Administrative Aide 0.50 MO0.50 0.50 Environmental Coordinator 0.25 0.25 0.25 0.25 Environmental Technician 0.75 TOTAL POSITIONS 1a08 1 is 1608 IM 655 ,511 ,270 ,889 839 $275,055 $841580 $ 3, 41889 $1,640 0.33 0.50 0.25 0.75 E-24 City of Dublin Fiscal Years 2014-15 and 2015-16 �,° Departments 655 ,511 ,270 ,889 839 $275,055 $841580 $ 3, 41889 $1,640 0.33 0.50 0.25 0.75 E-24 City of Dublin Fiscal Years 2014-15 and 2015-16 �,° Departments C_O_mmunft_Cable Television Tri-Valley Community Television (TV30) is a non-profit corporation which provides education and government cable television access, including the broadcast of City Council meetings. The TV30 Board of Directors is comprised of the Mayors from the cities of Dublin, Livermore and Pleasanton. This budget funds the City of Dublin's share of costs associated with the TV30 organization and televising City Council meetings. �1 Figure 41 � COMMUNITY CABLE TELEVISION EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201344 2014=15 2015=16 Departments d� City of Dublin Fiscal Years 2014-15 and 2015-16 E-25 Economic_ Development and Public Information Chart 9 l ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART Economic Development Director/ Public Information Officer Economic Development Public Information Description The Economic Development Department is comprised of two divisions —Economic Development and Public Information. The primary objectives of this department are to enhance and maintain the City's economic base through programs and activities focused on business attraction, expansion and retention, and to create consistent and ongoing communication with Dublin residents and businesses through a variety of outreach efforts. Accomplishments for FY 2013-14 • Development of an incentive package for Persimmon Place (Whole Foods -anchored shopping center, including Nordstrom Rack and Home Goods) to Dublin • Assistance in opening Ross Stores corporate offices to Emerald Pointe Business Park • Held the third annual Dublin Farmers' Market at Emerald Glen Park • Held a successful third season of Discover Dublin for the Holidays Campaign • Launched the City's first mobile app — MyDublinCA Objectives for FY 2014-15 and 2015-16 • Continue to offer incentives to address current market conditions (Facade Improvement Program, Sales Tax Reimbursement, Sewer Capacity Assistance, Small Business Assistance, etc.) • Continue to evaluate social media uses and options for general City use • Facilitate roundtables with commercial and residential brokers, developers and auto dealers • Continue the City's efforts to better connect to the Livermore Valley Wine Region • Continue to host and program the Dublin Farmers' Market • Complete the Citywide Marketing Campaign and Strategy • Implementation of a comprehensive marketing and branding plan to assist in the City's economic development and outreach efforts E-26 City of Dublin Fiscal Years 2014-15 and 2015-16 �? Departments Economic Development and Public Information continueel Budget Highlights • First year creating Public Information division • Funding to continue the City's Facade Improvement Program in the Downtown Dublin Specific Plan area • Funding to assist with research on the implementation of Economic Development Strategy • Funding for the implementation of Marketing and Branding Campaign • Funding for the re -design of the City's website • Funding to support Farmers' Market activities • Conversion of a contract (Public Service Employee) position to an Administrative Analyst I • Funding for additional items approved by the City Council: o Live Healthy Dublin which includes two community walks and a 5K race o Community Health and Fitness Expo at Farmers' Market o Health and Wellness Expo for Dublin business community Figure 42 � ECONOMIC DEVELOPMENT AND PUBLIC INFORMATION EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013-14 2014-15 2015-16 Salaries &Wages $356,263 $489,200 $513,200 $400,554 $410,572 Benefits $150,069 $232,580 $232,580 $200,325 $213,835 Services & Supplies $80,476 $97,310 $97,310 $97,310 $97,310 Internal Service Fund Charges $5,640 $5,750 $5,750 $6,880 $6,993 Contracted Services EXPENDITURESTOTAL $93,133 6: $145,610 i $414,610 $1,263,450 $322,655 $1,027,724 $395,609 Departments �' City of Dublin Fiscal Years 2014-15 and 2015-16 E-27 Economic -Development Economic Development Division activities include economic development programs, such as targeted incentives to attract, retain and expand business; economic reports; development of various business marketing materials; execution of the Business Recognition Program; participation in regional economic development efforts, including but not limited to, the East Bay Economic Development Alliance, kGATE, East Bay Leadership Council, Innovation TriNalley and Visit Tri-Valley; partnerships with the Alameda County Small Business Development Center and the Dublin Chamber of Commerce on small business support, as well as continued participation in membership groups such as the California Association for Local Economic Development (CALED). j Figure 43 ECONOMIC DEVELOPMENT EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201314 2014-15 2015=16 Wages $356,263 $489,200 $513,200 $290,649 $297 7Benefits $150,069 $2321580 $2321580 $148,433 $158 upplies $80,476 $97,310 $97,310 $74,534 $74 Internal Service Fund Charges $5,640 $5,750 $5,750 $6,880 $6 Contracted Services TOTAL EXPENDITURES $93,133 $685r581 $145,610 i $4141610 $123,500 $107 Economic Development Director/PIO 1100 1.00 1.00 0. Administrative Analyst I 0. Administrative Analyst II 1.00 1.00 1.00 1. Senior Office Assistant 0.50 0.50 0.50 0. Special Projects Manager TOTAL PO i 1.00 i 1.00 i 28 ,916 ,255 ,534 ,993 ,500 80 20 0.20 00 1.00 50 0.50 E-28 City of Dublin Fiscal Years 2014-15 and 2015-16 >;Departmeo�fs Public Information Public Information activities include the issuance of City press releases; management of the City website content and information, as well as social media outreach efforts. The division also provides management and oversight for the annual Dublin Farmers' Market. V Figure 44 1 PUBLIC INFORMATION EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 Salaries &Wages $109,905 $112,656 Benefits $51,892 $55,580 Services & Supplies $22,776 $22,776 Contracted Services $199,155 $288,109 TOTAL Note: New division starting FY 2014-15 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-29 Community Development 6jj Chart 10 1 COMMUNITY DEVELOPMENT ORGANIZATIONAL CHART Community Development Director Chief Building Official Building and Safety Division Assistant Community Development Director Planning Division Housing Division Description The Community Development Department is comprised of three divisions: Building and Safety, Housing, and Planning. Oversight and coordination of the activities of the three divisions is the responsibility of the Community Development Director. The Department works to ensure that established land development policies are implemented and enforced in a manner that is consistent with the high standards set by the City Council and the community, The Community Development Department also provides lead staff support to the Planning Commission, and the Human Services Commission. It is the mission of the Department to insure that residential and commercial development projects are of the highest quality for a deserving community, and that the human services and housing needs of all residents are addressed. E-30 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments Community Development continued... Accomplishments for FY 2013-14 • Completed several major amendments to the General Plan in the areas of economic development, water management and energy conservation • Processed entitlements and issued permits for numerous major projects including the Ross Headquarters and expansion of Fallon Gateway Center • Prepared the Dublin Crossings Specific Plan for the conversion of 189 acres of Camp Parks for residential, commercial, school and parkland development • Prepared the 2013 California Building Codes for City Council adoption, and enhanced customer services by implementing on-line viewing of building permit plan check comments • Prepared, for City Council adoption, new procedures to streamline and clarify zoning regulations for certain land use, design, signage, and parking requirements for small businesses • Proposed, for City Council creation, the City's first Human Services Commission and provided over$200,000 in financial support to community groups serving Dublin residents • Completed the award -winning redevelopment of the Emerald Vista residential community providing quality affordable housing in a safe new community Objectives for FY 2014-15 and 2015-16 • Provide staff support to the Commercial Development Task Force in providing recommendations on retail and office development on key undeveloped sites • Complete a mandated update of the General Plan Housing Element maintaining compliance with State housing policy • Enhance the customer service experience by expanding on-line services to include inspection scheduling and routine over-the-counter permits • Prepare, implement, and monitor recommendations and City Council policies impacting development policy in the Downtown and in Eastern Dublin • Ensure timely processing and permitting to enhance the economic growth of the community • Complete an evaluation of existing affordable housing programs and recommend necessary updates to enhance retention and production of affordable housing • Work with the City 's regional partners, community stakeholders and human services providers to address recommendations of the Tri-Valley Needs Assessment Budget Highlights • Decreased Contracted Services associated with processing of anticipated development projects • Funding for Community Grant program • Funding for First Time Homebuyer loan program Departments o, City of Dublin Fiscal Years 2014-15 and 2015-16 E-31 Community Development continued... �W, Figure 45 1 COMMUNITY DEVELOPMENT EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013=14 2013=14 2014-15 A Salaries &Wages $1,665,775 $1,814,570 $1,814,570 $1,836,958 Benefits $864,270 $9151660 $9151660 $970,365 Services & Supplies $841193 $147,800 $154,500 $141,248 Internal Service Fund Charges $1081248 $108,770 $108,770 $115,630 Utilities $6,240 $6,840 $6,840 $7,220I Contracted Services $2,954,183 $23760650 $3,554,967 $2,7890082 Loans $317,492 $272,000 $272,000 $2721000 Capital Outlay $34,762 $101000 Other EXPENDITURESTOTAL $51,667 0t6F830 $5,642,290 $148,333 i General Fund $513221954 $4,953,520 $6,102,566 $5,42 Affordable Housing Fund $709,130 $643,590 $822,893 $65 Community Development Block Grant $54,746 $45,180 $50,180 $6 TOTAL FUNDING 086 c .490 Forecast 2015=16 $1,882,676 $1,035,620 $1511448 $110,796 $7,220 $2,4010020 $2721000 4,980 � $5,135,703 0,121 $661,077 7,402I $64,000 E-32 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Departmenrrs Planning - - - - - The Planning Division is responsible for providing support to the City Council and the Planning Commission in the development of land use policy, and the review and regulation of land development. Division responsibilities include processing and reviewing development applications for new, renovated and re -purposed residential, retail commercial, office, and industrial projects; preparation of updates and amendments to the Dublin General Plan; administration of the Zoning Code; ensuring compliance with the California Environmental Quality Act (CEQA) for planning applications; and working in cooperation with local, regional and state planning and permitting agencies. Code Enforcement staff is responsible for enforcement of the City's Zoning and Property Maintenance Ordinance. Figure 46 � PLANNING EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 2014=15 2015=16 Salaries & Wages $880,485 $916,810 $9161810 $949,508 $973,076 Benefits $461,209 $475,050 $475,050 $500,222 $533,849 Services & Supplies $52,069 $73,130 $76,830 $72,510 $72,510 Internal Service Fund Charges $56,876 $57,450 $57,450 $52,781 $45,974 Utilities $3,255 $3,100 $3,100 $3,480 $3,480 Contracted Services $1,162*178 $608,260 $1,280,209 $694,270 $694,270 won Capital Outlay $24,881 Community Development Director MO 0.50 0.50 0.50 0.50 Assistant Director of Community Development 1.00 1.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 1900 1.00 1.00 1.00 1000 Administrative Analyst II 0.25 0.25 0.25 0.25 0.25 Office Assistant II 1.45 1.45 1945 1.45 1.45 Principal Planner 1.00 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 1.00 Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant 0.25 0.25 0.25 0.25 0.25 Senior Planner TOTAL POSITIONS9m45 1.00 1.00 9045 1.00 1.00 1.00 , Departments oe City of Dublin Fiscal Years 2014-15 and 2015-16 E-33 Building and safety - - - - The Building and Safety Division is responsible for construction plan review, the issuance of building permits and the inspection of construction work in the City of Dublin to safeguard the health, property, and public welfare of the community. The Building Official is responsible for the administration and enforcement of the City's Housing Code, Universal Design and Green Building Ordinances; and the administration of the City's Waste Management Plan. The Division administers the Business Registration Program, and is responsible for the Federal Flood Plain Management program in coordination with the Federal Emergency Management Agency. Figure 47 BUILDING AND SAFETY EXPENDITURES Actual Adopted Amended Adopted 2012=13 201344 201314 2014=15 Salaries&Wages $604,548 $6491270 $649,270 $649,040 Benefits $302$68 $3201260 $320,260 $338,572 Services & Supplies $241382 $461980 $46,980 $361968 Internal Service Fund Charges $461224 $46,120 $46,120 $540237 Utilities $21986 $3,740 $3,740 $3,740 Contracted Services $1,483,108 $1,429,660 $1,879,660 $1,688,340 Capital Outlay $9,476 $10,000 Forecast 2015W16 $665,266 $3611586 $471168 $ 60064 $3,740 $1,429,680 Community Development Director 0150 0.50 0.50 0.50 0.50 Chief Building Official 1.00 1.00 1100 1.00 1.00 Administrative Aide 1.00 1900 1.00 1.00 1900 Office Assistant II 1.00 1100 1.00 1.00 1.00 Plan Check Engineer 1$00 1.00 1.00 1.00 1.00 Permit Technician 2.00 2.00 2.00 2.00 2000 City Positions 6.50 6.50 6.50 6.50 6.50 Contract Positions TOTAL POSITIONS 6,25 1235 7.50 14900 7.50 14n00 8.50 MOO 7.50 MOO E-34 City of Dublin Fiscal Years 2014-15 and 2015-16 �„ Departments H®using The Housing Division helps provide safe, decent and suitable living environments for low- and moderate -income Dublin residents. The Division also provides support for social service related activities and provides staff support to the Human Services Commission. Affordable housing support responsibilities include the implementation of the Inclusionary Zoning Ordinance and other housing programs such as the First -Time Home Buyer Loan Program. The Housing Division coordinates with current and future residential developers to develop Affordable Housing Agreements, marketing and management plans for inclusionary units, and qualifying applicants for the ownership of new and resale Below Market Rate Inclusionary Units. The Division also administers the Community Grants Program assisting locally -based service providers in meeting the special needs of the community. �j Figure 48 � HOUSING EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 Salaries &Wages $180,742 $248,490 $248,490 $238,410 $244,334 Benefits $100,493 $120,350 $120,350 $131,571 $140,185 Services & Supplies $7,742 $27,690 $30,690 $31,770 $31,770 Internal Service Fund Charges $5,148 $5,200 $5,200 $8,612 $8,758 Contracted Services $308,897 $338,730 $395,098 $406,472 $277,070 Loans $317,492 $272,000 $272,000 $272,000 $272,000 Capital Outlay $404 Other TOTAL EXPENDITURES $51,667 $972,585 4,0 $148,333 $1,220,161is PERSONNEL ALLOCATION General Fund $208,709 $323,690 $347,088 $3711312 $249,040 Affordable Housing Fund $709,130 $643,590 $822,893 $650,121 $661,077 Community Development Block Grant $54,746 $45,180 $50,180 $67,402 $64,000 TOTAL FUNDING $972j585 $1,012,460 $ll220,1610: Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 Administrative Analyst II 0.75 0.75 0.75 0.75 0.75 Senior Office Assistant 0.75 0.75 0.75 0.75 0.75 TOTAL POSITIONS 250 150 250 2v50 230 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-35 Fire Services j Chart 11 FIRE SERVICES ORGANIZATIONAL CHART Fire Operations Services Description Fire Chief Contract — Alameda County Fire Marshal Contract — Alameda County Fire Station Maintenance Fire Prevention Dougherty Regional Fire Authority Fire Services in the City of Dublin are comprised of four divisions: Fire Operations, Fire Prevention, Fire Station Maintenance, and Dougherty Regional Fire Authority (UREA). Fire operation services are provided under a contract with the Alameda County Fire Department (ACFD). The department personnel provide fire suppression, advance life support emergency medical response, special operations response, hazardous materials responses and fire prevention services to the City of Dublin. Suppression and prevention personnel are assigned to provide service from one of the three fire stations and/or the fire prevention office located in Dublin. Accomplishments for FY 2013-14 • Responded to 1,973 calls from July 1 to March 31, 2014 • Conducted 1,746 inspections • Completed 572 plan checks • Relocated the County's Fire Administration to Dublin Objectives for FY 2014-15 and 2015-16 • Provide quality emergency response services within contract guidelines • Work with the business and development community to meet the changing needs of a growing community E-36 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments Fire Services continued... Budget Highlights • Budget for Fire Services public liability contract costs with Alameda County has been moved from Human Resources to Fire Services • First year establishing four divisions to segregate the functions of the department • ACFD contract cost includes the operating cost of running a firefighter recruit academy. Of the 24 budgeted recruits, 12 will be funded by FEMA Adequate Fire and Emergency Response (SAFER) grant Figure 49 FIRE SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 201314 201415 201516 salaries &Wages $67,113 $69,080 $69,080 $70,390 $72,150 Benefits $41,080 $42,580 $42,580 $44,089 $46,969 Services & Supplies $21,178 $8,470 $8,470 $114,423 $117,500 Internal Service Fund Charges $182,244 $2048230 $204,230 $215,234 $216,034 Utilities $71,054 $75,330 $75,330 $79,869 $79,850 Contracted Services $10,599,296 $11,324,600 $11,534,600 $110716,052 $12,141,840 Capital Outlay TOTAL EXPENDITURES $19,261 00 $18,300 '0 $18,300 $11,952t590 $18,300 $18,300 64 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-37 Fire Operations_ The City of Dublin contracts with the Alameda County Fire Department to provide fire services to the Dublin community. Services include fire suppression, emergency medical, hazardous materials, and special operations response. ACFD then provides line personnel to the City 's three fire stations; these personnel provide first responder/paramedic services on three engines and one truck company. Figure 50 1 FIRE OPERATIONS EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013=14 201314 201415 Salaries &Wages $67,113 $69,080 $69,080 Benefits $41,080 $42,580 $42,580 Services & Supplies $21,178 $8,470 $8,470 $102158 Internal Service Fund Charges $182,244 $204,230 $204,230 Utilities $71,054 $75,330 $75,330 Contracted Services $10,599,296 $111324,600 $11,534,600 $11,542,47 Capital Outlay TOTAL EXPENDITURES $19,261 00 $18,300 90 $18,300 90 64 Forecast 2015=16 3 j $105,660 2 � $11,957,015 Senior Office Assistant 1.00 1.00 1.00 City Positions 1.00 1.00 1.00 Contract Positions 38.90 38.90 38.90 38.52 38.52 TOTAL POSITIONS 39o9O 39e90 39a90 Note: Prior to fY 2014-15, entire Fire Department expenditures were included in the Fire Operations Division budget. Starting FY 2014-15, budgets are reported at division level. E-38 City of Dublin Fiscal Years 2014-15 and 2015-16 �;� Departments Fire Prevention The Alameda County Fire Department provides Fire Prevention services to the City of Dublin, providing plan check and inspection services at City Hall. The Fire Prevention Division ensures that new and existing businesses, and all construction, meet the safety standards adopted by the City Council and State of California. cjFigure 51 1 FIRE PREVENTION EXPENDITURES Actual Adopted Amended Adopted Forecast 201243 201314 201344 201415 201 5=1 6 V Salaries & Wages $70,390 $72,150 Benefits $44,089 $46,969 Services & Supplies $48470 $4,470 Internal Service Fund Charges $183,935 _ $184,735 Contracted Services $9,850 $9,850 TOTAL EXPENDITURES $312,734 $318,174 Note: Prior to FY 2014-15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014-15, budgets are I eported at division level. Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-39 A 11A' 1LaMm1 1 The budget funds the City's estimated share of the Dougherty Regional Fire Authority (DRFA) liabilities. Prior to the Citys contracting with Alameda County Fire Department in July 1997, the Dougherty Regional Fire Authority provided services to the cities of Dublin and San Ramon. DRFA continues to exist as a Joint Powers Authority, only for the purposes of distributing the outstanding liabilities and assets to the cities, Figure 52 DOUGHERTY REGIONAL FIRE AUTHORITY EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 201314 2013=14 2014=15 2015=16 Note: Prior to FY 2014-15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014-15, budgets are reported at division level. E-40 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Departments Fire Station Maintenance Fire Station Maintenance is included as a separate budget area within the Fire Services budget. This budget area includes the maintenance and operations of the three Dublin fire stations. Components of the budget include inspection and County permits for operation of machinery, utilities, telephone services, contract maintenance services, minor improvements and repairs associated with the three stations. Figure 53 I FIRE STATION MAINTENANCE EXPENDITURES Actual Adopted Amended Adopted Forecast 201243 2013=14 2013=14 201445 2015=16 Services & Supplies $7,370 $7,370 Internal Service Fund Charges $311299 $31,299 Utilities $791869 $79,850 Contracted Services $102,730 $103,675 Capital Outlay TOTAL EXPENDITURES $18,300 $239,568 $18,300 $240,494 Note: Prior to FY 2014-15, this division expenditure was included in the Fire Operations Division budget. Starting FY 2014-15, budgets are reported at division level. Departments �; City of Dublin Fiscal Years 2014-15 and 2015-16 E-41 Police Services Chart 121 POLICE SERVICES ORGANIZATIONAL CHART Police Operations Description Sheriff Contract —Alameda County Police Commander Contract —Alameda County Police Operations Support Neighborhood Resources Dublin Police Services is comprised of the Operations Division, Operations Support Division, and the Neighborhood Resources Unit. Dublin Police Services consists of 51 sworn officers, 2 non -sworn personnel, and 4 City personnel. The Department provides the following services to the community: Crime Prevention, Investigations, Special Investigations, Patrol, Traffic Enforcement, and Neighborhood Watch. Police Services are provided to the City under a contract with Alameda County Sheriff's Office. The County Sheriff, under consultation with the City, designates the Commanding Officer who functions and is empowered to act as the City's Police Chief. Patrol, criminal investigation, traffic, crime prevention, and office management functions are performed from the Dublin Civic Center office. Dispatch and additional data processing functions are handled at the Alameda County Sheriff's Office. Accomplishments for FY 2013-14 • 40% reduction in crimes against persons from March 31, 2013 to March 31, 2014 • 12% reduction in property crimes • Operated a successful Holiday Crime Suppression Unit (HCSU) during the holiday season • Conducted the annual Independence Day Special Operation with the goal of controlling the use of illegal fireworks and the protection of public safety with a reduction in calls from the previous year • Participated in the 2013 National Night Out event, along with over 1,500 residents throughout the community • The Crime Prevention Unit hosted several "Coffee with the Chief" events at the Farmers' Market in Emerald Glen Park • Participated in two National Drug "Take -Back Initiative" events, resulting in 438 lbs. of prescription drugs collected in the first event, and 278 lbs. of prescription drugs in second event E-42 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments Police Services continued... Objectives for FY 2014=15 and 2015=1 a • Maintain emergency plans, sustain planning coordination with other city entities, and participate in emergency drills to address expanding responsibilities in emergency management • Strengthen partnerships between Dublin Police Services, Dublin Unified School District, Dublin/San Ramon Sanitary Department, MCE, and Camp Parks Police and to identify roles during an emergency situation • Explore innovative and creative means to upgrade, maintain, and replace department facilities, equipment and technology level; goal to install Wi-Fi in administration building Budget Highlights • The Neighborhood Resources program transfers to Dublin Police Services • Budget for Police Services public liability contract costs with Alameda County has been moved from Human Resources Department to Dublin Police Services • First year re -structuring Police Department budget by contract and City costs • Funding for increased contract personnel costs pursuant to County labor negotiations S Figure 54 � POLICE SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 Salaries & Wages $480,498 $519,970 $494,338 $527,063 $540,240 Benefits $263,550 $287,250 $287,250 $311,684 _ $332,584 Services & Supplies $104,250 $133,140 $137,987 $657,176 $681,079 Internal Service Fund Charges $627,158 $692,680 $692,680 $703,864 $722,038 Utilities $9,058 $10,080 $10,080 $10,083 $10,083 Contracted Services $12,650,386 $14,457,210 $14,887,265 $13,960,499 $14,631,097 Capital Outlay $316,852 $330 $103,330 $4,815 $315 Other $234,282 $241,266 General Fund $14,146,419 $15,9931950 $16,406,220 $16,299,006 State Seizure/Special Activity Fund $78,796 $4,480 $4,480 $3,980 VehicleAbatement $239 $1,000 $1,000 $755 SLES/COPS Fund - CA $103,601 $100,000 $100,000 $100,000 Federal Asset Seizure Fund $118,035 $100,000 $4,500 Enforcement Grants $4,660 $1,230 $1,230 $1,225 $17,053,900 $3,980 $822 $100,000 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 Police Operations The Police Services Operations Division comprises AdministraLion, Crime Prevention, Investigations, Patrol, Traffic Unit, and Dispatch. T Figure 55 1 POLICE OPERATIONS EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 201415 2015=16 7 Salaries &Wages $235$29 $2601740 $235,108 Benefits $122,106 $1401130 $140,130 Services & Supplies $89,400 $116,440 $1201537 $523,198 I $546,742 Internal Service Fund Charges $627,158 $692,680 $6921680 Utilities $8,601 $10,010 $10,010 Contracted Services $121650,386 $14,451,210 $141881,015 $13,659,933 $14,331,656 Capital Outlay $3131622 $330 $103,330 Other TOTAL EXPENDITURES i4.:0 40 $16,182r8l i $234,282 $241,266 General Fund $13,741,471 $151564,830 $15,976,100 $14,31714' 13 State Seizure/Special Activity Fund $78,796 $4,480 $4,480 VehicleAbatement $239 $1,000 $1,000 SLES/COPS Fund — CA $103,601 $1001000 $1001000 $100100 Federal Asset Seizure Fund $1181035 $100,000 Enforcement Grants $4,660 1 $1,230 $1,230 TOTAL FUNDING $14,046,802 $1516711540 $16,18208lO PERSONNEL ALLOCATION Administrative Aide 1.00 1.00 1.00 Administrative Technician 1.00 1.00 1.00 Office Assistant II 2.00 2000 2000 City Positions 4.00 4.00 4.00 Contract Positions 53.00 53.001 53.00 i 53.00 5100 Note: Prior to FY 2014-15, entire Police Services expenditures were included in the Police Operations Division budget. Starting FY 2014-15, budgets are reported at division level. E-44 City of Dublin Fiscal Years 2014-15 and 2015-16 �'�� Departments Note: Prior to FY 2014-15, entire Police Services expenditures were included in the Police Operations Division budget. Starting FY 2014-15, budgets are reported at division level. E-44 City of Dublin Fiscal Years 2014-15 and 2015-16 �'�� Departments Police Operations Support The Police Services Operations Support Division comprises the Records Unit and the Evidence Unit. Records provide assistance to the general public regarding various procedures such as release of reports, impounded vehicles/releases, and filing of police reports. The Evidence Unit is responsible for the processing of evidence collected by patrol and investigations, preparing evidence for court, and releasing it back to owners. Figure 56 I POLICE OPERATIONS SUPPORT EXPENDITURES Actual Adopted Amended Adopted Forecast 2012A 3 2013=14 2013=14 2014=15 2015=16 Salaries & Wages $265,748 $272,392 Benefits $160,692 $171,753 Services & Supplies $118,297 $118,656 Internal Service Fund Charges $696,208 $714,232 Utilities $10,013 $10,013 Contracted Services $294,566 $293,441 Capital Outlay TOTAL EXPENDITURES $4,815 i $315 :i :i General Fund PERSONNEL ALLOCATION $1,539,879 $1,576,000 State Seizure/Special Activity Fund $3,980 $3,980 Vehicle Abatement $755 $822 Federal Asset Seizure Fund $4,500 Enforcement Grants TOTAL FUNDING $1,225 i :i :i Administrative Aide 1.00 1.00 Administrative Technician 1.00 1.00 Office Assistant II 2000 2.00 TOTAL POSITIONS 4a00 4v00 Note: Prior to FY 2014-15, this division expenditure was included in the Police Operations Division budget. Starting FY 2014-15, budgets are reported at division level. Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-45 Neighborhood Resources Unit__ The Neighborhood Resources Unit is responsible for neighborhood programs such as Neighborhood Watch and work with members of the community to promote safety and crime prevention information. Annually the National Night Out event is coordinated by the unit, as well as other seminars and workshops throughout the year. Figure 57 I NEIGHBORHOOD RESOURCES UNIT EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013-14 2013=14 2014=15 Salaries &Wages $2441969 $259,230 $259,230 $261,315 Benefits $141,444 $147,120 $1471120 $150,992 services & Supplies $141850 $16,700 $17,450 $15,681 Internal Service Fund Charges $71656 Utilities $456 $70 $70 $701 Contracted Services $6,000 $6,250 $6,000 Capital Outlay TOTAL EXPENDITURES $30230 404 949 i Forecast 2015-16 $ 267, 848 $160f831 $15, 681 $7,806 $70 $6,000 E-46 City of Dublin Fiscal Years 2014-15 and 2015-16 e; Departments Parks and Community services JV Chart 13 l PARKS AND COMMUNITY SERVICES ORGANIZATIONAL CHART Parks and Community Services Director Assistant Parks and Community Services Director Facilities Operations Recreation and Rentals Programs Administration Description Library Services Heritage & Cultural Arts Park Maintenance Parks & Facilities Development The Parks and Community Services Department is comprised of the following divisions: Administration, Recreation Programs, Facilities Development, Heritage and Cultural Arts, Park Maintenance, Facilities Operations and Rentals, and Library Services. The Department budget also provides for the operation and maintenance of parks, community facilities and the Dublin Pioneer Cemetery. Accomplishments for FY 2013-14 • Completed the Shannon Park Water Play Area Renovation and three new neighborhood parks including Positano Hills Park, Schaefer Ranch Park and Passatempo Park • Developed the Parks and Community Services Marketing and Promotions Plan • Acquired land and developed the Master Plan for the Iron Horse Nature Park and Open Space • Expanded options available as part of the Camp Connector Program • Expanded funding for the Recreation Fee Assistance Program • Completed the Maintenance Yard Facilities Project and Phase I of the Public Safety Complex Departments �2 City of Dublin Fiscal Years 2014-15 and 2015-16 E-47 Parks and Community Services continued... Objectives for FY 2014=15 and 2015=16 • Complete update to the Parks and Recreation Master Plan and Public Facility Fee Program • Develop and implement a Department Business Plan and a focused business plan for the Emerald Glen Recreation and Aquatic Complex that will address organizational efficiencies, operational priorities, staffing, and enhancements to programs, services and delivery models to maximize cost recovery • Complete construction of the Emerald Glen Recreation anclAquatic Complex and the final phase of park improvements • Complete construction of the Fallon Sports Park Lower Terrace • Commission and install Public Art at the Emerald Glen Recreation and Aquatic Complex and Fallon Sports Park • Develop the small expansion space at the Dublin Public Library into a 21 It Century Library Space for technology based programs that support "Idea Exchange" and "Maker" programs, employment programs, technology training, and education • Develop a partnership with Camp Parks to design and develop a "Dublin Military History Center" at the new gate at Camp Parks • Expand rental of group picnic areas to Schaefer Ranch Park, Kolb Park, and Bray Commons • Develop inventory and maintenance plan for the City's Public Art Collection, and publish artwork background information on the City website • Develop a local "Arts Resource Database" to better connect local art community and foster synergies between those groups and individuals • Provide multi -cultural performance venue at splatter through partnerships with local performing arts groups, and continue to provide opportunities to support the visual arts at the event • Complete implementation of the Department Marketing and Promotions Plan • Develop implementation plan for the Conservation Assessment Program that was completed for the Heritage Park and Museums in FY 2013-14 • Complete update to the Master Plan and phasing options for the Cemetery development at the Heritage Park and Museums and identify funding sources • Funding for additional item approved by the City Council: o Additional two hours of library service per week Budget Highlights • Funding for the operating costs for the opening of Jordan Ranch Neighborhood Park, the Emerald Glen Recreation and Aquatic Complex, Fallon Sports Park Lower Terrace and Library Technology Space • Funding for splatter and St. Patrick's Day events • Funding for Dublin Swim Center improvements and Senior Center Marquee E-48 City of Dublin Fiscal Years 2014-15 and 2015-16 �? Departments Parks and_Community Services continued..._ r Figure 58 1 PARKS AND COMMUNITY SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 2014=15 2015-16 Salaries &Wages $2,675,993 $2,653,560 $2,653,560 $3,029,383 $3,284,674 Benefits $1,037,013 $1,171,510 $1,171,510 $1,308,481 $1,503,577 Services & Supplies $467,806 $502,200 $509,700 $725,566 $816,819 Internal Service Fund Charges $203,263 $297,550 $297,550 $179,136 $175,378 Utilities $945,105 $1,195,020 $1,195,020 $1,176,949 $1,315,170 Contracted Services $3,300,068 $3,482,110 $3,590,170 $3,744,639 $3,767,184 Capital Outlay $74,933 $128,330 $128,330 $369,180 $193,330 Other $125,000 $125,000 General Fund $8,692,118 $9,1130640 $9,229,200 $10,566,724 $111106,335 Cemetery Reserve $509 Public Art Fund $8,988 $2,500 $2,500 $30,000 $10,000 Public Facility Fees $2,565 $314,140 $314,140 $61,609 1 $640797 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-49 The Parks and Community ServicesAdministration Division manages the department activities which include programming, operations, and maintenance of the Dublin Senior Center, Dublin Swim Center, Stager Community Gymnasium, Dublin Preschool at Fallon Sports Park, and the Shannon Community Center. The budget also includes administration of the registration and facility reservation system, and publication of the seasonal Activity Guides for the community. Figure 59 PARKS AND COMMUNITY SERVICES ADMINISTRATION EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013=14 201314 201415 Salaries &Wages $287,260 $189,210 $189,210 $2580785 Benefits $1468861 $85,070 $85,070 $124,983 Services & Supplies $74,206 $84,490 $84,490 $163,247 Internal Service Fund Charges $56,760 $57,750 $57,750 $55,431 Contracted Services $1490936 $116,370 $92,370 $117,072 Capital Outlay TOTAL EXPENDITURES $6,682 04 $532,890 0: 9i $2,000 Parks and Community Services Director 0.50 0.50 0.50 Administrative Aide 0.70 0.40 Administrative Analyst 1 0.40 Assistant Parks and Community Services Director 0.30 0.30 0.30 Recreation Coordinator 0.20 Graphic Design & Communications Coordinator 1.00 Office Assistant II TOTAL POSITIONS 0.23 2m93 0.20 1v40 0.20 MO Forecast 2015-16 M $264,426 $133,077 $1771016 $ 561524 $1170127 0.50 ! 0.50 0.40 0.40 0.30 0.30 0.25 I 0.25 E-50 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Departmer�%a Parks Maintenance This budget funds park maintenance services for parks, open space and the grounds associated with recreational and civic facilities. Park maintenance services are provided to the City under contract by MCE. j Figure 60 1 PARKS MAINTENANCE EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 201314 2013=14 2014=15 201516 1 1 Salaries &Wages $34,523 $35,386 Benefits $16,591 $17,697 Services & Supplies $16,658 $7,980 $7,980 $140,373 $120,373 Internal Service Fund Charges $107,904 $108,480 $108,480 $3,813 $569 Utilities $736,461 $877,100 $877,100 $828,175 $940,357 Contracted Services $1,703,120 $1,721,490 $1,727,490 $1,952,490 $2,031,739 Capital Outlay $32,524 $47,000 $47,000 $82,000 $47,000 Other TOTAL EXPENDITURES S2j596j666 I i 1 $2,768,050 1 $125,000 $125,000 Parks and Community Services Director 0.10 0.10 Parks and Facilities Development Coordinator 0.05 0.05 Recreation Supervisor 0.10 0.10 City Positions 0.25 0.25 Contract Positions TOTAL POSITIONS 10.10 10410i 11,651 11.65 1 Departments ®� City of Dublin Fiscal Years 2014-15 and 2015-16 E-51 Heritage_and Cultural Arts This budget funds the activities of the Heritage and Cultural Arts Division including: Historic Facility Operations and Rentals; Heritage Center Programs; Cultural Activities; Community Events and Festivals; and burials at the Dublin Pioneer Cemetery. Figure 61 HERITAGE AND CULTURAL ARTS EXPENDITURES Actual Adopted Amended Adopted 2012-13 2013-14 2013-14 2014A 5 Salaries Mages $374,391 $429,410 $429,410 $403,430 7 Benefits $162,034 $222,460 $222,460 $210,2321 Services & Supplies $202,087 $199,940 $199,940 $200,934 j Internal Service Fund Charges $7,656 $7,770 $7,770 $850 Utilities $659 $840 $840 $390 Contracted Services $173,306 $1891300 $189,300 $89,880 Capital Outlay TOTAL EXPENDITURES $378 $920,512 S1,049j720 $20,850 j, Forecast 2015=16 $414,125 $224,156 $228,583 $850 $390 $95,480 Parks and Community Services Director 0$20 0.20 0020 0.10 Oslo AdministrativeEAid0.10 AdministrativeE 0.10 0.10 0010 Graphic Design & Communications Coordinator 0640 0,40 030 030 Heritage & Cultural Arts Manager 0980 0680 0480 1.00 1600 Heritage Center Director 0.80 0080 0680 0080 0480 Office Assistant II 1.00 0,05 0,05 Recreation Coordinator 0.80 1100 2000 2.00 2,00 Recreation Technician OAO 0440 0040 Senior Office Assistant MEN TOTAL POSITIONS MEMEMEMEM 100 430 430 0.05 0,05 E-52 City of Dublin Fiscal Years 2014-15 and 2015-16 �;� Depart�rueU��r� Facilities Operations and Rentals This budget includes the scheduling, use and rental of park and community facilities, including the Dublin Public Library Community Room, Dublin Civic Center, Shannon Community Center, Dublin Senior Center, Dublin Heritage Park and Museums, City owned sports fields and courts, Emerald Glen Park group picnic area, and the Dublin Unified School District athletic fields and facilities. Figure 62 FACILITIES OPERATIONS AND RENTAL EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014-15 201516 F �• Salaries &Wages $372,579 $398,520 $398,520 $501,177 $5081907 Benefits $155,937 $173,510 $173,510 $182,336 $194,259 Services & Supplies $68,147 $83,200 $90,700 $93,770 $96,770 Internal Service Fund Charges $22,128 $47,710 $47,710 $53,002 $51,294 Utilities $199,502 $237,370 $237,370 $246,416 $271,630 Contracted Services $249,396 $299,770 $306,370 $312,405 $299,730 Capital Outlay $18,025 $63,200 $63,200 $221,200 $128,200 Parks and Community Services Director 0.05 0.05 0.05 Administrative Aide 0.30 0.40 Administrative Analyst 1 0.40 0.30 0.30 Assistant Parks and Community Services Director 0.20 0.20 0.20 0.20 0.20 Heritage & Cultural Arts Manager 0.10 0.10 0.10 Heritage Center Director 0.20 0.20 0.20 0.20 0.20 Office Assistant II 1.37 1.30 1.30 1.05 1.05 Recreation Supervisor 0.50 0.50 0.50 0.90 0.90 Senior Office Assistant 1.10 1.10 1.10 0.80 0.80 City Positions 3.82 3.85 3.85 3.45 3.45 Contract Positions TOTAL POSITIONS 0.35 4s17 0.77 4s62 0.77 4w6 0.66 0.66 Departments �; City of Dublin Fiscal Years 2014-15 and 2015-16 E-53 This budget funds the programming operations of family and teen programs; recreational activities; preschool programs; senior programs; sports programs; and aquatic programs. GSA Figure 63 1 RECREATION PROGRAMS DIVISION EXPENDITURES Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014=15 2015-16 Salaries &Wages $1,4101184 $1,482,010 $1,482,010 $1,591,353 $1 Benefits $4551531 $493,150 $493,150 $519,149 Services & Supplies $99,894 $113,150 $113,150 $107,922 Internal Service Fund Charges $2,059 $16,550 $16,550 $13,126 Utilities $1,622 $5,090 $5,090 $2,840 Contracted Services $4761093 $429,610 $429,610 $618,940 Capital Outlay $646 $1,230 $1,230 $11230 Parks and Community Services Director 0.05 Administrative Analyst 1 0.10 Assistant Parks and Community Services Director 0.50 0.50 0.50 0.50 Graphic Design & Communications Coordinator NNNNNNNNN 0.60 0.60 0.70 Heritage & Cultural Arts Manager NNNNNNNNN 0.10 0.10 Oslo Office Assistant 11 0.50 0.50 0.50 0.75 Recreation Coordinator 5.00 5.00 5.00 4.00 Recreation Supervisor 1.50 1.50 1950 2.00 Recreation Technician 1.60 1.60 1.60 2.00 Senior Office Assistant TOTAL PO 0.90 i 0.90 1030 0.90 i 1.15 1115 794, 974 >661,721 >178,397 $13,227 $ 2, 840 >593,940 $1,230 E-54 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departmes�tg Library Services The Dublin Public Library is owned by the City of Dublin and library services are provided through a contract agreement with the Alameda County Library System. j Figure 64 1 LIBRARY SERVICES EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 services & Supplies $4,602 $6,910 $6,910 $6,460 $6,460 Internal Service Fund Charges $52,410 $52,410 $52,414 $52,414 Utilities $6,861 $74,620 $74,620 $99,129 $99,953 Contracted Services $543,697 $545,570 $545,570 $603,851 $579,168 Capital Outlay TOTAL EXPENDITURES $16,678 $571,838 $16,900 96i $16,900 $696r410 $41,900 $803,754 $16,900 Departments � City of Dublin Fiscal Years 2014-15 and 2015-16 E-55 arks and Facilities ®ev_elopment The Parks and Facilities Development Division is responsible for managing the design, development and construction of recreation, park and other municipal facilities. it Figure 65 I PARKS AND FACILITIES DEVELOPMENT EXPENDITURES Actual Adopted Amended Adopted 201243 2013=14 2013=14 201445 Salaries&Wages $231,578 $154,410 $154,410 $240,115 Benefits $116,649 $197,320 $197,320 $255,190 services & Supplies $2,213 $6,530 $6,530 $12,860 Internal Service Fund Charges $6,756 $6,880 $6,880 $500 Contracted Services EXPENDITURESTOTAL $4,520 $180,000 ,0 $299,460 $664,600 $50,000 7General $361,717 $231,000 $350,460 ees $314,140 $314,140 TOTAL FUNDING $361,717 ,i 664 ,00 �497,056 $61,609 Forecast 2015=16 $266,856 $272,667 $9,220 $500 $ 50, 000 PERSONNEL ALLOCATION Parks and Community Services Director Administrative Aide Analyst I OfficeAdministrative Assistant 11 �arks and Facilities Development Manager TOTAL POSITIONS 2.25 3.45 3.45 71 4.30 4.30 E-56 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Departments Public Works V Chart 141 PUBLIC WORKS ORGANIZATIONAL CHART Public Works Director City Engineer Geologic Hazard Abatement District (GRAD) Engineering Administration Streets Streets Landscaping Maintenance Description Street Safety Building Management Environmental Services The Public Works Department is responsible for developing, operating and maintaining City infrastructure and is comprised of several functional areas including Administration, Building Management, Engineering, Environmental Services, Geologic Hazardous Abatement Districts, Street Landscaping, Street Maintenance, and Street Safety. Accomplishments for FY 2013-14 • Coordinated and administered the Federal and Military Communities Committee established by City Council in September 2013 • Developed the Street Tree Ordinance • Received awards for the Alamo Canal Trail under 1-580 and West Dublin BART Golden Gate Drive projects • Completed annual slurry seal and street overlay programs • Coordinated the City's Energy Action Plan implementation • Updated the City's Climate Action Plan • Coordinating Downtown Traffic Impact Fee Study • Managed and expanded a recycling contest for the Dublin Unified School District, covering all elementary and middle schools • Produced a Long-term Trash Reduction Plan, designed to reduce the amount of litter by 70% within the City's storm drains, creeks, and waterways by the end of Calendar Year 2017 Departments �tCity of Dublin Fiscal Years 2014-15 and 2015-16 E-57 Public Works continued... Objectives for FY AU14=15 and 2015-16 • Support "Bike to Work Day" and "Walk and Roll to School" activities • Complete design of Dublin Boulevard Improvements — Sierra Court to Dublin Court, and begin utility undergrounding • Monitor and evaluate the Energy Upgrade Improvements • Develop a solar map for residents and businesses to evaluate their buildings for solar resource potential • Complete the Bicycle and Pedestrian Master Plan Budget Highlights • Transferring Environmental Services to Public Works • Continue funding for building maintenance of Public Safety Complex • Funding for participation in Alameda County National Pollutant Discharge Elimination System (NPDES) and Congestion Management Agency programs • Funding for the development of a solar map E-58 City of Dublin Fiscal Years 2014-15 and 2015-16 �, Departments Public Works continued... S� Figure 661 PUBLIC WORKS EXPENDITURES Actual Adopted Amended 201213 2013=14 201344 Adopted Forecast 2014=15 2015=16 EXPENDITURES BY OR Salaries &Wages $1,489,127 $1,523,940 $1,546,299 $1,392,233 $1,496,860 Benefits $741J474 $848,210 $848,210 $801,553 $856,385 Services & Supplies $120,124 $132,670 $166,020 $144,613 $140,158 Internal Service Fund Charges $274,228 $573,690 $405,551 $373,526 $359,146 Utilities $1,050,818 $1,251r200 $1,191,651 $1,304,556 $1,310,321 Contracted Services $3,806,854 $3,619,120 $3,942,222 $31930,670 $3,952,385 Capital Outlay $91,423 $124,580 $168,480 $92,450 $87,500 Other TOTAL EXPENDITURES $7,574,048 $125,000 .i $125,000 General Fund7 $5,716,855 $5,996,550 $6,088,587 $6,263,378 $6,459,339 Traffic Safety $111,891 $120,030 $152,380 $111,253 $113,773 State Gas Tax $403,426 $525,310 $601,310 $557,867 $557,159 ACTC Sales Tax - Bike & Pedestrian $181,946 $20,110 $86,460 $17,962 $17,962 ACTC Vehicle Registration Fee $156,497 $172,080 $172,080 $172,429 $1491959 Measure D $133,738 $9,030 $16,619 $37,910 $39,320 Local Recycling Programs $27,067 $46,670 $54,259 $46,423 $21,767 Dublin/Dougherty Storm Water Management $5,000 $5,000 $5,213 $5,000 $51000 Village Parkway Storm Water Management $5,000 $5,000 $5,213 $5,000 $5,000 Street Light District 1983-1 $250,669 $359,810 $274,490 $283,811 $282,748 Landscape District Stagecoach 1983-2 $67,022 $77,970 $77,970 $78,217 $81,107 Landscape District Dougherty 1986-1 $110,862 $130,060 $130,060 $130,380 _$133,940 Landscape District Santa Rita 1997-1 $271,765 $324,280 $324,280 $326,152 $326,631 Street Light District East Dublin 1999-1 $132,265 $261,510 $131,176 $128,819 $134,048 Traffic Impact Fee - Category 1 $79,745 Traffic Impact Fee - Downtown $44 $20,000 $68,591 Note: Excludes expenditures in Geologic Hazard Abatement District Funds Departments °? City of Dublin Fiscal Years 2014-15 and 2015-16 E-59 Public Works Administration The Public Works Administration is responsible for oversight of the department and its related functions in the areas of engineering, building maintenance, streets and streets landscaping and maintenance, assessments, etc. The administrative function includes the budgeting, as well as revenue and expense management on work related to capital projects and development. It should be noted that the Public Works staff accounted for in this budget area are providing their service and time to most of the functional/budget areas as outlined in this department budget. Figure 67 I PUBLIC WORKS ADMINISTRATION EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 201415 201516 Salaries & Wages $451,615 $4191210 $419,210 $491,909 Benefits $233,597 $239,840 $2391840 $251,680 Services & Supplies $14,296 $20,320 $20,320 $23,721 Internal Service Fund Charges $33,552 $33,560 $33,560 $361021 Contracted Services $188,785 $1921120 $2221558 $196,019 Capital Outlay $539 PERSONNEL ALLOCATION General Fund $907,049 $884,940 $915,378 ACTC Sales Tax - Bike & Pedestrian $15,334 $20,110 $20,110 TOTAL FUNDING $922F384 'i i 4: $507,080 $268,954 $23,520 $33,759 $206,825 Public Works Director/Assistant City Engineer 1.00 1.00 1.00 1.00 1.00 Administrative Technician 1900 1.00 1.00 1.00 1.00 Office Assistant II 1.45 1$45 0.45 0.45 0.45 Public Works Manager 1.00 1.00 1.00 0.40 l 0A0 Senior Administrative Analyst 1.00 1.00 Senior Office Assistant 1.00 1.00 1.00 City Positions 4.45 4.45 4.45 4.85 4.85 Contract Positions TOTAL POSITIONS 11001 5m45 1.03 ,; 1.03 5A8 1.03 1.03 E-60 City of Dublin Fiscal Years 2014-15 and 2015-16 >"�;� Departments Street Maintenance The Street Maintenance Division is responsible for the following services: street sweeping; street repair; drainage maintenance; storm patrol and clean-up; emergency and temporary curb, gutter and sidewalk repair; traffic, street and community sign repair and installation; striping and marking; guard rail repair; weed control; and bike path maintenance. Street Maintenance services are provided to the City under private contract (MCE Corporation). The City entered into an agreement with East Bay Regional Park District for certain maintenance activities related to the Tassajara Creek Trail. j Figure 68 STREET MAINTENANCE EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 201415 201 5=1 6 Contracted Services $509,351 $635,170 $676,596 $675,804 $680,962 Capital Outlay $35,000 Other $125,000 $125,000 General Fund $122,851 $141,180 $141,180 $271,097 $276,963 State Gas Tax $370,619 $477,310 $553,310 $509,867 $509,159 Measure D $5,880 $6,680 $6,680 $9,840 $9,840 Dublin/Dougherty Storm Water Management $5,000 $5,000 $5,213 $5,000 $5,000 Village Parkway Storm Water Management $5,000 $5,000 $5,213 $5,000 $5,000 Departments �? City of Dublin Fiscal Years 2014-15 and 2015-16 E-61 Street Landscaping services are provided to the City under private contract (with MCE Corporation). The contract provides for landscape maintenance, including street trees, turf care, irrigation maintenance, weed control, litter pick-up and illegal sign removal, Figure 69 1 STREET LANDSCAPING EXPENDITURES Actual Adopted Amended Adopted 2012=13 2013-14 2013=14 2014=15 Utilities $399561 $477,980 $477,980 $509,171 Contracted Services $1,069,850 $1,129,590 $1,172,290 $1,302,448 Capital Outlay $30,161 $43,080 $43,080 TOTAL EXPENDITURES $1,499r572 $1,6501650 i Forecast 2015=16 $509,171 $1, 01944 General Fund $1,057,436 $11134,980 $1,177,680 $1,294,610 $1, Landscape District Stagecoach 1983-2 $64,537 $73,960 $73,960 $73,967 Landscape District Dougherty 1986-1 $108,374 $125,370 $125,370 $125,370 $ Landscape District Santa Rita 1997-1 $2690224 $316,340 $316,340 $317,672 $ TOTAL FUNDING $1,499g572 $1,650,650 i 326,527 $76,807 128, 760 318,021 E-62 City of Dublin Fiscal Years 2014-15 and 2015-16 �,� Departments Street Safety The Street Safety Division is responsible for maintaining safety and circulation of all modes of transportation along City streets. One of the key tasks of this Division is to represent the City at regional and State transportation agencies, and to advocate for regional funding for City projects. It collects traffic volume and speed data regularly to evaluate and address circulation and access issues in different areas and land uses. It works closely with Dublin Police to enhance enforcement of traffic laws, and coordinates on directed enforcement at location of concern. This Division provides input on transportation planning associated with the CIP program and new development. It works closely with Livermore Amador Valley Transportation Authority (LAVTA) on various transit planning and operation issues. Figure 70 � STREET SAFETY EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201344 2014=15 2015=16 �• Services & Supplies $28,817 $32,470 $32,470 $32,631 $32,631 Internal Service Fund Charges $27,000 $195,140 $27,001 $12,575 $12,575 Utilities $376,554 $433,000 $373,451 $398,648 $403,545 Contracted Services $231,253 $251,550 $263,584 $248,714 $227,863 Capital Outlay $29,784 $52,000 $52,000 $52,000 $52,000 General Fund $20,408 $25,060 $25,060 $240601 $24,601 Traffic Safety $111,891 $120,030 $120,030 $111,253 $1131773 State Gas Tax $29,784 $42,000 $42,000 $42,000 $42,000 ACTC Vehicle Registration Fee $1568497 $172,080 $172,080 $172,429 $149,959 Street Light District 1983-1 $245,851 $350,370 $265,050 $273,596 $272,503 Street Light District East Dublin 1 999- 1 TOTAL FUNDING $128,977 .0 $254,620 60 $124,286 4: O6 $120,689 $125,778 Departments ©P City of Dublin Fiscal Years 2014-15 and 2015-16 E-63 Building management The Building Management Division is responsible for the maintenance and operations of the following City buildings: Dublin Civic Center, Public Works Corporation Yard; and the Public Safety Complex. Components of this budget includes supplies, utilities, telephone costs for most of the City system, contract services, minor improvements, and repairs associated with these buildings. The maintenance cost for other City facilities, such as the Library, Senior Center, and Shannon Community Center, is included in the respective budgets for each of these facilities. 0 Figure 71 I BUILDING MANAGEMENT EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 201344 2013=14 201445 2015-16 Services & Supplies $46,100 $39,330 $391330 $39,323 Internal Service Fund Charges $155,352 $283,170 $283,170 $270,543 Utilities $272,782 $3371850 $337,850 $3941368 Contracted Services $281,564 $313,170 $323,170 $345,328 Capital Outlay TOTAL EXPENDITURES $28,576 ;, $26,000 99 i $34,900 i $321000 is $39,323 $264,863 $395,235 $349,912 $32,000 E-64 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments Engineering_ The Engineering Division is responsible for the following services: traffic engineering; storm water pollution control activities; design and inspection of Capital Projects; inspection of private development facilities which will be dedicated to the City (i.e. development of new streets and sidewalks); review of plans for subdivisions and private development; preparation of maps identifying parcels within the City; and technical engineering support for Assessment Districts. Figure 72 ENGINEERING EXPENDITURES Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 Salaries & Wages $813,268 $874,340 $896,699 $760t776 $846,743 Benefits $403,116 $502,250 $502,250 $481,319 $513,975 Services & Supplies $26,283 $34,210 $67,560 $39,616 $35,625 Internal Service Fund Charges $52,240 $55,640 $55,640 $48,770 $42,279 Utilities $1,922 $2,370 $2,370 $2,370 $2,370 Contracted Services $1,487,111 $1,062,520 $1,233,847 $1,099,057 $1,105,578 Capital Outlay TOTAL EXPENDITURES $2,364 $2,786,302 $3,500 $2N534,830 $3,500 :6. $8,450 $2t440,358i $3,500 i General Fund PERSONNEL ALLOCATION $2,601,003 $2,475,860 $2,475,860 $2,398,273 $2,507,465 Traffic Safety $32,350 State Gas Tax $3,024 $6,000 $6,000 $6,000 $6,000 ACTC Sales Tax - Bike & Pedestrian $166,611 $66,350 Street Light District 1 983- 1 $4,818 $9,440 $9,440 $101215 $10,245 Landscape District Stagecoach 1983-2 $2,485 $4,010 $4,010 $4,250 $41300 Landscape District Dougherty 1986-1 $2,487 $4,690 $4,690 $5,010 $5,180 Landscape District Santa Rita 1997-1 $2,541 $7,940 $7,940 $8,480 $81610 Street Light District East Dublin 1999-1 $3,288 $6,890 $6,890 $8,130 $8,270 Traffic Impact Fee - Category 1 $79,745 Traffic Impact Fee - Downtown TOTAL FUNDING $44 $2,786r3O2 $20,000 $2r534o830-i $68,591 i i City Engineer 1.00 1.00 1.00 1.00 1.00 Administrative Analyst II 1.00 1.00 Associate Civil Engineer 1.00 1100 1.00 1.00 _ 1.00 Public Works Inspector 2000 2.00 2.00 2000 2000 Public Works Technician 1/II 1.00 1.00 1.00 1.00 1.00 Senior Administrative Analyst 1.00 Senior Civil Engineer 3.00 3.00 3.00 3,00 3.00 Note: Excludes expenditures in Geologic Hazard Abatement District Funds Departments City of Dublin Fiscal Years 2014-15 and 2015-16 E-65 The Environmental Services Division is responsible for the management and development of environmental programs related to energy, source reduction and recycling, sustainable development, and both municipal as well as community - wide sustainable policies and practices. Specific program areas include: climate change; energy efficiency; environmentally--, preferable purchasing; clean water; green building; solid -waste reduction; recycling program promotion and improvement; monitoring, implementation and promotion of the City's Climate Action Plan and Green Plan. Staff also coordinates environmental compliance efforts, develops new sustainable programs and practices, and coordinates the Clean Water Program efforts. Figure 73 � ENVIRONMENTAL SERVICES EXPENDITURES Actual Adopted Amended Adopted 201213 2013=14 2013=14 2014=15 Salaries & Wages $224,244 $230,390 $2301390 $139,548 Benefits $104,762 $106,120 $106,120 $688554 Services & Supplies $4,629 $6,340 $6,340 $9,321 Internal Service Fund Charges MMMMMMMMMM $6,084 $6,180 $6,180 $5,617 Contracted Services TOTAL EXPENDITURES $38,942 $378,659 $35,000 i i $50,179 i9 $631300 40 Assistant to the City Manager 0.34 0.34 0.34 Administrative Aide 0.50 0.50 0.50 0.50 Environmental Coordinator 0.75 0.75 0.75 0.75 Environmental Technician 1.o0 POSITIONSTOTAL 1.00 1.00 0.25 Forecast 2015-16 $143,037 $731456 $9,058 $ 5,670 $40,300 0.50 0.75 0.25 E-66 City of Dublin Fiscal Years 2014-15 and 2015-16 � Departments City 1 DUMP= ,,APITAL IMPROVEMENT PROGRAM Overview The 2014-19 Five Year Capital Improvement Program (CIP), which includes twenty-seven (27) projects within the current CIP time frame with funding allocation for 22 of the projects in FY 2014-15 and 17 projects in FY 2015-16. The City's Capital Projects are divided into four Capital Funds: General Improvements, Community Improvements, Parks, and Streets projects. The Fund accumulates resources for capital expenditures, and utilizes those resources to support projects that are general in nature, projects that would promote or enhance redevelopment, revitalization, beautification of the City's infrastructure, projects that would construct, improve or enhance the City's parks and facilities, projects that would construct, improve, or enhance the City's trails, highways, streets, roads, bridges, as well as street lighting, and storm drain systems. Figure 74 � CIP EXPENDITURES (ALL FUNDS) Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 GeneralImprovements $8,866,096 $9,856,440 $151565,762 $62,177 $113,265 Community ovements $81,234 $86,130 $86,126 $326,037 $87,499 Parks E $2,322,021 $16,602,440 $18,233,958 $25,657,571 $21,3271943 Streets TOTAL EXPENDITURES $4,946,527 $16,215,878 $11,771,900 i $11,033,475 $7,273,436 $2,386,604 The following pages contain a summary of these projects and associated funding sources by category. Detailed information about each of these projects is contained in the 2014-2019 Five Year Capital Improvement Program. Capital Improvement Projects � City of Dublin Fiscal Years 2014-15 and 2015-16 F-1 General Improvements y Figure 75 1 GENERAL IMPROVEMENTS EXPENDITURES Actual Adopted Amended Adopted 201213 2013=14 2013=14 2014-15 G-07 10509 Maintenance Yard Facility Improvements $7300194 $6,765,865 $9,027,950 G10611 Electronic Agenda System $32,651 $3081950 G10712 Public Safety Complex $637,172 $2,688,603 $4,283,905 G10813 Telephone System $266,567 $1431323 G10913 Energy Upgrade $6$12,394 $1,147,423 G13014 Network System Upgrade $74,174 $801000 $326,332 $22,000 G13513 Geographic Information System $331844 $129,500 $132,656 $19,000 G14099 Civic Center Mod. Design & Construction $589,167 $140,171 $175,573 G15014 Annual ADA Transition Plan $151546 $19,650 $19,650 $211177 930008 Civic Center Generator TOTAL COST $7,038 i' Forecast 2015=16 $55,000 000 $21,265 1001, General Fund $2,095,663 $5,792,440 $10,2318751 $40,177 2705 Street Light District East Dublin 1999-1 $283,810 6201 Internal Service Fund - Buildings $307,395 $4,000,000 $4,306,525 6301 Internal Service Fund - Equipment $2581607 $64,000 $192,283 $221000 7101 Energy Efficient Capital Lease $6,204,431 $551,393 ' ., �� i Community Improvements �� Figure 76 � COMMUNITY IMPROVEMENTS EXPENDITURES Actual Adopted Amended Adopted Forecast Z012-13 2013-14 2013-14 2014-15 2015-16 CI0114 San Ramon Road Landscape Renovation $239,065 C10311 Tree Planting Project $1,456 $1,250 $1,250 C15014 Annual Sidewalk Safety Repair Program $79,778 $84,880 $84,876 $86,972 $87,499 TOTAL COST $81j234 $86j130 :. F-2 City of Dublin Fiscal Years 2014-15 and 2015-16 °,� Capital Improvement Projects Parks 5j Figure 77 1 PARKS EXPENDITURES Actual Adopted Amended Adopted Forecast 2012-13 201314 2013=14 2014=15 201516 PROJECT PK0105 FINANCING Emerald Glen Recreation &Aquatic $265,932 Complex — Phase I $9,053,515 $9,520,631 $14,931,255 $10,363,282 PK0212 Passatempo Park $486,873 $1,047,598 $1,778,255 PK0311 Positano Neighborhood Park $1,319,091 $7,698 PK0414 Fallon Sports Park — Phase II $880,418 $880,418 $7,530,599 $6,177,897 PK0514 Jordan Ranch Neighborhood Park $386,542 $386,542 $1,802,899 PK0713 Shannon Park Water Play Area $83,425 $295,417 $634,864 PK0813 Iron Horse Parkland Acquisition and Master Plan $166,700 $4,640,600 $4,727,200 PK0914 Tennis Court Resurfacing Project $298,350 $298,350 $10,000 PKNEW2 Dublin Crossing Community Park $167,448 PKNEW3 PublicArt—Emerald Glen Recreation & Aquatic Complex $154,904 $53,096 PKNEW4 Public Art— Fallon Sports Park $113,750 $136,250 PKNEW6 Public Art —John Monego Court $135,240 PKNEW7 Dublin Heritage Park Cemetery Phase $816,960 $4,462,178 PKNEW10 TOTAL COST Library Expansion — Center for 2151 Century Skills $2,322,021 $16,602,440 $129,756 '4 1001 General Fund $2,322,021 $2,297,959 $2,297,924 $826,960 $9,359,82E 2402 East Bay Regional Park District $155,000 $155,000 2801 Public Art Fund $268,654 $324,58E 4100 Public Facility Fees $14,149,481 $15,781,034 $24,443,077 $11,643,52c 4401 TOTAL FINANCING Dublin Crossing Development Fee $2y322,021 .i 44i $118,880 '4 Capital Improvement Projects � City of Dublin Fiscal Years 2014-15 and 2015-16 F-3 Streets Figure 78 1 STREETS EXPENDITURES Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 2014=15 2015=16 ST0494 St. PatrickWay- Regional Street to $1,089,771 $1,089,771 Golden Gate Dr. 960003 Dublin Blvd Improvements - Silvergate $550999 960004 Eastern Dublin Arterial Street & Freeway $103,771 $1,469,944 Interchange 960008 Alamo Canal Trail Under I-580 $1,063,118 ST0610 Citywide Street Storm Drain Condition $74,622 $161,965 $147,443 $160,042 Assessment STNEW2 I Traffic Sign Inventory and Safety Review $65,434 1 ST0713 Citywide Signal Communications Upgrade $93,068 $871552 $368,833 $33,623 ST0911 Dougherty Rd Improvements - SierraLane $380,518 $4,880,101 $4,881,215 $5,964,802 to North City Limit ST1012 Dublin Blvd. Improvements - Sierra Court $152,741 $6701070 $675,358 $3808401 to Dublin Court ST1111 West Dublin BART Golden Gate Drive $1,815,911 $24,300 $166,607 Improvements ST1212 Storm Drain Bypass San Ramon Road $87,763 $764,376 $771,744 ST1312 Storm Drain Trash Capture Project $37,731 $83,875 $179,019 ST1413 AVB Pedestrian Safety Improvements at $163,104 $178,400 midblock crosswalk between Regional St. and Starwood Dr. ST1513 Accessible Pedestrian Signal Retrofit of $291000 Existing Traffic Signals Annual Annual Street Overlay Program $110521041 $1,066,021 $1,211,467 $321,507 Annual Annual Slurry Seal Program $88131 $1,280,910 $1,304,707 $654,954 Annual Annual Dublin Ranch Street Light Pole $21,113 $29,911 $29,911 $34,234 Painting TOTAL COST $4r946,527 $1 IF 7711900 $11f033j475 $7,273t436 $80,325 $65,608 $33,739 540,083 $1,477,255 $655,234 $341360 F-4 City of Dublin Fiscal Years 2014-15 and 2015-16 ®;� Capital Improvement Project Streets continued... Actual 2012=13 Adopted Amended Adopted Forecast 2013=14 201314 2014=15 201546 FINANCING 1001 General Fund $112,354 $245,840 $326,461 $160,042 $80,325 2106 Traffic Safety $65,434 $65,608 2201 State Gas Tax $170,661 $1,220,910 $1,377,492 $624,954 $1,066,596 2202 SAFETEA-LU $1,918,773 $59,740 $470,000 2203 Transportation Development Act $163,100 $207,400 2204 ACTC Measure B Sales Tax- Local Streets Fund $346,513 $3,066,021 $3,170,347 $4,588,507 $565,893 2205 ACTC Measure B Sales Tax- Bike & Pedestrian Fund $595,085 $60,000 $601300 $30,000 $30,000 2208 Congestion Management Agency $621,513 2210 Highway Safety Traffic Reduction Bond $507,203 $24,300 2211 ARRA-Transportation (TIGER) $267,749 2212 ACTC Vehicle Registration Fee $40t468 $45,252 $326,533 $33,623 $33,739 2321 Storm Water Management $87,763 $764,376 $771 F744 2705 Street Light District East Dublin 1999-1 $21,113 $29,911 $29,911 $34,234 $34,360 4301 Traffic Impact Fee - Category 1 $28,826 $896,640 _ 4302 Traffic Impact Fee - Category 2 $74,945 $719,838 $146,530 $38,840 $40,083 4303 Traffic Impact Fee -Category 3 $1,1590000 $1,159,000 4304 Traffic Impact Fee- Downtown $133,217 $1,089,771 $1,104,674 4305 Traffic Impact Fee -Dougherty Valley $190,382 $1,398,052 $11708,773 $1,076,289 4309 Mitigation Contributions $398,875 $8461589 $542,270 6301 Internal Service Fund - Equipment $52,600 $42,300 $42,300 Capital Improvement Projects � City of Dublin Fiscal Years 2014-15 and 2015-16 F-5 This page intentionally left blank. City of Dublin Internal $C1 VlCe Funds 1ISF The ISFs provide funding to support the following areas: 1) Replacement of vehicles and fire apparatus; 2) Replacement A major building system components such as heating and air conditioning systems, pumps, boilers, etc. at City -owned facilities; 3) replacement of office equipment, computers, network infrastructure, solar equipment, telephone systems, etc.; 4) Ongoing maintenance and repairs of buildings, vehicles, equipment and computers; 5) replacement of major Parks components; 6) City employees Other Post -Employment Benefits (OPEB); 7) Energy Efficient Capital Lease. Each City operating department includes, within its budget, charges for equipment usage and City employees' post - employment benefits. These departmental charges represent revenue to the ISFs. Departmental charges are established at a level to sufficiently accumulate funds overtime for the replacement of the equipment and funding for future employee obligations. The ISFs are also used to capture ongoing maintenance and operation costs for vehicles, such as gasoline, tire replacements, periodic maintenance/repair, and other operating costs for equipment such as copiers, printers, and computer supplies. The total ISF budget for FY 2014-15 is $2,868,191, and FY 201 5-1 6 is $3,029,404 (excludes depreciation expense and transfers). The FYs 2014-15 and 201 5-1 6 ISF budgets include funding for operating supplies, vehicle and equipment maintenance, building maintenance, replacement of network servers and computers, replacement of 7 police patrol cars in FY 2014-15, replacement of 5 patrol cars in FY 201 5-1 6 and related equipment, and OPEB. The following pages contain the fund summaries for Internal Service Funds. Proprietary Funds �,° City of Dublin Fiscal Years 2014-15 and 2015-16 G-1 Police Vehicles j Figure 79 1 INTERNAL SERVICE FUND - POLICE VEHICLES Actual Adopted Amended 2012=13 201314 2013=14 Adopted Forecast 201445 2015=16 BEGINNING FUND BALANCE (JULY 1) 1 $999r8181 $1,053,965 I $1r053o9651 $734,673 $732,333 Internal Service Charges $155,642 $201,600 $201,600 $197,715 $196,553 General Revenues $14,770 $9,000 $9,000 $7,500 $6,000 Interest $7,002 $4,280 $4,280 $4,396 $66260 TOTAL REVENUES $177,414 80 ci $209,611 $208,813 ENDING FUND BALANCE (DUNE 30) $1,053,965 $975,065 $734,673 $732,333 $772,587 Note: FY 2013-14 Beginning Fund Balance includes$153,219 as Net Investment in Capital Assets Fire Apparatus �j Figure 80 � INTERNAL SERVICE FUND -FIRE VEHICLES AND APPARATUS Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE (JULY 1) $3,024,288 $3,049,610 $3,049,610 $2,502,209 $21666,950 REVENUES Internal Service Charges $155,940 $152,430 I $152,430 1 $148,681 1 $149681 Interest $18,570 S25.8401 $25,840 1 $16,0601 $,23,166 TOTAL REVENUES i $178,270 i ;, ENDING FUND BALANCE (DUNE 30) $3,049,610 $2,577,880 $2,502,209 $2,666,950 $2,838,797 Note: FY 2013 14 Beginning Fund Balance includes$825, 083 as Net Investment in Capital Assets �-2 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Proprietary Funds Non=Safety Vehicles cry Figure 811 INTERNAL SERVICE FUND — NON -SAFETY VEHICLES Actual Adopted Amended Adopted Forecast 201243 2013=14 2013=14 2014=15 2015=16 BEGINNING FUND BALANCE (JULY 1) $171,922 $184,744 $184,744 $208,254 $225,277 ENDING FUND BALANCE (JUNE 30) $184,744 $208,254 $208,254 $225,277 $235,568 Note: FY 2013-14 Beginning Fund Balance includes$46,109 as Net Investment in Capital Assets Buildings __ j Figure 82 INTERNAL SERVICE FUND — BUILDINGS Actual 2012-13 Adopted Amended Adopted 2013-14 2013-14 2014-15 Forecast 2015-16 BEGINNING FUND BALANCE (JULY 1) $58,260,262 $56,375,183 $56.375,183 $52,246,898 $52,374,826 Capital0utlay $50,000 $50,000 $50,000 $50,000 $1,822,257 LDepreciation/Adjustment $307,395 $4,000,000 $4,306,525 ENDING FUND BALANCE (JUNE 30) $56,375,183 $52,553,423 $52,246,898 $52,374,826 $52,504,740 Note: FY 2013 14 Beginning Fund Balance includes$47,789,583 as Net Investment in Capital Assets Proprietary Funds �� City of Dublin Fiscal Years 2014-15 and 2015-16 G-3 Equipment V Figure 83 1 INTERNAL SERVICE FUND — EQUIPMENT Actual Adopted Amended Adopted 2012=13 2013-14 201344 2014=15 Forecast 2015-16 BEGINNING FUND BALANCE (JULY 1) 1$2,616,337 1 $2,733,277 1 $2,733,277 1 $2,789,623 1 $3,037,288 Services & Supplies $14,846 $21000 $2,000 $20000 Capital Outlay $2,612 $101,000 $107,000 $178,400I Depreciation/Adjustment ($37,318) Transfers Out $311,207 $106,300 $234,583 $22,000 $168,700 $43,000 ENDING FUND BALANCE (DUNE 30) $2,733,277 $2,923,907 $2,789,623 $3,037,288 $3,251,211 Note: FY 2013-14 Beginning Fund Balance indudes$453,016 as Net Investment in Capital Assets Solar Equipment Figure 841 INTERNAL SERVICE FUND — SOLAR EQUIPMENT Actual Adopted Amended Adopted 2012=13 201314 2013=14 2014-15 Forecast 2015-16 BEGINNING FUND BALANCE (JULY 1) $413,340 $662,496 REVENUES Internal Service Charges $413,340 $4131340 $245,205 $AN5,205 Interest $3,951 $7,343 ENDING FUND BALANCE (DUNE 30) $413,340 $413,340 $662,496 $915,044 G-4 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Proprietary Funds Park_ Replacement Figure 851 INTERNAL SERVICE FUND— PARK REPLACEMENT Actual Adopted Amended Adopted Forecast 201243 2013=14 201314 201415 2015=16 BEGINNING FUND BALANCE (JULY 1) 1 $105,368 $211,350 1 $211350 $318,850 $426,073 ENDING FUND BALANCE (DUNE 30) $211,350 $318,850 $318,850 $426,073 $535,075 Maintenance and Repairs. _ _ Figure 86 � INTERNAL SERVICE FUND —MAINTENANCE AND REPAIRS Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE (JULY 1) $60,372 $235,443 $235,443 $296,403 $2971245 Internal Service Charges $505,667 $5328930 $532,930 $507,155 $5390302 General Revenues $17,375 Interest $1,239 $1,580 $1,580 $1,842 $2,494 $508r997 $541,796 ENDING FUND BALANCE (JUNE 30) $235,443 $306,403 $296,403 $297,245 $298,090 Proprietary Funds o� City of Dublin Fiscal Years 2014-15 and 2015-16 G-5 Retiree Health �jy Figure 87 1 INTERNAL SERVICE FUND — RETIREE HEALTH Actual Adopted Amended 2012=13 201344 2013=14 Adopted 2014-15 Forecast 2015-16 BEGINNING FUND BALANCE (JULY 1) $14,436 $25,164 $25s1641 $27,604 $27384 ENDING FUND BALANCE (DUNE 30) $25,164 $27,604 $27,604 $27,784 $28,048 PERS Side Fund Payoff `'� Figure 88 � INTERNAL SERVICE FUND —PERS SIDE FUND PAYOFF Actual Adopted Amended 2012-13 2013-14 2013-14 Adopted 2014-15 Forecast 2015-16 BEGINNING FUND BALANCE (JULY 1) ($1,994,826) ($1,642,768) ($1,642,768) ($1,457,018) ($1,0461629) ENDING FUND BALANCE (JUNE 30) ($1,642,768) ($1,457,018) ($1,457,018) ($1,046,629) ($617,125) G-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �, Proprietary Funds Energy Efficiency Capital Lease The Energy Efficiency Capital Lease fund includes two components; Internal Service Fund j Figure 89 1 INTERNAL SERVICE FUND — ENERGY EFFICIENCY Actual Adopted Amended Adopted Forecast 201243 2013=14 201314 2014=15 2015=16 BEGINNING FUND BALANCE (DULY 1) 1 1 $552,257 $5521257 $864 $864 Proceeds from Capital Lease Financing $6,755,824 Internal Service Charge $799,967 $535,892 $550,654 Interest $864 $172,949 $156,897 $147,195 71nterestent ent $627,018 $378,995 $403,459 Transfers Out $6,204,431 $551,393 TOTAL EXPENDITURES $6j204,431 $1,351,360$550,654 ENDING FUND BALANCE (DUNE 30) $552,257 $552,257 $864 $864 $864 Figure 90 � CAPITAL LEASE Actual Adopted Amended Adopted Forecast 2012-13 2013-14 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE (JULY 1) ($6,755,824) ($6,755,824) ($6,128,806) ($5,749,811) Capital Lease Financing ($6,755,824) Principal Payment $627,018 $378,995 $403,459 ENDING FUND BALANCE (JUNE 30) ($6,755,824) ($6,755,824) ($6,128,806) ($5,749,811) ($5,346,352) Proprietary Funds �,° City of Dublin Fiscal Years 2014-15 and 2015-16 G-7 This page intentionally left blank. City of Dublin FIDUCIARY FUNDS Dublin Boulevard Assessment District This fund makes debt service payments on bonds issued to construct a portion of the Dublin Boulevard Extension improvements. A total of $2,350,000 in bonds was originally issued on June 2, 1992. The debt service bond was fully retired on September 2, 2012 and the residual funds will be disbursed in accordance with State Law. The following is a summary of financial activity for the fund: �� Figure 91 � FUND BALANCE FOR DUBLIN BOULEVARD ASSESSMENT DISTRICT Reserve Fund (Held by JS Bank, Trustee) Redemption Fund (Held by City for Bond Payments) Total BEGINNING FUND BALANCE (DULY 1, 2012) $164,508 $33,232 $197,740 ENDING FUND BALANCE (JUNE 30, 2013) ($157,271) $7,237 Fiduciary Funds � City of Dublin Fiscal Years 2014-15 and 2015-16 H-1 Geologic Hazard Abatement_ Districts A Geologic Hazard Abatement District (GHAD) is a special entity which is established separate from the City of Dublin and applies to a specific defined area within the City. The GHAD is formed under provisions in the California Public Resources Code which establishes in Section 26500 that a GHAD is a political subdivision of the State and is not an agency or A nstrumentality of a local agency. The City's role is limited to providing support to the GHAD, coordinating activities undertaken for the GHAD, administering the GHAD funds and coordinating the payment of expenses associated with the GHAD. GHAD funding is collected as part property tax bills. The GHAD can perform maintenance on defined areas and can also accumulate reserves to address major or extraordinary work such as a landslide repair. The Public Resources Code defines a "geologic hazard" as an actual or threatened landslide, land subsidence, soil erosion, earthquake, fault movement, or any other natural or unnatural movement of land or earth. The purpose of establishing a GHAD is intended as a means to address both prevention and any corrections resulting from a geologic hazard. State law identifies the purpose of a GHAD as addressing: (a) Prevention, mitigation, abatement, or control of a geologic hazard; and (b) Mitigation or abatement of structural hazards that are partly or wholly caused by geologic hazards (Public Resources Code 26525). The City of Dublin has established three separate GHADs: Fallon Village Geologic Hazard Abatement District, Schaefer Ranch Geologic Hazard Abatement District, and Fallon Crossing Geologic Hazard Abatement District. These GHADs are managed by a Board of Directors, which is currently comprised of the Dublin City Council. Assessments are levied in accordance with an Engineer's Report prepared for each GHAD and adopted at a public meeting. Information in this section is presented for informational purposes, since these activities are not a direct obligation of the City of Dublin. H-2 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Fiduciary Funds Wlon_Village GHAD On December 4, 2007, the City Council approved Resolution No. 216-07 which created the Fallon Village GHAD. The boundary of this GHAD encompasses approximately 175 acres of land, located generally east of Fallon Road, On May 3, 2011, the City Council approved Resolution No. 52-11 which modified the boundaries of the Fallon Village GHAD. The modification was made to include Jordan Ranch development, which is adjacent to the Fallon Village development. At the beginning of FY 2014-15, there will be approximately 1,000 parcels within the GHAD that will be subject to the special assessment in accordance with the Engineer's Report. Figure 92 FALCON VILLAGE GRAD Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 BEGINNING FUND BALANCE (JULY 1) $336,164 $657,132 $657,132 $1,104,432 $1,013,397 Salaries&Wages $114,277 $123,523 Benefits $21,739 $23,280 Services & Supplies $798 $798 Contracted Services $9,632 $10,990 $10,990 $506,782 $504,994 TOTAL EXPENDITURES $9,632 ••0 99i ENDING FUND BALANCE (DUNE 30) $657,132 $1,104,432 $1,104,432 $1,013,397 $1,028,447 Fiduciary Funds �s� City of Dublin Fiscal Years 2014-15 and 2015-16 H-3 Schaefer Ranch_ GHA® On December 5, 2006, the City Council approved Resolution No, 224-06 which created the Schaefer Ranch GHAD. The boundary of the GHAD encompasses approximately 500 acres of land located at the westerly boundary of the City limits, At the beginning of FY 2014-15, there will be approximately 280 parcels within the GHAD that will be subject to the special assessment in accordance with the Engineer's Report, Figure 93 SCHAEFER RANCH GHAD Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201344 2014=15 2015=16 BEGINNING FUND BALANCE (DULY 1) $530,985 $897,207 $897,207 $938,237 $883,241 REVENUES Assessments MA.• A M MBU •� ••� •:� TOTAL REVENUES $369,472 $480,410 $480,410 $507,3 Salaries & Wages77 $25,430 $25,430 Benefits Services & Supplies Contracted Services $31250 $413,950 $413,950 TOTAL EXPENDITURES i ;0 :0 07 33 $74,119 $121422 $456 $4751340 $564,393 $7,230 $ 74, 987 $13,302 $456 $485,690 ENDING FUND BALANCE (JUNE 301 $897,207 $938,237 $938,237 $883,241 $880,429 H-4 City of Dublin Fiscal Years 2014-15 and 2015-16 �,' Fiduciary Funds Fallon Crossing (North Tassajara) GHAD On August 16, 2011, the City Council approved Resolution No. 147-11 which created the Fallon Crossing GHAD. The boundary of the GHAD encompasses approximately 68 acres of land located on the northeast side of Tassajara Road. At the beginning of FY 2014-15, there will be approximately 86 parcels within the GHAD that will be subject to the special assessment in accordance with the Engineer's Report. Figure 94 FALCON CROSSING GHAD Actual Adopted Amended Adopted Forecast 201213 201314 2013=14 2014=15 2015=16 BEGINNING FUND BALANCE (DULY 1) $6,157 $6,157 $54,247 $65,855 Salaries &Wages $81947 $21,299 Benefits $3,105 $31326 Services & Supplies $114 $114 Contracted Services TOTAL EXPENDITURES $1,100 ii $1,960 9,0 $1,960 ,0 $50,483 $102,645 ENDING FUND BALANCE (DUNE 30) $6,157 $54,247 $54,247 $65,855 $40,182 Fiduciary Funds � City of Dublin Fiscal Years 2014-15 and 2015-16 H-5 Aissociated Community Action Funds -(ACAP)- a, ne a CommunityAction Program (ACAP) is a California public entity based in Alameda County. ACAP was formed on July 18, 1995 by a Joint Powers Agreement consisting of 13 member agencies, which include the County of the Alameda and 12 cities within the County's boundary, except the City of Berkeley and the City of Oakland. ACAP is governed by a 13-member Governing Board, comprised of one representative from the Alameda County and one representative from each of ACAP's 12 founding cities. ACAP's purpose was to locally administer certain federal and state anti -poverty programs. At its board meeting on November 16, 2011 the City of Dublin was appointed as ACAP's Fiscal Agent and Administrator. The City of Dublin manages the ongoing fiscal needs of the agency, prepares the agency's annual budget and audit until which time the agency is dissolved. Note the financial information is presented on a calendar year basis. The ending fund balance as shown on the schedule for 2013 in the amount of $604,344 at 2013 is unaudited. �� Figure 95 � ACAP FUNDS Actual Adopted Amended Adopted Forecast 201243 2013=14 201314 201445 2015-16 BEGINNING FUND BALANCE (JULY 1) ($522,576) ($604,344) ($604,344) ($720,aim ($720,910) EXPENDITU Contribution from Member Agencies $729 Interest $184 $400 1 $400 TOTAL REVENUES $913 $400 ii Services & Supplies $13,768 $3$00 $3,300 Contracted Services $68,913 $63,666 $63,666 Contingency $50,000 $50,000 ENDING FUND BALANCE (JUKE 30) ($604,344) ($720,910) ($720,910) ($720,910) ($720,910) Note: ACAP financials are presented on a calendar year basis. Budgets for 2015 and 2016 are not available. H-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Fiduciary Funds California Employers' Retiree Benefit Trust (CERBT) The State of California Public Employees Retirement System (CaIPERS) developed the CERBT to allow public agencies to invest money in a trust mechanism to fund Other Post -Employment Benefits (OPEB), otherwise known as retiree health care. The City of Dublin Retiree Health Plan is a single -employer defined benefit health care plan administered by CaIPERS. The plan provides medical insurance benefits to eligible retiree and their eligible dependents in accordance with the State Public Employee Retirement Law. During the FY 2006-07, the City made arrangements with CaIPERS for the initial establishment of the trust, and transferred $5.5 million into the trust. The City has established a policy to make annual contribution for the purpose of funding the Annual Required Contribution (ARC) when there are no budget constraints. The ARC amount is determined by an Actuarial Study which is required to be updated biennially. The most recent Actuarial Study was for FY 2012-13. The ARC rate was determined at 14.6% of salaries for FY 2014-15. It is important to note that the CERBT funds are not controlled by the City, as they are assets held by and distributed by CaIPERS. This page is included in the budget document for informational purposes only. At the end of FY 2012-13, the City had a balance of $10,061,127 in the CERBT. The projected ending balances for the FYs 2013-14, 2014-15, and 201 5-1 6 are shown below with ARC at 14.6% of salaries. Figure 96 � CERBT SUMMARY Actual Adopted Amended Estimated Estimated 2012-13 2013-14 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE (DULY 1) $81327,602 $10,061,127 $10,061,127 $11,805,178 $13,4801029 ENDING FUND BALANCE (DUNE 30) $10,061,127 $11,805,178 $11,805,178 $13,480,029 $15,189,761 Fiduciary Funds �s° City of Dublin Fiscal Years 2014-15 and 2015-16 H-7 This page intentionally left blank. City of Dublin STRATEGIC PLAN City of Dublin 10-Ye01 Strategic Plan March 2013 Update Mission The City of Dublin promotes and supports a high quality of life which ensures a safe and secure environment that fosters new opportunities. Vision Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. Values Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family -based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian -friendly development, transit -oriented development, green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. Strategic Plan �? City of Dublin Fiscal Years 2014-15 and 2015-16 I-1 City of Dublin 10-Year Strategic Plan continued... Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues. • Provide a high level of customer service and responsiveness from City staff to citizens. • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities • Encourage collaboration and communication with other communities on issues of mutual concern. • Encourage public and private partnerships of mutual benefit. Strategies 1, Pursue economic development initiatives that attract new businesses while strengthening and supporting existing businesses. a. Develop programs that create and retain jobs, as well as increase sales tax revenue. b. Create programs that support small businesses in Dublin. c. Focus business development efforts on Priority Development Areas and adjacent properties d. Retain, attract and support innovative companies. 2. Continue to strengthen the identity and aesthetic appeal of the downtown. a. Facilitate and encourage continued investment in Downtown Dublin. b. Continue to work with private property owners to renovate or update retail areas. 3. Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. a. Establish Open Space Area in western hills, b. Create Open Space connections and trails where appropriate. c. Implement open space policies of the Eastern Dublin GPA/Specific Plan. d. Explore and implement strategies that enhance environmental sustainability. 4. Develop dynamic and unique community recreational and cultural opportunities in the region. a, Expand and enhance Dublin Heritage Park and Museums. b. Develop astate-of-the-art recreation programs and facilities, c. Identify opportunities for development of a unique passive park/recreation facility. 5. Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. a. Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. I-2 City of Dublin Fiscal Years 2014-15 and 2015-16 os� Strategic Plan Strategies STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening existing businesses. EAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 14 722013�2014 Create a comprehensive marketing and branding plan for the City. Underway Focus the City's Business Visitation Program on high -growth companies. Ongoing 3. 2013-2014 Advance the City's participation efforts (i-GATE, Tri-Valley CVB, Innovation Tri-Valley, East Bay EDA, etc.). Ongoing 4. 2013-2014 Position development sites (Downtown and Eastern Dublin Transit Center) to meet current and future market demand and provide necessary marketing support. Underway 5. 2013-2014 Partner with Alameda County Surplus Authority on the Eastern Dublin Transit Center. Underway 6. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development. Underway 7. 2013-2014 Expedite development process Downtown and optimize conditions for entertainment uses. Underway 8. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic development. Ongoing 9. 2013-2014 Explore the creation of an economic development corporation. Complete 10. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete 11. 2012-2013 Develop business meetings/summits with property owners around key areas of interest. Complete 12. 2011-2012 Develop an Economic Development Strategy. Complete 13. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 14. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 15. 2011-2012 Explore a Shop Local Holiday Campaign. Complete 16. 2011-2012 Update the Facade Improvement Program. Complete 17. 2010-2011 Execute Business Visitation Program. Complete 18. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # 1. 2013-2014 Focus the City's Business Visitation Program on high -growth companies. Ongoing 2. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Underway 3. 2013-2014 Develop and implement on-line building permit application for routine "over-the-counter" permits. Underway 4. 2013-2014 Engage local businesses in updating Business Watch program. Underway 5. 2013-2014 Monitor on-line Business License Renewal Program to ensure high-level customer satisfaction. Ongoing 6. 2013-2014 Develop on-line building inspection scheduling. Underway 7. 2012-2013 Amend Zoning Ordinance to streamline entitlements for Commercial Day Care facilities. Complete 8. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete Strategic Plan � City of Dublin Fiscal Years 2014-15 and 2015-16 I-3 Strategies: Strategy #9 continued... STRATEGIC►,programs► FISCAL YEAR , PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # 9. 2012-2013 Develop business meetings/summits with property owners around key areas of interest. Complete 10. 2012-2013 Develop on-line access to plan check comments for active building permit applications. Complete 11. 2011-2012 Develop an Economic Development Strategy, Complete 12. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete 13. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 14. 2011-2012 Explore a Shop Local Holiday Campaign. Complete 15. 2011 -201 2 Update the Facade Improvement Program. Complete 16. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services. Complete 17. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 18. 2010-2011 Develop a Business Anniversary Awards Program, Complete 19. 2010=2011 Work with DSRSD to develop sewer incentive program. Complete 20. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Position development sites (Downtown and Eastern Dublin Transit Center) to meet current and future market demand and provide necessary marketing support. Underway 2, 2013-2014 Partner with the Alameda County Surplus Property Authority on the Eastern Dublin Transit Center, Underway 3. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Ongoing 4. 2013-2014 Expedite development process Downtown and optimize conditions for entertainment uses. Underway 5. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic development. Ongoing # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL Create a comprehensive marketing and branding plan for the City. 2. 2013-2014 Focus the City's Business Visitation Program on high -growth companies. #STATUS1.2013-2014 3. 2013-2014 Advance the City's participation in regional efforts (i-GATE, Tri-Valley CVB, Innovation Tri-Valley, East Bay EDA, etc.). I-4 City of Dublin Fiscal Years 2014-15 and 2015-16 �,� Strategic Plan STRATEGY #2: Continue to strengthen the identity and aesthetic appeal of the downtown. FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # 1. 2014 2015 Identify aesthetic improvements consistent with comprehensive marketing and branding plan for the City. Underway 2. 2013-2014 Implement Design Awards Program to recognize new and remodeled projects of special quality. Underway 3, 2013-2014 Position development sites to meet current and future market demand and provide necessary marketing support. Underway 4. 201311,2014 Monitor new temporary sign regulations to ensure consistency and allowing for more attractive place to do business. Underway 5. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Ongoing 6. 2013-2014 Expedite development progress Downtown and optimize conditions for entertainment uses. Underway 7. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic development. Ongoing 8. 2013-2014 Explore the creation of an economic development corporation. Complete 9. 2013-2014 Identify additional parkland to serve residential development planned for downtown Dublin. Complete 10. 2013-2014 Explore funding options to facilitate implementation of Bikeways and Pedestrian Master Plan. Underway 11. 2013-2014 Update the Downtown Traffic Improvement Fee Program following adoption of the Bikeways and Pedestrian Master Plan. Underway 12. 2013-2014 Complete design and bid of the construction of pedestrian safety improvements on Amador Valley Boulevard in Downtown area. Complete 13. 2012-2013 Ensure completion of Golden Gate Drive Downtown Pedestrian Connection Project. Complete 14. 2011-2012 Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Street. Complete 15, 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete 16. 2012-2013 Develop business meetings/summits with property owners around key areas of interest. Complete 17. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special quality. Complete 18. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 19. 2011-2012 Update the Facade Improvement Program. Complete 20. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Complete 21. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 22, 2010-2011 Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete 23. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area, Complete 24, 2009-2010 Develop Economic Incentive Program. Complete 25. 2008-2009 Facilitate the selection of public art for three (3) Private Development projects. Complete 26. 2008-2009 Prepare Community Design Element for General Plan. Complete 27. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 28. 2006-2007 Develop Historic District Master Plan for Dublin Blvd./Donlon property and implement Specific Plan, if required. Complete 29. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. Complete 30, 2005-2006 Complete Senior Housing Project. Complete Strategic Plan � City of Dublin Fiscal Years 2014-15 and 2015-16 I-5 Strategies: Strategy Q continued... STRATEGIC # GOAL FISCAL YEAR #2A: Facilitate and encourage continued investment in Downtown Dublin ... continued PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 31. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility, Complete 32. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 33. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 34. 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. Complete 35. 2005-2006 Develop and implement program to keep trucks out of shopping centers and overnight parking. Complete # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Ongoing 2. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic development. Ongoing 3. 2013-2014 Explore the creation of an economic development corporation. Complete 4. 2013-2014 Identify opportunities for public art in downtown Dublin Ongoing 5. 2011 -201 2 Institute Design Awards Program to recognize new and remodeled projects of special quality. Complete 6, 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 7. 2011-2012 Update the Fa4ade Improvement Program, Complete 8. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Complete 9. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 10. 2010-2011 Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete 11. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area, Complete 12. 2009-2010 Develop Economic Incentive Program. Complete 13. 2009-2010 Examine parking requirements to streamline development review and encourage businesses to locate within the City of Dublin. Complete 14. 2008-2009 Prepare Community Design Element for General Plan. Complete 15. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 16. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. Complete 17. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities, Complete 18. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 19. 2004-2005 Investigate options for Shamrock Village. Complete 20. 2004-2005 Work with Shamrock Village to facilitate improvement to the Center. Complete I-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Strategic Plan STRATEGY #3: Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # FISCAL YEAR 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening of the Dublin Hills Regional Park. Complete 2. 2004-2005 Work with East Bay Regional Parks District to complete negotiations for land acquisition or obtain conservation easement to provide public access in the eastern hills for an Open Space Area. Complete 3. 2004-2005 Identify and secure sources of funding for land acquisition in the western hills for an Open Space Area. Underway 4, 2004-2005 Upon completion of land acquisition in the western hills, prepare an Open Space Master Plan and appropriate CEQA documents. No Progress FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # 1. 2013-2014 Complete the Bikeways and Pedestrian Master Plan. Underway 2. 2013-2014 Begin discussions with EBRPD about the Master Plan and the feasibility of joint improvements for the future Moller Ranch Neighborhood Park and Staging Area. Ongoing 3. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Complete 4. 2011-2012 Oversee construction of the Alamo Canal Trail Under 1-580. Complete 5. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 6. 2006-2007 Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify funding sources to facilitate the connection of Alamo Canal Trail under 1-580 to Pleasanton trails. Complete 7. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Amendments. Complete 8. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. Complete 9. 2005-2006 Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. Complete STATUS # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL 1. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Complete 2. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. Complete 3. 2005-2006 Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. Complete 4. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Amendments, Complete Strategic Plan � City of Dublin Fiscal Years 2014-15 and 2015-16 I-7 Strategies: Strategy #3 continued... STRATEGICOA # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Implement an environmental recognition program for targeted program practices for Dublin businesses. Underway 2. 2013-2014 Implement Tobacco Retailer License System. Complete 3, 2013-2014 Implement application process for Conditional Use Permits for businesses selling tobacco products within 1,000 feet of schools, residential neighborhoods, and libraries. Complete 4. 2013-2014 Continue to encourage agricultural open space and inclusion of viticulture themes in development projects. Ongoing 5. 2013-2014 Continue efforts to support vintners in Dublin and the Livermore Valley Winegrowers Associate. Ongoing 6. 2013-2014 Complete design and bid the construction of pedestrian safety improvements on Amador Valley Boulevard in Downtown area. Complete 7. 2013-2014 Explore clean water program grant funding for storm water treatment features in the Dougherty Road Improvement project. Underway 8. 2013-2014 Explore funding options for pedestrian bicycle improvements on Amador Plaza Road between Amador Valley Boulevard and St. Patrick's Way, Underway 9. 2013-2014 Explore funding options for Village Parkway downtown corridor improvements. Underway 10. 2013-2014 Explore funding options for project environmental studies and engineering design for a downtown Dublin Boulevard bikeway corridor. Underway 11. 2012-2013 Work with Dublin San Ramon Services District (DSRSD) on expansion of the recycled water irrigation system to Kolb, Stagecoach and Alamo Creek Parks, Complete 12. 2012-2013 Work with DSRSD on expansion of the recycled water irrigation system to Kolb, Stagecoach and Alamo Creek Parks. Complete 13. 2012-2013 Develop an environmental recognition program for targeted program practices for Dublin businesses. Underway 14. 2012-2013 Complete Central Irrigation Control Upgrades. Complete 15. 2012-2013 Develop and implement composting programs at all Dublin Unified School District Middle Schools, Complete 16, 2012-2013 Coordinate Energy Audit Outcomes, Complete 17. 2012-2013 Partner with California Youth Energy Services to provide energy savings to residents. Complete 18. 2012-2013 Construct bypass storm drain on San Ramon Road between Shannon Avenue and Silvergate Drive. Underway 19. 2011-2012 Create new Energy Conservation and Generation Element of Dublin General Plan. Underway 20, 2012-2013 Explore changes to City policy documents to implement One Bay Area's Sustainable Communities Strategy. Complete 21. 2012-2013 Expand the Dublin Unified School District Recycling Contest to the middle schools. Complete 22. 2012-2013 Explore a collaborative effort with DSRSD to educate the commercial community about water conservation. Complete 23. 2012-2013 Update the Climate Action Plan (CAP). Complete 24, 2012-2013 Coordinate implementation of the city's Trash Reduction Plan. Complete 25. 2012-2013 Establish storm drain capture project to assist with trash reduction. Complete 26. 2011-2012 Create new Water Conservation and Management Element of Dublin General Plan, Complete I-8 City of Dublin Fiscal Years 2014-15 and 2015-16 o�� Strategic Plan Strategies: Strategy #3 continued... 01 •. ►- , , •, # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 27 22012-2013 Develop an ordinance that requires existing and future commercial locations, which have adequate enclosure space, to provide recycling and composting services. Complete 28. 2012-2013 Develop and implement an organics collection program at all City facilities. Complete 29. 2012-2013 Develop and implement a green fleet administrative policy. Complete 30. 2012-2013 Develop and implement a contract amendment with Amador Valley Industries (AVI) that lowers the cost of garbage collection services to ensure economic sustainability of the Dublin Unified School District (DUSD) recycling and composting programs. Complete 31. 2012-2013 Develop and implement composting programs at DUSD elementary schools. Complete 32. 2012-2013 Explore opportunities to provide a collection point for discarded pharmaceuticals. Complete 33. 2012-2013 Work with StopWaste to educate the community on the countywide bag ban. Complete 34. 2012-2013 Work with PG&E to promote energy savings programs. Complete 35. 2012-2013 Develop a community e-waste recycling opportunity outreach program. Complete 36, 2011-2012 Develop a tobacco retailer license system. Complete 37. 2011-2012 Develop zoning restrictions that would require a Conditional Use Permit for businesses to sell tobacco products within 1,000 feet of schools, residential neighborhoods, libraries, etc. Complete 38. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Dublin Boulevard. Complete 39. 2010-2011 Explore the feasibility of a mandatory requirement for the installation of sustainable features, like solar power building infrastructure for future installation, for new residential and non-residential development projects and look at possible incentives. Complete 40. 2011-2012 Partner with schools to do outreach related to waste management with the students and teachers. Complete 41. 2011-2012 Explore greater a -waste recycling/disposal opportunities within the City of Dublin. Complete 42. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services. Complete 43. 2010-2011 Conduct six (6) watershed awareness educational events. Complete 44. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 45. 2010-2011 Explore the feasibility of a green fleet plan for the City. Complete 46. 2010-2011 Implement recommended solutions for paperless City Council Meetings. Complete 47. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 48. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete 49. 2010-2011 Explore and present findings related to creation of food waste programs at City facilities. Complete 50. 2010-2011 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks, soda, etc.) at city hosted events. Complete 51. 2010-2011 Implement a food -scrap, cash -incentive program for single family residential customers. Complete 52. 2010-2011 Create a CAP. Complete Strategic Plan �� City of Dublin Fiscal Years 2014-15 and 2015-16 I-9 STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC # O,Expand Fiscal Year PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Complete the Conservation Assessment Program and prepare implementation plan from recommendations in the study. Underway 2. 2013 2014 Conduct feasibility study on expanding capacity at the Dublin Pioneer Cemetery. Underway 3. 2013-2014 Conduct museum study for the Heritage Park Museums and the Camp Parks Collection and determine collection policies, operational enhancements and opportunities for temporary, virtual and permanent exhibits. Underway 4. 2012-2013 Relocate Visitor/Welcome Center to St, Raymond Church to enhance visitor experience and interpretive opportunities. Complete 5. 2012-2013 Update Parks and Community Services Strategic Plan. Underway 6. 2012-2013 Develop and implement Parks and Community Services marketing and promotions plan. Complete 7. 2011-2012 Pursue a Museum Assessment Program Phase II Application process. Complete 8. 2011-2012 Conduct monthly Saturday events at the Dublin Heritage Parks and Museums. Complete 9. 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote rentals of the facility. Complete 10. 2011-2012 Establish an Art/Ceramic Studio in the Old Kolb House. Complete 11. 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the Collection (pending approval by the US Army Center of Military History), Complete 12, 2010-2011 Upon relocation of the Kolb properties to the Dublin Historic Park, complete furnishing of buildings and catalogue/accessioning of the collections of the Kolb family. Complete 13. 2010-2011 Conduct a park/facility dedication event for the Dublin Historic Park, Phase I. Complete 14. 2010-2011 Produce one exhibit and corresponding catalog each year that will focus on a significant Dublin family or theme. Complete 15. 2009-2010 Implement a self -study and peer review for the Phase II Museum Assessment Program (MAP) — Public Dimension Assessment for the Dublin Heritage Center. Complete 16. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of design and construction documents for Phase I of the Dublin Historic Park, Complete 17. 2007-2008 Establish a Visitor Center at St. Raymond's Church. Complete 18. 2007-2008 Assess the condition of the Kolb Family properties (house, barn, and workshop) and develop a plan for relocation of the properties as appropriate. Complete 19, 2006-2007 Develop Historic District Master Plan for Dublin Blvd./Donlon property and implement Specific Plan, if required. Complete 20. 2006-2007 Prepare an update to the Parks and Recreation Master Plan. Complete 21. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Dublin Historic Park including DHPA land/cemetery feasibility study. Complete 22. 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the National Register of Historic Places, Complete 23. 2006-2007 Submit application for California Cultural Historic Endowment grant for Dublin Historic Park project. Complete 24, 2005-2006 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that will optimally highlight Dublin's history. Complete I-10 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Strategic Plan Strategies: Strategy N continued..._ STRATEGIC GOAL #413: Develop statemofmthemart recreation programs and facilities. PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS # Fiscal Year 1. 2015-2016 Complete construction of Phase I and installation of Public Art for Emerald Glen Recreation and Aquatic Proposed Complex. 2. 2014-2015 Begin construction of Phase I and fabrication of Public Art for Emerald Glen Recreation and Aquatic Complex. Proposed 3. 2013-2014 Complete construction document for Phase I and bid the project for Emerald Glen Recreation and Aquatic Underway Complex. 4. 2013-2014 Identify opportunities for Public Art at the facility and begin artist selection for Emerald Glen Recreation and Complete Aquatic Complex. 5. 2012-2013 Update the Emerald Glen Recreation and Aquatic Complex building and phasing plan and restart design of Complete the facility. 6. 2012-2013 Update Public Facility Impact Fee. Underway 7. 2008-2009 Undertake development of design and construction documents for Emerald Glen Recreation and Aquatic Underway Complex. 8. 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan for the Emerald Glen Complete Recreation and Aquatic Complex. PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS1 # 7Fiscalr Determine if there are park sites in the Eastern Dublin Specific Plan that may be suitable for a more passive park. Underway 2. 2012-2013 Identify additional parkland to serve residential development planned for downtown Dublin. Complete 3. 2013=2014 Complete Passatempo Neighborhood Park. Complete 4. 2013-2014 Complete Schaefer Ranch Park. Complete 5. 2012-2013 Identify additional parkland to serve residential development planned for downtown Dublin. Complete 6. 2012-2013 Update Public Facility Impact Fee. Underway 7. 2012-2013 Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and soccer field. Complete 8. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments, Complete 9. 2012-2013 Complete Positano Hills Neighborhood Park. Complete 10, 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 11. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique passive park/ recreation facility. Complete 12. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. Complete 13. 2005-2006 Conduct research on various unique passive park/recreation facilities and identify preferred components and site requirements. Complete Strategic Plan �� City of Dublin Fiscal Years 2014-15 and 2015-16 I-11 STRATEGY #5: Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. STRATEGIC # GOAL Fiscal Year programs ,• variety of audiences, PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Create a comprehensive marketing and branding plan for the City. Underway 2. 2013-2014 Conduct community outreach to update the Parks and Community Services Strategic Plan. Underway 3. 2013-2014 Explore alternative to connect residents with City Hall and educate the community on available City services. Underway 4. 2013-2014 Develop "Welcome Packet" for residents of new neighborhoods, augmented by information on City website. Underway 5. 2013-2014 Explore feasibility of establishing a Human Services Commission focusing on Tri-Valley social service issues. Complete 6. 2013-2014 Collaborate with Alameda County 2-1-1 to promote available services in the community. Underway 7. 2013-2014 Develop and distribute info guide on "Celebrating with Fireworks." Complete 8. 2013-2014 Develop and distribute informational guide on participating in "P.A.C." (Pulsepoint, AED's, CPR) to help save lives. Complete 9. 2013-2014 Develop Neighborhood Resources newsletter for community outreach on a bi-annual basis. Complete 10. 2013-2014 Create a Neighborhood Resources newsletter for community outreach on a bi-annual basis. Complete 11. 2013-2014 Engage local businesses in updating Business Watch program. Underway 12. 2013-2014 Implement redesigned Neighborhood Watch Program and "National Night Out" event. Complete 13, 2013=2014 Investigate collaborative opportunities with local mental health providers to promote mental illness support services within the community. Ongoing 14. 2013-2014 Develop and actively seek opportunities to provide community presentations on frequently requested and emerging safety topics. Ongoing 15. 2012-2013 Develop Marketing and Promotions Plan for the programs, classes and events offered by the Parks and Community Services Department, Underway 16. 2012-2013 Continue to evaluate Social Media uses and options for general City use. Underway 17. 2012-2013 Develop and Implement Parks and Community Services marketing and promotions plan. Underway 18. 2012-2013 Expand options available as part of the Camp Connector program. Underway 19, 2012-2013 Expand Saturday programs to include use of existing preschool classrooms at Shannon Community Center and Emerald Glen Park, Underway 20. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete 21, 2012-2013 Develop business meetings/summits with property owners around key areas of interest. Complete 22. 2012-2013 Identify new opportunities for Neighborhood Outreach and education programs. Complete 23. 2012-2013 Expand Crime Prevention Education and Outreach materials on City website. Complete 24. 2012-2013 Establish Residential Fire Sprinkler Community Awareness Program. Complete 25, 2011-2012 Update Dublin General Plan to include new information, graphics and photos. Complete 26. 2012-2013 Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Activities. Complete 27. 2011-2012 Develop and distribute an Annual Report on City Accomplishments. Complete 28. 2011-2012 Develop a Faith and Culture Based Network that will assist Dublin Police Services in bridging the gaps between the Police and various faiths and cultures. Complete 29. 2011-2012 Implement five Volunteer Projects, Complete 30. 2011-2012 Partner with schools to do outreach related to waste management with students and teachers. Complete I-12 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Strategic Plan Strategies: Strategy #5 continued... STRATEGIC,, , programs to a wide variety of audiences ... continued STATUS # Fiscal Year PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL 31. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete 32. 2011-2012 Develop Social Media Policies. Complete 33. 2010-2011 Implement City Communication Plan. Complete 34. 2010-2011 Develop and distribute quarterly e-newsletter by market segment to coincide with publication of Activity Guide. Complete 35. 2010-2011 Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crime prevention/ safety tips and upcoming Police Services events. Complete 36. 2010-2011 Update the City's website and include an element of community involvement in the process. Complete 37. 2010-2011 Explore options for a listsery system to inform the community of City meetings, news, and events. Complete 38. 2009-2010 Produce a Citywide Newsletter. Complete 39. 2009-2010 Explore the feasibility of acquiring or producing a crime prevention video for distribution to targeted audiences within the community and determine the best means of delivery. Primary focus would be on minimizing risk of being a victim of property crimes, Complete Strategic Plan �'� City of Dublin Fiscal Years 2014-15 and 2015-16 I-13 This page intentionally left blank. City of Dublin Introduction The City of Dublin adopts a biennial budget which incorporates the estimated revenue and expenditures for the City in each of the two fiscal years. The fiscal year begins July V and ends on June 301h The schedules included in the Appendix are intended to provide additional summary and comparison information related to both revenues and expenditures. The Appendix also includes a glossary of terms, and detailed demographic information about the City of Dublin. A copy of the resolution adopted by the City Council is included in this section for informational purposes. Questions about the presentation of the information can be directed to Administrative Services Department at (925) 833-6640, or via e-mail at admin.services@dublin.ca.gov. The following are the sections included in the Appendix: #1 —Historical Comparison of Revenues by Source (excluding transfers) #2 — Position Allocation Plan #3 — FY 2014-15 Appropriations Limit #4 — Fund Balance Reserves Policy 6 — Glossary/Index #6 — Demographics #7 — Budget Resolution Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 J-1 Historical -Comparison of Revenue by Source Figure 97 HISTORICAL COMPARISON OF REVENUE BY SOURCE Actual Adopted Amended Adopted Forecast 201213 201314 201344 2014=15 201516 Property Taxes Current Secured $17,940,100 $18,506,450 $19,522,454 $19,738,751 $20,232,220 Current Unsecured $1,135,445 $1,164,000 $1,164,000 $1,193,100 $1,222,928 In Lieu Property Tax $3,584,445 $3,667,000 $3,667,000 $41030,439 $4,131,200 Supplemental $344,318 $444,700 $444,700 $455,818 $467,213 Prior Secured $609,272 $280,000 $280,000 $387,000 $394,175 Prior Unsecured ($81,284) $5,000 $5,000 $5,125 $5,253 Property Tax Penalties $57,806 $851900 $85,900 $88,048 $90,249 Sub -Total $231590,102 $24,153,050 $25,169,054 $25,898,281 $26,543,238 Sales Tax Sales and Use Tax $11,392,472 $12,203,550 $1213640098 $12,863,200 $12,990,030 In Lieu Sales Tax $3,966,868 $4,067,850 $417050850 $4,823,496 $419441083 Sub -Total $1535%340 $16,271,400 $17,069,948 $17,686,696 $171934,113 Other Taxes Property Transfer Tax $873,022 $491,100 $491,100 $475,000 $475,000 Transient Occupancy Tax (Hotel) $1,003,146 $898,100 $8980100 $950,000 $950,000 Sub -Total $1,876,167 $1,389,200 $1,389,200 $1,425,000 $1,425,000 Franchise Taxes Electric $451,392 $463$00 $5901337 $538,500 $538,500 Gas $93,985 $1051300 $105,300 $105,300 $105,300 Garbage $1,883,489 $1,700,000 $11700,000 $2,000,000 $1,925,750 Cable $749,223 $675,000 $6751000 $7451000 $750,000 Sub -Total $3,178,090 $2,943,800 $3,070,637 $3,388,800 $3,319,550 Licenses Business Licenses $139,300 $138,000 $138,000 $1381000 $138,000 Taxi Company $5,741 $4,970 $4,970 $4,970 $4,970 Taxi Driver $101927 $8,080 $8,080 $8,080 $8,080 Tobacco Retailing License $7,800 $7,800 $7,800 Massage $3,824 $1,740 $1,740 $1,740 $1,740 Massage -Employee $750 $1,600 $1,600 $11600 $1,600 Peddler $1,912 $1,130 $1,130 $1,797 $1,797 Animal $7,201 $6,000 $6,000 $7,000 $7,000 Sub -Total $177,454 $161,520 $161,529 $170,987 $170,987 J-2 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Appendix Historical_ Comparison _of Revenueby Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 GENERAL FUND i00 Permits Fire Permits - Self Inspected $7,051 $12,860 $12,860 $12,996 $12,996 Fire Permits -Annual $58,895 $45,000 $65,000 $83,200 $83,700 Planning Permits $57,958 $52,740 $52,740 $52,740 $52,740 Building Permits $4,627,631 $2,255,020 $3,781,700 $3,171,473 $1,733,925 Construction and Demo Permits $126,956 $56,290 $79,486 $124,654 $47,666 City Calgreen Building Permit Surcharge $126,972 $1461420 $262,584 $2078638 $96,358 Encroachment/Transportation $57,209 $48,910 $122,573 $57,000 $57,000 Grading $6,761 $3,320 $3,320 $2,652 $2,652 Newspaper Racks Permit $1,440 $3,240 $3,240 $1,440 Miscellaneous Permits $7,181 $5,450 $5,450 $5,692 $5,832 Sub -Total $5,078,054 $2,629,250 $4,388,953 $3,718,045 $2,094,309 Fines & Penalties Other Court Fines $61,099 $63,580 $63,580 $63,580 $63,580 Parking Citations $68,464 $72,430 $72,430 $72,430 $72,430 Business License Penalties $3,053 $2,250 $2,250 $2,250 $2,250 Sub -Total $132,616 $138,260 $138,260 $138,260 $138,260 Revenue from Use of Money & Property Interest ($524,527) $652,970 $3521970 $368,581 $429,890 Field & Court Rentals $202,406 $193,550 $193,550 $193,550 $193,550 Facility Rentals $283,397 $307,950 $307,950 $290,170 $290,170 Picnic Area Rentals $17,621 $15,740 $15,740 $15,740 $15,740 Leased Property $62,013 $64,030 $64,030 $516,576 $527,129 Sub -Total $40,910 $1,234,240 $934,240 $1,384,617 $1,456,479 Intergovernmental - State Mandated Costs Reimbursement $24,835 $10,000 $151000 Property Tax Relief (HOPTR) $184,069 $183,620 $183,620 $183,620 $183,620 Sub -Total $208,904 $183,620 $183,620 $193,620 $198,620 Charge for Services General & Administrative Sale of Documents $10,182 $3,700 $3,700 $3,700 $3,700 Building Use Insurance $19,640 $16,000 $16,000 $16,000 $160000 General &Administrative $29,8221 $19,7001 $19,7001 $19,7001 $19,700 Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 1-3 Historical_Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 201213 2013=14 201314 2014=15 2015=16 GENERALi00, Police Services Police Reports $2,653 $1,380 $1,380 $21380 $2,380 Background Letter $1,570 $11070 $1,070 $11300 $1,300 ABC Letter $616 $420 $420 $620 $620 LiveScan $4,160 $3,000 $31000 $31000 $3,000 Fingerprints $3,694 $2,630 $2,630 $3,800 $3,800 Vehicle Release $311597 $41,780 $41,780 $41,780 $41,780 Fix It Tickets $395 $310 $310 $310 $310 Repo Releases $780 $600 $600 $600 $600 DUI Response Costs Recovery $917 $2,110 $2,110 $2,110 $2,110 Miscellaneous Police Services $803 $820 $820 $820 $820 Police Services $47,185 $54,120 $54,120 $56,720 $56,720 Fire Services Fire Alarm $28,796 $8,050 $38,000 $251000 $16,000 Sprinkler/Underground $3570523 $105,000 $200,000 $187,000 $97,000 Fixed System $1,796 $660 $660 $1,010 $1,010 Fire Plan Check $41,120 $321850 $501000 $351500 $23,785 Miscellaneous Fire Services $5,139 $3,100 $3,100 $7,580 $7,580 Santa Rita Services $881,827 $820,000 $5251000 $570,000 $5701000 Fire Services $1,316,201 $969,660 $816,760 $826,090 $715,375 Environmental Services Waste Management Admin Fee $704,119 $670,000 $6701000 $7151000 $730,000 Local Share Permit Surcharge - Green Bldg $1,689 $790 $790 $1,143 $525 Environmental Services $705,808 $670,790 $670,790 $716,143 $730,525 Parks & Community Services Cultural Arts Activities $155,606 $1330250 $133,250 Heritage Center Programs $9,742 $12,090 $12,090 $10,740 $101740 Cemetery $1,150 $3,180 $3,180 $1,150 $1,150 Community Events & Festivals $164,077 $142,050 $1421050 $133,140 $133,140 Family Programs $515,678 $391,290 $391,290 $515,767 $515,767 Recreational Activities $2521317 $285,790 $285,790 $385,607 $385,607 Preschool Programs $447,971 $479,260 $479,260 $446,700 $466,850 Senior Programs $821243 $81,150 $81,150 $811150 $81,150 Sports Programs $616,798 $452,430 $452,430 $529,197 $529,197 Aquatic Programs $197,924 $176,170 $1761170 $176,170 $176,170 Parks & Community Services $2,443,507 $2,156,660 $2,156,660 $2,279,621 $2,299,771 Sub -Total $4,542,522 $3,870,930 $3,718,030 $3,8981274 $3,822,091 �-4 City of Dublin Fiscal Years 2014-15 and 2015-16 � Appendix Historical Comparison of Revenue by Source continued._ Actual Adopted 201213 2013=14 Amended Adopted 2013=14 201415 Forecast 2015-16 GENERAL0ii , Development Services Zoning $2,297,113 $976,130 $1,7491130 $952,474 $952,474 Plan Checking $2,210,601 $2,233,880 $2,233,880 $2,250,373 $2,256,446 Local Share Permit Surcharge - Zone 7 $23,437 $9,240 $9,240 $9,900 $4,075 Local Share Permit Surcharge -SMIP $2,097 $1,520 $1,520 $2,799 $649 Business License City Admin CASp fee $377 $1,930 $1,930 $1,932 $1,932 Sub -Total $41533,625 $3,222,700 $3,995,700 $3,217,478 $3,215,576 General Revenue Sale of Property $166,666 Donations and Sponsorships $74,525 $78,250 $89,750 $100,250 $100,250 Miscellaneous Revenue $116,398 $93,080 $93,080 $101,791 $102,001 Reimbursement, General $3,877,952 $105,930 $105,930 $133,461 $133,671 Reimbursement, Damage $22,439 $19,370 $19,370 $22,502 $22$02 Community Benefit Payments $4,154,160 $1,461,210 $1,846,210 $2,426,174 $1,127,315 Sub -Total $8,412,140 $1,757,840 $2,154,340 $2,784,179 $1,485,740 TOTAL $67,1290924 i $621373j502 $63F9O4f237 $61,803j963 Interest Interest $810 $1,280 $1,280 $211 $263 Sub -Total $810 $1,280 $1,280 $211 $263 General Revenue Miscellaneous Revenue $9,822 Sub -Total $9,822 TOTAL i :i :i $211 $263 Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 J-5 Historical Comparison of Revenue -by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014.15 2015=16 Interest Interest $1,938 $3,060 $3,060 $11481 $21101 Sub -Total $1,938 $3,060 $3,060 $1,481 $2,101 Intergovernmental - County County Grants $261705 $30,460 $300460 $301460 $30,460 Sub -Total $26,705 $30,4601 $30,4601 $30,460 $30,460 TOTAL $28,643 $33,520 9, Interest Interest $435 Sub -Total $435 Intergovernmental - State Other State Grants $103,315 $100,000 1 $1001000 1 $1001000 $100,000 Sub -Total $103,3151 $100,0001 $100,000 $100,000 $100,000 Fines & Penalties Vehicle Fines $1931411 $148,280 $148,280 $1481280 $1480280 Sub -Total $193,411 $148,280 $148,280 $148,280 $148,280 Interest Interest $595 $788 $815 Sub -Total $595 $788 $815 Intergovernmental - State Other State Grants $321350 Sub -Total $32,350 General Revenue Reimbursement, General $11,825 Sub -Total $11,825 1-6 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Appendix Historical Comparison of_Revenu_e_by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 FEDERALi Interest Interest $1,540 $1,360 $1,360 $1,843 $2,506 Sub -Total $1,540 $1,360 $1,360 $1,843 $2,506 General Revenue Miscellaneous Revenue $416,601 Reimbursement, General $98 Sub -Total $416,699 TOTAL $418,239 60 60 :4 i6 Property Taxes Current Secured $150,696 $155,500 $155,500 $155,500 $155,500 Prior Secured $1,078 $2,500 $2,500 $2,500 $2,500 Property Tax Penalties $460 $1,000 $1,000 $1,000 $10000 Sub -Total $152,234 $159,000 $1591000 $159,000 $159,000 Interest Interest $374 $86 $165 Sub -Total $374 $86 $165 Intergovernmental - County County Grants $173,860 $177,630 $177,630 $177,630 $177,630 Sub -Total $173,860 $177,630 $177,630 $177,6301 $177,630 TOTAL 46 Interest Interest $504 $27 $41 Sub -Total $504 $27 $41 Intergovernmental - State Other State Grants $4,629 $1,230 $1,230 $1,230 Sub -Total $4,629 $1,2301 $1,230 $1,230 Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 J-7 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013-14 2014=15 2015=16 Interest Interest $18,089 $21,050 $21,050 $10,650 $11,199 Sub -Total $18,089 $21,050 $21,050 $10,650 $11,199 Intergovernmental - State Gas Tax Section 2105 $175,129 $228,070 $2281070 $234,542 $2301000 Gas Tax Section2106 $206,714 $155,990 $1551990 $187,328 $1801000 Gas Tax Section2107 $340,431 $339,560 $3391560 $288,189 $280,000 Gas Tax Section 2107.5 $6,000 $6,000 $6,000 $6,000 $6,000 Prop 42 (TCRF) Replacement $424,583 $691,020 $6911020 $5101361 $510,000 Sub -Total $11152,856 $1,420,640 $1,420,640 $1,226,420 $1,206,000 Intergovernmental - Federal Federal Grants $1,918,772 $524,427 $470,000 Sub -Total $1,918,772 $524,427 $470,000 Interest Interest $979 $1,325 Sub -Total $979 $1,325 Intergovernmental - State Other State Grants $163,100 $163,100 $207,400 Sub -Total $163,1001 $163,100 $207,400 TOTAL ii $163,100 0: �-8 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Appendix Historical Comparison_of Revenue by Source continued... Actual Adopted Amended 2012=13 201314 2013=14 Adopted Forecast 201415 201516 2204)ACTC SALES TAX LOCAL STREETS (# Sales Tax Sales and Use Tax $369,676 $366$70 $366,370 $363,525 $363,525 Sub -Total $369,676 $366,370 $366,370 $363,525 $363,525 Interest Interest $7,147 $7,270 $7,270 $13,238 $16,341 Sub -Total $7,147 $7,270 $7,270 $13,238 $16,341 General Revenue Reimbursement, General $2,000,000 $2,000,000 $6,267,000 Sub -Total $2,000,000 $2,000,000 $6,267,000 ,4 .4 Sales Tax Sales and Use Tax $131,752 $130,570 $130,570 $127,956 $127,956 Sub -Total $131,752 $130,570 $130,570 $127,956 $127,956 Interest Interest $837 $2,200 $2,200 $448 $1,275 Sub -Total $837 $2,200 $2,200 $448 $1,275 General Revenue Reimbursement, General $282,993 Sub -Total $282,993 TOTAL $415j582 i 404 Intergovernmental -State Other State Grants $621,513 Sub -Total $621,513 TOTAL $621r513 Appendix �� City of Dublin Fiscal Years 2014-15 and 2015-16 J-9 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 2015=16 TRAFFIC:O Interest Interest $2,695 Sub -Total $2,695 Intergovernmental — State Other State Grants $11000 Sub -Total $1,000 TOTAL $3,695 Intergovernmental — Federal Federal Grants $267,749 Sub -Total $267,749 TOTAL .• Interest Interest $2,795 $349 $744 Sub -Total $2,795 $349 $744 Intergovernmental — County ACTC —Vehicle Registration Fee $2881819 $217,160 $217,160 $217,160 $2171160 Sub -Total $288,819 $217,160 $217,160 $217,160 $217,160 General Revenue Reimbursement, General $723 Sub -Total $723 J-10 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Appendix Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 2013=14 2014=15 201546 Interest Interest $66 $900 $900 $876 $1,395 Sub -Total $66 $900 $900 $876 $1,395 Intergovernmental - State Other State Grants $32,624 $10,000 $10,000 $13,000 $13,000 Sub -Total $32,624 $100000 $101000 $13,000 $13,000 Intergovernmental - County County Grants $134,220 $140,000 $140,000 $134,000 $134,000 Sub -Total $134,220 $140,000 $140,000 $134,000 $134,000 Interest Interest $3,543 $635 $827 Sub -Total $3,543 $635 $827 Environmental Services Residential Garbage/Recycle $2,604,826 $2,573,210 $2,765,000 $3,063,531 $3,310,715 Residential Garbage/Recycle Prior Year $21,586 $50,000 $50,000 $20,000 $20,000 Garbage Penalties $9,468 $15,000 $15,000 $10,000 $101000 Sub -Total $2,635,880 $2,638,210 $2,830,000 $3,093,531 $3,340,715 i00 $3,094,166, Interest Interest $1,582 $850 $850 $85 Sub -Total $1,582 $850 $850 $85 Intergovernmental - County County Grants $188000 $13,480 $13,480 $10,000 $10,000 Sub -Total $18,000 $13,480 $13,480 $10,0001 $10,000 $10,085 $10,000 Appendix �� City of Dublin Fiscal Years 2014-15 and 2015-16 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 201213 2013=14 201314 201445 2015=16 U• , Interest Interest $1,672 $2,280 $21280 $51917 $71950 Sub -Total $1,672 $2,280 $2,280 $5,917 $7,950 Intergovernmental - State Other State Grants $1411947 $756,770 $7560770 $7691570 Sub -Total $141,947 $756,7701 $756,770 $769,570 TOTAL $143,619 i i $759,050 Interest Interest $2,991 $4,050 $4,050 $21185 $2,992 Sub -Total $2,991 $4,050 $4,050 $2,185 $2,992 TOTAL $2s991 $4,050 $4,050 Intergovernmental - County County Grants $155,000 $155,000 Sub -Total $155,000 $155,000 TOTAL 000 000 Property Taxes Current SecuredE $5091542 $513,910 $5131910 $542,715 $5521912 Prior Secured $3,071 $7,500 $7,500 $3,107 $3,107 Property Tax Penalties $1,534 $2,950 $2,950 $1,674 $1,674 Sub -Total $514,147 $524,360 $524,360 $547,496 $557,693 Interest Interest $51469 $7,830 $71830 $3,570 $5,724 Sub -Total $5,469 $7,830 $7,830 $3,570 $5,724 General Revenue Reimbursement, Damage $21500 $2,500 Sub -Total $2,500 $2,500 1-12 City of Dublin Fiscal Years 2014-15 and 2015-16 Q Appendix Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012-13 2013=14 2013=14 2014=15 2015=16 AP2702,2703yi4 Property Taxes Current Secured $464,296 $496,480 $496,480 $539,347 $561,653 Prior Secured $1,123 $3,010 $3,010 $1,252 $1,252 Property Tax Penalties $1,210 $1,110 $11110 $1,250 $1,250 Sub -Total $466,628 $500,600 $500,600 $541,849 $564,155 Interest Interest $3,435 $5,260 1 $5,260 $2,066 $2,983 Sub -Total $3,435 $5,260 $5,2601 $2,066 $2,983 Interest Interest $7,132 $3,290 $3,290 $7,789 $7,855 Sub -Total $7,132 $3,290 $3,290 $7,789 $7,855 General Revenue Developer Contribution $1,321,615 $500,835 Sub -Total $1,321,615 $500,835 TOTAL $1,328F747 90 Interest Interest $941 $2,830 $2,830 $1,765 $3,345 Sub -Total $941 $2,830 $2,830 $1,765 $3,345 General & Administrative Cable TV Support $138,621 $135,000 $135,000 $149,000 $150,000 Sub -Total $138,621 1 $135,0001 $135,000 $149,0001 $150,000 TOTAL $139FS62 i i Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 J-13 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 201314 2013=14 2014=15 201516 • •i Interest Interest $531319 $901750 $90,750 $46,737 $78,484 Sub -Total $53,319 $90,750 $901750 $46,737 $78,484 Loan Repayments Interest $15,071 Sub -Total $15,071 Development Services Housing Services $97,854 $47,600 $471600 $43,360 $43,360 Sub -Total $97,854 $47,600 $47,600 $43,360 $43,360 General Revenue Developer Contribution $2,404,809 $787,750 $2,500,000 $1,234,416 $2,420,000 SubmTotall $2,404,809 $787,750 $2,5001000 $1,234,416 $2,420,000 TOTAL $2r571,053 $926,100 ;,. Interest Interest $624 $900 $900 $500 $694 Sub -Total $624 $900 $900 mm $500 $694 General Revenue Developer Contribution $5,024 $3,310 $3,310 $2,319 $11185 Sub -Total $5,024 $3,310 $3,3101 $2,319 $1,185 TOTAL ,4; Intergovernmental -Federal Federal Grants $61,346 $51,780 $56,780 $74,002 $70,600 Sub -Total $61,346 $51,780 $56,780 $74,002 $70,600 1-14 City of Dublin Fiscal Years 2014-15 and 2015-16 a,' Appendix Historical Comparison of Revenue by Source continued...__ Actual Adopted Amended Adopted Forecast 2012=13 2013-14 2013=14 2014=15 2015=16 PUBLIC FACILITY FUND ii Interest Interest $143,399 $205,140 $205,140 $97,214 $142,177 Sub -Total $143,399 $205,140 $205,140 $97,214 $142,177 General Revenue Developer Contribution $121830,985 $7,420,840 $7,420,840 $6,568,424 $3,667,107 Sub -Total $12,830,985 $7,420,840 $7,420,840 $6,5681424 $3,667,107 General Revenue Developer Contribution $269,408 $191,120 $191,120 $188,860 $42,420 Sub -Total $269,408 $191,120 $191,120 $188,860 $42,420 TOTAL $269,408 $191,120 $191,120 $188l860 $42,420 Interest Interest $77,128 $70,310 $701310 $36,403 $55,868 Sub -Total $77,128 $70,310 $70,310 $36,403 $55,868 General Revenue Developer Contribution $2,713,851 $1,952,480 $2,956,430 $2,189,044 $880,777 Miscellaneous Revenue $90,530 $90,530 Sub -Total $2,713,851 $2,043,010 $3,046,960 $2,189,044 $880,777 TOTAL •O •:0 i $311117r270 $2,225,447 $936t645 Interest Interest $ 80, 284 Sub -Total $80,284 General Revenue Developer Contribution $10,0001000 Sub -Total $10,000,000 TOTAL i:i :4 Appendix o� City of Dublin Fiscal Years 2014-15 and 2015-16 J-15 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 201213 2013=14 2013=14 201445 2015=16 IqUEFfn Interest Interest $7,002 $4,280 $41280 $4,396 $6,260 Sub -Total $7,002 $4,280 $4,280 $4,396 $6,260 Charge for Services Internal Service Charges $1551642 $2011600 $201,600 $197,715 $196,553 Sub -Total $155,642 $201,600 $201,600 $197,715 $196,553 General Revenue Sale of Property $14,770 $9,000 1 $9,000 $7,500 $61000 Sub -Total $14,770 $9,000 $9,000 $7,500 $6,000 TOTAL $177t414 80 $214,880 09 0: Interest Interest E $181570 $251840 $25,840 $16,060 $23,166 Sub -Total $18,570 $25,840 $25,840 $16,060 $23,166 Charge for Services Internal Service Charges $155,940 $152,430 $152,430 $148,681 $148,681 Sub -Total $155,940 $152,430 $152,430 $148,681 $148,681 TOTAL i $178r270 $178,270 $164,741 $171,847 Interest Interest $11100 $1,460 $1,460 $1,352 $11911 Sub -Total $11100 $1,460 $1,460 $1,352 $1,911 Charge for Services Internal Service Charges $19,697 $22,050 $22,050 $15,671 $8,380 Sub -Total $19,697 $22,0501 $22,050 $15,671 $8,380 TOTAL $20g796 $23,510 $23r510 $17,023i ,291 J-16 City of Dublin Fiscal Years 2014-15 and 2015-16 d,� Appendix Historical Comparison of Revenue b, Source continue_d..._ Actual Adopted Amended Adopted Forecast 201213 2013-14 2013=14 2014=15 2015-16 INTERNAL SERVICE FUND BUILDINGS (# Interest 6201) Interest $73,945 $57,610 $57,610 $27,691 $35,357 Sub -Total $73,945 $57,610 $57,610 $271691 $35,357 Charge for Services Internal Service Charges 1 $1701628 $170,630 $170,630 $150,237 $144,557 Sub -Total $170,628 $170,630 $170,630 $150,237 $144,557 TOTAL $244r573 $228,240 $228t240 $177l928 $179,914 MEMO 71nterest 77 $20,722 $20,010 $20,010 $18,234 $26,379 Sub -Total MENNEN $20,722 $20,010 $20,010 $18,234 $26,379 Charge for Services Internal Service Charges $387,564 $379,920 $379,920 $431,831 $4011244 Sub -Total $387,564 $379,9201 $379,920 $431,831 $401,244 TOTAL $408,286 $399,930 0, Interest Interest $3,951 $7,343 Sub -Total $3,951 $7,343 Charge for Services Internal Service Charges $413,340 $413,340 $245,205 $245,205 Sub -Total $413,340 $413,340 $245,205 $245,205 TOTAL $413,340 40 $249,156; MENNEN Appendix �' City of Dublin Fiscal Years 2014-15 and 2015-16 J-17 Historical Comparison of Revenue by Source continued... Actual Adopted Amended Adopted Forecast 2012=13 2013=14 201314 2014-15 2015=16 •A• i Interest Interest $1,318 $2,830 $21830 $2,558 $4,337 Sub -Total $1,318 $2,830 $2,830 $2,558 $4,337 Charge for Services Internal Service Charges $104,664 $104,670 $104,670 $104,665 $104,665 Sub -Total $104,664 $104,670 $104,670 $104,665 $104,665 TOTAL $105,982 00 $107,500 090i 7ntereTst $11239 $1,580 $1,580 $1,842 $21494 Sub -Total $1,239 $1,580 $1,580 $1,842 $2,494 Charge for Services Internal Service Charges $505,667 $532,930 $532,930 $507,155 $539,302 Sub -Total $505,667 $532,930 $532,930 $507,155 $539,302 General Revenue Reimbursement, Damage $17,375 Sub -Total $17,375 i $508,997 Interest Interest $11041 $2,440 $2,440 $180 $264 Sub -Total $11041 $2,440 $2,440 $180 $264 Charge for Services Internal Service Charges $101981363 $1,362,740 $1,362,740 $11387,285 $1,491,444 Sub -Total $1,198,363 $1,3621740 $1,362#740 $1,387,285 $1,491,444 General Revenue Reimbursement, General $447,470 $428,660 $428,660 $530,400 $607,750 Sub -Total $447,470 $428,6601 $428,660 $530,400 $607,750 J-18 City of Dublin Fiscal Years 2014-15 and 2015-16 � Appendix Historical Comparison of Revenue by Source continued... _____ Actual Adopted Amended 201213 201344 2013=14 Adopted Forecast 2014=15 2015-16 PERS SIDE FUND PA Charge for Services Internal Service Charges $352,058 $185,750 $185,750 $410,389 $429,503 Sub -Total $352,058 $185,750 $185,750 $410,389 $429,503 TOTAL $352rO58 $185,750 $185,750 $410,389 $429,503 ,. Interest Interest Fiscal Agent $864 Sub -Total $864 Charge for Services Internal Service Charges $799,967 $535,892 $550,654 Sub -Total $799,967 $535,892 $550,654 Other Financing Source Proceeds from Capital Lease Financing $6,755,824 Sub -Total $6,755,824 Note; Excludes Agency Funds and Transfers In Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 J-19 Position Allocation Plan Summary by Department Qj Figure 981 POSITION ALLOCATION BY DEPARTMENT Change Actual Adopted Amended Adopted from Forecast Department/Classification 201243 2013=14 201344 201445 201314 201546 City Positions FIRE DEPARTMENT 18.45 18.45 18.45 18.45 18.45 Contrail Positions 6.25 7.50 7.50 1 8.50 1.00 7.50 Total 2430 25.95 25.95 26.95 1.001 25.95 City Positions POLICE DEPARTMENT 1.00 1.00 1.00 1,00 1.00 Contract Positions 38.90 38.90 38.90 38.91 0101 38.91 Total 39.90 39.90 39.90 39.91 0.01 39.91 City Positions 7.00 7.00 7.00 7.00 7.00 Contract Positions 53.00 53.00 53.00 53.00 53.00 Total 60.00 60.00 60.00 60.00 60.00 1-20 City of Dublin Fiscal Years 2014-15 and 2015-16 �, Appendix Position Allocation Plan: Summary by_Department continued... Change Actual Adopted Amended Adopted from Forecast Department/Classification 2012=13 2013=14 2013=14 2014=15 2013=14 2015=16 Note: All of the designated personnel perform duties directly from City facilities. The Position Allocation Plan does not account for the temporary/ seasonal Staff in the Parks & Community Services Department which varies between 50-100 additional employees. It also does not include all the contract personnel who perform work under contract to the City of Dublin at offsite locations. Examples of these contract personnel include Contract Engineering, some MCE Corporation (Public Works); Alameda County employees performing some Police, Fire, and traffic signal maintenance services; or legal services provided by Meyers, Nave, Riback, Silver & Wilson. Appendix ' City of Dublin Fiscal Years 2014-15 and 2015-16 J-21 City Positions j Figure 99 1 CITY POSITIONS Actual Adopted Amended Adopted Department/Classification 201213 2013=14 2013=14 2014=15 Change from Forecast 2013-14 201516 City Manager 1.00 1.00 1.00 1,00 1100 Assistant City Manager 1.00 1.00 1.00 1.00 1100 Assistant to the City Manager 0.34 0.34 0.34 Administrative Technician 1.00 1.00 1.00 (1.00) City Clerk/Records Manager 1.00 1.00 1.00 (1.00) Executive Aide 1.00 1.00 1.00 1.00 1600 Senior Office Assistant 1,50 1.50 1950 1.00 (0.50) 1.00 Total 630 6.50 6850 4.34 (116) 4.34 City Clerk/Records Manager ki 1.00 1900 1.00 Administrative Technician 1.00 1.00 1.00 Total 2.001 100 2.00 Human Resources Director ADMINISTRATIVE SERVICES 1.00 1.00 1.00 1.00 1.00 Eistrative Analyst II 0.75 0.75 0.75 0,75 1.00 Office Assistant 0.50 0,50 0.50 Total 135 135 1.75 215 0.50 2.50 Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Accountant 1.00 2,00 2000 2000 2.00 Administrative Technician 1.00 1.00 1900 1.00 1100 Assistant Admin. Services Director/Budget 1.00 1100 1000 1.00 Budget Manager 1.00 Finance Manager 1900 1900 1.00 1.00 1.00 Finance Technician II 1,50 1.75 1.75 1.75 1,75 GIS Coordinator 1100 1.00 1.00 1.00 1.00 Information Systems Manager 1.00 1.00 1.00 1400 1.00 Information Systems Technician I/II 1.00 1.00 1.00 2.00 1.00 2.00 Network Systems Coordinator 1.00 1,00 1.00 (1.00) Senior Finance Technician 1600 Total 11.50 1135 1135 1135 1135 1-22 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Appendix Position Allocation Pian: City Positions continued... Actual Adopted Department/Classification 201213 2013=14 Change Amended Adopted from 201314 2014=15 201344 Forecast 2015w16 IIIIIIII NOWDEPARTMENTAL Assistant to the City Manager 0.66 0.66 0.66 0.66 0.66 Administrative Aide 0.50 0.50 0.50 0.50 0.50 Environmental Coordinator 0.25 0.25 0.25 0.25 0.25 Environmental Technician 0.75 0.75 0.75 Total 1.41 1.41 1.41 1% 035 2.16 Economic Development Director/P10 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1 1.00 1.00 1.00 Administrative Analyst II 1900 1.00 1.00 1.00 1.00 Senior Office Assistant 0.50 0.50 0.50 0.50 0.50 Special Projects Manager (Limited Term) 1.00 1.00 (1.00) Total 2.50 ISO IN 150 3950 Community Development Director 1.00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 1200 1.00 Administrative Analyst II 1.00 1.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 1200 1.00 1.00 1.00 Asst. Director of Community Development 1.00 1.00 1.00 1.00 1.00 Chief Building Official 1900 1.00 1.00 1.00 1.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 Office Assistant II 2045 2045 2.45 2045 2045 Permit Technician 2000 2.00 2000 2000 2.00 Plan Check Engineer 1.00 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1900 1.00 1.00 Secretary 1.00 1.00 1.00 1.00 1200 Senior Code Enforcement Officer 1.00 1900 1.00 1200 1.00 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 Senior/Associate Planner 1.00 1.00 1.00 1.00 1.00 Total 18.45 18z45 18.45 18.45 18z45 Appendix �' City of Dublin Fiscal Years 2014-15 and 2015-16 J-23 Position Allocation Plan: City Positions continued... Actual Adopted Amended Adopted Department/Classification 2012=13 201314 201314 201415 Change from Forecast 2013=14 2015=16 POUCEDEPARTFITHITAdministrative Analyst II 1.00 1.00 1900 1.00 1.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Administrative Technician 1.00 1.00 1.00 1.00 1.00 Office Assistant II 2.00 2000 2.00 2.00 2.00 Neighborhood Resources Technician II 2.00 2.00 2.00 2.00 2.00 Total 7.00 MO 7.00 7.00 7.00 rks and Community Services Director 1.00 1.00 1.00 1.00 1.00 ministrative Aide F 1.00 1.00 ministrative Analyst 1 1.00 1.00 1.00 Asst. Parks and Community Services Director 1.00 1.00 1.00 1.00 1.00 Graphic Design and Comm. Coordinator 1100 1.00 1.00 1.00 1.00 Heritage and Cultural Arts Manager 1.00 1.00 1.00 1.00 1.00 Heritage Center Director 1.00 1.00 1.00 1.00 1.00 Office Assistant II 2010 2.10 2.10 2.10 2.10 Office Assistant 1/11 (Limited Term) 1.00 Parks & Facilities Development Coordinator 1.00 1.00 1.00 1.00 1.00 Parks & Facilities Dev. Coord. (Limited Term) 1.00 1.00 2000 1.00 2.00 Parks & Facilities Development Manager 1.00 1.00 1.00 1.00 1.00 Recreation Coordinator 6.00 6.00 7.00 6.00 (1.00) 6.00 Recreation Supervisor 2.00 2.00 2.00 3.00 1.00 4.00 Recreation Technician 2.00 2.00 2000 2.00 2000 Senior Office Assistant 2.00 2.00 2.00 2.00 3.00 Total 1 22.101 24.101 24.10 1 25.101 1.00 1 27.10 J-24 City of Dublin Fiscal Years 2014-15 and 2015-16 �? Appendix Position Allocation Plan; City Positions continued._. Change Actual Adopted Amended Adopted from Forecast Department,%. assification 2012-13 2013-14 2013-14 201Awl 5 2013-14 2015-16 WORKSPUBLIC Public Works Director 1.00 1000 1000 1000 1800 Administrative Aide 0.50 0650 0.50 0050 0450 Administrative Analyst II 1000 1.00 Administrative Technician 1000 1000 1000 1000 1000 Associate Civil Engineer 1.00 1000 1000 1000 1.00 City Engineer 1600 1.00 1400 1.00 1000 Assistant to the City Manager 0234 0034 0.34 (0.34) Environmental Coordinator 035 0075 0075 0075 035 Environmental Technician 1000 1.00 1000 0.25 (0075) 0,25 Office Assistant 1/11 1445 1645 0045 0045 0045 Public Works Inspector 2900 2.00 2.00 2000 2.00 Public Works Manager 1000 1900 1400 1400 1800 Public Works Technician II 1000 1600 1600 1000 1000 Senior Office Assistant 1000 1600 1000 Senior Administrative Analyst 1.00 1.00 1400 Senior Civil Engineer 3.00 3000 3000 3000 300 Total 16.04 16.04 16.04 14.95 (1809) 1 14.95 Appendix �? City of Dublin Fiscal Years 2014-15 and 2015-16 J-25 Contract Positions Q � Figure 100 CONTRACT POSITIONS Actual Adopted Amended Adopted Department/Classification 201213 2013=14 201314 2014=15 Change from Forecast 2013=14 201516 11 Building & Safety Building Inspector 6800 7000 7900 730 0.50 7000 Plan Checker 0025 0.50 0.50 1400 0.50 0050 Total 6.25 7.50 7.50 8.50 1.00 7.50 Fire Contract (Alameda County) Firefighter/Paramedic 12000 12400 12600 12.00 12.00 Fire Engineer 12,00 12900 12A 12000 12100 Fire Captain 12600 12400 12000 12.00 12400 CERT Coordinator 0.13 0.13 0,13 0,13 0813 Emergency Preparedness Manager 0913 0.13 0.13 0613 0.13 Fire Marshal 0,13 0613 0.13 0013 0,13 Deputy Fire Marshal 1400 1000 1.00 1.00 1100 Plans Checker 0013 0413 0,13 0413 0013 Code Compliance Officer 1000 1400 1000 1000 1900 Sub -Total 38.52 38.52 38.52 38.52 38.52 Fire Station Maintenance (MCE) Landscape Foreman 0.04 H4 0,04 0.04 0004 Landscape Laborer 1 0.15 0.15 0.15 0.16 0001 0616 Landscape Laborer II 0,06 0006 0006 0,06 0406 Landscape Laborer III 0013 0013 0,13 0013 0613 Sub -Total 0.38 0.38 0.38 0.39 0.01 0.39 Total 38.90 38.90 38.90 38.91 0.01 38.91 J-26 City of Dublin Fiscal Years 2014-15 and 2015-16 6; Appendix Position Allocation Piano. -Contract Positions continued... Actual Adopted Amended Adopted Department/Classification 201243 201314 2013=14 2014=15 Change from Forecast 2013=14 2015=16 POLICE DEPARTMENT Police Contract (Alameda County) Commander 1.00 1.00 1.00 1900 1900 Lieutenant 2000 2000 2000 2.00 2.00 Sergeant -Training 1.00 1.00 1.00 1.00 1200 Sergeant - Patrol 4.00 4.00 4.00 4.00 4.00 Sergeant - Investigations 3.00 2.00 2000 2.00 2.00 Sergeant -Traffic 1.00 1.00 1200 1.00 1.00 Sergeant - Crime Prevention 1.00 1.00 1.00 1.00 Officer - Patrol 28.00 26.00 26.00 26.00 26.00 Officer - Investigations 6.00 6.00 6.00 6.00 6.00 Officer - Traffic 3200 3.00 3.00 3.00 3.00 Officer- Crime Prevention 2000 2000 2.00 2.00 Officer - School 2000 2.00 2.00 2000 2200 Sheriff's Technician 2.00 2.00 2.00 2.00 2.00 Total 51001 53.001 53.001 53.001 1 53.00 Library (MCE) Landscape Foreman 0.21 0.21 0.21 0.21 0.21 Landscape Laborer 1 0.16 0.16 0.16 0.17 0.01 0.17 Sub -Total 0.37 0.37 0.37 0.38 0.01 0.38 Facilities Operations & Rentals (MCE) Landscape Foreman 0.07 0.19 0.19 0.17 (0.02) 0.17 Landscape Laborer 1 0.21 0.46 0.46 0.40 (0.06) 0.40 Landscape Laborer II 0.07 0.12 0.12 0.09 (0.03) 0.09 Landscape Laborer III Sub -Total 0.35 0.77 0.77 0.66 (0.11) 0.66 Park Maintenance (MCE) Landscape Foreman 0.98 1.41 1.41 1.00 (0.41) 1.00 Landscape Laborer 1 3.98 4.36 4.36 4.13 (0.23) 4.13 Landscape Laborer II 2.29 2.65 2065 2031 (0.34) 2.31 Landscape Laborer III 2085 3.23 3.23 5.38 2015 5.38 Sub -Total 10.10 11.65 11.65 12.82 II A 7 12.82 Total 10.82 12.79 12.79 13.86 1.07 13.86 Appendix �' City of Dublin Fiscal Years 2014-15 and 2015-16 J-27 Position Allocation Plan: Contract Positions continued... Actual Adopted Amended Adopted Department/Classification 201213 2013=14 2013=14 201415 Change from Forecast 2013-14 201516 Public Works Administration (MCE) Maintenance Superintendent 1000 l a03 1003 1403 1403 Sub -Total 1.00 1.03 1,03 1.03 1.03 Building Management (MCE) Landscape Foreman 0066 0470 0670 0973 0.03 0.73 Landscape Laborer 0668 0478 0078 U l 0.03 0.81 Landscape Laborer II 0010 Oslo 0208 (0002) 0.08 Landscape Laborer III 0612 0.12 O.o8 (0604) 0008 Sub -Total 1.34 1.70 130 1,70 1.70 Street Maintenance (MCE) Landscape Foreman 0019 0419 0619 0,21 0602 0,21 Landscape Laborer OAl 0641 0.41 0645 0004 0,45 Landscape Laborer 11 0819 0619 0119 0021 H2 0021 Landscape Laborer 111 1,20 1.26 1026 1.28 0.02 1028 Sub -Total 1.99 2.05 2.05 2.15 0.10 2.15 Street Landscaping (MCE) Landscape Foreman 0.89 0089 0.89 0699 0.10 0499 Landscape Laborer 1 2039 2639 2.39 2068 0029 2468 Landscape Laborer 11 2918 2518 2.18 2017 (0.01) 2.17 Landscape Laborer III 2163 2981 2,81 3.61 0080 3661 Sub -Total 8.09 8,27 8.27 9AS 1.18 9,45 Total 12.42 13.05 13.05 14.33 1.28 14.33 1-28 City of Dublin Fiscal Years 2014-15 and 2015-16 �� Appendix FY 2014=15 Appropriations Limit (Based on FY 2013=14 Limit Adopted by City Council Resolution No. 7313) The Gann Limit, or Proposition 4 Limit, was a 1979 amendment to the California constitution sponsored by political activist Paul Gann in 1979 on the heels of his property tax -reducing Proposition 13 initiative (Prop 13) passed the prior year. The Gann Limit was designed to regulate state and local spending by linking the rate of appropriation growth to a statewide index. In accordance with Chapter 1025 of the statutes of 1987, as amended, each government entity is required to include the Appropriations Limit in the annual budget. The City of Dublin has calculated a FY 2014-15 limit in accordance with Article XIII B of the California Constitution and the recognized methodology for calculating adjustments. Although this is a two-year budget the City can only adopt the limit for a single year. The details of this calculation are shown on the following page. TheAppropriationslimit does not apply to all funds appropriated by the City Council. State law limits only the appropriations that are funded by "proceeds of taxes," which are narrowly defined. The law also establishes a formula to be used to calculate annual adjustments to the limit using a combination of two factors selected by the agency. The first factor is based on changes in population. Agencies may either select the change in the city population or the change in county population. For FY 2014-15 the City of Dublin population growth of 7.49% was larger than the Alameda County population growth of 1.50% (based on the Price and Population Information each May by the California Department of Finance). Therefore, the adjustment calculation uses the City of Dublin population growth. The second factor allows the City to use either 1) the increase in the State Per Capita Personal Income, or 2) the change in local assessed valuation based on changes in the "Non- Residential New Construction." The change in the Per Capita Personal Income as provided by the Department of Finance is 423%. The change in the assessed valuation compares the total change in assessed valuation to the amount related strictly to non-residential improvements. In March 2014, the Alameda County Assessor provided data related to FY 201 3- 14 changes in assessed valuation attributable to Non - Residential New Construction. The amount of the increase was $14,230,125, or 1.67%. Therefore, the City of Dublin elected to use the change in Non -Residential Assessed Valuation. The two factors discussed above are combined to arrive at a growth rate for appropriations, which is then applied to the prior year to arrive at a limit for the new budget year. The City of Dublin's FY 2014-15 Appropriations Limit is $247,143,137, as shown on the following page, while the FY 2014-15 Budget contains appropriations of $45,990,383 that would be categorized as funded by proceeds of taxes. Therefore, the City's appropriations subject to the Gann Limit are $201,152,754 below the allowed amount calculated for FY 2014-15. Appendix a,� City of Dublin Fiscal Years 2014-15 and 2015-16 J-29 Calculation of FY 201 4=1 5 Appropriations Limit (Based on FY 2013-14 Limit) OV Figure 101 1 FY 2014=15 APPROPRIATIONS LIMIT A. Selection of Optional Factors C. 2. Change in Population y vs. County. Factors 1/112014 1/1/2013 % Increase a. City of Dublin 511646 481049 7.49% b. County of Alameda 11570,128 10546,928 1.50% The City selected Factor 1 a. City of Dublin population growth 7.49% Change in State per Capita Personal Income vs. City Non Residential Building Construction. Factors % Change a. Change in State per Capita Personal Income -0.23% b. Change in Non Residential Assessed Valuation 1,67% The City selected Factor 2b. Change in Non Residential Assessed Valuation 1.67% FY 2014-15 Growth Adjustment Factor Calculation of factor for FY 2014-15 = X*Y = 1.0749* 1.0167 = 1.0929 X =Selected Factor #1 + 100 = 7.49+100 = 1,0749 100 100 Y =Selected Factor #2 + 100 = 1.67+100 = 1.0167 100 100 Calculation of Appropriations Limit FY 2013-14 Appropriations Limit FY 2014-15 Adjustment Factor FY 2014-15 Appropriations Limit $226,135,179 x 1.0929 $ 47,143,137 City of Dublin Fiscal Years 2014-15 and 2015-16 � Appendix Fund Balance and Reserves Policy General Fund and Other Governmental Funds (Updated June_2013) - - — - - - -- This document shall establish the foundation for the components of fund balance and provide requirements for maintaining reasonable levels of reserves in governmental funds, with a focus on the General Fund. The presentation of fund balances is also presented in the Comprehensive Annual Financial Report (CAFR) and the official City financial records. This document is intended to comply with Governmental Accounting Standards Board (GASB) Statement No. 54. In the event of a conflict between this policy and the provisions of GASB Statement No. 54 the accounting statement shall prevail. In accordance with the requirements of GASB, the City Council also confirms as part of this policy the order of expenditures from resources available. The City considers "Restricted" amounts to have been spent prior to "Unrestricted" amounts when an expenditure is incurred for purposes for which both are available ("Unrestricted" would include Committed, Assigned, and Unassigned). Similarly, when an expenditure is incurred for purposes for which amounts in any of the unrestricted classifications of fund balance could be used, the City considers "Committed" amounts to be reduced first, followed by assigned amounts and then the unassigned amounts. Policy Objectives The City of Dublin's Fund Balance and Reserves Policy has four primary objectives: • Determine available liquid resources; • Classify fund balances in accordance with GASB 54; • Define the methodology of allocating net resources; and • Provide information needed to make informed financial decisions. Periodically the City Manager may recommend to the City Council a review of this policy based on overall City initiatives and current balances. Any adjustments to the policy shall be adopted by the City Council. Classification of Fund Balances In accordance with GASB Statement No. 54 and as reported in the City's financial statements, fund balances are identified by the following five fund balance classifications: 1.Nora-Spendable Fund Balance Non -spendable fund balances are amounts in a form that cannot be spent because they are either (a) in a non -spendable form such as pre -paid items, inventories, or loans receivable; or (b) they have external restrictions imposed by creditors, grantors, contributors, laws, regulations, etc. However, if the use of the proceeds from the collection of those receivables or from the sale of those properties is restricted, committed, or assigned, then they will be included in the appropriate fund balance classification (restricted, committed, or assigned), rather than non -spendable fund balance. The following are items that are expected to be recorded as "Non -spendable" itures: Prepaid ExpendThe portion of fund balance that represents the asset amount of prepaid expenditures, held by a given fund. Endowments: The portion of fund balance established as an endowment by the donor and in which the principal balance is not intended for expenditure. AppendixCity of Dublin Fiscal Years 2014-15 and 2015-16 J-31 Advances To Other Funds: The portion of the fund balance that represents the asset amount of cash advanced to other funds, held by a given fund. Notes/Loans Receivable: The portion of fund balance that represents the asset amount of notes or loans receivable, held by a given fund. Restricted Fund Balance shall reflect that portion of fund balance that reflects constraints placed on the use of resources (other than non -spendable items) that are either: (a) externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments; or (b) Imposed by law through constitutional provisions or enabling legislation. The following are items that are expected to be recorded as "Restricted": Public Safety Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Public Safety related activities. Transportation Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Transportation related activities. Environmental Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Environmental related activities. Parks Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Parks related activities. Assessment District Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Public Safety and Transportation related activities, consistent with the purpose under which the fee is collected. Cultural and Arts Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Cultural and Arts related activities. Health and Welfare Special Revenue Funds: The portion of fund balances derived from funds collected to be used for Social Services and Housing related activities. Impact and Mitigation Capital Project Funds: The portion of fund balances derived from funds collected to be used for parks, public facilities, fire and transportation related activities, consistent with the purpose under which the fee is collected. Other Restricted: The portion of fund balance in any governmental fund (except the General Fund) that is restricted under the "Restricted Fund Balance" definition as otherwise prescribed by Governmental Accounting Standards Board Statement No. 54 and not otherwise described in this category above. 3® C®mmitted Fund balance Committed Fund Balance shall be comprised of amounts in which the City Council has taken action to commit the funds before the end of fiscal year. The decision to modify the amount or use of funds designated as committed can only be changed by action of the City Council, Economic Stability: The portion of General Fund Balance committed for the purpose of stabilizing the delivery of City services during periods of severe operational deficits and to mitigate the effects of uncertainties from unforeseen change in revenues and/or expenditures. City Council approval shall be required before expending any portion of this fund balance. Reserve shall be used only if: a) Sudden and unexpected decline in ongoing revenues greater than 5% of General Fund operating revenues; and/or b) Elimination or reduction of State revenue source(s) received J-32 City of Dublin Fiscal Years 2014-15 and 2015-16 � Appendix consistently for municipal purposes, resulting in a decrease of $1,000,000 in General Fund revenues; and/or c) Reduction in projected or actual property tax or sales tax of $1 million or more; and/or d) An increase in contracted Police or Fire Services in excess of 10 percent more than the previous year. Downtown Public Improvements Seed Funding: The portion of General Fund Balance established by the City Council for public improvements in the downtown. The use of this balance is intended to address public improvements within the Downtown Specific Plan Area. The expenditure is to be identified as a specific appropriation made by the City Council. The appropriation shall be a minimum of $50,000. in Open Space Fundg: The portion of General Fund Balance established by the City Council for the acquisition and long term protection of open space in the City. The acquisition may be in cooperation with other agencies. The expenditure is to be identified as a specific appropriation made by the City Council. Affordable Housing Funding: The portion of General Fund Balance established by the City Council to support the construction, acquisition, or creation of affordable housing in the City. The acquisition may be in cooperation with other public and private entities. The expenditure is to be identified as a specific appropriation made by the City Council. Emerald Glen Recreation and Aquatic Complex Scope Change: The portion of General Fund Balance established by the City Council to support the design and construction of added features (beyond facilities described iIn the Park and Recreation Master Plan and impact fee program). In 2007 the estimated cost was $6.93 million. The expenditure is to be identified as a specific appropriation made by the City Council. Emergency Communications System: The portion of General Fund Balance established by the City Council to fund the purchase of emergency radio system equipment. This includes a pro-rata share of regional radio infrastructure as well as City owned radios for Police, Fire, and Public Works. Further the reserve may be used to fund the upgrade of centralized City telephone and communication systems. The expenditure is to be identified as a specific appropriation made by the City Council. Fire Retiree Other Post -Employment Benefits (OPEB): The portion of General Fund Balance established by the City Council for the future liability related to retiree medical benefits offered to the inactive Dougherty Regional Fire Authority Staff, as well as the City share of obligations with the OPEB benefits for Alameda County Fire Department. The expenditure is to be identified as a specific appropriation made by the City Council. Innovations and New Opportunities: The portion of General Fund Balance established by the City Council to fund potential projects which require up -front costs, but would provide longer term benefits and/or potential operating cost reductions. The expenditure is to be identified as a specific appropriation made by the City Council. Future Maintenance Facility: The portion of General Fund Balance established by the City Council to fund design, improvements, and equipment required for the establishment of a City maintenance yard. The expenditure is to be identified as a specific appropriation made by the City Council. Civic Center Expansion: The portion of General Fund Balance established by the City Council to fund design, I and equipment required for the expansion of the Civic Center. The expenditure is to be identified as a specific appropriation made by the City Council. Public Safety Complex: The portion of General Fund Balance established by the City Council to fund the design anA construction of a Public Safety Complex located at the corner of Clark Avenue and Dublin Boulevard. The expenditure is to be identified as a specific appropriation made by the City Council. Heritage Park: This commitment shall be initially used to capture the receipt of Developer contributions specifically identified for additional development of the Dublin Heritage Park and Museums. The commitment is beyond amounts collected under existing fee programs. The expenditure is to be identified as a specific appropriation made by the City Council. Appendix �' City of Dublin Fiscal Years 2014-15 and 2015-16 J-33 One Time Initiatives (Operating): The City Council recognizes that there may be fluctuations in revenues and expenditures over time. Periodically the Council may determine that funds are best set aside to address certain one- time initiatives within the operating budget. The expenditure is to be identified as a specific appropriation made by the City Council, One Time Initiatives (Capital): The City Council recognizes that there may be fluctuations in revenues and expenditures over time. Periodically the Council may determine that funds are best set aside to address certain one- time capital expenditures. The expenditure is to be identified as a specific appropriation made by the City Council. Joint City/School Projects: This commitment shall be used to fund projects undertaken via a joint effort of the City and the Dublin Unified School District. The expenditure is to be identified as a specific appropriation made by the City Council. Fund Balance —Committed: The portion of Fund Balance that is in any non -general fund governmental fund that is committed under the "Committed Fund Balance" definition as otherwise prescribed by Governmental Accounting Standards Board Statement No. 54 and not otherwise described in this category above. The portion of Fund Balance that was restricted but later found to be unrestricted shall be designated as a "Committed" balance. 4. Assigned Fund Balance Assigned fund balances are amounts constrained by the City's intent to be used for a specific purpose, but are neither restricted nor committed. The City Council has authorized the City Manager or his/her designee to make assignments in accordance with this policy and in conformance with any formal direction provided by the City Council. Accrued Leave Subject to Year End Calculations: Certain fund balances are calculated based on the financial performance of the reporting period including accrued Leave. These amounts fluctuate each year and are reflected as part of the year-end financial statements. Carry -Over Items (Operating Budget and Capital Improvement Projects): Fund balance may be assigned for operating expenditures (excluding personnel costs) which were not expended in the current year and the expense will occur in the following year, i.e. encumbrances. Similarly, a Capital Improvement Project may have funds allocated in a specific year and the project remains incomplete at year end. The City Manager or his/her designee may assign fund balance representing the unexpended funds. These funds are available for authorized appropriations in the subsequent year. Non -Streets Capital Improvement Projects (CIP) Reserve: The portion of General Fund Balance intended to fund future non -streets capital projects, where total funding may not currently be known, and for which lump sum amounts will be set aside over time. These funds are available for authorized appropriations in the subsequent year. Carry -Over Fiscally Responsible Adjustment: In any year that an appropriation was made to the contingency For Fiscally Responsible Adjustment the unused fund balance may be assigned as a carry-over for personnel costs. The City Manager or his/her designee may assign fund balance representing the unexpended funds. These funds are available for authorized appropriations in the subsequent year in conformance with personnel policies and procedures. Catastrophic Facility/infrastructure Loss and City Business Recovery: The City Council recognizes the importance to maintain funds to recover from a catastrophic loss which are unexpected and incur more than $500,000 in expenses to public facilities and infrastructure. This may also be used for short-term recovery and business operations following a catastrophic loss pending the reimbursement from insurance or grants to the extent that they are available. The balance is established in the General Fund and the expenditure shall be made only by City Council appropriation, which shall include a special emergency appropriation. The target established for the J-34 City of Dublin Fiscal Years 2014-15 and 2015-16 c Appendix maximum balance in this category is an amount equal to 15% of the reported book value of the City owned Buildings and Improvements recorded as Capital assets. Service Continuity Obligations: The City Council recognizes the importance to maintain funds for continued obligations to provide Building and Safety inspections in the event that program supporting fees are collected in one year and the expenditures occur in a subsequent year. The City Council hereby establishes as policy that the assigned funds shall not exceed 125% of the budgeted Building and Safety Division operating cost. Pension and Other Post -Employment Benefits: The City Council recognizes that investment earnings can fluctuate from year to year and they are an important component of the funding of retiree benefits. Investment performance impacts annual contributions and expenditures made towards retiree obligations. The intent of the City Council is to establish a fund balance that can provide supplemental financing to lessen the impacts from decreases in investment performance on retiree obligations. The City Manager or designee may allocate from what would otherwise be "Unassigned" fund balance to increase the fund balance. The use of funds from this fund balance may be used: (a) if the City Employer share of the Public Employee Retirement System (PERS) rate increases by 3 percent; and/or (b) If the City Annual Required Contribution (ARC) for retiree medical benefits increases by 3 percent or more; and/or (c) If the City Council by majority vote authorizes a lump sum use of the fund balance to reduce pension or OPEB liabilities. 5. Unassigned Fund balance (General Fund ®nly) Unassigned fund balance represents amounts that have not been restricted, committed, or assigned and is available for any purpose. The City Council at its discretion may modify unassigned fund balance, and designate in the future an intended "Commitment" or "Assignment." Unrealized Gain on Investments: Used to account for that portion of fund balance that is the result of unrealized investment gains that have been recorded in accordance with Governmental Accounting Standards Board Statement No. 31. Unassigned for Cash Flow Purposes: The City Council recognizes the importance to maintain funds for cash flow purposes to balance the fact that the receipt of major revenues and major expenditure disbursements are not evenly distributed throughout the year. The City Council establishes as policy that this fund balance shall be at a minimum equal to two months of budgeted operating expenditures with a goal to achieve a maximum of four months. As part of the annual budget appropriation the City Council may also appropriate as a source of funding 'Unrestricted — Capital Contribution" from this source. This shall typically be done only for high priority one time capital expenditures, provided the minimum fund balance would remain. Changes in General Fund Resources In accordance with the requirements of GASB the City Council also confirms as part of this policy how General Fund resources shall impact changes in balances. Revenue Sources Allocated to Fire OPEB: The entire amount of the General Fund resources derived from the repayment of funds advanced to the PERS Side Fund, shall be assigned to the Fire OPEB Committed Balance, until such time that either there are no longer any repayments made, or the balance equals $8.6 million, whichever occurs first. Revenue Sources Allocated to Service Continuity: If the "Assigned" balance is below the target maximum of 125% of Building and Safety Expenditures, the following criteria shall be used for calculating an adjustment only if annual building permit revenue exceeds annual Building and Safety expenditures. The Administrative Services Director shall complete an analysis of major building permits issued in the period April — June and shall assign an allocation Appendix ��' City of Dublin Fiscal Years 2014-15 and 2015-16 1-35 of the portion of revenue that is expected to be related to expenditures occurring in the subsequent year, The amount derived shall be recommended to the City Manager. If annual building permit revenue is less than the annual Building and Safety expenditures, the City Manager is authorized to reduce the assigned amount by the amount necessary to balance revenues and expenditures. Allocation of Residual Resources: When there are net resources in excess of what is classified as Non - spendable, Restricted, Committed, and/or Assigned, and after maintaining the minimum level of unassigned cash - flow funding, those resources shall be allocated as follows: a) 50% to Pension and Other Post -Employment Benefits; and b) 50% to Non -Streets CIP Reserve, J-36 City of Dublin Fiscal Years 2014-15 and 2015-16 �;' Appendix Glossary/Index TERM DESCRIPTION ., Amended Budget The increase or decrease of the amount budgeted for a program or account code. A-3 Appropriation The amount of money that has been designated for specific purposes and approved by the City B-5 Council. A legal authorization granted by the City Council to expend monies, and incur obligations for specific purposes. Appropriations Limit Local agencies are subject to annual spending limits. The limit applies only to tax revenues. I-1 Annual Required The annual amount that is needed to pay for retiree benefits. H-7 Contribution (ARC) Assessment District A defined area of land that will be benefitted by the acquisition, construction, or maintenance of a C-1 public improvement; it is not a separate governmental entity. Budget The plan of expenditures and revenues for a specific period. A-1 Budget Deficit The gap between revenue and expenditures; a deficit occurs when expenditures are greater than 1-32 revenues. Capital Expenditures Expenditures that are used to improve the infrastructure of the City. F-1 Capital Outlay One time expenditures for the purchase of furniture, equipment, or vehicles. A-3 Capital Improvement Program used for City infrastructure improvement projects. The CIP appropriations are approved by A-1 Program (CIP) the City Council in a separate document. Community This is a grant from the Federal Department of Housing and Urban Development (HUD). The C-2 Development Block funds are used to support programs such as housing programs, and grants to nonprofit agencies Grant (CDBG) providing social services. Development Impact These are fees which may be imposed on new construction to pay for improvements and facilities 1-37 Fees required to serve the new development and to reduce the impacts of new development on the community. For example, they may pay for streets, sewers, parks and schools. They may not be used for day -today operating expenses. Equipment Replacement An internal service fund that is used to set aside funds for future equipment purchases. Charges C-4 are made to the department and the money is placed into the equipment replacement fund. Fiduciary Fund This is a fund where the City acts as a trustee of impact fees received from developers of properties. B-5 All of the funds used in the Fiduciary Fund are set aside for specific types of projects or purposes. Fiscal Year (FY) This is the year used for accounting purposes that begins July 1 and ends June 30. A-2 Franchise These fees are collected in lieu of rent for use of city streets from refuse collectors, cable television B-6 companies and utilities. Some franchise fees are limited by statute. Funds Different accounts that are used to separate expenses and revenues used for specific purposes. A-2 Full Time Equivalent Some positions are part-time and are budgeted based on the hours, and are then converted to a D-9 (FTE) full-time equivalent of a position. One FTE is equivalent to 2080 hours of work per year. GASB 45 Accounting guidelines issued by the Governmental Accounting Standard Board (GASB) on how 1-37 and when to account for expenditures and liabilities relating to Other Post -Employment Benefits (OPEB). GASB 54 Accounting guidelines issued by the Governmental Accounting Standard Board (GASB) on fund 1-31 balance reporting and classification of Governmental Funds. Gas Tax This tax is an 18 cent per gallon tax on fuel used in vehicles and aircraft. The use of gasoline C-1 tax revenue is restricted to research, planning, construction, improvements, maintenance, and operation of public streets and highways, or public mass transit guide ways. General Fund The main governmental operating fund for the City. The General Fund is the largest of the City C-1 funds and the majority of government activities are in this fund. Appendix o,' City of Dublin Fiscal Years 2014-15 and 2015-16 1-37 TERM DESCRIPTION Pi General Revenue Revenues that cannot be associated with a specific expenditure, such as property taxes, sales tax, G-2 and business license tax. Internal Service Fund Charges that are made to departments to support internal operations, for example IT, phone B-6 Charges service and vehicle repair. Modified Accrual Basis The basis for budgeting and accounting in the governmental funds where the revenues are B-5 recognized as they are measureable and available, when the invoice for payment is issued. The expenditures are recognized as they occur, and not as the check clears. Operating Budget This is the budget that is used to plan for City operational expenditures and revenues each fiscal year. B-5 OPEB — Other Post= These are the costs related to benefits paid to employees who have retired from the City. They D-4 Employment Benefits generally consist of retires health, dental and vision care, and are covered for the life of the retiree. CalPERS — The California The City is part of the State's PERS retirement system, Employees contribute to PERS for employee C-4 Public Employee defined benefit pension costs. Each year, CAPERS sends the City the required contribution Retirement System information, based on age and number of employees. Projected The projected amount of expenditures or revenues for the City, before the account books have D-3 been closed out for the fiscal year and an audit of expenses and revenues has been conducted. Property Tax This tax is imposed on real property and tangible personal property, and is based on the value of C-5 the property. It is collected by Alameda County and allocated to cities, counties, special districts and school districts Proprietary Funds These are the funds that receive the majority of revenue from user fees and not through taxes. B-5 Proprietary Funds are considered business -related because of the nature of activity that takes place within the fund such as sewer charges. Quimby Act The Act was passed by the California State Legislature in 1975 which authorizes local governments 1-38 to require developers to set aside land, make a donation, or pay fees for park improvements (California Government Code 66477). Resolution The legal document that is approved or rejected by the City Council for a specific action regarding D-8 City government. A resolution is often prepared in conjunction with a staff report which is present to the City Council for consideration and vote. Reserves Money that is set aside for future expenditures and emergencies. The City Council approves a D-2 reserve policy for the General Fund. Sales and Use Tax Sales and Use Tax revenue received by cities is general purpose revenue and is deposited into a 1-2 city's General Fund. A sales tax is collected by the state Board of Equalization, and imposed on retailer for the privilege of selling tangible personal property in California. A use tax is imposed on purchasers for transactions in which the sales tax is not collected, such as for goods purchase out of state for use in California. Charge for Services These are fees and charges that are imposed for services and facilities provided, such as 1-3 recreational classes or plan checking. Use of the revenue is limited to paying for the service for which the fees are collected, but may include overhead, capital improvements, or debt service. Special Revenue Funds These are funds used to account for activities paid for by taxes or other designated revenue 1-7 sources that have specific limitations on their use according to law. Staff Report The memorandum or report that is presented to the City Council for information or approval. 1-38 Transient Occupancy Tax This tax may be levied by a city under the police powers granted to cities in the state Constitution. B-6 (TOT) It is a tax imposed on people staying for 30 days or less in a hotel, inn or other lodging facility. Vehicle License Fee (VLF) This is a tax on ownership of a registered vehicle. The tax rate is based on the value of the vehicle, 1-38 and paid to the Department of Motor Vehicles. �-38 City of Dublin Fiscal Years 2014-15 and 2015-16 �,� Appendix Demographics__ Since the City of Dublin's incorporation in 1982, the Citys population has progressively increased as both residents and businesses found the benefits of calling Dublin home. The U.S. Census Bureau is continually releasing additional data from the 2010 U.S. Census. The full 2010 Census Population Demographics Report, as well as the 2011 Demographic Snapshot report (provided by Neilsen Site Reports) may be found on the City's website under the Community and Economic Profile Section. The data shown is based on the 2011 Demographic Report. Figure 102 � 2011 DEMOGRAPHICS Total Population, 2011 Estimate 49,249 2016 Population Estimate 541211 Land Area in Square Miles 14.59 2011 Population per Square Mile (Land Area) 31376 Estimated Growth 2011-2016 +10.08% Total Population 49,249 Male (Median Age 35.78) 25,648 52.08% Female (Median Age 37) 231601 47.92% Persons under 5 years 31064 6.24% Persons 5-17 years 71193 14.61 % Persons 18-34 years 131099 26.60% Persons 35-64 years 22,232 45.14% Persons 65+ 31651 7.41 Total Population 49,249 100% Total Population of One Race 461911 95.25% White 32,383 65.75% Black or African American 3,332 6.77% American Indian and Alaska Native 315 0.64% Asian 71754 15.74% Native Hawaiian and Other Pacific Islander 182 0.37% Other 21945 5.98% Two or More Races 21338 4.75% Not Hispanic or Latino 42,079 85.44% Hispanic or Latino 7,170 14.56% Appendix � City of Dublin Fiscal Years 2014-15 and 2015-16 1-39 Demographics continued... Less than High School Diploma 3502 10.08% High School Graduate (or GED) 81043 23.17% Some College, no Degree 71180 20.68% Associate Degree 21482 7.15% Bachelor's Degree 91213 26.54% Master's Degree 31085 8.89% Professional School Degree 666 1.92% Doctorate Degree 548 1.58% 2011 Estimate 16,349 Estimated Growth 2011-2016 +12.45% Family Households 11,454 70.06% Non -family Households 41895 29.94% Average Household Size 2.64 Average Household Income $116,622 Median Household Income $98,133 Per Capita Income $401095 United States Government Target DublEUnifiedSchool District Safeway SAP Microdental DTI Zeiss Meditec City of Dublin Alameda County Franklin Templeton Investments J-40 City of Dublin Fiscal Years 2014-15 and 2015-16 �; Appendix Budget Resolution 1"$QLIITIVN IMtV_ 53 -o14 A REBVLIION qF TtIE CITY COUNCIL OF THE CITY OF DUBLIN *AA*****AAA ADC,lPTIH� �4 B1.Ib�ET FOl� THE CIT1f OF btIBIJN FOR FISCAL. YEAR 201445 {AfHERk, the Crty� Council of the City of Dulalir� dasiraa t0 eslat5lish a �udgat aa,d Firtan�ial IIarm for Pwal Year 2014-16 and 2016-1$; and '►�HEFIS. Mhe t;ity Council h�� reMiewrid �rrd pprr5i�rrr$d the Budget dr�urrr�nle� Ord h��, recreived input from the public; and Y�HEREA�, the City AAanager has pr�apared a ha lanced tkudgal which pravid�es for organizational adjustm0rtit6 and alkocation of rdwufM in a rreannar whideh aligns with available resources arrd the adopted Ten Year Strategic Plarp elements: and wNHEFlE�4,�, the Gen$r$I Fund {�peraling Budget is valanced without the n to draw firorrrl the Rosy" fpr Ewnomiec Stability ir1 ordor to b61on4 funding with plannedoxpe!ndilure5: artd WFLEREOkS, the City Council is required tv adopt a t}u�iget and irtanaal plarw before the Fiscal 'dear begins on July 1, 2014: and Ld tIFiEREAS, the SUmmar�,f of Appropriations Exhlbit �k �t��hed her�1� ��nd m�d� pert �f this Resolution, rekacts the Fiscal Year 2014wl 5 Budget (All Funds) for the City of Dublin: and 1UHEREAR, certain arditionat budget itfxns were presented to the City €'.ourcia for potential i nclusion in lha risoal bear zu Mm il5 Genera! Fund Budget, upon City Council approval, and iha 1,dditrenal it0rn5 approval ' y the City CounC l ar* llsied in Exhiib4 ; ar►d VttHEFRE:AS. Exhibit A has been segregated to isolate a grant appropriation for S community tuUani&jM INS t utrlin t rlr~ers in Education_ (DRIES which will be v+ated cry as a crate Resalutian as one City Counciimember is aISO a member of the community ofgani tion'S E .fd of t:!•+r tors; end WHEREAS, the action taker~ by Ibis resaiutian shall approve Iris approprialiarr of all furrdr;� exctudirxJ th�a DRIE app�rSpriatiorl; arnd WHEREAS, the Oily Council also desires to tonfilnn ltdju4trnen% made p4ministrativel}+ to the Capital pra�ci tkalanc�s during Ihn prti2p,�ratior� � the prt�l�v5� Budget and arcornrnodat� 11�e r"r of urw$peM Fill Y(iar 2013=14 C4ipikol PM*d appropriations, for those pwocts where nark and expenditures wi[I cornlinue in Fiscal Year 2414v1 h; arnd WHEREAS, the Cirty Council also desires to arx5ommndale a prpross fir ttte carryover of urr,sp,rnt FY2�13-14 crper¢rking e�cperxfilures [exaludin8 Rersonnel �sls} (nor $c�rides where work and mpendhuresMI corMtinue in Fiscal Year 2014mon15; and Appendix �,' City of Dublin Fiscal Years 2014-15 and 2015-16 J-41 VMH EREAB, as part of the Crty's tvaLD year 1)ujoat gr 5S, a rera5t for F i5cat YW r 2015• t a Npproprialrans has been 0ornp4it!tid, and will be upd4LW Srrd prs9 ented try the City Council far review and a,dopuon in June 201S. that the Ci#y CVUDCi1 of the City Of Uublin does hari§byr- 1. fk %w ALA tt, as oultined in Exhibit A (Column A - Exeltides DP'IE Cortitnbutiorii) aLrrd the adcfilional items approved by City Council PON iri Exhibit B. 2. AUthe+ri�e tha t�se �rf resrerva fund, �� �ukli n�tl rrt Exhibit C. �. ftuthoaire the Cdt'�r Manager #v make exRendituras appro�riat�ans in accordance tvit>ti the E3LK W as adapted, with the exception of Ihcse akperiftto& which require prior City COUncil approyal, in aerotdartir;rr wish Iho adopted Cdy ordainor !q, rues and regulations, �. Au�thvri�e khe City Mar�agar to trar�sber budgerted amount$ he��rti lir•� rt�m�, prtipnri�� #ti,�t the transfer is wilhut the $OMQ NW, regairclless of Ole Specft departmerMt activity. This include �he s ulho* too timnafer IFOM the General Fund budgeted eondngency amounts that ;Lrq appraaed by the City Council during the budget adoplian. A full acwvnEing of any such transfers will be pro++kW to the City Council during the quaftrly firrtrrtciai revima, �, Trart�fer appra�rwatians from the Budgeted Crontinger`t Raser+ne ypcn �+doparreg � fprrrt�l budgtrk ctm nge al a public meeting. �. Recognia+e tJ}at the E3u�lget as prrrtS � irtClu�de� a nbiRgency for Fiscally R$sponsibEa 1MVj rstrrWrtW 4f rD2U5.000- which is rrat sehecluma to tie ursed in Fiscal Year 2014-1S. AS determined by fiscal oatcvmes of June 30, 20 $, this funding may be available for appropriatim in the subsequeni frSUI year. The Fiscal Year 2101344 Approved Budget includes 0i COOrlgency for Fiscal Respwsible Adjustments in the amount of $270,000, whin will bre c*rrW owr to Fiscal Year 2014451 the City Manager in authprized to inoreace the opprpprisiticns for Fisca I Year 2014-15 by this amunt to the exwint Iha funds are available. 7. AuthrDriEe the City Kianag,ar to increase revenue and $xpendilure hvdgrrl for +rariou$ ,tmant,al fU+�+�#ionsI rtg rever«u g ea•rtties rn cVCP butEq@'t. 5 would apply to deve4opmnental ac9Wity, inspection, activity, recreaiiorr program activity, and any other departmental activity which generates correlating rframm5, as verffed by the Administrative S-ervkas Dract,or. Increa l aPP10preotions $hall c5nntinue to be docume,naed in this firianci$I rnr*r+d$ and Oonveyed to the City Council as part of the quarterly finis vial reviews, 8, Authcrine the City Manager, wh$n revenue esloWles axbeed the amount identified in the Budget dui # in r nett i tw r nt rr3v nu�;t, s5 �nerified tine Ad m inistrativ r'v+C 9 C1iI Ct rI Its inG else the aWroprialicros far Fiscal Year 2014-15 expWdrtures in an amount not to exceed the amount of increased grams roveirrui?, Increased appropriations shall cxontinue to W City of Dublin Fiscal Years 2014-15 and 2015-16 ?� Appendix 8. acrurnented in the nrrartcial rer,,Ords and ovnveyed to 1he City Council as part of the quarterly firlerrGial re%rH5 s. 11V.AuthorVW the City Manager to make transfers among the various funds d=aiglrrate as Transfers. This shall be consistent wilh the 'Summary Appsapriations, by Major Fu:td" as presented in the Preliminary Budges arid Financial Plan' and fund Transfers are r+eparted as part of the regular financial reports praMed to the City Council end putific 11_Authori� the �iL� IVlarkager t4 incneesr; the appropriations for Fiscar Year 201+4-1� expenditures in an amount not to exceed thoa anxw rnl of funds orlcumber+ed cx deeignet>acl by Iha City Manager dm5 rtiee4e4 expenses than did not occur prior to the year-end, bull are expected to be expended in Fiscal Year 201445 consiswint with the original purpose. This ability to catryauer funding shall mart apply to saving from parsortnel servioes end shall only occur if Ihle Depsaament ALti4ity Mal for norrininirsonral expe,ndRvreS were less than the almouni budgeted for IN Sams. This must also be evaluated on a fund by funod basis. The actual amount of the increased appropnotion shall be reported to the City Council, and the City Manager may assign the fold balance in an amount sufficient to account for the increase. 12. Arvaharixe the �i#y Mane�er to edj�lst thle fi5fi�l Year Z4y�4-15 approprialiorts tia avcount fir the carryover of unspent Capital Project appropriations from Fiscal Year 201 3=14. All such adlustirrwts shad be cilearlyr recorded in Iha City finant iei r000rds end shell only be for projects That remain incomplete as of ,hints $0, 2014. 13. r�ulhorize the City il►4srlager to transfer funds betwean �pital projects, >xithin II'� Berne fund irtg source. Any revisions, which after the pioJecra hm,dgel by adding a new funding ocume, are to be approv*l by the C4 Council, lx+�$��1�, flP�El�1fED Afi1D �kD1DPTl<E} llliis 20th ds�r elf May, 2414, hgr RI'� fellGwirr� ++eRe• A'YE$: Counci[members Biddle_ Gupta Ffsrt, Hautrerl, and Mayor Sfxranti NOES: None �Ft!qPFfT: None BSTAIN: Norlra .a..4ra7G Mayor ATTEST: Ci y Clerk Uat+ N00 53•1ds AATwd 56,70 14 Ilirn 11 Appendix �;; City of Dublin Fiscal Years 2014-15 and 2015-16 J-43 r ft EXkiIDII! A FI ,4L MAK dU#M-16 SU MMA Y OF APPROMATIMS EKCLUDl NG INCLUDING EF9SE DPIE DRE -C Council --- - --... + ..__ 4 N,�91 , .. . , _ $4$$WE C ter MariaW ' $16006,558 $1, ,558 City+ t~I r7t 53.415 - — $453,415 HumanIS, I Rasme IS ouroeg MIND ._ _.. _.. 1. 1O.5 ..Cif Atkcmey $8070360 $807, 300 NOR _ Adlttirlitrliv S�.'rtir►G+�S.39.591 _ 52,329,591 NoriwDemnrneritai $8,5910053 _ $8,6 1,O5 of I Economic Ceve prnerrl $1.0111724 $1,011, 724 , . Cornmur7ily Ckovioprrr�a�t �B_132.503�_ �10wOOD $6.142,503, Fire Department $12.258, 35'� 1 357 Is.. C) plrr�rrent MA092466 t► A09.A Parks Z & Community rv+[�95 Public VV9rk3 General-•--• -- _ • . $iQ,07i,33 Canmunity ImpncAqamants $328,037 PWKS _ K5,657,571 7.273.436 S10.S11333 , $8.164.$01 177 i �7,�73,436 1-44 City of Dublin Fiscal Years 2014-15 and 2015-16 ?� Appendix 1=x top 1 0 FISCA1` YEAR 201446 ADaIumjrgr4L $IJDUr7 RE4UEoT13 r~i -wide D�0 brwIMator0 _.. Pam--t.. SEEMLive Healthy Dublin ..- _- . -. - . am my aDommun4 Healih ano F'rMOSt. r=" I Hei4h Orw Welt r EGO x� -- - Appea�dix <;;' City of Dublin Fiscal Years 2014-15 and 2015-16 J-45 MAMI BIT C Approved Appropriatioms From C,eneraI Fund CommhuW And Assigned Fund SmWri As Rie raked ir1 tlb� prAliminaIil t3ud6e�t end Financial Flan FiWL~ Y r Qi -i and Ot5.16- the some of funding includes allocwitiws firm mwryes, kn accordance with adopt< policies FeietOd W Fuild Balance the City Council must authimize the use of certeirt reserve funds. The following schedule W ntifies the reserves suvrms ftl are approved for use by the City ODurkcil as part a( the rundirng sm m in the proposed budges. + p orapriativrm from Rvssirvaa t=laCsl Year 014A5 Cemelery Expansion 58161960 J-46 City of Dublin Fiscal Years 2014-15 and 2015-16 k Appendix