ANNUAL
BUDGET
CITY OF HERCULES, CALIFORNIA
2022-2023
FISCAL YEAR
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
About Hercules .............................................................................................. 1 City Manager’s Message ............................................................................... 3 Budget Awards ............................................................................................ 10 Budget at a Glance ...................................................................................... 11 Budget Process ........................................................................................... 15 Statement of Financial Principles and Policies ........................................ 21 Organization Chart ...................................................................................... 23 Citywide Budget and Departmental Pages ............................................... 24 Authorized Full-Time Positions .................................................................. 25 Labor Allocation ......................................................................................... 27 Fund Summaries by Fund Categories ....................................................... 28 Citywide Expenditures Summary by Fund Type ........................................ 30 Citywide Revenues Summary by Fund Type ............................................. 31 Citywide Transfers by Fund Type .............................................................. 32 Departmental Pages .................................................................................. 34 General Fund ............................................................................................... 64 Special Revenue Funds .............................................................................. 78 Enterprise Fund ......................................................................................... 105 Internal Service Funds .............................................................................. 107 Debt Service Funds ................................................................................... 113 Capital Project Funds ................................................................................ 125 Trust and Agency Funds .......................................................................... 191 Private Purpose Trust Fund ..................................................................... 195 Glossary of Budget Terms ........................................................................ 197 Resolutions .............................................................................................. TBD
5 Miles
Hercules
Napa
San Francisco Oakland
Richmond
Vallejo
Martinez
4 80
80 San
Pablo
Bay
Welcome: The City of Hercules
Annual Budget FY 2022-2023
About Hercules: Established as
a dynamite factory in the 1800s
and incorporated in 1900, the
City of Hercules is located on the
northeastern shore of San Pablo
Bay, conveniently located along the
I-80 corridor and within minutes of
both San Francisco and Napa. The
over 25,000 residents represent a
diverse mix of many ethnic groups.
Primarily a suburban, family-oriented
community, the City is transforming
into more than a suburban community
with a lively new waterfront, and a
new train and ferry terminal in the
works.
Hercules offers residents a range of
municipal services. The City provides
a full range of recreational programs
including youth/teen and adult
activities, and year-round child care.
BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET ABOUT HERCULES
HERCULES CITY COUNCIL
Mayor
Dion Bailey
Vice Mayor
Alexander Walker-Griffin
Council Members
Dan Romero
Chris Kelley
Tiffany Grimsley
EXECUTIVE
LEADERSHIP TEAM
City Manager
Dante Hall
City Attorney
Patrick Tang
City Clerk/PIO
Lauren Berges
Finance Director
Edwin Gato
Public Works Director
Mike Roberts
Police Chief
William Imboden
Community Development
Director Tim Rood
Parks & Recreation Director
Christopher Roke
80 80
Refugio Valley Rd.
San Pablo Ave.
Syca more Ave.
4 HERCULES
The City of Hercules is a community of 25,864 residents located along the I-80 corridor and within minutes of both San Francisco and Napa. Hercules is in Contra Costa County in the San Francisco Bay Area. 1 BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET ABOUT HERCULES
HERCULES
AT WORK
FY 2020/2021
13,300
Total City Labor Force
3,168
Total Employed by
Top 10 Employers, 2019-20
The City’s Senior Center provides daily senior programs and activities and sponsors special community events and trips.
Hercules maintains an abundance of open space areas and trails throughout the community, providing the opportunity for spotting various types of wildlife and offering dazzling views of the bay. Hercules also has two community and five neighborhood parks. The City also has approximately 950 acres of open space areas and trails distributed throughout the community. Together the open space areas and city parks account for approximately 1/3 of
the total land area within the City.
Future plans include redeveloping
the historic Hercules Point as a
public waterfront park.
Hercules is served by two public
school districts: John Swett Unified
School District and West Contra Costa Unified School District. Private elementary and secondary schools are also available in adjacent communities. At the post-secondary level, both public schools and private schools in the East Bay provide a variety of high-quality educational opportunities. The City Child Care Program provides before- and-after school day care and pre-school programs.
FINANCE
COMMISSIONERS:
Chair
Andrew Gabriel
Vice Chair
Ed Ulle
Commissioners
Lori Risby
Orit Samson
Dennis Esselsagoe
2 The COVID-19 Pandemic began to directly
impact the City operations in mid-March
2020 when the initial County Health Order
resulted in a stay-home order for all but
essential services workers. Over time, we
have also had to comply with the Governor’s
Executive Orders as they have evolved. Also,
the City Manager declared a local emergency
in response to the COVID-19 Pandemic
initially on March 15, 2020. That local
emergency declaration was ratified by the
City Council and continued to be extended by
the City Council’s action.
To the credit of our employees, it should be
acknowledged that the City of Hercules is the
only City Hall in the county that did not close
during the COVID event. City employees
continued to work as essential services
workers unless they had COVID-related
health or childcare issues. We were fortunate
that our physical facilities and staffing levels
lent themselves to operate on-site safely with
all reasonable and required precautions taken
to protect our employees and customers.
The Proposed FY 22-23 Budget allocates
resources to a variety of City priorities and
programs to keep our community safe,
maintain our critical infrastructure (like
streets, roads, parks and facilities), and take
steps towards long-term fiscal sustainability.
This budget serves as a policy document
representing our continued commitment to
prudent fiscal management, effective service
delivery, and supporting an affordable quality
of life for our citizens. Once adopted by the
Council, the budget establishes the direction
for all City government programs and
services for the coming year. It represents
the consensus of Council direction and staff
recommendations on accomplishing Council
goals best and responding to the highest
priorities of community needs.
The proposed budget is based on the City
Council’s goals, vision, and priorities, with
many of the goals stretching several more
years into the future. Additionally, many
goals established in previous years fit nicely
with the new goals set this year, so those
efforts continue. The adopted City Council
financial policies and budget principles below
also guided budget preparation:
• Continue to implement the City Council’s
top priorities which includes the following:
• The renewal of the Utility User’s Tax.
• A possible Charter City Measure solely
purpose of increasing the Real Property
Transfer Tax or RPTT.
• Balance current revenues and current
expenses and maintain acceptable reserve
levels;
• Make decisions that continue to reset
the City’s financial plan and create a
foundation to maintain a balanced budget
in future years; and
• Maintain the highest quality of services.
COVID-19 continues to threaten the City
operations, but this budget anticipates the
restoration of services eliminated in the
prior years, as we’ve learned to work in “the
new normal.” So, with the City’s reserve for
Economic Uncertainty remaining at or above
the three-month level and a balanced budget
anticipated for FY 22-23, including some
one-time monies, there are opportunities to
make key investments in infrastructure and a
small amount of ongoing revenues available
to be programmed. Understanding how
ongoing revenues are evolving and the type
and sources of any one-time monies funds
remain a key to a financially sustainable
future for Hercules.
A budget is always a balancing act between
meeting the increasing demands of a growing
community while improving service levels –
within the constraints of our resources. In FY
21-22, despite COVID-19, we still see some
positive economic activity due to growth and
a healthy retail environment. This is reflected
conservatively in our resources across the
organization. We will continue to utilize
these resources to support street operations,
equipment, and replacement reserves, to fund
debt service and centralized General Fund
services, and Council priorities.
As Council is aware, maintaining staffing
levels during the crisis is a continued City
priority. Demand from our constituents
must be met, albeit in a different form of
delivery in certain areas. We prioritized
work to ensure Hercules is a welcoming
and well-maintained City, where streets
and parks are beautiful, sewer services are
delivered, public safety is maintained, and
general governmental services are efficiently
provided.
By doing so, the City “walks the talk” of
putting our community first and continues to
contribute to its economic base.
In the following pages, you will see some
continuing themes from 2022 and some
changes to how the budget was prepared.
Themes include management of the
Council Goals Work Plan, organizational
development, improving efficiencies and
BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET LETTER FROM THE CITY MANAGER
LETTER FROM THE CITY MANAGER
Honorable Mayor and Members of the City Council:
It has been more than two years into a global pandemic and a recessionary economic climate, and we look forward to better times for the 2022-23 fiscal year. For Hercules, most of the economic impact was experienced in our Parks & Recreation Department, where most programming has been suspended. The revenue loss of approximately $1,000,000 caused the City to reduce departmental expenditures through a mandatory furlough of Parks and Recreation Department employees and additional belt-tightening in other programmatic areas.
3 LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
community engagement. Going forward,
staff is recommending a process where the
fiscal strategy and the budget are prepared
with due regard to government’s fiscal
policies, strategic plans, and adequate
macroeconomic and fiscal projections.
Unlike the traditional incremental approach
to government budgeting, where the current
year’s budget becomes the basis for the next
year’s spending plan, the innovative process
in budgeting allows for understanding the
community’s core values and then budget
according to these values. Not only does
it allow our City to make better short-term
resource allocation decisions based on the
relative priority of the programs and services
it offers, but it also provides a new way to
link budget decisions to the strategic results
and outcomes that the City wishes to achieve
for the long-term.
This year, the City’s goal is to responsibly
maintain fiscal stability and address revenue
issues caused by an increase in cost. Due to
the impacts of the pandemic, the City reduced
services in prior years, specifically to Parks
& Recreation. Fortunately, the economy
is beginning to rebound from the financial
impacts of the pandemic, and the receipt
of one-time American Rescue Plan Act
(ARPA) funds, in the amount of $6.2 million
will help back-fill some pandemic-related
revenue losses, thereby avoiding reductions
in service. However, one-time funding does
not support long-term planning for adequate
levels of ongoing services.
While the FY 21-22 budget was a relatively
flat budget due to the economic uncertainty
facing effects of the COVID-19 pandemic,
the proposed FY 22-23 budget reflects the
cautious projections for recovery of the local
economy, and incorporates the opportunities
presented by American Recovery Plan Act
(AR PA).
The Financial environment and condition of
Hercules during 2020 was highly volatile,
reflecting the economic impacts of the
COVID-19 pandemic worldwide. The impact
of the pandemic had created a great deal
of uncertainty for local businesses and the
City as a whole. Fortunately – and contrary
to initial projections – the City experienced
relatively stable revenue growth, due in large
part to the increase of online purchasing and
stable business-to-business category, which
increased our sales tax revenues, as well as
a greater focus on local service-based and
food industries, which also increased sales
tax revenues. Finally, because Hercules’
largest retailers are those that experienced
the greatest degree of sales during the height
of the pandemic our sales taxes were largely
stabilized. That being said, we have taken
a cautious approach to the development of
the FY 22-23 budget and have worked to
keep changes to a minimum. The budget
has been developed using conservative but
realistic housing and growth figures based
on the large number of developments and
developable acreage that is currently working
its way through Community Development.
Future phases of the Bayfront development
will be driven by how well the first two
phases lease-up, though the third phase of
397 units is fully entitled and ready to have
permits issued. Some revenues anticipated
to come with new development have been
delayed, like Sycamore Crossing, or have
been slow to lease-up, such as the ground
floor retail in the Exchange. Other new
development is anticipated to proceed in the
near future, with Sycamore Crossing and the
Hilltown residential community. The Auto
Service Center component of the Willow
Avenue project will also be ready to accept
users soon.
The continued conservative approach
to budgeting, together with a focus on
differentiating between one-time and
ongoing revenues and expenditures, has
meant not only is the City on firmer financial
footing than in the past, but it also means
that we are better positioned to manage
through the current difficult circumstances.
Redevelopment dissolution issues continue
with the last payment of $600,000 remaining
on the $3.6 million Due Diligence Review
amount owed to the State. Future lump sum
accelerated repayments of redevelopment
related CalHFA loans are also now in the
foreseeable future.
As the City and nation continue to operate in
uncertainty due to the COVID environment,
a fiscally prudent approach to the FY 22-23
is recommended. The base General Fund
budget presented is a status quo with only
unavoidable or contractually obligated cost
increases built into the expenditure side.
Revenues have been adjusted to reflect
general trends and the new development
coming online. While FY 21-22 has
been a challenging year, it has not been
without several significant and noteworthy
accomplishments as programmed in the
budget or opportunities which have arisen
afterward.
Projects which will expand the City’s tax
base are now or soon will be generating
additional General Fund revenues and
economic activity. The new Safeway, Peets,
and Chase Bank all opened in April. The
235-unit Grand at the Bayfront opened in
May; the Grand will also feature the first
affordable units provided by the Bayfront
development. The Willow Avenue Auto
Service Park & Self Storage is completed
with occupancy on the self-storage. The
developer will be paying the City 10% of the
rental income on the self-storage units as an
in-lieu payment; future auto service units
will also be tax generators.
The future Sycamore Crossing project
continues to work on its site preparation
and utility relocation elements. The Project
was approved by the Planning Commission
and City Council in 2019. Lewis Operating
Companies are developing the 12-acre site
at Sycamore & San Pablo. 2.6-acre site
sold for hotel development – 100-room
Hampton Inn. 27,000-sq.-ft. the retail center
is planned for 3.22 acres on the corner—120
unit townhouse community. The Franklin
Canyon RV Resort, approved by the City
Council in February 2022, the Project will
replace the existing Franklin Canyon Golf
with a destination RV resort, including
spaces for 158 RVs, 22 bungalow tents,
and a new 10,500 square-foot clubhouse/
restaurant. The Project would also dedicate
approximately 70 acres for open space uses
(hiking, biking, and equestrian trails) and
5 acres for a future community garden. A
10% transient occupancy tax on all overnight
visits will generate additional revenue for the
City. Construction is estimated to take 18–24
months, with opening anticipated for the
Summer of 2024.
Also, D.R. Horton has proposed developing
the currently vacant 7-acre former horse
ranch property at the end of Skelly with
40 single-family residences, including
two below-market-rate units. The City is
currently evaluating the project for potential
environmental impacts and expects to be
followed by public hearings at the Planning
Commission and City Council. Pending these
4 project approvals, D.R. Horton hopes to begin
demolition and site grading in mid-2023,
with home construction starting in 2024 and
finishing in 2025.
The final design and permitting of the next
phase of the Hercules Regional Intermodal
Transportation Center is underway. This
utility relocation element is shovel-ready
and will proceed once funding is secured.
There appear to be several new funding
opportunities on the horizon. The interim
improvements to allow for the initiation
of bus service, which also provides better
pedestrian connections between the two
segments of the Bay Trail, have been
completed. Further development of the track
and platform design is also underway to set
the stage for the project to move forward
if funding were to be secured. A total of
$46 million of funding has been secured
and applied towards the project, including
the completion of various improvements.
At the same time, an additional estimated
$67 million is needed to complete the
infrastructure for a train to stop. The
City has secured the services of GBS to
develop a funding plan for the remaining
improvements. Currently, 40 potential
funding opportunities have been identified to
be explored in greater depth.
The City also received a clean bill of health in
the 2020-21 fiscal year audit, with the result
encapsulated in a more robust format called
the Comprehensive Annual Financial Report.
The annual audit was completed before the
calendar year-end and was presented to the
City Council in January. In addition, the
Annual Comprehensive Financial Report
(ACFR) and the Budget documents, which
were prepared in an expanded and more
comprehensive format, were recognized by
the Government Finance Officers Association
(GFOA) and the California Society of
Municipal Finance Officers (CSMFO) Award
of Excellence.
In February, as part of the mid-year budget
review, the FY 2021-22 budget was modified
and adjusted as follows:
• Reduction of Parks & Recreation
program budget due to the continued effect
of the pandemic and slow reopening of
programs.
• The receipt of the first tranche of ARPA
funding for $3.2 million.
• Upgraded one part-time to a full-time
position for administrative support.
The ARPA funding has made a big difference
and will continue to do even more to support
our communities. The City’s strategy for
allocating these resources is rooted in equity:
making investments in the community,
especially those businesses that were hit
hardest by the pandemic. On October 20,
2020, the City distributed the Business and
Community needs survey to understand
better the impact of the COVID-19 pandemic
on Hercules’ businesses. On January 11,
2022, the City Council approved the set
of principles to assist staff in developing
the plan for the use of the ARPA funds.
On February 22, 2022, the City Council
approved several priority projects as part of
the FY 21-22 Midyear Update, including the
assistance from HdL for the administration
of the ARPA programs that aligned with the
adopted set of guiding principles. FY 22-23
proposed the Business Assistance and Rental
Assistance Grant programs to help locally-
based businesses.
We continue to be able to accomplish many
things in Hercules to enhance the community
and offer programs and services desired by
our residents due to employees’ efforts daily.
This has been especially true as we have
navigated the COVID-19 Pandemic, and our
employees, as Essential Services Workers,
can be considered heroes in my book. The
above accomplishments were only possible
due to the efforts of our small, but talented
and dedicated staff truly is Hercules’ Team
Dynamic.
Our dedicated and committed elected leaders
also work hard to ensure the City is on a
solid financial footing while at the same time
looking at opportunities to enhance services
and improve the community. They are good
stewards of the public funds entrusted to
them and ensure that our budgeting and
financial operations are done consistently
with the Council’s adopted Financial Policies
& Principles.
In developing the proposed FY 22-23 budget,
we first estimate how we will end the current
FY 21-22, though that is done with just
nine (9) months or so of actual data and
projections as to what we will have in the
final quarter. We continue to actively review
our financial information, especially in the
light of the lingering possibilities of negative
consequences from COVID. As always,
we spend substantial effort to differentiate
between ongoing revenues and those of a
one-time nature to avoid a structural deficit
in the future.
General Fund Operating Budget
The General Fund is projected to end
the 2022-23 fiscal year with an operating
surplus of $740,000, including a $1.6 million
remaining ARPA loss of revenue component.
As usual, the FY 22-23 budget development
began with all Departments undertaking
a detailed examination of prior year
expenditures. An inflationary factor added
to some elements, and unavoidable increases
also being included. For the General
Fund, any proposed changes, other than
unavoidable cost increases, are as follows:
1. Increase in Animal Control Services -
$182,000 to $210,000.
2. Increase in Janitorial Services – $60,000
to $150,000.
3. Increase in Code Enforcement services -
$70,000 to $130,000.
4. Increase in consulting cost for Associate
Planner - $105,000 to $125,000
And the following are the staffing changes:
1. Converting one part-time to full-time
position for departmental administration
support – Cost Neutral.
As noted, better results from the FY 20-21
and some growth in taxes as seen in the FY
21-22 has resulted in additional resources,
despite impacts of COVID. The FY 21-22
General Fund operating budget was adopted
with a projected positive result with the
expectation that this would transition during
the course of the fiscal year to an operating
surplus due to higher than budgeted revenues
and good expenditure control.
The proposed FY 22-23 budget assumes
existing staffing levels, with some
modification to part-time positions and
consultant hours. A greater level of detail
has gone into the labor costs projections to
ensure accuracy and include scheduled step
and merit increases, increasing retirement
costs, higher medical and other insurance
premiums, and a 1% of payroll contribution
LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
5 towards the City’s IRS Section 115 Trust.
The recommended FY 22-23 General Fund
budget will incorporate addition to the
policies. Hercules recently obtained a strong
rating from credit agencies that track the
City’s credit. These high ratings reflect a
variety of factors, including the strength and
diversity of the regional economy, moderate
City debt levels, and current strong fiscal
management, including the provision of
adequate reserves. The City is committed
to implementing and maintaining strong
financial policies and fiscal stewardship. The
City last prepared an update of its financial
policies in December 2015. Since 2015, the
City has established a Fiscal Neutrality Fund
(or Operating Reserve), financial principles,
and policies.
Although the City’s finances are stable
today, expenses continue to grow, and future
challenges associated with pension costs,
workforce retention and attraction, and
aging infrastructure also loom. The Fund
Balance Reserve Policy specifies annual
reserve levels that provide the City with the
flexibility to adapt to local, regional, and
state-wide economic changes and to stabilize
the delivery of City services during periods
of economic recession or disaster response.
Staff is recommending adding the following
to the Statement of Financial Principles and
Policies adopted on December 16, 2015.
The following are staff’s recommended
additions:
1. Service Level Expectations - Defining
the types and levels of services expected
in a given year includes a process of public
engagement, understanding current services,
identifying the City’s mission, long-term
vision, and goals of the community. Based
on the goals established by the City Council,
the City Manager identifies the resources
required to deliver services, how best to
organize those resources to achieve the
City Council’s vision for the community,
and presents those recommendations in the
proposed Budget for the City Council review,
consideration, and direction. In a service-
oriented organization such as a city, it takes
a combination of staff and consultants to
provide services. As important as it is for
a city to invest in its physical capital, it is
just as important for a city to ensure it is
investing appropriately in its human capital
and to determine what is the proper level of
staffing and the necessary skill sets required
to deliver on the city’s mission. City staff
is currently evaluating potential needs for
additional personnel and resources necessary
to accomplish tasks related to the established
priorities.
In FY 2021-2022, services are being provided
by 58 FTE (Full-Time Equivalent) City
employees and equivalent to 28 part-time/
seasonal staff. For the FY 2022-2023
Budget, the City Manager is proposing
upgrading one parttime position to a full-
time Senior Clerk I position for general
administration support managed by the
City Clerk’s Office. The proposed change is
cost neutral and comparable to the salary of
the part-time position paid at a higher class
pay. Furthermore, the City will evaluate
the current level of staffing to meet City
Council’s strategic directives identified
during its strategic planning workshop held
on April 30, 2022.
2. Reserve Policy - The current general fund
reserve policy calls for a 16% limit (equal
to two months of the general fund operating
budget) to be available in a fiscal emergency.
Staff is recommending increasing the
general fund reserve policy limit from 16%
to 25% (equal to three months of the General
Fund Operating Budget) to protect the City
from fluctuations in the economy or other
significant unplanned needs. Once a 25%
funding level is reached, available surplus
funds would be directed to other Council
priorities.
3. Long-Term Capital Improvement
Project Funding – As staff mentioned
during the April 26, 2022, Budget Workshop,
the current funding strategy for capital
projects entails a detailed analysis of the
long-term capital improvement project
funding needs based on a 5-year forecast.
This strategy assumes a “pay as you go”
philosophy that does not anticipate the use of
debt financing.
4. General Fund Surplus Allocation –
A surplus occurs when income exceeds
expenditures. The term is often referred to
in government as savings. A surplus is an
indication that the City’s finances are being
effectively managed. Staff recommends that
Available resources as determined annually
throughthe closing of the financial records
will be used as a basis for the following
allocation:
a. 25% to Contribution to Pension/
OPEB - The City has established an
Internal Revenue Service Code Section 115
irrevocable trust which achieves a higher
rate of return on investments than that
earned on the pooled investment portfolio,
LAIF. Staff recommends that 25% of the
available fund balance shall be put into
a Trust Fund or directly into paying off
the CalPERS unfunded liability for either
pensions or post-employment benefits.
b. 25% to Operating Reserve – As
mentioned above, staff recommends
increasing the general fund reserve policy
limit to 25%. As a means to maintain
this limit, staff recommends that 25%
of the available fund balance be put into
operating reserves up to the 25% policy
limit.
5. 50% to Contribution to unmet/deferred
infrastructure and maintenance needs – A
funding mechanism to fund projects included
in the Long-Term Capital Improvement
Project Funding, as described in section c
above.
These available resources or available fund
balances are generally one-time in nature as
derived from one-time revenues or one-time
expenditure savings. The actual amounts
to be allocated will be based upon the prior
year’s financial statements from the most
recent audit.
General Fund Five-Year Forecast
The five-year forecast is an essential tool that
reflects the City’s commitment to fiscal health
and sustainability. This model is used to
evaluate the immediate impact of budgetary
decisions and the costs of decisions over
multiple years. The tool is updated based on
current revenue and expenditure information.
Though individual variables and assumptions
may change over time, the five-year forecast
provides a consistent model to realistically
forecast the City’s fiscal performance. The
five year forecast includes all aspects of the
General Fund. It models and forecasts all
General Fund revenues (property tax, sales
tax, utility users tax, etc.) and expenditures in
detail. The City updates the five-year forecast
as part of the regular budget update to the
LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
6 LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
Council.
Based on the current information known,
the General Fund will end the fiscal years
with a positive net revenue until year three.
On January 1, 2025, the Utility Users Tax
(UUT) will sunset. Also, per our agreement
with the California Housing Finance Agency
(CalHFA), the remaining loan balances
are due no later than April 11, 2027, and
August 15, 2026, for HELP and RDLP loans,
respectively. Therefore, a structural deficit
will start in FY 24-25 of approximately $3
million annually assuming the same service
level, the UUT is not renewed, and the
accelerated payments on CalHFA loans are
not renegotiated.
The City is a lean organization and has not
fully recovered from the staff and budgetary
cuts necessitated by the Great Recession.
With the dissolution of the redevelopment
agency in 2012 by Sacramento, the City has
lost a significant funding source for funding
capital improvements. In FY 2011, the City
reduced its workforce by 30% and made
significant service cuts to bring expenditures
in line with its revenues. While these changes
saved the City from near bankruptcy, it did
not cure the long-term resource deficit.
The City relies on UUT proceeds to fund a
wide range of services including maintenance
of public properties, staffing, and providing
for public safety. If the UUT is allowed
to expire in January 2025 without being
continued, the loss of approximately $3.5
million a year in revenue would drastically
impair the City’s ability to provide even a
minimal level of service. If we are required to
make budget cuts that may include police and
neighborhood patrols, street maintenance,
parks, senior services, youth programs, and
economic development, we risk a decline in
our quality of life.
Two potential tax measures are considered
on the ballot to close the General Fund
deficit and additional revenues to sustain
population growth. The first is a renewal of
the existing Utility Users Tax (UUT), which,
if not renewed by an affirmative vote of a
majority of voters, will expire on January
1, 2025. The second is increasing the Real
Property Transfer Tax (RPTT). Hercules is a
general law city, and only charter cities can
increase the RPTT beyond the statutorily
mandated amount for general law cities. To
increase the RPTT, the Council must place a
ballot measure before the voters at a general
election to become a charter city for that
limited purpose. The Council has directed
that both options be considered for placement
on the November 8, 2022, ballot.
Special Revenues Fund
Special Revenue Funds are used to account
for specific activities which are credited as
required by law or accounting requirements
and are then utilized to provide those
specified services. These consist primarily
of the City’s Landscape & Lighting District
Funds, the Solid Waste Fund, and the Capital
Improvement Project Fund. The Waste Water
Fund, which provides sewer services, is an
example of an Enterprise Fund. Development
Impact Fee funds collect fees related to the
offset of impacts on infrastructure caused by
new development.
Landscape & Lighting Assessments Districts
are proceeding on a status quo basis with
just a standard inflation factor increase in
progress and incorporated into the Budget
with a few exceptions. Over the last several
years, extreme drought conditions have
required a significant increase in irrigation
watering to keep the landscaping alive
and healthy. Additionally, there have been
significant increases in East Bay Municipal
Utility District (EBMUD) water rates. From
FY 17-18 to date, EBMUD’s water rates
increased 40% compared to an allowable
LLAD assessment rate increase of 16%.
Consequently, water costs have risen
dramatically in the LLADs, especially for
Benefit Zones and districts with large turf,
which have a very high water demand.
Additionally, trees in the new urbanist
developments north of I-80 have matured,
both in height and width, such that they now
need to be pruned regularly by a contract tree
trimming company. This is new, additional
work beyond the scope of the current
landscaping contract and is an additional
LLAD cost. Victoria By The Bay LLAD
No. 2002-1 has been most impacted by these
increases in cost and is now in a deficit.
Staff will be further evaluating how these
emerging costs affect all of the Zones and
Districts and intend to bring this item back to
Council for an in-depth discussion, including
recommendations for FY 23-24, early next
fiscal year. At that time, the year-end costs
for FY 21-22 will be known and evaluated.
The Storm Water Fund continues to see
increased costs due to State mandates which
are expected to further increase under the
next iteration of the Regional Stormwater
Permit. Recycling-related revenue is being
used to offset a portion of this operating
deficit to the extent that the operation of the
garbage and recycling trucks contributes to
the problem, and that has increased this year.
Any remaining operating deficit is covered
by the General Fund ultimately.
Sewer Enterprise Fund
On January 23, 2001, the cities of Hercules
and Pinole entered into a joint power
agreement for the operation and ownership
of the Pinole/Hercules Wastewater Treatment
Plant. The City has an undivided fifty percent
ownership interest in the Plant, and the City
of Pinole has the right and responsibility
to manage and operate the Plant. The City
retains responsibility for operating and
maintaining its wastewater collection system.
Also, the City of Pinole maintains the records
and accounts for all the wastewater treatment
plant transactions.
The City owns and operates the collection
system in Hercules, which includes over
60 miles of underground piping and five
lift stations. The effluent is treated at the
Hercules-Pinole wastewater Treatment Plant
(WWTP), located and operated by the City of
Pinole. Hercules owns half of the WWTP.
The City collects approximately $6 million
a year in service charges from over 8,400
connections charged through the County
tax roll. Developers also pay impact fees to
provide capacity for the wastewater their
project generates. The estimated revenue for
FY 22-23 is $6 million.
The Sewer Enterprise Fund pays for the
sewer system’s operations, maintenance, and
capital improvement and is restricted. The
revenues collected from sewer fees cannot be
used for non-sewer related purposes. FY 22-
23 proposed operating budget is estimated to
be $3.4 million; Capital improvements of $2
million, and debt obligation annual payment
of $2 million.
7 LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
Internal Service Funds
City operations require the use of buildings,
vehicles, equipment, and information
technology equipment/infrastructure.
The expenditures for these areas are not
consistent and fluctuate from year to year.
As a result, it is very difficult and not
recommended to budget these costs through
the normal operating budget. Instead, the
standard for municipal governments is to
establish internal service funds to accumulate
capital and address these periodic and
sometimes large expenditures. The use
of internal service funds provides for a
smoothing of the costs over the asset’s useful
life.
This is a better budgeting process because
it does not require large allocations in
one year and smaller allocations in other
years. Instead, the estimate for repairs or
replacement is calculated, and allocations are
made from the operating budget into internal
service funds so that resources are available
when required. The City currently has three
internal service funds, Vehicle replacement,
Information Technology (IT) operating and
replacement, and Facility Maintenance:
Vehicle Replacement ISF
The City will be developing a replacement cycle
plan. The model that the City is developing will
provide for the replacement of vehicles on a
schedule based on age and mileage. There will
typically be some vehicles that need to be replaced
before the targeted age and mileage threshold and
others that can be extended beyond the established
schedule. All vehicles will be evaluated using
these criteria and assessing the maintenance and
gas consumption cost to determine the appropriate
replacement time frame. Currently, the City
replacement is on a “pay-as-you-go” basis. For
FY 22-23, the budget provides for replacing the
following:
•Replace the existing three patrol vehicles that
exceeded the dependable service life of a Police
patrol vehicle. (Estimated cost: $176,000)
•Replace existing two Public Works vehicles,
2008 Ford F250 pick-up trucks (Estimated cost:
$100,000)
Information Technology
Operations ISF
The fund accounts for Information
Technology, which provides various
technology-related services for the city,
including networking and infrastructure
technology, including servers, switching,
security, cyber protection, internet
connectivity, service desk, disaster recovery,
and other data communication technologies.
FY 22-23 proposed IT operating Budget is
estimated to be $955,986 and Equipment
Replacement of $316,000. Resources are from
administrative charges to departments based
upon their proportional share of program
costs.
Facilities Maintenance ISF
The fund accounts for Facility Maintenance
and provides and manages maintenance and
emergency structural repair services for
all City facilities. The source of revenue is
reimbursement from departments for the cost
of providing facility maintenance services.
This internal service fund pays for the
maintenance and repair of the City’s facilities
which include:
• City Hall (including the Police
Department)
• Senior Center
• Library
• Lupin & Hanna Kids Center
• Teen Center
Proposed changes compared to prior year are
as follows:
• Increase in Janitorial Services contract -
$182,000 to $210,000
Facility Replacement ISF
This fund will be used to cover the major
replacement of City buildings and facilities.
There is a significant backlog of large
maintenance projects at City Hall, the Police
Department, etc. For FY 22-23, the City will
be conducting a Citywide Facility study to
address some of these backlogs.
IT Equipment Replacement ISF
Separating the IT Equipment Replacement
Fund - this fund will be used to replace
infrastructure and equipment used to
support City technology needs (servers,
switches, data security, etc.). This model has
not yet been developed, and expenditures
are currently charged together with IT
Operations as “pay-as-you-go.” Another
essential value to creating these internal
service funds is that funds will be available
to ensure facilities are maintained and
equipment replaced during challenging
financial years when allocations to the
funds from the various departments may be
reduced.
The City has accumulated a cash balance for
IT operations and replacement ($1.3 million)
and facilities maintenance funds ($676K).
Staff recommends allocating approximately
50% of these funds to fund the newly created
internal service funds. The staff will develop
vehicles and IT equipment replacement
models to identify the needs projected for
the next 5-10 years. In addition, staff will be
conducting a facilities maintenance study that
looks forward 30 years to identify expected
maintenance needs and improvements. This
analysis will allow the staff to calculate and
program funds sufficient to ensure they are
adequately capitalized. The recommendation
to allocate approximately 50% of the
accumulated fund balance in the Internal
Service funds will ensure the funds have
adequate balances to provide a reserve
if financial challenges require a pause in
contributions to the funds. The contributions
will come from the various department
budgets and will be reassessed annually
based on actual expenditures and re-
evaluation of projected future expenditures.
Capital Improvement Program
Funds
Hercules’ CIP aims to maintain and improve
the City’s aging public infrastructure. This
capital budget emphasizes:
• The unusually large amount of capital
work completed and proposed, especially
in light of the Regional Intermodal Transit
Center (RITC) project solely funded by
grants and locally matched transportation
projects;
• A “fix it first” approach where proper
maintenance of Hercules’ existing
infrastructure is prioritized above requests
for “new” infrastructure; and
• The need for additional revenue
to adequately maintain our existing
infrastructure.
Public infrastructure includes the City’s
streets, sewers, storm drains, transportation,
8 streetlights, trees, buildings, and parks.
While this budget plans for five years, the
City Council will only appropriate funds for
one year or FY 22-23. This CIP and budget
will be proposed, along with the City’s
operating budget, for adoption by the City
Council on June 28, 2022.
The past decade has been a very challenging
financial period for the City. Consistent with
the “fix it first” approach, many key capital
improvement projects were delivered, and
the very most has been made of available
funding. However, it has become increasingly
clear a pay-as-you-go approach and deferring
preventative maintenance work are no longer
sustainable.
With the City’s finances improving, FY
22-23 looks to reintroduce capital planning
and a more robust preventative maintenance
program. With these goals in mind, a modest
Parks Master Plan and Building Facilities
Maintenance Plan are recommended to
be funded. These plans will capture and
prioritize deferred maintenance needs
based upon a comprehensive assessment
and identified desires of the community.
Both plans will include an ADA (American
Disability Act) assessment component.
A 10-year study window will allow this
capital improvement work to be planned and
budgeted well ahead of time. Undertaking
these studies in FY 22-23 will place the
City in a strong position to allocate ARPA
(American Rescue Plan Act) funding in FY
23-24.
The major capital endeavor in FY 22-23 is
the advancement of the Regional Intermodal
Transit Center (RITC); specifically, the
final design of the Utility Relocation Phase
and soliciting for grant funding. Also
programmed is the construction of the Lower
Sycamore Sewer Trunk Main Replacement.
This $13.5 million project is a carryover from
the current year as it has not yet received
permits from the environmental agencies.
A $60K study is proposed to evaluate and
potentially design new modular buildings
to replace the existing ones in front of City
Hall. They will house lockers, bathrooms,
and showers for the Police Department using
Police Development Impact Fee funds, given
they have outgrown their current facilities.
A training room and/or workout area may
also be included. Primary consideration
will be given to expanding the facilities
and enhancing equity and inclusion. Lastly,
Beechnut Park is scheduled to be designed
and constructed using grant funding.
Looking Ahead
Our City continues to assess changing
circumstances and be prepared for the effects
they may have on our ability to deliver
services. While much remains out of our
control, we have a firm grip on what we do
control. This puts the City in a position of
strength that allows us to weather storms
and leverage the opportunities that emerge.
Sound, conservative financial planning is at
the core of our budget development efforts.
Our residents and businesses have been
valuable partners in this ongoing quest,
as have the great people we have on staff
who play an undeniable role in our City’s
success. As we come back together in a
more traditional office-based environment,
we reinvigorate the culture that draws
high performers to our organization. As an
employer of choice, we will remain open to
new ways to support our employees’ success
to continue to ensure the kind of quality of
life our community values so profoundly.
While one of the constants in life is change,
we know that uncertainty is change’s close
companion. Our resiliency lies in our
preparation for uncertain times. Hercules will
effectively forge new paths to remain ready
to deal with whatever else may lie ahead.
The looming expiration of the base Utility
Users tax and the override will need to be
renewed, and the November 2022 ballot looks
like the best initial opportunity to place this
before the voters.
Continuing to be strategic regarding
spending and ensuring that the City lives
within its means is the best path to ongoing
fiscal sustainability. Preserving reserves and
other designations like the Pension and OPEB
Trusts will also serve to sustain services and
the ability to weather downturns in future
years. Without mitigation, pension and OPEB
payment obligations are at risk of “crowding
out” the allocation of General Tax dollars to
current services and programs.
This budget highlights the many
accomplishments made in the 2021-22 fiscal
year and our progress in many areas. This
past year has been remarkable from the
commitment and dedication our employees
and volunteers have shown to the City and
the community. We wouldn’t be in the
position to sustain services
and the safety
of the community without their dedicated
service. I would encourage the City Council
and community to take time to appreciate
these achievements and look forward to
more progress to enhance the quality of
life in Hercules and sustain the City as an
organization.
Conclusion
Many challenges lie ahead, and because
of responsible past decision making and
an emphasis on setting the stage for fiscal
sustainability, we are positioned as well as we
can be as an organization and community to
weather the storm and its aftermath. We will
continue to move key revenue base expanding
development projects forward like the Bayfront,
Sycamore Crossing, Skelly Project, and the
Franklin Canyon RV Resort.
This budget addresses the City’s highest
priorities for service and capital needs for
FY 22-23 and will allow us to achieve our
key goals. Preparation and adoption of the
budget is a team effort involving nearly every
employee in our organization and every City
Council member. Thank you to our staff for
their willingness to submit conservative budget
requests and to develop alternative ways to
meet Council priorities. Finally, thank you
City Council for your leadership in moving
ahead on numerous issues, and for your
adoption of additional financial policies and
prudent financial guidance that resulted in the
foundation for this proposed Budget.
– Dante Hall
City Manager
– Edwin Gato
Finance Director
LETTER FROM THE CITY MANAGER
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
9 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET AWARDS
BUDGET AWARDS
The City of Hercules received the Government Finance Officers Association’s (GFOA) Distinguished Budget Award and the California Society of Municipal Finance Officer’s (CSMFO) Operating Budget Excellence Award for the FY2021-22 budget. These awards represent a significant achievement and reflect a commitment of the governing body and staff to meeting the highest principles of governmental budgeting. In preparing the FY2021-22 budget, staff has once again followed the GFOA and CSMFO criteria as well as made enhancements. This document will be submitted to the GFOA and CSMFO for consideration for the FY2022-23 budget awards.
10 The Budget
is the City’s
Roadmap
The City of Hercules’
annual budget is one of
our most important policy
documents. The Budget at a
Glance is a simplified version
of the comprehensive
budget document that
includes highlights, and an
overview of major revenue
sources and expenditures.
40.2 Median age of residents
$45,744
Per Capita Personal
Income
32,143
Student Enrollment
(Reflects the total number
of students enrolled in
the West Contra Costa
School District)
13,700
Total City Labor Force
Top 10 Employers, 2020-21
Employer Number of Employees
1. Bio-Rad Laboratories Inc, 2,194
2. West Contra Costa Unified School
District, 238
3. Home Depot, 192
4. Safeway, 180
5. Contra Costa County Social
Services, 107
6. Pacific Bio Labs Inc, 93
7. Lucky Supermarkets, 90
8. City of Hercules, 68
9. Benda Tool & Model Works Inc., 44
10. Big Lots, 23
HERCULES
DATA DIGEST
FY 2022-2023
BUDGET
AT A GLANCE
FISCAL YEAR 2022-2023
CITY OF HERCULES, CALIFORNIA
May June
July
Aug.
Sept.
Oct.Nov.Dec.
Jan.
Feb.
March
April
THE BUDGET
DEVELOPMENT
PROCESS
Intro, public hearings
& budget adoption
1 New fiscal
year & year
end review
2 Fiscal
year end
audit &
annual
report
prep
3 Finalize audit & annual
financial report
4Publish annual report
& mid year review
5 Budget
planning
Packages
6 Mid year
review &
department
budget
preparation
7 Funding
allocation
reviews &
budget
preparation
8 How is the budget developed? The City Council adopts the budget in June of each year for the following fiscal year, which runs from July 1 to June 30. The budget development process is continuous and includes public communication throughout the year.
CITY OF HERCULES FY 2022/hyphen.case2023 BUDGET OVERVIEW Citywide Revenue
$33 million
$17 million
General Fund Expense
$17 million
General Fund Revenue
Citywide Expenses
$33 million
Source: CA Department of Finance
2012 2021
24,457
25,864
Population of the
City of Hercules
11 BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET HERCULES BUDGET AT A GLANCE Figures are rounded
FY 2022-23:
Citywide Expenditures by Program
(Excluding Internal Charges)
$33 million total
Police
$8.0
million
Wastewater
Improvements
$7.0
million
Streets & Others
$7.1
million
$4.4 million
$2.0 million
$1.4 million
$3.2 million
Lighting and
Landscaping
Assessment District
Community
Development
Parks & Recreation
Administration
• Strengthen Financial Stability
• Continue to Provide Excellent
Police Services to the Community
• Enhance Economic Development Efforts
• Enhance Transportation Access and Options
• Complete the Vision of the City’s Development
• Provide Outstanding Cultural and
Recreational Services
• Invest in and Enhance Maintenance of
Public Infrastructure and Facilities
• Continue to Provide Exemplary
Governance and City Administration
City of Hercules
Strategic Plan Goals
The City’s Strategic Plan Goals, are focused priorities that guide the day to day work and budgeting process
Based on June 2020 CalPERS actuarial report, The City's funding ratio as of June 30, 2020 was 73%. The Fitch (a credit rating agency) generally considers a funded ratio of 70% to be adequate.
CalPERS Pension Funding Status
Safety/police pension funding
Other staff pension funding
2018
2019
$33.74 million
$20.3 $6.69
$21.54 $7.15
$31.7 million
$26.98 million
$28.7 million
Accrued LiabilityUnfunded
(in $ millions)
Plan Assets
(in $ millions)
Accrued LiabilityUnfunded
(in $ millions)
Plan Assets
(in $ millions)
2018
2019
$22.43 $9.27
$25.09 $8.65
Fund ratio: 71%
Fund ratio: 74%
$36.22 million 2020 $26.34 $9.88
Fund ratio: 73%
Fund ratio: 75%
Fund ratio: 75%
2020 $21.03 $7.87 $28.9 million
Fund ratio: 73%
12 BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET HERCULES BUDGET AT A GLANCE Revenues
by Type
2 022-23
$33.7
million
Expenses
by Major
Category
2022-23
$33.4
million
CITY OF HERCULES BUDGET FY 2022-23:
CITYWIDE BUDGET
Figures are rounded
Figures are rounded
Special
Revenues,
Capital
and Debt
$10.8
million
General Fund
$16.9
million
Enterprise
$6.1
million
Capital
Projects
$5.1
million
Materials,
Supplies &
Services
$15
million
Salaries
and Benefits
$12.1
million
The following is a breakdown of revenues
by fund type and expenditures by major category.
What the
City of
He
rcules
takes
care of
Here is a look at some
of the services the City
provides and facilities
and infrastructure it
maintains:
58 miles
of city streets
1,494
street and
parking lot
features
14 traffic signals
7 miles
of bike lanes
62 miles
of sanitary sewers
13 parks
9 playground
structures
5 Recreation
Centers
Other
expenses
$1.2 million
13 A LOOK
AHEAD
This graphic displays
forecasted the General Fund
revenues and expenditures
for FY 2022-23 to FY 2026-27.
The City’s base 6% Utility User
Tax (UUT) and 2% override will
expire in 2025. The forecast
illustrates the budget gap
if revenues from UUT are
discontinued.
General Fund
Expenditures:
Where does
the money go?
For every dollar
spent on the
general fund:
General Fund
Revenue:
Where does
the money
come from?
Police Administration Parks & Recreation
Community Development 5¢
Public Works 2¢
Transfers Out 2¢ Non Department 2¢
48¢ 27¢ 12¢
BUDGET 2019-21CITY OF HERCULES FY 2022-23 ANNUAL BUDGET HERCULES BUDGET AT A GLANCE CITY OF HERCULES BUDGET FY 2022-23:
GENERAL FUND OPERATING BUDGET
Sales Tax (30%) Utility User
Tax (21%)
Vehicle License
Fees (15%)
Program
Revenues (10%)
$5.0
million
$3.6
million
$2.5
million
$1.7
million$1.6
million
$1.4
million
$1.2 million
Property Taxes (9%)
Other Taxes (9%)
Miscellaneous (7%)
Figures are rounded
Figures are rounded
If the Utility
User Tax is
dicontinued
there wil be
$3 million gap
in FY 2026-27
$25 million
$20 million
$15 million
$10 million
Expenditures Revenues without
Utility User Tax
Revenues
General Fund Five-Year Forecast
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
14 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS
GOVERNMENTAL FUNDS
• General Fund: The General Fund is the general
operating fund of the City. It is used to account for
all financial resources except those required to be
accounted for in another fund.
• Special Revenue Funds: Special Revenue Funds are
used to account for the proceeds of specific revenue
sources (other than special assessments, expendable
trusts, or major capital projects) that are legally
restricted to expenditures for specified purposes.
• Capital Projects Funds: The Capital Projects Funds
are used to account for financial resources to be used
for the acquisition or construction of major capital
facilities (other than those financed by Proprietary
Funds and Trust / Agency Funds).
• Debt Service Funds: Debt Service Funds are used
to account for the accumulation of resources for, and
the payment of, general long-term debt principal,
interest, and related costs.
• Internal Service Funds: Internal Services Funds
are a type of proprietary fund used to report any
activity that provides goods and services on a
cost reimbursement basis to other City funds and
departments of the primary government and its
component units.
• Trust / Agency Funds: Trust Funds are used
to account for assets held by the City in a trustee
capacity for individuals, private organizations, other
governments, and/or other funds.
BUDGET PROCESS
GOVERNING STRUCTURE AND BASIS OF BUDGETING
The City of Hercules is a municipality
incorporated in 1900 under provisions
of the Constitution of the State of
California. The City operates under
a Council Manager general law form
of government and is governed by a
council of five elected members with
staggered four-year terms. Additionally,
City Council members act as the board
of directors of the Hercules Public
Financing Authority (PFA).
BASIS OF BUDGET AND FUND STRUCTURE
Local governments account for revenues and expenditures through separate funds such as General, Special Revenue, Enterprise, Internal Service and Fiduciary funds. The accounts of the City of Hercules are organized on the basis of funds, each of which is considered a separate financial entity. Each fund is comprised of a set of self-balancing accounts for its revenues and expenditures. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The various funds are grouped into generic fund types and fund categories as follows:
15 BUSINESS-TYPE FUNDS
Enterprise Funds: Enterprise Funds are used to
account for operations:
(a) that are financed and operated in a manner similar
to private business enterprises where the intent of
the governing body is that the full costs (expenses,
including depreciation) of providing goods or services
to the general public on a continuing basis be recovered primarily through user charges; or (b) where the
governing body has decided that periodic determination
of revenues earned, expenses incurred is appropriate
for capital maintenance, management control or
accountability. Because enterprise funds use the full-
accrual basis of accounting under FASB, all long-term
debt liabilities and debt service payments are recorded within the enterprise fund itself.
For tracking convenience, a separate fund for enterprise debt service payments is shown on the following table
although all transactions are reported together within
an enterprise fund’s financial statements. City budgets contain three major categories - operating, capital and debt. The table on the following page lists the City’s
funds and the categories in which a fund’s financial
transactions contain.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS Fund # Operating Capital Debt
GENERAL FUND (100) X X
SPECIAL REVENUE FUNDS
Asset Seizure 101 X
Ab 3229 Cops Program 201 X
Citywide L&L Dist 83-2 220 X X
Victoria By The Bay L&L 221 X X
Hercules Village L&L Dist 222 X X
Baywood Assess 04-1 L&L 223 X X
Bayside Assess Dist L&L 224 X X
Arterial Roadways 225 X
Stormwater Assessment 231 X
Dif-Gen Public Facilities 241 X
Community Development Fnd 242 X
Development Fee Fund 243 X
Dif-Police Facilities 244 X
Dif-Fire Facilities 246 X
Dif-Park & Rec 247 X
Public Benefit Fee 249 X
Dif-Traffic Facilities 261 X X
State Gas Tax Fund 262 X X
Measure "C" Street Fund 263 X X
Stmp Traffic Impact Fund 264 X
Solid Waste And Recycling 291 X
Regional Water Quality 521 X
Bart (Park & Ride) 266 X
CAPITAL PROJECT FUNDS
Street Cip Grants 295 X
City Capital Proj-Single 300, 310, 311 X
Energy Conservation Project 301 X
Grant Fund / Stip / Rip 340s, 350 X
Water Quality Ret Basin 387 X
DEBT SERVICE FUNDS
2003b Debt Service Pfa 672 X
2009 Debt Service Pfa 673 X
Suntrust Lease 383 X
Equipment Lease 388 X
FUND DESCRIPTION
HERCULES FINANCIAL REPORTING FUND STRUCTURE
16 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS
BASIS OF ACCOUNTING AND
FINANCIAL REPORTING
The basis of accounting refers to when revenues and
expenditures or expenses are recognized in the accounts and reported in the financial statements. The basis of
accounting depends on the purpose for which the fund
has been established and by its measurement focus.
All governmental and expendable trust funds use a
current financial resources measurement focus. With
this measurement focus, only current assets and current liabilities are included on the balance sheet. Operating statements of these funds present increases (i.e.,
revenue/other financing sources) and decreases (i.e.,
expenditures/other financing uses) of net current assets.
All proprietary funds, pension trust and agency funds
are accounted for on a flow of economic resources
measurement focus. With this measurement focus,
all assets and liabilities associated with operation
are included on the balance sheet. Fund equity for
proprietary funds (i.e., net total assets) is segregated into restricted net assets and unrestricted net assets.
Proprietary fund type operating statements present
increases (e.g., revenues) and decreases (e.g., expenses) in net total assets. Interest is capitalized on proprietary fund assets acquired with tax-exempt debt. Agency
and trust funds are custodial in nature (assets equal
liabilities) and do not involve measuring the results of operations.
Modified Accrual Accounting. The modified accrual
basis of accounting is used by all governmental
funds and expendable trust funds, as required by
generally accepted accounting principles (GAAP), the
Governmental Accounting Standards Board (GASB)
and the State of California. Under the modified accrual basis of accounting, revenues are recognized when
they become measurable and available as net current
assets. Property tax and assessments are recognized
as revenues in the fiscal year in which the taxes were
levied. Sales and use taxes are reported as revenue
when collected by the State of California for subsequent remittance to the City. Intergovernmental revenues
and investment earnings are accrued when earned.
Revenues from grants, entitlements, and donations are
recognized in the fiscal year in which all eligibility
requirements are satisfied. Fines and permits revenue
are not susceptible to accrual as they generally are not measurable until received in cash.
Expenditures are generally recognized under the
modified accrual basis of accounting when the related
fund liability is incurred. Exceptions to this general
rule include principal and interest on general longterm debt, recognized when due, and accumulated unpaid
vacation and compensatory pay that is accrued and
reported on the government-wide financial statements
for governmental funds.
Full Accrual Accounting. As mentioned previously,
the full-accrual basis of accounting is used for the
enterprise and proprietary fund types. Under this
method, revenues are recognized when earned and
expenses are recognized at the time liabilities are
incurred. The City has chosen to utilize GASB as
its standard setting body for the accounting in its
proprietary funds, as allowed since November 30, 1989.
Deferred revenues arise when potential revenues
do not meet both the “measurable” and “available”
criteria for recognition in the current period. Deferred revenues also arise when resources are received by
the City before it has a legal claim to them, as when
loans are extended upon agreement for future lease or
loan repayment proceeds. In subsequent periods, when
both revenue recognition criteria are met, or when the
City has a legal claim to the resources, the liability for deferred revenue is removed from the balance sheet and
revenue is recognized.
Past actual data presented in this budget document
reconcile to the City’s financial statements using the
GAAP basis of accounting for governmental funds and
full-accrual basis for enterprise funds.
Basis of Budgeting Method. The budget uses the
basis of budgeting method. The basis of budgeting
and the basis of accounting are the same for all
governmental funds. The budgeting basis for enterprise
and proprietary funds do not include depreciation/
amortization of debt principal and interest payments
or the capitalization of capital construction costs or
donated/contributed capital. Depreciation of capital
assets for enterprise and internal service funds has been budgeted.
17 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS
1. The City Manager submits to the City
Council a proposed operating budget for
the following fiscal year. This budget includes
proposed expenditures, by fund and department,
and the revenues expected to finance them.
2. Public hearings are conducted to obtain
taxpayer comments.
3. The budget is legally enacted through passage
of a resolution before July 1.
4. The City Manager is authorized to transfer
budgeted amounts between objects within the
same department; however, any revisions, which
alter total expenditures of any fund, must be
approved by the City Council.
5. Formal budgetary integration is employed
as a management control device. Special
Revenue Fund budgets are adopted on a basis
consistent with accounting principles generally
accepted in the United States (USGAAP) and
are consistent with the basis used for financial
reporting.
Accordingly, actual revenues and expenditures
can be compared with related budget amounts
without any reconciliation. The General Fund
budget is adopted on the budgetary basis, which
is not consistent with accounting principles
generally accepted in the United States of
America.
Commitments for material and services, such
as purchase orders and contracts, are recorded
during the year as encumbrances to assist in
controlling expenditures. Appropriations, which
are encumbered at year-end lapse, then are added
to the following year’s budgeted appropriations.
However, encumbrances at year-end are reported
as reservations of fund balance.
6. Under Article XIII B of the California
Constitution (the Gann Spending Limitation
Initiative), the City is restricted as to the
amount of annual appropriations from the
proceeds of taxes, and if proceeds of taxes
exceed allowed appropriations, the excess
must either be refunded to the State Controller,
returned to the taxpayers through revised tax
rates or revised fees schedules, or an excess in
one year may be offset against a deficit in the
following year. For the fiscal year ended June
30, 2018, based on the calculations by City
Management, proceeds of taxes did not exceed
the appropriations limit.
7. Budget revenue amounts represent the
original budget modified by adjustments
authorized during the year. Budgeted
expenditure amounts represent original
appropriations adjusted for supplemental
appropriations during the year, which were
contingent upon new or additional revenue
sources and re-appropriated amounts for prior
year encumbrances. The City Manager must
approve adjustments to departmental budgets;
however, management may amend the budgeted
amounts within departmental expenditure
classifications, with approval of the Finance
Director.
8. Certain appropriations carryover and are re-
appropriated for the subsequent year.
9. Budget appropriations for the various
governmental funds become effective July 1.
The City Council may amend the budget during
the fiscal year. The legal level of budgetary
control has been established at the fund level.
BUDGET PROCESS AND PROCEDURES
The City follows the following procedures in establishing the budgetary data reflected in this document:
18 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS
BUDGETARY PROCESS
There are two pieces to the budget: an operating
budget and a capital budget. The departmental
operating budgets represent current year operations
whereas the capital budget covers major construction
projects and the purchase of major equipment for
multiple fiscal years. The operating and capital
budgets are concurrently created and adopted in a
similar manner. However the operating budget covers
a one-year period while the capital budget covers a
five-year period with money being appropriated for the
first year along with the current year operating budget and the remaining four years of the capital plan being
approved in concept.
The budget and this document is the culmination of a
process in which the community -- through its elected
leaders, commission/committee members, public
hearings, and the advice of City staff -- decides upon
the services it shall receive from its government under the constraint of resources available to it through
taxes, fees, and transfers from the federal, state, and county governments.
Operating Budget Process
The budget process began in March with the request
by the Finance Department for revenue projections
and an estimation of operating expenditures requests.
City Council / Finance Commission Budget
Meetings. The City Manager and the City’s senior
staff discussed the City’s General Fund budget issues
with the City Council/Finance Commission as first
looks at revenues and expenditures. The Finance
Commission includes five appointed members from
the public. The budget work sessions provided time for
the Commission members to discuss issues related to
the budget.
Citizen Input on the Budget and Final Adoption.
Citizen participation was encouraged during the City
Council / Finance Commission budget work sessions.
Additionally, public notice of Council consideration of the City’s proposed budget resolution was advertised
per state law. A copy of the proposed Budget was
available at the City Clerk’s Office and on-line for
citizen review. Any amendments made by Council
will be incorporated into the final adopted budget.
Mid-Year Budget Review and Revision Process.
After the adoption of the budget, there are scheduled
reviews of the budget’s progress. In March of the fiscal year, there is a major mid-year (second quarter) review in which revenues and expenditures are examined and
adjustments made if necessary. There are also first,
third and fourth quarter reports prepared and reviewed
with the Finance Subcommittee of the City Council.
Any adjustments to the budget must be passed by City
Council resolution.
In addition to these scheduled reviews of the adopted
budget, there is a process for amending the budget
during the year if a department finds that more
money is needed to be spent on a program than was
originally anticipated, or finds that there are new
funded or unfunded needs to be met. In this case, the
department must present to City Council its reasons
for requesting a budget adjustment. As with the
scheduled budget reviews, these budget adjustments
must also be adopted by City Council resolution before
a department can spend money amounting to more
than the original appropriation.
Requests for adjustment to the budget fall into two
categories:
• Pre-Approval - Departments may present to Council
on an individual basis revised funding requests for
approval to proceed with a new initiative, program or
project. Council approval of such requests constitutes
formal budget appropriations authority.
• New Requests - Department requests may be
submitted through the mid-year revision resolution.
Departments submit a memorandum to the City
Manager outlining the cost of the requested item, its
justification, financing sources, whether the request
is a one-time or ongoing cost, and accounting codes
impacted. If approved by the City Manager, these
requests are listed on the subsequent mid-year
revision resolution. City Manager review includes a
determination of the necessity for the request and its
fiscal impact.
19 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET BUDGET PROCESS Capital Improvement Budget
The Capital Improvement Budget is a plan for capital
projects, fixed assets, and infrastructure owned by
the City of Hercules. Requests from senior staff are
reviewed by the City Manager as part of the annual
budget development process to insure that the City’s
assets are maintained in an efficient manner and
that Council long-term goals are met. The capital
budget is organized by the department and/or
fund responsible for the asset. The capital process
starts with departments submitting their requests
for maintenance, replacement, and the addition
of assets under their control. The City Manager
oversees a disciplined process to provide assurance
to citizens that the City’s assets and infrastructure are maintained within the constraints of available funding.
USING THIS BUDGET DOCUMENT
The first section of this document is a general
introduction to the budget and the document itself.
The document covers both the operating and capital
budgets for the City with most of this document being
devoted to the City’s operating budgets. In general, the document is organized by fund type with the majority
of it devoted to the General Fund.
The first section of this document gives a general
overview of the City’s revenues, expenditures, and
fund balances. This section gives a summary of the
fund balances for all of the funds and the resources
available to the City to meet current and future
obligations. Also presented are the detailed account
information of all the City’s revenues, and a list of the City employee positions for all departments.
The General Fund section shows budget expenditure
details of each General Fund department. The sections
following the General Fund are the City’s various
special revenue funds, capital project funds, debt
service funds, enterprise funds, and internal service
and trust funds. The Appendices section includes the
resolutions that adopted the budgets, and a glossary of budgeting and accounting terms.
CITY ORGANIZATIONAL
STRUCTURE
The organizational structure of the City of Hercules’
municipal departments is found in the chart on the
following page. The chart outlines the supervisory
reporting structure of the City’s senior staff. The City Manager reports to and serves at the pleasure of the
City Council, a five-member elected body.
The City Manager holds a weekly Department Head
Meeting to review the occurrences of the prior week
and the upcoming week. This meeting is also held to
discuss any items of special interest or concern.
CITY COMMISSIONS
AND SUB-COMMITTEES
The City has three (3) commissions and three (3) full/
sub committees appointed by the City Council.
Commissions and committees provide advisory
recommendations, counsel and guidelines on their
relevant topic areas.
These commissions and committees include
the following:
• Planning Commission
• Community and Library Services Commission
• Finance Commission
• Education Sub-Committee (Inactive)
• Economic Development Sub-Committee
• Public Safety/Traffic Sub-Committee
20 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET STATEMENT OF FINANCIAL PRINCIPLES AND POLICIES Establishing certain generalized principles governing
the financial affairs of the City is desirable to guide both the financial management and financial planning
for the City. The City of Hercules is accountable to its citizens, employees, and other stakeholders for the use of public funds and the best management of resources.
These Financial Principles will provide City staff
with guidance in preparing and submitting the annual
budget for the City and in the preparation of financial forecasts. The adoption of certain financial policies is necessary and appropriate to implement the financial
principles and to help ensure financial sustainability
and to improve the City’s credit worthiness and bond
rating.
Financial Principles
• Adopt a balanced operating budget by June 30th of
each year for the following fiscal year without using
General Fund undesignated fund balances or reserves.
The budget thus adopted shall include expenditures
necessary to provide for the well-being and safety of
the community subject to available revenues;
• Fees for services shall be updated annually to
recover, as much as possible, the cost of providing the services and to allow for the impacts of inflation, with fees not exceeding the cost of providing the service.
In some instances, the City Council may elect to not
recover the full cost of providing the service and the
City Council shall determine the appropriate cost
recovery level of individual services;
• Revenues in excess of expenditures at the end of a
fiscal year shall be applied on a priority basis to satisfy the general fund reserve requirements, capital projects reserves, capital equipment reserves, and liability
reserves before being appropriated for other uses.
• Current year operating expenditures shall be funded
by current year operating revenues;
• Manage the City’s finances as to ensure repayment
of debt and improvement in the City’s bond rating in
order to minimize future issuance and interest costs to the City.
• Meet all financial reporting requirements in a timely manner and ensure appropriate internal controls are in
place to ensure financial accountability.
General City Financial Policies
• Employees are one of the most important assets of
the City and should be compensated at an appropriate
level and commensurately with the City’s ability to
pay;
• Establish, and then maintain, a “minimum reserve”
for economic uncertainties equal to one month or
8.33% of expenditures of the current year General
Fund budget exclusive of Nonspendable, Restricted,
and Assigned fund balance with a goal of increasing
that to two months or 16.66% of expenditures in the
future.
• The General fund reserve shall provide for meeting
contingency needs, investment earnings, and shall
serve as a cash flow reserve.
• Provide for capital equipment replacement
as necessary to achieve greater efficiency and
effectiveness in the City’s operations;
• One-time revenues shall be utilized for one-
time expenditures or to enhance reserve funds as
appropriate or necessary;
• The City shall maintain, replace, and improve its
infrastructure and the City shall set aside a reasonable and prudent amount of General Fund monies for
capital projects including the repair of various
facilities as part of its annual budget process to the
greatest extent possible.
CITY OF HERCULES
STATEMENT OF FINANCIAL
PRINCIPLES AND POLICIES Adopted December 16, 2015
21 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET STATEMENT OF FINANCIAL PRINCIPLES AND POLICIES Revenue & Expenditure Policies
• Realistic and prudent estimates of revenues shall be
used to maintain financial flexibility;
• Revenue raising alternatives shall be explored as
necessary and the City shall pursue grants available to local government;
• Programs funded through user fees shall be self-
supporting to
the greatest
extent possible
or at a level
proscribed
by the City
Council;
• Full recovery
of overhead
and internal
services
from grant
and special or enterprise funds shall be pursued to
the greatest extent possible and as permitted by the
restrictions associated with each fund.
Special Revenue, Enterprise,
and Internal Service Fund Policies
• The City shall abide by applicable rules and
regulations pertaining to the expenditures of special
revenue funds as required by each funding source;
• Enterprise activities shall be programmed to
generate sufficient revenues to support the enterprise’s operations including overhead and internal services,
debt service requirements, and current and future
capital needs;
• Special Revenue and Enterprise funds shall adhere
to all other applicable fiscal policies of the City.
• Internal Service funds shall be established as
appropriate to ensure cost recovery on a fair and
equitable basis;
• Transfers to the General fund from other funds
for overhead costs shall be reviewed annually and
conform to the Federal Office of Management &
Budget A-97 Guidelines.
Debt Policies
• Debt shall only be incurred for capital improvement
projects and only if the project cannot be funded by
recurring or one-time revenues;
• Proceeds from long-term debt shall not be used for
current on-going expenditures;
• Short-term borrowing shall not be used for operating
expenditures unless it is a Tax & Revenue anticipation
Note or other short-term cash flow borrowing and
shall be limited to repayment in the same fiscal year;
• The use of the City’s General Fund as security for
debt issues should be limited to the greatest extent
possible to capital projects which serve the general
benefit for the City.
Forecasting Policies
• The City shall develop and maintain a five to ten
year Financial Forecast which shall be updated
two times each year with any unexpected changes
in economic conditions or other circumstances
prompting more frequent updates;
• The Financial Forecast should recognize the effects
of economic cycles and shall differentiate between
one-time revenues associated with one-time economic
activities and revenues resulting from base economic
growth;
• Financial Forecasts shall identify the assumptions
used in their preparation and the risks associated with those assumptions;
• Revenue and expenditure estimates should be
prepared on a realistic basis with a target of +/- 2
percent variance from the estimate for revenues and a
+/- 1 percent variance for expenditures;
• On-going revenue increases based upon site specific
development shall be incorporated using a realistic
estimation of timing and shall not exceed the midpoint
of the range of estimated revenues.
22 Tim Rood
Community
Development
Director
*Staff – 2
Functions:
• Long Range
Planning
• Short Range
Planning
• Planning
Counter
• Housing
Element
• General Plan
• Zoning
Ordinance
• CEQA Mgmt.
• Planning
Commission
• Permits
• Building
Inspection
• Plan Checking
• Code
Enforcement
ORGANIZATIONAL CHART
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
FY 2022-23 CITY OF HERCULES
ORGANIZATION CHART SENIOR MANAGEMENT
CITIZENS OF HERCULES
HERCULES CITY COUNCIL
CITY ATTORNEY
Patrick Tang
CITY MANAGER
Dante Hall
BOARDS, COMMISSIONS
& COMMITTEES
Lauren
Burgess
City Clerk/PIO
*Staff – 2
Functions:
• City Clerk
• Elections
• Agendas
• Council Mtgs.
• Cable/Web
Broadcasts
• Records Admin.
• Contract Mgmt.
• Reception
• Meeting
Coordinate
• PIO
Edwin Gato
Finance Director
*Staff – 4
Functions:
• Accounts
Payable
• Accounts
Receivable
• Payroll
• Budget
• Audits
• Investment
Mgmt.
• Cash Mgmt.
Dante Hall
City Manager
*Staff – 5
1PT
Functions:
• Executive Mgmt.
• Real Estate
(Incl. RITC)
• Franchises
• RDA Successor
• Economic
Development
• Legislative
• Inter-
Governmental
• Human
Resources
• Risk
management
• IT Services
Michael
Roberts
Public Works
Director
*Staff – 11
Functions:
• Engineering
• Streets
• Facility
Maintenance
• Solid Waste
• Wastewater
• Sewer
Maintenance
• Lighting/
Landscaping
• Clean Water
Program
Christopher
Roke
Parks & Rec.
Director
*Staff - 4
55 PT
Functions:
• CLS
Commission
• Facility Rentals
• Child Cares
• Sports
• Rec Classes
• Seniors
• Tiny Tots
• Camps
• Youth/Teen
• Swim Center
• Library
• Rec. Volunteers
William
Imboden
Police Chief
*Staff –
26 Sworn
2 Non-Sworn
1 PT
Functions:
• Patrol and
Special Enforce.
• School Safety
(SRO)
• Criminal/ Int.
Invest
• Records/ Evid
Mgmt.
• Police Reserve
• Explorer
Program
• City Volunteer
Coord.
• Emergency
OPS/SRT
• Crime
Prevention
• Allied agency
Liaison
• Council
Meetings
• Training /
certification
• Grants
• PD Finance
CITY
CLERK &
ADMINISTRATION
PARKS &
RECREATION
POLICE
DEPARTMENT
PUBLIC
WORKS,
ENGINEERING &
MAINTENANCE
OFFICE OF THE
CITY
MANAGER
FINANCE COMMUNITY
DEVELOPMENT
*includes department heads
23 City-wide Budget
& Departmental Pages
24 Authorized Full-Time Positions
By Classification Within Department
FTE Trends
Personnel by Department
FY 18-19 FY 19-20 FY 20-21 FY 21-22
Actuals Actual Budget Adopted
Police
Chief of Police 1 1 1 1 Police Commander 2 2 2 2 Police Sergeant 5 5 5 5 Police Officer 17 17 17 18 Police Officer Trainee 1 1 1 Police Support Specialist 2 2 2 2 Parking Enforcement Officer
Administrative Specialist 1 1 1 1 29 29 29 29 Public Works
Public Works Director 1 1 1 1 Public Works Superintendent 1 1 1 1 Public Works Inspector/Specialist 1
Associate Engineer 1 1 1 1 Maintenance Worker I 4 4 4 4 Maintenance Worker II 4 4 4 3 11 11 11 11 -
10 20
30 40
50 60
FY 18-19
Actual
FY 19-20
Actual
FY 20-21
Budget
FY 21-22
Adopted
Community Development
Parks & Recreation
Administration
Public Works
Police
25 Authorized Full-Time Positions
By Classification Within Department
Community Development
Community Development Director 1 1 1 1 Permit Technician 1 1 1 1 2 2 2 2 Parks & Recreation
Parks & Recreation Director 1 1 1 1 Recreation Manager 1 1 1 1 Recreation/Comm/Adminstr 1
Recreation Coordinator 2 2 2 1 4 4 4 4 Administration
City Manager 1 1 1 1 City Clerk/PIO 1 1 1 1 Finance Director 1 1 1 1 Management Analyst 1 1 1 1 Cable/Communications Technician 1 1 1 Information Systems Administrator 1 1 1 1 Information Systems Specialist 1
Senior Clerk I 1 1 1 1 Human Resources Specialist 1 1 1 1 Senior Accountant 1 1 1 1 Accounting Technician II 1 2 2 2 Accountant 1
Administrative Specialist 1
11 11 11 12 Total City-wide FTE Count 57 57 57 58 26 Labor Allocation
By Fund
Fund No.
=================> 100 232 233 234 235 236 237 238 239 251 253 220 221 222 223 224 225 231 262 263 291 420 460 470 Position Title
Fund Name
===============> General
LLAD
No. 83-2
(Zone 1)
LLAD
No. 83-2
(Zone 2)
LLAD
No. 83-2
(Zone
3&4)
LLAD
No. 83-2
(Zone
5A)
LLAD
No. 83-2
(Zone
5B)
LLAD
No. 83-2
(Zone
5C)
LLAD
No. 83-2
(Zone 6)
LLAD
No. 83-2
(Zone 7)
LLAD
No. 83-2
(Zone 8)
LLAD
No. 83-2
(Zone 9)
LLAD
No. 83-2
(Zone
10)
LLAD
No. 2002-
1 (Victoria
by the
Bay)
LLAD
No.
2002-2
(Hercule
s
Village)
LLAD
No. 2004-
1 (Baywood
)
LLAD
No. 2005-
1 (Bayside)
Arterial
Roadwa
y
Stormwa
ter
State
Gas Tax
Measure
"C"
Street
Fund
AB 939 -
JPA Sewer
IT Ops
and Repl
Facility
Maint Total
Full-Time Department
ADMINISTRATIVE SPECIALIST POLICE 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 CHIEF OF POLICE POLICE 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 POLICE COMMANDER POLICE 2.00 - - - - - - - - - - - - - - - - - - - - - - - 2 POLICE OFFICER POLICE 18.00 - - - - - - - - - - - - - - - - - - - - - - - 18 POLICE SERGEANT POLICE 5.00 - - - - - - - - - - - - - - - - - - - - - - - 5 POLICE SUPPORT SPECIALIST POLICE 2.00 2
29.00 - - - - - - - - - - - - - - - - - - - - - - - 29 ASSOCIATE ENGINEER PUBLIC WORKS - - - - - - - - - - - 0.15 - - - - - 0.15 0.20 0.20 - 0.30 - - 1 MAINTENANCE WORKER I PUBLIC WORKS - - - - - - - - - - - 0.83 0.55 0.05 0.10 0.05 0.05 0.10 0.36 0.21 - 0.85 - 0.85 4 MAINTENANCE WORKER II PUBLIC WORKS 0.15 0.06 0.06 0.07 0.02 0.02 0.02 0.07 0.07 0.07 0.07 0.31 0.10 0.05 0.08 0.05 0.05 0.23 0.25 0.22 - 0.75 - 0.24 3 PUBLIC WORKS DIRECTOR PUBLIC WORKS 0.10 - - - - - - - - - - 0.05 - - - - - 0.10 0.20 0.20 - 0.30 - 0.05 1 PUBLIC WORKS SUPERINTENDENT PUBLIC WORKS 0.03 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.01 0.03 0.02 0.02 0.02 0.02 0.02 0.18 0.10 0.10 - 0.25 - 0.02 1 PUBLIC WORKS INSPECTOR/SPECIALIST PUBLIC WORKS - 0.05 0.05 0.05 - - - 0.03 0.02 0.02 0.05 0.21 - 0.05 0.05 - 0.05 0.02 0.18 0.15 - - - 0.02 1
0.28 0.13 0.13 0.14 0.04 0.04 0.04 0.12 0.11 0.11 0.13 1.58 0.67 0.17 0.25 0.12 0.17 0.78 1.29 1.08 - 2.45 - 1.18 11 COMMUNITY DEVELOPMENT DIRECTOR COMMUNITY DEVELOPMENT 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 PERMIT TECHNICIAN COMMUNITY DEVELOPMENT 0.20 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.13 0.05 0.05 0.05 0.05 0.05 0.03 0.07 0.05 - 0.07 - - 1
1.20 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.02 0.13 0.05 0.05 0.05 0.05 0.05 0.03 0.07 0.05 - 0.07 - - 2 PARKS & RECREATION DIRECTOR PARKS & RECREATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 RECREATION COORDINATOR PARKS & RECREATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 RECREATION MANAGER PARKS & RECREATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 RECREATION/COMM/ADMINSTR PARKS & RECREATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1
4.00 - - - - - - - - - - - - - - - - - - - - - - - 4 CITY MANAGER ADMINISTRATION 0.59 - - - - - - - - - - 0.12 - - - - - - - - - 0.29 - - 1 CITY CLERK/PIO ADMINISTRATION 0.60 - - - - - - - - - - 0.04 0.02 0.04 - - 0.04 - - - - 0.10 0.16 - 1 FINANCE DIRECTOR ADMINISTRATION 0.80 - - - - - - - - - - 0.10 - - - - - - - - - 0.10 - - 1 MANAGEMENT ANALYST ADMINISTRATION 0.25 - - - - - - - - - - - - - - - - - - 0.25 0.10 0.30 - 0.10 1 INFORMATION SYSTEMS SPECIALIST ADMINISTRATION - - - - - - - - - - - - - - - - - - - - - - 1.00 - 1 INFORMATION SYSTEMS ADMINISTRATOR ADMINISTRATION - - - - - - - - - - - - - - - - - - - - - - 1.00 - 1 SENIOR CLERK I ADMINISTRATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1 HUMAN RESOURCES SPECIALIST ADMINISTRATION 0.80 - - - - - - - - - - 0.10 - - - - - - - - - 0.10 - - 1 SENIOR ACCOUNTANT ADMINISTRATION 0.80 - - - - - - - - - - 0.10 - - - - - - - - - 0.10 - - 1 ACCOUNTING TECHNICIAN II ADMINISTRATION 1.60 - - - - - - - - - - 0.20 - - - - - - - - - 0.20 - - 2 ADMINISTRATIVE SPECIALIST ADMINISTRATION 1.00 - - - - - - - - - - - - - - - - - - - - - - - 1
7.44 - - - - - - - - - - 0.66 0.02 0.04 - - 0.04 - - 0.25 0.10 1.19 2.16 0.10 12
41.92 0.15 0.15 0.16 0.06 0.06 0.06 0.14 0.13 0.13 0.15 2.37 0.74 0.26 0.30 0.17 0.26 0.81 1.36 1.38 0.10 3.71 2.16 1.28 58 Part-Time
PARKING ENFORCEMENT OFFICER POLICE
0.50 - - - - - - - - - - - - - - - - - - - - - - - 1 RECORDS CLERK SPECIALIST POLICE 0.50 - - - - - - - - - - - - - - - - - - - - - - - 1 INTERN ADMIN/ENG/PLANNING COMMUNITY DEVELOPMENT 0.50 - - - - - - - - - - - - - - - - - - - - - - - 1 FACILITY ATTENDANT PARKS & RECREATION 2.02 - - - - - - - - - - - - - - - - - - - - - - - 2 LIFEGUARD/SWIM INSTRUCTOR I PARKS & RECREATION 1.52 - - - - - - - - - - - - - - - - - - - - - - - 2 LIFEGUARD/SWIM INSTRUCTOR II PARKS & RECREATION 1.05 - - - - - - - - - - - - - - - - - - - - - - - 1 OFFICE ASSISTANT PARKS & RECREATION 0.02 - - - - - - - - - - - - - - - - - - - - - - - 0 OFFICE ASSISTANT I (PT) PARKS & RECREATION 0.50 - - - - - - - - - - - - - - - - - - - - - - - 1 OFFICE ASSISTANT II (PT) PARKS & RECREATION 2.00 - - - - - - - - - - - - - - - - - - - - - - - 2 RECREATION AIDE PARKS & RECREATION 2.51 - - - - - - - - - - - - - - - - - - - - - - - 3 RECREATION LEADER I PARKS & RECREATION 6.60 - - - - - - - - - - - - - - - - - - - - - - - 7 RECREATION LEADER II PARKS & RECREATION 2.78 - - - - - - - - - - - - - - - - - - - - - - - 3 RECREATION LEADER III PARKS & RECREATION 4.50 - - - - - - - - - - - - - - - - - - - - - - - 5 RECREATION SPECIALIST PARKS & RECREATION 0.56 - - - - - - - - - - - - - - - - - - - - - - - 1 SENIOR LIFEGUARD PARKS & RECREATION 1.70 - - - - - - - - - - - - - - - - - - - - - - - 2 ADMINISTRATIVE SECRETARY ADMINISTRATION 0.50 - - - - - - - - - - - - - - - - - - - - - - - 1
27.75 - - - - - - - - - - - - - - - - - - - - - - - 28 27 City-Wide Budget
All Funds Summary
Projected Projected Changes in Projected Propose d Proposed Changes in Propose d Available Revenues/ Expenses / Commitments/ Available Fund Revenues/ Expenses / Commitments/ Available Fund Fund Balance Transfers In Transfers Out Reserves Balance Transfers In Transfers Out Reserves Balance FY 20-21 FY 21-22 FY 21-22 FY 21-22 FY 21-22 FY 22-23 FY 22-23 FY 22-23 FY 22-23 General Fund
100 GENERAL FUND $2,138,825 $19,819,338 $19,107,300 $2,850,863 $16,916,000 $17,334,447 $2,432,416 401 FISCAL NEUTRALITY 4,209,129 4,209,129 4,209,129 General Fund Total 6,347,954 19,819,338 19,107,300 - 7,059,992 16,916,000 17,334,447 - 6,641,545 Special Revenue Funds
101 ASSET SEIZURE 99,459 - 45,000 54,459 33,000 45,000 42,459 201 AB 3229 COPS Program 6,727 150,000 150,000 6,727 150,000 150,000 6,727 220 CITYWIDE L&L DIST 83-2 423,765 2,022,981 1,884,036 - 562,710 2,150,575 2,079,326 633,959 221 VICTORIA BY THE BAY L&L (85,114) 470,269 538,293 (153,138) 492,971 584,542 (244,709) 222 HERCULES VILLAGE L&L DIST 190,541 162,139 200,794 - 151,886 169,761 206,619 115,028 223 BAYWOOD ASSESS 04-1 L&L 225,839 152,659 290,129 - 88,369 152,757 148,033 - 93,093 224 BAYSIDE ASSESS DIST L&L 115,787 144,902 99,294 161,395 152,362 132,686 181,071 225 ARTERIAL ROADWAYS 131,023 319,600 305,844 144,779 314,000 333,123 125,656 231 STORMWATER ASSESSMENT (131,868) 374,000 421,000 (178,868) 376,000 374,577 - (177,445) 241 DIF-GEN PUBLIC FACILITIES 144,277 2,000 1,000 145,277 - - 145,277 242 COMMUNITY DEVELOPMENT FND 168,094 1,000 - 169,094 - - 169,094 243 DEVELOPMENT FEE FUND 71,714 - 1,000 70,714 - - 70,714 244 DIF-POLICE FACILITIES 265,047 2,000 100,000 167,047 - 60,000 107,047 246 DIF-FIRE FACILITIES - 522,000 522,000 - - - - - 247 DIF-PARK & REC 185,960 1,000 50,000 136,960 - - 136,960 249 PUBLIC BENEFIT FEE 993,323 3,000 - 996,323 - 500,000 496,323 261 DIF-TRAFFIC FACILITIES 246,474 1,000 180,000 67,474 - - 67,474 262 STATE GAS TAX FUND 623,986 1,115,000 1,611,000 127,986 760,593 718,990 169,589 263 MEASURE "C" STREET FUND 4,905 406,000 519,000 450,134 342,039 450,000 423,916 368,123 264 STMP TRAFFIC IMPACT FUND - 1,347,000 1,347,000 - - - - - 291 AB 939 - JPA FUND 867,734 178,000 236,000 809,734 178,000 236,881 750,853 521 REGIONAL WATER QUALITY 51,569 - - 51,569 - - 51,569 266 BART PARK & RIDE 240,737 28,000 16,000 252,737 45,000 17,000 280,737 353 AMERICAN RESCUE PLAN ACT (ARPA) - 3,142,889 2,983,338 159,551 3,142,889 300,000 3,002,440 Special Revenue Funds Total 4,839,979 10,545,439 11,500,728 450,134 4,334,824 8,567,908 6,310,693 - 6,592,039 Capital Projects Funds
300 CITY - CAPITAL PROJECTS 414,019 194,000 194,000 414,019 247,000 247,000 414,019 301 ENERGY CONSERVATION PROJECT 190,926 - - 190,926 - - 190,926 340 HERCULES RAIL STATION PROJECTS - 50,000 50,000 - 360,000 360,000 - 387 WATER QUALITY RETENTION BASIN 166,569 44,000 44,000 166,569 - - 166,569 295 GRANTS - 254,000 254,000 - - - - Capital Projects Funds Total 771,514 542,000 542,000 - 771,514 607,000 607,000 - 771,514 28 City-Wide Budget
All Funds Summary
Projected Projected Changes in Projected Propose d Proposed Changes in Propose d Available Revenues/ Expenses / Commitments/ Available Fund Revenues/ Expenses / Commitments/ Available Fund Fund Balance Transfers In Transfers Out Reserves Balance Transfers In Transfers Out Reserves Balance FY 20-21 FY 21-22 FY 21-22 FY 21-22 FY 21-22 FY 22-23 FY 22-23 FY 22-23 FY 22-23 Debt Service Funds
672 2003B DEBT SERVICE PFA 290,066 - 133,000 157,066 355,934 513,000 - 673 2009 DEBT SERVICE PFA (2,550) 932,000 911,000 18,450 908,000 908,000 18,450 383 SUNTRUST LEASE - 205,000 205,000 - - 103,000 103,000 - 388 EQUIPMENT LEASE - 218,000 218,000 - 227,000 227,000 - Debt Service Funds Total 287,516 1,355,000 1,467,000 175,516 1,593,934 1,751,000 - 18,450 Enterprise Funds
420 SEWER FUND 27,296,000 6,174,000 20,018,000 - 13,452,000 6,053,000 7,417,750 (2,955,000) 9,132,250 Total, Net City Budget 39,542,963 38,435,777 52,635,028 450,134 25,793,846 33,737,842 33,420,890 (2,955,000) 23,155,798 Internal Service Funds
450 VEHICLE REPLACEMENT FUND 642,667 - 55,000 587,667 148,300 276,000 459,967 460 IT OPERATING FUND 658,892 1,506,000 1,602,000 562,892 1,271,986 1,271,686 563,192 470 FACILITY MAINTENANCE FUND 279,391 912,000 794,000 397,391 787,000 787,192 397,199 480 IT EQUIPMENT REPLACEMENT FUND 658,892 - - - 658,892 - - - 658,892 490 FACILITY REPLACEMENT FUND 279,392 - - - 279,392 - 25,000 - 254,392 Internal Service Funds Tota
l 2,519,234 2,418,000 2,451,000 - 2,486,234 2,207,286 2,359,878 - 2,333,642 Agency Funds
382 ASSMT DIST 05-01 DEBT SVC 382,262 282,000 227,000 437,262 232,910 232,910 437,262 501 TAYLOR WOODROW MAINT LMOD 70,035 - - 70,035 - - 70,035 511 OPEB & SOMAR 3,000,208 87,000 60,000 3,027,208 118,000 102,000 3,043,208 730 HERCULES GOLF CLUB - - - - - - - Agency Funds Tota
l 3,452,505 369,000 287,000 3,534,505 350,910 334,910 - 3,550,505 SUCCESSOR AGENCY - 9,406,000 9,406,000 - - 16,935,736 10,822,705 (6,113,031) - Totals $45,514,702 $50,628,777 $64,779,028 $450,134 $31,814,585 $53,231,774 46,938,383 ($9,068,031) $29,039,945 29 City-wide Expenditures
Summary by Fund Type
Expenditure Trends
Expenditures By Department
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
General Fund Operations by Department
Police 7,409,758$ 7,549,028$ 7,545,685$ 7,924,997$ Public Works 305,464 292,525 374,592 382,985 Community Development 611,297 792,456 725,810 817,965 Parks & Recreation 2,165,547 1,434,988 1,787,803 2,047,122 Administration 3,923,826 3,807,639 4,203,410 4,364,419 Non-Department 874,110 366,938 260,000 615,934 Transfers Out 205,099 205,099 423,000 330,000 15,495,101 14,448,673 15,320,300 16,483,422 One-time 3,046,245 1,873,567 2,766,500 626,025 ARPA (Loss of Revenue Calculation) - - 1,020,500 225,000 18,541,346 16,322,240 19,107,300 17,334,447 Special Revenue, Capital and Debt
Special Revenues 6,686,668 5,546,287 11,500,728 6,310,693 Capital Projects 1,171,858 3,830,064 542,000 607,000 Debt Service 1,685,774 1,320,336 1,467,000 1,751,000 Enterprise
Sewer 7,206,739 6,059,337 20,018,000 7,417,750 Net City Budget 35,292,385 33,078,264 52,635,028 33,420,890 Internal Charges
Internal Service Funds 1,402,215 2,042,511 2,451,000 2,359,878 Total City Budget 36,694,600$ 35,120,775$ 55,086,028$ 35,780,768$ Fiduciary
Successor Agency 6,662,387 7,528,055 9,406,000 10,822,705 Other Agency 594,310 3,709,939 287,000 334,910 Total Organization 43,951,297$ 46,358,769$ 64,779,028$ 46,938,383$ -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
FY 19-20
Actual
FY 20-21
Actual
FY 21-22
Budget
FY 22-23
Proposed
Internal Service
Sewer
Debt Service
Capital Projects
Special Revenues
General Fund
30 City-wide Revenues/Transfers In
Summary by Fund Type
Revenue Trends
Revenuess By Fund
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
General Fund
Taxes 10,461,073$ 11,082,785$ 10,914,675$ 11,597,000$ Intergovernmental 2,151,433 2,285,392 2,418,000 2,511,000 Fines & Forefeitures 62,582 36,586 37,000 38,000 Program Revenues 2,214,782 1,327,618 1,273,000 1,650,000 Use of Money & Property 600,705 511,188 313,000 286,000 Cost allocated to other departments 534,992 619,634 739,325 684,000 Transfers In 227,335 150,000 150,000 150,000 16,252,902 16,013,203 15,845,000 16,916,000 One-time 1,723,486 600,750 1,056,000 - ARPA (Loss of Revenue Calculation) - - 2,918,338 - 17,976,388 16,613,953 19,819,338 16,916,000 Special Revenue, Capital and Debt
Special Revenues 5,615,771 5,476,264 10,545,439 8,567,908 Capital Projects 880,799 4,792,699 542,000 607,000 Debt Service 1,768,324 1,254,278 1,355,000 1,593,934 Enterprise
Sewer 6,220,998 5,773,932 6,174,000 6,053,000 Net City Budget 32,462,280 33,911,126 38,435,777 33,737,842 Internal Charges
Internal Service Funds 2,390,850 2,061,127 2,418,000 2,207,286 Total City Budget 34,853,130$ 35,972,253$ 40,853,777$ 35,945,128$ Fiduciary
Successor Agency 15,065,901 15,944,039 9,406,000 16,935,736 Other Agency 543,292 3,973,269 369,000 350,910 Total Organization 50,462,323$ 55,889,561$ 50,628,777$ 53,231,774$ -
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
FY 18-19
Actual
FY 19-20
Actual
FY 20-21
Budget
FY 21-22
Adopted
Internal Service
Sewer
Debt Service
Capital Projects
Special Revenues
General Fund
31 City-wide Budget
Transfers
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Transferred From (Sender) Transferred To (Receiver)
Fund Name Fund No. Fund Name Fund No.
General Fund 100 Capital Projects 300 $74,361 - $194,000 $22,000 General Fund - ARPA 100 Capital Projects 300 - 1,020,500 225,000 General Fund 100 SunTrust Lease 383 205,099 $205,099 205,000 103,000 General Fund 100 OPEB Liability 511 108,000 60,000 60,000 60,000 General Fund 100 2003B Debt Service PFA 672 566,110 106,938 - 355,934 General Fund 100 2009 Debt Service PFA 673 236,867 1,269,542 - - General Fund 100 Asset Seizure 101 142,740 - - - General Fund 100 Equipment Lease (Solar Project) 388 - - 218,000 227,000 AB 3229 COPS Program 201 General Fund 100 155,948 150,000 150,000 150,000 Landscape & Lighting District 83-2 220 Arterial Roadways 225 - - 26,800 - Landscape & Lighting District Victoria by the Bay 2002-1 221 Arterial Roadways 225 24,960 23,792 26,800 27,200 Landscape & Lighting District Hercules Village 2002-2 222 Arterial Roadways 225 3,524 6,487 7,100 7,500 Landscape & Lighting District Baywood 2004-1 223 Arterial Roadways 225 2,835 2,289 2,400 2,700 Landscape & Lighting District Bayside 2005-1 224 Arterial Roadways 225 13,145 15,587 17,600 18,500 Stormwater Assessment 231 General Fund 100 71,387 - - - Landscape & Lighting District 83-2 (Zone 1) 232 Arterial Roadways 225 23,695 22,770 - 26,100 Landscape & Lighting District 83-2 (Zone 2) 233 Arterial Roadways 225 22,324 18,021 19,500 20,600 Landscape & Lighting District 83-2 (Zone 3&4) 234 Arterial Roadways 225 30,318 24,475 26,500 28,000 Landscape & Lighting District 83-2 (Zone 5A) 235 Arterial Roadways 225 22,273 17,980 19,500 20,600
Landscape & Lighting District 83-2 (Zone 5B) 236 Arterial Roadways 225 5,657 10,030 10,100 11,500 Landscape & Lighting District 83-2 (Zone 5C) 237 Arterial Roadways 225 1,613 9,776 10,600 16,100 Landscape & Lighting District 83-2 (Zone 6) 238 Arterial Roadways 225 26,519 21,408 23,200 24,500 Landscape & Lighting District 83-2 (Zone 7) 239 Arterial Roadways 225 29,773 27,677 30,000 31,700 Landscape & Lighting District 83-2 (Zone 8) 251 Arterial Roadways 225 51,432 45,162 48,900 51,600 Landscape & Lighting District 83-2 (Zone 9) 253 Arterial Roadways 225 25,110 23,913 25,900 27,400 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 10) 220 - 31,013 21,258 21,952 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 1) 232 - 1,290 845 871 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 2) 233 - 704 615 617 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 3&4) 234 - 772 761 891 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 5A) 235 - 811 958 1,236 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 5B) 236 - 252 271 277
State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 5C) 237 - 168 176 261 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 6) 238 - 235 640 631 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 7) 239 - 1,313 614 649 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 8) 251 - 1,939 1,884 1,966 State Gas Tax 262 Landscape & Lighting District 83-2 (Zone 9) 253 - 1,084 1,024 1,077 32 City-wide Budget
Transfers
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Transferred From (Sender) Transferred To (Receiver)
Fund Name Fund No. Fund Name Fund No.
State Gas Tax 262 Landscape & Lighting District Victoria by the Bay 2002-1 221 - 7,991 9,230 10,047 State Gas Tax 262 Landscape & Lighting District Hercules Village 2002-2 222 - 3,224 3,874 3,982 State Gas Tax 262 Landscape & Lighting District Baywood 2004-1 223 - 2,750 2,515 2,613 State Gas Tax 262 Landscape & Lighting District Bayside 2005-1 224 - 1,442 1,634 2,284 State Gas Tax 262 Arterial Roadways 225 9,038 - - - Measure "C" Street Fund 263 Arterial Roadways 225 9,038 - - - Solid Waste and Recycling 291 Stormwater Assessment 231 214,000 124,237 125,000 125,000 American Rescue Plan Act (ARPA) 353 General Fund - Loss of Revenue Component 100 - - 2,918,338 - Facility Maintenance 470 BART Park & Ride 266 - 440,643 - - $2,075,766 $2,680,814 $5,232,037 $1,631,288
33 DAN ROMERO
Council Member
CITY COUNCIL
CITY COUNCIL
KEY PRIORITIES
2021-22:
• Preparing Hercules
for the future
• Ensuring effective
and efficient Core
Services
• Continuing on
the path to financial
sustainability
• Enhancing the
quality of life
• Advancing the
next phases of the
Hercules Regional
Intermodal
Transportation
Center
• Expanding the
City’s tax base
through quality
development
The five members of the City Council are elected at-large by the voters of Hercules, with one of the Council Members selected each year to serve as Mayor by their colleagues. Their primary responsibilities are to establish public policy, enact ordinances, adopt an annual budget for each fiscal year, and take other actions which guide and determine how to best provide services and enhance the quality of life in Hercules.
The City Council typically meets the second and fourth Tuesday of for their regular meetings, with special meetings called as needed, and this provides the primary means to hear from the City’s residents and other stakeholders. Another important role is that Council Members represent the City on a number of regional boards and agencies including the WestCAT, the West Contra Costa Transportation Advisory Committee, the West Contra Costa Regional Integrated Waste management Authority, the Contra Costa Mayors Conference, the Association of Bay Area Governments, and the League of California Cities, among others.
As the City’s main policy making body, the City Council is charged with guiding the City towards the realization of the Vision for our community as established in the current Strategic Plan:
The City of Hercules is a richly diverse community, serving as a major transportation hub and a prime destination for the Bay Area.
It is built on a sound economic and physical infrastructure, and its residents enjoy public safety, security, well-maintained parks, streets and public facilities. We conduct our work in an atmosphere of trust and respect. We constantly look for better ways to deliver services and always strive for excellence.
DION BAILEY
Mayor
ALEXANDER
WALKER-GRIFFIN
Vice Mayor
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
TIFFANY GRIMSLEY
Council Member
CHRIS KELLEY
Council Member
34 CITY COUNCIL
WORKPLAN HIGHLIGHTS:
CITY COUNCIL
• Adopt a balanced budget and utilize
one-time funds prudently, including
ensuring a balanced budget, minimizing
the use of reserves, and target one-
time funds available to topping up
reserves, addressing unfunded pension
obligations, investing in infrastructure.
• Resolve lingering redevelopment
dissolution issues while ensuring
limited to no impact on the City’s
General Fund, including advocating for
a legislation solution to redevelopment
related issues and explore other
mitigation strategies if needed.
• Pursue the continued evolution of
Hercules into a transportation hub and
address local traffic and circulation
concerns, including securing funding
for the next phases of the Hercules
Regional Intermodal Transportation
Center, securing grants for other street
and pedestrian enhancements to the
circulation network, utilize the Council’s
Public Safety & Traffic Committee
as a sounding board for community
concerns.
• Maintain a safe and attractive
community, including ensuring stable
level of Police staffing including adding
officers as the City’s population grows,
utilize volunteers to encourage code
compliance in neighborhoods, invest
in the maintenance and repair of public
facilities and parks, and, ensure new
development adds the overall quality of
the community.
• Enhance the City’s
economic base,
including completing
the build-out of
the Bayfront and
other remaining
development sites
with an emphasis on
uses which also expand the City’s tax
base, while mitigating any impacts from
new development.
• Ensure Hercules operates in a
transparent and open manner,
including meeting and exceeding State
requirements regarding Open Meetings,
Public Records, and Transparency like
with the existing local Anti-Nepotism
and Anti-Cronyism Ordinance, make
expanded use of social media and
other outlets to keep residents and
the broader community informed,
and encourage volunteerism and
community involvement in making
Hercules a better place to live and work.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
35 City Council
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 80,733$ 77,546 $ 69,000 $ 69,645$ Contractual Services 41,174 72,551 41,000 42,000 Other Operating Costs 32,422 26,333 38,000 38,000 Cost Allocation 221,753 231,158 183,114 209,000 Capital Outlay - - - - Debt Service - - - - 376,082$ 407,588 $ 331,114$ 358,645$
Expenditures By Fund/Program
General Fund 376,082$ 407,588$ 331,114$ 358,645$ Expenditure Trends
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
36 CITY MANAGER
CITY MANAGER
KEY PRIORITIES
2022-23:
• Successfully
managing the City’s
finances during the
current economic
climate
• Securing funding
for the next Hercules
RITC phases
• Navigating the
final redevelopment
dissolution issues
• Ensuring successful
implementation
of remaining new
development
opportunities
• Guiding the City’s
recovery from the
COVID-19 pandemic
• Fostering
organizational
enhancements to
better provide services
and programs
The City Manager is appointed by and serves at the pleasure of the City Council and is responsible for implementing the policy direction provided by the City Council as given in City Council meetings based on the recommendations made by the City Manager and his staff, providing leadership to the City organization and employees, fostering a level of community engagement, and keeping the community informed through a variety of means.
The City Manager also works with the City Council in regard to their regional and other agency assignments and support the City Council in the City’s legislative advocacy efforts.
As the City’s Chief Executive Officer, the City Manager responsible for ensuring the City organization is focused on meeting the Mission as defined Strategic Plan:
Our mission is to lead our diverse community and enhance the quality of life in the City of Hercules, now and in the future. We do this by providing effective, efficient, responsive, and innovative services with integrity and a culture of transparency.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
37 CITY MANAGER
CITY MANAGER
WORKPLAN HIGHLIGHTS:
• Utilize sound budgeting practices
and recommend a balanced budget,
including using all budgeting tools
in the annual budget cycle to ensure
a fiscally prudent approach which
sets the stage for long term financial
sustainability, strategically utilizes
reserves, and provides enhanced
information to assist decision makers.
• Identify and pursue grant
opportunities for the Hercules
Regional Intermodal Transportation
Center, including working with our
regional partners, advancing the design
of the next phases to ensure they are
shovel ready, and building support for
the project among key constituencies.
• Ensure the successful build-out
of the Waterfront Master Plan and
the Bayfront, including guiding
the construction and entitlement
components of each phase, forming
the Waterfront Parking entity;
developing the required affordable
housing implementation agreement;
and working with the developer
to ensure a vibrant and model
transportation oriented-development
results.
• Expand the City’s Tax Base through
new development, including
completing the Safeway center,
facilitating the start of construction
of the approved Willow Avenue
Auto Service Center and Self-
Storage center, Sycamore Crossing
development including the hotel and
retail components, and the Hilltown
project, and identify and pursue other
opportunities such as the possible reuse
of the Franklin Canyon Golf Course site.
• Encourage improved service delivery
and identify means to preserve or
enhance service levels, including
better tracking service requests,
utilizing volunteers in areas like Code
Compliance, and ensuring full Police
staffing through the over-hire program,
and other efforts.
• Increase focus on organizational
development and training, including
updating the City’s personnel rules,
identifying and providing employees
with relevant training opportunities,
encouraging continuous improvement,
and instilling best practices as resources
allow.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
38 City Manager
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 680,295$ 801,063 $ 905,634 $ 928,702$ Contractual Services 1,416,898 1,407,342 2,177,415 1,803,384 Other Operating Costs 23,756 41,168 79,580 94,440 Cost Allocation 169,363 202,595 221,704 209,000 Capital Outlay 150,855 68,391 232,500 316,000 Debt Service - - - - 2,441,167 $ 2,520,559 $ 3,616,833 $ 3,351,526$
Expenditures By Fund/Program
General Fund
City Manager 385,675$ 360,115$ 454,908$ 491,705$ Risk Management 1,084,650 1,081,116 1,235,837 1,266,049 Information System - - - - Human Resources 219,514 241,725 324,088 322,086 1,689,839 1,682,956 2,014,833 2,079,840
Internal Service Fund
IT Equipment Replacement 751,328 837,603 1,602,000 1,271,686 2,441,167 $ 2,520,559 $ 3,616,833 $ 3,351,526$
Expenditure Trends
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Capital Outlay
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
39 ADMINISTRATIVE SERVICES
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
RISK MANAGEMENT
Risk Management is a unit under the Administrative Services Department. The Administrative Services Director works with Departments to eliminate or mitigate potential risk and preserve public property, as well as manage the City’s Workers’ Compensation Program.
The City is a member of the Municipal Pooling Authority (“MPA”), a joint powers agency that is governed by a board of member municipalities. The City’s deposits with the Municipal Pooling Authority are in accordance with formulas established by the Municipal Pooling Authority. Actual surpluses or losses are shared in accordance with a formula developed from overall loss costs and spread to member entities on a percentage basis after a retrospective rating.
COUNCIL STRATEGIC GOAL
OBJECTIVES:
• Preservation of the
City’s assets and public
service capabilities
from loss, destruction
and depletion.
• Systematized
internal procedures
for identifying and
constantly reassessing
the fluctuating
exposures to risk, and
implementing courses
of action to minimize
or eliminate that risk.
• The establishment,
to the extent possible
of an exposure-free
work and service
environment in which
the City personnel and
members of the public
can enjoy safety and
security in the course
of their daily pursuits.
• Protection against
the financial
consequences of
catastrophic loss
through avoidance,
risk transfer, and/or
purchased insurance.
Reduce exposure to litigation and claims.
• The City has been successful in reducing claims and litigation over the past few years. Efforts to continue this trend include updates to the city’s standard form of contracts and the development of specialty contract models, the investment of monies to address key infrastructure issues like the maintenance of trees and the filling of major potholes. However, the more recent period has seen an uptick in claims and possible litigation.
40 ADMINISTRATIVE SERVICES
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
HUMAN RESOURCES
In support of the City’s principles, values and vision, it is the goal of the Human Resources Department to support the total operation in meeting its goals through its most valuable resource – its people.
The Human Resources office strives to develop an attitude of teamwork and quality in our day-to-day operations; create an atmosphere that fosters challenges, fun and safety; and commit to doing and to acting openly, equitably and consistently in our pursuit of uncompromising quality.
OBJECTIVES:
To act as a catalyst
to enable all
City of Hercules
employees to contribute
at optimum levels
toward the success of a
greater community by:
• Attract and retain a
highly qualified, diverse
workforce.
• Offering a competitive
salary and benefits
package and developing
the full potential of
our workforce by
providing training and
development for career
enhancement.
• Foster amicable
employee/labor
relations.
• Promote employee
safety, wellness, high
productivity and
performance.
• Ensure compliance
with laws and regulations
• Maintain consistency
and fairness when
implementing and
administering policy
decisions and direction.
COUNCIL STRATEGIC GOAL
Provide a means for employees to report concerns of possible wrong doing (whistle-blowing).
• The City maintains a whistleblower hotline through a third party and regularly makes that information available to employees.
Continue a formal volunteer program to help various departments. • The Police Department makes good use of volunteers in a variety of roles with two volunteers added to the roster recently.
A cadre of Police volunteers is also now working in support of our voluntary code compliance efforts to enhance the community.
Volunteers were utilized in the recent upgrades at the Ohlone and Foxboro community Centers. In Parks & Recreation volunteers support a variety of events and activities.
41 ADMINISTRATIVE SERVICES
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
INFORMATION TECHNOLOGY
Information Technology is responsible for overseeing the technology infrastructure and daily needs of the City. Information Technology utilizes information and communications technology to design, select, and implement a variety of technology solutions that assist the City and all City departments with providing services and meeting strategic goals promoting technological and telecommunication growth.
The Information Technology department collaborates with all city departments and provides support for all network users and mobile devices, as well as maintenance of data centers, server networks, switches, routers, and software applications.
COUNCIL STRATEGIC GOAL
OBJECTIVES:
• Provide
technological desktop
computer support to
City staff within four
hours of request.
• Maintain and support
approximately 40
software applications,
including those
specific to public
safety services.
• Implement upgraded
software applications
as required.
• Maintain connectivity
among network
routers, switches,
and devices to
ensure availability
and reliability for City
staff and external
customers.
• Implement and
maintain servers for
new applications.
• Implement
the prioritized
recommendations
from the IT Capital
Project Plan.
Complete an equipment
replacement plan with a rationale,
schedule and budget.
• While equipment replacement
is on-going and considered as
part of the annual budget process
each year, a more formalized
replacement plan still needs to be
developed.
Evaluate IT Systems, especially
financial management to determine
possible improvements.
• A new web site was launched.
Improvements needed to
recommence cable broadcasets
was also completed. Software
upgrades to the cloud will be
completed in FY20-21 to the City’s
financial software application as well
as software upgrades to the cloud
for the RecTrak software application.
New citywide computer and
hardware upgrades are scheduled
for completion in FY20-21 as well.
Consider new ways to deliver
municipal services in more cost-
effective ways.
• The city looks for opportunities
on an on-going basis. In February
2019 the City recommenced cable
broadcast of City Council and
Planning Commission meetings
through the County CCTV services.
42 The Office of the City Clerk provides legislative support to the Mayor and City Council and standing committees; conducts all municipal elections; administers the citywide records retention schedule and off-site storage contract; administers the board/ commission process. The City
Clerk is the information resource
for the community, City Council,
and City Staff. As the Clerk
to the City Council, the City
Clerk prepares and distributes
the agendas for the City Council
and Successor Agency to
the Redevelopment Agency
meetings. The City Clerk is the
local official who administers
democratic processes such as municipal elections, access to city records, and all legislative actions ensuring transparency to the public.
The City Clerk acts as a compliance officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk manages public inquiries and relationships and arranges for ceremonial and official functions.
CITY CLERK/PIO
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
CITY CLERK/PIO
COUNCIL STRATEGIC GOAL
OBJECTIVES:
• To ensure open
access to information,
documents, and the
legislative process.
• To ensure fair and
impartial elections.
• To maintain the official
record of all City Council
proceedings.
• To develop and maintain
on-going efforts that
increase transparency in
city government.
• Perform other State and
municipal statutory duties.
Continue to enhance transparency
and open government.
• The city has resumed cable
broadcast of City Council and
Planning Commission meetings.
The City also now has a presence
on Facebook and Nextdoor and
posts regularly.
Foster an ethical environment free
from conflicts of interest.
• The City Council has adopted
a Code of Ethics which is
reviewed annually and an annual
acknowledgment of the policy is
required for City Council Members,
Commission Members and staff.
Enhance access to information
(sunshine provision).
• The City’s website is a key vehicle
for enhanced access to information;
together with our increased social
media presence.
Conduct annual review and update
of anti-nepotism, anti-cronyism,
conflict of interest, and Code of
Ethics.
• The City Council conducts an
annual review of these policies
every January. The last review was
completed on January 28, 2020.
Provide training to Commissions.
• The City Clerk & City Attorney
undertake annual training for Boards
and Commissions, with that having
taken place in February 2020. In
addition a leadership coffee was
launched in 2018, and conducted in
February each year with the Mayor
and Vice Mayor meeting with the
Chair and Vice Chair of each of the
Commissions in a joint session to
exchange ideas and information.
43 City Clerk/Public Information Officer (PIO)
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 259,046$ 258,156 $ 208,329 $ 205,654$ Contractual Services 94,219 61,531 68,000 120,300 Other Operating Costs 17,075 13,823 73,650 33,350 Cost Allocation 98,632 104,147 76,876 81,000 Capital Outlay 12,123 - 10,000 10,000 Debt Service - - - - 481,095$ 437,657 $ 436,855$ 450,304$
Expenditures By Fund/Program
General Fund
City Clerk 352,885$ 396,495 $ 401,355 $ 413,004$ Outreach 301 355 - 300 Cable TV 127,909 40,807 35,500 37,000 481,095$ 437,657 $ 436,855$ 450,304$
Expenditure Trends
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Capital Outlay
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
44 FINANCE
FINANCE
KEY PRIORITIES
2022-23:
• Restructure debt
where possible to
reduce near term debt
payments
• Ensure on-going
revenues support on-
going costs
• Provide timely budget
and financial reports
to City departments
to assist in meeting
departmental missions
• Improve and
update the Long-
Range Financial Plan
and its underlying
assumptions
• Update or establish
written documentation
for various finance
policies and
procedures.
The Finance Department is responsible for providing the City, and its agencies (including the Successor Agency and the Public Financing Authority), with the fiscal oversight and controls necessary to ensure sound financial management. The Department oversees budgeting, accounting, revenue collection, and protection of city-wide assets. The Department is responsible for managing the City’s fiscal resources in a prudent and effective manner and undergoes an external audit every year. The Department also provides internal support for all city departments and reporting services to enhance accountability and assist with strategic planning and decision-making. The Department is committed to providing financial information in a timely manner and to providing positive customer service to both external and internal customers.
The Department is also responsible for the coordination and completion of the annual audit for all City funds, and related audits for Hercules’ Public Financing Authority, Wastewater fund, and federal funds, Measure B and C.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
664647614
941
734 665 819 995 971
OPERATING INDICATORS
Number of Business Licenses Issued
2015201420132012 2016 2017 2018 2019 2020 2021
City of Hercules, Last Ten Fiscal Years
1,103
45 FINANCE
• The Budget document has been
awarded the Distinguished Budget
Presentation Award from Government
Finance Officers Association (GFOA).
This award is the highest form of
recognition in governmental budgeting.
• Enforces and monitors the General
Fund Reserve and Fund Balance
Policy that reflects best practices and
prudently protects the fiscal solvency of
the City. At the close of last fiscal year,
the working capital reserve (3 months
of expenditures) was fully funded.
• Timeliness, accuracy, and
transparency in financial reporting
is an important City goal. The
Department continues to provide
timely delivery of the Basic Financial
Statements, in which the independent
auditor issued a clean opinion last fiscal
year. The Department continues to
promptly deliver budget, financial and
investment updates to the City Council,
Finance Committee, and the public.
• The Department continues to
proactively address delinquent
accounts through its audit and
collection efforts to maximize City
collections and cash flow.
• The Department continues to focus
on the City Council strategic goal of
fiscal sustainability. The Long-Range
Financial Plan is one of those efforts
that enables the City to understand the
long-term fiscal effects of its decisions
and to plan for future challenges like
CalPERS cost increases and recessions.
FINANCE
WORKPLAN HIGHLIGHTS:
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
46 Finance
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 521,803 $ 551,713 $ 566,000$ 585,630$ Contractual Services 185,643 231,660 223,000 235,000 Other Operating Costs 218,423 196,264 219,000 221,000 Cost Allocation 119,062 126,387 147,608 161,000 Capital Outlay - - - - Debt Service - - - - 1,044,931 $ 1,106,024 $ 1,155,608$ 1,202,630$
Expenditures By Fund/Program
General Fund $1,044,931 $1,106,024 $1,155,608 $1,202,630 Expenditure Trends
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Debt Service
Capital Outlay
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
47 CITY ATTORNEY
CITY ATTORNEY
KEY PRIORITIES
2021-22:
• Provide high-
quality legal services
in a cost-effective
manner
• Develop and
recommend
strategies to reduce
legal risk and
exposure to liability
• Work to minimize
litigation exposure
and resolve litigation
in an effective
manner
• Effectively manage
special counsel
contracts and
services
Appointed by the City Council as the City’s chief legal advisor, the City Attorney provides all legal services and advice to the City Council, Commissions, and staff. The City Attorney represents the City in all litigation, and manages any special counsel services, including when used for litigation. Elements of the City’s risk management efforts and claims administration are also handled by the City Attorney.
Serving as the City’s legal counsel, the City Attorney contributes to the City’s overall operation in a multiplicity of service areas and in support of all Strategic Plan goals, and in particular Goal H and two related strategies:
Continue to Provide Exemplary Governance and City
Administration
Strategy 1: Improve administrative processes and overall quality of executive and administrative management.
Strategy 3: Provide and enhance exemplary governance.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
48 • Perform all requested legal work
and review and prepare required
documents and contracts in a
timely manner, including ordinances,
resolutions, legal opinions, and contracts
and agreements.
• Provide the City Council with regular
litigation and claims updates, including
assessment of success, liability, and
advise as to how to best manage and
respond to pending or active litigation
and claims.
• Review all agenda items, staff
reports, and related attachments for
consideration by the City Council, and
Commissions as needed, including
assessing and ensuring compliance
with law and best practices from a
legal perspective, approving required
documents as to form, advising staff and
the City Council on those matters.
• Facilitate the City’s public
improvements and private
development projects through on-
going support of these activities,
including consideration by the Planning
Commission and City Council of private
development, preparation and award
of bids for public projects, assisting
with contract award and management,
resolution of legal issues which may
arise, and close-out of completed
projects and assisting with any claims
which may arise.
• Identify on a pro-active basis any
opportunities to avoid exposure to
legal risk or concerns and take steps to
do so, including regularly consulting with
the City Council, City Manager, and staff
on up-coming projects and activities,
monitoring the changing legal landscape
and new case law, and engaging with a
variety of stakeholders to better assess
areas of possible concern.
CITY ATTORNEY
CITY ATTORNEY
WORKPLAN HIGHLIGHTS:
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
49 City Attorney
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits -$ - $ - $ - $ Contractual Services 284,709 154,562 265,000 273,000 Other Operating Costs - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 284,709$ 154,562 $ 265,000$ 273,000$
Expenditures By Fund/Program
General Fund 284,709$ 154,562 265,000$ 273,000$ Expenditure Trends
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Contractual Services
50 POLICE
POLICE
COMMUNITY
SERVICE
With a commitment to
ethical policing and building
community relationships,
our mission is to provide
consistent service with
integrity and equality to all.
Our vision is to create
community partnerships
though positive and
transparent engagement by
adhering strictly to our core
values of Integrity, Equality,
and Consistency.
We strive to meet
this challenge while
safeguarding the rights of
all individuals we come into
contact with.
We maintain a caring
attitude and empathize
with those we serve. We
welcome and seek an
active partnership with the
community in carrying
out our responsibilities.
We recognize that to be an
effective law enforcement
agency we must have the
support, confidence, and
trust of our community. We
work diligently to be a part
of this community and not
apart from it.
The Hercules Police Department has
26 sworn officers and 3 non-sworn
full-time positions within numerous
operating units and Divisions, including
Patrol, Investigations, Traffic, Records
and Property and Evidence.
The HPD is responsible for protecting
the City’s residents, property owners,
and businesses by patrolling 10.6 square
miles of Hercules using cars, bicycles,
and motorcycles.
The Department fosters a problem-
solving, community policing philosophy,
and works collaboratively with policy
makers, the City Manager’s Office and
the community to address problems of
crime and property damage.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
OPERATING INDICATORS
Calls for Service Hercules Police Department Last Ten Fiscal Years 2011 2020 2011 2020 2011 2020
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
15,984 12,960 12,309 12,550 1,843 7,707 13,142 16,245 16,918 23,924 0 500
1000
1500
2000
2500
Part 1 & 2
Crimes
Arrests Traffic
Violations
1,000 636
573 620
2,100
588
CONTACT INFORMATION
Phone: (510) 799 8260
Office Address:
111 Civic Drive,
Hercules CA, 94547
Office Hours: M-F, 8 AM-5
PM
Website: ci.hercules.ca.us
Facebook: Hercules Police
Department
51 POLICE
POLICE
RESPOND TO PRIORITY ONE
and non emergency calls for service within
designated time frames.
INCREASE EFFORTS
in traffic enforcement to reduce the number of
pedestrian-related accidents
RESPOND QUICKLY
and effectively to community generated complaints.
PROVIDE EFFICIENT COMMUNICATION
through the use of technology and social media
RE-START THE CITIZENS POLICE ACADEMY
to provide transparency into policy and procedure,
and engender confidence in service levels.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
• We will continue to provide traffic
safety, enforcement, and education
services to the community
• We will continue to
coordinate disaster
preparedness with
Fire, Emergency Medical
Services and the County
and State Office of
Emergency Services.
• Critical training for all Department
personnel will continue to be provided
including Crisis Intervention Team
(CIT), De-Escalation Tactics, Procedural
Justice, and Racial Profiling.
• Parolees, probationers, and
registered sex offenders living within
Hercules will continue to be strictly
monitored.
• We will continue to seek Federal,
State, and other funding to enhance
staffing and equipment.
WORKPLAN HIGHLIGHTS:
1 2
3 4
6 RECRUIT, HIRE AND DEVELOP
qualified men and women from a diverse community
to maintain high levels of service to the community.
5 52
Police
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 5,876,171$ 5,716,011 $ 5,809,077 $ 6,198,997$ Contractual Services 748,554 876,397 724,000 674,000 Other Operating Costs 256,622 480,512 308,000 284,000 Cost Allocation 756,518 702,012 724,608 813,000 Capital Outlay - - 25,000 - Debt Service - - - - 7,637,865 $ 7,774,932 $ 7,590,685 $ 7,969,997$
Expenditures By Fund/Program
General Fund
Administration/Inspection/Support 3,376,778$ 3,913,658 $ 3,381,248 $ 3,370,800$ Patrol 4,188,147 3,635,370 4,164,437$ 4,554,197
7,564,925 7,549,028 7,545,685$ 7,924,997
Asset Forfeiture 72,940 225,904 45,000$ 45,000 7,637,865$ 7,774,932$ 7,590,685$ 7,969,997$
Expenditure Trends
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
53 COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT
KEY PRIORITIES
2022-23:
• Providing effective and
efficient Core Services,
including processing of
development applications
and building permits.
• Advancing the next
phases of the Hercules
Regional Intermodal
Transportation Center.
• Completing the update
of the City’s Housing
Element of the General
Plan.
• Expanding the City’s
tax base through quality
development, including
the Bayfront project and
the North Shore Business
Park.
• Revisiting the City’s
sign ordinance and other
policies and updating as
needed.
• Ensuring successful
implementation
of remaining new
development
opportunities, including
establishing long-term
plans for managing shared
parking and affordable
housing for the Bayfront
project.
The Community Development Department provides
information and advisory services to decision makers and the public regarding the growth and development of the community to ensure balanced and appropriate land use. The Community Development Department processes current and long-range development applications in accordance with the City’s adopted General Plan and zoning ordinance and provides staff support to the City Council and Planning Commission. In addition, the Community Development Department responds to public inquiries regarding zoning, land use, use permits, and development standards. The Community Development Department is also responsible for preservation of the City’s historic structures.
Community Development includes the Building Division which ensures the safety of the citizens of Hercules through enforcement of state and local codes, standards, and regulations. The Division works diligently to ensure that all new construction meets the standard of construction required by the codes, and that all existing structures are maintained in a safe condition.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
OPERATING INDICATORS
Number of Building Permits issued
622631672661 782 778 756 811
675
1,016
2015201420132012 2016 2017 2018 2019
City of Hercules, Last Ten Fiscal Years
2020 2021
54 COMMUNITY DEVELOPMENT
• Pursue the continued evolution of
Hercules into a transportation hub
and address local traffic and circulation
concerns, including securing funding
for the next phases of the Hercules
Regional Intermodal Transportation
Center, securing grants for other
street and pedestrian enhancements
to the circulation network, utilize
the Planning Commission and the
Council’s Public Safety & Traffic
Committee as sounding boards for
community concerns.
• Maintain a safe and attractive
community, including ensuring
new development adds the overall
quality of the community.
• Enhance the City’s economic base,
including completing the build-out
of the Bayfront and other remaining
development sites with an emphasis
on uses which also expand the
City’s tax base, while mitigating any
impacts from new development.
• Identify and pursue grant
opportunities for the
Hercules Regional Intermodal
Transportation Center, including
working with our regional partners,
advancing the design of the next
phases to ensure they are shovel ready,
and building support for the project
among key constituencies.
• Ensure the successful build-out
of the Waterfront Master Plan and
the Bayfront, including: guiding
the construction and entitlement
components of each phase, forming
the Waterfront Parking entity;
developing the required affordable
housing implementation agreement;
and working with the developer
to ensure a vibrant and model
transportation oriented-development
results.
• Expand the City’s Tax Base through
new development, including
completing the Safeway center,
facilitating the start of construction
of the approved Willow Avenue
Auto Service Center and Self-
Storage center, Sycamore Crossing
development including the hotel and
retail components, and the Hilltown
project, and identify and pursue other
opportunities such as the possible
reuse of the Franklin Canyon Golf
Course site.
COMMUNITY DEVELOPMENT
WORKPLAN HIGHLIGHTS:
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
55 Community Development
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 467,056$ 348,918 $ 391,606 $ 384,965$ Contractual Services 115,272 73,011 2,254,000 330,000 Other Operating Costs 10,048 287,052 46,000 16,000 Cost Allocation 88,714 87,478 85,204 87,000 Capital Outlay 39,050 2,444 150,000 560,000 Debt Service - - - - 720,140$ 798,903 $ 2,926,810 $ 1,377,965$
Expenditures By Fund/Program
General Fund 611,296 792,456 725,810 817,965 DIF-Public Facilities 35,142 (1,285) 1,000 - Community Development Fund - - - - Development Fee 34,652 (1,285) 1,000 - DIF-Police Facilities 39,050 2,444 100,000 60,000 DIF-Fire Facilities - 829 522,000 - DIF-Park & Recreation - - 50,000 - Public Benefit Fee - - - 500,000 DIF-Traffic Facilities - - 180,000 - STMP Traffic Impact - 5,744 1,347,000 - 720,140$ 798,903$ 2,926,810$ 1,377,965$
Expenditure Trends
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Capital Outlay
Cost Allocation
Other Operating Costs
Contractual Services
Salaries & Benefits
56 PUBLIC WORKS
PUBLIC WORKS
KEY PRIORITIES
2021-22:
• Continue to
aggressively pursue
grant funding for the
City’s CIP projects
• Advance the Hercules
RITC
• Effectively manage
day-to-day operations
to ensure Hercules
keeps its reputation as a
well-maintained City
• Expedite processing
of private development
projects
• Implement COVID-19
pandemic best
management practices
for public infrastructure
• Increase oversight
of City-wide public
facilities
The Public Works Department constructs, maintains, and operates the City’s public infrastructure including streets, sidewalks, traffic signals, bridges, streetlights, storm drain system, stormwater basins, creeks, sewer collection system, landscaping, parks, and public buildings. The Department is staffed with 11 employees and is organized into two Division overseen by the Public Works Director/City Engineer who reports to the City Manager.
The Engineering Division administers the City’s Capital Improvement Program including grant funding, reviews and inspects grading and public improvements on private development projects, reviews traffic engineering, and administers the City’s Clean Water Program. The Division also responds to public inquiries, administers the sewer lateral certification program, and issues encroachment permits, grading permits, wide-load permits. The Division consists of 1 employee, an Assistant Engineer, in addition to the City Engineer.
The Maintenance & Operations Division maintains the City’s public parks, landscape medians, streets, sidewalks, infrastructure and public facilities. This division makes certain that the stormwater and wastewater discharged into San Pablo Bay is clean through the City’s Creek Maintenance Program, Storm Drain Maintenance Program, Street Sweeping Program and Sanitary Sewer Program. In addition, the Public Works Division eliminates safety hazards with the City’s Fire Break Program in open spaces, Tree Trimming Program in parks and streets, and maintains an ongoing hazard abatement program. The Division also administers the City-wide Lighting and Landscaping Assessment Districts, abates graffiti, and cleans up illegal dumping. It is staffed with a Maintenance Superintendent and 8 Maintenance Workers.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
57 PUBLIC WORKS
PUBLIC WORKS
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
The Public Works Department supports the
achievement of all Strategic Plan goals, and in
particular:
Goal D: Enhance Transportation Access and
Options
Strategy 1: Promote Alternative Forms of Transit
Goal G: Invest In and Enhance Maintenance of
Public Infrastructure and Facilities
Strategy 1: Re-evaluate and Make
Recommendations to Improve the City’s Capital
Improvement Programs, Clean Water Programs and
all Lighting and Landscaping Assessment Districts.
• Formalize Maintenance & Operations
oversight of public infrastructure,
including assignment of a geographic
zone to each
staff member
collectively
encompassing
the entire City
to identify and
respond to
trash, illegal
dumping of
dirt and debris,
deceased
animals, sign and striping replacement
needs, tripping hazards, etc.
• Advance the Capital Improvement
Program, including the $12.9M Sycamore
Sewer Trunk Main Replacement Project,
$1.4M Willow/Palm Sidewalk Installation,
and Pedestrian Enhancement Projects at
Sycamore/Civic & San Pablo/Sycamore,
and $1.15M Design Contract for the RITC.
• Facilitate the successful completion
of the Safeway Project and Sycamore
Crossing Project with Hotel, including
roadway improvements and utility
relocations.
• Complete the Sewer Fund Financial
Model, including incorporating
recommendations from the 2020 Master
Plan Update, projected expenditures from
the upgraded Waste Water Treatment
Project, and recommendations from the
Citywide CCTV of sewer mains.
• Increase focus on Maintenance &
Operations organizational development
and training, including cross training on
core equipment such as the backhoe and
basket truck and operation of sewer lift
stations and HVAC systems in buildings.
WORKPLAN HIGHLIGHTS:
The Public Works inventory includes:
58 miles
of city streets
1,494
street and
parking lot
features
14 traffic signals
7 miles
of bike lanes
62 miles
of sanitary sewers
58 Public Works
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 2,086,371$ 2,133,274$ 2,325,332$ 2,293,235$ Contractual Services 2,798,994 3,230,653 2,568,072 3,008,440 Other Operating Costs 2,385,291 2,784,678 3,400,044 3,734,800 Cost Allocation 778,390 808,601 1,035,263 971,091 Capital Outlay 6,324,569 5,510,529 15,865,947 2,208,000 Debt Service 723,631 1,193,797 2,244,125 2,047,700 15,097,246$ 15,661,532$ 27,438,783$ 14,263,266$ Expenditures By Fund/Program
General Fund 305,464 292,525 374,592 382,985 Citywide L&L 83-2 2,206,042 1,668,019 1,643,036 1,821,226 Victoria By The Bay L&L 2002-1 549,975 569,426 511,493 557,342 Hercules Village L&L 2002-2 197,357 176,205 193,694 199,119 Baywood L&L 2004-1 178,012 117,753 287,729 145,333 Bayside L&L 2005-1 68,900 138,721 81,694 114,186 Arterial Roadways 237,233 286,301 305,844 333,123 Stormwater 372,913 373,638 421,000 374,577 State Gas Tax 1,223,234 668,907 1,564,701 669,636 Measure "C" Street Fund 620,283 478,345 519,000 423,916 BART Park & Ride 227,849 16,000 17,000 Solid Waste and Recycling 108,350 10,179 111,000 111,881 Grants - - 254,000 - City Capital Project 930,974 - 194,000 247,000 Energy Conservation Project 3,398,240 - - CCTA MEAS J EXP PLAN 148,666 135,020 50,000 60,000 CCTA TLC GRANT 70,135 250,954 - - SAFETEA LU - - - 300,000 Water Quality Retention Basin 22,083 20,802 44,000 - STMP-SUB REG TRANS PROJ - 25,047 - - Sewer 7,206,739 6,059,336 20,018,000 7,417,750 ISF - Equipment Replacement 146,762 206,373 55,000 276,000 ISF - Facilities Maintenance 504,124 557,892 794,000 787,192 ISF - Facilities Replacement 25,000
15,097,246$ 15,661,532$ 27,438,783$ 14,263,266$ Expenditure Trends
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 FY 19-20
FY 20-21
FY 21-22
FY 22-23
Salaries & Benefits
Contractual Services
Other Operating Costs
Cost Allocation
Capital Outlay
Debt Service
59 To illustrate this point, we
offer our “High-Five” list for
the community…
5. Fantastic Parks and Trails:
great parks, miles of trails to walk,
ride, roll, exercise
4. Great amenities:
Hercules Swim Center, Refugio Valley
Tennis Courts, Senior Center
3. Outstanding Recreation
Programs and Services:
Camp Dynamite, TinyTots, RAP,
Senior Services
2. Caring staff: motivated and
dedicated to serving the community
1. Full circle of life services:
Programs for all ages from
preschool to seniors with a
“families first” pledge
The Hercules Parks and Recreation
department held many special events
this past year. And we have been
encouraged by the tremendous showings
of community members at these events.
And we are
now seeing
more and more
families return
to a variety of
programs. We
are also seeing
an increase in
Facility Rentals.
The Hercules Parks and Recreation
Department is proud to continue to offer
essential services to the community. We
have a fantastic mixture of camps for
children from preschool through teens,
as well as a plethora of independent
contractor camps and programs offered
both in-person and virtual this summer.
We also have several special events
coming up this summer featuring a return
PARKS AND RECREATION
PARKS AND RECREATION
GOALS:
• Return all programs
and facility rentals to pre-
pandemic levels
• Create new programs/
modify existing programs
based on the trends to meet
the changing needs of the
community.
• Complete CIP projects,
decision packages/budget
referrals, and other important
projects:
Wrap up projects like the
All-Abilities Swing
Gym Floor refurbishment
at the Community Swim
Center
Replace safety fencing
around swimming pool
Identify and enter into
contract for Prop 68 (Clean
Water and Parks Act) project
by end of FY23
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
As Dorothy (Judy Garland) once said, in the 1939 classic film - The Wizard of Oz, “There’s no place like home”.
After 2 years of pandemic and restrictions, the time has come for us to collectively click our heels and repeat those 5 magical words; say it with me…“There’s no place like home”. Home is where the heart is, and the heart of Hercules can be found here in Parks and Recreation Department. 60 13 Parks
9 Playground
Structures
8 Picnic Areas
8 Tennis Courts
5 Swings
5 Recreation
Centers (including
a Teen Center and
Senior Center)
4 Outdoor
Basketball Courts
3 Childcare Facilities
3 Multi-Use Fields
2 Baseball/Softball
Fields
2 Soccer Fields
2 Horseshoe Pits
2 Bocce Ball Courts
2 Gazebos
2 Pools
1 Gymnasium
1 Dog Park
1 Outdoor Fitness
Par Course
and miles of trails
to walk, hike, bike,
skate
to FREE movies in the park, National Night
Out, and of course the Fireworks Celebration
on July 4. In addition, staff is currently
working on fall programs, and will be bringing
a new twist to Trunk or Treat with our first
annual “Pump-Ka-Taaz” (pumpkin carving
contest). More information will be in the 2022
Fall Activity Guide coming mid-July.
Parks and recreation programs and services
contribute to the health of the participants
with a variety of opportunities that enrich
lives. Not only do parks and recreation
improve health but they improve economic
value. Quality Parks and Recreation programs
are often credited as a top reason for families
and businesses when relocating. Increasing
property values help raise the local tax base.
Homes closer to parks ultimately improve
the local economy. Parks and recreation
services are one of the most important factors
in surveys of “how livable” communities are.
Parks provide gathering places for families
and social groups for all ages, abilities, and
economic status, and they are often linked to a
reduction in crime.
PARKS AND RECREATION
PARKS AND RECREATION
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET
• Adapt, be
flexible, be
nimble, re-create
programs based
on community
needs
• Create Parks
Master Plan
and Facilities
Assessment in
FY22-23
• Look for
opportunities
to expand parks
through grants
and other
avenues
WORKPLAN
HIGHLIGHTS:
ACCOMPLISHMENTS
(examples, not all encompassing)
FACILITIES
• Printed & Mailed 2022 Summer Activity Guide – first printed guide since the start of the pandemic
• Replaced diving boards at the Community Swim Center
• Replaced main pool heater pump
• Youth Program staff participated in Summer Leader Institute Training at Cal State East Bay
• Completed Renovation of the Sycamore Mural
EVENTS:
Looking forward to the return
of events like…
• Community Clean-up Day
(Sa 5/7/22)
• Fireworks Celebration (M 7/4/22)
• Movie Nights (7/22, 8/19 and
9/16/22)
• National Night Out (Tu 8/2/22)
• Unity Day (W 10/19/22)
• Pump-Ka-Taaz (October 2022)
NEW!
• Trunk or Treat (F 10/28/22)
• Holiday Tree Lighting (Su
12/4/22)
• Breakfast with Santa (Sa 12/10/22)
• EGGstravaganza, Splash-A-
Palooza & Rec Expo (Spring 2023)
• And more…
61 Parks & Recreation
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Salaries & Benefits 1,568,686$ 1,009,714 $ 922,193$ 1,448,422 $ Contractual Services 277,242 164,242 444,792 195,800 Other Operating Costs 85,165 27,543 121,615 42,600 Cost Allocation 234,453 233,486 298,203 360,300 Capital Outlay - - - - Debt Service - - - - 2,165,546 $ 1,434,985 $ 1,786,803 $ 2,047,122$
Expenditures By Fund/Program
General Fund
Library 111,937 98,059 118,941 113,800 Administration 37,377 12,094 28,615 33,200 Facility Rentals 156,993 74,100 81,050 135,403 Lupine Day Camp 139,577 49,142 137,995 139,891 Ohlone Day Camp 4,935 5,006 3,604 6,041 Ohlone Child Care 207,673 137,380 146,363 199,741 Hanna Child Care 216,183 152,936 165,343 222,216 Lupine School Child Care 207,859 154,298 160,020 213,653 Recreation Classes 74,239 60,722 101,237 87,433 Senior Citizens 67,959 50,997 54,283 62,167 Tiny Tots 279,429 132,627 224,055 265,668 Swim Center 402,179 300,382 329,389 283,469 Sport Program 91,716 77,741 86,149 108,181 Teen Program 16,514 15,862 21,824 25,348 Community Center-Concession Stand 372 436 - - Youth/Teen Resource Center 150,604 113,203 127,935 150,911 2,165,546$ 1,434,985$ 1,786,803$ 2,047,122$
Expenditure Trends
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 FY 19-20
FY 20-21
FY 21-22
FY 22-23
Salaries & Benefits
Contractual Services
Other Operating Costs
Cost Allocation
62 Non-Departmental
Department Expenditure Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Expenditures By Type
Contractual Services 147,170 8,975 275,000 300,000 Reserve and Pension Contribution 525,034 9,877 1,758,475 - Settlement Payment 1,812,075 604,025 604,025 604,025 Debt Service 1,885,774 1,520,336 1,667,000 1,951,000 Transfers 2,075,766 2,680,814 5,232,037 1,631,288 6,445,819$ 4,824,027$ 9,536,537$ 4,486,313$ Expenditures By Fund/Program
General Fund 2,684,279$ 822,877$ 2, 772,500$ 804,025$ American Rescue Plan Act (ARPA) - - 65,000 300,000 2,684,279 822,877 2,837,500 1,104,025 Debt Service
Suntrust Lease 205,099 205,099 205,000 103,000 Equipment Lease - - 218,000 227,000 2003B PFA Lease Revenue Bonds 566,010 205,522 133,000 513,000 2009 PFA Taxable Lease Revenue Bonds 914,665 909,715 911,000 908,000 1,685,774 1,320,336 1,467,000 1,751,000 Transfers
General Fund 1,333,177 1,641,579 1,697,500 992,934 AB3229 COPS Program 155,948 150,000 150,000 150,000 Citywide L&L 83-2 238,714 221,212 241,000 258,100 Victoria By The Bay L&L 2002-1 24,960 23,792 26,800 27,200 Hercules Village L&L 2002-2 3,524 6,487 7,100 7,500 Baywood L&L 2004-1 2,835 2,289 2,400 2,700 Bayside L&L 2005-1 13,145 15,587 17,600 18,500 Stormwater 71,387 - - - State Gas Tax 9,038 54,988 46,299 49,354 Measure "C" Street Fund 9,038 - - - Solid Waste and Recycling 214,000 124,237 125,000 125,000 American Rescue Plan Act (ARPA) - - 2,918,338 - ISF - Facilities Maintenance - 440,643 - - 2,075,766 2,680,814 5,232,037 1,631,288 6,445,819$ 4,824,027$ 9,536,537$ 4,486,313$ Expenditure Trends
$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 FY 19-20
FY 20-21
FY 21-22
FY 22-23 Contractual Services
Reserve and Pension
Contribution
Settlement Payment
Debt Service
Transfers
63 GENERAL FUND
64 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GENERAL FUND OVERVIEW
GENERAL FUND OVERVIEW
The General Fund is the chief operating fund of the City. This fund is used to record all resource inflows and outflows that are not associated with special-purpose funds. The activities being paid for through the general fund constitute the core administrative and operational tasks of the City.
MAJOR REVENUE
The City relies on several major revenue sources to support the General Fund budget. As shown in the graph below, General Fund revenues in FY 22-23 are projected to increase by approximately 6% compared to FY 20-21 actual receipts. The revenue increase is substantially driven by proceeds from sales tax and the program fees from the re-opening of the Parks & Recreation programs. The bulk of General Fund revenues come from taxes Utility User’s Tax (UUT), Sales Tax, Property Tax, Real Property Transfer Tax (RPTT), Transient Occupancy Tax (TOT) and other taxes). 0 5
10 15
$ 20 million
FY 22-23
Projection
FY 21-22
Budget
FY 20-21
Actual
FY 19-20
Actual
FY 18-19
Actual
FY 17-18
Actual
$16.62
million
$16.98
million $16.25
million
$16.01
million
$15.85
million
$16.92
million
16,976,707 16,013,203
General Fund Revenue
Misc.
Major
Revenue
Sources:
Interfund
Program
Revenue
Taxes
$14.11
million
$1.65 million
$0.83 million
$0.32 million
$13.33
million
$1.27 million
$0.89 million
$0.35 million
$13.37
million
$1.33 million
$0.77 million
$0.55 million
$12.61
million
$2.21 million
$0.76 million
$0.66 million
$12.13
million
$3.1 million
$1.01 million
$0.73 million
$11.81
million
$3.82 million
$0.44 million
$0.54 million
65 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GENERAL FUND OVERVIEW Sales and Use Tax
The largest revenue source for the City’s
General Fund is remitted to the City from
the State monthly. Sales Tax revenues are
conservatively estimated to increase by
5% compared to FY 20-21 actual receipts
based on the quarter three analysis
generated from the data received from
California Department of Tax and Fee
Administration (CDTFA). Total sales tax
revenues are highly concentrated within
a few major operators. Hercules sales
tax revenue is substantially generated
from business-to-business sources. Its
top 3 producers generate over 50% of
the City’s sales tax. The following chart
depicts the source of the City’s sales tax
revenues by industry group.
Utility User’s Tax
Utility User’s Tax (UUT) are revenues
collected from the consumption of utility
services, including (but not limited to)
electric, gas, water, sewer, telephone
(including cell phone and long-distance),
sanitation, and cable television. The City
determines the tax rate and the use of its
revenues. UUT revenues are estimated to
stay relatively flat compared to FY 20-21
actual receipts. Based on the trend and
its consumption rate, the City continues
to see erosion in Wireless Telecom’s UUT
revenues due to the update in allocations
of the bundled packages from the
respective providers. These updated
allocations shifted a more significant
percentage towards data, which is not
taxable.
On June 4, 2013, the voters approved
Ordinance #475, increasing the 6%
to 8%. The Utility User’s Tax
will automatically sunset, and
its provisions shall become
ineffective on January 1, 2025,
unless extended by a vote of
the electorate. The City’s UUT
revenue makes up $3.6 Million or
approximately 20% of the general
fund budget. If the UUT we’re
not renewed, this would cause
a significant decrease in general
fund revenue needed to continue
to provide vital services to the
community.
Gas
Cable
Water
Telephone
Electricity
20212020201920182017 FY 22-23
Projection
FY 21-22
Budget
Utility User’s Tax (UUT), Annual Per Capita
(Based on Actual Receipts)
$137 $140 $134 $134 $137 $134 $139
$17
$20
$30
$22
$53
$15
$21
$26
$20
$50
$20
$20
$29
$23
$48
$15
$21
$27
$26
$48
$15
$21
$24
$28
$46
$14
$22
$22
$34
$48
$16
$19
$18
$37
$47
General Retail
Transportation
Food Products
Construction
County Pool
Business
to Business
20212020201920182017
Sales Tax, Annual Per Capita
(Based on Actual Receipts)
$82
$4
$9
$12
$15
$12
$30
$4
$10
$12
$15
$13
$33
$4
$10
$12
$16
$17
$42
$4
$7
$11
$18
$25
$36
$4
$8
$20
$19
$26
$42
$87
$101 $101
$119
66 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GENERAL FUND OVERVIEW Property Tax
The City of Hercules has been classified as a low-
to-no property tax jurisdiction. The City’s share
of the base 1% property tax rate is lower than
most other jurisdictions at just a little over 5% of
Hercules’s total base property taxes. This year the
Assessor’s office applied a CPI factor of 2% to non-
Prop 8 parcels. It is estimated that the City share of
1% assessed property value tax is calculated to be
$1.5 million for FY 22-23.
Transient Occupancy Tax (TOT) – For
the privilege of occupancy, each transient is subject
to a 10% of the rent charged by operator. The TOT
is a general tax which is deposited into the City’s
General Fund. TOT revenue is expected to increase
by approximately $100,000 in FY 22-23 due to new
development.
Parks & Recreation Program
Revenues
During the COVID-19 pandemic and mandatory
closure, the Parks & Recreation program was heavily
impacted. The revenues from this program were
significantly reduced in the prior year due to the
suspension of programs and offerings and facility
rentals. The FY 22-23 revenue estimates reflect the
re-opening of suspended programs, and revenues
are projected conservatively equal to approximately
75% of total pre-pandemic actual receipts ($1.1
million).
Fees for Service
The City charges fees to the community based
on the costs of services provided. These fees are
documented in the City’s Master Fees & Charges
Schedule. The Master Fees & Charges schedule
is approved periodically by the City Council, and
individual fees may be amended from time to time
during a fiscal year. However, there must be a nexus
to the costs of the provision of those services.
67 Indirect Cost
The City of Hercules General
Fund includes expenses for all
administrative services (e.g.,
finance, human resources, attorney
services, etc.). A portion of these
services support the enterprise
funds, and other restricted funds.
The City uses a fair and equitable
indirect cost allocation process to
allocate departmental costs from
the General Fund to all funds that
benefit from the services that the
General Fund departments provide.
The plan is completed under
generally accepted accounting
principles (GAAP) as recognized
by the Governmental Accounting
Standards Board (GASB). The
primary principles used to develop
the plan are: 1) the allocated cost
is necessary and reasonable for
the proper performance of a
department, division, unit, and
program; 2) the allocated cost is
charged to departments, divisions,
units, and programs relative to the
benefits received; and 3) costs are
consistently treated as direct or
indirect. Those costs that cannot
reasonably be directly charged are
included in the Cost Plan.
Capital and Debt
Expenditures
The General Fund includes
Capital Improvement Projects
(CIPs) related to public buildings,
general improvements, street
improvements, drainage
improvements, and park
improvements.
The detail for each CIP that includes
additional funding in the upcoming
budget year can be found in the
Capital Improvement Program
section of this document. Debt
in the General Fund includes the
principal payments on outstanding
loans that are the obligation of the
General Fund.
Transfers Out
Funds are transferred out of the
General Fund for debt service,
loan repayments, and capital
projects. Future budgets will
include a transfer Capital Reserve
Fund for future capital needs,
Pension Reserve Trust Fund to
assist in funding future pension
contributions and Operating
Reserve up to the reserve limit.
Non-Recurring
Expenditures
These include projects that are
related to special studies. For
example, full cost projects related
to future developments and
engineering projects, such as traffic
studies, all of which are pass-
through expenses that are funded
by developer contributions.
GENERAL FUND EXPENSES
The General Fund includes expenses for operations, debt, capital, and transfers out.
The operating costs are for departments that provide services to the Hercules community, including Police, Public Works, Community Development, Parks & Recreation, and the general government departments. Operating expenses include retirement, health insurance, and one-time expenditures include the Department of Finance (DOF) settlement, and other capital projects.
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GENERAL FUND OVERVIEW 68 CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GENERAL FUND OVERVIEW
FIVE-YEAR GENERAL FUND FORECAST
Although the economic outlook is blurred by uncertainty, with the Federal Reserve attempting to control inflation without another recession, the City remains optimistic about the future. Hercules’s financial condition is expected to improve in FY2022-23 as the City increases its General Fund reserves up to the City Council’s policy target levels of 25% and continues to pay down long-term obligations to create future budget capacity. The City’s FY2022-23 General Fund budget is driven mainly by revenues received from sales tax, including revenues from Measure B (half-cent sales tax). Measure B sales tax revenue has helped stabilize General Fund services, protect Hercules’ quality of life, and build additional reserves to weather future economic downturns.
The graph shows forecasted General Fund revenues and expenditures for FY2022-23 to FY2027-28 based on the City’s conservative forecast. The General Fund’s five-year forecast is based on maintaining the same service levels included in the FY2022-23 budget over the next five years. The City’s sales tax forecast assumes taxable sales return to an expected growth rate between 2.5 percent and 4.1 percent. Property tax revenue is forecast to continue to grow at 2% annually. The City assumes modest salary increases in the forecast based on negotiated labor agreements and its general pay philosophy. Pension costs are forecasted based on the latest information from the CalPERS actuaries. Other Post Employee Benefits (OPEB) costs are based on the City’s funding policy and information from the City’s OPEB actuary.
The City’s forecast also includes revenues from future new developments and expenses based on current law and policy. Still, it does not have events or changes that may or may not happen in the future. Because the five-year forecast is based on many assumptions that are not expected to be 100 percent accurate, staff will continue to monitor the changes in the economy. It will report to the City Council annually with updated projections.
If the Utility
User Tax is
dicontinued
there wil be
$3 million gap
in FY 2026-27
$25 million
$20 million
$15 million
$10 million
Expenditures Revenues without
Utility User Tax
Revenues
General Fund Five-Year Forecast
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
69 General Fund
Budget Balancing Spreadsheet
TOTAL ON-GOING ONE-TIME ARPA
Estimated Beginning Working Cash July 1, 2021 General Fund and Fiscal Neutrality 8,228,684 Reserve for Earthquake Insurance Deductible (500,000)
Reserve for Capital Projects (450,000)
Reserve for Planning (825,000)
Reserve for Building (21,800)
Reserve for Reusable Bags (remaining) (13,930)
Reserve for PEG Fees (70,000)
Subtotal, Reserves (1,880,730)
Estimated Beginning Available Working Cash July 1, 2021, Before Fiscal Nueutrality Fund 6,347,954 Reserve for Fiscal Neutrality (4,209,129)
Estimated Beginning Available Working Cash July 1, 2021, After Fiscal Nueutrality Fund 2,138,825 2,138,825 FY 21-22 Projected Surplus from baseline operations 524,700 524,700 FY 21-22 Net of One-time Revenues and Expenditures (1,710,500) (1,710,500) American Rescue Plan Act (ARPA) Loss of Revenue Component 2,918,338 2,918,338 FY 21-22 Priority ARPA Projects (1,020,500) (1,020,500) 2,850,863 - 953,025 1,897,838 Add: Revenues 16,916,000 16,916,000
One-Time Revenues:
Total Revenues 16,916,000 16,916,000 - - Subtract: Expenses (16,133,422) (16,133,422)
One-Time Expenses:
(1) Employee Labor Agreements (3% COLA and 3% Retention Bonus) (350,000) (190,000) (160,000) (2) Village Parkway Traffic Calming (CIP) (626,025) (626,025) (3) Building Facilities Plan (75,000) (75,000)
(4) Parks Master Plan (150,000) (150,000)
Total Expenses (17,334,447) (16,323,422) (786,025) (225,000) Surplus/(Deficit) (418,447) 592,578 (786,025) (225,000) 2,432,416 592,578 167,000 1,672,838 Estimated Beginning Available Working Cash July 1, 2022 Estimated Available Working Cash, June 30, 2023
70 General Fund
Budget Summary
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Balance 2,412,068 $ 1,847,112 $ 2,138,825 2,850,863$ Revenues
Taxes
Utility User Tax 3,483,843 3,590,649 3,509,000 3,589,000 Sales Tax 4,212,285 4,775,496 4,654,675 4,998,000 Property Taxes 1,415,995 1,451,716 1,520,000 1,571,000 Franchise Fees 948,503 862,104 896,000 905,000 Business Licenses 251,418 268,697 198,000 274,000 Transfer Tax 142,850 126,488 132,000 146,000 Transient Occupancy Tax 6,179 7,635 5,000 114,000 Intergovernmental 2,151,433 2,285,392 2,418,000 2,511,000 Fines & Forefeitures 62,582 36,586 37,000 38,000 Program Revenues
Community Development 675,556 824,891 242,000 306,000 Parks and Recreation 1,020,758 396,290 753,000 1,156,000 Police 483,110 48,958 219,000 139,000 Public Works 28,588 46,908 48,000 38,000 Other 6,770 10,571 11,000 11,000 Use of Money & Property 600,707 511,188 313,000 286,000 Cost allocated to other funds 534,992 619,634 739,325 684,000 Transfers In 227,335 150,000 150,000 150,000 16,252,904 16,013,203 15,845,000 16,916,000 Expenditures
Police 7,409,758 7,549,028 7,545,685 7,821,727 Public Works 305,464 292,525
374,592 382,857
Community Development 611,297 792,456 725,810 810,561 Parks and Recreation 2,165,547 1,434,988 1,787,803 2,017,537 City Council 376,082 407,588 331,114 358,645 City Manager 385,675 360,115 454,908 490,186 Workers Comp/General Liability 1,084,650 1,081,116 1,235,837 1,265,554 Human Resources 219,514 241,725 324,088 319,689 Legal 284,709 154,562 265,000 273,000 City Clerk/PIO 481,094 437,657 436,855 446,610 Finance 1,092,102 1,124,876 1,155,608 1,191,122 Non-Department 874,110 366,938 260,000 615,934 Transfers Out 205,099 205,099 423,000 330,000 15,495,101 14,448,673 15,320,300 16,323,422 Net Annual Activity
Baseline Operations 757,803 1,564,530$ 524,700$ 592,578$ One-Time Revenues 1,723,486 600,750 1,056,000 - One-Time Expenditures (3,046,245) (1,873,567) (2,766,500) (786,025) Ending Available Balance (Before ARPA) 1,847,112 2,138,825 953,025 2,657,416 One-Time ARPA (Loss of Revenue) 2,918,338 -
One-Time ARPA Expenditures (1,020,500) (225,000) Ending Available Balance (Including ARPA) 1,847,112$ 2,138,825$ 2,850,863$ 2,432,416$ Operating Reserve:
Beginning Balance 3,797,650 2,764,975 $ 4,209,129 $ 4,209,129 $ Current Year Contribution 236,867 -
Interest Earned 174,612 -
Return/(Draw) - reserve (1,269,542) 1,269,542 - Ending Balance 2,764,975 4,209,129$ 4,209,129$ 4,209,129$ % of Projected Operating Expenditures 18% 29% 27% 26%
71 General Fund
Expenditure by Category
FY 19-20
Actual
FY 20-21
Actual
FY 21-22
Budget
FY 22-23
Proposed
Expenditures by Category
Police
Salaries & Benefits 5,876,171 5,716,011 5,809,077 6,095,727 Contractual Services 748,554 876,397 724,000 719,000 Other Operating Expenditures 28,514 254,608 263,000 257,000 Capital Outlay - - 25,000 - Cost Allocation 756,519 702,012 724,608 750,000 7,409,758 7,549,028 7,545,685 7,821,727
Public Works
Salaries & Benefits 13,898 6,487 26,769 11,857 Contractual Services 191,303 194,224 206,000 224,000 Other Operating Expenditures 50,543 70,404 22,000 22,000 Cost Allocation 49,720 21,410 119,823 125,000 305,464 292,525 374,592 382,857 Community Development
Salaries & Benefits 403,688 351,488 391,000 377,561 Contractual Services 115,272 66,438 235,000 330,000 Other Operating Expenditures 10,049 287,052 16,000 16,000 Cost Allocation 82,288 87,478 83,810 87,000 611,297 792,456 725,810 810,561 Parks & Recreation
Salaries & Benefits 1,568,686 1,009,714 923,193 1,418,837 Contractual Services 277,242 164,242 444,792 245,800 Other Operating Expenditures 85,166 27,546 121,615 42,600 Cost Allocation 234,453 233,486 298,203 310,300 2,165,547 1,434,988 1,787,803 2,017,537
City Council
Salaries & Benefits 80,733 77,546 69,000 69,645 Contractual Services 41,174 72,551 41,000 42,000 Other Operating Expenditures 32,422 26,333 38,000 38,000 Cost Allocation 221,753 231,158 183,114 209,000 376,082 407,588 331,114 358,645 City Manager
Salaries & Benefits 264,087 263,946 311,000 314,186 Contractual Services 41,261 10,567 54,000 64,000 Other Operating Expenditures 11,697 12,520 15,000 33,000 Cost Allocation 68,630 73,082 74,908 79,000 385,675 360,115 454,908 490,186 72 General Fund
Expenditure by Category
FY 19-20
Actual
FY 20-21
Actual
FY 21-22
Budget
FY 22-23
Proposed
Expenditures by Category
Worker's Compensation/General Liability
Salaries & Benefits 36,187 46,990 41,000 38,920 Contractual Services 1,048,463 1,034,126 1,194,837 1,226,634 1,084,650 1,081,116 1,235,837 1,265,554 Human Resources
Salaries & Benefits 141,106 152,925 188,671 181,289 Contractual Services 36,724 24,788 45,409 46,000 Other Operating Expenditures 6,371 25,667 47,250 48,400 Cost Allocation 35,313 38,345 42,758 44,000 219,514 241,725 324,088 319,689 Legal
Contractual Services 284,709 154,562 265,000 273,000 284,709 154,562 265,000 273,000 City Clerk/PIO
Salaries & Benefits 259,046 258,156 208,329 211,960 Contractual Services 94,219 61,531 68,000 70,300 Other Operating Expenditures 17,074 13,823 73,650 73,350 Capital Outlay 12,123 - 10,000 10,000 Cost Allocation 98,632 104,147 76,876 81,000 481,094 437,657 436,855 446,610 Finance
Salaries & Benefits 521,803 551,713 566,000 582,122 Contractual Services 232,814 240,635 223,000 230,000 Other Operating Expenditures 218,423 206,141 219,000 226,000 Cost Allocation 119,062 126,387 147,608 153,000 1,092,102 1,124,876 1,155,608 1,191,122
Non-Departmental
Debt Service - CalHFA 200,000 200,000 200,000 200,000 Debt Service - Library Bonds 674,110 166,938 60,000 415,934 874,110 366,938 260,000 615,934 Transfers Out
SunTrust Loan (Final Payment) 205,099 205,099 205,000 103,000 Engie Equipment Lease - - 218,000 227,000 205,099 205,099 423,000 330,000 Total, On-going Expenditures 15,495,101 14,448,673 15,320,300 16,323,422 73 FY 20-21 General Fund Available Balance Calculation
Audited
Available Fund
Balance
Ending fund balance, as reported in Audited Financial Statements 45,958,422$ Non-spendable (Due from Private Purpose Trust Fund) (27,787,637) Pension Section Trust (2,237,248)
Prepaid items (10,112)
Exclude Current Year Assets other than cash (4,183,016) Negative Cash (3,600,000)
Reserve for Earthquake Insurance Deductible (500,000)
Reserve for Capital Projects (450,000)
Reserve for Planning (825,000)
Reserve for Building (21,800)
Reserve for Reusable Bags (remaining) (13,930)
Reserve for PEG Fees (70,000)
Reserve for Encumbrances/Project Carryover (86,337)
Beginning available cash balance 6,173,342 $
Reserve for Economic Uncertainty (25% target) (4,034,517) Beginning cash balance, FY 21-22 2,138,825 $
74 General Fund
Summary of One-Time Activities
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Coronavirus Relief Fund 351,747
RPTTF Pass Through 453,944 249,003 6,000 Projected Draw on Reserve 1,269,542
Planning: LEAP Grant 150,000
900,000
1,723,486 600,750 1,056,000 -
Increase in Planning Reserve 125,826
Increase in Fiscal Neutrality Reserve 236,867
Contribution to OPEB Trust 100,000
Contribution to Pension Trust 250,000
Encumbrances and Carryovers 521,477
Settlement Payment to DOF 1,812,075 604,025 604,000 604,025 Return of Unused Reserve 1,269,542
Planning: LEAP Grant 150,000
CAD/RMS System 198,000
Interfund Loan to LLAD 850,000
DP #22-1: Police Overhire 65,000
DP #22-2: One-time Retention Bonus 102,000
ADP #22-1: Sycamore Ave Mural Restoration 20,000
FBDP #22-1: Reserve for Restricted Planning Funds 107,000 FBDP #22-2: Contribution to IRS Section 115 Pension Trust 500,000 FBDP #22-4: Utility User Tax Renewal 40,000
BR #22-1: Special Event 175,000
BR #22-3: Repair the Community Pool Diving Board 12,000 BR #22-4: Corp Yard Landscaping 62,000
BR #22-5: Add Flock Cameras 2,500
BR #22-6: Add UUT Renewal 20,000
BR #22-7: Village Parkway Traffic Calming 100,000
BR #22-8: Elminate Contribution to Vehicle Replacement Fund (241,000) Employee Labor Agreements (3% Retention Bonus) 160,000
Village Parkway Traffic Calming (CIP) 22,000
3,046,245 1,873,567 2,766,500 786,025
Release Reserve for ROPS approval of RPTTF for
Emmerich and Montoya Lease
75 General Fund
Five-Year Financial Forecast (Assuming renewal of UUT)
Year 1 Year 2 Year 3 Year 4 Year 5
FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Audited
Actuals
Audited
Actuals Budget Proposed Forecast Forecast Forecast Forecast Forecast Beginning Available Balance $ 2,412,068 $ 1,847,112 2,138,825 $ 2,850,863 2,432,416 2,986,416 3,747,886$ 1,020,207$ 850,693$ Revenues
Taxes
Utility User Tax 3,483,843 3,590,649 3,509,000 3,589,000 3,555,000 3,597,000 3,641,000 3,688,000 3,738,000 Sales Tax 4,212,285 4,775,496 4,654,675 4,998,000 5,269,000 5,501,000 5,736,000 5,973,000 6,214,000 Property Taxes 1,415,995 1,451,716 1,520,000 1,571,000 1,629,000 1,689,000 1,751,000 1,815,000 1,851,000 Franchise Fees 948,503 862,104 896,000 905,000 923,000 942,000 961,000 980,000 1,000,000 Business Licenses 251,418 268,697 198,000 274,000 279,000 285,000 291,000 297,000 303,000 Transfer Tax 142,850 126,488 132,000 146,000 149,000 152,000 155,000 158,000 161,000 Transient Occupancy Tax 6,179 7,635 5,000 114,000 116,000 118,000 120,000 122,000 124,000 Intergovernmental 2,151,433 2,285,392 2,418,000 2,511,000 2,576,000 2,675,000 2,777,000 2,883,000 2,941,000 Fines & Forefeitures 62,582 36,586 37,000 38,000 39,000 40,000 41,000 42,000 43,000 Revenues from New Developments 926,000 1,247,000 1,516,000 1,516,000 1,516,000 Program Revenues
Community Development 675,556 824,891 242,000 306,000 169,000 173,000 177,000 181,000 185,000 Parks and Recreation 1,020,758 396,290 753,000 1,156,000 1,180,000 1,204,000 1,228,000 1,252,000 1,276,000 Police 483,110 48,958 219,000 139,000 142,000 145,000 148,000 151,000 154,000 Public Works 28,588 46,908 48,000 38,000 39,000 40,000 41,000 42,000 43,000 Other 6,770 10,571 11,000 11,000 11,000 11,000 11,000 11,000 11,000 Use of Money & Property 600,707 511,188 313,000 286,000 292,000 298,000 304,000 310,000 316,000 Cost allocated to other funds 534,992 619,634 739,325 684,000 698,000 713,000 728,000 743,000 758,000 Transfers In 227,335 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 16,252,904 16,013,203 15,845,000 16,916,000 18,142,000 18,980,000 19,776,000 20,314,000 20,784,000 Expenditures
Police 7,564,927 7,549,028 7,545,685 7,821,727 8,173,000 8,509,738 8,806,151 9,098,009 9,363,654 Public Works 305,464 292,525 374,592 382,857 394,000 405,367 417,597 429,830 442,052 Community Development 611,297 792,456 725,810 810,561 842,000 875,225 900,517 926,193 951,941 Parks and Recreation 2,165,547 1,434,988 1,787,803 2,017,537 2,615,000 2,714,043 2,805,449 2,897,696 2,986,356 City Council 376,082 407,588 331,114 358,645 367,000 375,276 384,606 393,946 403,296 City Manager 385,675 360,115 454,908 490,186 518,000 536,485 552,028 567,883 584,018 Workers Comp/General Liability 1,084,650 1,081,116 1,235,837 1,265,554 1,304,000 1,342,597 1,382,907 1,423,265 1,465,573 Human Resources 219,514 241,725 324,088 319,689 334,000 347,484 361,233 370,719 379,221 Legal 284,709 154,562 265,000 273,000 281,000 290,000 299,000 308,000 317,000 City Clerk/PIO 481,094 437,657 436,855 446,610 458,000 475,791 493,847 512,522 529,470 Finance 1,044,931 1,124,876 1,155,608 1,191,122 1,239,000 1,282,524 1,326,344 1,367,451 1,407,142 Non-Department 766,112 366,938 260,000 615,934 827,000 828,000 628,000 632,000 635,000 Transfers Out 205,099 205,099 423,000 330,000 236,000 236,000 246,000 256,000 267,000 15,495,101 14,448,673 15,320,300 16,323,422 17,588,000 18,218,530 18,603,679 19,183,514 19,731,723 Net Annual Activity
Baseline Operations 757,803$ 1,564,530 $ 524,700 592,578 554,000 761,470 1,172,321 1,130,486 1,052,277 One-Time Revenues 453,944 600,750 1,056,000 - - - - - - One-Time Expenditures (1,234,170) - (2,162,475) (182,000) - DOF Settlement (1,812,075) (604,025) (604,025) (604,025) - CalHFA Loan Repayments - (3,900,000) (1,300,000) Draw/(Return) from Reserve 1,269,542 (1,269,542) - Ending Available Balance, Before
ARPA 1,847,112 2,138,825 953,025 759,578 1,313,578 2,075,048 (652,631) (822,145) 230,132 One-Time ARPA (Loss of Revenue) 2,918,338 -
One-Time ARPA Expenditures (1,020,500) (225,000)
Ending Available Balance, ARPA - - 1,897,838 1,672,838 1,672,838 1,672,838 1,672,838 1,672,838 1,672,838 Ending Available Balance 1,847,112 $ 2,138,825 $ 2,850,863 $ 2,432,416$ 2,986,416$ 3,747,886 1,020,207 850,693 1,902,970 - - - - - - - - - Operating Reserve:
Beginning Balance 3,797,650 $ 2,764,975 $ 4,209,129 $ 4,209,129 4,209,129 4,209,129 4,209,129$ 4,209,129$ 4,209,129$ Current Year Contribution 236,867 -
Interest Earned 174,612 -
Return/(Draw) - reserve (1,269,542) 1,269,542 - - - - - - Ending Balance 2,764,975 $ 4,209,129 $ 4,209,129 $ 4,209,129 4,209,129 4,209,129 4,209,129$ 4,209,129$ 4,209,129$ % of Projected Operating
Expenditures
18% 29% 27% 26% 24% 23% 23% 22% 21%
* Assumed continuation of voter-approved Utility User Tax due to expire on January 1, 2025 per ordinance. ** Include accellerate payment to CalHFA.
*** Include COLA increases as follows: 3% (FY 22-23); 3% (FY 23-24); and 3% (FY 24-25) **** Assumed Parks & Recreation at 100% opened.
76 General Fund
Assumptions used for the 5-Year General Fund Projections (New Developments) Revenue Assumptions for the General Fund
2.0% revenue increase from year-to-year for revenues as set forth below: 102% Year 1 Year 2 Year 3 Year 4 Year 5
Residential Unit Impact - Average 2.5 people per unit 25,864 Forecast
FY23-24
Forecast FY
24-25
Forecast FY
25-26
Forecast FY
26-27
Forecast FY
27-28
FY 20-21 Per Capita 869 40 40
Actual Average
Franchise Fee Gas 49,853$ 1.93$ 4,271$ 197$ 197$ - $ - $ Electric 77,866$ 3.01$ 6,671$ 307$ 307$ - $ - $ Cable 338,524$ 13.09$ 29,004$ 1,335$ 1,335$ - $ - $ Garbage 328,022$ 12.68$ 28,104$ 1,294$ 1,294$ - $ - $ Total Franchise Fee 794,265$ 30.71$ 68,050$ 3,132$ 3,132$ - $ - $ UUT Gas 530,463$ 20.51$ 45,448$ 2,092$ 2,092$ - $ - $ Electric 1,258,342$ 48.65$ 107,811$ 4,963$ 4,963$ - $ - $ Telephone 528,509$ 20.43$ 45,281$ 2,084$ 2,084$ - $ - $ Cable 753,301$ 29.13$ 64,541$ 2,971$ 2,971$ - $ - $ Water 520,034$ 20.11$ 44,555$ 2,051$ 2,051$ - $ - $ Total UUT Fee 3,590,649$ 138.83$ 307,636$ 14,160$ 14,160$ - $ - $ -$
Total VLF 2,220,252$ 85.84$ 190,225$ 8 ,756$ 8,756$ - $ - $
Sales & Use Tax Sales Tax 3,054,885$ 118.11$ 65,433$ 12,048$ 12,048$ - $ - $ (25% Indirect) Measure O 1,587,963$ 61.40$ 34,013$ 6,262$ 6,262$ - $ - $ Total Sales & Use Tax 4,642,848$ 179.51$ 99,446$ 18,310$ 18,310$ - $ - $ Bayfront - 1st Phase 14,000 sq feet retail Sales tax 23,000$ 23,000$ Bayfront - 2nd Phase 232 units 232 units
Bayfront - 3rd Phase 397 units 397 units
Sycamore Crossing 120 units 40 units 40 units 40 units
28,000 sq feet retail Sales tax 66,398$ 40,000$ 26,398$ 105 hotel rooms TOT 450,000$ 160,000$ 160,000$ 130,000$ Willow Auto Site 28,000 sq feet commercial Sales tax 22,500$ 11,250$ 11,250$ Self Storage In-Lieu In-Lieu 200,000$ 66,000$ 66,000$ 68,000$ Hilltown - 1st Phase 200 units 200 units
Total, Additional Estimated GF Revenue 925,607$ 321,608$ 268,756$ - $ - $ Annual, Additional General Fund Revenues from New Developments (Rounded 000) 926,000$ 1,247,000$ 1,516,000$ 1,516,000$ 1,516,000$ 77 SPECIAL REVENUE FUNDS
78 Asset Seizure
Fund Summary - Fund 101
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 99,459 $ 54,459 $ Revenues
Intergovernmental 17,615 $ 234,514 $ - 33,000 Interest Income 1,510 1,924 - - Miscellaneous Revenues - - - - 19,125 236,438 - 33,000
Transfers In 142,740 - - - 161,865 236,438 - 33,000
Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses 72,940 225,904 45,000 45,000 Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 72,940 225,904 45,000 45,000
Transfer Out - - - - 72,940 225,904 45,000 45,000
Changes in restricted reserves
Net Annual Activity 88,925 10,534 (45,000) (12,000) Ending Available Fund Balance 99,459 $ 54,459 $ 42,459 $ The purpose of this fund is to account for monies received from Police confiscated drug money and property.
Funds are held until final court disposition is received. The funds are then restricted for police related activities only.
79 AB 3229 COPS Program
Fund Summary - Fund 201
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 6,727 $ 6,727 $ Revenues
Intergovernmental 155,948 $ 156,727 $ 150,000 150,000 Interest Income - - - - Miscellaneous Revenues - - - - 155,948 156,727 150,000 150,000
Transfers In - $ - - - 155,948 156,727 150,000 150,000
Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out 155,948 150,000 150,000 150,000 155,948 150,000 150,000 150,000
Changes in restricted reserves
Net Annual Activity - 6,727 - - Ending Available Fund Balance 6,727 $ 6,727 $ 6,727 $ California state legislation (AB 3229) created the Citizens Options for Public Safety (COPS) program. These funds are used for front line law enforcement services. 80 Lighting and Landscape District 83-2
Fund Summary - Fund 220
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 423,765 $ 562,710 $ Revenues
Assessment 1,800,832 $ 1,852,313 $ 1,993,935 1,915,597 Interest Income 24,327 10,054 - 204,550 Miscellaneous Revenues - 54,126 - - 1,825,159 1,916,493 1,993,935 2,120,147
Transfers In - 39,581 29,046 30,428 1,825,159 1,956,074 2,022,981 2,150,575
Expenditures
Salary and Benefits 439,557 459,061 527,688 539,815 Contractual Services 319,915 44,278 338,746 415,620 Utilities 335,833 330,333 263,800 242,100 Maintenance & Repairs 74,040 478,208 135,500 108,222 Other Expenses 12,893 2,801 18,816 22,517 Cost Allocation 188,867 187,851 217,734 213,123 Capital Outlay 834,937 111,362 50,000 220,000 Loan Repayment (10 years) - 54,126 90,752 59,829 2,206,042 1,668,020 1,643,036 1,821,226
Transfer Out 238,714 221,212 241,000 258,100 2,444,756 1,889,232 1,884,036 2,079,326
Changes in restricted reserves
Net Annual Activity (619,597)$ 66,842 138,945 71,249 Ending Available Fund Balance 423,765 562,710$ 633,959 $ The purpose of this fund is to account for Zone #1 to 10 Lighting and Lanscaping District No. 83-2 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. Refer to the Engineer's Report. 81 Landscaping and Lighting Assessment District No. 83-2 Summary by Zone
Zone 1 Zone 2 Zone 3 & 4 Zone 5A Zone 5B Zone 5C Zone 6 Zone 7 Zone 8 Zo ne 9 Zone 10 Hercules by
the Bay Foxboro
The
Gems/Birds
Business
Park Commercial
Development
Parcels
Village
Parkway Heights
Trees and
Flowers
Birds and
Country
Run City-Wide Total
Revenues
Assessments 92,014 84,736 113,943 90,607 50,879 31,840 94,607 113,424 194,835 89,275 1,163,987 2,120,147 General Benefit Contribution 871 617 891 1,236 277 261 631 649 1,966 1,077 21,952 30,428 92,885 85,353 114,834 91,843 51,156 32,101 95,238 114,073 196,801 90,352 1,185,939 2,150,575 Expenditures By Type
Salaries & Benefits 21,375 21,375 21,781 9,824 10,566 9,824 20,037 20,309 20,340 21,201 363,183 539,815 Contractual Services 21,242 8,742 21,864 46,642 1,000 942 20,542 11,042 76,642 31,742 525,542 765,942 Other Operating Costs 21,205 750 43,075 310 267 290 18,619 34,969 1,299 925 (39,363) 82,346 Cost Allocation - - - 5,000 2,000 2,000 - - - - 204,123 213,123 Capital Outlay - - - - - - - - - - 220,000 220,000 Loa
n Repayment - - - - - - - - - - - - 63,822 30,867 86,720 61,776 13,833 13,056 59,198 66,320 98,281 53,868 1,273,485 1,821,226 Transfers Out 26,100 20,600 28,000 20,600 11,500 16,100 24,500 31,700 51,600 27,400 - 258,100 89,922 51,467 114,720 82,376 25,333 29,156 83,698 98,020 149,881 81,268 1,273,485 2,079,326 Net Annual Results 2,963 33,886 114 9,467 25,823 2,945 11,540 16,053 46,920 9,084 (87,546) 71,249 Beginning Balance (23,341) 28,352 58,658 92,705 170,285 (17,526) (167,302) 113,820 242,070 (28,374) 93,363 562,710 Ending Balance (20,378) 62,238 58,772 102,172 196,108 (14,581) (155,762) 129,873 288,990 (19,290) 5,817 633,959 82 Victoria by the bay Lighting and Landscape District
Fund Summary - Fund 221
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance (85,114)$ (153,138)$ Revenues
Assessment 439,238 $ 452,011 $ 461,039 482,924 Interest Income 1,829 (206) - - Miscellaneous Revenues - - - - 441,067 451,805 461,039 482,924
Transfers In - $ 7,991 9,230 10,047 441,067 459,796 470,269 492,971
Expenditures
Salary and Benefits 94,395 84,408 82,652 92,214 Contractual Services 135,743 12,611 4,795 168,074 Utilities 223,939 280,692 158,500 175,000 Maintenance & Repairs 18,775 162,146 185,000 25,000 Other Expenses 509 3,114 2,854 14,054 Cost Allocation 25,487 26,455 27,692 28,000 Capital Outlay 51,127 - 50,000 55,000 Debt Service - - - - 549,975 569,426 511,493 557,342
Transfer Out 24,960 23,792 26,800 27,200 574,935 593,218 538,293 584,542
Changes in restricted reserves
Net Annual Activity (133,868)$ (133,422) (68,024) (91,571) Fund Balance
Ending Available Fund Balance (85,114)$ (153,138)$ (244,709)$ Rounded (000)
The purpose of this fund is to account for Victoria by the bay Lighting and Lanscaping District No. 2002-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. 83 Hercules Village Lighting and Landscape District
Fund Summary - Fund 222
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Projection Proposed
Beginning Available Fund Balance 190,541 $ 151,886 $ Revenues
Assessment 150,780 $ 155,164 $ 158,265 165,779 Interest Income 4,954 (138) - - Miscellaneous Revenues - - - - 155,734 155,026 158,265 165,779
Transfers In - $ 3,224 3,874 3,982 155,734 158,250 162,139 169,761
Expenditures
Salary and Benefits 29,608 30,249 39,764 40,624 Contractual Services 52,475 4,296 4,795 56,574 Utilities 54,805 60,278 56,800 60,000 Maintenance & Repairs 49,261 64,160 78,500 20,000 Other Expenses 242 - 1,921 9,921 Cost Allocation 10,966 11,382 11,914 12,000 Capital Outlay - 5,840 - - Debt Service - - - - 197,357 176,205 193,694 199,119
Transfer Out 3,524 6,487 7,100 7,500 200,881 182,692 200,794 206,619
Changes in restricted reserves
Net Annual Activity (45,147)$ (24,442) (38,655) (36,858) Ending Available Fund Balance 190,541 $ 151,886$ 115,028 $ The purpose of this fund is to account for Hercules Village Lighting and Lanscaping District No. 2002-2 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. 84 Baywood Lighting and Landscape District
Fund Summary - Fund 223
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 225,839 $ 88,369 $ Revenues
Assessment 137,970 $ 137,970 $ 150,144 150,144 Interest Income 1,396 50 - - Miscellaneous Revenues - - - - 139,366 138,020 150,144 150,144
Transfers In - 2,750 2,515 2,613 139,366 140,770 152,659 152,757
Expenditures
Salary and Benefits 61,544 40,579 38,763 40,448 Contractual Services 42,623 2,971 4,795 44,074 Utilities 33,330 22,162 27,400 30,000 Maintenance & Repairs 7,486 40,242 40,000 1,500 Other Expenses 175 - 1,810 3,611 Cost Allocation 10,549 10,949 11,461 11,000 Capital Outlay 22,305 850 163,500 - Debt Service - - - 14,700 178,012 117,753 287,729 145,333
Transfer Out 2,835 2,289 2,400 2,700 180,847 120,042 290,129 148,033
Changes in restricted reserves
Net Annual Activity (41,481)$ 20,728 (137,470) 4,724 Ending Available Fund Balance 225,839 $ 88,369$ 93,093 $ The purpose of this fund is to account for Baywood Lighting and Lanscaping District No. 2004-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District.
85 Bayside Lighting and Landscape District
Fund Summary - Fund 224
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 115,787 $ 161,395 $ Revenues
Assessment 132,022 $ 140,467 $ 143,268 150,078 Interest Income 3,375 (476) - - Miscellaneous Revenues - - - - 135,397 139,991 143,268 150,078
Transfers In - 1,442 1,634 2,284 135,397 141,433 144,902 152,362
Expenditures
Salary and Benefits 23,047 28,923 21,909 24,396 Contractual Services 7,173 2,971 4,795 4,074 Utilities 11,703 58,213 22,300 20,000 Maintenance & Repairs 19,092 40,805 22,400 47,500 Other Expenses 362 - 2,116 10,216 Cost Allocation 7,523 7,809 8,174 8,000 Capital Outlay - - - - Debt Service - - - - 68,900 138,721 81,694 114,186
Transfer Out 13,145 15,587 17,600 18,500 82,045 154,308 99,294 132,686
Changes in restricted reserves
Net Annual Activity 53,352 $ (12,875) 45,608 19,676 Ending Available Fund Balance 115,787 $ 161,395$ 181,071 $ The purpose of this fund is to account for Bayside Lighting and Lanscaping District No. 2005-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District.
86 Arterial Roadways
Fund Summary - Fund 225
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 131,023 $ 144,779 $ Revenues
Assessment - $ - $ - - Interest Income 4,249 2,520 - - Miscellaneous Revenues - - - - 4,249 2,520 - -
Transfers In 301,254 269,367 319,600 314,000 305,503 271,887 319,600 314,000
Expenditures
Salary and Benefits - 22,238 39,764 40,623 Contractual Services - - - - Utilities 182,262 225,058 161,600 231,300 Maintenance & Repairs 49,467 33,292 98,500 55,200 Other Expenses - - - - Cost Allocation 5,504 5,713 5,980 6,000 Capital Outlay - - - - Debt Service - - - - 237,233 286,301 305,844 333,123
Transfer Out - - - - 237,233 286,301 305,844 333,123
Changes in restricted reserves
Net Annual Activity 68,270 $ (14,414) 13,756 (19,123) Ending Available Fund Balance 131,023 $ 144,779$ 125,656 $ The purpose of this fund is to account for Arterial Roadways Lighting and Lanscaping District to finance the costs of landscaping and lighting public areas.
87 Stormwater Assessment
Fund Summary - Fund 231
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance (131,868)$ (178,868)$ Revenues
Assessment 242,532 $ 245,628 $ 249,000 251,000 Interest Income 996 (201) - - Miscellaneous Revenues - - - - 243,528 245,427 249,000 251,000
Transfers In/Solid Waste 214,000 124,237 125,000 125,000 457,528 369,664 374,000 376,000
Expenditures
Salary and Benefits 184,210 178,262 189,767 158,472 Contractual Services 117,460 110,863 131,645 126,000 Utilities 1,622 1,915 1,724 2,000 Maintenance & Repairs 15,621 27,294 28,855 25,000 Other Expenses 2,385 2,172 2,652 3,000 Cost Allocation 51,616 53,131 66,357 60,105 Capital Outlay - - - - Debt Service - - - - 372,914 373,637 421,000 374,577
Transfer Out/General Fund 71,387 - - - 444,301 373,637 421,000 374,577
Changes in restricted reserves
Net Annual Activity 13,227 $ (3,973) (47,000) 1,423 Ending Available Fund Balance (131,868)$ (178,868)$ (177,445)$ To account for activities associated with the acquisition or construction, and operation and maintenance of stormwater facilities for drainage and disposal of stormwater, and operations related to the provision of services. 88 Development Impact Fee - Public Facilities
Fund Summary - Fund 241
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 144,277 $ 145,277 $ Revenues
Fees - $ 766 $ - - Interest Income 2,796 (10) 2,000 - Miscellaneous Revenues - - - - 2,796 756 2,000 -
Transfers In - - - - 2,796 756 2,000 -
Expenditures
Salary and Benefits 31,684 (1,285) 303 - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 3,458 - 697 - Capital Outlay - - - - Debt Service - - - - 35,142 (1,285) 1,000 -
Transfer Out - - - - 35,142 (1,285) 1,000 -
Changes in restricted reserves
Net Annual Activity (32,346)$ 2,041 1,000 - Ending Available Fund Balance 144,277 $ 145,277$ 145,277 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600) 89 Community Development Tax
Fund Summary - Fund 242
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 168,094 $ 169,094
Revenues
Fees - $ 1,500 $ - - Interest Income 3,304 (9) 1,000 - Miscellaneous Revenues - - - - 3,304 1,491 1,000 -
Transfers In - - - - 3,304 1,491 1,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity 3,304 $ 1,491 1,000 - Ending Available Fund Balance 168,094 $ 169,094$ 169,094 $ Accounts for the activities and services of the Community Development Department. Revenues are derived from fees, licenses, and fines collected in conjunction with the planning, permitting and enforcement activities of the department in accordance with state law, requiring fees not to exceed the cost of providing services. 90 Development Fee Fund
Fund Summary - Fund 243
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 71,714 $ 70,714 $ Revenues
Fees - $ - $ - - Interest Income 1,373 (7) - - Miscellaneous Revenues - - - - 1,373 (7) - - Transfers In - - - - 1,373 (7) - - Expenditures
Salary and Benefits 31,684 (1,285) 303 - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 2,968 - 697 - Capital Outlay - - - - Debt Service - - - - 34,652 (1,285) 1,000 -
Transfer Out - - - - 34,652 (1,285) 1,000 -
Changes in restricted reserves
Net Annual Activity (33,279)$ 1,278 (1,000) - Ending Available Fund Balance 71,714$ 70,714 $ 70,714 $ This fund accounts for revenues from citywide development impact fees required from certain new developments. Funds are used to mitigate the impacts on availabilty and condition of public facilities caused by these developments.
91 Development Impact Fee - Police Facilities
Fund Summary - Fund 244
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 265,047 $ 167,047 $ Revenues
Fees - $ 1,357 $ - - Interest Income 5,224 (29) 2,000 - Miscellaneous Revenues - - - - 5,224 1,328 2,000 -
Transfers In - - - - 5,224 1,328 2,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 39,050 2,444 100,000 60,000 Debt Service - - - - 39,050 2,444 100,000 60,000
Transfer Out - - - - 39,050 2,444 100,000 60,000
Changes in restricted reserves
Net Annual Activity (33,826)$ (1,116) (98,000) (60,000) Ending Available Fund Balance 265,047 $ 167,047$ 107,047 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). Police Facilities needs through 2035 to be funded by this fee include: a waterfront police substation; an expansion of the existing station; an auditorium/emergency operations center; equipment and additional patrol vehicles for ten new police officers; needed to serve new development.
92 Development Impact Fee - Fire Facilities
Fund Summary - Fund 246
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Fees - $ 1,716 $ 522,000 -
Interest Income (156) - - - Miscellaneous Revenues - - - - (156) 1,716 522,000 -
Transfers In - - - - (156) 1,716 522,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - 829 522,000 - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 829 522,000 -
Transfer Out - - - - - 829 522,000 -
Changes in restricted reserves
Net Annual Activity (156)$ 887 - - Ending Available Fund Balance - $ -$ - $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600) - Fire Facilities. The City collects these fees and remits to various governmental entities, organizations or trusts. 93 Development Impact Fee - Parks & Recreation
Fund Summary - Fund 247
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 185,960 $ 136,960 $ Revenues
Fees - $ 1,577 $ - - Interest Income 3,656 (10) 1,000 - Miscellaneous Revenues - - - - 3,656 1,567 1,000 -
Transfers In - - - - 3,656 1,567 1,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - 50,000 - Debt Service - - - - - - 50,000 -
Transfer Out - - - - - - 50,000 -
Changes in restricted reserves
Net Annual Activity 3,656 $ 1,567 (49,000) - Ending Available Fund Balance 185,960 $ 136,960$ 136,960 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). Assessed only on new residential development, the Parks & Recreation impacts fees are based on the costs to the City of providing new facilities defined in the 2001 Nexus study, including a 4,000-sq.-ft. teen center, a 4,240-sq.-ft. child care center, and a 10,000-sq.-ft. community cultural arts center, as well as acquiring 46.72 acres of land and improving 59.52 acres for neighborhood and community parks.
94 Public Benefit Fee
Fund Summary - Fund 249
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 993,323 $ 996,323 $ Revenues
Fees - $ - $ - - Interest Income 20,654 20,474 3,000 - Miscellaneous Revenues - - - - 20,654 20,474 3,000 -
Transfers In - - - - 20,654 20,474 3,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - 500,000 Debt Service - - - - - - - 500,000 Transfer Out - - - - - - - 500,000 Changes in restricted reserves
Net Annual Activity 20,654 $ 20,474 3,000 (500,000) Ending Available Fund Balance 993,323 $ 996,323$ 496,323 $ The purpose of this fund is to account for fees charged by City to Owner in the amount specified under the line item, "New Public Benefit Fee" on the Schedule of Exactions. 95 Development Impact Fee - Transporation Facilities
Fund Summary - Fund 261
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 246,474 $ 67,474 $ Revenues
Fees - $ (158,450)$ - -
Interest Income 8,043 (710) 1,000 - Miscellaneous Revenues - - - - 8,043 (159,160) 1,000 -
Transfers In - - - - 8,043 (159,160) 1,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - 150,000 - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - 30,000 - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - 180,000 -
Transfer Out - - - - - - 180,000 -
Changes in restricted reserves
Net Annual Activity 8,043 $ (159,160) (179,000) - Ending Available Fund Balance 246,474 $ 67,474$ 67,474 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). The purpose of the transportation impact fee program is to fund improvements to the City’s major roadway, bicycle, and pedestrian facilities needed to accommodate travel demand generated by new land development within the City over the next 22 years (through 2040).
96 State Gas Tax
Fund Summary - Fund 262
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 623,986 $ 127,986 $ Revenues
Gas Tax 1,078,252 $ 1,023,113 $ 1,113,948 759,593 Interest Income 9,825 1,661 1,052 1,000 Miscellaneous Revenues - 43,566 - - 1,088,077 1,068,340 1,115,000 760,593
Transfers In - - - - 1,088,077 1,068,340 1,115,000 760,593
Expenditures
Salary and Benefits 211,621 170,017 236,444 237,650 Contractual Services 140,089 242,915 75,000 100,000 Utilities 10,938 10,884 12,200 12,000 Maintenance & Repairs 49,162 67,762 58,072 66,000 Other Expenses 21,768 3,155 18,566 19,000 Cost Allocation 92,098 96,140 116,624 109,986 Capital Outlay 697,558 78,034 1,047,795 125,000 Debt Service - - - - 1,223,234 668,907 1,564,701 669,636
Transfer Out 9,038 54,988 46,299 49,354 1,232,272 723,895 1,611,000 718,990
Changes in restricted reserves
Net Annual Activity (144,195)$ 344,445 (496,000) 41,603 Ending Available Fund Balance 623,986 $ 127,986$ 169,589 $ This fund accounts for revenues received from the State of California under Street and Highways Code Sections 2015, 2106, 2107, and 2107.5 and 7360. Expenditures support the street maintenance and construction projects in comformance with the Streets and Highways Code requirements. 97 Measure "C" Street Fund
Fund Summary - Fund 263
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 4,905 $ 342,039 $ Revenues
Gas Tax 468,246 $ - $ 405,000 450,000 Interest Income 9,986 (2,128) 1,000 - Miscellaneous Revenues - - - - 478,232 (2,128) 406,000 450,000
Transfers In - - - - 478,232 (2,128) 406,000 450,000
Expenditures
Salary and Benefits 228,304 282,260 235,681 238,516 Contractual Services 136,218 25,146 25,000 55,000 Utilities 6,102 - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 39,755 39,363 64,319 65,400 Capital Outlay 209,904 131,576 194,000 65,000 Debt Service - - - - 620,283 478,345 519,000 423,916
Transfer Out 9,038 - - - 629,321 478,345 519,000 423,916
Changes in restricted reserves 450,134
Net Annual Activity (151,089)$ (480,473) 337,134 26,084 Ending Available Fund Balance 4,905$ 342,039 $ 368,123 $ This fund accounts for revenue allocated by the Contra Costa County Transportation Authority to the City from the State collected sales tax to be expended for growth management planning and local street maintenance and improvement.
98 STMP Traffic Impact Fee
Fund Summary - Fund 264
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Fees - $ 5,744 $ 1,347,000 -
Interest Income (1,124) 24 - - Miscellaneous Revenues - 156 - - (1,124) 5,924 1,347,000 -
Transfers In - - - - (1,124) 5,924 1,347,000 -
Expenditures
Salary and Benefits - - - - Pass through to other agency - 5,744 1,347,000 - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 5,744 1,347,000 -
Transfer Out - - - - - 5,744 1,347,000 -
Changes in restricted reserves
Net Annual Activity (1,124)$ 180 - - Ending Available Fund Balance - $ -$ - $ The West Contra Costa Sub-regional Transportation Mitigation Program (STMP) is a regional development impact fee program covering the West Contra Costa transportation Advisory Committee (WCCTAC) planning area. The City collects the STMP fees and remits them to WCCTAC in accordance with a Master Cooperative Agreement. This Nexus fee study and regional project list was updated in 2019 with the new fees put in place effective July 1, 2019.
99 Solid Waste and Recycling
Fund Summary - Fund 291
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 867,734 $ 809,734 $ Revenues
Fees - $ - $ - - Interest Income 16,777 623 3,000 3,000 Miscellaneous Revenues 210,325 175,722 175,000 175,000 227,102 176,345 178,000 178,000
Transfers In - - - - 227,102 176,345 178,000 178,000
Expenditures
Salary and Benefits 8,316 10,179 11,000 11,881 Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 34 - - - Capital Outlay 100,000 - 100,000 100,000 Debt Service - - - - 108,350 10,179 111,000 111,881
Transfer Out 214,000 124,237 125,000 125,000 322,350 134,416 236,000 236,881
Changes in restricted reserves
Net Annual Activity (95,248)$ 41,929 (58,000) (58,881) Ending Available Fund Balance 867,734 $ 809,734$ 750,853 $ This fund is supplied by percentage of the waste haulers gross rate revenues and is called the AB 939 fee because it was created to fund compliance with the recycling and diversion programs required by State legislation (AB 939). The City uses this fund for various recycling and compliance initiatives. 100
Regional Water Quality
Fund Summary - Fund 521
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 51,569 $ 51,569 $ Revenues
Fees - - - - Interest Income 1,023 (5) - - Miscellaneous Revenues - - - - 1,023 (5) - - Transfers In - - - - 1,023 (5) - - Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity 1,023 $ (5) - - Fund Balance
Ending Available Fund Balance 51,569 $ 51,569 $ 51,569 $ This fund accounts for the Regional Water Quality. Created by the State Legislature in 1967, the Board protects water quality by setting statewide policy, coordinating and supporting the Regional Water Board efforts, and reviewing petitions that contest Regional Board actions. There are nine regional water quality control boards tha t
exercise rulemaking and regulatory activities by basins. 101
BART Park & Ride
Fund Summary - Fund 266
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 240,737 $ 252,737 $ Revenues
Fees - $ - $ - - Interest Income - - - - Miscellaneous Revenues - 27,943 28,000 45,000 - 27,943 28,000 45,000 Transfers In - 440,643 - - - 468,586 28,000 45,000
Expenditures
Salary and Benefits - - - - Contractual Services - 219,724 - 1,100 Utilities - 8,125 6,000 3,200 Maintenance & Repairs - - 10,000 12,700 Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 227,849 16,000 17,000
Transfer Out - - - - - 227,849 16,000 17,000
Changes in restricted reserves
Net Annual Activity - $ 240,737 12,000 28,000 Fund Balance
Ending Available Fund Balance 240,737 $ 252,737 $ 280,737 $ To account for BART Park & Ride fees and maintenance of the parking lot. 102
American Recovery Plan Act ("ARPA")
Fund Summary - Fund 353
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ 159,551 $ Revenues
ARPA (Non-Entitlement) - $ - $ 3,142,889 3,142,889 Interest Income - - - - Miscellaneous Revenues - - - - - - 3,142,889 3,142,889 Transfers In - - - - - - 3,142,889 3,142,889 Expenditures
Salary and Benefits - - - - Contractual Services - - 65,000 300,000 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - 65,000 300,000 Transfer Out - General Fund (Loss of Revenue) - - 2,918,338 - - - 2,983,338 300,000 Changes in restricted reserves
Net Annual Activity - $ - $ 159,551 2,842,889 Ending Available Fund Balance - $ 159,551 $ 3,002,440 $ This fund accounts for revenues from the American Recovery Plan Act ("ARPA"). On March 11, 2021, the American Rescue Plan Act (ARPA) was signed into law by the President. Fiscal Recovery Funds are intended to provide support to state, local, and tribal governments in responding to the impact of COVID-19 and in their efforts to contain the negative impacts of COVID-19 on their communities, residents, and businesses. The Fiscal Recovery Funds build on and expand the support provided to governments over the last year, including through the Coronavirus Relief Fund (CRF).
103
FY 22-23 Proposed Budget
American Rescue Plan Act (ARPA)
Eligible Expense List
General Fund ARPA General Fund ARPA General Fund ARPA
Revenue Eligible Revenue Eligible Revenue Eligible
Loss Projects Total Loss Projects Total Loss Projects Total Fund #100 Fund #353 Fund #100 Fund #353 Fund #100 Fund #353 $2,918,338 $224,551 $3,142,889 $3,142,889 $3,142,889 $2,918,338 $3,367,440 $6,285,778 Proposed Uses of Fund (FY 21-22):
Strategic Communication Plan 50,000 50,000 - 50,000 - 50,000 Willow/Palm Sidewalk Installation (Transit Center) 250,000 250,000 - 250,000 - 250,000 Refugio Tennis Court Tree Maintenance 6,000 6,000 - 6,000 - 6,000 Sidewalk and Safe Walkways 100,000 100,000 - 100,000 - 100,000 Community Swim Center Safety Fence Replacement 100,000 100,000 - 100,000 - 100,000 Community Swim Center Gym Floor Replacement &
Other Building and Deferred Maintenance
250,000 250,000 - 250,000 - 250,000 Increase appropriation on All Abilities Swing Set 50,000 50,000 50,000 - 50,000 Reserve for COVID related expenses 50,000 50,000 50,000 - 50,000 E-Gift Card Program 65,000 65,000 - - 65,000 65,000 HdL Contract - ARPA Administration 164,500 164,500 164,500 - 164,500 - - - - Total, Use of Fund 1,020,500 65,000 1,085,500 - - - 1,020,500 65,000 1,085,500 $1,897,838 $159,551 $2,057,389 $0 $3,142,889 $3,142,889 $1,897,838 $3,302,440 $5,200,278 Proposed Uses of Fund (FY 22-23):
Building Facilities Plan 75,000 75,000 - 75,000 - 75,000 Parks Master Plan 150,000 150,000 - 150,000 - 150,000 Business Assistance Program 150,000 150,000 - - 150,000 150,000 Business Rental Assistance Grants 9,551 9,551 140,449 140,449 - 150,000 150,000 - - - - Total, Use of Fund 225,000 159,551 384,551 - 140,449 140,449 225,000 300,000 525,000 $1,672,838 $0 $1,672,838 $0 $3,002,440 $3,002,440 $1,672,838 $3,002,440 $4,675,278 Total
FY 22-23 Ending Balance
First Tranche
ARPA funding received
Remaining Balance Available for Appropriation in FY
22-23 Budget
Second Tranche
104
ENTERPRISE FUND
105
Wastewater
Fund Summary - Fund 420
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Projection Proposed
Beginning Available Fund Balance 27,296,000 $ 13,452,000 $ Revenues
Charges for Services 5,719,257 $ 5,769,396 $ 6,054,000 6,013,000 Interest Income 501,741 4,537 120,000 40,000 Bond Proceeds - - - - Miscellaneous Revenues - - - - 6,220,998 5,773,933 6,174,000 6,053,000
Transfers In - - - - 6,220,998 5,773,933 6,174,000 6,053,000
Expenditures
Salary and Benefits 668,089 662,073 711,000 686,419 Contractual Services 535,157 546,102 400,000 570,000 Utilities 80,528 85,647 85,000 85,343 Maintenance & Repairs 42,883 43,627 46,000 48,638 Sewer Plant Operating Expenses 1,761,811 2,075,082 1,760,000 1,919,743 Other Expenses 12,584 8,559 14,000 6,130 Cost Allocation 287,445 280,371 313,000 291,477 Capital Outlay 3,010,075 5,596 5,000 6,000 Capital Projects 84,536 1,158,482 13,700,000 751,000 Capital Outlay - Pinole (Hercules' Share) 740,000 1,020,000 Debt Service 723,631 1,193,797 2,244,000 2,033,000 7,206,739 6,059,336 20,018,000 7,417,750
Transfer Out - - - - 7,206,739 6,059,336 20,018,000 7,417,750
Changes in restricted reserves (3,031,000)
Net Annual Activity (985,741) (285,403) (13,844,000) (4,395,750) Ending Available Fund Balance 27,296,000$ 13,452,000$ 9,056,250$ Debt Service Coverage Ratio 1.45 1.74 1.27 1.20 Operating & Maintenance Reserve (180 days) 902,000
Capital Reserve (Equal to annual system depreciation) 529,000 Debt Service Reserve (Equivalent to 1-year of debt service) 1,600,000 This fund accounts for wastewater treatment to the cities of Hercules and Pinole and for the maintenance of the City's sewer lines and related facilities. It is a self-supporting activity which provides services on a user charge basis to residences and businesses.
106
INTERNAL SERVICE FUNDS
107
Vehicle Replacement
Fund Summary - Fund 450
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 642,667 $ 587,667 $ Revenues
Charges for Services 165,489 $ 159,000 $ - 148,300 Interest Income 18,041 700 - - Miscellaneous Revenues 20,637 - - - 204,167 159,700 - 148,300
Transfers In - - - - 204,167 159,700 - 148,300
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 146,762 206,373 55,000 276,000 Debt Service - - - - 146,762 206,373 55,000 276,000
Transfer Out - - - - 146,762 206,373 55,000 276,000
Changes in restricted reserves
Net Annual Activity 57,405 $ (46,673) (55,000) (127,700) Ending Available Fund Balance 642,667 587,667 $ 459,967 $ By Department
Police 264,598
Public Works 122,613
Parks & Recreation 72,756
459,967 $
To account for the financing, operations, servicing and maintenance of fleet vehicles and major equipment utilized by City departments, of which the services are rendered on a cost reimbursement basis. 108
Information Technology (IT) Operations
Fund Summary - Fund 460
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 658,892 $ 562,892 $ Revenues
Charges for Services 981,207 $ 1,010,200 $ 1,051,000 $ 1,271,986 Interest Income 16,985 - - - Miscellaneous Revenues 6,517 8,077 455,000 - 1,004,709 1,018,277 1,506,000 1,271,986
Transfers In - - - - 1,004,709 1,018,277 1,506,000 1,271,986
Expenditures
Salary and Benefits 238,914 337,202 364,963 386,896 Contractual Services 11,120 18,800 525,000 30,000 Utilities 43,536 45,450 47,200 50,200 Maintenance & Repairs 235,794 273,612 310,969 386,550 Other Expenses 5,689 2,981 17,330 13,040 Cost Allocation 65,420 91,168 104,038 89,000 Capital Outlay 150,855 68,391 232,500 316,000 751,328 837,604 1,602,000 1,271,686
Transfer Out - - - - 751,328 837,604 1,602,000 1,271,686
Changes in restricted reserves
Net Annual Activity 253,381 $ 180,673 (96,000) 300 Ending Available Fund Balance 1,317,784 $ 562,892 $ 563,192 $ Allocate 50% to Facility Replacement Fund (658,892)
Ending Available Fund Balance, as adjusted 658,892 $
This fund accounts for Information Technology who provide a variety of technology related services for the city, including networking and infrastructure technology including servers, switching, security, cyber protection, internet connectivity, service desk, disaster recovery and other data communication technologies.
Resources are from administrative charges to departments based upon their proportional share of program costs. 109
Facility Maintenance
Fund Summary - Fund 470
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 279,391 $ 397,391 $ Revenues
Charges for Services 987,430 $ 883,150 $ 912,000 787,000 Interest Income 11,754 - - - Miscellaneous Revenues 182,790 (2) - - 1,181,974 883,148 912,000 787,000
Transfers In - - - - 1,181,974 883,148 912,000 787,000
Expenditures
Salary and Benefits 123,782 158,539 164,167 170,192 Contractual Services 46,045 13,883 60,000 180,000 Utilities 133,745 228,671 331,194 172,000 Maintenance & Repairs 181,866 68,043 140,500 169,000 Other Expenses 9,827 20,727 26,100 24,000 Cost Allocation 8,860 68,027 72,039 72,000 Capital Outlay - - - - Debt Service - - - - 504,125 557,890 794,000 787,192
Transfer Out - 440,643 - - 504,125 998,533 794,000 787,192
Changes in restricted reserves
Net Annual Activity 677,849 $ (115,385) 118,000 (192) Ending Available Fund Balance 558,783 $ 397,391 $ 397,199 $ Allocate 50% to Facility Replacement Fund (279,392)
Ending Available Fund Balance, as adjusted 279,391 $
This fund accounts for Facility Maintenance provides and manages maintenance and emergency structural repair services for all City facilities. The source of revenue is reimbursement from departments for the cost of providing facility maintenance services.
110
Information Technology (IT) Equipment Replacement
Fund Summary - Fund 480
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 658,892 $ 658,892 $ Revenues
Charges for Services - $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity - $ - - - Ending Available Fund Balance - $ 658,892 $ 658,892 $ Allocate 50% to IT Operations 658,892
Ending Available Fund Balance, as adjusted 658,892 $
This fund provides for the replacement of government technology infrastructure and equipment used to support City's departmental needs (servers, switches, data security, etc.). The source of revenue is contributions from various departments for future replacement of computer and related technology equipment included in the program.
111
Facilities Replacement
Fund Summary - Fund 490
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 279,392 $ 279,392 $ Revenues
Charges for Services - $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - 25,000 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - 25,000 Transfer Out - - - - - - - 25,000 Changes in restricted reserves
Net Annual Activity - $ - - (25,000) Ending Available Fund Balance - $ 279,392 $ 254,392 $ Allocate 50% from Facility Maintenance Fund 279,392
Ending Available Fund Balance, as adjusted 279,392 $
This fund will be used to cover the major replacement of City buildings and facilities. The source of revenue is an annual contribution from various departments based on the square footage occupied. 112
DEBT SERVICE FUNDS
113
2020 DEBT SERVICE PFA
Fund Summary - Fund 672
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 290,066 $ 157,066 $ Revenues
Property Lease Revenue - - - - Interest Income 2,735 103,455 - - Miscellaneous Revenues - - - - 2,735 103,455 - -
Transfers In/General Fund 566,110 106,938 - 355,934 568,845 210,393 - 355,934
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses 2,420 - 3,000 - Cost Allocation - - - - Capital Outlay - - - - Debt Service 563,590 205,522 130,000 513,000 566,010 205,522 133,000 513,000
Transfer Out - - - - 566,010 205,522 133,000 513,000
Changes in restricted reserves
Net Annual Activity 2,835 $ 4,871 (133,000) (157,066) Fund Balance
Ending Available Fund Balance 290,066 $ 157,066 $ - $ (Restricted for Debt Service)
This fund accounts for the 2020 Public Financing Authority (PFA) Lease Revenue Refunding Bond. The City and the Authority refinance a portion of the costs of the acquisition, contruction and installation of various public improvements of the City, including the City Library, that were originally financed and refinanced from the proceeds of the Lease Revenue Bonds, Series 2003B.
114
2009 DEBT SERVICE PFA
Fund Summary - Fund 673
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance (2,550)$ 18,450 $ Revenues
Property Lease Revenue 970,721 837,889 908,000 908,000 Interest Income 23,660 897 24,000 - 994,381 838,786 932,000 908,000
Transfers In - - - - 994,381 838,786 932,000 908,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 914,665 909,715 911,000 908,000 914,665 909,715 911,000 908,000
Transfer Out - - - - 914,665 909,715 911,000 908,000
Changes in restricted reserves
Net Annual Activity 79,716 $ (70,929) 21,000 - Ending Available Fund Balance (2,550) 18,450 $ 18,450 $ (Restricted for Debt Service)
This fund accounts for the 2009 Public Financing Authority (PFA) Taxable Lease Revenue Bonds (Bio-Rad Project). The purpose of the bonds was to finance the acquisition of certain commercial condominium properties, consisting of approximately 96,847 square feet located at 203-295 Linus Pauling Drive. The bonds is secured by revenues consisting primarily of the base rental payments of the property lease, Principal is due annually and will mature on July 1, 2038.
115
SunTrust Lease
Fund Summary - Fund 383
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Charges for Services - $ - $ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In 205,099 205,099 205,000 103,000 205,099 205,099 205,000 103,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 205,099 205,099 205,000 103,000 205,099 205,099 205,000 103,000
Transfer Out - - - - 205,099 205,099 205,000 103,000
Changes in restricted reserves
Net Annual Activity - $ - - - Ending Available Fund Balance - $ - $ - $ This fund accounts for SunTrust Lease. On September 27, 2007, the City entered into master lease agreements with Sun Trust Leasing Corporation in order to provide funds for the financing of the EMS Project performed by Siemens Building Technologies. Payments are due semiannually. The Master Lease Agreement matures on September 27, 2022.
116
Equipment Lease
Fund Summary - Fund 388
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Charges for Services - $ - $ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In - - 218,000 227,000 - - 218,000 227,000 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - 218,000 227,000 - - 218,000 227,000 Transfer Out - - - - - - 218,000 227,000 Changes in restricted reserves
Net Annual Activity - $ - - - Ending Available Fund Balance - $ - $ - $ This fund accounts for Engie Solar Project Lease. On August 14, 2020, the City entered into master lease agreements with Sterling National Bank in order to provide funds for the financing of the Solar Energy Project by ENGIE Services U.S. Inc. Payments are due annually. The Master Lease Agreement matures on September 14, 2040.
117
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT LIMITS
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
$2,538,649,012 $2,386,706,268 $2,432,853,667 $2,823,697,070 $3,035,240,481 $3,279,761,098 $3,505,792,898 $3,655,023,232 $3,873,427,943 $4,107,894,266 25% 25% 25% 25% 25% 25% 25% 25% 25% 25%
$634,662,253 $596,676,567 $608,213,417 $705,924,268 $758,810,120 $819,940,275 $876,448,225 $913,755,808 $968,356,986 $1,026,973,567 15% 15% 15% 15% 15% 15% 15% 15% 15% 15%
$95,199,338 $89,501,485 $91,232,013 $105,888,640 $113,821,518 $122,991,041 $131,467,234 $137,063,371 $145,253,548 $154,046,035 - - - - - - - - - -
$95,199,338 $89,501,485 $91,232,013 $105,888,640 $113,821,518 $122,991,041 $131,467,234 $137,063,371 $145,253,548 $154,046,035 Assessed Valuation
Conversion
Percentage
Adjusted Assessed
Valuation
Debt Limit
Percentage
Debt Limit
Legal Debt Margin
Total debt applicable to
the limit as a percent-
age of debt limit 1
1 Section 43605 of the California Government Code for General Obligation Bonds.
For the Fiscal Year Ended June 30
Total Net Debt:
applicable to limit:
General
Obligation Bonds
Sources: City Finance Department
County Tax Assessor’s Office
CITY OF HERCULES
LEGAL DEBT MARGIN INFORMATION
LAST TEN FISCAL YEARS
Under State law, the City may not issue debt in excess of 15% of the total assessed valuation of taxable property within its boundaries.
In accordance with California Governmental Code Section 43605, only the City’s general obligation bonds are subject to that legal debt limit.
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981-82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel). The computations shown above reflect a conversion of assessed valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the state.
118
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
2020 PFA Lease Revenue Refunding Bondss
On August 1, 2020, the Hercules Public Financing Authority refinanced the proceeds of the Lease Revenue Bonds, Series 2003B, in the aggregate principal amount of $5,876,843. The interest rateof 2.21% with a final maturity due on December 1, 2023. The debt service payments are scheduled semi-annually at amounts that ranges from $106,428 to $560,249.
The City is obligated to pay only its Base Rental Payments and Additional Payments under the Lease.
The obligation of the City to pay Base Rental Payments or Additional Payments does not constitute an obligation of the city for which the City is obligated to levy or pledge any form of taxation or for which the City has levied or pledged any form of taxation.
The annual debt service requirements to maturity for the 2020 Public Financing Authority Lease Revenue Refunding bonds are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $386,663 $125,606 $512,269
FY 2023-24 $448,561 $116,376 $564,937
FY 2024-25 $457,061 $106,369 $563,430
FY 2025-26 $465,032 $96,180 $561,212
FY 2026-27 $477,396 $85,766 $563,162
FY 2027-28 $489,075 $75,087 $564,162
FY 2028-29 $500,055 $64,157 $564,212
FY 2029-30 $509,751 $52,999 $562,750
FY 2030-31 $518,109 $41,641 $559,750
FY 2031-32 $530,572 $30,053 $560,625
FY 2032-33 $542,049 $18,200 $560,249
FY 2033-34 $552,519 $6,105 $558,624
Total $5,876,843 $818,539 $6,695,382
119
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
2009 Public Financing Authority Taxable Lease Revenue Bonds (Bio-Rad Project) The Authority issued taxable lease revenue bonds, series 2009, dated July 29, 2009, totaling $10,080,000.
The purpose of the bonds was to finance the acquisition of certain commercial condominium properties, consisting of approximately 96,847 square feet located at 203-295 Linus Pauling Drive within the City from the City, funding a reserve fund for the Bonds and to paying the costs of issuance of the Bonds. The interest rates on the bonds range from 6.00% to 8.40%. The interest is payable semiannually on January 1 and July 1, commencing January 1, 2010. The bonds are subject to optional special mandatory redemption, and mandatory sinking account redemption provisions. The bonds are payable from and secured by revenues consisting primarily of the base rental payments of the property lease, Principal is due annually beginning on July 1, 2010, in amounts ranging from$165,000 to $845,000. The bonds mature on July 1, 2038.
The Bonds constitute limited obligations of the Authority payable solely from Revenues. The Authority has no taxing power. The obligation of the City to make City Advances does not constitute an obligation of the City which the City is obligated to levy or pledge any form of taxation or for which the City has levied or pledged any form of taxation.
Future debt service requirements on the 2009 Public Financing Authority Taxable Lease Revenue bonds are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $235,000 $672,371 $907,371
FY 2023-24 $255,000 $652,159 $907,159
FY 2024-25 $275,000 $630,296 $905,296
FY 2025-26 $300,000 $606,578 $906,578
FY 2026-27 $325,000 $580,796 $905,796
FY 2027-28 $350,000 $552,953 $902,953
FY 2028-29 $380,000 $522,840 $902,840
FY 2029-30 $410,000 $490,253 $900,253
FY 2030-31 $445,000 $454,650 $899,650
FY 2031-32 $480,000 $415,800 $895,800
FY 2032-33 $520,000 $373,800 $893,800
FY 2033-34 $565,000 $328,230 $893,230
FY 2034-35 $615,000 $278,670 $893,670
FY 2035-36 $665,000 $224,910 $889,910
FY 2036-37 $720,000 $166,740 $886,740
FY 2037-38 $780,000 $103,740 $883,740
FY 2038-39 $845,000 $35,490 $880,490
Total $8,165,000 $7,090,275 $15,255,275
120
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
H.E.L.P . Loan
In April 2005 the City entered into an agreement with the California Housing Finance Agency (Agency), a public instrumentality and political subdivision of the state of California to develop a 50-unit multifamily rental project that is a component to a mixed-used development, also consisting of 26,825 square feet of ground-floor commercial space. The Agency has authorized the making of a loan in the amount of $1,600,000 known as the Housing Enabled by Local Partnerships (H.E.L.P.) to the City for the purpose of assisting in operating a local housing program. Under the terms of this original agreement the City of Hercules agreed to reimburse the Agency
$1,600,000, 10 years from April 11, 2005 at a 3% simple per annum interest. Interest is to be charged only on funds disbursed. In October 2013, the City and Agency amended the agreement to extend the due date of the loan and accumulated interest until April 2027 and to reduce the interest rate to 1.5% simple interest effective October 31, 2013.
The annual debt service requirements to maturity for the H.E.L.P. Loan as of June 30, 2020 are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $76,067 $23,933 $100,000
FY 2023-24 $75,933 $24,067 $100,000
FY 2024-25 $76,133 $23,867 $100,000
FY 2025-26 $1,371,867 $18,733 $1,390,600
Total $1,600,000 $90,600 $1,690,600
121
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
R.D.L.P . Loan
In February 2007, the City entered into a loan agreement with the California Housing Finance Agency (Agency) in the amount of $3,750,000 ($1,750,000 for predevelopment costs and $2,000,000 for construction costs). The funds will be used to assist with site acquisition, predevelopment, and construction costs for 23 affordable ownership units within a 52-unit condominium project, which is a component to the Sycamore Downtown Street project, a mixed-use, mixed-income development. Under the terms of the original agreement, the City agreed to repay the Agency $3,750,000, four years from February 2007 at 3% simple per annum interest. In October 2013, the City and Agency amended the agreement to extend the due date of the loan and accumulated interest until August 2026 and to reduce the interest rate to 1.5% simple interest effective October 31, 2013.
The annual debt service requirements to maturity for the R.D.L.P. Loan as of June 30, 2020 are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 - $100,000 $100,000
FY 2023-24 - $100,000 $100,000
FY 2024-25 - $100,000 $100,000
FY 2025-26 - $113,572 $3,863,572
FY 2026-27 $3,750,000 $213,572 $3,963,572
Total $3,750,000 $513,572 $4,263,572
SunTrust Lease
On September 27, 2007, the City entered into master lease agreements with SunTrust Leasing Corporation in order to provide funds for the financing of the EMS Project performed by Siemens Building Technologies in the amount of $2,185,538. Payments are due semiannually on September 27 and March 27, at an interest rate of 4.73%. The Master Lease Agreement matures on September 27, 2022.
The annual debt service requirements to maturity for the SunTrust master lease agreement as of June 30, 2020 are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $100,180 $2,369 $102,549
Total $100,180 $2,369 $102,549
122
2010 PFA Wastewater Revenue Bonds
The Public Financing Authority issued revenue bonds, series 2010, dated August 1, 2010, totaling $11,765,000. The purpose of the bonds was to finance improvements to the City’s wastewater system, fund a reserve fund for the bonds, and pay the costs of issuances of the bonds. The interest rates on the bonds range from 2.00% to 5.130%. Principal and interest payment are due annually beginning August 1, 2011, in amounts ranging from $230,000 to $700,000. The bonds mature on August 1, 2040.
The Bonds are limited obligations of the Authority and are not secured by a legal or equitable pledge of, or charge or lien upon, any property of the Authority or any of its income or receipts, except the Revenues. The full faith and credit of the Authority and the Agency and the City, which are parties to the agreement creating the Authority, are not pledged for the payment of the principal of, or interest on, the Bonds and no tax or other source of funds, other than the Revenues, is pledged to pay the principal and interest on the Bonds.
The annual debt service requirements to maturity for the 2010 PFA Wastewater Revenue Bonds as of June 30, 2020 are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $305,000 $426,288 $731,288
FY 2023-24 $315,000 $413,691 $728,691
FY 2024-25 $330,000 $400,181 $730,181
FY 2025-26 $345,000 $385,622 $730,622
FY 2026-27 $360,000 $369,525 $729,525
FY 2027-28 $375,000 $352,069 $727,069
FY 2028-29 $395,000 $333,781 $728,781
FY 2029-30 $410,000 $314,663 $724,663
FY 2030-31 $430,000 $294,713 $724,713
FY 2031-32 $455,000 $273,125 $728,125
FY 2032-33 $475,000 $249,875 $724,875
FY 2033-34 $500,000 $225,500 $725,500
FY 2034-35 $525,000 $199,875 $724,875
FY 2035-36 $550,000 $173,000 $723,000
FY 2036-37 $575,000 $144,875 $719,875
FY 2037-38 $605,000 $115,375 $720,375
FY 2038-39 $635,000 $84,375 $719,375
FY 2039-40 $670,000 $51,750 $721,750
FY 2040-41 $700,000 $17,500 $717,500
Total $8,955,000 $4,825,781 $13,780,781
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
123
Publicly Owned Treatment Works Construction Loan
In June 2016, the City entered into an installment sale agreement with the California State Water Resources Control Board in the amount of $26,500,000. The funds are for construction costs for the Pinole-Hercules Wastewater Pollution Control Plant Improvement Project. The interest rate on the loan is 1.7%. The first principal and interest payment are due August 31, 2019, and is contingent on the total drawdowns at project completion. The loan matures on August 31, 2038.
The annual debt service requirements to maturity for the Publicly Owned Treatment Works Construction Loan as of June 30, 2020 are as follows:
Year Ending June 30 Principal Interest Total
FY 2022-23 $1,115,425 $395,412 $1,510,837
FY 2023-24 $1,134,388 $376,450 $1,510,837
FY 2024-25 $1,153,672 $357,165 $1,510,837
FY 2025-26 $1,173,285 $337,553 $1,510,837
FY 2026-27 $1,193,230 $317,607 $1,510,837
FY 2027-28 $1,213,515 $297,322 $1,510,837
FY 2028-29 $1,234,145 $276,692 $1,510,837
FY 2029-30 $1,255,126 $255,712 $1,510,837
FY 2030-31 $1,276,463 $234,374 $1,510,837
FY 2031-32 $1,298,163 $212,675 $1,510,837
FY 2032-33 $1,320,231 $190,606 $1,510,837
FY 2033-34 $1,342,675 $168,162 $1,510,837
FY 2034-35 $1,365,501 $145,336 $1,510,837
FY 2035-36 $1,388,714 $122,123 $1,510,837
FY 2036-37 $1,412,322 $98,515 $1,510,837
FY 2037-38 $1,436,332 $74,505 $1,510,837
FY 2038-39 $1,460,749 $50,088 $1,510,837
FY 2039-40 $1,485,582 $25,255 $1,510,837
FY 2040-41 -
Total $23,259,518 $3,935,550 $27,195,067
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET DEBT DETAIL
DEBT DETAIL
124
CAPITAL PROJECT FUNDS
125
Miscellaneous Grants
Fund Summary - Fund 295
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Capital Grant - $ - $ 254,000 - Interest Income (597) - - - Miscellaneous Revenues - - - - (597) - 254,000 -
Transfers In - - - - (597) - 254,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - 254,000 - Debt Service - - - - - - 254,000 -
Transfer Out - - - - - - 254,000 -
Changes in restricted reserves
Net Annual Activity (597)$ - - - Ending Available Fund Balance - $ - $ - $ These fund accounts for funds expended for Projects funded by grants. The project is funded by multiple funding sources, including but not limited to, Federal, State, and Local grants. 126
City - Capital Projects
Fund Summary - Fund 300, 311, 310
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 414,019 $ 414,019 $ Revenues
Fees - $ - - - Interest Income - - - - Miscellaneous Revenues 537,896 - - - 537,896 - - -
Transfers In 74,361 - 194,000 247,000 612,257 - 194,000 247,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 930,974 - 194,000 247,000 Debt Service - - - - 930,974 - 194,000 247,000
Transfer Out - - - - 930,974 - 194,000 247,000
Changes in restricted reserves
Net Annual Activity (318,717)$ - - - Ending Available Fund Balance 414,019 $ 414,019 $ 414,019 $ This fund accounts for funds expended for major capital improvement projects associated with City-owned facilities including police, parks, community centers, and city buildings. This fund is funded primarily by General Fund.
127
Energy Conservation Project
Fund Summary - Fund 301
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 190,926 $ 190,926 $ Revenues
Loan Proceeds - $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity - - - - Ending Available Fund Balance 190,926$ 190,926 $ 190,926 $ This fund accounts for funds expended for the energy conservation project by Engie Services. This fund is funded by proceeds from the Equipment Lease Purchase Agreement with Sterling National Bank. 128
Hercules Rail Station Project
Fund Summary - Fund 340s & 350
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Capital Grant 202,226 $ 527,817 $ 50,000 360,000 Interest Income - - - - Miscellaneous Revenues - - - - 202,226 527,817 50,000 360,000
Transfers In - - - - 202,226 527,817 50,000 360,000
Expenditures
Salary and Benefits - - - - Contractual Services 74,838 283,563 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 127,458 50,000 360,000
Debt Service - - - - 74,838 411,021 50,000 360,000
Transfer Out - - - - 74,838 411,021 50,000 360,000
Changes in restricted reserves
Net Annual Activity 127,388 116,796 - - Ending Available Fund Balance - $ -$ - $ These fund accounts for funds expended for the Hercules Rail Station Projects. The project is funded by multiple funding sources, including but not limited to, Federal, State, and Local grants. 129
Water Quality Retention Basin
Fund Summary - Fund 387
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 166,569 $ 166,569 $ Revenues
Property Tax 64,093 $ 51,416 $ 44,000 - Interest Income 2,821 3,057 - - Miscellaneous Revenues - - - - 66,914 54,473 44,000 -
Transfers In - - - - 66,914 54,473 44,000 -
Expenditures
Salary and Benefits - - - - Contractual Services 22,083 20,802 44,000 - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 22,083 20,802 44,000 -
Transfer Out - - - - 22,083 20,802 44,000 -
Changes in restricted reserves
Net Annual Activity 44,831 $ 33,671 $ - - Ending Available Fund Balance 166,569 $ 166,569 $ 166,569 $ This fund accounts for revenues from Property Tax Special Assessment for the formation of City of Hercules Community Facilities District No. 2017-01 on April 11, 2017. Development of the Bayfront and Muir Pointe created the need for construction of water quality detention basin for runoff generared by the improvements constructed to support the developments. The CFD was formed to create a funding mechanism for the maintenance costs associated with the water quality detention basin. 130
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
CAPITAL PROJECTS
SUMMARY OF COMPLETED PROJECTS AND PRIOR YEAR CARRYOVERS Capital Projects
Summary of Completed Projects and Prior Year Carryovers Project Name Budget To Date
Actual
Expenditures
To Date
Outstanding
Encumbrances
PY Carryover/
Remaining
Balance
Police Locker Room and Restroom Remodel 100,000 100,000 Corporation Yard Landscaping 62,000 62,000 Energy Conservation Measures 4,209,354 4,091,950 117,404 - Total, Facilities 4,371,354 4,091,950 117,404 162,000 Resurface Refugio Park Tennis Court 162,300 162,300 - Refugio Valley Lake Dredging 50,000 50,000 Baywood Tree Replacement 162,000 162,000 Beachnut Park 254,000 254,000
Victoria Linear Park 50,000 50,000
Trash Cans Replacement 20,000 20,000 - Children with Disabilities Swingset 100,000 100,000 Refugio Tennis Court Tree Maintenance 6,000 6,000 Community Swim Center Safety Fence
Replacement
100,000 100,000
Community Swim Center Gym Floor
Repacement & Misc Other
250,000 250,000
Replace the Community Pool Diving Board 12,000 12,000 Total, Parks and Open Space 1,166,300 182,300 - 984,000 Annual Sidewalk Repair Program 65,000 65,000 - Annual Restriping Project 50,000 50,000 - Annual Street Rehabilitation Project -
Turquoise Drive
630,000 630,000 -
Pedestrian Sidewalk Improvement Willow &
Palm
1,434,140 1,434,140 -
2022 Annual Street Rehabilitation Sycamore
Avenue
1,803,716 1,803,716 -
ADA Transition Plan Implementation 15,000 15,000 Village Parkway Traffic Calming 100,000 100,000 Sidewalk and Safe Walkways 100,000 100,000 Total, Streets 4,197,856 3,982,856 - 215,000 Regional Intermodal Transit Center (RITC) 46,017,537 43,541,765 1,348,315 1,127,457 Total, RITC 46,017,537 43,541,765 1,348,315 1,127,457 Sycamore Ave (Lower Trunk Main) 13,700,000 13,700,000 Foxboro Sewer Access Road 88,000 88,000 - Total, Sewer 13,788,000 88,000 - 13,700,000 Total, CIP 69,541,047 51,886,871 1,465,719 16,188,457 Summary by Funding Source:
General Fund 414,000 140,000 - 274,000 General Fund/ARPA (Loss of Revenue) 456,000 - - 456,000 DIF-Police 100,000 - - 100,000 Equipment Lease Agreement 4,209,354 4,091,950 117,404 - LLAD 83-2 (Zone 10) 92,300 42,300 - 50,000 LLAD 2004-1 Baywood 162,000 - - 162,000 LLAD 2002-1 Victoria by the Bay 50,000 - - 50,000 State Gas Tax 1,953,467 1,938,467 - 15,000 Measure J 1,272,389 1,272,389 - - Solid Waste 200,000 200,000 - - Sewer 13,788,000 88,000 - 13,700,000 Grants 46,843,537 44,113,765 1,348,315 1,381,457 Total, CIP 69,541,047 51,886,871 1,465,719 16,188,457 131
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total General Fund/ARPA Loss of Revenue Component (Fund #100) FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS $11,960,577 10,129,266 $8,753,690 $2,822,683 $2,539,697 Revenue Projections 3,427,503 25,576,174 36,824,761 20,276,752 7,235,000 Operating Cost (2,715,814) (2,797,000) (2,869,000) (2,944,000) (3,020,000) AVAILABLE FUNDS 12,672,266 32,908,440 42,709,451 20,155,435 6,754,697 Facilities
Police Locker Room and Restroom Remodel 60,000 550,000 - - - Corporation Yard Landscaping - - - - -
Business Facilities Plan 75,000 - - - - ADA Assessment Improvement 25,000 25,000 25,000 25,000 25,000 Energy Conservation Measures - - - - -
Subtotal 160,000 575,000 25,000 25,000 25,000 Parks and Open Space
Parks Master Plan 150,000 - - - -
ADA Assessment Improvement 25,000 25,000 25,000 25,000 25,000 Victoria By The Bay - Refurbish Gazzebo & Railing 55,000 - - - - Ohlone Dog Park Tree Removal & Pruning 85,000 - - - - Tree Planting & Removal Open Space 50,000 50,000 50,000 50,000 50,000 Aerator Reugio Valley Parks 60,000 - - - -
Trash Cans Replacement - - - - -
Subtotal 425,000 75,000 75,000 75,000 75,000 Streets
Annual Sidewalk Repair Program 50,000 50,000 50,000 50,000 50,000 Annual Restriping Project 50,000 50,000 50,000 50,000 50,000 Annual Street Rehabilitation Project - Turquoise &
Future Years 100,000 950,000 950,000 950,000 950,000 Pedestrian Sidewalk Improvement Willow & Palm - - - - - ADA Transition Plan Implementation 25,000 25,000 25,000 25,000 25,000 Village Parkway Traffic Calming 22,000 - - - -
Sidewalk and Safe Walkways - - - - -
Subtotal 247,000 1,075,000 1,075,000 1,075,000 1,075,000 Regional Transit Intermodal Center
Path To Transit - Conservation Easement 500,000 - - - - Environmental Monitoring 60,000 60,000 60,000 - -
Utility Relocation - 21,769,750 - - -
Track and Signal Work - - 32,776,768 - -
Initial Rail Station - - - 10,640,738 -
Trails, Parks, Plazas - - - -
Parking Garage - - - 5,000,000 -
Design Utility Relocation 300,000 - - - -
Subtotal 860,000 21,829,750 32,836,768 15,640,738 Sewer
Inspect & Repair Sewer - - 700,000 - -
Sycamore Ave (Lower Trunk Main) 751,000 - - - - Sycamore Ave (Upper Truck Main) 100,000 400,000 4,078,000 - - Promenade Lift Station - 100,000 867,000 - - SR-4 & Along Willow Ave. - 100,000 230,000 800,000 - Foxboro Sewer Access Road - - - - -
Subtotal 851,000 600,000 5,875,000 800,000 - TOTAL CAPITAL EXPENDITURES 2,543,000 24,154,750 39,886,768 17,615,738 4,355,000 Remaining Fund Balance 10,129,266 8,753,690 2,822,683 2,539,697 2,399,697 TOTAL
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
-
-
132
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
General Fund/ARPA Loss of Revenue Component (Fund #100) FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$1,897,838 1,672,838 $1,672,838 $1,672,838 $1,672,838 1,897,838 1,672,838 1,672,838 1,672,838 1,672,838 75,000
75,000 - - - - 150,000
150,000 - - - - - - - - - - - - - - - - - - - 225,000 - - - - 1,672,838 1,672,838 1,672,838 1,672,838 1,672,838 General Fund/ARPA Loss of Revenue Component (Fund #100) FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
133
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
Sewer (Fund #420)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$7,399,993 6,548,993 $5,948,993 $147,986 $0
73,993 652,014
7,399,993 6,548,993 6,022,986 800,000 - - - - - - - - - - - - - - - - - - - - - 700,000
751,000
100,000 400,000 4,078,000
100,000 867,000
100,000 230,000 800,000
851,000 600,000 5,875,000 800,000 - 851,000 600,000 5,875,000 800,000 - 6,548,993 5,948,993 147,986 - - Sewer (Fund #420)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
134
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
Facilities ISF (Fund #490)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$279,392 254,392 $229,392 $204,392 $179,392
279,392 254,392 229,392 204,392 179,392 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 - - - - - - - - - - - - - - - - - - - - 25,000 25,000 25,000 25,000 25,000 254,392 229,392 204,392 179,392 154,392 Facilities ISF (Fund #490)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
135
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
DIF-Police (Fund #244)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$167,047 107,047 $0 $0 $0
442,953
167,047 550,000 - - - 60,000 550,000
60,000 550,000 - - - - - - - - - - - - - - - - - - - - - - - 60,000 550,000 - - - 107,047 - - - - DIF-Police (Fund #244)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
136
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
State Gas Tax (Fund #262)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$127,986 169,589 $0 $0 $0
760,593 1,246,411 1,435,000 1,455,000 1,475,000 (621,990) (641,000) (660,000) (680,000) (700,000) 266,589 775,000 775,000 775,000 775,000 - - - - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 700,000 700,000 700,000 700,000 25,000 25,000 25,000 25,000 25,000 22,000
97,000 775,000 775,000 775,000 775,000 - - - - - - - - - - 97,000 775,000 775,000 775,000 775,000 169,589 - - - - State Gas Tax (Fund #262)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
137
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
Measure J (Fund #263)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$342,039 368,123 $0 $0 $0
450,000 216,877 585,000 585,000 585,000 (373,916) (385,000) (385,000) (385,000) (385,000) 418,123 200,000 200,000 200,000 200,000 - - - - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 150,000 150,000 150,000 150,000 50,000 200,000 200,000 200,000 200,000 - - - - - - - - - - 50,000 200,000 200,000 200,000 200,000 368,123 - - - - Measure J (Fund #263)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
138
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
LLAD 83-2 Zone 10 (Fund #220)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$93,363 5,817 $0 $0 $0
1,185,939 1,154,183 1,193,000 1,227,000 1,262,000 (1,053,485) (1,085,000) (1,118,000) (1,152,000) (1,187,000) 225,817 75,000 75,000 75,000 75,000 - - - - - 25,000 25,000 25,000 25,000 25,000 85,000
50,000 50,000 50,000 50,000 50,000 60,000
220,000 75,000 75,000 75,000 75,000 - - - - - - - - - - - - - - - 220,000 75,000 75,000 75,000 75,000 5,817 - - - - LLAD 83-2 Zone 10 (Fund #220)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
139
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
LLAD 2002-1 Victoria by the Bay (Fund #221)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
($153,138) (244,709) ($281,709) ($319,709) ($358,709) 492,971 508,000 523,000 539,000 555,000 (529,542) (545,000) (561,000) (578,000) (595,000) (189,709) (281,709) (319,709) (358,709) (398,709) - - - - - 55,000
55,000 - - - - - - - - - - - - - - - - - - - 55,000 - - - - (244,709) (281,709) (319,709) (358,709) (398,709) LLAD 2002-1 Victoria by the Bay (Fund #221)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
140
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
Solid Waste (Fund #291)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$809,734 750,853 687,853 $620,853 $549,853 178,000 178,000 178,000 178,000 178,000 (136,881) (141,000) (145,000) (149,000) (153,000) 850,853 787,853 720,853 649,853 574,853 - - - - - - - - - - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - - - - - - - - - - 100,000 100,000 100,000 100,000 100,000 750,853 687,853 620,853 549,853 474,853 Solid Waste (Fund #291)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
141
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
Public Benefit Fee (Fund #249)
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
$996,323
996,323 - - - - - - - - - - - - - - - - - - - 500,000
500,000 - - - - - - - - - 500,000 - - - - 496,323 - - - - Public Benefit Fee (Fund #249)
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
142
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET CIP SPENDING PLAN
CITY OF HERCULES
FIVE-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2023-2027
Five-Year Capital Improvement PRogram
City of Hercules Spending Plan FY 2023-2027
Total
BBEEGGIINNNNIINNGG FFUUNNDD BBAALLAANNCCEESS
Revenue Projections
Operating Cost
AVAILABLE FUNDS
Facilities
Police Locker Room and Restroom Remodel
Corporation Yard Landscaping
Business Facilities Plan
ADA Assessment Improvement
Energy Conservation Measures
Subtotal
Parks and Open Space
Parks Master Plan
ADA Assessment Improvement
Victoria By The Bay - Refurbish Gazzebo & Railing
Ohlone Dog Park Tree Removal & Pruning
Tree Planting & Removal Open Space
Aerator Reugio Valley Parks
Trash Cans Replacement
Subtotal
Streets
Annual Sidewalk Repair Program
Annual Restriping Project
Annual Street Rehabilitation Project - Turquoise &
Future Years
Pedestrian Sidewalk Improvement Willow & Palm
ADA Transition Plan Implementation
Village Parkway Traffic Calming
Sidewalk and Safe Walkways
Subtotal
Regional Transit Intermodal Center
Path To Transit - Conservation Easement
Environmental Monitoring
Utility Relocation
Track and Signal Work
Initial Rail Station
Trails, Parks, Plazas
Parking Garage
Design Utility Relocation
Subtotal
Sewer
Inspect & Repair Sewer
Sycamore Ave (Lower Trunk Main)
Sycamore Ave (Upper Truck Main)
Promenade Lift Station
SR-4 & Along Willow Ave.
Foxboro Sewer Access Road
Subtotal
TOTAL CAPITAL EXPENDITURES
Remaining Fund Balance
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Proposed Forecast Forecast Forecast Forecast
360,000 21,829,750 32,836,768 15,640,738 3,180,000
360,000 21,829,750 32,836,768 15,640,738 3,180,000
- - - - -
- - - - -
- - - - -
60,000 60,000 60,000
21,769,750
32,776,768
10,640,738
5,000,000
300,000
360,000 21,829,750 32,836,768 15,640,738 - - - - -
360,000 21,829,750 32,836,768 15,640,738 - - - - -
Grants
Grants
FY 22-23
Proposed
FY 23-24
Forecast
FY 24-25
Forecast
FY 25-26
Forecast
FY 26-27
Forecast
-
-
143
Project Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Projection Projection Projection Projection Projection Projection Police Development
Impact Fee -$ - $ 550,000.00$ -$ - $ - $ -$ 550,000.00$ General Fund (Decsion
Package FY 21-22) 100,000.00$ 60,000.00 $ - $ - $ - $ - $ -$ 60,000.00$ Corporation Yard Landscaping General Fund 62,000.00$ - $ - $ - $ - $ - $ -$ -$ Building Facilites Plan General / ARPA Fund -$ 75,000.00$ - $ - $ - $ - $ -$ 75,000.00$ ADA Assessment Improvement Facility Fund -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00$ 25,000.00$ -$ 125,000.00$ Total 162,000 $ 160,000 $ 575,000$ 25,000$ 25,000$ 25,000$ - $ 810,000.00$ City of Hercules
Facilities CIP Summary
Police Dept. Expansion
144
Project Number: BDP#22-3
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 710,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022- 23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Police Development Impact Fee -$ - $ 550,000.00$ - $ - $ - $ - $ 550,000.00$ General Fund (Decsion
Package FY 21-22) 100,000.00$ 60,000.00 $ - $ - $ - $ - $ - $ 160,000.00$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 100,000$ 60,000$ 550,000$ -$ - $ - $ -$ 710,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Police Dept. Expansion
The Locker room and restrooms used by the Police Staff are in greatly deteriorated condition as they are utilized 24 hours a day/seven days a week. In addition, as our Police staffing has become more diverse with more female officers, space needs to be reallocated to accommodate this shift. A remodel and upgrade of the locker rooms and restrooms was evaluated last year but was not feasible. The project would remake the decrepit abandoned modular building in front of City Hall and replace them for police lockers, Including private restrooms and showers, and potentially a workout/Training area.
The existing facilities are two small and in poor condition. The new facilities will allow for increased diversity and inclusion
145
Project Number: BDP#22-4
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 62,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Fund 62,000.00$ -$ - $ - $ - $ - $ - $ 62,000.00$ -$ -$ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 62,000$ -$ - $ - $ - $ - $ -$ 62,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Corporation Yard Landscaping
Visually Screening the Corporation Yard with vegetation along the north and west fence lines parallel to Willet and sycamore respectively would cost apporximately $62K. This work would include connecting to the existing water line, installing a back flow, connecting to existing electricity, installing an irrigation controller, irrigation piping and bubblers, soil prep, and planting 5‐gallon shrubs. The shrubs would need approximately 3 to 5 years grow large enough to visually screen the Corp Yard. As measure, fabric similar to the existing material could be installed. 146
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 75,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General / ARPA Fund -$ 75,000.00$ - $ - $ - $ - $ - $ 75,000.00$ -$ -$ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 75,000$ - $ - $ - $ - $ -$ 75,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Building Facilities Plan
The Building Facilities Plan will assess the condition of all city‐owned facilities and developed a prioritized schedule of needed maintenance and repairs.
The average age of City facilities is approximately30 years old. A proactive approach versus pays as you go is needed to ensure they are properly maintained.
147
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 125,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Facility Fund -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 125,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2021-22 through 2025-26
ADA Assessment Improvement
Assess all city‐owned building facilities for ADA accessibility.
Periodic assessment is required by law
148
Project Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Projection Projection Projection Projection Projection Projection Refugio Valley Lake Dredging LLAD 83-2 Zone 10 50,000.00$ -$ -$ - $ - $ - $ 650,000.00$ 50,000.00$ Refugio Park Retaining Wall LLAD 83-2 Zone 10 -$ - $ - $ - $ - $ - $ 250,000.00$ -$ Baywood Tree Replacement Baywood LLAD No. 2004-1 162,000.00$ - $ - $ - $ - $ - $ -$ 162,000.00$ Trash Cans Replacement LLAD 83-2 Zone 10 -$ - $ - $ - $ - $ - $ -$ -$ Parks Master Plan General Funds -$ 150,000.00$ TBD - $ - $ - $ -$ 150,000.00$ WW Grant Funds 60,000.00$ - $ - $ - $ - $ - $ -$ 60,000.00$ Prop. 64 Grant Funds 194,000.00$ - $ - $ - $ - $ - $ -$ 194,000.00$ Victoria Linear Park Victoria LLAD No. 2002-1 50,000.00$ - $ - $ - $ - $ - $ -$ 50,000.00$ Children With Disabilities Swingset General Funds 100,000.00$ - $ - $ - $ - $ - $ -$ 100,000.00$ Refugio Tennis Court Tree
Maintenance General Funds 6,000.00$ - $ - $ - $ - $ - $ -$ 6,000.00$ ADA Assessment LLAD 83-2 Zone 10 -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 100,000.00$ Community Swim Center Safety
Fence Replacement General Funds 100,000.00$ - $ - $ - $ - $ - $ -$ 100,000.00$ Community Swim Center Gym Floor
Replacement & Misc Other General Funds 250,000.00$ - $ - $ - $ - $ - $ -$ 250,000.00$ Replace the Community Pool Diving
Board General Funds 12,000.00$ - $ - $ - $ - $ - $ -$ 12,000.00$ Victoria By The Bay - Refurbish
Gazzebo & Railing Victoria LLAD No. 2002-1 -$ 55,000.00$ - $ - $ - $ - $ -$ 55,000.00$ Ohlone Dog Park Tree Removal &
Pruning LLAD 83-2 Zone 10 -$ 85,000.00$ - $ - $ - $ - $ -$ 85,000.00$ Tree Planting & Removal Open
Space LLAD 83-2 Zone 10 -$ 50,000.00$ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ - $ 200,000.00$ Aerator Reugio Valley Parks LLAD 83-2 Zone 10 -$ 60,000.00$ - $ - $ - $ - $ -$ 60,000.00$ Total 984,000 $ 425,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 900,000 $ 1,634,000$ City of Hercules
Parks and Open Space CIP Summary
Beechnut Park
149
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 700,000.00$
Planning and Design: -$
Construction Management 700,000.00$
Construction: -$
Equipment: -$
Contingency: -$
Total: 700,000.00 $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 Funds 50,000.00$ - $ - $ - $ - $ -$ 650,000.00$ 700,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 50,000$ - $ - $ - $ - $ -$ 650,000$ 700,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Refugio Valley Lake Dredging
Dredge Refugio Lake
Silt has filled up the lake in several locations and needs to be removed. Alternative dredging methods need to be explored given removing and disposing of all the silt at one time was estimated to cost $750K‐$1M. 150
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 250,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 Funds -$ - $ - $ - $ - $ -$ 250,000.00$ 250,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ - $ - $ - $ - $ -$ 250,000$ 250,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Refugio Park Retaining Wall
Repair Retaining Wall at North End of Lake
Retaining wall is leaning towards the lake, one section had to be removed and an interim wood railing was installed.
151
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 162,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Baywood LLAD No. 2004-1 162,000.00$ - $ - $ - $ - $ - $ - $ 162,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 162,000$ - $ - $ - $ - $ - $ -$ 162,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Baywood Tree Replacement
Replace Approximately 33 Trees in Baywood
Sycamore Trees are raising sidewalks, damaging irrigation, and creating uneven planter strip between parked cars and access to sidewalk. All the trees are to be removed and replaced at one time. Work includes repacing the turf, irrigation system, and grinding the roots.
152
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: - $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 Funds -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ - $ - $ - $ - $ - $ - $ -$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Trash Cans Replacement
Replace trash cans in City Parks.
Existing trash cans don’t keep the rain out, are falling apart, and unsightly. 153
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 150,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General / ARPA Fund -$ 150,000.00$ TBD -$ - $ - $ - $ 150,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 150,000$ - $ - $ - $ - $ -$ 150,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Parks Master Plan
The City's parks have been maintained on a pay as you go basis for the pas t decade. Additionally, requests to repair facilities or construct new facilities are received every year.
Long‐term planning and budgeting are needed to proactively maintain the City's parks. Additionally, ARPA funding could be used for new facilities as well, which would benefit from public outreach to better understand the community's priorities.
154
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 254,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Eastbay Regional Park
District WW Grant Funds 60,000.00$ - $ - $ - $ - $ - $ - $ 60,000.00$ Prop. 64 Grant Funds 194,000.00$ - $ - $ - $ - $ - $ - $ 194,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 254,000$ - $ - $ - $ - $ - $ -$ 254,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Beechnut Park
Enhance Beechnut Park with grant funding. Improvements TBD and could include half play court with basketball hoop, play structures, picnic area, and turf play area.
Beechnut Park is the most in need of enhancing and the cost for such work is close to the available grant funding.
155
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 50,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD No. 2002-1 Funds 50,000.00$ - $ - $ - $ - $ - $ - $ 50,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 50,000$ - $ - $ - $ - $ - $ -$ 50,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Victoria Linear Park
Tree Removal/Replacement in Victoria Linear Park.
Trees are encroaching onto and damaging adjacent private property. 156
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 100,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 100,000.00$ - $ - $ - $ - $ - $ - $ 100,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 100,000$ - $ - $ - $ - $ - $ -$ 100,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Children With Disabilities Swingset
Install a swing set for children with disabilities in Refugio Park. 157
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 6,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 6,000.00 $ -$ - $ - $ - $ - $ - $ 6,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 6,000$ - $ - $ - $ - $ - $ -$ 6,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Refugio Tennis Court Tree Maintenance
The tennis courts are surrounded by Eucalyptus trees that need occasional pruning and sometimes removal because of the nature of the tree (top‐heavy and shallow‐rooted). Some of the trees growing are volunteer trees (not planted) and need to be removed. Prune and or remove trees located at Refugio Valley Tennis as needed. Several trees are top heavy and many overhang the courts both dropping debris and raising safety concerns. 158
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 125,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 -$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ -$ 125,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ -$ 125,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
ADA Assessment
Assess parks facilities for ADA Accessibility.
Future years are to construct improvements.
Federal Requirement.
159
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 100,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 100,000.00$ - $ - $ - $ - $ - $ - $ 100,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 100,000$ - $ - $ - $ - $ - $ -$ 100,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Community Swim Center Safety Fence Replacement
The safety fence surrounding the Community Swim Center needs to be replaced. The current fencing is a wood frame with a metal mesh material. The wood has broken, split, fallen off, and has rotted in many places (see photos). The facility's fence is approximately 680' linear feet and 8' feet tall. For safety purposes and to follow the code, the fence needs to be replaced with "anti‐climb" safety fencing around the aquatic facility. Parks and Recreation staff have secured quotes from professional fencing companies to ensure that we would cover the cost to replace the entire fence. 160
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 250,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 250,000.00$ - $ - $ - $ - $ - $ - $ 250,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 250,000$ - $ - $ - $ - $ - $ -$ 250,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Community Swim Center Gym Floor Replacement & Other Building and Deferred Maintenance The gym floor at the Community Swim Center needs to be replaced. The current flooring has been sanded and refinished many times. There are broken boards on both ends of the floor. Repairing the floor may be an option but won’t be known until the floor is pulled up in areas to assess the total damage. Parks and Recreation staff has secured quotes from professional flooring companies to ensure that this would cover the cost of replacing the entire floor, considering the cost of wood. If the floor can be repaired, the remaining money would go towards other building and deferred maintenance in the facility, including doors, interior painting, etc.
161
Project Number: BR#22-3
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 12,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 12,000.00$ - $ - $ - $ - $ - $ - $ 12,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 12,000$ - $ - $ - $ - $ - $ -$ 12,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Replace the Community Pool Diving Board
The Diving boards are in need of replacement. The board on the 3‐meter dive stand is broken and cannot be repaired.
Both boards were purchased at the same time and have gotten good use over the past decade. The cost to replace 1 board is approximately $6,000. In this case it makes sense to replace both boards for a cost of $12,000. 162
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 55,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Victoria LLAD 2002-2-1 -$ 55,000.00$ - $ - $ - $ - $ - $ 55,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 55,000$ - $ - $ - $ - $ -$ 55,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Victoria By The Bay - Refurbish Gazebo & Railing
The gazzebo and railing in Refugio Linear Park need to be refurbished. 163
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 85,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 -$ 85,000.00$ - $ - $ - $ - $ - $ 85,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 85,000$ - $ - $ - $ - $ -$ 85,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Ohlone Dog Park Tree Removal & Pruning
The Eucalyptus trees in Ohlone Dog Park need to be removed or pruned.
Enhance Safety.
164
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 250,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 -$ 50,000.00$ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ - $ 250,000.00$ -$ - $ - $ - $ - $ -$ - $ -$ -$ - $ - $ - $ - $ -$ - $ -$ Adjustment -$ - $ - $ - $ - $ -$ - $ -$ Total -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ -$ 250,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Tree Planting & Removal Open Space
Trees in the 50‐foot fire buffer need to be trimmed or removed if dead or damaging private property.
To reduce fire hazard and claims from damage to adjacent private property. 165
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 60,000.00 $
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed LLAD 83-2 Zone 10 -$ 60,000.00$ - $ - $ - $ -$ - $ 60,000.00$ -$ - $ - $ - $ - $ -$ - $ -$ -$ - $ - $ - $ - $ -$ - $ -$ Adjustment -$ - $ - $ - $ - $ -$ - $ -$ Total -$ 60,000$ - $ - $ - $ -$ -$ 60,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Aerator Reugio Valley Parks
166
Project Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Projection Projection Projection Projection Projection Projection Path To Transit - Conservation
Easement
Bayfront Development Public
Benefit Fee - $ 500,000.00$ -$ -$ -$ -$ -$ 500,000.00$ Environmental Monitoring Measure J SP Grant 223,944.00$ 60,000.00 $ 60,000.00 $ 60,000.00 $ - $ - $ - $ 403,944.00$ Utility Relocation Unfunded - $ -$ 21,769,750.00$ -$ -$ -$ -$ 21,769,750.00$ Track and Signal Work Unfunded - $ -$ -$ 32,776,768.00$ -$ -$ -$ 32,776,768.00$ Initial Rail Station Unfunded - $ -$ -$ -$ 10,640,738.00$ -$ -$ 10,640,738.00$ Trails, Parks, Plazas Unfunded - $ -$ -$ -$ -$ -$ 3,180,000.00$ 3,180,000.00$ Parking Garage Unfunded - $ -$ -$ -$ 5,000,000.00$ -$ -$ 5,000,000.00$ Measure J TLC Grant 178,911.00$ - $ - $ - $ - $ - $ - $ 178,911.00$ STMP Fund 724,602.00$ 300,000.00 $ - $ - $ - $ - $ - $ 1,024,602.00$ Total 1,127,457$ 860,000$ 21,829,750$ 32,836,768$ 15,640,738$ -$ 3,180,000$ 75,474,713.00$ City of Hercules
RITC CIP Summary
Design Utility Relocation
167
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 500,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Bayfront Development
Public Benefit Fee -$ 500,000.00$ - $ - $ - $ - $ - $ 500,000.00$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 500,000$ - $ - $ - $ - $ - $ 500,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Path To Transit - Conservation Easement
Refugio Creek Conservation Easement and Endowment funding Required as a permit condition.
168
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 403,944.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Measure J SP Grant 223,944.00$ 60,000.00$ 60,000.00$ 60,000.00$ -$ - $ - $ 403,944.00$ Adjustment -$ - $ - $ - $ - $ - $ -$ -$ Total 223,944$ 60,000 $ 60,000 $ 60,000 $ - $ - $ -$ 403,944.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Environmental Monitoring
Post ‐ Construction Environmental Monitoring
For Completed Phase of the RITC as required by permitting Agenci es 169
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 21,769,750.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ 21,769,750.00$ - $ - $ -$ -$ 21,769,750.00$ -$ - $ -$ -$ - $ -$ -$ -$ Adjustment -$ - $ -$ -$ - $ -$ -$ -$ Total -$ -$ 21,769,750$ - $ - $ -$ -$ 21,769,750.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Utility Relocation
Relocate Shell and Kinder Morgan Fuel Oil Lines, Fiber Optic Line 170
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 32,776,768.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed -$ - $ - $ -$ - $ - $ - $ -$ Unfunded -$ - $ -$ 32,776,768.00$ -$ - $ - $ 32,776,768.00$ -$ - $ - $ -$ - $ - $ - $ -$ Adjustment -$ - $ - $ -$ - $ - $ - $ -$ Total -$ - $ -$ 32,776,768$ - $ - $ -$ 32,776,768.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Track and Signal Work
Railroad Bridge, Track and Signal work, Creek Realignment, Retaining Walls Final Design, Construction Management, Permits
171
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 10,640,738.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ - $ -$ 10,640,738.00$ -$ -$ 10,640,738.00$ -$ - $ - $ - $ -$ -$ -$ -$ Adjustment -$ - $ - $ - $ -$ -$ -$ -$ Total -$ - $ - $ -$ 10,640,738$ - $ -$ 10,640,738.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Initial Rail Station
Initial Rail Station Building, Civic Plaza Improvement Final Design. Construction Management, Permits 172
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 3,180,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ - $ - $ -$ 3, 180,000.00$ 3,180,000.00$ -$ - $ - $ - $ - $ - $ -$ -$ -$ - $ - $ - $ - $ - $ -$ -$ Adjustment -$ - $ - $ - $ - $ - $ -$ -$ Total -$ - $ - $ - $ - $ -$ 3, 180,000$ 3,180,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Trails, Parks, Plazas
Bay Trail (Including Pedestrian Bridge Over Refugio Creek), Creekside Park, Promenade, Railroad Plaza, Final Design, Construction Management, Permits
173
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 5,000,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ - $ 5, 000,000.00$ - $ - $ 5,000,000.00$ -$ -$ - $ -$ -$ - $ - $ -$ -$ -$ - $ -$ -$ - $ - $ -$ Adjustment -$ - $ - $ -$ -$ - $ - $ -$ Total -$ -$ - $ -$ 5, 000,000$ - $ -$ 5, 000,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Parking Garage
Parking Garage for RITC
174
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 1,830,513.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Measure J TLC Grant 178,911.00$ - $ - $ - $ - $ - $ - $ 178,911.00$ STMP Fund 724,602.00$ 300,000.00 $ - $ - $ - $ - $ - $ 1,024,602.00$ Unfunded -$ - $ - $ - $ -$ 627,000.00$ -$ 627,000.00$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 903,513$ 300,000$ - $ - $ -$ 627,000$ -$ 1, 830,513.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Design Utility Relocation
Advance Design of RITC by Task Order
175
Project
Funding
Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Projection Projection Projection Projection Projection Projection Inspect & Repair Sewer Sewer -$ -$ -$ 700,000.00$ - $ - $ -$ 700,000.00$ Sycamore Ave (Lower Trunk Main) Sewer 13,700,000.00$ 751,000.00 $ - $ - $ - $ - $ -$ 14,451,000.00$ Sycamore Ave (Upper Truck Main) Sewer -$ 100,000.00$ 400,000.00 $ 4,078,000.00 $ - $ - $ -$ 4,578,000.00$ Promenade Lift Station Sewer -$ - $ 100,000.00$ 867,000.00 $ - $ - $ -$ 967,000.00$ SR-4 & Along Willow Ave. Sewer -$ - $ 100,000.00$ 230,000.00 $ 800,000.00 $ - $ -$ 1,130,000.00$ Total 13,700,000$ 851,000 $ 600,000 $ 5,875,000$ 800,000 $ - $ -$ 21,826,000.00$ City of Hercules
Sewer CIP Summary
176
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 700,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-2047 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Sewer Fund - 420 -$ - $ -$ 700,000.00$ -$ -$ -$ 700,000.00$ -$ - $ - $ - $ - $ -$ -$ -$ -$ - $ - $ - $ - $ -$ -$ -$ Adjustment -$ - $ - $ - $ - $ -$ -$ -$ Total -$ - $ -$ 700,000$ - $ -$ -$ 700,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Inspect & Repair Sewer (System Infiltration & Inflow SSMP) Clean and video inspect sewer mains sewer mainlines throughout the City and repair/replace as needed.
The work is included in the City's Sanitary Sewer Management Plan and required by the Regional Water Quality Control Board. Infiltration and inflow of groundwater into the mains increases the inflow into the Waste Water Treatment Plant. 177
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 14,451,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-2047 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed Sewer Fund - 420 13,700,000.00$ 751,000.00 $ - $ - $ - $ - $ - $ 14,451,000.00$ -$ -$ - $ - $ - $ - $ - $ -$ -$ -$ - $ - $ - $ - $ - $ -$ Adjustment -$ -$ - $ - $ - $ - $ - $ -$ Total 13,700,000$ 751,000$ - $ - $ - $ - $ -$ 14,451,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Sycamore Ave (Lower Trunk Main)
Replace 5,500 ft. of the City's primary 24‐inch truck sewer main beginning at Duck Pond Park and ending at the influent intake to the Waste Water Treatment Plant in Pinole.
The trunk sewer, which was constructed in 1972 and has served its useful life, needs to be increased in size to a 30 ‐inch pipe to convey the in increased flows associated with build‐out of the City.
178
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 4,578,000.00$
Planning and Design: 400,000.00$
Construction Management -$
Construction: 4,078,000.00$
Equipment: -$
Contingency: -$
Total: 4,478,000.00 $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2047 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Sewer Fund - 420 -$ 100,000.00$ 400,000.00$ 4,078,000.00$ -$ - $ - $ 4,578,000.00$ -$ - $ -$ -$ - $ - $ - $ -$ -$ - $ -$ -$ - $ - $ - $ -$ Adjustment -$ - $ -$ -$ - $ - $ - $ -$ Total -$ 100,000$ 400,000$ 4,078,000$ - $ - $ -$ 4,578,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Sycamore Ave (Upper Truck Main)
Upsize 1,446 ft. of 20‐inch Gravity main to 24‐inch gravity main and 1,956 ft. of 20 and 24‐inch gravity main to 27‐inch gravity main along sycamore Ave. The extent of this project goes from Highway 80 on the upstream end to the convergence of the trunk sewer industrial LS Force main on the downstream end.
179
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 967,000.00$
Planning and Design: 100,000.00$
Construction Management -$
Construction: 867,000.00$
Equipment: -$
Contingency: -$
Total: 967,000.00 $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2047 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Sewer Fund - 420 -$ - $ 100,000.00$ 867,000.00 $ - $ - $ - $ 967,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ -$ 100,000$ 867,000$ - $ - $ -$ 967,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Promenade Lift Station
As part of the Bay Front Development Project, the Promenade Lift Station will be taken off‐line and bypassed using gravity piping. The Project includes decommissioning the Promenade Lift Station and installing 1,1200 feet of 12‐inch diameter gravity main. 180
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 1,130,000.00$
Planning and Design: 250,000.00$
Construction Management -$
Construction: 1,250,000.00$
Equipment: -$
Contingency: -$
Total: 1,500,000.00 $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027- 2047 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Sewer Fund - 420 -$ - $ 100,000.00$ 230,000.00$ 800,000.00$ -$ - $ 1,130,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ -$ 100,000$ 230,000$ 800,000$ - $ -$ 1, 130,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Repair/ Replace Sewer Lines under SR-4 & Along Willow Ave.
Replace existing main under SR‐4 between Willow and Foxboro and 2 sections of main along Willow near Sycamore.
Prior cleaning/video inspection has determined the pipes are in poor condition and should be repaired. Additional analysis during design will determine extent of repair, which appears to be full replacement.
181
Project Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Projection Projection Projection Projection Projection Projection State Gas Tax -$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ -$ 125,000.00$ Measure J Return to Source -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ State Gas Tax -$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ 25,000.00$ -$ 125,000.00$ Measure J Return to Source -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ State Gas Tax -$ -$ 700,000.00$ 700,000.00$ 700,000.00$ 700,000.00$ -$ 2,800,000.00$ Measure J Return to Source -$ - $ 150,000.00$ 150,000.00 $ 150,000.00 $ 150,000.00 $ - $ 600,000.00$ Solid Waste -$ 100,000.00$ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ - $ 500,000.00$ San Pablo Sidewalk (Future -
Unfunded) Unfunded -$ -$ -$ - $ - $ - $ 660,000.00$ 660,000.00$ John Muir Parkway Sidewalk (Future -
Unfunded) Unfunded -$ -$ -$ - $ - $ - $ 100,000.00$ 100,000.00$ ADA Transition Plan Implementation State Gas Tax Fund- 262 15,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 140,000.00$ Sidewalk and Safe Walkways General Fund 100,000.00$ - $ - $ - $ - $ - $ - $ 100,000.00$ Village Parkway Traffic Calming General Fund 100,000.00$ 22,000.00 $ - $ - $ - $ - $ - $ 122,000.00$ Total 215,000$ 247,000$ 1,075,000$ 1,075,000$ 1,075,000$ 1,075,000$ 760,000$ 5,522,000.00$ 2021 Annual Street Rehabilitation
Project - Turquoise & Future Years
Annual Restriping Project
City of Hercules
Streets CIP Summary
Annual Sidewalk Repair Program
182
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 250,000.00$
Planning and Design: -$
Construction Management -$
Construction: 65,000.00$
Equipment: -$
Contingency: -$
Total: 65,000.00 $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2 027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed State Gas Tax Fund- 262 -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ Measure J Fund- 263 -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ Adjustment -$ - $ - $ - $ - $ -$ Total -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ -$ 250,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Annual Sidewalk Repair Program
Repair public sidewalks throughout the City on an as‐needed basis.
This work improves safety for pedestrians and reduces liability. 183
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 250,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2 027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed State Gas Tax Fund- 262 -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ Measure J Fund- 263 -$ 25,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 125,000.00$ Adjustment -$ - $ - $ - $ - $ -$ Total -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ -$ 250,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Annual Restriping Project
This project restripes markings and striping on public streets including stop bars, stop legends, crosswalks, lane lines, centerlines, red cubs, etc.
Annual upkeep of markings and striping is needed.
184
Project Number: 63046
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 3,900,000.00$
Planning and Design:
Construction Management
Construction:
Equipment:
Contingency:
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2 027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed State Gas Tax Fund- 262 -$ -$ 700,000.00$ 700,000.00$ 700,000.00$ 700,000.00$ -$ 2,800,000.00$ Measure J Fund- 263 -$ -$ 150,000.00$ 150,000.00$ 150,000.00$ 150,000.00$ -$ 600,000.00$ Solid Waste Fund -$ 100,000.00$ 100,000.00$ 100,000.00$ 100,000.00$ 100,000.00$ -$ 500,000.00$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ 100,000$ 950,000$ 950,000$ 950,000$ 950,000$ -$ 3,900,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
2021 Annual Street Rehabilitation Project - Turquoise & Future Years Rehabilitate Turquoise Avenue from Cinnabar Way to Obsidian Way including in‐place asphalt recycling. The project includes traffic calming with striping.
This section of Turquoise is in very poor condition and along a downhill, wide section of road with curves. It is on a route to school. Rehabilitation the street will also allow new striping to be applied. 185
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 660,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2 042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ - $ - $ -$ -$ 660,000.00$ 660,000.00$ -$ - $ - $ - $ -$ - $ -$ -$ Adjustment -$ - $ - $ - $ -$ -$ -$ Total -$ - $ - $ - $ -$ -$ 660,000.00$ 660,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
San Pablo Sidewalk
Install sidewalk on the north side of San Pablo from Sycamore Avenue to John Muir Parkway.
This project will provide connectivity to the signal at Market Place into the new Safeway center. 186
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 100,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2 042 Total Budget Actual Budget Proposed Proposed Proposed Proposed Proposed Proposed Unfunded -$ - $ - $ - $ - $ -$ 100,000.00$ 100,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total -$ - $ - $ - $ - $ -$ 100,000$ 100,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
John Muir Parkway Sidewalk
Future Grant Funded Project
187
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 140,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2 027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Fund 15,000.00$ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ - $ 140,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 15,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ -$ 140,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
ADA Transition Plan Implementation
To be determined improvements to sidewalks, curb ramps, and traffic signals in accordance with the ADA self‐ assessment.
This work is part of the ADA Transition Plan which is a federal requirement. 188
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 100,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Funds 100,000.00$ - $ - $ - $ - $ - $ - $ 100,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 100,000$ - $ - $ - $ - $ - $ -$ 100,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Sidewalk and Safe Walkways
Repair public sidewalks and walkways using ARPA/General Funds. 189
Project Number:
Project Name:
Description:
Justification:
Projected Timing:
Estimated Start Date:
Estimated End Date:
Total Estimated Cost: Budget
Proposed Budget: 122,000.00$
Planning and Design: -$
Construction Management -$
Construction: -$
Equipment: -$
Contingency: -$
Total: - $
Funding Source: Prior Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY2 027-2042 Total Budget Carryover Budget Proposed Proposed Proposed Proposed Proposed Proposed General Fund 100,000.00$ 22,000.00 $ - $ - $ - $ - $ - $ 122,000.00$ -$ - $ - $ - $ - $ - $ - $ -$ -$ - $ - $ - $ - $ - $ - $ -$ Adjustment -$ - $ - $ - $ - $ - $ - $ -$ Total 100,000$ 22,000$ - $ - $ - $ - $ -$ 122,000.00$ City of Hercules
Capital Improvement Plan
Fiscal Years 2022-23 through 2026-27
Village Parkway Traffic Calming
For FY 21‐22 complete Village Parkway Traffic Calming per City Council Decsion Package. For FY 22‐23, add 2 pilot project speed bumps for $22,000.
Traffic calming striping and signage help slow automobiles down, but vertical deflection devices can be more effective. This would be on a pilot project basis to see if speed bumps would be effective in other areas of the city too.
190
TRUST & AGENCY FUNDS
191
Assessment District 05-01 Debt Service
Fund Summary - Fund 382
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 382,262 $ 437,262 $ Revenues
Assessment 297,724$ 229,064 $ 280,000 230,910 Interest Income 11,787 (434) 2,000 2,000 Miscellaneous Revenues - 3,313,813 - - 309,511 3,542,443 282,000 232,910
Transfers In - - - - 309,511 3,542,443 282,000 232,910
Expenditures
Salary and Benefits - - - - Contractual Services 9,454 6,215 7,000 - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 495,146 3,560,886 220,000 232,910 504,600 3,567,101 227,000 232,910
Transfer Out - - - - 504,600 3,567,101 227,000 232,910
Changes in restricted reserves
Net Annual Activity (195,089)$ (24,658) 55,000 - Ending Available Fund Balance 382,262 $ 437,262 $ 437,262 $ (Restricted for Debt Service)
This fund accounts for revenues from property tax special assessments and provides funding for bonded debt related to Reassessment District 2005-1 (John Muir Parkway). The District Bond are not general obligations of the City.
192
Taylor Woodrow Maintenance LMOD
Fund Summary - Fund 501
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 70,035 $ 70,035 $ Revenues
Charges for Services - $ - $ - - Interest Income 1,389 (6) - - Miscellaneous Revenues - - - - 1,389 (6) - - Transfers In - - - - 1,389 (6) - - Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity 1,389 $ (6) - - Ending Available Fund Balance 70,035 $ 70,035 $ 70,035 $ An agreement with Taylor Woodrow Homes, Inc. (project known as the "Hercules Village Project") was established with the former Redevelopment Agency to assist with the development. 15% of the residential units in the projects are provided to Low to Moderate Income. This fund is to be use for the benefit of the qualified buyers or affordable unit owners.
193
Other Post-Employment Benefits (OPEB) and SOMAR
Fund Summary - Fund 511
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance 3,000,208 $ 3,027,208 $ Revenues
Charges for Services - $ - $ - - Interest Income 124,144 361,114 27,000 58,000 Miscellaneous Revenues - - - - 124,144 361,114 27,000 58,000
Transfers In 108,000 60,000 60,000 60,000 232,144 421,114 87,000 118,000
Expenditures
Salary and Benefits 66,329 91,243 55,000 82,000 Contractual Services 13,381 17,593 5,000 20,000 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 79,710 108,836 60,000 102,000
Transfer Out - - - - 79,710 108,836 60,000 102,000
Changes in restricted reserves
Net Annual Activity 152,434 $ 312,278 27,000 16,000 Ending Available Fund Balance 3,000,208 $ 3,027,208 $ 3,043,208 $ (Restricted for OPEB)
This fund is to account for the optional monetary allowance for both safety and non-safety employees with an annual three percent adjustment on January 1st of each year to employees who retire as regulated by PERS and must have the minimum sick leave accrued as outlined in the Memorandum of Understanding (MOU), and OPEB Trust.
194
PRIVATE PURPOSE TRUST
FUNDS
195
Successor Agency
Fund Summary - Fund 600
Fund Description / Budget Highlights
Fund Activity
FY 19-20 FY 20-21 FY 21-22 FY 22-23
Actual Actual Budget Proposed
Beginning Available Fund Balance - $ - $
Revenues
Tax Increment (RPTTF) 9,520,566 12,019,210 9,406,000 16,935,736 Interest Income 467,441 485,135 - - Miscellaneous Revenues 75,679 80,744 - - 10,063,686 565,879 9,406,000 16,935,736
Transfers In - - - - 10,063,686 565,879 9,406,000 16,935,736
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses 1,749,807 2,773,445 1,191,000 2,635,660 Cost Allocation - - - - Capital Outlay - - - - Debt Service 4,912,580 4,754,610 8,215,000 8,187,045 6,662,387 7,528,055 9,406,000 10,822,705
Transfer Out - - - - 6,662,387 7,528,055 9,406,000 10,822,705
Changes in restricted reserves (6,113,031)
Net Annual Activity 3,401,299 $ (6,962,176) - - Ending Available Fund Balance - $ - $ - $ The Hercules' Successor Agency was established as a separate legal entity on January 10, 2012, under the City Council adopted Resolution 12-005. All non-housing funds and assets where then turned over to the successor agency who is charged with the responsibility of paying off the former Redevelopment Agency's existing debts, disposing of the former Redevelopment Agency's properties and assets to help pay off debts and return revenues to the local government entities that receive property taxes, and winding up the affairs of the former Redevelopment Agency.
196
GLOSSARY OF BUDGET TERMS
197
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GLOSSARY OF BUDGET TERMS
GLOSSARY OF BUDGET TERMS
Adopted Budget: The adopted budget is the
annual City budget approved by the City Council
on or before June 30.
Allocated Costs: Interfund transactions
that constitute reimbursements to a fund for
expenditures or expenses initially made from it but
that properly apply to another fund.
Appropriation: An appropriation is the legal
authorization granted by the City Council to make
expenditures and incur obligations for a specific
purpose within a specific time frame.
Assessed Valuation: A dollar placed on real estate
or other property by the County as a basis for
levying property taxes.
Beginning Fund Balance: Fund balance available
in a fund from the end of the prior year for use in
the following year.
Bond: A City may raise capital by issuing a
written promise to pay a specified sum of money,
called the face value or principal amount, at a
specified date or dated in the future, together with
periodic interest at a specified rate.
Budget: A plan of financial and program operation
listing an estimate of proposed appropriations or
expenses and the proposed means of financing
them, for a particular time period. The budget
is proposed or preliminary until it has been
adopted by the City Council. Hercules’ budget
encompasses one fiscal year.
Capital Budget: Annual appropriations for capital
improvement projects such as street improvements
and building construction. Capital projects are
supported by a five-year expenditure plan, which
details funding sources and expenditure amounts.
They often are multi-year projects, which require
funding beyond the one-year budget period.
Capital Projects Fund: A fund created to account
for all resources to be used for the constructions
or acquisition of designated fixed assets by a
governmental until except those financed by a
proprietary or fiduciary funds.
Debt Service: Payment of the principal and
interest on an obligation resulting from the
issuance of bonds, notes or leasing arrangements.
Department: An organizational until comprised
of divisions or programs. It is the basic until of
service responsibility that may include a broad
mandate or related activities. It is possible for a
department to have only one division.
Division: A subsection (or activity) within a
department, which furthers the objectives of the
City Council by providing specific services or
programs.
Enterprise Fund: A type of fund established for
total costs of those governmental facilities and
services, which are operated in a manner similar
to private enterprises. These programs are entirely
or predominantly self-supporting. The city of
Hercules maintains a Sewer Enterprise Fund.
Expenditures: Monies spent, including current
operating expenses, debt service and capital
outlays.
Fiduciary Funds: These funds account for assets
held by the City in a trustee capacity. The budget
does not appropriate fiduciary funds.
Fiscal Year (FY): The City’s year for accounting
and budgeting purposes, that begins on July 1 and
ends June 30.
198
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GLOSSARY OF BUDGET TERMS Full-Time Equivalent (FTE): The amount of
time a regular full time or part-time position has
been budgeted for in terms of the amount of time
an employee works in a year.
Fund: An independent fiscal and accounting
entity used to record all financial transactions
related to the specific purpose for which the fund
was created. These are four types for funds:
General, Special Revenue, Enterprise, and
Fiduciary.
Fund Balance: The amount of financial resources
available for use. Generally, this represents the
excess of assets over the sum of liabilities and
restricted reserves. For enterprise funds, it is the
excess of current assets over current liabilities.
Gann Appropriations Limit: Article XIIIB of
the State constitution was amended by Proposition
4 (Gann initiative) in 1979. Article XIIIB limits
growth in the spending of tax proceeds to tax
proceeds appropriated in the “base year” of the
1978-79 times the product of the allowable annual
percentage change in a cost-of-living factor and
the allowable annual percentage change in a
population change factor. The cost-of-living factor
is the larger of the annual percentage change in
the State per capita personal income or the annual
percentage change in the local non-residential
assessed valuation due to new construction. The
population change factor is the larger of the annual
percentage change of the jurisdiction’s population
or the annual percentage population change of the
country in which the jurisdiction is located.
General Fund: The primary fund used to account
for all revenues and expenditures of the City not
legally restricted as to use. The fund is used to
offset the cost of the City’s general operations.
Examples of departments financed by the General
Fund include the Police, Public Works and
Administrative Departments.
Grant: Contributions, gifts of cash or other assets
from another governmental entity to be used
or expended for a specific purpose, activity or
facility.
Guaranteed Investment Contract (GIC):
A contract that guarantees repayment of
principal and a fixed or floating interest rate for
predetermined period of time.
Infrastructure: Facilities on which the
continuance and growth of a community depend,
such as streets and roads, sewers, public buildings,
parks, etc.
Interfund Transfer In/Out: Monies transferred
from one fund to another. Such money is
transferred to finance the operations of another
fund or to reimburse the fund for certain
expenditures.
Internal Service Funds: These funds provide
services to City departments and recover
their costs through user charges. The Vehicle
Replacement Fund is an Internal Service Fund
managing the replacement and maintenance of the
City fleet.
Method of Accounting: The City’s General Fund
budget is developed using modified accrual basis
of accounting, with revenues being recorded when
measureable and available, and expenditures
recorded when the liability is incurred. Enterprise
funds and Internal Service Funds are budgeted
on a generally accepted accounting principles
(GAAP) basis, which for Proprietary Funds is on a
full accrual accounting basis.
Operating Budget: Annual appropriation funds
for on-going program cost, including salaries and
benefits, services and supplies, debt service and
capital outlay.
199
CITY OF HERCULES FY 2022-23 ANNUAL BUDGET GLOSSARY OF BUDGET TERMS Operating Capital Outlay: A budget
appropriation category which budgets all
equipment having a unit cost of more than $2,500
and an estimated useful life of over one year.
These are considered an operating expense and
are differentiated from capital expenditures by the
amount of money they cost. Any expenditure over
$2,500 with an estimated useful life over one year
is capitalized.
Operating Transfer: Amounts transferred
between funds; not considered a revenue or
expense. For example, legal authorized transfers
from a fund receiving revenue to the fund through
which the resources are to be expected.
Ordinance: A formal legislative enacted by the
City Council. It has the full force and the effect
of law within the City boundaries unless it is
in conflict with any higher form of law such
as a State statute or constitutional provision.
An ordinance has higher legal standing than a
resolution.
Program: A program is an activity or division
within a department, which furthers the objectives
of the City Council by providing services or a
product.
Reserve: Represents the portion of fund balance
set aside for financing future capital improvements
or the outlay of capital projects in any given year,
and addressing one-time emergency needs.
Resolution: A special order of the City Council,
which has lower legal standing than an ordinance.
Revenues: Monies received or anticipated by
a local government from both tax and non-tax
sources during the fiscal year.
Salaries and Benefits: A budget category which
generally accounts for full-time and parttime
employees, overtime expenses and all employee
benefits, such as medical, dental and retirement.
Services and Supplies: Expenditures for supplies,
materials and services which ordinarily are
consumed within a fiscal year and which are not
included in inventories.
Special Revenue Funds: These funds account
for the proceeds derived from specific revenue
sources that are legally restricted to expenditures
for specified purposes.
200