RFP - Redesign, Development and Hosting of the City of lone Website 2 Goals and Background
2.1 Project Objectives and Goals
The primary objectives and goals of the website redesign are as follows:
2.1.1 Interactive, Inviting and Engaging Website - We are seeking to redesign our website that is interactive, inviting and promotes engagement. In addition, the website should allow residents, visitors and business partners to complete their tasks quickly and easily regardless of the device they are using to access the site.
2.1.2 Purpose of our New Website - Our new website should:
• Serve the needs of all users by letting them easily find what they are seeking, providing them with access to key services on a 24x7 basis, allowing them to share information and interact with our staff • Represent or brand our community for residents, visitors, businesses and elected officials, and showcase our community in a way that highlights why this is a great place to live, visit and do business Provide a pleasant and delightful experience to all users by making it easy for them to complete their tasks or find what they want in a straightforward manner.
Focus on making content that is useful, interactive and engaging.
Promote transparency of our local government by making it easy for us to share and post information, and for our users to find and interact with the information.
• Build a foundation that can adapt and evolve as our community's needs change over the near and long-term.
2.1.3 Customer Experience - We take a broad customer-centric view of our community since we view anyone who visits our website or community as a customer. Our website is our digital front door and our goal is to focus on the needs of our customers, and on improving our interactions and engagement with our customer base. We want a partner that can help us:
• Determine and profile who our customers are
• Identify what they need and how to deliver it to them in a way that will leave them satisfied in their government's efficiency
• Build engagement in our community because of the positive feeling they developed through interactions with us.
2.1.4 Strategic Partnership - We want a vendor partner who understands the local government market, who will help guide us to where we want to be today, and
2.1.5 mmunity, and are not looking for a cookie-cutter or templated solution. O endor should employ a stratedic research-based and data-driven process
2.1.6 2.1.7
RFP - Redesign, Development and Hosting of the City of lone Website solution be able to preview the mobile view across different devices and the ability to design and customize a better user experience for mobile users k lewing us to move, hide and reorder content to create an optimized mobil
2.1.8 ccessible Site - Our new website should comply with World Wi leb Consortium's (W3C) Web Content Accessibility Guidelines (WCA
2.0 (Level AA compliance) and Section 508 of the Rehabilitation Act of 1973. In addition, the vendor should follow best practices, voluntary tandards and guidelines developed by the World Wide Wel onsortium's (W3C) Web Accessibility Initiative (WAI), and train ou users in creating accessible content.
2.1.9 Flexible Solution - The new site should build upon proven and accepted website development standards while maintaining flexibility to easily grow and add new functionality over time and with minimal cost. The solution should also accommodate existing auxiliary department sites to maintain a unique look and feel, but share overall infrastructure and features.
2.1.10 Robust Hosting Environment - we are seeking a hosted website solution that should include:
• Guaranteed uptime of 99.9% backed by a Service Level Agreement (SLA • Hosting in SSAE 16 Type II compliant data centers with redundancies for ISP providers, power and backups.
• Full disaster recovery to a backup data center with less than 90 minutes site restoration and less than 15 minutes data replication • Complete Distributed Denial of Service (DDoS) mitigation solution to detect and mitigate malicious cyber-attacks.
• Option for premium disaster recovery solution that limits potential outages to 5 minutes or less
2.1.11 Evolutionary SaaS Solution - The vendor's hosted Software as a Service (SaaS) content management solution (CMS) should be in a state of constant evolution and improvement. The annual subscription fee should cover ongoing support plus regular monthly updates and improvements to existing features of the CMS and incorporate new enhancements and features over time. This will enable us to adapt to an evolving marketplace and for our site to continually meet our customers' needs.
2.1.12 Simplify and Streamline Administration - The solution should:
• Simplify website administration, allowing users of all skill levels to update assigned sections of the website.
• Streamline business operations and reduce the amount of time that IT spends on enhancing and maintaining the site
• Be easy to maintain for our administrators and content creators
2.2 Target Audiences
Audiences served by the website will include:
2.2.1 Residents and potential residents of varying backgrounds, reading and language ability
2.2.2 Potential visitors to the community
2.2.3 Businesses operating in the community and/or businesses looking to relocate to the community
2.2.4 State/local government and non-profit agencies that support and complement our community's business
2.2.5 Elected and appointed officials
RFP - Redesign, Development and Hosting of the City of lone Website
2.2.6 Community members and organizations
2.2.7 Local and national media
2.2.8 Local school districts and students
2.2.9 Land owners and developers (resident and non-resident)
2.3 Our Current Environment
This is a summary of our existing website environment:
2.3.1 Existing Website - The existing website was launched in 2014 {give a date and some background}
Content Management - The website consists of web pages managed by two webmasters and approximately three content managers... how many people, webmasters, content managers and what system do they use} Content Strategy - Approximately (number) pages are managed through the content management system. We anticipate a significant reduction of the number of pages on the new website and would like vendors to provide best practices and possibly, additional training or consulting services, for content strategy.
Vendors should also provide best practices and suggestions for developing content with plain language standards.
Website Documents - The site contains approximately {number} documents (MS Word, Excel, PowerPoint and PDF).
Website Platform - The site has been developed with...
2.3.6 Website Hosting - The site is hosted... (where is it hosted, who hosts it, who manages the hosting, etc.}
RFP - Redesign, Development and Hosting of the City of lone Website 3 Scope of Work
3.1 Vendor Experience and Development Criteria
Preference will be given to vendors with experience developing local government websites, with special attention given to vendors' breadth of experience, references, number of years of experience and expertise of staff.
Additional development criteria include:
3.1.1 Collaborative Effort - The website will be developed through the cooperation of the City and the vendor, and facilitated under the supervision of a dedicated project management professional in the direct employ of the vendor.
3.1.2 Skilled Team - Vendor will supply a team of user experience, design and development professionals to supplement the development process led by the project manager. This team should include staff members skilled in local government website user experience, navigation and information architecture, local government website design, accessibility, and support and training of the content management system.
3.1.3 Proven Development Process - Vendor should have a proven development process and flexible timeline structure that favors the availability and time commitment of the City.
3.1.4 Proven Content Management System - The proposed content management software must be a proven platform for website development and local government website architecture. Development that is requested and approved by the City should be performed by the vendor utilizing agile software development methodologies that encourage collaboration between the developer and the City.
3.1.5 Internal Development Staff - The City prefers a vendor utilizing its own development staff rather than subcontracting pieces of the project development to additional vendors.
3.2 User Experience (UX) and Design Process
The vendor should utilize a data-driven user experience (UX) design process to gather information to complete a comprehensive redesign of the City's website.
The techniques should include the best practices of usability and user experience:
Stakeholder survey - the vendor should survey key stakeholders - elected officials, managers, content creators, internal users - from our city with the purpose of validating goals and tasks for the new
3.2.2 webint Community survey - the vendor should utilize an online community survey to gather key information about the level of satisfaction and to determine the most common tasks and potential goals of users.
3.2.3 Homepage heat mapping - the vendor should use heat mapping to collect information about every action taken on the current site to review functionality and behavior. The heat mapping should include where people have clicked, scrolled, and hovered on the page.
3.2.4 Accessibility validation (WCAG 2.0) - the vendor should analyze the accessibility of the current site and make recommendations for
3.2.5 Site analytics - the vendor should utilize historical site analytics to understand patterns and information useful to the development of the new site.
RFP - Redesign, Development and Hosting of the City of lone Website
3.2.6 Mobile usability - the vendor should analyze the current site for mobile usability and review the mobile site statistics to understand the needs of the current visitors.
3.2.7 User usability testing - usability testing allows vendor to conduct user research with participants in their natural environment to test interaction and identify issues with navigation and layout.
The result of the usability design study should be a written report with design recommendations and a wireframe version of the proposed new website that will be used to develop homepage and interior page design concepts by your design team.
The design of the website should be based on the outcome of the usability report and should be welcoming and attractive, while meeting the needs of our community. The final version of the design should be a collaborative effort between the City and the vendor, incorporating elements that effectively represent the City's brand and image through a data-driven and consultative development process.
Specifically, the design guidelines should also include:
3.2.8 3.2.9
3.2.10 3.2.11
3.2.12 3.2.13
3.3 Content Preparation, Website Development and Go-Live The vendor should define their process for preparing content, development of the actual website and preparing for the go-live date. It should be clear what will occur in each phase and identify both vendor and client deliverables.
3.4 Responsive Website Expertise
We recognize that there are two ways to build a responsive website - using responsive design and adaptive design. Responsive design provides one layout that fluidly changes depending on the size of the screen. Adaptive design has several distinct layouts for multiple screen sizes that is built for the distinct needs of that device. We are seeking a vendor partner who has experience in both approaches and who will recommend the best solution for our needs.
RFP - Redesign, Development and Hosting of the City of lone Website The vendor is expected to produce a responsive website for the City to meet the needs of users accessing the site on a variety of devices, including computers, tablets and smart phones. Vendor must have proven success in previous responsive design projects. The solution should automatically detect the screen resolution of any device and respond with a view of the site that is optimized specifically for that screen. This will ensure that all users will be able to view our site, no matter what device they are using.
In addition, the solution be able to preview the mobile view across different devices and the ability to design and customize a better user experience for mobile users by allowing us to move, hide and reorder content to create an optimized mobile view of our website.
The project is expected to include:
3.4.0 Clean visual design incorporating the City's logo and branding as identified in
3.2. 3.4.1 Responsive site creation that includes, but not limited to:
3.4.1 Creation of responsive templates
3.4.2 Creation of fluid grids
3.4.3 Navigation redesign
3.4.4 Taxonomy and site map
3.4.5 Image adjustments
3.4.6 Mobile page preview for smartphones, tablets and other devices
3.4.7 Ability to adjust or modify responsive views on individual pages or templates
3.5 Robust System Functionality
The vendor's proposed content management system (CMS) should be a web-based application that provides the core of the entire development process, being both the platform for development and the tool by which system administrators and contributors can update the new website. The CMS may feature plug-in applications or modules that enhance the functionality of the website, though core features should center around ease- of-use, flexibility and, for ongoing stability, an established information architecture and hosting environment.
The CMS must allow non-technical content contributors the following abilities:
3.5.0 Administrative Dashboard - The administrative portion of the CMS shall be accessible tor all content contributors and feature a customizable interface that displays critical shortcuts, on-site items that require attention, recent activity logs and an internal messaging system that displays administrative messages and updated information.
3.5.1 Automatic Sitemap - The CMS should automatically create and update a sitemap and on-page breadcrumbs when content is added, edited or removed from the site.
3.5.2 Content Expiration - Notification of expiration of site content shall be received by content owners through notifications available via the CMS, including a dashboard administrative display and e-mail notifications. The dashboard should also detail the dates for when specific content was last updated and allow for notifications when certain time periods are reached.
3.5.3 Content Management - A way to add, edit and move content directly on an assigned webpage without the need to utilize or be trained on a back-end administrative system (i.e., HTML).
3.5.4 Content Preview - Content publishers must have the ability to preview changes prior to publishing on the site.
3.5.5 Content Scheduling - Content added to the site, whether as part of page content or additions to plug-in applications or modular elements shall feature delayed posting
RFP - Redesign, Development and Hosting of the City of lone Website and automatic expiration abilities.
3.5.6 Hyperlinking - Users who wish to add simple links - either internal or external - should be provided with an option to do so through an automatic hyperlinking
3.5.7 Menu Updates - Content publishers should be able to add and update menu items if assigned the appropriate permission level.
3.5.8 Online Help and Training Videos - 24/7 access to support materials including, but not limited to: online training manuals, support FAQs, customer support forums, instructional videos, informational newsletters, informational and support-driven webinars (live and archived), request forms, online education courses and support- related updates through common social networking mediums.
3.5.9 Page Templates
3.5.1 Content publishers must have the option to use pre-created page templates to assist in the formatting and development of new content.
3.5.2 Content publishers should have the ability to place widgets or content blocks on page templates that serve specific purposes and streamline the template building process. Widgets can represent any key function such as calendars, directory, e-notification, FAQs, search, etc. Widgets should have settings to customize their look and function to meet specific needs.
3.5.3 Content publishers must have the option to share templates with and use templates from a wider community pool which shares consistent page development.
3.5.10 PDF Conversion - Ability to convert documents to PDFs via an included PDF conversion tool.
3.5.11 Spell Check - Editor should include spell-check functionality.
3.5.12 Support Access - Trained content creators of the CMS shall have access to live support via e-mail or phone during vendor's normal business hours.
3.5.13 WYSIWYG Editor - The CMS must have an advanced WYSIWYG rich text editor for content additions and updates that, while allowing flexibility for higher-end content contributors, is simple and straightforward, giving basic content contributors a basic set of fewer options to alter established site styles.
The system shall also include the following features for use by administrative users:
3.5.14 Approval Workflow - The ability to manage administrative access to the site through a permission system that defines in-system rights and workflows including workflow, assign the workflow to content groups and content types, and assign users to workflow rules. The system should support three or more approval levels.
3.5.16 Content Categories - Administrators shall have the ability to create content categories within CMS applications and modules and edit the parameters for ability to add new banners and on-site graphical elements and assign those elements
3.5.19 Login History - A separate history report detailing user login history, including the
RFP - Redesign, Development and Hosting of the City of lone Website user type, the date and time of the attempted login, the IP address of the user and whether or not the login attempt was successful.
3.5.20 Menu Administration - Administrators shall have the ability to add, edit, update and move menu items, affecting overall site structure and organization.
3.5.21 Permissions - The permission system shall be divisible into both user administration and group administration, allowing permission levels to be attributed to groups to which users can be added.
3.5.22 User-friendly URLS - System should allow for creation of user-friendly URLs
3.6 System Administration
3.6.0 Broken Link Review - An administrative center for reviewing quality assurance, including detailing broken links on the website, including the referring page location so that links can be corrected
3.6.1 Dynamic Menu Structure - A dynamic menu structure, with the ability to easily add, edit, move and delete menu items in multiple structural areas of the site.
3.6.2 Infinite Menu Levels - An infinite menu level system that allows the addition of an unlimited number of menu levels by the City.
3.6.3 Infinite Page Structure - An infinite page structure system that allows the addition of an unlimited number of pages by the City.
3.6.4 SSL Certificate - If necessary, one or more SSL certificates to encrypt data contained in site transmissions.
3.6.5 Website Analytics - An administrative center for reviewing, filtering and exporting overall website statistics, including the ability to view statistics by page or section and presenting the information in a graphical representation.
3.7 CMS Core Features
3.7.0 Accessibility Add-ons - Accessibility software embedded in the website that offers users access to larger fonts and audible content
3.7.1 Active Directory Integration - The solution should have Active Directory integration for authentication
3.7.2 Advanced Site Search - Provide an internal site search that:
3.7.1 Users should be able to sort search results by date, content, title or relevance; users should be able to filter by type of content and easily apply advanced search techniques, such as Boolean, if desired.
3.7.2 Administrators should be able to tune the search results by using synonyms for common words or terms, and promote pages through the
3.7.3 Search functionality should search web content as well as the contents of files (PDFs, Word Documents, etc.)
apabilities to ease in migration and to reduce the amount of data re-entry, ar Pls should be defined for key component
3.7.4 Apply for Permits - Solution should have the capability for citizens to apply for permits and the ability to electronically track the different stages of the application process. Ability to integrate this process with the CRM managed processes already
3.7.5 Blogging - Solution should allow the creation of multiple blogs to be used by different individuals or departments within our organization. Blogging functionality should include the ability to tag or categorize posts, include a calendar and
RFP - Redesign, Development and Hosting of the City of lone Website commenting functions.
3.7.6 Business Directory - Solution should have a local business directory that can be used to promote local industry and businesses. The directory should be an interactive index which can include name, address, link, photo, etc. Business information should be able to be entered by our staff, submitted by the business (subject to approval), or imported from another source.
Calendar - Users should have quick and easy access to add, import, export and update calendar listings, with editing methods available through a direct, front-end interface or a robust back- end interface.
3.7.8 Citizen Request Management Tool - Solution should have a citizen request module that allows citizens to submit requests using quick and easy forms and provides online progress tracking. Administrative side of solution should allow for creating rule-based workflow and automatic deadline notification.
3.7.9 Contact Us Form - Capability for citizens to contact City staff through the use of a "contact us" form on the site for each division and department.
3.7.10 Department/Division Pages - A-Z Guide and Department/Division pages for navigating the site will be available, but as a secondary option; primary site organization will be citizen centric and function based
3.7.11 Document Archive - A document archive for specified categories of documents with built-in filtering abilities and search capabilities.
3.7.12 Document Storage - An on-site document storage application with unlimited levels of folders, providing centralized storage of any type of file.
3.7.13 E-Notifications - Want a tool that provides a sign-up box allowing users to add their email addresses to receive important notices. Users should be able to set their preferences and should have their sign-up validated via a confirmation email.
Functionality should be integrated with calendar, job postings, news, and RFP postings.
3.7.14 E-Newsletter - Solution should have E-newsletter tool functionality.
3.7.15 Embedded Audio/Video/Media and Social Media - Easy embedding of audio, video, media and social-networking applications with associated embed codes
3.7.16 Emergency Alert - Solution should have an easily visible and changeable emergency alert notifications that link to critical on-site information.
3.7.17 Emergency Home Page - Solution should have ability to create and easily swap out home page for emergencies, voting results or other short-term purposes
3.7.18 Event Calendar - An event calendar application that allows an unlimited number of calendar categories or types to be added to the site, with an unlimited number of items allowed to be added within each individual category. The following features should also be available:
3.7.1 Capability to set up calendar events as single or recurring events, with options for daily, weekly, monthly or annual recurrences.
3.7.2 Calendar events shall provide space for full descriptions including the ability to post images, tables and video within the description.
3.7.3 The site visitor shall be able to view calendars by a list of events, a
3.7.4 Calendars shall be filterable by category, a start date and an end date, with the ability to search for keywords.
3.7.5 Ability for site visitors to subscribe to updates from individual calendar categories through e-mail (HTML or plain-text) or SMS text messages.
3.7.19 Endin Registration - Capability for citizens to easily register for events, classes Reaistration tor appointments must be
secure so that registrant information is not publicly available. Ability to pay online for
RFP - Redesign, Development and Hosting of the City of lone Website events that have a cost associated with them.
3.7.20 Extranet - The solution should have the capability to deliver an extranet or password protected area of the website available only to those users approved to access secure content.
3.7.21 Facilities Reservation - Solution should have an online reservation function to make it convenient for visitors and residents to schedule local facilities.
3.7.22 FAQ Tool - Solution should have a FAQ application that allows an unlimited number of FAQ categories or types to be added to the site, with an unlimited number of items allowed to be added within each individual category.
3.7.23 Form Creator - Solution should have an online form development tool for the City to develop interactive forms:
3.7.1 Ability to have unlimited categories of forms, with an unlimited number of forms in each category.
3.7.2 Ability for citizens to complete and submit forms electronically.
3.7.3 Method by which form data is stored in a database and can be exported in a usable format from the CMS.
3.7.4 Capability to merge forms with other applications of the CMS.
3.7.5 Ability to customize forms for other applications of the CMS and tie directly into those tools
3.7.6 Ability to customize forms to accept and process payments through integrated e-commerce functionality with or without the need to connect to a third-party software source
3.7.6.7 Ability to import items from forms available via third party sources (state agencies) and replicate on City forms.
3.6.24 GIS Mapping - Ability to integrate with the City's GIS mapping applications.
3.6.25 HTML Code - The solution should have the capability to view the HTML code of any individual page and directly add or alter the code as necessary.
3.6.26 iFrame Functionality - The solution should have iFrame functionality to seamlessly embed other documents within any HTML page. Examples of embedded content include videos, third party applications, Slideshare documents, etc.
3.6.27 Image Management - Image management tools for the addition of images to on-site content through web pages and modular elements associated with the CMS.
3.6.27.1 Image editing abilities on uploaded images, including the ability to change
RFP - Redesign, Development and Hosting of the City of lone Website and security of our internal data. The intranet solution should leverage the same content management system and allow us to share content easily with our public website without having to duplicate data. The intranet should contain the following:
document storage, news, calendar, forms, staff directory and workflow. We understand that the intranet may include an additional setup and maintenance fee, and is not necessarily in the current scope.
3.6.29 Job Posts - One of the most popular pages on most local government sites is the job posting page. The solution should have a component to simplify the job posting process to reduce overall HR administrative time and costs. Users should be able to filter available positions by category, type of position, posting date and salary.
Administrators should be able to define categories and classification of job posting.
3.6.30 Job Application Manager - The solution should have a module that helps government hiring managers save time by streamlining and simplifying the creation, customization and management of online job applications. Functionality should include the ability to create application questions, mark questions as sensitive and encrypt answers, email templating to send customized notifications to applicants, personalized login accounts for job seekers to view the status of their application, and filter capabilities to create and view application lists on date, status and other parameters.
3.6.31 Language Translation - Solution should have functionality to have multiple language translations. Specifically, we would like to include the following languages in our solution: Spanish.
3.6.32 Mapping - Solution should include image mapping tools to create clickable maps or images with multiple hyperlinked points.
3.6.33 Mega Menus - The solution should provide capability to design and develop fully- customizable mega menus, including options to define the number of levels of navigation, columns and the ability to place widgets (images, content and calendars) on the menu. Mega Menus should be unique to each main navigation item.
3.6.34 Meetings Manager - The solution should have a module that allows staff to efficiently manage council and commission meeting process including the ability to submit meeting agenda items, build agendas and log minutes. Functionality should include the ability to create different types of meetings and items, customizable approval workflows and an agenda builder with drag-and-drop feature to organize and finalize an agenda.
3.6.35 Mobile Design Editor - While responsive design should make our site viewable across all devices, there may be times where we will want to adjust content to make it easier to read and to improve usability on smaller screens. The solution have the ability to preview, design and customize a better user experience for mobile users by allowing us to move, hide and reorder content to create an optimized mobile view of our website.
3.6.36 News Posting - The solution should have the ability for use to post press releases, features stories and "what's new" content on the site. News content should have an auto archiving functionality to archive posts after a certain time frame. The News should also have RSS feeds automatically available if desired by website visitors.
3.6.37 Online Payments - The solution should have an integrated online payment functionality where transaction information can be directly transmitted securely to a third-part vendor who would then process the credit card or e-check, and remit the funds into a specific bank account. Transactions should be logged into a local database for reconciliation and reporting purposes. For security purposes, credit card and confidential financial information should not be stored on the system. The solution should integrate with online forms
3.6.38 Online Polling - The solution should have the ability to create and provide a poll
RFP - Redesign, Development and Hosting of the City of lone Website on the website. Depending on the poll settings, the poll will appear on the public website inside a polls widget. The functionality should include the ability to add, edit, import, export and copy the poll. The admin should be able to define poll categories and capture/display poll results.
3.6.39 Photo Slideshows - Creation of slideshows using multiple images and common tools found in the image management portion of the website CMS. This includes the ability to alter the order, speed, transition type, duration and layout of on- site slideshows.
3.6.40 Remote Login and Update - Secure access for employees to work remotely and/or update the site through the use of a mobile device
3.6.41 RFP Posts - Should include an RFP postings where RFPs can be posted along with amendments and updates. RFPs should be schedulable and should have the capability to automatically expire on a certain date to ensure that the site is always up-to-date.
3.6.42 RSS Feeds - Solution should have feeds to keep users and subscribers up-to-date on important events, news and announcements from the website. Users should be able to subscribe from any RSS reader.
3.6.43 Service Directory - A service directory organizes the functions of an organization instead of departments. This is key to serving the needs of the community by letting users search by topic or services. The service directory should allow users to search by keyword and should filter by category.
3.6.44 Single Sign-on - Should have a component where registered users can log in, view and update their information, all from their dashboard. Registered members can be added through the CMS, imported from a spreadsheet or users can add themselves via the frontend user interface.
3.6.45 Social Media Integration - Integrate Twitter and Facebook feeds and other social tools, including the ability to comment on specific pages and/or events through social media
3.6.46 Social Media Posting - Should be able to post to Twitter and Facebook directly from the CMS for news, events and blog posts. The functionality should include the ability to customize messages and images in the post, schedule posts for any time, post to multiple accounts and track posts in a calendar or list view.
3.6.47 Staff Directory - A staff directory with unlimited levels of divisions, departments and groups, with options for expanded staff biographies and images; e-mail addresses associated with directory listings shall be automatically obscured from automated methods e-mail collection.
3.6.48 Streaming Video Center - Provide capability for storing video for up to 25 meetings per year with an average of 4 hours per meeting, and 120 hours of specialty content per year.
3.6.49 Tagging - Ability to tag any content and search, sort or view based on those tags.
3.6.50 Third Party Integration - Ability to integrate with existing 3° party applications
3.6.51 User-centered Content - Organization of the site content will be functional and user-centered for ease of use by citizens and business.
3.7 Ongoing Services
We are interested in understanding the ongoing services that you provide to all customers, such as:
3.7.1 Access to On-Demand Training Library - Do you have an on-demand library of training videos and materials?
3.7.2 Annual Consulting Hours or Credits - Do vou offer a certain number of consultir ours as part of the base annual fee? Can these consultina hours be used each i help us keep our website fresh and engaging? For example, we may have some mini- projects such as creating or redesigning buttons, refreshing images, etc.
RFP - Redesign, Development and Hosting of the City of lone Website
3.7.3 Free Website Re-Design - Do you offer a free site refresh at the end of our 4-year contract? What is included in the free re-design?
3.7.4 Training and Best Practice Webinars - Do you offer regular training and best practice webinars? Are these webinars recorded and viewable at a later date?
3.8 Technology/Platform Requirements
3.8.1 Browser Support - The City is looking for the new website to support mobile and desktop versions of Apple Safari, Google Chrome, Microsoft Internet Explorer and Edge, and Mozilla Firefox. The site should support all versions of the browsers that have been released within the last 5 years.
3.8.2 DDoS Mitigation - The hosted solution should protect the website against Distributed Denial of Service (DDoS) and other cyberattacks, and should be able to detect and mitigate malicious traffic within seconds. The solution should have smart- detection technology that can identify the source and analyze the behavior of the attack.
Disaster Recovery - In the event of any outage impacting the primary data center, the hosting solution must have a disaster recovery or backup data center where our website visitors will continue to be able to access our site. The Recovery Time Objective (RTO) should be 90 minutes or less and the data replication (Recovery Point Object or RPO) should be 15 minutes or less.
Hosting Data Center and Backup Data Center - The hosting platform must be in a certified data center (SSAE 16 Type II Compliant) with multiple layers of security access, redundant ISP providers, backup power and redundant generator, and firewall protection.
3.8.5 Page Load Time - The solution should ensure that pages load on an average of
1.5 seconds of less.
3.8.6 Programming Experience - Explain your firm's experience with other programming capabilities that would be useful in developing websites.
3.8.7 Responsive CMS Recommendation - The City is looking to have the vendor recommend a content management system. Explain your firm's experience utilizing recommended CMS in designing responsive websites.
System Uptime Guarantee - The hosting platform should have a guaranteed uptime of 99.9% and be backed by a Service Level Agreement (SLA).
Third Party Plugins - The City will allow the vendor to use third-party plugins where appropriate as potential solutions for a requirement.
3.8.10 Web and Database Servers - Preference will be given to vendors that split website management between web servers and SQL database servers in order to optimize load time and efficiency in the hosting environment.
3.9 Maintenance and Support
The vendor's CMS, including all features and modular applications associated with the CMS, must have qualified and available support included as a part of ongoing services to maintain the CMS, using guidelines, structures and materials meeting the following criteria:
3.9.1 Account Reviews - Do you provide regular account reviews of our website, including helping us analyze our website analytics, reviewing our use of graphics and determining the overall health of our website?
3.9.2 Ongoing User Training - Do you provide free ongoing training to new and existing users?
3.9.3 Online Training Videos - An online repository of training videos for the purposes of fully training new staff members or retraining existing staff members.
3.9.4 Support - The vendor shall provide access to live support available via e-mail or
RFP - Redesign, Development and Hosting of the City of lone Website phone during vendor's normal business hours. The support team must be fluent in the functionality and uses of both the content management system's features and associate applications and modules. Is your technical support unlimited and do we have a dedicated support manager?
3.9.5 Support Materials - 24/7 access to support materials including, but not limited to:
online training manuals, support FAQs, customer support forums, instructional videos, informational newsletters, informational and support-driven webinars (live and archived), request forms, online education courses and support-related updates through common social networking mediums.
3.9.6 Support Service Level Agreement - In all submitted proposals, vendors shall be able to produce a Service Level Agreement that details guarantees of customer support as well as a service escalation process.
Training and Best Practice Webinars - Do you regularly provide free training webinars focusing on functionality, best practice and industry trends? While website content updates are to be managed by the City through the CMS, vendor must commit to regular maintenance and updating of the CMS and associated applications for the purposes of keeping the existing software up-to-date as well as introducing new functionality and applications.
Vendor shall commit to:
3.9.8 CMS Development Process - An internal process dedicated to reviewing new technologies and implementing development projects in order to provide a more robust CMS with additional features and applications.
3.9.9 CMS Improvements - Regular maintenance of the CMS to improve existing functionality and, when appropriate, take the City's requests into consideration.
3.9.10 CMS New Features - We want our vendor to continue to upgrade and bring new functionality to their CMS. Explain how you provide regular upgrades to your solution that strengthen and update the CMS's functionality and associated applications.
3.9.11 Software Service Level Agreement - In all submitted proposals, vendors shall be able to produce a Service Level Agreement that details guarantees of upgrades and the dedicated process for improving the software purchased by the City.
3.10 Optional Services
Although we have identified specific requirements, we are also interested in your ideas for the approach of redesigning the style of the City's website. We encourage respondents to consider and propose alternative solutions and recommendations. We are particularly interested in specific web functionality that your company may have already developed and deployed for other customers, including:
3.10.1 Accessibility Consulting - Do you offer any assistance with helping us comply with accessibility issues and creating accessible content?
3. 10.2 Advanced Design Options - Do you offer any advanced design options that would deliver cutting-edge or unique design patterns, such as video background, anchor scrolling, parallax scrolling or tiles/cards?
3.10.3 Advanced Website User Experience Analysis - Do you offer any advanced services to provide an in-depth analysis of our user's needs and expectations?
3.10.4 Advanced Training - Do you offer any advanced training or onsite training options beyond the base package? Or do you offer an annual refresher training for existing and new users who may have missed the original training?
3.10.5 Content Strategy - Do you offer any advanced training or assistance to help us with managing our content, working with users to write in the plain language style or review our existing content?
RFP - Redesign, Development and Hosting of the City of lone Website
3.10.6 Customized Mobile Design - Do you offer a customized mobile design that mimics a smartphone application?
3.10.7 Dedicated Account Manager - Do you offer an option to have a dedicated account manager to contact for any support issues?
3.10.8 Departmental Branding - Do you offer any separate packages or services that will allow us to have different design themes or subsites for some of our key departments or related entities? Some differentiators would include department logo in header, unique color scheme and background, separate font style, custom page templates, custom wireframe, new custom widgets, separate navigation and menus, different header and footer configurations, standalone search and separate Google analytics.
3.10.9 Health Check Analysis - Do you offer any ongoing services to help us monitor the health and usefulness of our site?
3.10.10 Homepage Themes - Do you offer the ability to present users with alternative home page options, that change by season or time of day?
3.10.11 Intranet - Do you offer an separate intranet option that we could install behind our firewall, but let us leverage our knowledge of your CMS while sharing key data and information?
3.10.12 Monthly Office Hours - Do you offer monthly office hours where we can call in during a set time to get answers to non-critical issues?
3.10.13 New User Training Webinars - Do you offer scheduled or periodic training webinars for new users?
Premium Disaster Recovery - Do you offer a premium disaster recovery solution beyond your base package that would give us 99.99% uptime guarantee and less than 5-minute recovery time?
3.10.15 Site Analytics Reporting - Do you offer ongoing assistance with helping us analyze our site statistics and recommending changes to make sure our website continues to meet our users' needs?
4 Evaluation of Proposals
4.1 Evaluation of Submitted Proposals
The City intends to conduct a comprehensive, fair and impartial evaluation of proposals received in response to this RFP. All proposals that are properly submitted will be evaluated using the evaluation criteria listed below. All proposals that are properly submitted will be evaluated by the Evaluation Committee that will make recommendations for the award.
RFP - Redesign, Development and Hosting of the City of lone Website
4.2 Evaluation Criteria
{define your evaluation criteria, here is a typical explanation of evaluation criteria} This set of criteria will be used to evaluate each vendor's proposal. A contract will be awarded to the vendor that best satisfies the overall requirements of the RFP.
Each proposal will be evaluated based on the level of creativity, differentiation and measurability, listed in order of importance:
4.2.1 Long-term Strategic Outlook and Partnership (xx%)
4.2.2 Management Qualifications (xx%)
4.2.3 Approach to Website Redesign (xx%)
4.2.4 Local Government Experience and Capacity (xx%)
4.2.5 Client List and References (xx%)
4.2.6 Features and Function of CMS (xx%)
4.2.7 Technical and Hosting Expertise (xx%)
4.2.8 Pricing (xx%)
4.3 Evaluation
Proposals will be distributed to the members of the Evaluation Committee for evaluation utilizing the criteria set forth above.
4.4 Interviews and Demonstrations
{define your selection and interview/demonstration process}
4.5 Recommendation for Award
After the interviews have been conducted, the Evaluation Committee shall recommend to the IT Director the Successful Vendor, based on the outcome of the interview process.
The IT Director reserves the right to make an award, notto make an award, or to cancel this RFP either before or after the date of the RFP response deadline.
4.6 Contract Discussions
Upon approval by the committee, the City shall enter into contract discussions with the Successtul Vendor. If the terms and conditions of a contract cannot be successfully established within a reasonable amount of time (as determined by the City), then contract liscussions will be terminated and contract discussions with the next highest-rankin /endor will commence. Negotiations shall continue at the sole option of the City until contract is signed and approved, or all proposals are rejected, and the RFP is withdrawn.
4.7 Notice of Award
All vendors submitting a response to this RFP will be notified in writing of the award of a contract if and when an award is made. If no award is made, all vendors will be notified accordingly. For the purposes of this RFP, an award shall be deemed to have been made upon the completion of contract negotiations.
5 Vendor Qualifications and Obligations
All questions contained in this RFP must be answered. Failure by a vendorto answer all questions may result in the proposal being rejected
5.1 Documents to Be Submitted
Vendor must submit the following information to be considered (include the corresponding item number with each response):
RFP - Redesign, Development and Hosting of the City of lone Website
5.1.1 Executive Summary
5.1.1.1 Summarize on one page or less the key products and services you are proposing Explain which RFP requirements these products are intended to meet and the benefits if we use these products and services.
5.1.2.2 Summarize your overall strategy and approach for delivering web redesign and development projects.
5.1.2 Corporate Profile
5.1.2.1 Provide a brief overview of your firm's history and philosophy.
5.1.2.2 State the year the vendor started in the business of selling CMS solutions and web design services.
5.1.2.3 Where is the vendor company's headquarters located?
5.1.2.4 Describe the process of how your company works with remote customers.
5.1.2.5 Provide the total number of vendor's employees and the number of employees in user experience and web design.
5.1.2.6 List the vendor's sales in the previous four years
5.1.2.7 Specify the number of public sector vs. private sector clients.
5.1.2.8 Indicate whether the business is a parent or subsidiary.
5.1.2.9 What percentage of revenues does this offered product represent to your company versus other products and/or services?
5.1.2.10 Indicate if the company incurred an annual operating loss in the last 5 years.
5.1.2.11 Has the company had a workforce reduction during the past 5 years?
RFP - Redesign, Development and Hosting of the City of lone Website
5.1.3 Vendor System Information
5.1.3.1 For hosted solutions, describe your hardware and software configuration as Attachment A
5.1.3.2 Describe the architecture, languages and tools used to develop your proposed solution.
5.1.3.3 Provide details on the licensing requirements and a copy of software license agreements as Attachment B in your response.
5.1.3.4 Describe your DDoS Mitigation solution.
5.1.3.5 Describe your disaster recovery solution, including Recovery Time Objective (RTO) and Recovery Point Objective (RPO).
5.1.4 Services and Implementation
5.1.4.1 Provide an in-depth list of your firm's capabilities.
5.1.4.2 Explain your firm's experience in developing responsive websites.
5.1.4.3 Describe your organization's experience with implementing multi-lingual websites.
5.1.4.4 Describe your process for website redesign, including how you apply user experience techniques to understand the uniqueness of our community and users
5.1.4.5 Identify what uniquely distinguishes your offering from your competitors.
5.1.4.6 Describe your experience in implementing public sector and local government market solutions.
5.1.4.7 Describe your implementation approach, project management tools and methodologies for the proposed solution.
5.1.4.9 Submit a detailed implementation plan which will address requirements, customizations, content migration, implementation schedule, delivery milestones and responsibilities for each party as Attachment C in your response.
RFP - Redesign, Development and Hosting of the City of lone Website
5.1.4.10 Describe any optional services that could be included with our solution:
• Advanced training
• Content strategy
• Departmental branded pages
• Intranet
Premium disaster recovery
Site health checks
• Site analytics reporting
• Site improvement credits
• Separate sub-sites
5.1.5 Client Examples
Provide three examples of responsive websites your firm has developed. Clearly explain the design objectives, the outcome and whether your firm managed the entire site or specific modules or applications within the site
5.1.5.2 Provide three client references in your proposal, including a current contact name, organization name, phone number and email.
5.1.6 Project Team
The success of the design and implementation depends on several factors ncluding experienced project management, a planned approach anc coordination of content population. The selected vendor must provide al experienced project manager to lead the implementation process.
5.1.6.2 Define the process, project management and team structure that would execute this type of solution.
5.1.6.3 Define the interim project reviews you will utilize to gain team, management and key stakeholder buy-in and approval to move to the next phase of the project.
5.1.6.4 Define and describe the team members that would execute a project for the City.
Identify their experience, roles and length of time with your organization. Specify the primary point of contact.
5.1.6.5 Define how your process manages or mitigates client changes throughout the life of a project.
RFP - Redesign, Development and Hosting of the City of lone Website
5.1.7 Documentation
5.1.7.1 Provide a list of the technical documentation the vendor will provide prior to the
5.1.7.2 How often is documentation updated?
5.1.7.3 Is online assistance available with your system?
5.1.8 Training
5.1.8.1 Describe the training that accompanies the system implementation.
5.1.8.2 What types of training materials are provided?
5.1.8.3 Do you offer on-site training?
5.1.8.4 Do you offer train-the-trainer classes?
5.1.8.5 Describe your training staff's qualifications and experience.
5.1.9 Software Support and Maintenance
5.1.9.1 Describe the software support/maintenance programs available.
5.1.9.2 Does the maintenance program include all future software upgrades?
5.1.9.3 Describe the hours of support you provide? Where is it located? Is it staffed by your own employees or is it a third-party facility? Briefly discuss technical support staffing numbers, staff experience, etc
5.1.9.4 Describe your service call escalation policy.
5.1.9.5 What are recommended client staffing requirements for ongoing support of the proposed solution? Discuss in terms of full-time equivalents (FTEs).
5.1.9.6 Do you have a guaranteed uptime? Describe your service level agreement for uptime.
5.1.10 Warranty
The City requires that a warranty be included with the proposed solution.
5.1.10.1 Describe the warranty offered with your proposed solution.
RFP - Redesign, Development and Hosting of the City of lone Website
5.1.10.2 Do the same support commitments apply during the warranty period as during the maintenance contract period?
5.1.11 Costs
The City prefers a firm quote on the full website redesign, development and hosting. Given that statement, we also want to insure a competitive bid from each potential vendor.
If your firm prefers to provide a firm quotation covering only certain phases of this type of project, ensure that each phase is fully and clearly described and is denoted as a firm or budgetary quotation. At minimum, it is required that each vendor provides a budgetary proposal for the full scope of the work described in this RFP.
Provide detailed pricing information for the proposed solution. Include list prices and discounted prices. Only include licenses as required for the different roles of users (administrator, view only, etc.). Break pricing down by project phases if appropriate.
Services and Support Costs
5.1.11.1 Implementation of Web Site Design
5.1.11.2 Implementation Services
5.1.11.3 Training Services
5.1.11.4 Software Support and Maintenance
5.1.11.5 Hourly billing rates for each job classification that will or could beutilized during the project and/or post "go-live".
Other Services and Costs (Specify)
Ongoing Costs
5.1.11.7 Annual Hosting or Subscription Fee
5.1.11.8 Hourly Rates for custom development
5.1.11.9 Other ongoing costs
Optional Costs
Provide a brief description and cost associated with options provided under section
5.2 Pending Litigation
Vendors must list and summarize all pending or threatened litigation, administrative or regulatory proceedings or similar matters. The Successful Vendor shall have a continuing obligation to disclose any such actions during the period of this RFP process and any contract resulting from this RFP.
RFP - Redesign, Development and Hosting of the City of lone Website 6 Submission Format and Delivery Requirements
6.1 Proposal Response Delivery
{describe how vendors should delivery the proposals - email or hard copy mailed, FedEx'd, etc. }
6.2 Date and Hour of Submission
Response must be received on or before {date) at {time}. Any proposal that has not been received at the above address by {time} on date} shall be disqualified from further consideration.
6.3 Acceptance or Rejection of Submissions
The City reserves the right to reject any or all proposals, to waive technicalities or irregularities and to accept any proposal it determines to be in the City's best interest. The acceptance of any proposal submission shall not in any way cause the City to incur any liability or obligation to vendor, financial or otherwise. The City may cancel the RFP in whole or part without making any award at its sole discretion, without any liability being incurred by the City to any vendor for any expense, cost, loss or damage incurred or suffered by the vendor as a result of such withdrawal.
6.4 Costs for Document Development
Costs for developing the response to this RFP are entirely the responsibility of the proposing party and shall not be chargeable in any manner to the City. All Vendors agree to provide all such additional information as, and when, requested at their own expense.
No vendor in supplying such information shall be allowed to change the pricing or other cost quotations originally submitted.
6.5 Proposal Validity
A proposal submitted in response to this RFP is irrevocable for 90 days from the date of submission. The City reserves the right to withdraw a bid acceptance at any time if in the opinion of the City the vendor is unwilling or unable to enter into a form of contract satisfactory to the City. Acceptance will be defined as the City selecting you as our provider of service for the intent of negotiating a contract for services.
6.6 Contract Evaluation and Award
The City reserves the right to execute any of the following options:
• Issue no contract award for any of the services described within this RFP.
Award all services to one vendor.
• Issue contract awards for any combination of services and vendor, either all or part of the business as the City sees fit.
• The (entity} is not obligated to accept the lowest price or most technologically advanced proposal.
The (entity) has no obligation to reveal the basis for contract award or to provide any information to vendors relative to the evaluation or decision-making process. All participating vendors will be notified promptly of bid acceptance or rejection.
RFP - Redesign, Development and Hosting of the City of lone Website 7 Contract Negotiation and Execution
It is the intent of the City of lone that after the successful vendor has been selected, the City and the selected vendor will enter into contract negotiations containing all terms and conditions of the proposed service. Any acceptance of a proposal is contingent upon the execution of a written contract and the City shall not be contractually bound to any bidder prior to the execution of such written contractual agreement. The contents of the bid submitted shall become part of the contractual obligation and incorporated by reference into the ensuing contract. The contract with a successful vendor will include penalties for non-performance and failure to meet the proposal implementation schedule.
Contract execution is contingent upon approval by the City's Governing Body.
7.1 Proposal Submission Certification
By submitting a proposal, vendor certifies that he or she has carefully examined all the documents for the project and has carefully and thoroughly reviewed this RFP, and understands the nature and scope of the work to be done and the terms and conditions thereof. The vendor further agrees that the performance time specified is a reasonable time.
7.2 Insurance Requirements
The acceptance of a bid proposal is contingent on vendor providing satisfactory proof that the vendor has adequate insurance coverage. It is in the {entity}'s sole discretion the amount of insurance coverage required for the period of work under this contract.
Agenda Item
DATE: June 7, 2022
TO: Mayor Epperson and City Council
FROM: Michael Rock, Interim City Manager
Julie Millard, Management Analyst
SUBJECT: Swimming Pool Management Agreement between City of lone and Amador County Recreation Agency (ACRA) for operations of the lone swimming pool.
RECOMMENDED ACTION:
1. Approve a one-year Swimming Pool Management Agreement with ACRA for operations of the lone swimming pool.
2. Authorize the Interim City Manager to sign the Swimming Pool Management Agreement between the City of lone and ACRA for the 2022 pool season.
FISCAL IMPACT:
The total not-to-exceed amount for this agreement is $20,000. If ACRA anticipates this amount will not allow them to provide all services outlined in this agreement through the end of the term of this agreement, ACRA will request additional compensation in writing to the Interim City Manager.
BACKGROUND:
The City of lone (City) has contracted with ACRA to manage pool operations at the lone swimming pool since 2014.
Under the proposed agreement, ACRA will be responsible for the following:
• Hiring, scheduling, and supervising all lifeguards, pool management, and program personnel. The parties recognize that all such staff shall be employees of ACRA and not the City.
• Providing finger printing services, qualification research, and determination of all lifeguard staff.
• Being responsible for daily maintenance of the pool area, including sweeping, garbage pick-up, related janitorial work, sweeping algae off the pool sides, and maintaining proper water levels.
• Insuring that that pool deck is clear of any pool equipment when pool is open for use.
• Being responsible for daily chlorine and PH testing.
City staff will be responsible for the following:
• Providing primary maintenance of the pool, including pumps, filters, and facilities. • Being responsible for purchasing and providing bathroom supplies. • Vacuuming the pool on a weekly time schedule or more often if needed and requested.
• Applying the necessary chemicals to maintain proper chlorination.
The term for the 2022 Swimming Pool Management Agreement is June 1, 2022 through September 2, 2022.
Staff would like Council to note that there is one clause in the draft agreement that is currently being negotiated with ACRA and Amador County. Specifically, previous pool management agreements did not include language that outlined that the City receives a portion of the revenues from pool activities through a credit on the invoices the City receives each month during the pool season. Staff has asked ACRA to incorporate language into the 2022 Pool Management Agreement that addresses this credit and are awaiting specific language from Amador County Counsel. This language would likely be included in Item D under Section Two - Compensation which currently reads as follows:
D. ACRA will collect all fees, pool passes, swim lessons, and private party rentals.
Once revised language is received, Staff will incorporate it into the agreement and process the 2022 Pool Management Agreement for signatures.
ATTACHMENTS:
Draft agreement with ACRA for pool operations for 2022.
POOL MANAGEMENT AGREEMENT (Agreement) between the City of lone, a California municipal corporation and the Amador County Recreation Agency for the provision of general oversight of the pool, lessons, lifeguards, & scheduling of the pool operations located at 450 S. Mills St., lone, CA 95640.
AGREEMENT TO PROVIDE SERVICES
Agreement made, effective as of June _ 2022, by and between the City of Ione, a public entity organized and existing under the laws of State of California, with its principal office located at 1B.
Main St., Lone, CA 95640, Amador County, California, referred to in this Agreement as "City," and the Amador County Recreation Agency, of 10877 Conductor Blvd., Suite 100, Sutter Creek, Amador County, California, 95685, referred to in this Agreement as "Agency."
RECITALS
City wishes to contract with Agency for the services of Agency in providing staff, scheduling, oversight and management for the lifeguards at the swimming pool in lone, located at the 450 S.
Mills St., Ione, CA 95640
A. Agency is ready, willing, and able to provide such services as may be required by City.
B. In consideration of the matters described above, and of the mutual benefits and obligations set forth in this Agreement, the parties agree as follows:
SECTION ONE.
SERVICES
A. Agency understands and agrees that it shall provide the above-referenced services to City under and pursuant to this Agreement on a weekly, as-needed, basis as City, in its sole discretion, shall request from Agency.
B. Agency will hire, schedule, and supervise all lifeguards, pool management, and program personnel. The parties recognize that all such staff shall be employees of Agency and not of City.
U. Liteguard classifications applicable to services to be provided under and pursuant to this Agreement shall be limited to those classifications set forth by "Exhibit A", which Exhibit may be revised from time to time by mutual agreement between the parties and which Exhibit is attached to this Agreement and, by this reference, made a part of this Agreement.
D. Agency will provide finger printing services, and qualification research and determination on all lifeguard staff.
E. City is and shall remain responsible for the primary maintenance of the pool, which includes pumps and filters, facilities, and the application of the proper pool chemicals.
F. Agency employees shall insure that pool deck area is clear of any pool equipment when pool is open for use.
G. Agency employees will be responsible for the required daily chlorine and PH testing.
Pagel of 6
H. Agency employees will be responsible for daily cleaning and restocking of the bathrooms.
I. City will be responsible for supplying bathroom supplies including paper towels, toilet paper, soap, and cleaning agents.
J. Agency employees will be responsible for vacuuming the pool on a weekly time schedule or more often if it is required.
K. Agency employees will be responsible for filling out the Daily Checklist, included in this Agreement as "Exhibit B."
SECTION TWO.
COMPENSATION
For services provided under and pursuant to this Agreement and the written request of City, Agency shall be compensated as provided below:
A. Subject to the limitation on total compensation set forth in paragraph (C) below, all staff costs including administration and labor expended by lifeguards in providing services under and pursuant to this Agreement.
B. Provided Agency is in compliance with paragraph (C) below, the Agency shall be paid upon invoice for providing the staff, oversight and management of staff, and pool scheduling.
C. The total cost for services under this Agreement shall not exceed twenty thousand dollars ($20,000) for the Term of this Agreement. No compensation shall be paid in addition to this amount without the prior written approval of the City Manager, provided the additional compensation requested is within his/her contracting authority, or the City Council, if the requested increase exceeds the City Manager's contracting authority. At any time during this Agreement, should Agency anticipate that $20,000 will not allow it to provide all city-requested services through the end of the Term of this Agreement, it shall promptly advise the City Manager in writing of that fact and of the anticipated additional compensation it believes will be necessary to fulfill services through the end of the Term. At no time shall services be provided under this Agreement if the provision of such services would cause the compensation owed to Agency to exceed the amount set forth in this Agreement or any additional amount authorized by the City Manager or City Council.
D. Agency will collect all fees, pool passes, swim lessons, and private party rentals.
SECTION THREE.
PAYMENT
A. Payment for services provided City under and pursuant to this Agreement shall be due upon invoice, subject to the terms and conditions of Section Two.
SECTION FOUR.
AGENCY-PROVIDED STAFF
Agency-provided staff who perform services for City under and pursuant to this Agreement shall be bound by the provisions of this Agreement and Agency shall, at the request of City, furnish to City satisfactory evidence to that effect.
Page2 of 6
SECTION FIVE.
AGENCY REPRESENTATION
Agency represents and warrants that Agency and its agency-supplied workers have the right to perform the services required under and pursuant to this Agreement without violation of obligations to others, and that Agency and its agency-supplied workers have the right to disclose to City all information transmitted to City in the performance of services under and pursuant to this Agreement, and Agency agrees that any information submitted to City, whether patentable or not, may be used fully and freely by City.
SECTION SIX.
DURATION AND TERMINATION
A. This Agreement shall become effective for the summer recreation season of 2022 (i.e., June 1, 2022 through September 2, 2022). In addition, this Agreement may be terminated pursuant to the following:
Immediately upon death or incapacity of any person employed or supplied by Agency who, in the sole opinion of City, was essential for the successful performance of Agency's obligation under and pursuant to this Agreement; or
2. By either party, with or without cause at any time, upon thirty (30) days prior written notice.
B. The obligations of Agency under Sections Five and Six above shall survive any expiration or termination of this Agreement.
SECTION SEVEN
INDEPENDENT CONTRACTOR
The status of Agency is that of an independent contractor and not of an agent or employee of City and, as such, Agency shall not have the right or power to enter into any contracts, agreements, or any other commitments on behalf of City.
SECTION EIGHT.
INSURANCE AND INDEMNITY
Agency shall maintain in full force and effect, and upon the request of City, shall furnish evidence satisfactory to City that Agency maintains the following insurance coverage:
A. Comprehensive general liability insurance in the minimum amount of $2,000,000 combined single limit that will cover any and all losses to City property, property of third parties, or personal injuries, including death, caused by the acts or omissions of Agency.
B. Agency will carry Workers' Compensation and Employer's Liability Insurance in accordance with applicable law.
C. Indemnity. Each party shall indemnify, defend and hold harmless the other party, to the extent allowed by law and in proportion to fault, against any and all third-party liability for claims, demands, costs or judgment (direct, incidental, ot consequential) involving bodily injury, personal injury, death, property damage or other costs and expenses (including reasonable attorneys' fees, costs and expenses) arising of resulting from the acts or omissions of its own officers, agents, employees or approval volunteers carried out pursuant to this Agreement.
Page3 of 6
SECTION NINE.
ASSIGNMENT
The rights and obligations of Agency under this Agreement are personal to Agency and may not be assigned or transferred to any other person, firm, corporation, agency, or other entity without the prior, express, and written consent of City.
SECTION TEN.
ENTIRE AGREEMENT
This Agreement shall constitute the entire agreement between the parties and any prio inderstanding or representation of any kind preceding the date of this Agreement shall not be bindin upon either party except to the extent incorporated in this Agreement.
SECTION ELEVEN.
NOTICES
Any notice provided for or concerning this Agreement shall be in writing and be deemed sutticiently given when sent by certified or registered mail if sent to the respective address of each party as set forth at the beginning of this Agreement.
SECTION TWELVE.
GOVERNING LAW
It is agreed that this Agreement shall be governed by, construed, and enforced in accordance with the laws of the State of California.
SECTION THIRTEEN.
PARAGRAPH HEADINGS
The titles to the paragraphs of this Agreement are solely for the convenience of the parties and shall not be used to explain, modify, simplify, or aid in the interpretation of the provisions of this agreement.
SECTION FOURTEEN.
MODIFICATION OF AGREEMENT
Any modification of this Agreement or additional obligation assumed by either party in connection with this Agreement shall be binding only if evidenced in writing signed by each party or an authorized representative of each party.
SECTION FIFTEEN.
NO WAIVER
The failure of either party to this Agreement to insist upon the performance of any of the terms and conditions of this Agreement, or the waiver of any breach of any of the terms and conditions of this Agreement, shall not be construed as thereafter waiving any such terms and conditions, but the same shall continue and remain in full force and effect as if no such forbearance or waiver had occurred.
Page of 6
In witness of the above, each party to this Agreement has caused it to be executed on the date indicated below.
AMADOR COUNTY RECREATION DISTRICT
By: Date:
Justin Howard, ACRA Director
CITY OF IONE
APPROVED AS TO FORM:
By: Date:
City Attorney
By: Date:
Michael Rock, Interim City Manager
ATTEST:
By: Date:
Janice Traverso, City Clerk
Exhibit A - Scope of Work/Schedule of Hourly Rates
Exhibit B - Daily Checklist
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EXHIBIT A
The scope of work includes a notation of 22% wage increases as of April 1, 2022.
1. The hiring and supervision of lifeguard staff by agency. All lifeguards will hold the following certificates:
Mandatory completion of Title 22 Lifeguard Training, CPR & First Aid Certificates Water Safety Instructor (WSI) is an optional certificate and is not required to be held to perform lessons.
Hourly Rates:
Beginning Lesson Teacher: $15.00 per hour to $15.50 per hour depending on experience.
First year Lifeguard with proper certification. (Lifeguard I): $15.00 per hour Experienced Lifeguard with proper certification and two to five years' experience (Lifeguard II):
$15.25 - $15.50 per hour
Pool Manager/Lead Lifeguard: $15.50 - $16.00 per hour
Pool Supervisor: $16.00 per hour
Pool Managers are responsible for direct supervision of deck staff, scheduling and facility opening & closing, deposit of gate revenue.
2. Agency will provide staffing, scheduling and implementation of lessons and special events at the pool in accordance with the requests of city as provided for in Section One of this Agreement.
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TIER Exhibit B
6/2/22, 12:59 AM
Sutter Creek Pool Lifeguard Daliy Check list
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY Items Done before pool opening
Wash Down Concrete Deck Surface
Surrounding the Entire Pool Daily Yes/No
Vacuum the Entire Pool
Done at Least Once a Week Yes/No
Clean Vacuum after Use Yes/No
Wash Down the Bathrooms with Garden
Hose Once a Week Yes/No
Restock Bathrooms with Toilet Paper and
Paper Towels Prior to Pool Use Yes/No
Clean Mirrors and Remove Garbage Prior to
Pool Use Yes/No
Test Ph Prior to Pool Opening and every two
Hours afterward (Check)
Test the Chlorine Residual Prior to Pool DRAF
https://outlook.office.com/mail/inbox/id/AAQkADdjMmFjZWVjLWM5MWQtNGE0OC1hNDg2LWJjYmUzMjRkNjc1YwAQACiFg3ijW8ZJiK9aMYcxr10%3. Opening and every two Hours afterward (Check)
Empty the Trash Cans every day after closing
Yes/No
Mail - Julie Millard - Outlook
If you find a Toilet that is plugged, use the provided plunger and go unplug It. If you are unable to fix the issue, then contact Public Works. City Hall (209)267-5647 and Emergency Contact George Allen (209)419-2600 1/1
#T
Agenda Item
DATE: June 7, 2022
TO: Mayor Epperson and City Council
FROM: Michael Rock, Interim City Manager
Chris Hancock, City Treasurer
Mary Morris-Mayorga, Finance Consultant
Julie Millard, Management Analyst
SUBJECT: Review Proposed Budget for Fiscal Year 2022-2023 RECOMMENDED ACTION:
• Receive a presentation on the Proposed DRAFT Budget for Fiscal Year 2022-2023 for Council review, consideration and direction.
• Receive public testimony
BACKGROUND:
The proposed budget document is now complete for presentation and review. A Budget Message is contained at the beginning of the document which describes the comprehensive approach to addressing the fiscal sustainability and resilience for the City of lone.
On May 31, 2022, the Finance Committee reviewed the budget. The presentation to the Finance Committee was a very positive one regarding the financial health of the City. Revenues continue to increase each year and the ARPA money also allowed some relief to the General Fund. The unrestricted reserve in the General Fund is 30% of the Operating Fund, far above the industry standard of 10-15 percent.
The presentation and discussion with the City Council today includes public testimony with final adoption of the Operating and Capital Budgets for FY 2022/23 anticipated at the June 21, 2022, City Council Meeting.
FISCAL IMPACT:
The proposed operating budget is balanced. Actual revenues for the closing fiscal year 2022/23 were higher than anticipated and expenditures slightly lower than anticipated thus allowing more flexibility in adding staff positions, creating and funding a replacement fund for equipment and vehicles, maintaining a healthy unrestricted reserve (Dry Period Fund), and paying back bank loans and debt from borrowing from other city restricted funds. In addition, the City will receive a total of $1,020,000 in American Rescue Plan Act (ARPA) funding for FY 2022/23.
Attachments:
Proposed Final Draft Operating and CIP Budgets for Fiscal Year 2022-2023 OF TONg City of
IONE California
The Castle City, Gateway to the Motherlode
City of lone
Proposed Fiscal Year 2022-2023 Budget
City of lone
Proposed Budget for Fiscal Year 2022-2023
Proposed Budget for Fiscal Year 2022 - 2023
Table of Contents
Budget Message.. ..4
Strategic Planning and Priorities.. ...4
Key Issues and Priorities... ..............5
ARPA ...5
Budget Principles. ...5
Revenue Trends.. ....6
City Services.. ....7
General Fund Expenditures. ..8
Staffing ..9
Infrastructure. 10
Interfund Loans and Payback Plan ...10
Key Budget Assumptions... ...11
Performance Measurement ...11
Looking Ahead ...11
Budget Resolutions.. ...13
City Profile.. ....14
City Government. ..14
Fund Structure.. ..15
Budget Level of Legal Authority ..15
City Organization ...16
Organization Chart ...16
Total Staffing ...17
Staff Allocation by Department and Fund.. ..18
Total Personnel Budget ..20
Salary Range Table.. ..21
Budget Summary - All Funds.. ..23
Forecast - General Fund ..24
Revenue Descriptions.. ..25
Expenditures ...25
2 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Wastewater Contract. ..25
Department Summaries. ....26
City Manager, Finance, & Human Resources. ...26
Police ...26
Fire... ...27
Public Works.. ...28
American Rescue Plan Act (ARPA) ..28
Capital Improvement Program ..29
Budget Detail ...31
Appendix ...32
Glossary of Terms.... ...33
New Staff Position(s).. ...35
3| Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Budget Message
June 21, 2022
Mayor Dan Epperson
Vice-Mayor Rodney Plamondon
Council Member Dominic Atlan
Council Member Stacy Rhoades
Council Member Diane Wratten
Dear Council:
As the City of lone's Interim City Manager, it is my privilege to present the Proposed Fiscal Year 2022-2023 Budget for your consideration and adoption. The proposed budget is balanced and, to the extent possible, represents the priorities of the City Council for the year ahead. The General Fund operating budget is $4,047,464, the Special Revenue operating budget is $1,727,172, the Sewer Funds operating budget is $4,605,496, and the ARPA operating budget is $1,065,000, for a combined operating budget of $11,445, 132 for the year.
The past several years have presented a variety of public health, economic, social, and fiscal challenges as the global COVID-19 pandemic continues to impact local government. While the City has experienced a decline in some revenue sources as related operational changes were implemented, the major revenue sources including property and sales taxes have remained strong. This solid revenue stream is a significant reason that the budget as presented to you continues to provide the programs and services lone residents, business, and visitors expect and rely on, as well as supporting efforts toward long-term fiscal sustainability.
With a change in leadership in any organization, it is an opportune time to re-evaluate operations and assess whether there may be better ways to achieve results. This assessment takes into consideration the feedback and recommendations of department heads, staff, City Council, and the community to facilitate an appropriate and balanced approach to service delivery that best meets the needs of the City.
Strategic Planning and Priorities
The City Council held a Strategic Planning Session on April 2, 2022 and established strategic priorities which have been incorporated in the budget:
1. Financial Stability and Fiscal Sustainability
2. Future / Smart Growth and Capital / Special Projects (tie for second)
3. Public Safety (Fire and Police)
4. Infrastructure
5. Good Governance and Organization Effectiveness
4| Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Key Issues and Priorities
Council has begun the process of identifying and prioritizing their collective priorities through the Strategic Planning Process. Key priorities are:
• Preparation of a long-term financial plan;
• Adoption of a five-year capital improvement program schedule; • Continued commitment to the interfund loan agreements and repayment schedule;
• Completion of a Sewer/Wastewater Rate Study;
• Reporting of interfund loans status and payment progress in the quarterly financial reports and audited financial statements; and • Development and implementation of performance measures on City services.
ARPA
H.R. 1319, the American Rescue Plan Act (ARPA), is a historic Act signed into law on March 11, 2021, delivering $65 billion of direct and flexible aid to cities and towns across the nation, including $8 billion to California cities. The Coronavirus State and Local Fiscal Recovery Funds provide a substantial infusion of resources to help turn the tide on the pandemic, address its economic fallout, and lay the foundation for a strong and equitable recovery. Eligible uses include:
a) To respond to the public health emergency or its negative economic impacts, including assistance to households, small businesses, and nonprofits, or aid to impacted industries such as tourism, travel, and hospitality; b) To respond to workers performing essential work during the COVID-19 public health emergency by providing premium pay to eligible workers; c) For the provision of government services to the extent of the reduction in revenue due to the COVID-19 public health emergency relative to revenues collected in the most recent full fiscal year prior to the emergency; and d) To make necessary investments in water, sewer, or broadband infrastructure.
Use outside of those listed above is prohibited, with specific prohibitions:
a) Depositing funds into any pension fund.
b) Using funds to directly or indirectly offset a reduction in the net tax revenue of the State or territory resulting from a change in law, regulation, or administrative interpretation.
Budget Principles
Good governance is reliant upon adherence to best practices and underlying principles that support designing, implementing, and improving budgets to best serve the community. Several key principles have been incorporated into the budget development process and monitoring:
5| Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
1. Closely align budget with the strategic priorities of the City Council.
Discussions and feedback from the City Council and community have been and Will continue to be integrated into the budget.
2. Ensure that budget documents and data are open, transparent and accessible.
The improved budget format and updated website reflect this commitment.
3. Actively plan, manage and monitor budget execution.
A budget process including schedule were developed with department head participation and updates regularly provided to the City Council.
4. Ensure that performance, evaluation and value are integral to the budget process.
This will be the next step in enhanced budget development and reporting.
5. Identify, assess, and manage long-term sustainability and other fiscal risks.
Interfund loans have been substantiated by loan agreements, will be reported on at least annually, and a plan for repayment has been implemented. Sufficient operating and other reserves have been established.
6. Promote the integrity and quality of budgetary forecasts, fiscal plans, and implementation through rigorous quality assurance including independent audit.
Revenue Trends
Revenue forecasts have been developed based on a combination of historical data and projections from a variety of sources. Taxes (property, sales, motor vehicle in lieu, and franchise) have again remained strong. Forecasted increases for property tax, sales tax, and property tax in lieu of vehicle license fees have been increased according to Amador County estimates of 3.5%, 5%, and 4%, respectively. Transient occupancy tax has varied from year-to-year with further evaluation planned for this year.
Licenses and Permits reflect building permit activity, so to remain conservative this estimate is in line with prior year budget. Use of Money and Property (Interest Income) is projected to be the same as prior year budget as the City continues to evaluate investments. Plan check fees and CalFire reimbursements account for the largest share of Charges for Services. Budget amounts for these and Other Revenues remain conservative as they fluctuate based on activity levels.
General Fund Revenues
6 | Par e
City of lone
Proposed Budget for Fiscal Year 2022-2023
Actual Projected
(unaudited) Actual FY Increase/ Budget FY Increase/
FY 20/21 21/22 (Decrease) 22/23 (Decrease)
Revenues
Taxes
Property taxes $ 947,127 $ 1,007,390 6.36% $ 1,058,650 5.09% Sales and use tax 276,649 303,743 9.79% 348,580 14.76%
Transient occupancy tax 6,915 4,710 -31.89% 4,000 -15.07% Franchise tax 120,736 133,413 10.50% 132,800 -0.46%
Motor vehicle in lieu tax 1,120,227 1,217,852 8.71% 1,281,540 5.23% Other taxes 58,982 87,558 48.45% 74,200 - 15.26%
Licenses and Permits 338,502 326,537 -3.53% 223,700 -31,49% Fines/Penalties 2,853 1,708 40.13% 2,000 17.10%
Use of Money and Property 8,084 66,076 717.39% 90,000 36.21% Other Governmental Agencies 211,913 80,017 -62.24% 15,930 -80.09% Charges for Services 303,014 495,082 63.39% 228,400 -53.87% Other Revenues 89,634 146,875 63.86% 185,500 26.30%
Total Revenues $ 3,484,636 $ 3,870,961 $ 3.645,300
Grants
Charges for Services
Oler Governmental Agencies 6.3%
0.4%
tise of Money anu rruperty Other Revenues
2.5% 9.19
fines/Penalties
0.1% Property taxes
29.0%
Licenses and Permits.
5.1%
Other taxes
Sales and tise cas
9.6%
Motor vehice in lied fransient occupancy cas
0.1%
Franchise tax
3.6%
City Services
The City provides a spectrum of direct services to the community (fire protection, police, street maintenance, park and facilities maintenance, building inspection and code enforcement, planning and engineering services) which are accounted for in a variety of funds, with the General Fund as the primary and largest fund.
An Equipment/Fleet Replacement Fund has been created. In order to effectively maintain this replacement program, funding needs to be established to properly plan in advance for equipment and vehicle purchases. We are including $30,000 as the annual 7 Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
funding for this program. Then, all departments would be assessed a replacement fee annually which would be invested for future planned purchases.
Critical wastewater services are provided through an enterprise fund with operations contracted through PERC Water Corporation. While billing and payment collection are currently performed by City staff, many agencies place charges on the property tax bill in the same manner as the delinquent charges. This saves City resources by eliminating costs associated with printing/mailing of invoices and reminders, as well as payment collection in the form of banking and credit card processing charges. Staff time in performing these functions would be available for other City needs. It is recommended that the City perform an analysis of implementing this change for City Council review in the coming months.
General Fund Expenditures
Actual Projected
(unaudited) Actual FY Increase/ BudgetFY Increase/
FY 20/21 21/22 (Decrease) 22/23 (Decrease)
General Fund Expenses
City Council $ 47,536 $ 20,964 -55.90% $ 16,598 -20.83% City Clerk 34,415 34,747 0.96% 14,122 -59.36%
City Treasurer 6,242 2,710 -56.58% 26,910 892.99%
City Manager/Finance/HR 110,387 432,570 291.87% 534,313 23.52% Legal 77,236 91,886 18.97% 194,000 111.13%
Police 983,470 778,790 -20.81% 912,481 17.17%
Fire 143,929 91,633 -36.33% 155,400 69.59%
Planning 86,767 132,414 52.61% 175,224 32.33%
Building Inspection 277,769 123,107 -55.68% 274,460 122.94% Engineering 150,752 135,341 -10.22% 265,000 95.80%
Parks & Facilities Maintenance 499,436 525,205 5.16% 877,398 67.06% Citywide Services 457,169 419,658 -8.21% 601,558 43.34% Total General Fund Expenses $ 2,875,108 $ 2,789,025 $ 4.047,464 City Treaster
:0.7% Oty Desk
Citywide Services
0.4%
14.9%
City
Manager/Finance/HR
Parks & Facilities Maintenance
21.8%
legal
4.8%
Police
22.6%
Engineering
6.6%
Building Inspection Manning
3.99 6.8% 4.35%
8 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Staffing
In evaluating appropriate levels of staffing given City Council goals in service delivery to the community, the following changes are recommended in this budget:
• Add an Executive Assistant to the City Manager to assist with administrative tasks - increase of $99, 100;
• Increase City Manager maximum salary to $160,000 to facilitate recruitment of highly qualified candidates; and
• Inclusion of a 7% Cost-of-Living Allowance (COLA) for all full-time equivalents (FTE) for position alignment - increase of $74,780.
The CalPERS minimum required employer contribution includes the sum of two components:
• Normal Cost (NC) Rate, which represents the annual cost of service accrual for active employees is shown as a percentage of payroll and paid as part of the monthly payroll reporting process.
• Annual Unfunded Accrued Liability (UAL) payment which is the amortized dollar amount needed to fund past service credit earned (or accrued) for members who are currently receiving benefits, active members, and for members entitled to deferred benefits, as of the valuation date. This UAL is billed and paid monthly.
The CalPERS employer contribution rates have increased from prior year as shown below with an overall increase of approximately $33,237 included in the budget.
CaIPERS Retirement Employer Contribution Rates
Plan Description
Miscellaneous 1st Tier - prior to 4/10/2011 FY 202021 FY 2020022 FY 2022/23 Increase Fy 202024 ea Miscellaneous 2nd Tier - on/after 4/10/2011
Miscellaneous PEPRA - on/after 1/1/2013
Safety/Fire 1st Tier - prior to 1/1/2013
Safety/Fire PEPRA - on/after 1/1/201.
Safety/Police 1st Tier - prior to 10/9/201
Safety/Police 2nd Tier - on/after 10/9/2011 16.84% 20.64% 20.64% 22.6% 20.60% -0.2% Safety/Police PEPRA - on/after 1/1/2013 11.99% 13. 13% 12.78% 9.5% 13.10% -0.2% The CalPERS UAL payment has increased from prior year as shown below. This increase of approximately $3,564 is included in the budget. 9| Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
CaPERS Retirement Unfunded Accrued Liability Payment
(projected)
Description FY 2020/21 FY 2021/22 FY 2022/23 Increase FY 2023/24 Increase Miscellaneous 1s trip-prior to 4110/2011 0.0%
1.0% $126,000
Miscellaneous 2nd Tier - on/after 4/10/2011 0.5% $1,900 1.3% Miscellaneous PEPRA - on/after 1/1/2013 14.6% $4,300 9.1% Safety/Fire 1st Tier - prior to 1/1/2013 7.9% $4,600 6.7% Safety/Fire PEPRA - on/after 1/1/2013 11.5% $2,500 9.3% Safety/Police 1st Tier - prior to 10/9/2011 61.5% $142,000 2.8% Safety/Police 2nd Tier - on/after 10/9/2011 10.4% $4,100 7.0% Safety/Police PEPRA - on/after 1/1/2013 11.6% $8,700 7.9% $294,100
Infrastructure
While lone has been in the process of reviewing a five-year capital improvement plan, this has yet to be adopted and implemented. It is intended that this plan be finalized as it is critical to development of a long-term financial plan which identifies the funding for capital projects. The Wastewater Sewer and Tertiary Plants are both in need of capital infrastructure that there is not currently adequate funding for. This is also a significant reason for completion of a sewer rate/fee study.
Interfund Loans and Payback Plan
It has been determined that there are a number of outstanding interfund loans in the City that have yet to be repaid. In accordance with the Government Code, these loans must be established in accordance with a loan agreement which includes a term for repayment. To fulfill this requirement, these loans have now been recorded in loan agreements with established recommended repayment periods and reporting requirements.
Advances To Other Funds Advances From Other Funds
Balance
(Fund paying out advance) Fund (Fund receiving advance) Fund 6/30/2023 24 Years General Fund 1111 Impact Fees-General Plan 9515$ 360,534 ($15,704) General Fund 1111 Impact Fees - Fire 9511 276,365 ($12,037) Sewer-Capital Projects 3121 General Fund 1111 235,357 ($10,251) Local Transportation Comm 4211 General Fund 1111 123,047 ($5,360) Local Transportation Comm 4211 General Fund 1111 381,789 ($16,629) Gas Tax Fund 2111 General Fund 1111 190,725 ($8,307)
Gas Tax Fund 2111 Impact Fees - General Plan 9515 41,341 ($1,801) ARSA 8231 General Fund 1111 63,363 ($2,645)
Tertiary 3131 General Fund 1111 239,565 ($10,435)
Traffic Mitigation Fee-Local 9518 General Fund 1111 173,056 ($7,538) Measure M 9613 General Fund 1111 326,396 ($14,217)
$ 2,411,538 ($104,924)
10 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Key Budget Assumptions
Based on the data currently available, economic forecasts from a range of sources, and recommendations on service delivery and long-term planning, the following key assumptions are incorporated into the proposed Fiscal Year 2022-2023 budget:
1. ARPA funding of $1,024,000 will be received as the second and final installment with the updated specific spending plan as approved by the City Council;
2. Interfund loans repayment plan continues based upon a twenty-five (25) year payment term requiring an annual expenditure of $103,123;
3. General Fund fiscal sustainability with operational reserve funding of 30% of the operating budget;
4. Cost-of-living allowance for regular City positions of 7% with exception of Police (per MOU) for adequate alignment all City positions;
5. Benefits at existing levels with increased costs as provided by insurers and CaPERS retirement;
6. Maintaining higher level of cash reserves in LAIF to optimize returns; and
7. Adding new position of Executive Assistant and Fire Apparatus Engineer.
Performance Measurement
In order to assess the cost effectiveness of City programs and services, key performance indicators will be developed as the basis for performance measurement.
There are many reasons agencies establish a performance measurement program, including: provides accountability; focuses policy discussion on results; identifies opportunities for improvement; and guides the allocation of limited resources.
Looking Ahead
Amador County recently adopted a Comprehensive Economic Development Strategy for 2021-2025 which contains a thoroughly developed action plan and should assist the City of lone in continuing to build a strong local economy. The four major economic development goals in that plan are:
• Improve the availability, reliability, and speed of communication services for businesses, workers, students, and residents.
• Create a stronger and more diverse economic base.
• Increase affordable housing and rental options.
• Develop a workforce with the academic and technical skills necessary for careers today and tomorrow.
While the County as a whole has an average annual population growth of less than one percent, the City of lone will experience more growth due to the continued development of Castle Oaks and Wildflower. This population growth contributes to property and 11 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
sales tax revenues along with a larger workforce. The City has over 1,300 acres of land planned for residential use (all unimproved), an 80-acre former youth correctional facility (now abandoned and surplus State property), and commercial development opportunities in the historic downtown core and at Castle Oaks.
Throughout the County, small business (less than five employees) represents approximately 58 percent of businesses. Growth of this sector can be dependent on access to capital which is one of the largest obstacles when seeking small business loans. The City's small business loan program is designed to assist in mitigating or removing this obstacle to the extent possible.
Infrastructure is a significant economic development factor in creating a desirable location to open or expand a business. As mentioned earlier, the City's commitment to adoption of a five-year capital improvement program will be necessary to facilitate building a strong economy.
I would like to thank the City Council for implementation of fiscal sustainability measures in the prior fiscal year. These along with continued efforts to facilitate fiscally sound decision-making will propel the City forward in creating and maintaining a healthy partnership with our community.
Respectfully submitted,
Michael Rock
Interim City Manager
12 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Budget Resolutions
RESOLUTION NO. 2022-XX
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF IONE ADOPTING THE FINAL
FISCAL YEAR 2022-23 OPERATING AND CAPITAL BUDGET
WHEREAS, in accordance with City of lone Municipal Code Chapter 2.10.150 - Power and duties - Budgets: "It shall be the duty of the city manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the city council for its approval. ; and
WHEREAS, staff developed the Proposed Fiscal Year 2022-2023 Operating and Capital Budget and presented said budget to the City Council in a publicly noticed meeting where it was reviewed and revised as directed; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of lone:
Section 1: The budget document as presented and revised as directed is adopted as the operating and capital budget of the City for Fiscal Year 2022-2023 (attached hereto and incorporated herein by reference) and the amounts stated therein as proposed expenditures are hereby appropriated.
Section 2: Annual payments as established in the twenty-five year interfund loan repayment plan beginning Fiscal Year 2021-2022 are included in the budget. If other City financial obligations arise during the repayment period that require a use of funds, the City Council may adopt a resolution which temporarily reduces said payments.
Section 3: Modifications and amendments to the Fiscal Year 2022-2023 City of lone Budget shall be allowed in accordance with the Budget Level of Authority.
Section 4: All actions pursuant to this resolution shall be carried out in the ordinary course of business consistent with the ordinances, resolutions, and regulations of the City to the extent that they apply.
Section 5: This resolution is effective immediately.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on this 21st day of June 2022, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
APPROVED:
Dan Epperson, Mayor
Attest:
Janice Traverso, City Clerk
13 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
City Profile
The "Castle City," lone offers the perfect blend of small town charm and quality living. Its quaint character and convenient location just 30 miles south east of Sacramento make it the perfect place to work, live, and play. Incorporated in 1953 and located in Amador County the City comprises 4.7 square miles with a non-institutionalized population of approximately 6,000. lone is known for its small-town atmosphere and its outstanding quality of life.
lone's historic downtown features shops, restaurants, and landmarks that draw people from throughout the area. You'll find unique shops with one-of-a-kind items, antiques and pizzerias with family friendly fare. The community enjoys a seasonal creek, biking routes through the scenic foothills, dedicated open space and free parking.
One of lone's most desirable attributes is its sense of community. The City hosts a wonderful array of events throughout the year from sporting events to street fairs to holiday celebrations. lone offers highly rated schools, exceptional public safety, and unending recreational activities (including golfing, biking, swimming, community parks, horse arena, baseball and soccer fields, skatepark and more) add to the City's unparalleled appeal.
Community leaders are committed to cultivating and sustaining a positive business environment. This is achieved with proactive and supportive staff and economic and business diversity.
City Government
lone has a Council/Manager form of government. Citizens elect five City Council Members at large who serve four-year terms. Three council seats have terms that expire in November 2022; two council seats have terms that expire in November 2024.
The position of Mayor and Vice Mayor rotate annually in December. The City currently holds elections on the first Tuesday of November in even-number years.
The City Council Members are elected officers identified in Government Code Section 87200 and file statements of economic interests with the City Clerk's office. The City Council meets in regular session on the first and third Tuesday of every month at 6:00 p.m. at City Hall. Council agendas are posted at City Hall at least 72 hours prior to the meeting and available online.
Dan Epperson, Mayor: Term 2018-2022
Rodney Plamondon, Vice Mayor: Term 2020-2024
Dominic Atlan, Council Member: Term 2018-2022
Stacy Rhoades, Council Member: Term 2018-2022
Diane Wratten, Council Member: Term 2020-2024
14 Page
City of lone
Proposed Budgei for Fiscal Year 2022-2023
Fund Structure
The City maintains a variety of funds as required for reporting as well as those for internal tracking purposes which are classified as governmental, proprietary/enterprise, and fiduciary/agency funds: General Fund, Special Revenue Funds (grants), Measure M (fire building), Capital Projects (police/parks/drainage), Road Tax Fund, Traffic Mitigation, and Sewer Fund.
Governmental funds reflect all activities which are general in nature or for specific purposes and not further classified as proprietary or fiduciary: general fund, special revenues, impact fees, capital projects, road tax, Measure M, and local traffic mitigation.
Proprietary or Enterprise funds are used to account for sewer services the City charges customers to provide.
Fiduciary or Agency funds are used to account for resources held for the benefit of others and are not available to support the City's own programs: community facilities districts, asset seizure police, and regional traffic mitigation.
Budget Level of Legal Authority
The duty to prepare the budget is contained within the City's Municipal Code, Title 2- Administration and Personnel, Chapter 2.10 - City Manager, Section 2. 10. 150 - Powers and duties-Budgets.
It shall be the duty of the city manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the city council for its approval.
A balanced budget is presented with sufficient detail to evaluate City programs and projects. Expenditures which would overall create a negative budget variance are provided to the City Council for approval either as they occur or as part of the mid-year budget review as appropriate.
15 Page
City Organization City Organization
Organization Chart
Proposed City Organization Chart
Citizens
City Clerk City Council City Treasurer
Elected Elected Elected
Commissions and
City Attorney City Manager Executive
Committees
Assistant
Parks & Recreations Finance Public Works Management
Commission Contractors Police Chief Fire Chief
Manager Manager Analyst
Planning City Planner Police Fire Apparatus Building Administrative Commission Accountant
Sergeant (2) Engineer (3) Inspector !l Assistant
City Engineer Accountant Police Fire Apparatus Maintenance Administrative Committee
Officer (5) Engineer Worker I! Assistant
Special Districts Finance Reserve SAFER Grant Maintenance Committee Consultant
Officer Coordinator Worker 1(2)
Proposed Budget for Fiscal Year 2022-2023
Administrative
LEGEND Analyst Fire Fighter(s)
proposed few Positions Contractors
Part-time/Extra Help •stipend Paid cal Reserve
officer
City of lone
City of lone
Proposed Budget for Fiscal Year 2022-2023
Total Staffing
FULLTIME
Position Fiscal Year
Department
2022/23
Administration City Manager 1
Administration Executive Assistant 1 New Position for FY22/23 Administration Administrative Assistant I 2
Administration Management Analyst
Finance Finance Manager
Finance Accountant
Fire Fire Apparatus Engineer
Fire Fire Apparatus Engineer 1 New Position for FY22/23 Public Works Public Works Manager 1
Public Works Building Inspector Il 1
Public Works Maintenance Worker I| 1
Public Works Maintenance Worker I 2
Police Police Chief 1
Police Police Sergeant 2
Police Police Officer 5
TOTAL FULLTIME STAFF 24
PART-TIME / EXTRA HELP
Fiscal Year
Department Position
2022/23
Fire Fire Chief 1 Stipend
Fire SAFER Grant Coordinator 1
Finance Accountant 1 <960 hours (RA)*
1 at <960 hours (RA)*
Police Reserve Officer 2
1 at <1000 hours
Police Administrative Analyst <500 hours (RA)*
TOTAL PART-TIME STAFF
*Retired Annuitant
ELECTED
Fiscal Year
Department Position
2022/23
City Clerk City Clerk 1 Stipend
City Treasurer City Treasurer 1 Stipend
City Council Members 5 Stipend
Planning Commission Planning Commissioners 5 Stipend
TOTAL ELECTED STAFF 12
TOTAL ALL STAFF 42
17 | Pag
City of lone
Proposed Budget for Fiscal Year 2022-2023
Staff Allocation by Department and Fund
Allocation %
General Fund
60 62 64 65 65 70 92-221 92-211 92-261 92-241
Retiree
Ins/Spec
Position Council Clerk Treasurer Administration Finance Police Fire Planning Building Engineering Parks Council Member
Council Member 90.0%
Council Member 80.0%
Council Member 80.0%
Council Member 90.0%
City Clerk 100.0%
City Treasurer 100.0%
City Manager 66.5%
Executive Assistont 50.0% 20.0%
Administrative Assistant 50.0% 20.0%
Administrative Assistant 20.0% 40.0%
Management Analyst 5,0% 15.0% 5.0% 5.0% 5.0%
Finance Manager 34.0% 10.0%
Accountant 70.0%
Finance Consultant P/T 70.0%
Fire Fire Chief
Fire Fire Apparatus Engineer
Fire Fire Apparatus Engineer
Fire Fire Apparatus Engineer
Maintenance Worker II 44.5% 1.0% 10.0% 2.5%
Maintenance Worker I 44.5% 1.0% 10.0% 2.5%
Maintenance Worker I 44.5% 1.0% 10.0% 2.5%
Public Works Manager 7.0% 7.5% | 3.0%
Police Police Chief 100.0%
Police Police Officer 100.0%
Police Police Officer
Police Police Officer 11.0%
Police Police Officer
Police Police Officer 93.5%
Police Police Sergeant
Police Police Sergeant 100.0%
Police Part Time 100.0%
Police Administrative Analyst 100.0%
Building Official 100.0%
missio. Planning Commissior 100.0%
Retiree 100.0%
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City of lone
Proposed Budget for Fiscal Year 2022-2023
Allocation %
Department Position
City Council Council Member
City Council Council Member 5.0% 5.0%
City Council Council Member 10.0% 10.0%
City Council Council Member 10.0% 10.0%
City Council Council Member 5.0% 5.0%
City Clerk City Clerk
City Treasurer City Treasurer
Administration City Manager 3.5% 15.0% 15.0%
Administration Executive Assistant 30.0%
Administration Administrative Assistant 30.0%
Administration Administrative Assistant 40.0%
Administration Management Analyst 5.0% 60.0%
Finance Finance Manager 7.0% 35.0% 7.0% 7.0%
Finance Accountant 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%
Finance Finance Consultant P/T 10.0% 10.0% 10.0%
Fire Fire Chief 100.0%
Fire Fire Apparatus Engineer 100.0%
Fire Fire Apparatus Engineer 100.0%
Fire Fire Apparatus Engineer 100.0%
Parks Maintenance Worker lI 27.0% 15.0%
Parks Maintenance Worker 1 27.0% 15.0%
Parks Maintenance Worker I 27.0% 15.0%
Parks Public Works Manag 15.0% 57.5% 10.0%
Police Police Chief
Police Police Officer
Police Police Officer 100.0%
Police Police Officer 41.0% 48.0%
Police Police Officer 100.0%
Police Police Officer 6.5%
Police Police Sergeant 40.0% 60.0%
Police Police Sergeant 100.0%
Police Part Time 100.0%
Police Administrative Analyst 100.0%
Building Official Building Official
Planning Commissio: Planning Commission
Retiree Health Retiree
19 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Total Personnel Budget
Total PR Projected
Total Annual Taxes/ Total Annual
Fund Department Description Salary Benefits Cost
1111 60 Council 10,320 1,277 11,597
1111 62 Clerk 2,400 297 2,697
1111 64 Treasurer 2,400 297 2,697
1111 Administration 115,986 52,172 168,158
1111 65 Finance 120,860 35,076 155,936
1111 70 Police 431,133 176,644 607,778
1111 75 Fire 0 0
1111 80 Planning 200 24 224
1111 85 Building 187,098 75,113 262,211
1111 90 Engineering 0 0 0
1111 92-221 Parks 113,461 52,558 166,019
1111 92-211 Arena 13,349 4,342 17,690
1111 92-261 EB Hall 25,151 10,548 35,699
1111 92-241 Pool 4,482 2,159 6,641
2111 Gas Tax 86,796 35,684 122,480
3111 Wastewater 246,687 90,685 337,372
3131 Tertiary 48,482 18,017 66,499
5117 SAFER Grant 5,120 1,635 6,755
8221 District 1 (LLAD) 0 0 0
9111 CFDs 4,820 1,720 6,540
9670 Public Safety (Impact Fees) 164,097 69,167 233,264 9670 Public Safety (Casino) 58,172 23,388 81,560
9613 Measure M 413,342 162,485 575,826
9612 COPS 140,995 54,057 195,052
Retiree Health Retiree Retiree 49,308 49,308
2,195,350 916,652 3,112,003
20 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Salary Range Table
Adopted: XXXX2022
City of Resolution: 2022-XX
IONE California pproval Dat 6/30/2022
fective Date 7/1/2022
The Cootle City, Gateway to the Motherlode
FY 2022-23 Salary Schedule
Position Title Step 1 Step 2 Step 3 Step 4 Step 5
Accountant Annual 69,657.00 $ 73,139.85 $ 76,796.84 $ 80,636.68 $ 84,668.52 Monthly $ 5,804.75 6,094.99 $ 6,399.74 $ 6,719.72 7,055.71 Bi- Weekly $ 2,679.12 $ 2,813.07 $ 2,953.72 $ 3,101.41 $ 3,256.48 Hourly $ 33.49 35.16 $ 36.92 38.77 $ 40.71
Administrative Analyst (PD Part-Time) Hourly $ 27.00 $ 28.35$ 29.77 $ 31.26 $ 32.82 Administrative Assistant I Annual $ 43,474.06 $
Monthly $ 3,622.84 $ 43,84-98 3 47,99-15 3 54,326.66 $ 54,402.59 3,994.18 3,803.98 4,193.89 4,403.58
Bi-Weekly $ 1,672.08 $ 1,755.68 1,843.47 $ 1,933.54 $ 2,032.42 Hourly $ 20.90 21.95 23.04 24.20 25.41
Administrative Assistant II Annual $ 52,915.20 55,560.96 58,339.01 61,255.96 $ 64,318.76 Monthly 4,409.60 4,630.08 $ 4,861.58 $ 5,104.66 $ 5,359.90 Bi-Weekly 2,035.20 $ 2,136.96 2,243.81 $ 2,356.00 2,473.80 Hourly 25.44 26.71 28.05 $ 29.45 $ 30.92
Assistant Fire Chief (stipend) Annual $ 4,348.26
Monthly 362.36
Building Inspector I Annual $ 58,650.42 $ 61,582.94 64,662.09 67,895.19 71,289.95 Monthly 4,887.54 5,131.91 $ 5,388.51 5,657.93 5,940.83
Bi-Weekly 2,255.79 $ 2,368.57 2,487.00 2,611.35 2,741.92 Hourly 28.20 29.61 31.09 32,64 34.27
Building Inspector II Annual $ 71,377.56 74,946.44 $ 78,693.76 $ 82,628.45 86,759.87 Monthly $ 5,948.13 6,245.54 $ 6,557.81 6,885.70 7,229.99 Bi-Weekly 2,745.29 2,882.56 $ 3,026.68 3,178.02 3,336.92 Hourly 34.32 $ 36.03 $ 37.83 39.73 41.71
City Council (elected) Annual 2,400.00
Monthly $ 200.00
City Manager (contract) Annual $ 135,000.00 $ 160,000.00 Monthly $ 11,250.00 $ 13,333.33
Bi-Weekly 5,192.31 $ 6,153.85
Hourty $ 64.90 $ 76.92
City Treasurer (elected) Annual $ 2,400.00
Monthly $ 200.00
Clerk of the City Council (elected) Annual 2,400.00
Monthly 200.00
Executive Assistant to CM Annual $ 51,759.00 $ 54,346.96 $ 57,064.30 $ 59,917.53 $ 62,913.40 Monthly $ 4,313.25 4,528.91 $ 4,755.36 $ 4,993.13 $ 5,242.78 Bi-Weekly $ 1,990.73 $ 2,090.27 2,194.78 $ 2,304.52 $ 2,419.75 Hourly 24.88 $ 26.13 27.43 $ 28.81 $ 30.25
Finance Manager Annual $ 90,076.88 $ 94,580.72 $ 99,309.76 $ 104,275.25 $ 109,489.01 Monthly $ 7,506.41 $ 7,881.73 $ 8,275.81 8,689.60 9,124.08 Bi-Weekly $ 3,464.50 $ 3,637.72 $ 3,819.61 $ 4,010.59 $ 4,211.12 Hourly $ 43.31 $ 45.47 $ 47.75 $ 50.13 $ 52.64
Fire Captain (stipend) Annual 1,863.54
Monthly tA tA 155.30
Fire Chief (stipend) Annual $ 12,000.00
Monthiy 1,000.00
21| Paze
City of lone
Proposed Budget for Fiscal Year 2022-2023
Adopted: XXIXX2022
City of Resolution: 2022-XX
IONE California Approval Date. 6/30/2022
Effective Date 7/1/2022
The Cootie my te the Maturie
FY 2022-23 Salary Schedule
Position Title Step 1 Step 2 Step 3 Step 4 Step 5
Fire Engineer - Probationary Annual $ 46,566.62 48,894.95 $ 51,339.70 $ 53,906.68 $ 56,602.02 Monthly 3,880.55 4,074.58 4,278.31 4,492.22 4,716.83
Bi-Weekly $ 1,791.02 $ 1,880.58 $ 1,974.60 $ 2,073.33 $ 2,177.00 Hourly $ 22.39 $ 23.51 24.68 $ 25.92 s 27.21
Fire Engineer - Non-Probationary Annual $ 57,626.25 60,507.56 $ 63,532.94 66,709.59 $ 70,045.07 Monthly 4,802.19 5,042.30 $ 5,294.41 5,559.13
Bi-Weekly 2,216.39 2,327.21 2,443.57 2,565.75 $ 2,694.04 Hourly 27.70 29.09 $ 30.54 $ 32.07 33.68
Fire Fighter (Paid Call/Stipend) Daily Rate $ 100.00
Grant Coordinator (SAFER Grant) $ 26.43
Approved 9/16/2016
Maintenance Worker I Annual $ 38,599.04 40,528.99 42,555.44 44,683.21 $ 46,917.37 Monthly $ 3,216.59 3,377.42 3,546.29 3,723.60 $ 3,909.78 Bi-Weekly 1,484.58 1,558.81 1,636.75 1,718.59 $ 1,804.51 Hourly 18.56 19,49 20.46 21.48 22.56
Maintenance Worker II Annual $ 46,987.25 49,336.61 $ 51,803.44 54,393.62 57,113.30 Monthly $ 3,915.60 4,111.38 4,316.95 $ 4,532.80 4,759.44 Bi-Weekly 1,807.20 1,897.56 $ 1,992.44 $ 2,092.06 2,196.67 Hourly $ 22.59 23.72 $ 24.91 26.15 27.46
Management Analyst Annual $ 74,900.00 78,645.00 82,577.25 86,706.11 91,041.42 Monthly $ 6,241.67 6,553.75 $ 6,881.44 7,225.51 7,586. 78 Bi-Weekly $ 2,880.77 $ 3,024.81 $ 3,176.05 3,334.85 3,501.59 Hourly $ 36.01 $ 37.81 $ 39.70 $ 41.69 43.77
Police Chief Annual $ 94,223.78 98.934.97 $ 103,881.72 $ 109,075.80 $ 114,529.59 Monthly $ 7,851.98 8,244.58 8,656.81 9,089.65 9,544. 13 Bi-Weekly 3,623.99 3,805.19 3,995.45 $ 4,195.22 4,404.98 Hourly 45.30 47.56 $ 49.94 52.44 $ 55.06
Police Officer (per MOU) innua $ 63,668.80 $ 66,852.24 $ 70,194.85 $ 73,704.59 $ 77,389.82 Monthi 5.305.73 5,571.02 $ 5,849.57 6,142.05 6,449.15
Bi- Weekly 2,448.80 $ 2,571.24 $ 2,699.80 $ 2,834.79 2,976.53 Hourty 30.61 $ 32.14 33.75 35.43 37.21
Police Sergeant (per MOU) Annual $ 77,396.80 81,266.64 $ 85,329.97 $ 89,596.47 94,076.29 Monthly $ 6,449.73 6,772.22 7,110,83 $ 7,466.37 $ 7,839.69 Bi-Weekly 2,976.80 $ 3,125.64 $ 3,281.92 3,446.02 $ 3,618.32 Hourty 37.21 39.07 $ 41.02 43.08 45.23
Police Trainee (per MOU) Annual $ 49,920.00 52,416.00 $ 55,036.80 $ 57,788.64 60,678.07 Monthly $ 4,160.00 4,368.00 $ 4,586.40 $ 4,815.72 $ 5,056.51 Bi-Weekly 1,920.00 2,016.00 2,116.80 $ 2,222.64 $ 2,333.77 Hourty 24,00 25.20 $ 26.46 $ 27.78 $ 29.17
Public Works Manager Annual $ 83,177.52 87,336.40 $ 91,703.22 $ 96,288.38 $ 101,102.80 Monthly $ 6,931.46 $ 7,278.03 $ 7,641.93 $ 8,024.03 $ 8,425.23 Bi-Weekly $ 3,199.14 3,359.09 3,527.05 $ 3,703.40 $ 3,888.57 Hourly 39.99 41.99 $ 44.09 $ 46.29 $ 48.61
Temporary/Seasonal Hourty $ 14.00 (based on minimum wage) 22 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Budget Summary - All Funds
General Special
Fund Sewer Funds ARPA
Revenue
Beginning Unrestricted Cash Reserves $ 1,677,588 $ 6,755,756 $ 2,970,229 $ 1,212,093 Revenues
Taxes
Property taxes $ 1,058,650
Sales and use tax 348,580
Sales tax-Measure M 600,000
Sales tax-Public Safety 13,000
Transient occupancy tax 4,000
Franchise tax 132,800
Motor vehicle in lieu tax 1,281,540
Other taxes 74,200 331,500
Licenses and Permits 223,700
Fines, forfeits and Penalties 2,000
Use of Money and Property 90,000 6,700
Other Governmental Agencies 15,930 326,500 1,024,824
Special Assessments 385,500
Charges for Services 228,400 21,400 1,086,000
Impact Fees 558,000 350,000
Tertiary Reimbursements 314,000
Other Revenues 185,500 46,993
Total Revenues $ 3,645,300 $ 2,289,593 $ 1,750,000 $ 1,024,824 Expenditures
Operating
Salaries and Employee Benefits 1,437,348 1,269,165 405,490 Services and Supplies 2,572,910 484,962 676,969
Operating Expenditures 4,010,258 1,754,127 1,082,459 =
Capital and Debt Service
Capital Outlay 3,476,788 1,065,000
Interfund Loans Repayment/(Receipt) 37,206 (26,955) (10,251) Debt Service 56,500
Capital and Debt Service
Expenditures 37,206 (26,955) 3,523,037 1,065,000
Total Expenditures 4,047,464 1,727,172 4,605,496 1,065,000 Net Annual Operating Results (402,164) 562,421 (2,855,496) (40,176) Ending Unrestricted Cash Reserves $ 1,275,424 $ 7,318,177 $ 114,733 $ 1,171,917 Note: Sewer capital funding will need to be addressed in a sewer rate study.
Unrestricted cash reserves are those not already restricted for another purpose:
existing contract, outstanding current obligation; these are included to show funding that is available if current year revenues are not sufficient. It is important to distinguish cash reserves from fund balance as the latter contains non-cash items which are important for evaluating financial health on the financial statements; however, fund balance is not a measure of the current ability to pay. For example, the General Fund have been cited in past audits for having a deficit (negative) fund balance. The most significant reason for this is that the interfund loan total is carried as long-term liability as shown in the 23 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Interfund Loans Payment Plan schedule on page 9. This demonstrates that the General Fund does not have the ability to pay the full amount of interfund loans; therefore, a proposed twenty-five year payment plan is included in this budget.
Forecast - General Fund
2022-23 2023-24 2024-25 2025-26 2026-27
Beginning Unrestricted Cash Reserves $ 1,677,588 $ 1,275,424 $ 1,261,432 $ 1,266,587 $ 1,291,907 Revenues
Taxes
Property taxes $ 1,058,650 $ 1,090,410 $ 1,123,122 $ 1,156,816 $ 1,191,520 Sales and use tax 348,580 362,523 377,024 392,105 407,789 Transient occupancy tax 4,000 4,080 4,162 4,245 4,330
Franchise tax 132,800 136,784 140,888 145,115 149,468
Motor vehicle in lieu tax 1,281,540 1,319,986 1,359,586 1,400,374 1,442,385 Other taxes 74,200 76,426 78,719 81,081 83,513
Licenses and Permits 223,700 228,174 232,737 237,392 242,140 Fines, forfeits and Penalties 2,000 2,040 2,081 2,123 2,165 Use of Money and Property 90,000 91,800 93,636 95,509 97,419 Other Governmental Agencies 15,930 16,249 16,574 16,905 17,243 Charges for Services 228,400 232,968 237,627 242,380 247,228 Other Revenues 185,500 189,210 192,994 196,854 200,791
Total Revenues $ 3,645,300 $ 3,750,650 $ 3,859,150 $ 3,970,899 $ 4,085,991 Expenditures
Operating
Salaries and Employee Benefits 1,437,348 1,480,468 1,524,882 1,570,628 1,617,747 Services and Supplies 2,202,910 2,246,968 2,291,907 2,337,745 2,384,500 Operating Expenditures 3,640,258 3,727,436 3,816,789 3,908,373 4.002,247 Capital and Debt Service
Capital Outlay 370,000
Interfund Loans Repayment/(Receipt) 37,206 37,206 37,206 37,206 37,206 Debt Service
Capital and Debt Service
Expenditures 407,206 37,206 37,206 37,206 37,206
Total Expenditures 4,047,464 3,764,642 3,853,995 3,945,579 4,039,453 Net Annual Operating Results (402,164) (13,992) 5,155 25,320 46,538 Ending Unrestricted Cash Reserves $ 1,275,424 $ 1,261,432 $ 1,266,587 $ 1,291,907 $ 1,338,445 24 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Revenue Descriptions
Taxes - secured/unsecured property taxes, sales/use tax, transient occupancy tax (TOT), franchise tax, business licenses
Licenses & Permits - construction permits, fire inspection fee, encroachment permit, bur permit fee, concealed weapons permits
Fines & Forfeitures - vehicle code fines, parking citations Use of Money & Property - investment income, rental revenue Intergovernmental - vehicle license fee, grants
Charges for Services - plan check fees, legal reimbursement, building inspection fees, planning fees, police reports, weed abatement fee, returned check fee Sewer Revenues - sewer service charges for City customers Miscellaneous Revenues - insurance and miscellaneous reimbursements Other Financing Sources/(Uses) - transfers in/(out), sale of surplus Expenditures
Descriptions of expenditures can vary widely dependent upon the fund, level and purpose of activity, and reporting requirements; however, are generally easily identifiable given the title of the expenditure account. Budget notes in the budget detail are designed to assist the reader to understand this as well.
Wastewater Contract
The City contracts with PERC Water Corporation for operation and maintenance of the sewer collection system, wastewater treatment facility, and tertiary treatment facility.
There are administrative costs associated with the City's administration of these services including preparation of the monthly billing for sewer services and associated payment collection.
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City of lone
Proposed Budget for Fiscal Year 2022-2023
Department Summaries
City Manager, Finance, & Human Resources
Introduction
The City Manager's Office consists of staff who perform the central administrative, finance, and human resources functions of the city. Staff works with the City Council and all departments to add value to citywide operations through these general initiatives:
• Preparation of annual city budget
• Strategic planning and policy development
• Timely preparation of materials for City Council
~ Support for businesses/community through efficient licensing process • High-quality customer service interactions at City Hall • Economic Development
Major 2021-22 Accomplishments
Briefly summarize department accomplishments for the prior fiscal year:
• Support of commercial development of 13 acres at Castle Oaks • Hired a Management Analyst to assist with Human Resources and support of City Manager and City Council committees and projects
• All Master Fees, Development Impact Fees and Wastewater Fees are under review for recommendations to the City Council
• Remodel of parts of City Hall and 17 E Main Street for Police Station underway Major 2022-23 Objectives
Briefly summarize department objectives for the next fiscal year:
• Hotel and retail businesses are under construction at Castle Oaks • All Master Fees, Development Impact Fees and Wastewater Fees are updated • Wastewater billing converted to a quarterly billing
• Personnel and Administrative Policies updated
• New City website designed and implemented
Police
Introduction
The lone Police Department is a 24-hour municipal law enforcement agency that is responsible for providing public safety services to the community.
Major 2021-22 Accomplishments
Briefly summarize department accomplishments for the prior fiscal year:
• 148 arrests made through May 31, 2022
• 286 citations issued through May 31, 2022
• Updated department tasers
• Transitioned to new department firearms
Major 2022-23 Objectives
Briefly summarize department objectives for the next fiscal year:
26 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
• Focus on community service, professional development, and internal operations. • Continue to develop all of our personnel through continued training. • Develop POST certified training courses to be held in-house. • Continue with our community policing efforts through National Night Out, Coffee with a Cop, and other programs.
• Work with other city departments to improve and enhance the safety of our community.
• Fill open positions in the department to be at full staffing. • More specialized training for active shooter incidents with stakeholders in the City.
Fire
Introduction
The City of lone Fire Department is a combination department that provides an all risk service to our city and surrounding communities and participates in the California Master Mutual Aid System. From community risk reduction (Fire Prevention), plan checks, state required and regular safety inspections, public education and outreach programs, our personnel are dedicated to an aggressive training program and strive to assure the city the highest levels of services and through their efforts our City has obtained a Class 1 ISO rating. *The Fire Fighters Association is a very active organization that holds fundraising events throughout the year to assist the City with funds to aid in needed purchases.
Major 2021-22 Accomplishments
Briefly summarize department accomplishments for the prior fiscal year:
• Obtaining a free OES wild land quick attack
• Securing thousands of dollars of COVID PPEs for free, thus assuring the safety of staff
• Replacement of our utility pick up - duty officer and obtaining a free SUV fully equipped as a 2nd command unit - New/used fire engine (500,000) for $4,000 • Hazard reduction programs for Howard Park and Wildflower wet land areas Major 2022-23 Objectives
Briefly summarize department objectives for the next fiscal year:
• Remodel and addition of Fire Station 1 with second floor and central heat and air • Replace second staff vehicle
• Fill the vacant fourth Fire Apparatus Engineer position and attempt to hire one seasonal fire fighter for summer
• Upgrade radio equipment - possible grant funding is pending • CalFire 50/50 grant for personal protective clothing
• Send personnel to more outside training for required certifications to bring back and train in-house
• Continue hazard reduction - hazard mitigation in high fire danger areas (fuel reduction)
• Update City emergency response plan and train City staff for the Incident Command required area (ICS 100-200)
27 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Public Works
Introduction
The Public Works Department consists of staff who perform parks and facility maintenance, building inspection, code enforcement, capital improvements, wastewater treatment plant oversight, and more. Public Works staff perform a variety of tasks including landscape and grounds upkeep, facility upkeep and repairs, construction inspections, and street sweeping to name a few.
Major 2021-22 Accomplishments
Briefly summarize department accomplishments for the prior fiscal year:
• Painted Evalyn Bishop Hall inside and out.
• New flooring inside and painted outside of City Hall. • Completed fencing around Wastewater Treatment Plant.
• CCTV West Marlette sewer main.
Major 2022-23 Objectives
Briefly summarize department objectives for the next fiscal year:
• Purchase and install ADA compliant bathrooms at Howard Park Skate Park • Upgrade filters at Tertiary Plant.
• Finalize the purchase of the new street sweeper.
• Continue to work on the Interconnect Project.
• Construct the shade cover at the Wastewater Treatment Plant. • Finish Train Depot project.
• Put out RFP for drought tolerant landscaping at Castle Oaks.
American Rescue Plan Act (ARPA)
The City has been allocated a total of $2,049,648 which will be received in two installments, each in the amount of $1,024,824 in the current and following fiscal years.
An Ad Hoc Committee was formed to review project requests received from departments in order to evaluate whether requests were appropriate within the terms of eligible uses and provide a recommendation to the City Council on projects that serve the City in COVID19 recovery.
ARPA funds are available for use during FY 2021-22 and 2022-23 within the parameters cited in the budget message. The total of proposed projects for the two years is $1,940,000 as listed in the following table:
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City of lone
Proposed Budget for Fiscal Year 2022-2023
Fiscal Year 2021/2022 and 2022/23 ARPA Proposed Project List (Fund 5119) FY 2021/22 FY 2022/23
Capital Projects
Secure WWTP with proper fencing $ 100,000
Purchase Property on Main Street/Tls 250,000 $ 300,000
Purchase Property for Municipal Parking Lot 150,000
Replace Flooring/Paint City Hall 30,000
West Marlette Street/Sewer Project 400,000
Replace a 2005 Street Sweeper 140,000
Small Dog Area at Dog Park and Drinking Fountain 15,000 Connection from WWTP to Tertiary Plant 150,000 150,000
Information Technology/Phone Upgrades 50,000
Fire Station 1 - Upgrades 50,000
770,000 1060000
Revenues
Lost Revenue -Rents, Leases, TOT, Sales/Prop Taxes 50,000 50,000 Operating Expenditures
Emergency Small Business Loan Program Supplemental 55,000 Total ARPA Proposed Project List $ 820,000 $ 1,170,000
Capital Improvement Program
Staff is currently working with the City Engineer on development of an updated five-year capital improvement program schedule for consideration and adoption. As mentioned, this is required and critical to many facets of building and maintaining a strong local economy.
Projects contained in that plan for this fiscal year include: annual sewer repair/replacement of aging, damaged and/or leaking sewer mains; annual pavement management program; improve and upsize lift station with screening at the wastewater treatment plant; additional storage for treated wastewater and expansion of land disposal irrigation fields; wastewater headworks; and installation of roof/shade structure over the existing chlorine contact chamber.
Costs for all capital projects by category are shown in the table that follows (sewer projects do not have adequate funding):
(see next page)
29 | Pag
City of lone
Proposed Budget for Fiscal Year 2022-2023
Fiscal Year 2022-2023 Capital Improvement Program Cost
Sanitation Improvements Fund
Annual Sewer Repair Project 3111 $ 192,000
Total Sanitation Improvements 192,000
Street Improvements/Transportation
Annual Pavement Restoration Project 2111 240,000
Total Street Improvements/Transportation 240,000
Parks and Facilities
Howard Park Restrooms/Parking 700,000
Evelyn Bishop Hall
Total Parks and Facilities 700,000
Wastewater Treatment/Collection
WWTP Lift Station Improvements/Upsizing 3111 954,788
WWTP Compliance Project Phase 2 3121 325,000
Tertiary Plat Improvements 3121 450,000
WWTP Headworks 3131 1,500,000
Shade Cover/Roof Over Chlorine Contact Chamber 3131 55,000 Total Wastewater Treatment/Collection 3,284,788
ARPA
City Hall/Police Department Redesign 5119 $ 300,000
Upgrade Municipal Parking Lot 5119 150,000
West Marlette Street/Sewer Project 5119 400,000
Small Dog Area at Dog Park and Drinking Fountain 5119 15,000 Connection from WWTP to Tertiary Plant 5119 150,000
Fire Station 1 - Upgrades 5119 50,000
Total ARPA Projects 1,065,000
Total Capital Improvement Program Cost $ 5,481,788
Available funding includes cash reserves that are not restricted for another purpose along with revenues from grants or other sources.
Capital Improvement Program by Fund
Fund
Gas Tax/SB- Sewer
Sewer CIP Operating Tertiary Total CIP
2111 3121 3111 Plant 3131 ARPA 5119 All Funds
Beginning Available Reserves (est) $ 1,037,711 $ 1,441,992 $1,912,302 $ (384,064) $1,212,093 $ 5,220,033 Revenues in Excess of Operating 84,669 569,000 (213,791) 38,401 1,024,824 1,503,103 CIP Projected Expenditures 240,000 775,000 1,146,788 1,555,000 1,065,000 4,781,788 Reserves Net of Expenditures 882,380 1,235,992 551,723 71,900,663) 1.171.917 1,941,348 Unfunded/Underfunded Projects 1,555,000 1,796,968 3,351,968 Ending Available Reserves (est) 882,380 $ 1,235,992 $ 551,723 $ (345,663) $2,968,885 $ 5,293,316 30 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Budget Detail
31|Page
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 1
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
GENERAL FUND
TAXES
1111-41-4111 CURRENT SEC/UNSEC PROPERTY TAX 931,048.43 1,007,390.00 1,447,275.59 1,042,650.00 35,260 +3.5% per County 1111-41-4112 PROPERTY TAX IN LIEU OF VLF 1,120,227.00 1,232,250.00 608,925.75 1,281,540.00 49,290 1111-41-4115 CURRENT SUPPLEMENTAL ROLL TAX +4% per County .00 .00 .00 .00 .00
1111-41-4116 PRIOR SUPPLEMENTAL ROLL TAX 14,358.55 .00 8,436.48 16,000.00 1111-41-4131 SALES AND USE TAX 16,000
276,649.15 331,980.00 252,408.37 348,580.00 16,600 +5% per County 1111-41-4151 TOT - TRANSIENT OCCUPANCY TAX 6,915.00 2,000.00 4,710.37 4,000.00 2,000 1111-41-4161 FRANCHISE TAX Increase to CY
120,736.36 132,804.00 133,412.68 132,800.00 4) No change 1111-41-4165 BUSINESS LICENSE TAX 22,090.40 23,412.00 20,894.80 23,400.00 1111-41-4171 REAL PROPERTY TRANSFER TAX 12) No change
37,306.73 41,040.00 66,663.42 50,800.00 9,760 Increase-historical data Total TAXES: 2,529,331.62 2,770,876.00 2,542,727.46 2,899,770.00 128,894
LICENSES & PERMITS
1111-42-4221 CONSTRUCTION PERMITS 330,092.05 219,996.00 323,079.75 220,000.00 4_No change-conservative 1111-42-4225 VACANT PROPERTY FEE .00 200.00 70.00 200.00 1111-42-4233 FIRE INSPECTION FEE 576.00 .00 No change
600.00 .00 600.00 .00 No change
1111-42-4235 ENCROACHMENT PERMIT 3,780.00 1,000.00 540.00 1,000.00 1111-42-4242 BURN PERMIT FEE .00 No change
432.00 400.00 288.00 400.00
1111-42-4281 CONCEALED WEAPONS PERMITS .00 No change
4,171.00 1,500.00 2,672.00 1,500.00 .00 No change-conservative Total LICENSES & PERMITS: 339,051.05 223,696.00 326,649.75 223,700.00
FINES & FORFEITURES
1111-43-4311 VEHICLE CODE FINES 2,313.00 .00 700.00
500.00 500 No change
1111-43-4332 FINANCE CHARGES .00 .00 .00 .00 .00
1111-43-4333 COURT FINES .00 .00 .00 500.00 500 Use CY actual 1111-43-4381 PARKING CITATION REVENUE 540.00 1,000.00 582.00 1,000.00 .00 ~2023 No change
Total FINES & FORFEITURES: 2,853.00 1,000.00 1,282.00 2,000.00 1,000
USE OF MONEY & PROP
1111-44-4411 INVESTMENT INCOME 7,932.59 20,000.00 10,584.21-| 20,000.00 1111-44-4421 RENTAL REVENUE .00_Based on market yield/LAIF 546.00 30,000.00 28,147.45 30,000.00 .00 No change
1111-44-4431 GOLF COURSE LEASE .00 40,000.00 46,484.73
40,000.00 .00
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page:
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
Total USE OF MONEY & PROP: 8,478.59 90,000.00 64,047.97 90,000.00 .00
INTERGOVERNMENTAL
1111-45-4517 HOMEOWNERS PROPERTY TAX RELIE 9,513.54 10,080.00 4,884.59 10,430.00 350 +3.5% per County 1111-45-4520 VEHICLE LICENSE FEE COLLECTION 5,873.32 5,496.00 .00 5,500.00 4 Account coding? 1111-45-4560 GRANT REVENUE - STATE .00 177,952.00 .00 -00 177,952) ~2022 Parks Per Capita Grant
1111-45-4561 GRANT REVENUE ~2023 None known yet
97,650.00 227,238.00 56,203.00 | .00 | 1 227,238) ~2022 CHP Cannabis (shared) NEED IONE %
1111-45-4574 COMMUNITY DEV BLOCK GRANT ~2023 None known yet 98,876.00 63,003.00 .00 .00 63,003) Fund?
1111-45-4591 MISCELLANEOUS STATE REIMB .00 .00 .00
.00 .00
Total INTERGOVERNMENTAL: 211,912.86 483,769.00 61,087.59 15,930.00 467,839)
CHARGES FOR SERVICES
1111-46-4620 ADMINISTRATION FEES .00 .00 20,858.85 20,000.00 20,000 CY actual 1111-46-4621 PLAN CHECK FEES 160,209.03 100,000.00 128,921.52 100,000.00 1111-46-4622 PLANNING/ENGINEERING REIMB .00 No change-conservative .00 .00 48,174.30 .00 .00
1111-46-4623 LEGAL REIMBURSEMENT 3,992.50 .00 .00 .00 .00 1111-46-4626 DEVELOPER REIMBURSEMENT .00 .00 .00 .00 .00 1111-46-4641 BUILDING INSPECTION FEES 1,872.50 2,000.00 294.70 2,000.00 1111-46-4642 PLANNING FEES .00 No change
5,941.25 6,000.00 6,964.99 6,000.00 .00 No change
1111-46-4643 OTHER FEES .00 .00 .00 .00 .00
1111-46-4658 SPECIAL POLICE DEPT SERVICES .00 .00 .00 .00 .00 1111-46-4660 POLICE REPORT REVENUE 428.00 .00 421.00 400.00 400 1111-46-4671 SPECIAL FIRE DEPT SERVICES 130,597.03 Use CY actual .00 289,456.94 100,000.00 100,000 Historical data
1111-46-4676 RETURNED CHECK FEE .00 10.00-
.00 .00
Total CHARGES FOR SERVICES: 303,040.31 108,000.00 495,082.30 228,400.00 120,400
MISCELLANEOUS REVENUES
1111-47-4705 INSURANCE REIMBURSEMENTS 1,423.20 800.00 17,755.20 2,000.00 1,200 Conservative est 1111-47-4790 DONATIONS .00 .00 .00 .00
1111-47-4791 MISCELLANEOUS REIMBURSEMENTS 84,563.52 12,000.00 107,752.45 80,000.00 68,000 Update to PY actual 1111-47-4792 MISCELLANEOUS REVENUE 3,646.48 2,000.00 21,367.95 3,500.00 1,500 Use PY for base 1111-47-4798 CASH OVER / SHORT .58 .00 .68- .00 .00
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 3
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
Total MISCELLANEOUS REVENUES: 89,633.78 14,800.00 146,874.92 85,500.00 70,700
OTHER FINANCING SOURCES/(USES)
1111-49-4900 TRANSFERS IN .00 .00 127,741.00 100,000.00 100,000 ARPA - Lost Revenue 1111-49-4915 SURPLUS ITEMS SOLD .00 20,000.00 .00 .00 20,000) Vehicles, etc. planned 1111-49-4949 TRANSFERS OUT .00 .00 75,382.00- .00
.00
Total OTHER FINANCING SOURCES/(USES): .00 20,000.00 52,359.00 100,000.00 80,000 Total Revenue: 3,484,301.21 3,712,141.00 3,690,110.99 3,645,300.00 66,841) CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 4
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
CITY COUNCIL
1111-60-5120 STIPEND - ELECTED 11,900.00 10,320.00 7,920.00 10,320.00 .00 1111-60-5211 FRINGE BENEFITS(PRIOR YRS) .00 .00 .00 -00 1111-60-5215 MEDICARE EXPENSE 172.55 150.00 114.84 151.00 1111-60-5216 SOCIAL SECURITY EXPENSE 737.80 640.00 491.04 641.00 1111-60-5218 CALIF SUI & ETT 392.60 490.00 276.00 486.00 1111-60-6100 SERVICES & SUPPLIES .00 200.00 .00 .00 200). 1111-60-6111 OFFICE EXPENSE 184.70 .00 58.98 .00 .00
1111-60-6122 TRAINING 2,200.00 2,000.00 .00 .00
Ethics/harassment
1111-60-6123 STAFF RECRUITMENT 24,519.21 .00 prevention/League-new council .00 .00 .00
1111-60-6150 ADVERTISING 1,734.24 2,000.00 1,719.65 .00 2,000) 1111-60-6166 SOFTWARE/COMPUTER UPGRADES 548.42 500.00 .00 .00 500). 1111-60-6240 MEMBERSHIPS AND DUES 5,146.00 5,500.00 5,364.00 .00 5,500) 1111-60-6250 TRAVEL, CONFERENCES & MEETINGS .00 3,000.00 1,897.81 3,000.00 .00 League-ann conf
Total CITY COUNCIL: 47,535.52 24,800.00 17,842.32 16,598.00 8,202)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 5
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
CITY CLERK
1111-62-5110 SALARIES & WAGES REG EMPLOYEES 26,400.00 .00 220.00 .00 -00
1111-62-5120 STIPEND - ELECTED .00 26,400.00 19,800.00 2,400.00 24,000) 1111-62-5211 FRINGE BENEFITS 37.45 .00 .00 .00 .00
1111-62-5215 MEDICARE EXPENSE 382.80 380.00 290.29 35.00 345) 1111-62-5216 SOCIAL SECURITY EXPENSE 1,636.80 1,640.00 1,241.24 149.00 1,491). 1111-62-5218 CALIF SUI & ETT 236.20 330.00 209.93 217)
1111-62-6120 SPECIAL DEPARTMENTAL EXPENSE 5,195.11 1,000.00 100 5,000 Election 11/2022 1111-62-6122 TRAINING .00 500.00 .00 .00 500)
1111-62-6166 SOFTWARE PROGRAMS .00 500.00 .00 .00 500). 1111-62-6215 PROF & SPEC SERV. - OTHER 527.08 6,500.00 4,391.46 4,500.00 2,000) Muni Code updates 1111-62-6240 MEMBERSHIPS AND DUES .00 200.00 925.00 925.00 725 CCA 1111-62-6250 TRAVEL, CONFERENCES & MEETINGS .00 300.00 .00 .00 300). 1111-62-9200 MISCELLANEOUS EXPENSE .00 200.00 .00 .00 200) Total CITY CLERK: 34,415.44 37,950.00 27,077.92 14,122.00 23,828)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 6
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
CITY TREASURER
1111-64-5110 SALARIES & WAGES REG EMPLOYEES 1,600.00 .00 .00 .00 1111-64-5120 STIPEND - ELECTED .00
600.00 2,400.00 1,800.00 26,400.00 24,000
1111-64-5211 FRINGE BENEFITS .00 .00
1111-64-5215 MEDICARE EXPENSE 31.90 .00
40.00 26.10 40.00 .00
1111-64-5216 SOCIAL SECURITY EXPENSE 136.80 150.00 111.60 1111-64-5218 CALIF SUI & ETT 6.80 150.00
120.00 120.00 .00
1111-64-6111 OFFICE EXPENSE .00 .00 .00 .00 .00
1111-64-6120 SPECIAL DEPARTMENTAL EXPENSE 50.00 .00 .00 1111-64-6122 TRAINING 100 100.00 .00 100.00 .00 CA Muni Treasurers Assoc 1111-64-6166 SOFTWARE PROGRAMS .00 .00 .00
.00
1111-64-6210 PROF & SPEC SERVICES-ATTORNEY 3,866.60 .00 .00 .00 .00
1111-64-6250 TRAVEL, CONFERENCES & MEETINGS .00 100.00 .00 100.00 CA Muni Treasurers Assoc .00
Total CITY TREASURER: 6,242.10 2,960.00 1,941.10 26,910.00 23,950
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 7
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
CITY MANAGER/FINANCE/HR
1111-65-5110 SALARIES & WAGES REG EMPLOYEES 67,006.10 219,700.00 134,309.48 236,846.00 17,146_CM/EA/AA/MA/FM/Acct 1111-65-5115 HOLIDAY PAY 80.77 .00 .00 .00
1111-65-5130 OVERTIME EXPENSE .00 .00 598.15 1,000 Exec Asst/AA/MA/Acct 1111-65-5211 HEALTH INSURANCE-ER 6,761.36 10,500.00 26.379.00 8,475.07 15,879 Staff realloc/Acct reclass/Adm
1111-65-5212 DENTAL INSURANCE 382.72 1,460.00 1,144.64
2,158.00 698
1111-65-5213 PERS RETIREMENT 3,930.38 31,620.00 4,681.03 34,916.00 3,296 1111-65-5215 MEDICARE EXPENSE 941.14 3,190.00 1,950.51
1111-65-5216 SOCIAL SECURITY EXPENSE 3,435.00 245
4,024.03 13,620.00 8,340.16 14,685.00 1,065
1111-65-5218 CALIF SUI & ETT 308.08 860.00 601.28
1111-65-5222 VISION INSURANCE 857.00 3).
54.40 250.00 158.31 417.00 167
1111-65-5223 AD&D/LIFE INSURANCE .00 270.00 93.31 411.00 1111-65-5225 141
AUTO ALLOWANCE .00 .00 .00 3,990.00 3,990 CM
1111-65-5298 CALPERS UNFUNDED LIABILITY 17,102.28 18,000.00 13,761.79 18,219.00 1111-65-6111 OFFICE EXPENSE 219
1,279.64 .00 368.11 .00 .00
1111-65-6120 SPECIAL DEPARTMENTAL EXPENSE .00 1,000.00 24.24 1,000.00 1111-65-6122 TRAINING .00 3,000.00 129.00 10,000.00 7,000 CM Conf-League, GOA,
1111-65-6123 STAFF RECRUITMENT MMANC
.00 30,000.00 6,632.18 10,000.00 20,000) CM/FM/Admin/PD 1111-65-6166 SOFTWARE PROGRAMS 12.50 .00 .00
1111-65-6211 PROF SERVICES - AUDITOR .00 22,000.00
1111-65-6215 PROF & SPEC SERV. - OTHER 82.282.50 120000.00 18,000 2 audits, add work 8,182.00 100,000.00 Finance/HR, re-eval@6/22
1111-65-6240 MEMBERSHIPS AND DUES 321.80 3,000.00 10,000.00 7,000_ICMA/GFOA/CCMF/MMANC/C 1111-65-6250 TRAVEL, CONFERENCES & MEETINGS SMFO
.00 5,000.00 281.71 5,000)
Total CITY MANAGER/FINANCE/HR: 110,387.20 463,470.00 273,371.47 534,313.00 70,843 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 8
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
LEGAL
1111-68-6210 PROF & SPEC SERVICES-ATTORNEY 68,851.88 75,000.00 71,101.63 82,000.00 7,000 General legal svcs 1111-68-6212 PROF SERVICES-HUMAN RESOURCES 8,384.22 12,000.00 2,145.00 12,000.00 .00 1111-68-6221 PROF SERVICES-LITIGATION EXP .00 60,000.00 3,325.00 100,000.00 40,000 Allow for potential cases
Total LEGAL: 77,236.10 147,000.00 76,571.63 194,000.00 47,000 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 9
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
POLICE (GENERAL FUND)
1111-70-5110 SALARIES & WAGES REG EMPLOYEES 388,714.32 321,200.00 277,455.47 376,138.00 54,938 1111-70-5113 LONGEVITY PAY 4,266.73 5,352.00 4,334.65 .00 5,352)
1111-70-5114 INCENTIVE PAY-POST 1,710.82 5,619.00 .00 10,503.00 1111-70-5115 4,884
HOLIDAY PAY 20,806.57 12,030.00 8,424.33 13,494.00 1,464 1111-70-5117 INCENTIVE PAY-EDUCATION 7,237.66 9,600.00 4,838.95 6,182.00 3,418)
1111-70-5119 SPECIAL IT 6,329.28 .00 .00 8,533.00 8,533 1111-70-5121 FIELD OFFICER TRAINING .00 468.00 2,115.21 468.00 1111-70-5130 OVERTIME EXPENSE 12,092.69 10,874.00 9,616.01 11,000.00 126 1111-70-5199 INTERFUND REIMBURSEMENTS .00 .00 .00
1111-70-5205 HEALTH INSURANCE 41,230.00- .00 .00 .00
1111-70-5210 MEDICAL IN-LIEU 4,007.69- .00 .00 .00
1111-70-5211 HEALTH INSURANCE-ER 132,117.83 60,040.00 53,565.38 58,554.00 1111-70-5212 DENTAL INSURANCE 1,486)
502.40 5,230.00 2,719.16 5,229.00 1)
1111-70-5213 PERS RETIREMENT 67,159.71 56,250.00 46,193.07 62,401.00 6,151 1111-70-5215 MEDICARE EXPENSE 5,958.61 5,400.00 4,201.94 6,264.00 864
1111-70-5216 SOCIAL SECURITY EXPENSE 25,839.68 23,080.00 17,966.80 26,789.00 3.709 1111-70-5217 DEFERRED COMP ER MATCH (457) 5,598.65 8,400.00 1,467.68 8,400.00 1111-70-5218 CALIF SUI & ETT .00
1,344.18 1,660.00 1,053.96 1,983.00 323
1111-70-5219 TUITION REIMBURSEMENT 2,000.00 2,000.00 .00 2,000.00 .00 1111-70-5222 VISION INSURANCE 128.90 950.00 857.44
953.00
1111-70-5223 AD&D/LIFE INSURANCE 173.32 885.00 5)
1111-70-5224 UNIFORM ALLOWANCE 6, 49.50- 5,26000
4,235.62 5,259.00
1111-70-5298 CALPERS UNFUNDED LIABILITY 85,511.39 90,000.00 60,401.41 91,096.00 1,096 1111-70-5299 INTERFUND REIMB-PUBLIC SAFETY .00 .00
1111-70-6111 OFFICE EXPENSE 7,14.10 1,009.06
1111-70-6119 SAFETY EQUIPMENT .00 .00
22,213.21 14,657.17 12,000.00 .00
1111-70-6120 SPECIAL DEPARTMENTAL EXPENSE 4,551.47 1,046.25 850.00 .00 1111-70-6121 TRAINING SUPPLIES 754.24 7,000.00
1111-70-6122 TRAINING 6,000
9,251.26 3,169.04 5,000.00 5,000)
1111-70-6123 STAFF RECRUITMENT .00 .00 .00 .00
1111-70-6127 VOLUNTEER SUPPLIES .00
1,000.00 500
1111-70-6140 CLOTHING / UNIFORM-NON-PAYROLL 1,840.21 161.50 1,000.00 500 1111-70-6160 COMMUNICATIONS 7,243.54 6,250.19
1111-70-6163 IT SERVICES .00 8,000)
4,129.81 .00 .00
1111-70-6165 IT/NETWORK SERVICES 3,722.24 -00 .00
1111-70-6190 MAINT OF BLDGS, STRUCT, GROUND 3,478.55 230.60 .00 .00 1111-70-6201 FUEL 18,997.34 .00
40,000.00 40,000
1111-70-6202 MAINT & OPERATIONS - VEHICLES 18,539.97 .00 20,000.00 20,000 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 10
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
1111-70-6203 MAINT & OPERATIONS - EQUIPMENT 691.16 .00 .00 1111-70-6215 .00 .00
PROF & SPEC SERV. - OTHER 200.00 .00 63.00 500.00
1111-70-6220 OTHER CONTRACTUAL SERVICES 100,710.01 115,000.00 106,302.41 122,000.00 1111-70-6240 MEMBERSHIPS AND DUES 7,000 Dispatch Service Contract 410.00 500.00 548.70 500.00
1111-70-6250 TRAVEL, CONFERENCES & MEETINGS 165.00 1,000.00 1,376.29 1111-70-8814 CAPITAL EXP - EQUIPMENT 6,000.00 5,000 Cal Chef Police-APC & GA 51,953.75 500.00 18,578.37 .00
1111-70-9261 MISCELLANEOUS EXPENSE 29.92 500.00 .00
500.00 .00
Total POLICE (GENERAL FUND): 983,470.47 774,653.00 653,767.22 912,481.00 137,828 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 11
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
FIRE (GENERAL FUND)
1111-75-5110 SALARIES & WAGES REG EMPLOYEES 47,933.10 .00 .00 .00 .00 1111-75-5130 OVERTIME EXPENSE 1,553.81 .00 .00 .00 .00
1111-75-5199 INTERFUND P/R REIMB-MEASURE M .00 .00
1111-75-5211 HEALTH INSURANCE-ER 6,279.00 .00
.00
1111-75-5212 DENTAL INSURANCE 783.50 .00 222.58
1111-75-5213 PERS RETIREMENT 3,968.36 .00
1111-75-5215 .00 .00
MEDICARE EXPENSE 672.47 .00 .00 .00
1111-75-5216 SOCIAL SECURITY EXPENSE 2,875.26 .00 .00
1111-75-5218 CALIF SUI & ETT 171.06 .00
1111-75-5222 VISION INSURANCE .00 .00
137.44 .00 61.35 .00
1111-75-5224 UNIFORM ALLOWANCE 161.52 .00 :00 300.00
1111-75-5298 CALPERS UNFUNDED LIABILITY 300
.00 .00 .00 .00
1111-75-5299 INTERFUND REIMB-PUBLIC SAFETY .00 .00 .00 .00 1111-75-6100 SERVICES & SUPPLIES 317.63 .00 .00
1111-75-6111 OFFICE EXPENSE 13,045.50 .00
750.00 2,123.52 .00 750)
1111-75-6119 SAFETY EQUIPMENT 2,139.34 5,000.00 5,094.47 15,000.00 10,000 1111-75-6120 SPECIAL DEPARTMENTAL EXPENSE 354.00 3,500.00 .00 3,500.00 1111-75-6121 TRAINING SUPPLIES 98.48 200.00 177.85
1111-75-6122 TRAINING 200
1,658.31 3,000.00 2,815.16 4,000.00 1,000
1111-75-6123 STAFF RECRUITMENT 100.00 400.00 2,500.00
1111-75-6130 TOOLS & SMALL EQUIP .00
2,050.50 100000 1,772.04 4,000.00 .00
1111-75-6140 CLOTHING / UNIFORM NON-PAYROLL 1,135.13 1,200.00 200 1111-75-6160 COMMUNICATIONS 3,749.18 3,153.25 10,000.00 2,800 1111-75-6166 SOFTWARE PROGRAMS 149.90 .00 .00 .00
1111-75-6170 UTILITIES 12,729.19 13,000.000 10,876.74
16,000.00 3,000
1111-75-6190 MAINT OF BLDGS, STRUCT, GROUND 11,653.17 4,747.39 12,000.00 2,000 1111-75-6199 EXPENSE REIMBURSEMENT .00 200.00 .00 .00
1111-75-6201 200).
14,053.28 5,000.00 681.01 17,000.00 12,000
1111-75-6202 MAINT & OPERATIONS - VEHICLES 8,715.68 .00 .00 12,000.00 12,000 1111-75-6203 MAINT & OPERATIONS - EQUIPMENT 2,678.63 .00 3,000.00 3,000 1111-75-6215 PROF & SPEC SERV. - OTHER .00 2,000.00 .00 2,000) 1111-75-6250 TRAVEL, CONFERENCES & MEETINGS 4,555.75 1,000.00 2,830.10 4,500.00 3,500
1111-75-8814 CAPITAL EXP - EQUIPMENT .00 .00 48,410.07 50,000.00 50,000 1111-75-9211 INTEREST EXPENSE .00 5,000.00 .00 .00
1111-75-9700 TRANSFERS OUT .00 5,000).
20,000.00 .00 20,000) INTERFUND PRIN
REIMBURSEMENT
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 12
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL FROM PRIOR BUDGET
FY BUDGET
Total FIRE (GENERAL FUND): 143,929.13 83,350.00 84,500.66 155,400.00 72,050
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 13
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
PLANNING
1111-80-5110 SALARIES & WAGES REG EMPLOYEES 3,357.27 5,250.00 120.00 .00 1111-80-5115 HOLIDAY PAY 40.38 .00 .00 .00
1111-80-5117 SALARIES & WAGES - APPOINTED .00 200.00 .00 200.00 1111-80-5120 SALARIES & WAGES-ELECTED .00 .00
1111-80-5205 .00
HEALTH INSURANCE .00 461.00 .00
1111-80-5210 MEDICAL IN-LIEU .00 .00 .00
HEALTH INSURANCE-ER 220.63 .00 .00
1111-80-5212 DENTAL INSURANCE 76.74 .00 247.86 899v8888898 1111-80-5213 PERS RETIREMENT 196.04 406.00
1111-80-5215 MEDICARE EXPENSE .00 .00
49.31 79.00 1.74 3.00
1111-80-5216 SOCIAL SECURITY EXPENSE 210.69 10.00 7.44 12.00 1111-80-5218 CALIF SUI & ETT 15.56 10.00 3.60
9.00 1111-80-5222 VISION INSURANCE 4.75 6.00 4.32 .00
1111-80-5223 AD&D/LIFE INSURANCE .00 21.00 .00 .00
111-80-6213 PROFE SPEC SERVICES-PLANNER 1111-80-6150 1,393.56 1,500.00 2,606.64 .00 1,500) 81,202.50 75,000.00 112,870.74 150,000.00 75,000
1111-80-6215 PROF & SPEC SERV. - OTHER .00 25,000.00 .00 25,000.00 .00
Total PLANNING: 86,767.43 107,943.00 115,862.34 175,224.00 67,281
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 14
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
BUILDING INSPECTION
1111-85-5110 SALARIES & WAGES REG EMPLOYEES 68,376.15 119,300.00 76,777.17 183,418.00 64,118 AA/MA/FM/Bldg Insp 1111-85-5115 HOLIDAY PAY 60.58 .00 164.08 .00 .00
1111-85-5130 OVERTIME EXPENSE .00 .00 563.37 1,000.00 1,000 1111-85-5211 HEALTH INSURANCE-ER 10,348.54 16,200.00 8,661.40 36,854.00 20,654 1111-85-5212 DENTAL INSURANCE 604.10 1,270.00 824.12 1,729.00 459 1111-85-5213 PERS RETIREMENT 6,278.96 13,290.00 8,832.39 19,809.00 1111-85-5215 MEDICARE EXPENSE 6,519
955.05 1,730.00 1,089.12 2,659.00 929
1111-85-5216 SOCIAL SECURITY EXPENSE 4,083.72 7,400.00 4,656.81 11,372.00 3,972 1111-85-5218 CALIF SUI & ETT 672.25 710.00 637.80 872.00 1111-85-5222 162
VISION INSURANCE 187.62 500.00 531.85 565.00
1111-85-5223 AD&D/LIFE INSURANCE .00 460.00 94.32 572.00 112 1111-85-5298 CALPERS UNFUNDED LIABILITY 8,537.37 9,000.00 4,661.00 9,110.00 1111-85-6111 OFFICE EXPENSE 426.09 .00 48.10
1111-85-6122 TRAINING .00 .00
.00 1,000.00 2,000.00 1,000
1111-85-6123 STAFF RECRUITMENT .00 .00 17.85
1111-85-6150 ADVERTISING .00
.00 .00 .00
1111-85-6160 COMMUNICATIONS .00 1,400.00 .00
1111-85-6166 SOFTWARE PROGRAMS 1,400)
5,300.00 .00
1111-85-6190 MAINT OF BLDGS, STRUCT, GROUND 102.36
1111-85-6201 FUEL .00
.00 .00 3,500.00 3,500
1111-85-6212 PROF & SPEC SERVICES-ENGINEER 171,770.89 .00 .00 1111-85-6216 PROF SERVICES - BLDG INSPECTOR .00 .00 .00 25,000). 1111-85-6240 MEMBERSHIPS AND DUES 65.00 16.25 500.00 Sac Valley Bidrs 1111-85-6250 TRAVEL, CONFERENCES & MEETINGS 400
.00 400.00 .00 500.00 100
1111-85-9200 MISCELLANEOUS EXPENSE .00 .00 3,244.50 .00 .00 Total BUILDING INSPECTION: 277,768.68 197,760.00 110,979.93 274,460.00 76,700 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 15
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
ENGINEERING
1111-90-5110 SALARIES & WAGES REG EMPLOYEES 3,357.27 .00 .00 .00 .00 1111-90-5115 HOLIDAY PAY 40.38 .00 .00 .00
1111-90-5211 HEALTH INSURANCE-ER 220.63 .00 .00 .00
1111-90-5212 DENTAL INSURANCE 102.22 .00 371.14
1111-90-5213 PERS RETIREMENT 196.04 .00 .00
1111-90-5215 MEDICARE EXPENSE 49.31 .00 .00
1111-90-5216 SOCIAL SECURITY EXPENSE .00
210.69 .00 .00 .00
1111-90-5218 CALIF SUI & ETT 15.56 .00 .00
1111-90-5222 VISION INSURANCE 4.80 .00 110.36 .00
1111-90-6212 PROF & SPEC SERVICES-ENGINEER 56,554.66 165,000.00 18,924.50 165,000.00 1111-90-6225 ENGINEER SERVICES-BILLABLE 90,000.56 .00 Developer reimb/fees-passthru 100,000.00 99,017.48 100,000.00 .00 Contracted City Engineer Total ENGINEERING: 150,752.12 265,000.00 118,423.48 265,000.00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 16
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
PARKS & FACILITIES MAINTENANCE
1111-92-5110 SALARIES & WAGES REG EMPLOYEES 74,471.08 65,000.00 62,483.89 139,982.00 74,982 1111-92-5115 HOLIDAY PAY 92.88 .00 382.60
1111-92-5116 SALARIES & WAGES-0241-POOL .00
.00 3,200.00 .00 3,200)
1111-92-5118 SALARIES & WAGES -0261-EB HALL .00 16,700.00 .00 16,700). 1111-92-5119 SALARIES & WAGES - 0211-ARENA .00 8,800.00 .00 8,800). 1111-92-5122 STANDBY PAY 10,635.24 16,500.00 9,025.97 17,373.00 873 1111-92-5130 OVERTIME EXPENSE 48.72 2,000.00 354.91
2,000)
1111-92-5211 HEALTH INSURANCE-ER 20,179.80 27,310.00 18,492.36 33,494.00 6,184 1111-92-5212 DENTAL INSURANCE 1,868.06 2,930.00 2,211.56 3,291.00
1111-92-5213 PERS RETIREMENT 5,318.77 12,730.00 4,517.61 18,142.00 5,412 1111-92-5215 MEDICARE EXPENSE 1,222.84 1,600.00 1,004.71 2,282.00 682 1111-92-5216 SOCIAL SECURITY EXPENSE 5,228.84 6,820.00 4,295.99 9,756.00 2,936 1111-92-5218 CALIF SUI & ETT - ER PAID 700.00 416.38 811.00 1111-92-5222 VISION INSURANCE 540.00 207.84 604.00
1111-92-5223 AD&D/LIFE INSURANCE 460,00 1,454.15 532.00 1111-92-5224 UNIFORM ALLOWANCE 551.25 800.00 798.75 862.00 62 1111-92-5298 CALPERS UNFUNDED LIABILITY 17,102.28 18,000.00 13,761.79 18,219.00 219 1111-92-6111 OFFICE EXPENSE 319.03 .00 57.00 .00
1111-92-6113 CHEMICALS .00
5,414.70 7,000.00 1,900.63 7,000.00 .00
1111-92-6120 SPECIAL DEPARTMENTAL EXPENSE 275.30 .00 .00 750.00 1111-92-6122 750
TRAINING .00 800.00 120.00 1,000.00
1111-92-6123 STAFF RECRUITMENT 200
.00 .00 112.65 .00 .00
1111-92-6130 TOOLS & SMALL EQUIP 1,657.42 6,000.00 916.32 6,000.00 1111-92-6140 CLOTHING / UNIFORM-NON-PAYROLL .00 200.00 .00 .00 200)
1111-92-6160 COMMUNICATIONS 1,181.70 .00 645.81 .00
1111-92-6170 UTILITIES 53,806.63 65,000.00 48,446.14 65,000.00 1111-92-6190 MAINT OF BLDGS, STRUCT, GROUND 38,819.18 40,000.00 32,908.16 60,000.00 20,000 1111-92-6191 MAINT / OPERATIONS OF POOL0241 51,843.96 20,000.00 14,790.23 25,000.00 5,000 In-house maintenance. 1111-92-6201 FUEL 4,488.44 .00 .00
6,000.00 6,000
1111-92-6202 MAINT & OPERATIONS - VEHICLES 4,844.16 .00 .00 6,000.00 6,000 1111-92-6203 MAINT & OPERATIONS - EQUIPMENT 8,760.82 .00 10,000.00 10,000
1111-92-6215 PROF & SPEC SERV. - OTHER 1,133.90 16,000.00 16,738.40 25,000.00 9,000 1111-92-6240 MEMBERSHIPS AND DUES .00 300.00 .00 300.00 1111-92-6300 REFUNDS .00 .00 .00 .00
1111-92-8810 CAPITAL EXP - VEHICLES .00 .00 30,206.10 .00 1111-92-8812 CAPITAL OUTLAY-BUILDING 97,650.00 100,000.00 15,307.60 10,000.00 90,000) 1111-92-8813 CAPITAL OUTLAY-OTHER THAN BLDG .00 .00 .00 10,000.00 10,000 1111-92-8814 CAPITAL EXP - EQUIPMENT 82,964.92 300,000.00 .00 370,000.00 70,000 Rollover-Street Sweeper CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 17
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
1111-92-9211 INTEREST EXPENSE 177.66 .00 .00
.00 .00
1111-92-9231 BANK CHARGES/PROCESSING FEES .00 .00 200.00 .00 .00 1111-92-9300 RETIREMENT OF PRINCIPAL 7,890.25 .00 .00
.00
Total PARKS & FACILITIES MAINTENANCE: 499,435.89 739,390.00 281,757.55 847,398.00 108,008 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 18
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
CITYWIDE SERVICES
1111-94-5111 VACATION BUYOUT .00 .00 .00 20,000.00
1111-94-5119 SPECIALIT 20,000
.00 .00 1,297.42 .00
1111-94-5211 HEALTH INSURANCE-ER 20,181.98 .00 .00
1111-94-5212 DENTAL INSURANCE .00
1,178.00 .00 127.99 .00
1111-94-5214 AD&D/LIFE INSURANCE .00 .00 .00
1111-94-5219 WORKERS COMPENSATION .OO
7,645.00 56,414.00 56,414.00 6,414)
1111-94-5221 OPE EXPENSE .00 .00 .00
1111-94-5225 OPEB INSURANCE .00
20,387.49 36,000.00 42,842.68 49,308.00 13,308
1111-94-5298 CALPERS UNFUNDED LIABILITY 34,287.18 36,100.00 43,765.00 36,544.00 1111-94-6111 444
OFFICE EXPENSE 17,190.63 22,500.00 20,498.70 20,000.00
1111-94-6112 PAYROLL PROCESSING FEE 2,500)
7,348.03 7,000.00 7,184.54 9,000.00 2,000
1111-94-6120 SPECIAL DEPARTMENTAL EXPENSE .00 1,000.00 232.75 1,000.00 1111-94-6125 ADMINISTRATION COSTS .00
.00 .00 .00 .00
1111-94-6150 ADVERTISING 122.46 200.00 .00 200)
1111-94-6160 COMMUNICATIONS 23,447.53 35,000.00 21,523.15 1111-94-6163 IT SERVICES 25,000.00 10,000). Phones/Internet 4,429.87 8,500.00 17,389.58 40,000.00 31,500
1111-94-6165 IT HARDWARE 8,566.55 13,000.00 8,823.29
1111-94-6166 SOFTWARE PROGRAMS 10,000.00 3,000)
25,874.95 28,000.00 19,494.59 28,000.00 .00
1111-94-6170 UTILITIES 20,405.74 25,000.00 15,239.76
1111-94-6190 30,000.00 5,000 PG&E/Amador Water
MAINT OF BLDGS, STRUCT, GROUND 8,819.65 10,800.00 10,765.14 .00 10,800) 1111-94-6203 MAINT & OPERATIONS - EQUIPMENT 174.71 500.00 1111-94-6210 114.82 500.00 .00
PROF & SPEC SERVICES-ATTORNEY 25,713.47 .00 .00 .00
1111-94-6211 PROF SERVICES - AUDITOR 13,800.00 .00 .00 Transferred to 68-Legal .00 .00 .00
1111-94-6214 PROF & SPEC SERV.IT HOSTING .00 8,000.00 .00 50,000.00 1111-94-6215 PROF & SPEC SERV. - OTHER 31,710.49 42,000 New website 32,000.00 9,814.00 32,000.00 .00
1111-94-6220 OTHER CONTRACTUAL SERVICES 6,105.75 3,000.00 2,122.84 3,000.00 .00 1111-94-6230 INSURANCE 42,000.00 45,000.00 80,641.00 100,000.00 1111-94-6231 PROPERTY INSURANCE 55,000
22,051.00 23,000.00 55,536.00 37,000
1111-94-6240 MEMBERSHIPS AND DUES 34,300.00 6,900.00 1,845.00 1111-94-6250 6,900)
TRAVEL, CONFERENCES & MEETINGS 74.50 100.00 67.00
1111-94-8813 CAPITAL EXP-OTHER THAN BLDG 100)
74378.00 10,000.00 10,000)
1111-94-8814 CAPITAL EXP - EQUIPMENT .00
1111-94-9211 INTEREST EXPENSE .00
35,000.00 35,000)|
1111-94-9231 BANK CHARGES/PROCESSING FEES 6,977.73 16,554.75 .00 1111-94-9261 MISCELLANEOUS EXPENSE 1.90000 4,400).
1111-94-9700 TRANSFERS OUT .00 100.00 .00 1,500)
.00 37,206.00 37,206.00 .00 Interfund Loan Repayment
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 19
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
Total CITYWIDE SERVICES: 457,169.41 486,120.00 432,394.00 601,558.00 115,438 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 20
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
EQUIPMENT/FLEET REPLACEMENT
1111-95-5110 SALARIES & WAGES REG EMPLOYEES .00 7,750.00 5,811.89 .00 7,750) 1111-95-5122 STANDBY .00 900.00 492.33 .00 900)
1111-95-5130 OVERTIME EXPENSE .00 .00 6.94 .00 .00
1111-95-5211 HEALTH INSURANCE .00 1,900.00 1,375.05 .00 1,900) 1111-95-5213 PERS RETIREMENT .00 1,000.00 430.69 .00 1,000). 1111-95-5215 MEDICARE EXPENSE .00 130.00 89.66 .00
1111-95-5216 SOCIAL SECURITY EXPENSE 130).
.00 540.00 383.51 540)
1111-95-5218 CALIF SUI & ETT .00 50.00 33.59 .00 50)
1111-95-5224 UNIFORM ALLOWANCE 100 70.00 67.13 .00 70)
1111-95-6201 FUEL, .00 27,000.00 49,275.10 .00
1111-95-6202 MAINT & OPERATIONS - VEHICLES 27,000) Transferred from All Depts .00 31,000.00 26,517.60 .00 31,000) Transferred from All Depts 1111-95-6203 MAINT & OPERATIONS - EQUIPMENT 100 21,500.00 15,186.48 1111-95-8810 CAPITAL EXP - VEHICLES .00 21,500) Transferred from All Depts .00 .00 .00 30,000.00 30,000 Funding
1111-95-9261 MISCELLANEOUS EXPENSE 2,501.35- 5,800.00 599.00 .00 5,800) Transferred from All Depts Total EQUIPMENT/FLEET REPLACEMENT: 2,501.35- 97,640.00 100,268.97 30,000.00 67,640) Total Expenditure: 2,872,608.14 3,428,036.00 2,294,758.59 4,047,464.00 619,428 GENERAL FUND Revenue Total: 3,484,301.21 3,712,141.00 3,690,110.99 3,645,300.00 66,841) GENERAL FUND Expenditure Total: 2,872,608.14 3,428,036.00 2,294,758.59 4,047,464.00 619,428
Net Total GENERAL FUND: 611,693.07 284,105.00 1,395, 352.40 402,164.00-| 686,269)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 21
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
GAS TAX FUND
USE OF MONEY & PROP
2111-44-4411 INVESTMENT INCOME .00 1,500.00 .00 .00 1,500).
Total USE OF MONEY & PROP: .00 1,500.00 .00 .00
1,500)
INTERGOVERNMENTAL
2111-45-4501 OTHER GOVERNMENTAL AGENCIES 76,475.00 76,500.00 .00 .00 76,500). 2111-45-4521 HUTF - GAS TAX 35,085.76 35,000.00 9,253.29 35,000.00 .00 2111-45-4522 HUTF - GAS TAX 2107 52,692.17 50,000.00 44,670.61 50,000.00 2111-45-4523 HUTF - GAS TAX 2107.5 5,757.06 5,500.00 .00 5,500.00 2111-45-4524 HUTF - GAS TAX 2105 43,312.45 36,000.00 36,841.33 36,000.00 2111-45-4525 HUTF - GAS TAX 2103 .00
43,556.62 36,000.00 52,971.17 48,000.00 12,000
2111-45-4526 HUTF - GAS TAX 5,952.22 .00 23,611.84 25,000.00 25,000 2111-45-4531 RMRA - SB-1 GAS TAX 132,573.43 173,000.00 145,117.88 132,000.00 41,000) 2111-45-4551 TRAFFIC CONGESTION RELIEF .00 .00 .00
.00
Total INTERGOVERNMENTAL: 395,404.71 412,000.00 312,466.12 331,500.00 80,500)
CHARGES FOR SERVICES
2111-46-4677 CALTRANS - STREET CLEANING .00 .00 4,599.75 .00 Total CHARGES FOR SERVICES: .00 .00 4,599.75 .00
MISCELLANEOUS REVENUES
2111-47-4791 MISCELLANEOUS REIMBURSEMENTS .00 .00 .00 .00 Total MISCELLANEOUS REVENUES: .00 .00 .00 .00
OTHER FINANCING SOURCES/(USES)
2111-49-4900 TRANSFERS IN .00 10,108.00 10,108.00 8,307.00 1,801)_Interfund Loan Repayment
Total OTHER FINANCING SOURCES/(USES): .00 10,108.00 10,108.00 8,307.00 1,801) Total Revenue: 395,404.71 423,608.00 327,173.87 339,807.00 83,801)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 22
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
GAS TAX EXPENDITURES
2111-50-5110 SALARIES & WAGES REG EMPLOYEES 56,103.70 66,000.00 42,898.23 78,709.00 2111-50-5115 HOLIDAY PAY 12,709
28.27 .00 209.16 .00
2111-50-5122 STANDBY PAY 5,801.04 8,100.00 4,430.96 8,087.00 13). 2111-50-5130 OVERTIME EXPENSE 35.96 .00
.00 .00
2111-50-5205 HEALTH INSURANCE-ER .00 .00 15,700.00 15,700 2111-50-5211 HEALTH INSURANCE-ER 13,352.10 13,780.00 9,566.19 .00 13,780) 2111-50-5212 DENTAL INSURANCE 1,006.32 1,590.00 979.73 1,619.00 29 2111-50-5213 PERS RETIREMENT - ER PAID 4,123.59 8,580.00 2,709.10 10,122.00 1,542 2111-50-5214 AD&D/LIFE INSURANCE .00 .00 .00
2111-50-5215 MEDICARE EXPENSE 886.66 1,080.00 673.94 1,259.00 2111-50-5216 179
SOCIAL SECURITY EXPENSE 3,791.11 4,590.00 2,881.72 5,381.00 791 2111-50-5218 CALIF SUI & ETT 258.49 420.00 247.84 416.00 2111-50-5219 WORKERS COMPENSATION 12,800.00 .00 .00
2111-50-5222 VISION INSURANCE 181.20 290.00 163.08 294.00 2111-50-5223 AD&D/LIFE INSURANCE 61.89 250.00 252.00
2111-50-5224 UNIFORM ALLOWANCE .00 430.00 432.00 642.00 212 2111-50-5298 CALPERS UNFUNDED LIABILITY 14,403.37 15,200.00 15,359.00 159 2111-50-6110 MATERIALS & SUPPLIES 527.84 .00 10,000.00
OFFICE EXPENSE 10,000
123.54 500.00 500.00
2111-50-6113 CHEMICALS 2,680.30 1,743.88 3,500.00
.00
2111-50-6119 SAFETY EQUIPMENT 653.49 4,000.00 .00
2111-50-6120 SPECIAL DEPARTMENTAL EXPENSE 295.30 750.00 2111-50-6122 TRAINING 450
2111-50-6130 TOOLS & SMALL EQUIP 70210 100000
2111-50-6140 CLOTHING / UNIFORM .00
.00 200).
2111-50-6150 ADVERTISING 529.68 600.00 .00
2111-50-6160 COMMUNICATIONS 606.28 495.25 1,000.00 .00
2111-50-6165 NETWORK SERVICES .00 1,800.00
2111-50-6166 SOFTWARE .00
.00 3,200.00 3,200.00 .00
2111-50-6170 UTILITIES 23,552.77 26,000.00 26,000.00
2111-50-6190 MAINT OF BLDGS, STRUCT, GROUND .00
4,308.20 3,000.00 3,000.00 .00
2111-50-6201 3,036.82 3,500.00 6,000.00 2,500
2111-50-6202 MAINT & OPERATIONS - VEHICLES 1,083.70 2,000.00 2,000.00 .00 2111-50-6203 MAINT & OPERATIONS - EQUIPMENT 4,565.02 10,000.00 2111-50-6210 5,000.00 5,000)
PROF & SPEC SERVICES-ATTORNEY 2,100.00 2,200.00 3,500.00 1,300 2111-50-6211 PROF SERVICES - AUDITOR .00 8,000.00 8,000.00 .00 2111-50-6212 PROF & SPEC SERVICES-ENGINEER .00 7,500.00 7,500.00 2111-50-6215 PROF & SPEC SERV. - OTHER .00 Pavement Mgmt Report 3,099.34 4,000.00 2,033.55 .00 | ( 4,000) CA Youth Auth to Parks Budget CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 23
CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
2111-50-6220 OTHER CONTRACTUAL SERVICES 2,105.78 3,000.00 2,645.10 .00 3,000)
2111-50-6230 INSURANCE AND SURETY BONDS 11,700.00 15,000.00 15,000.00 .00 15,000) 2111-50-6231 PROPERTY INSURANCE 9,900.00 9,900.00 9,900.00 12,000.00 2,100
2111-50-8112 STREET RESURFACING 1,945.00 50,000.00 .00 50,000.00 .00 2111-50-8114 STORM DRAIN & DITCH REPAIR .00 5,000.00 695.01 5,000.00 .00
2111-50-8120 MIRCO-SURFACING .00 .00 .00 .00 .00
2111-50-8814 CAPITAL EXP - EQUIPMENT .00 6,500.00 .00
6,500)
Total GAS TAX EXPENDITURES: 186,464.25 293,010.00 137,222.72 293,190.00 180 Total Expenditure: 186,464.25 293,010.00 137,222.72 293,190.00 180 GAS TAX FUND Revenue Total: 395,404.71 423,608.00 327,173.87 339,807.00 83,801) GAS TAX FUND Expenditure Total: 186,464.25 293,010.00 137,222.72 293,190.00 180 Net Total GAS TAX FUND: 208,940.46 130,598.00 189,951.15 46,617.00 83,981)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 24
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
WWTP-OPER & MAINT.
CAPITAL CONTRIB. & TRANSFERS
3111-38-4949 TRANSFERS OUT .00 .00 1,600,000.00- .00 .00 Total CAPITAL CONTRIB. & TRANSFERS: .00 .00 1,600,000.00- .00 .00
SEWER REVENUES
3111-48-4805 SEWER SERVICE CHARGES 858,192.41 852,000.00 664,482.75 852,000.00 .00 3111-48-4821 RETURNED CHECK CHARGES .00 .00 .00 .00
.00
3111-48-4824 MISCELLANEOUS REVENUE 35.00 .00 140.00 .00 3111-48-4840 SEWER DELINQUENT CHARGES 34,824.09 10,000.00 15,566.38 15.000.00 5,000 3111-48-4841 INVESTMENT INCOME .00 3,000.00 .00
.00 3,000)
Total SEWER REVENUES: 893,051.50 865,000.00 680,189.13 867,000.00 2,000
Total Revenue: 893,051.50 865,000.00 919,810.87- 867,000.00 2,000
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 25
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
WWTP EXPENDITURES
3111-50-5110 SALARIES & WAGES REG EMPLOYEES 186,454.38 166,400.00 105,724.20 243,561.00 3111-50-5115 HOLIDAY PAY 77,161
282.69 .00 511.71 .00
3111-50-5122 STANDBY PAY 2,900.52 4,500.00 2,461.64 4,493.00 3111-50-5130 OVERTIME EXPENSE 876.70 .00 680.43 .00
3111-50-5205 HEALTH INSURANCE-ER .00 .00 .00
36,047.00 36,047
3111-50-5211 HEALTH INSURANCE-ER 34,388.48 23,920.00 15,631.27 23,920)| 3111-50-5212 DENTAL INSURANCE 1,680.88 2,110.00 980.99 2,713.00 603 3111-50-5213 PERS RETIREMENT - ER PAID 13,037.23 20,920.00 8,246.65 29,357.00 8,437 3111-50-5214 AD&D/LIFE INSURANCE .00 .00 .00 .00
.00
3111-50-5215 MEDICARE EXPENSE-ER PAID 2,691.76 2,480.00 1,552.83 3,597.00 1,117 3111-50-5216 SOCIAL SECURITY EXPENSE 11,509.32 10,600.00 6,639.71 15,379.00 4,779
3111-50-5218 CALIF SUI & ETT 1,064.35 1,020.00 712.85 1,117.00 97 3111-50-5219 1 WORKERS COMPENSATION 39,240.00 .00 .00 .00 .00 3111-50-5222 VISION INSURANCE 368.40 590.00 283.24 680.00 3111-50-5223 AD&D/LIFE INSURANCE 985.90 590.00 686.00 96 3111-50-5224 UNIFORM ALLOWANCE 393.75 460.00 461.25 1,361.00 901 3111-50-5298 CALPERS UNFUNDED LIABILITY 34,287.18 36,100.00 31,885.00 36,544.00 444 3111-50-6111 OFFICE EXPENSE 11,650.90 15,000.00 10,973.65 15,000.00 .00 3111-50-6113 CHEMICALS 1,636.43 2,500.00 2,500.00 .00
3111-50-6119 SAFETY EQUIPMENT .00 00 500.00 1,000)
3111-50-6120 SPECIAL DEPARTMENTAL EXPENSE 2,015.48 13,675.36 2,500.00 .00 3111-50-6122 TRAINING .00 1,000.00 .00
3111-50-6126 SWRCB DISCHARGE PERMIT FEE 43,572.00 50,892.00 55,000.00 30,000 3111-50-6130 SMALL TOOLS .00 96.96 200.00
3111-50-6140 CLOTHING/UNIFORM EXPENSE .00
.00 .00 200).
3111-50-6150 ADVERTISING .00 800.00
3111-50-6160 COMMUNICATIONS 6,032.11 3,158.84 4,500.00
3111-50-6165 NETWORK SERVICES .00 .00 4,200.00
3111-50-6166 SOFTWARE PROGRAMS 20,437.97 3,962.00 14,000.00 .00 3111-50-6170 UTILITIES 91,308.08 50,000.00 44,626.35 50,000.00 3111-50-6190 MAINT OF BLDGS, STRUCT, GROUND 756.57( 8,000.00 3,745.88 8,000.00 3111-50-6193 MAINT OF COLLECTION SYSTEM 8,966.26 35,000.00 11,335.89 35,000.00 .00 Plugged mainlines-vac truck
3111-50-6201 FUEL 2,780.13 4,500.00 1,036.00 7,000.00 2,500 3111-50-6202 MAINT & OPERATIONS - VEHICLES 899,38 2,000.00 999.29 2,000.00 3111-50-6203 MAINT & OPERATIONS - EQUIPMENT 2,000.00 36.61 2,000.00 3111-50-6210 PROF & SPEC SERVICES-ATTORNEY 18,366.75 30,000.00 5,914.82 30,000.00 3111-50-6211 PROF SERVICES - AUDITOR .00 10,000.00 .00 10,000.00 3111-50-6212 PROF & SPEC SERVICES-ENGINEER 16,917.50 20,000.00 .00 20,000.00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 26
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
3111-50-6215 PROF & SPEC SERV. - OTHER .00 10,000.00 .00 10,000.00 .00 3111-50-6220 OTHER CONTRACTUAL SERVICES 2,735.96 4,000.00 1,875.92 35,000.00 31,000 _Eco Urban 3111-50-6221 PROF & SPED SERV-LITIGATION RE .00 4,000.00 .00 .00 4,000). 3111-50-6222 CONTRACT OPERATOR COSTS 205,726.16 300,000.00 317,046.17 350,000.00 50,000 PERC Agreement 3111-50-6230 INSURANCE AND SURETY BONDS 42,924.00 50,000.00 50,000.00 50,000.00 .00 3111-50-6231 PROPERTY INSURANCE 27,500.00 44,000.00 44,000.00 50,000.00 6,000 3111-50-6240 MEMBERSHIPS AND DUES 349.82 700.00 487.17 800.00 100 3111-50-8813 CAPITAL OUTLAY-OTHER THAN BLDG .00 .00 .00 600,000.00 600,000 Interconnect-W Marlett 3111-50-8820 CONSTRUCTION COSTS .00 .00 .00
3111-50-9231 BANK CHARGES/PROCESSING FEES 16,682.43 3,000.00 15,746.88 17,000.00 14,000
3111-50-9235 COLLECTION FEES .00 2,000.00 .00 .00 2,000) 3111-50-9250 I BANK ANNUAL FEE 8,296.83 .00 8,034.59 8,100.00 8,100
3111-50-9261 MISCELLANEOUS EXPENSE .00 200.00 .70 .00
200)
3111-50-9271 INTEREST EXPENSE-I BANK LOAN 56,343.39 56,500.00 54,512.94 56,500.00 .00 3111-50-9272 DEBT ISSUANCE COSTS .00 .00 .00
Total WWTP EXPENDITURES: 916,059.69 976,990.00 817,929.79 1,817,135.00 840,145 Total Expenditure: 916,059.69 976,990.00 817,929.79 1,817,135.00 840,145
WWTP-OPER & MAINT. Revenue Total: 893,051.50 865,000.00 919,810.87- 867,000.00 2,000 WWTP-OPER & MAINT. Expenditure Total: 916,059.69 976,990.00 817,929.79 1,817,135.00 840,145 Net Total WWTP-OPER & MAINT.: 23,008.19- 111,990.00- 1,737,740.66-| 950,135.00-| 838,145)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 27
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
SEWER CIP FUND
SEWER CIP REVENUES
3121-48-485 SEWER SERVICE CHARGES 221,704.66 219,000.00 169,136.54 219,000.00 .00 3121-48-485 IMPACT FEES (SEWER CONNECTION 742,816.24 350,000.00 681,631.24 350,000.00 .00 3121-48-490 TRANSFERS IN .00 10,251.00 1,610,251.00 10,251.00 .00 Interfund Loan Repayment Total SEWER CIP REVENUES: 964,520.90 579,251.00 2,461,018.78 579,251.00 .00 Total Revenue: 964,520.90 579,251.00 2,461,018.78 579,251.00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 28
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
SEWER CIP EXPENDITURES
3121-50-620 MAINT & OPERATIONS - EQUIPMENT .00 20,000.00 .00 .00 20,000) 3121-50-621 PROF & SPEC SERVICES-ENGINEER 15,000.00 500,000.00 11,902.75 .00 500,000. -
3121-50-621 PROF & SPEC SERV. - OTHER .00 5,000.00
- 5,000)
3121-50-622 PROF & SPEC SERV-STUDIES/PLANS .00 28,000.00 .00 .00 28,000) 3121-50-622 PROF & SPEC SERV-GHD .00 1,000,000.00 .00 .00 1,000,000) -
3121-50-881 NEW EQUIPMENT .00 40,000.00 33,408.38 .00 40,000) -
3121-50-881 CONSTRUCTION MANAGEMENT .00 1,500,000.00 .00 775,000.00 3121-50-882 CONSTRUCTION COSTS 725,000) Design engineering-Headworks .00 .00 .00 .00
Total SEWER CIP EXPENDITURES: 15,000.00 3,093,000.00 45,311.13 775,000.00 (2,318,000) Total Expenditure: 15,000.00 3,093,000.00 45,311.13 775,000.00 (2,318,000) SEWER CIP FUND Revenue Total: 964,520.90 579,251.00 2,461,018.78 579,251.00 .00 SEWER CIP FUND Expenditure Total: 15,000.00 3,093,000.00 45,311.13 775,000.00 (2,318,000) Net Total SEWER CIP FUND: 949,520.90 2,513,749.00- 2,415,707.65 195,749.00-| 2,318,000
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 29
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
TERTIARY PLANT FUND
CAPITAL CONTRIB. & TRANSFERS
3131-38-490 TRANSFERS IN .00 .00 10,435.00 10,435.00
10,435_Interfund loan payment
Total CAPITAL CONTRIB. & TRANSFERS: .00 .00 10,435.00 10,435.00 10,435
TERTIARY PLANT REVENUES
3131-48-481 TERTIARY PLANT REIMBURSEMENTS 212,969.96 314,000.00 154,510.73 314,000.00 .00 Total TERTIARY PLANT REVENUES: 212,969.96 314,000.00 154,510.73 314,000.00 .00
Total Revenue: 212,969.96 314,000.00 164,945.73 324,435.00 10,435 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 30
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
TERTIARY PLANT EXPENDITURES
3131-50-511 SALARIES & WAGES REG EMPLOYEES 26,226.23 42,600.00 28,951.03 48,482.00 5,882 3131-50-511 HOLIDAY PAY 121.15 .00 60.42
.00 .00
3131-50-513 SALARIES & WAGES REG EMPLOYEES .00 .00 33.05 .00 .O0
3131-50-520 HEALTH INSURANCE-ER .00 .00 .00 5,098.00 5,098 3131-50-521 HEALTH INSURANCE-ER 2,910.26 2,110.00 1,820.46 3131-50-521 2,110)
DENTAL INSURANCE 192.00 270.00 453.27 401.00 131
3131-50-521 PERS RETIREMENT - ER PAID 1,874.89 6,510.00 857.49 7,506.00 996 3131-50-521 MEDICARE EXPENSE-ER PAID 376.24 620.00 419.70 703.00 83 3131-50-521 SOCIAL SECURITY EXPENSE 1,608.59 2,640.00 1,794.69 3,006.00 3131-50-521 CALIF SUI & ETT 366
70.81 200.00 135.34 194.00
3131-50-521 WORKERS COMPENSATION 4,640.00 .00
.00 .00
3131-50-522 VISION INSURANCE 36.70 50.00 84.00
3131-50-522 AD&D/LIFE INSURANCE 429.00 50.00 80.00
3131-50-522 30
UNIFORM ALLOWANCE 45.00 50.00 945.00 895
3131-50-529 CALPERS UNFUNDED LIABILITY 3,580.19 3,800.00 2,653.42 3131-50-6111 3,813.00
OFFICE EXPENSE .00 300.00 300.00
3131-50-611 CHEMICALS 45,618.69 50,000.00 24,325.84
3131-50-612 60,000.00 10,000
SWRCB DISCHARGE PERMIT FEE 2,848.00 3,200.00 3,326.00 4,000.00 3131-50-616 COMMUNICATIONS 372.63 800
300.00 314.75 300.00 .00
3131-50-616 NETWORK SERVICES 1,200.00
3131-50-616 SOFTWARE PROGRAMS 1,200.00
UTILITIES 39,855.02 25,000.00 25,000.00
3131-50-617 25,000.00 45,530.11 40,000.00 15,000
3131-50-619 MAINT OF BLDGS, STRUCT, GROUND 2,684.54 2,000.00 332.10 2,000.00 3131-50-620 MAINT & OPERATIONS - EQUIPMENT .00 5,000.00 36.61 5,000.00 3131-50-621 PROF & SPEC SERVICES-ATTORNEY .00
8,920.71 4,000.00 2,851.75 4,000.00
3131-50-621 PROF SERVICES - AUDITOR .00 5,000.00 5,000.00 3131-50-621 PROF & SPEC SERVICES-ENGINEER .00 5,000.00
3131-50-621 .00 5,000).
PROF & SPEC SERV. - OTHER .00 .00 .00
3131-50-622 OTHER CONTRACTUAL SERVICES .00 45,000.00 23,765.94 35,000.00 3131-50-622 CONTRACT OPERATOR COSTS 10,000) Sludge removal 146,944.48 165,000.00 32,194.21 35,000.00 130,000) PERC Agreement 3131-50-623 LIABILITY INSURANCE 4,700.00 6,000.00 6,000.00 8,000.00 3131-50-623 PROPERTY & CRIME INSURANCE 2,000
5,100.00 8,160.00 8,160.00 10,000.00 1,840
3131-50-624 MEMBERSHIPS AND DUES .00 500.00 .00 500.00
3131-50-881 CAPITAL OUTLAY-OTHER THAN BLDG .00 10,000.00 .00 50,000.00 40,000 Shade cover/roof-ARPA Total TERTIARY PLANT EXPENDITURES: 299,155.13 419,560.00 184,094.21 355,612.00 63,948)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 31
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE FYTD ACTUAL FROM PRIOR
FY BUDGET
Total Expenditure: 299,155.13 419,560.00 184,094.21 355,612.00 63,948) TERTIARY PLANT FUND Revenue Total: 212,969.96 314,000.00 164,945.73 324,435.00 10,435 TERTIARY PLANT FUND Expenditure Total: 299,155.13 419,560.00 184,094.21 355,612.00 63,948) Net Total TERTIARY PLANT FUND: 86,185.17- 105,560.00- 19,148.48- 31,177.00- 74,383 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 32
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
TRANSP. COMMISSION - LOCAL
USE OF MONEY & PROP
4211-44-4411 INTEREST EARNED .00 .00 .00 .00
.00
Total USE OF MONEY & PROP: .00 .00 .00 .00
.00
OTHER FINANCING SOURCES/(USES)
4211-49-490 TRANSFERS IN .00 21,989.00 21,989.00 21,989.00 .00 Interfund Loan Repayment
Total OTHER FINANCING SOURCES/(USES): .00 21,989.00 21,989.00 21,989.00 .00
Total Revenue: .00 21,989.00 21,989.00 21,989.00
.00
TRANSP. COMMISSION - LOCAL Revenue Total: .00 21,989.00 21,989.00 21,989.00 .00 TRANSP. COMMISSION - LOCAL Expenditure Total:
.00 .00 .00 .00 .00
Net Total TRANSP. COMMISSION - LOCAL: .00 21,989.00 21,989.00 21,989.00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 33
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
GRANT-FEMA SAFER GRANT(FIRE)
INTERGOVERNMENTAL
5117-45-456 GRANT REVENUE .00 .00 .00
.00
Total INTERGOVERNMENTAL: .00 .00
.00
Total Revenue: .00 .00 .00 .00
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 34
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
FEMA SAFER GRANT EXPENDITURES
5117-50-5110 SALARIES & WAGES REG EMPLOYEES .00 4,600.00 1,399.20 .00 4,600). 5117-50-514 SAFER GRANT PERSONNEL .00 .00 .00 20,000.00 20,000 5117-50-520 HEALTH INSURANCE - ER .00 .00 .00 598.00 598 5117-50-5211 HEALTH INSURANCE .00 .00 165.56 .00
5117-50-521 DENTAL INSURANCE .00 40.00 .00 35.00
5117-50-521 PERS RETIREMENT - ER PAID .00 510.00 108.19 553.00 43 5117-50-521 MEDICARE EXPENSE-ER PAID .00 70.00 19.13 74.00 5117-50-521 SOCIAL SECURITY EXPENSE .00 280.00 81.80 317.00 37 5117-50-521 CALIF SUI & ETT .00 30.00 .00 23.00
5117-50-522 VISION INSURANCE .00 20.00 .00 19.00
5117-50-522 AD&D/LIFE INSURANCE .00 20.00 15.00
5117-50-612 TRAINING .00 .00 .00 .00
5117-50-619 SAFER GRANT EXPENSES .00 .00 .00
Total FEMA SAFER GRANT EXPENDITURES: .00 5,570.00 1,773.88 21,634.00 16,064 Total Expenditure: .00 5,570.00 1,773.88 21,634.00 16,064 GRANT-FEMA SAFER GRANT(FIRE) Revenue Total:
.00 .00 .00
GRANT-FEMA SAFER GRANT(FIRE) Expenditure Total:
.00 5,570.00 1,773.88 21,634.00 16,064
Net Total GRANT-FEMA SAFER GRANT(FIRE): .00 5,570.00- 1,773.88- 21,634.00- 16,064) CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 35
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
COVID RELIEF
Source: 45
5119-45-456 USDA REVENUE 114,681.87
.00 112,721.58 .00 .00
5119-45-457 ARPA REVENUE .00
1,024,824.00 1,024,824.00 1,024,824.00 .00 ARPA 2nd Installment Total Source: 45: 114,681.87 1,024,824.00 1,137,545.58 1,024,824.00 .00
Total Revenue: 114,681.87 1,024,824.00 1,137,545.58 1,024,824.00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 36
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
Department: 50
5119-50-626 ARPA EXPENSE .00 50,000.00 10,941.54 55,000.00 5,000
5119-50-812 ARPA CAPITAL EXPENSE .00 770,000.00 506,974.71 1,065,000.00 295,000 5119-50-970 TRANSFERS OUT .00 .00 100,000.00
100,000.00 100,000
Total Department: 50: .00 820,000.00 617,916.25 1,220,000.00 400,000 Total Expenditure: .00 820,000.00 617,916.25 1,220,000.00 400,000
COVID RELIEF Revenue Total: 114,681.87 1,024,824.00 1, 137,545.58 1,024,824.00 .00
COVID RELIEF Expenditure Total: .00 820,000.00 617,916.25 1,220,000.00 400,000 Net Total COVID RELIEF: 114,681.87 204,824.00 519,629.33 195,176.00- ( 400,000) CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 37
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
20CDBG-EMERGENCY SM BUS LOAN
Department: 50
7122-50-714 SMALL BUSINESS GRANTS .00 .00
53,200.00 .00 .00
Total Department: 50: .00 .00 53,200.00
.00
Total Expenditure: .00 .00 53,200.00 .00 .00
20CDBG-EMERGENCY SM BUS LOAN Revenue Total:
.00 .00 .00 .00 .00
20CDBG-EMERGENCY SM BUS LOAN Expenditure Total:
.00 53,200.00 .00 .00
Net Total 20CDBG-EMERGENCY SM BUS LOAN: .00 .00 53,200.00-| .00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 38
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
CONSERVATION MAINT. FIRE BREAK
USE OF MONEY & PROP
8211-44-4411 INTEREST EARNED .00 100.00 .00 .00 100).
Total USE OF MONEY & PROP: .00 100.00 .00 .00 100)
Total Revenue: .00 100.00 .00 .00
100)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 39
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
FIRE BREAK EXPENDITURES
8211-50-612 ADMINISTRATION COSTS .00 43,000.00 30,000.00 .00 43,000).
Total FIRE BREAK EXPENDITURES: .00 43,000.00 30,000.00 .00 43,000) Total Expenditure: .00 43,000.00 30,000.00 .00 43,000)
CONSERVATION MAINT. FIRE BREAK Revenue Total:
-00 100.00 .00 .00 100)
CONSERVATION MAINT. FIRE BREAK Expenditure Total:
.00 43,000.00 30,000.00 43,000)
Net Total CONSERVATION MAINT. FIRE BREAK: .00 42,900.00- 30,000.00-1 42,900 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 40
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
FROM PRIOR
FY BUDGET
LIGHTING & LANDSCAPE DIST. 1 C
SPECIAL BENEFITS ASSESSMENTS
8221-40-466 DIST 1 COIS REVENUES 72,475.67 72,500.00 7,070.38 72,500.00 .00
Total SPECIAL BENEFITS ASSESSMENTS: 72,475.67 72,500.00 7,070.38 72,500.00 .00
Source: 46
8221-46-466 CFD LL ASSESSEMENTS REVENUES 346.94 .00 .00 8221-46-466 .00 .00
DIST 1 COIS REVENUES 130.75 .00 .00
.00 .00
Total Source: 46: 477.69 .00 .00 .00
Total Revenue: 72,953.36 72,500.00 7,070.38 72,500.00 .00 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 41
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
LIGHTING/LANDSCAPE EXPENDITURE
8221-50-612 ADMINISTRATION COSTS .00 3,000.00 .00 .00
8221-50-617 UTILITIES 3,000)
30,643.07 29,500.00 20,674.97 31,000.00 1,500
8221-50-619 MAINT OF BLDGS, STRUCT, GROUND 22,844.65 34,800.00 27,501.19 35,000.00 8221-50-620 MAINT & OPERATIONS - EQUIPMENT 200
.00 400.00 .00 .00 400).
Total LIGHTING/LANDSCAPE EXPENDITURE: 53,487.72 67,700.00 48,176.16 66,000.00 1,700)
Total Expenditure: 53,487.72 67,700.00 48,176.16 66,000.00 1,700)
LIGHTING & LANDSCAPE DIST. 1 C Revenue Total:
72,953.36 72,500.00 7,070.38 72,500.00| .00
LIGHTING & LANDSCAPE DIST. 1 C Expenditure Total:
53,487.72 67,700.00 48,176.16 | 66,000.00 | ( 1,700)
Net Total LIGHTING & LANDSCAPE DIST. 1 C: 19,465.64 4,800.00 41,105.78-| 6,500.00 1,700
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 42
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
ARSA
ENTERPRISE REVENUES
8231-48-490 TRANSFERS IN .00 2,645.00 2,645.00
2,645.00 .00 Interfund Loan Repayment
Total ENTERPRISE REVENUES: .00 2,645.00 2,645.00 2,645.00 .00
OTHER FINANCING SOURCES/(USES)
8231-49-494 TRANSFERS OUT .00 .00 .00 .00
.00
Total OTHER FINANCING SOURCES/(USES): .00 .00 .00 .00
.00
Total Revenue: .00 2,645.00 2,645.00 2,645.00
.00
ARSA Revenue Total: .00 2,645.00
2,645.00 2,645.00 .00
ARSA Expenditure Total: .00 .00 .00
.00 .00
Net Total ARSA: .00
2,645.00 2,645.00 2,645.00 .00
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 43
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
CFD-COMMUNITY FACILITIES DIST.
CFD FACILITY EXPENDITURES
9111-50-5110 SALARIES & WAGES .00 .00 2,651.24 4,820.00 4,820 9111-50-5130 OVERTIME .00 .00 33.05 .00
9111-50-5205 HEALTH INSURANCE - ER .00
.00 .00 .00 750.00 750
9111-50-5211 HEALTH INSURANCE .00 .00 497.59
9111-50-5212 .00
DENTAL INSURANCE .00 .00 .00 46.00 46
9111-50-5213 PERS RETIREMENT 823338833338 .00 .00 202.15 521.00 9111-50-5215 MEDICARE EXPENSE 521
9111-50-5216 .00 .00 39.00 70.00 70
SOCIAL SECURITY EXPENSE .00 .00 166.37 299.00 299
9111-50-5218 CALIF SUI & ETT .00 .00 12.62 16.00 16
9111-50-5222 VISION INSURANCE .00 .00 100 8.00
9111-50-5223 AD&D/LIFE INSURANCE .00 .00 11.00 11
9111-50-6125 ADMINISTRATION COSTS 81,966.50 7,000.00 39,755.40 40,000.00 33,000 Total CFD FACILITY EXPENDITURES: 81,966.50 7,000.00 43,357.42 46,541.00 39,541 Total Expenditure: 81,966.50 7,000.00 43,357.42 46,541.00 39,541 CFD-COMMUNITY FACILITIES DIST. Revenue Total:
.00 .00 .00
CFD-COMMUNITY FACILITIES DIST. Expenditure Total:
81,966.50 7,000.00 43,357.42 46,541.00 39,541
Net Total CFD-COMMUNITY FACILITIES DIST.: 81,966.50- 7,000.00- 43,357.42- 46,541.00- - 39,541)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 44
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
IMPACT FEES-FIRE DEPT(WAS CAP)
TAXES
9511-41-418 IMPACT FEES 74,564.00 75,000.00 64,515.00
75,000.00 .00
Total TAXES: 74,564.00 75,000.00 64,515.00 75,000.00
.00
Total Revenue: 74,564.00 75,000.00 64,515.00 75,000.00
.00
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 45
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
FIRE IMPACT EXPENDITURES
9511-50-9211 INTEREST EXPENSE 10,769.35 10,000.00 8,786.14 7,000.00 9511-50-9311 RETIREMENT OF PRINCIPAL 31,162.49 3,000)
9511-50-970 TRANSFERS OUT 32,000.00 29,651.38 25,000.00 7,000) .00 38,913.00 629,083.00 12,037.00 26,876) Interfund Loan Repayment Total FIRE IMPACT EXPENDITURES: 41,931.84 80,913.00 667,520.52 44,037.00 36,876)
Total Expenditure: 41,931.84 80,913.00 667,520.52 44,037.00 36,876)
IMPACT FEES-FIRE DEPT(WAS CAP) Revenue Total:
74,564.00 75,000.00 64,515.00 75,000.00 .00
IMPACT FEES-FIRE DEPT(WAS CAP) Expenditure Total:
41,931.84 80,913.00 667,520.52 44,037.00 36,876)
Net Total IMPACT FEES-FIRE DEPT(WAS CAP): 32,632.16 5,913.00- 603,005.52-| 30,963.00 36,876
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 46
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL FYTD ACTUAL
FROM PRIOR
FY BUDGET
IMPACT FEES-PD(WAS CAPITAL PRO
TAXES
9513-41-418 IMPACT FEES 74,291.00 74,000.00 64,515.00 74,000.00 .00
Total TAXES: 74,291.00 74,000.00 64,515.00
74,000.00 .00
USE OF MONEY & PROP
9513-44-441 INTEREST EARNED .00 500.00 .00 .00 500).
Total USE OF MONEY & PROP: .00 500.00 .00 .00
500)
Source: 48
9513-48-490 TRANSFERS IN .00 766,066.00 .00
.00
Total Source: 48: .00 .00 766,066.00
.00
Total Revenue: 74,291.00 74,500.00 830,581.00
74,000.00 500)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 47
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL FROM PRIOR
FY BUDGET
PD IMPACT EXPENDITURES
9513-50-881 CAPITAL EXP -VEHICLES/EQUIPT .00 .00 .00 .00 .00 Total PD IMPACT EXPENDITURES: .00 .00 .00 .00
.00
Total Expenditure: .00 .00 .00
.00 -00
IMPACT FEES-PD(WAS CAPITAL PRO Revenue Total:
74,291.00 74,500.00 830,581.00 74,000.00| 500)
IMPACT FEES-PD(WAS CAPITAL PRO Expenditure Total:
.00 .00 .00 .00 .00
Net Total IMPACT FEES-PD(WAS CAPITAL PRO: 74,291.00 74,500.00 830,581.00 | 74,000.00 | ( 500) CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 48
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL FROM PRIOR
FY BUDGET
IMPACT FEES-PARKSWAS CAP. PRO
TAXES
9514-41-418 IMPACT FEES 339,095.60 200,000.00 309,663.60 310,000.00 110,000 9514-41-418 IMPACT FEES-ACRA 16,465.00 16,000.00 16,465.00- 16,000.00 .00
Total TAXES: 355,560,60 216,000.00 293,198.60 326,000.00 110,000
USE OF MONEY & PROP
9514-44-441 INTEREST EARNED .00 2,000.00 .00
.00 2,000).
Total USE OF MONEY & PROP: .00 2,000.00 .00
.00 2,000)
Total Revenue: 355,560.60 218,000.00
293,198.60 326,000.00 108,000
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 49
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
PARKS IMPACT EXPENDITURES
9514-50-619 MAINT OF BLDGS, STRUCT, GROUND .00 .00 22.85 .00 .00 9514-50-881 CAPITAL OUTLAY-OTHER THAN BLDG 256,110.00 .00 .00 200,000.00 200,000 HPMP $100k, Train Depot
$100k
Total PARKS IMPACT EXPENDITURES: 256,110.00 .00 22.85 200,000.00 200,000
Total Expenditure: 256,110.00 .00 22.85 200,000.00
200,000
IMPACT FEES-PARKS(WAS CAP. PRO Revenue Total:
355,560.60 218,000.00 293,198.60 326,000.00 108,000
IMPACT FEES-PARKS(WAS CAP. PRO Expenditure Total:
256,110.00 22.85 200,000.00 200,000
Net Total IMPACT FEES-PARKS(WAS CAP. PRO: 99,450.60 218,000.00 293,175.75 126,000.00 92,000)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 50
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL FROM PRIOR
FY BUDGET
IMPACT FEES - GENERAL PLAN
TAXES
9515-41-418 IMPACT FEES 15,181.76 10,000.00 12,731.84
13,000.00 3,000
Total TAXES: 15,181.76 10,000.00 12,731.84 13,000.00
3,000
Total Revenue: 15,181.76 10,000.00 12,731.84 13,000.00
3,000
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 51
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
GEN PLAN IMPACT EXPENDITURES
9515-50-970 TRANSFERS OUT .00 25,043.00
159,153.00 9,339) _Interfund Loan Repayment
Total GEN PLAN IMPACT EXPENDITURES: .00 25,043.00 159,153.00 9,339)
Total Expenditure: .00 25,043.00 159,153.00 15,704.00
9,339)
IMPACT FEES - GENERAL PLAN Revenue Total: 15,181.76 10,000.00 12,731.84 3,000
IMPACT FEES - GENERAL PLAN Expenditure Total:
.00 25,043.00 159,153.00 15,704.00 9,339)
Net Total IMPACT FEES - GENERAL PLAN: 15,181.76 15,043.00- 146,421.16-| 2,704.00-l 12,339
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 52
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
IMPACT FEES-GEN. ADMIN
TAXES
9516-41-418 IMPACT FEES 37,910.40 30,000.00 30,883.40
32,000.00 2,000
Total TAXES: 37,910.40 30,000.00 30,883.40 32,000.00
2,000
USE OF MONEY & PROP
9516-44-441 INTEREST EARNED .00 300.00 .00
.00 300)
Total USE OF MONEY & PROP: .00 300.00 .00
-00 300)
Source: 48
9516-48-490 TRANSFERS IN .00 .00 24,036.00 .00
.00
Total Source: 48: .00 .00 24,036.00 .00
Total Revenue: 37,910.40 30,300.00 54,919.40 32,000.00
1,700
IMPACT FEES-GEN. ADMIN Revenue Total: 37,910.40 30,300.00 54,919.40 32,000.00 1,700
IMPACT FEES-GEN. ADMIN Expenditure Total: .00 .00 .00
Net Total IMPACT FEES-GEN. ADMIN: 37,910.40 30,300.00 54,919.40 32,000.00 1,700
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 53
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
CITY DRAINAGE CIP FUND
USE OF MONEY & PROP
9517-44-441 INTEREST EARNED .00 300.00 .00
.00 300).
Total USE OF MONEY & PROP: .00 300.00 .00
.00 300)
Total Revenue: .00 300.00 .00
.00 300)
CITY DRAINAGE CIP FUND Revenue Total: .00 300.00 .00
300)
CITY DRAINAGE CIP FUND Expenditure Total: .00 .00 .00 .00 .00
Net Total CITY DRAINAGE CIP FUND: 300.00 .00 .00 | /
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 54
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
TRAFFIC MITIGATION FEE-LOCAL
TAXES
9518-41-418 IMPACT FEES 168,736.60 100,000.00 149,668.60 150,000.00 50,000
Total TAXES: 168,736.60 100,000.00 149,668.60 150,000.00 50,000
USE OF MONEY & PROP
9518-44-441 INTEREST EARNED .00 3,000.00 .00 3,000).
.00
Total USE OF MONEY & PROP: .00 3,000.00 .00 .00 3,000)
Source: 48
9518-48-490 TRANSFERS IN .00 .00 7,538.00
.00
Total Source: 48: .00
7,538.00 00
Total Revenue: 168,736.60 103,000.00
157,206.60 150,000.00 47,000
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 55
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
LOCAL TRAFFIC IMPACT EXP.
9518-50-621 PROF & SPEC SERV. - COASTLAND 1,266.25 .00 8,945.00 .00 .00 Total LOCAL TRAFFIC IMPACT EXP.: 1,266.25 .00 8,945.00 .00 .00 Total Expenditure: 1,266.25 .00 8,945.00 .00 .00
TRAFFIC MITIGATION FEE-LOCAL Revenue Total:
168,736.60 103,000.00 157,206.60 150,000.00 47,000
TRAFFIC MITIGATION FEE-LOCAL Expenditure Total:
1,266.25 .00 8,945.00 .00 .00
Net Total TRAFFIC MITIGATION FEE-LOCAL: 167,470.35 103,000.00 148,261.60 | 150,000.00 | 47,000 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 56
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
RAILROAD DEPOT PARK
RAILROAD PARK EXPENDITURES
9520-50-6111 OFFICE EXPENSE 560.40 .00 .00 .00
9520-50-619 MAINT OF BLDGS, STRUCT, GROUND 593.68 .00 2,267.63 .00 9520-50-810 CAPITAL REPAIRS 639.97 .00 .00 .00
9520-50-881 CAPITAL OUTLAY-BUILDING 26,655.00 .00 15,190.68 257,000.00 257,000
9520-50-881 CAPITAL OUTLAY-OTHER THAN BLDG 91,773.69 .00 3,516.02- 80,000.00 9520-50-881 CONSTRUCTION PLANS & SPECS 80,000
1,879.11 .00 618.75 2,000.00 2,000
Total RAILROAD PARK EXPENDITURES: 122,101.85 .00 14,561.04 339,000.00 339,000
Total Expenditure: 122,101.85 .00 14,561.04 339,000.00 339,000 RAILROAD DEPOT PARK Revenue Total: .00 .00 .00
.00
RAILROAD DEPOT PARK Expenditure Total: 122,101.85 .00 14,561.04 339,000.00 339,000
Net Total RAILROAD DEPOT PARK: 122, 101.85- .00 14,561.04- 339,000.00- 339,000)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 57
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL FROM PRIOR
FY BUDGET
COPS (AB3229)
USE OF MONEY & PROP
9612-44-441 INTEREST EARNED .00 300.00
.00 .00 300)
Total USE OF MONEY & PROP: .00 300.00
.00 .00 300)
INTERGOVERNMENTAL
9612-45-456 AB3229 (COPS) REVENUE 257,526.58 250,000.00 145,442.33 250,000.00 .00
Total INTERGOVERNMENTAL: 257,526.58 250,000.00 145,442.33 .00
Total Revenue: 257,526.58 250,300.00 145,442.33
250,000.00 - 300)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 58
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
COPS FUND EXPENDITURES
9612-50-511 SALARIES & WAGES REG EMPLOYEES 81,602.60 108,700.00 85,945.73 122,467.00 13,767 9612-50-511 INCENTIVE PAY-POST 2,812.50 3,705.00 1,459.09 4,266.00 561 HOLIDAY PAY 3,105.00 4,180.00 4,141.34 4,711.00 531
9612-50-511 INCENTIVE PAY-EDUCATION 2,812.50 3,705.00 1,459.09 4,266.00 561 9612-50-512 FIELD OFFICER TRAINING .00 279.83 .00
9612-50-513 OVERTIME EXPENSE .00 1,654.88 5,285.00 5,285 9612-50-519 INTERFUND REIMBURSEMENTS .00 .00 .00 .00
9612-50-520 HEALTH INSURANCE-ER 20,720.00 .00 .00 .00 .00 9612-50-521 HEALTH INSURANCE 168.04 22,200.00 18,259.01 22,200.00 .00 9612-50-521 DENTAL INSURANCE 3,786.47 2,290.00 1,766.69 2,288.00 9612-50-521 PERS RETIREMENT - ER PAID 11,779.20 14,280.00 13,639.60 15,651.00 1,371 9612-50-521 MEDICARE EXPENSE-ER PAID 1,310.00 1,820.00 1,322.17 2,044.00 224 9612-50-521 SOCIAL SECURITY EXPENSE 5,600.80 7,800.00 5,653.46 8,742.00 942 9612-50-521 CALIF SUI & ETT 405.80 490.00 286.00 487.00 9612-50-522 VISION INSURANCE 668.40 400.00 252.37 401.00 9612-50-522 AD&D/LIFE INSURANCE 502.30 320.00 .00 320.00 9612-50-522 UNIFORM ALLOWANCE 1,603.30 1,950.00 1,492.04 1,924.00 26) 9612-50-529 CALPERS UNFUNDED LIABILITY 20,489.69 21,600.00 10,879.00 21,821.00 221 9612-50-529 INTERFUND REIMBURSEMENTS .00 .00 .00 .00
Total COPS FUND EXPENDITURES: 157,366.60 193,440.00 148,490.30 216,873.00 23,433 Total Expenditure: 157,366.60 193,440.00 148,490.30 216,873.00 23,433 COPS (AB3229) Revenue Total: 257,526.58 250,300.00 145,442.33 250,000.00 300) COPS (AB3229) Expenditure Total: 157,366.60 193,440.00 148,490.30 216,873.00 23,433 Net Total COPS (AB3229): 100,159.98 56,860.00 3,047.97-) 33,127.00 23,733) CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 59
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
MEASURE M-FIRE
TAXES
9613-41-413 SALES TAX FIRE (MEASURE M) 460,713.47 460,000.00 551,017.31 600,000.00 140,000 Total TAXES: 460,713.47 460,000.00 551,017.31 600,000.00 140,000
USE OF MONEY & PROP
9613-44-441 INTEREST EARNED .00 600.00 .00
.00 600) _
Total USE OF MONEY & PROP: .00 600.00
.00 .00 600)
CHARGES FOR SERVICES
9613-46-467 LOCAL FIRE DEPLOYMENT 42,330.71 300.00 .00
.00 300)_CalFire Reimbursements
Total CHARGES FOR SERVICES: 42,330.71 300.00 .00
.00 300)
Source: 48
9613-48-490 TRANSFERS IN .00 .00 14,217.00
.00 .00
Total Source: 48: .00 .00
14,217.00 .00 .00
Total Revenue: 503,044.18 460,900.00 565,234.31
600,000.00 139,100
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 60
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
MEASURE M EXPENDITURES
9613-50-511 SALARIES & WAGES REG EMPLOYEES 413,057.17 221,700.00 371,873.74 9613-50-511 TEMPORARY EMPLOYEES 308,342.00 86,642 Add 4th Engineer .00 .00 .00 80,000.00 80,000 Volunteers.
9613-50-511 HOLIDAY PAY 5,289.48 6,500.00 5,035.20
9613-50-513 OVERTIME EXPENSE .00 6,500).
41,628.68 45,000.00 14,829.24 25,000.00 20,000)
9613-50-519 INTERFUND REIMBURSEMENTS .00 .00 .00
9613-50-521 HEALTH INSURANCE-ER -00 .00
33,633.21 40,520.00 26,576.50 60,750.00 20,230
9613-50-521 DENTAL INSURANCE 3,134.00 4,690.00 3,261.93 6,230.00 9613-50-521 1,540
PERS RETIREMENT - ER PAID 19,469.02 27,590.00 16,153.00 56,178.00 9613-50-521 MEDICARE EXPENSE-ER PAID 28,588
6,445.72 3,870.00 5,428.62 6,501.00 2,631
9613-50-521 SOCIAL SECURITY EXPENSE 27,559.42 16,540.00 23,211.25 27,798.00 9613-50-521 CALIF SUI & ETT 11,258
3,335.16 1,340.00 2,501.13 1,661.00 321
9613-50-521 WORKERS COMPENSATION 11,000.00 11,000.00 7, 155.25 .00 9613-50-522 VISION INSURANCE 11,000)
549.76 820.00 578.60 272
9613-50-522 AD&D/LIFE INSURANCE 295.30 187300
670.00 1,521.53 205
9613-50-522 UNIFORM ALLOWANCE 1,326.73 1,050.00 879.94
9613-50-529 1,400.00 350
CALPERS UNFUNDED LIABILITY 6,003.70 6,300.00 3,850.63 6,409.00 109 9613-50-529 INTERFUND REIMBURSEMENTS .00 .00 .00 .00 .00 9613-50-611 PAYROLL PROCESSING FEE .00 2,600.00 2,000.00 .00 2,600)
9613-50-970 TRANSFERS OUT .00 63,410.00 .00
.00 63,410) Reserve Fund
Total MEASURE M EXPENDITURES: 572,727.35 453,600.00 484,856.56 582,236.00 128,636
Total Expenditure: 572,727.35 453,600.00 484,856.56 582,236.00 128,636 MEASURE M-FIRE Revenue Total: 503,044.18 460,900.00 565,234.31 600,000.00 139,100
MEASURE M-FIRE Expenditure Total: 572,727.35 453,600.00 484,856.56 582,236.00 128,636 Net Total MEASURE M-FIRE: 69,683.17- 7,300.00 80,377.75 17,764.00 10,464 CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 61
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
RESTRICTED - POLICE FUND
SPECIAL BENEFITS ASSESSMENTS
9670-40-465 SPECIALASSESSMENTS-PD 213,990.31 210,000.00 18,474.37 .00 210,000)
Total SPECIAL BENEFITS ASSESSMENTS: 213,990.31 210,000.00 18,474.37 .00 210,000)
TAXES
9670-41-413 SALES TAX PUBLIC SAFETY 14,955.61 13,000.00 10,946.94 13,000.00 .00
Total TAXES: 14,955.61 13,000.00 10,946.94
13,000.00 .00
INTERGOVERNMENTAL
9670-45-450 OTHER GOVERNMENTAL AGENCIES 4,745.05 .00 1,350.00 1,500.00 9670-45-457 BUENA VISTA CASINO 1,500
.00 .00 25,703.84 26,000.00 26,000
Total INTERGOVERNMENTAL: 4,745.05 .00 27,053.84 27,500.00 27,500
CHARGES FOR SERVICES
9670-46-465 SPECIAL POLICE DEPT SERVICES 146.00 .00 .00 234,750.00 234,750 9670-46-466 POLICE REPORT REVENUE .00 .00 .00 .00
.00
Total CHARGES FOR SERVICES: 146.00 .00 .00 234,750.00 234,750 Total Revenue: 233,836.97 223,000.00 56,475.15 275,250.00 52,250
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 62
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
RESTRICTED PD EXPENDITURES
9670-50-511 SALARIES & WAGES REG EMPLOYEES 137,718.30 179,300.00 150,918.94 9670-50-511 INCENTIVE PAY-POST 4,218.30 19,807.00 17,057 3,441.00 4,672.18 2,363
9670-50-511 HOLIDAY PAY 5,265.00 6,700.00 6,892.06 7,368.00 9670-50-511 INCENTIVE PAY-EDUCATION 668
2,811.70 5,162.00 7,586.03 3,869.00 1,293)
9670-50-512 FIELD OFFICER TRAINING .00 1,922.47
33.00 33
9670-50-513 OVERTIME EXPENSE .00 4,998.65 8,838.00
9670-50-519 INTERFUND REIMBURSEMENTS 8,838
.00 .00 .00 .00
9670-50-520 HEALTH INSURANCE-ER 20,510.00 .00 35,754.00 9670-50-521 35,754
MEDICAL I-LIE 5,000.00 .00 6,000.00
6,000
9670-50-521 HEALTH INSURANCE 454.47 37,900.00 31.544.05 9670-50-521 37,900)
DENTAL INSURANCE 5,251.56 3,250.00 1,989.89 3,243.00
9670-50-521 PERS RETIREMENT EXPENSE 19,846.70 23,780.00 22,976.37 25,394.00 1,614
9670-50-521 MEDICARE EXPENSE 2,175.80 2,960.00 2,457.35 3,222.00 262
9670-50-521 SOCIAL SECURITY EXPENSE 9,302.50 12,630.00 10,507.46 13,781.00 9670-50-521 STATE UNEMPLOYMENT INS/ETT 678.30 1,151
847.00 661.23 831.00 16)
9670-50-521 WORKERS COMPENSATION 21,750.00 .00 .00
9670-50-522 VISION INSURANCE .00
905.76 570.00 189.90 566.00
9670-50-522 EMPLOYEE LIFE INSURANCE 535.09 550.00 257.40 545.00
9670-50-522 EMPLOYEE UNIFORM 2,681.70 3,220.00 2,457.84 9670-50-529 CALPERS UNFUNDED LIABILITY 3,218.00
34.094.37 36,000.00 43,748.87 36,388.00
9670-50-529 388
INTERFUND REIMBURSEMENTS .00 .00 .00 .00
9670-50-611 PAYROLL PROCESSING FEE .00
2,166.70 .00 .00 .00 .00
9670-50-881 NEW EQUIPMENT 00 .00 .00
.00 .00
Total RESTRICTED PD EXPENDITURES: 275,366.25 316,310.00 293,780.69 351,211.00 34,901
Total Expenditure: 275,366.25 316,310.00 293,780.69 351,211.00 34,901 RESTRICTED - POLICE FUND Revenue Total: 233,836.97 223,000.00 56,475.15 275,250.00 52,250
RESTRICTED - POLICE FUND Expenditure Total: 275,366.25 316,310.00 293,780.69 351,211.00 34,901
Net Total RESTRICTED - POLICE FUND: 41,529.28- 93,310.00- 237,305.54| 75,961.00- 17,349
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 63
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL BUDGET
FROM PRIOR
FY BUDGET
RESTRICTED - FIRE FUND
SPECIAL BENEFITS ASSESSMENTS
9675-40-466 SPECIAL ASSESSMENTS-FIRE 106,155.06 103,000.00 8,370.79 .00 103,000).
Total SPECIAL BENEFITS ASSESSMENTS: 106,155.06 103,000.00 8,370.79 .00 103,000)
INTERGOVERNMENTAL
9675-45-450 MISCELLANEOUS REVENUE 10.00 .00 756.84 .00
.00
Total INTERGOVERNMENTAL: 10.00 .00 756.84 .00
.00
CHARGES FOR SERVICES
9675-46-466 FIRE SPRINKLER INSPECTIONS 7,416.00 3,500.00 7,416.00 7,400.00 3,900 9675-46-467 SPECIAL FIRE DEPT SERVICES 14,454.00 7,000.00 14,832.00 14,000.00 7,000 Total CHARGES FOR SERVICES: 21,870.00 10,500.00 22,248.00 21,400.00 10,900
MISCELLANEOUS REVENUES
9675-47-479 DONATIONS .00 12,428.90
.00 .00
Total MISCELLANEOUS REVENUES: .00 .00 12,428.90 .00
Total Revenue: 128,035.06 113,500.00 43,804.53
21,400.00 92,100)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 64
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
RESTRICTED FIRE EXPENDITURES
9675-50-611 SAFETY EQUIPMENT 29,315.55 25,000.00 185.30 .00 ( 25,000)
9675-50-620 MAINT & OPERATIONS - VEHICLES 5,677.62 5,000.00 .00 .00 ( 5,000).
9675-50-620 MAINT & OPERATIONS - EQUIPMENT 5,038.85 5,000.00 .00 9675-50-881 NEW EQUIPMENT .00 ( 5,000)
16,077.00 16,000.00 .00 16,000).
Total RESTRICTED FIRE EXPENDITURES: 56, 109.02 51,000.00 185.30 .00 51,000)
Total Expenditure: 56,109.02 51,000.00 185.30 .00
51,000)
RESTRICTED - FIRE FUND Revenue Total: 128,035.06 113,500.00 43,804.53 21,400.00 92,100)
RESTRICTED - FIRE FUND Expenditure Total: 56,109.02 51,000.00 185.30 .00 51,000)
Net Total RESTRICTED - FIRE FUND: 71,926.04 62,500.00 43,619.23 21,400.00 41,100)
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Periods: 00/22-14/23 Page: 65
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET
FYTD ACTUAL BUDGET FROM PRIOR
FY BUDGET
AFFORDABLE HOUSING DEV. FEE
USE OF MONEY & PROP
9731-44-441 INTEREST EARNED .00 100.00 .00 .00
100)
Total USE OF MONEY & PROP: .00 100.00 .00
.00 100)
Total Revenue: .00 100.00 .00
100)
AFFORDABLE HOUSING DEV. FEE Revenue Total:
.00 100.00 .00 100)
AFFORDABLE HOUSING DEV. FEE Expenditure Total:
.00 .00 .00
Net Total AFFORDABLE HOUSING DEV. FEE: .00 100.00 .00 .00 100)
Total Asset: .00 .00 .00
.00 .00
Total Liability: .00 .00 .00
.00 .00
Total Equity: .00 .00 .00 .00
.00
Total Revenue: 7,986,570.66 8,574,958.00 9,116,797.22 8,694,401.00 119,443
Total Expenditure: 5,907,720.59 10,274,172.00 6,051,255.41 10,391,637.00 117,465
Net Grand Totals: 2,078,850.07 1,699,214.00- 3,065,541.81 1,978
CITY OF IONE CITY OF IONE 2022-2023 PROPOSED BUDGET
Page: 66
Periods: 00/22-14/23
PRIOR YEAR CURRENT YEAR CURRENT YEAR PROPOSED INCREASE Budget Notes 2020-2021 2021-2022 2021-2022 2022-2023 (DECREASE)
GL NUMBER ACCOUNT TITLE ACTUAL BUDGET FYTD ACTUAL
BUDGET FROM PRIOR
FY BUDGET
Report Criteria:
Accounts to include: With balances
Budget note year end periods: 06/22, Current year, Future year Includes Report-Only Transactions
Print Fund Titles
Page and Total by Fund
Include Balance Sheets: None
Exclude Balance Sheets: All
Include Accounts: None
Exclude Accounts: All
Print Source Titles
Total by Source
Print Department Titles
Page and Total by Department
All Segments Tested for Total Breaks
City of lone
Proposed Budget for Fiscal Year 2022-2023
Appendix
Glossary of Terms ............ ...31
New and Revised Job Descriptions .... ...33
Capital Improvement Program (CIP) Project Detail ...37
32 | Page
City of lone
Proposed Budget for Fiscal Year 2022-2023
Glossary of Terms
Account, General Ledger - the City maintains a chart of accounts, each divided into 4 sections. • Fund number, Four digits identifying segregated sets of records (e.g. the General Fund is 1111).
• Department number, two digits identifying the responsible department (e.g. the City Manager/Finance/Human Resources is 65).
• Object number, four digits identifying the specific type of asset, liability, revenue or expenditure (e.g. Salaries and Wages expenditures is 5110).
Appropriation - authorization to expend money. Appropriations are established by resolution.
Assessed Valuation - the value of real property set by the County Assessor, used as the basis to calculate property tax due for each parcel. California Proposition 13 limits annual increases of assessed valuation to the lesser of two percent, or the increase in the Consumer Price Index.
Budget - a quantified policy implementation plan adopted by the legislative body. The plan allocates resources to provide services, and is adopted for one fiscal year at a time.
Budget Control - authority thresholds established by the governing body.
Capital Asset - is an asset with a useful life of more than one year. Capital assets can be tangible property such as a roadway or photocopier; or intangible property such as a software license.
Capital Improvement Plan - a financial plan of proposed capital improvement projects to construct or rehabilitate pubic assets such as roadways and park buildings.
Deficit - an excess of appropriated expenditures over estimated revenues available. Deficit spending will reduce accumulated fund balance.
Employee Compensation - is the cost to compensate a City employee, including wages and benefits such as pension and health insurance.
Encumbrance - a reservation of an appropriation for a specific vendor and amount to control the expenditure of funds. An encumbrance is established with a Purchase Order.
Expenditure and Expense - the amount of resources spent for goods or services.
Fee - a charge to an individual for City specific service provided. State law limits the fee amount to the cost of providing the service. In other words, the City cannot charge fees to derive a profit.
An example of a fee is the charge imposed to provide inspect a building for compliance with laws.
Fiscal Year - the annual financial period beginning with July 1 and ending with June 30.
Franchise - a privilege granted by the legislative body to operate in the public right of way. For example, franchises are granted to public utility companies in exchange for a franchise tax payment.
Fund - a segregated set of self-balancing financial records. The General Fund accounts for all general revenues that are not restricted by law or agreement to a specific purpose. 33 | Pape
City of lone
Proposed Budget for Fiscal Year 2022-2023
Fund Balance - the balance of assets minus liabilities within each fund. Fund balance may be non-spendable in form (e.g. an account receivable that has not yet been collected), designated, committed or assigned for specific future expenditures.
General Fund - may be used for any expenditure of the City. Special Revenue Funds have been established to account for the receipt and expenditure of restricted monies.
Grant - a contribution from another governmental entity such as federal, state or county.
Expenditure of grant money is typically restricted by both use and time.
Infrastructure - public facilities including roadways, sewers, storm drains, parkland, and buildings.
Internal Control - methods and procedures established to safeguard assets, the legal disbursement of public funds, and the accuracy of financial reporting.
Municipal Code - the City's local law established and modified by City Council ordinance.
Operating Budget - the spending plan for routine or annual operations and services of the City.
Ordinance - formal legislative action of the City Council. An ordinance has the full force and effect of law within City boundaries, unless it is in conflict with a higher form of law, such as state statute or constitutional provision
Resolution - formal documentation of legislative body action. Resolutions are used to adopt and modify the budget, approve disbursements, and accept grants.
Restricted - funds are restricted when the law, outside agencies or legal obligations places restrictions on the use of the money. For example, Gas Tax can only be used for street maintenance activities.
Tax - compulsory charge levied by a government to finance services performed for common benefit. For example, property tax can be used for any expenditure of the City, including police service and park maintenance.
Transfers - monies transferred from one fund to another to finance activities of that fund. For example, the General Fund may transfer money to a special revenue fund to subsidize expenditures when the restricted revenue source is insufficient as approved by the City Council. 34| Page
Cliy of lone
Proposed Budget for Fiscal Year 2022-2023
New Staff Position(s)
35 | Page
General Fund
Fund Balance Projection
Actuar Projected
(unaudited) Actual FY Increase/ Budget FY Increaso/
FY 20/21 (Decrease) (Decrease"
Taxes
1,058,650.00 3,645,300.00
348,580.00
4,000.00
132,800.00
1281540
Utner taxes 74200
2000
90000
63.39%
Grants
Chorpe det Sonices
0x09
Lse ofefone anb eoozi Osher Revenes
S.I%
finea lPeroricics
Probn Ers
dcros und lemmnes
Cater cares
-Sale smeste :od
ohar stilsin isr
21%
General Fund
Fund Balance Projection
Actual Projected
(unaudited) Actual FY Increase/ Budget FY
FY 20/21 (Decrease)
$ 47,536 $ 20,964
City Clerk 14,122.00 4,030,866.00
26,910.00
534,313.00
Legal Legal 194,000.00
Police Police
912481
Fire
rital 155400
Planning Planning 175224
Building Inspection Building Inspection 274460
Engineering Encineenng 265000
Parks & Facilities Maintenance Parks & Facilities Maintenance 877398 Citywide Services Citywide Services 601558
Total Expenses - General Fund 3 2.375.108 S 2.789.025
Cly Trongures
0.7% Chy Cior!
Actual Projected
(unaudited) Actual FY Increase/ Budget FY Increase/
FY 20/21 21/22 (Decrease) 22/23 (Decrease)
Manage. Finance/in
$ 47,536 $ 20,964 -55.90% S 16,598 -20.83% Pache 2 Faster Sincennoce City Clerk -59.36%
892.99%
23.52%
Legal 111.13%
Police 17.17%
Fire 69.59%
Planning
122.94% Police
Engineering
67.06%
Enzinesring
6.5%
aulicing inspenios Plasmiss
5.9X
CaPERS Retirement Employer Contribution Rates FY2018/19 FY 2020/21 (projected) FY 201920
FY 2020/21 FY 2021/22 FY 2022/23 T15557.03 VAL. ER ER VAL Miscellaneous 2nd Tier - orafter 4/10/2011
ER 1A3SS
CaPERS Retirement Unfunded Accrued Liability Payment
(projected)
FY 20271 F 202142 FY 202,3 Increase FY 202, 24 incro%
502 21233
11.6% 38,100
comparisor ER Contrib UAL Total
-Y 2021-22
FY 2022-23 * 20750 30985 50150 250,836
Variance $ 33.237 $ 3,564 $ 36,801
CalPERS Retirement Employer Contribution Ratos
(projected)
Piscelaneous secretion 10 4102011 EY 20212 F20223 herease F 202324 Increase FY 2018/19 116.708.80 15 Miscellaneous 2nd Tier-on/after 4/10/2011
154.182.52 5 270.482.0015
FY202122
Safety/Police 1st Tier - prior to 10/9/2011
Safety/Police PEPRA-or/after 1/1/2013
CaPERS Ratirement Unfunded Acord Liability Payment (projected) Placelaneous sior 1o 4102011 FY 202/42 FY FY Increte FY FY201,24 locrease Miscellaneous 2nd Tier-on/after 4/10/2011
Miscellaneous PEPRA -on/atter 1/1/2013
11.5%
Safety/Police 1st Tier-prior to 10/5/2011 138.074 140,844 2.0% 152,000 7.9% Safety/Police 2nd Tier - onjafter 10/9/2011 14.6%
12.3%
5289051 5289.905 02% 518000
6.8%
Intertund Loans Repayment Plan
Advances To Other Funds Advances From Other Funds Twenty Five Years Balance
(amera get advance. Fund receiving advance 6/30/2023 1111 3121 3131 4211 2111 8231 9511 9513 pact Fees-General Pla 360,534 $15,704 19515) 9516 9518 9613 General Fund 1111 Impact Fees - Fie 9511 276,365 $12,037 Sewer-Captal Projects 1512,037)
312 Seneral Fum 235,357 ($10,251) $10,251
_ocal Transportation Comm 4211 General Furi 1111 123,047 ($5,360) $5,360 Local Transportation Comm 4211 General Fund 381,789($16,629) $16.629 as Tax Fund 2111 General Fund 190,725 ($8.307) $8,307
las Tax Fund Impad Fees - General Plan 9515 41,341 $1,801 ($1,801) General Fund 63,363 ($2,645) $2,645
ertiary 3131 General Fund 239,56 ($10,435) $10,435
Traffic Mitigation Foe-Loca General Fund 173,056 ($7,538) $7,538 Measure M 9613 General Fund 326 396 (S14217)
$ 2,411,538 ($37,206) $10,251 521.989 310.108 52,545 (538,913) 533267 (S25,043) 51.047 87.518 514217.
Updated Totals
General Fund
Fund Balance Projection
General Fund Sewer Funds
Beginning Unrestricted Cash Reserves $ 1,677,588 $ 6,755,756 $ 2,970,229 $ 1,212,093 Revenues
Taxes
Property taxes $ 1,058,650
Sales and use tax 348,580
Sales tax-Measure M 600,000
Sales tax-Public Safety 13,000
Transient occupancy tax 4,000
Franchise tax 132,800
Motor vehicle in lieu tax 1,281,540
Other taxes 74,200 331,500
Licenses and Permits 223,700
Fines, forfeits and Penalties 2,000
Use of Money and Property 90,000 6,700
Other Governmental Agencies 15,930 326,500 1,024,824
Special Assessments 385,500
Charges for Services 228,400 21,400 1,086,000
Impact Fees 558,000 350,000
Tertiary Reimbursements 314,000
Other Revenues 185,500 46,993
Total Revenues $ 3,645,300 $ 2,289,593 $ 1,750,000 $ 1,024,824 Expenditures
Operating
Salaries and upies Benefits, 1,437,348 1,269,165 405,490 2,572,910 484,962 676,969
Operating Expenditures 4,010,258 1,754,127 1,082,459
Capital and Debt Service
Capital Outlay 3,476,788 1,065,000
Interfund Loans Repayment/(Receipt) 37,206 (26,955) (10,251) Debt Service 56,500
Capital and Debt Service
Expenditures 37,206 (26,955) 3,523,037 1,065,000
Total Expenditures 4,047,464 1,727,172 4,605,496 1,065,000 Net Annual Operating Results (402,164) 562,421 (2.855,496) (40,176) Ending Unrestricted Cash Reserves $ 1,275,424 $ 7,318,177 114,733 $ 1,171,917 General Fund
Fund Balance Projection
General Fund
2022-23 2023-24 2024-25 2025-26 2026-27
Beginning Unrestricted Cash Reserves $ 1,677,588 $ 1,275,424 $ 1,261,432 $ 1,266,587 $ 1,291,907 Revenues
Taxes
Property taxes $ 1,058,650 $ 1,090,410 $ 1,123,122 $ 1,156,816 $ 1,191,520 Sales and use tax 392,105 407,789
Transient occupancy tax 4,330
Franchise tax 149,468
Motor vehicle in lieu tax 1,319,986 1,400,374 1,442,385 Other taxes 83,513
Licenses and Permits 237,392 242,140
Fines, forfeits and Penalties 2,165
Use of Money and Property 97,419
Other Governmental Agencies
Charges for Services
Other Revenues 200,791
Total Revenues $ 3,645,300 $ 3,750,650 $ 3,859,150 "$ 3,970,899 $ 4,085,991 Expenditures
Operating
Salaries and Employee Benefits 1,437,348 1,480,468 1,524,882 1,570,628 1,617,747 Services and Supplies 2,202,910 2,246,968 2,291,907 2,384,500 Operating Expenditures 3,640,258 3,727,436 3,816,789 2,06 375- 4,002,247 Capital and Debt Service
Capital Outlay 370,000
Interfund Loans Repayment/(Receipt) 37,206 37,206 37,206 37,206 37,206 Debt Service
Capital and Debt Service
Expenditures 407,206 37,206 37,206 37,206 37,206
Total Expenditures 4,047,464 3,764,642 3,853,995 3,945,579 4,039,453 Net Annual Operating Results (402,164) (13,992) 5,155 25,320 46,538 Ending Unrestricted Cash Reserves $ 1,275,424 $ 1,261,432 $ 1,266,587 $ 1,291,907 $ 1,338,445 City of lone
Project Available Reserves
As of June 30, 2022
Beginning Bolsnre, 7/1/21 7110 5160 57923 5109839 32230 522165 32200 55509 Less: Restrictions
Met Beginsing Available 590631 $2.13.513 07 7229 13 2337 00 38646 100 34675 370 3060 54923 5008 5638 38265 82980 5,01 EY 2021-22
Revenues $3,437,250 $296,068 $680,189 $850,768 5164,948 $21,989 51,137,546 52222.0
City of lone
Project Available Reserves
As of June 30, 2022
Beginting Bolance, 7/1/21 (S19,335) ($133,576) S15,205 5247,938 $12,078,649 Loss: Restrictions 51,558,369
Het Begianing Argiloble 1820 656 506 (95) 573580 838 2108 807565 (196) 536850 513578 5 0300 37-0 (7536) 0005 900 86 3050 30350 S. 553,88 EY 2021.22
Revenues $16,157 52,45 $64,515 $84,515 $293,199 $12,732 530,883 5149,669 S157,473 5619,312 S167.338 $97,936 $8,295,180
s0
$5,175,362
$1,024,432
$6,199.794
Net isccesse (Oceese) (SS3.200) ($36.000) (S11,654) 52.615 (852,028) $12,332 S283.171 ($6,113) ($17.473) (S20.715 333,484 50(5185,199) 597.164 52.,095.386 Projected Met Reserves, 6/30/22 18186100) 158494) 581.13 (816.590) 1(5208.186 53227 5288.193 51300736(538.076) 5182633 5125578 S1.55222 S23268 88162837 $186340 5014530 52748 5299.397 $70,07 S0 353.125 512.615.66 Total Staffing
Fiscal Year
Department Position 2022/23
City Clerk City Clerk
City Treasurer City Treasurer
Administration
Administration Executive Assistant 1
Administration Administrative Assistant
Administration Administrative Assistant
Administration Management Analyst
Finance Finance Manager
Accountant
Fire Fire Chief
Fire Fire Apparatus Engineer
Fire Fire Apparatus Engineer
Fire Fire Apparatus Engineer
Parks Maintenance Worker II
Parks Maintenance Worker I
Parks Public Works Manager
Police Police Chief
Police Police Officer
Police Police Officer
Police Police Officer
Police Police Officer
Police Police Officer
Police Police Sergeant
Police Police Sergeant
Police Administrative Analyst
Building Inspector
Planning Commission Planning Commission
Total Staff Count
Finance Finance Consultant/Part Time
Police Reserve Officer/Part Time
Total Part-time Count
Fiscal Year 2022-2023 Capital Improvement Program Cost
Sanitation Improvements Fund
Annual Sewer Repair Project 3111 $ 192,000
Total Sanitation Improvements 192,000
Street Improvements/Transportation
Annual Pavement Restoration Project 2111 240,000
Total Street Improvements/Transportation 240,000
Parks and Facilities
Howard Park Restrooms/Parking 700,000
Evelyn Bishop Hall
Total Parks and Facilities 700,000
Wastewater Treatment/Collection
WWTP Lift Station Improvements/Upsizing 3111 954,788
WWTP Compliance Project Phase 2 3121 325,000
Tertiary Plat Improvements 3121 450,000
WWTP Headworks 3131 1,500,000
Shade Cover/Roof Over Chlorine Contact Chamber 3131
3. 254,780
Total Wastewater Treatment/Collection
ARPA
City Hall/Police Department Redesign 5119 $ 300,000
Upgrade Municipal Parking Lot 5119 150,000
West Marlette Street/Sewer Project 5119 400,000
Small Dog Area at Dog Park and Drinking Fountain 5119 15,000 Connection from WWTP to Tertiary Plant 5119 150,000
Fire Station 1 - Upgrades 5119 50,000
Total ARPA Projects 1,065,000
Total Capital Improvement Program Cost $ 5,481,788
General Fund
Fund Balance Projection
Capital Improvement Program by Fund
Fund
Sewer
Gas Tax/SB-1 Sewer CIP Operating Tertiary Total CIP All Plant 3131 ARPA 5119 Funds
Beginning Available Reserves (est) $ 1,037,711 $ 1,441,992 $ 1,912,302 $ (384,064) $1,212,093 $ 5,220,033 Revenues in Excess of Operating 84,669 569,000 (213,791) 38,401 1,024,824 1,503,103 CIP Projected Expenditures 240,000 775.000 1,146,788 1,555,000 1,065,000 4,781,788 Reserves Net of Expenditures 882,380 1,235,992 551,723 (1,900,663) 1,171,917 1,941,348 Unfunded/Underfunded Projects 1,555,000 1.796.968 3,351,968 Ending Available Reserves (est) $ 882,380 3 1.235,992 $ 551,723 S (345,663) $2,968.885 $ 5.293,316 Fiscal Year 2021/2022 and 2022/23 ARPA Proposed Project List (Fund 5119) FY 2021/22 FY 2022/23
Capital Proiects
Secure WWTP with proper fencing $ 100,000
Purchase Property on Main Street/TIs 250,000 $ 300,000
Purchase Property for Municipal Parking Lot 150,000
Replace Flooring/Paint City Hall 30,000
West Marlette Street/Sewer Project 400,000
Replace a 2005 Street Sweeper 140,000
Small Dog Area at Dog Park and Drinking Fountain 15,000 Connection from WWTP to Tertiary Plant 150,000 150,000
Information Technology/Phone Upgrades 50,000
Fire Station 1 - Upgrades 50,000 50,000
770,000 1,065,000
Revenues
Lost Revenue -Rents, Leases, TOT, Sales/Prop Taxes 50,000 50,000 Operating Expenditures
Emergency Small Business Loan Program Supplemental 55,000 Total ARPA Proposed Project List $ 820,000 $ 1,170,000
City of lone
Appropriations Limit Calculation
For the Fiscal Year Ended June 30, 2023
Limit at June 30, 2022 $ 4,291,026
Adjustment factors supplied by the Dpartment of Finance, report dated May 2021 Per Capital change for the Fiscal Year 2021-2022 5.73 1.0573 Per Capital converted to a ratio
Population change for the Fiscal Year 2021-2022 -0.65
Population changed coverted to a ratio 0.9935
Calculation of Factor for Fiscal Year 2021-2022 1.0504
Annual increase/(decrease) in Appropriation Limit 45,073 Limit at June 30, 2023 4.336,099
#8
Agenda Item
DATE: June 7, 2022
TO: Mayor Epperson and City Council
FROM: Julie Millard, Management Analyst
SUBJECT: Recruitment for permanent City Manager.
RECOMMENDED ACTION:
Authorize Staff to initiate the recruitment to fill the permanent City Manager position and proceed with advertisement and marketing.
FISCAL IMPACT:
The fiscal impact associated with this item pertains to the cost of advertising and marketing this executive level recruitment. Staff estimates total costs to be no more than $1,700. Specific advertising avenues, with associated costs include, but are not limited to, the following:
PublicCEO.com $175 - $330 (depending on posting level)
Western City $300 (30-day ad)
Ledger Dispatch $27.15 (Published 1 time)
Government Jobs $199 (60-day ad)
ICMA $450 (60-day ad)
Facebook, MMANC Free
BACKGROUND:
On April 23, 2021 (Item #1), the City of lone contracted with BHI Management Consulting, an executive recruiting firm, and initiated the process of filling an Interim City Manager position with the intent to recruit and hire a permanent City Manager. On May 4, 2021 (Item #1), the City hired an Interim City Manager to provide stability and leadership for the organization until a permanent City Manager could be hired. At this time, the City is interested in moving forward with recruitment efforts to attract and hire a permanent City Manager.
An executive level employment brochure has been created specifically for this recruitment and is attached for Council review. The next step in the process is the placement of advertisements with various newspapers and professional organizations, including the Ledger Dispatch, PublicCEO.com, League of California Cities (Western City Job Board), Municipal Management Association of Northern California (MMANC), and International City/County Management Association (IMCA), posting and distribution of the brochure, direct mail and social media marketing, as well as other channels. This recruitment will be advertised as "open until filled" with a first application review date of July 19, 2022.
During the advertisement and marketing period, Staff will work to determine interview dates, identify interview panelist, and confirm their ability and willingness to participate.
Staff will continually update Council on the recruitment at future City Council meetings.
Staff is requesting Council authorization to initiate the next step in the recruitment process.
ATTACHMENTS:
City of lone City Manager Employment Brochure
The City of lone is seeking candidates interested
in an opportunity to serve as the next
CITY MANAGER
The Cartle City
OF
TONE
LIFORNN
CITY PROFILE
Located in the beautiful Sierra foothills of Northern California, the City of lone is a quaint yet active community. The City offers a wide range of housing, world-class outdoor activities, and recreational opportunities in close proximity in every direction.
An extensive array of parks and natural resources offer unbeatable experiences. The Sierras feature some of the finest skiing in the world and the City is a short drive to Lake Tahoe and Sacramento where you can enjoy everything from fine dining and ballet to the best of rural living and more. Nestled in the heart of Amador Count's wine Country, the City of lone is characterized by is oak tree lined hills and small-town atmosphere.
FORM OF GOVERNMENT
The City of lone was incorporated as a General Law City in 1953. The City has a Council-Manager form of government with five elected Council mem- bers who serve four-year terms. The City Council establishes policies, en- acts ordinances, and approves the City budget. The Council appointed City Manager is responsible for financial and operational management of the City. As a nearly full-service City, lone includes a Police, Fire, Public Works, and Administration department. City Planning and Engineering services are provided by contracts with private firms.
Office of the City Manager
Under the direction of City Council, the City Manager serves as the chief executive officer for the City, providing leadership and representation for all matters concerning City government. The City Manager's Office leads the financial and budget management process for the City and directs the City's efforts to plan for the future. The City Man- ager's office performs research, suggest policy development and direction for City Coun- cil and evaluates potential public programs and grants.
Candidate Profile
The City of lone is looking for an exceptional leader with extensive executive experience.
The City seeks a candidate with a master's degree in public administration, government op- erations, business management, or a similar program and 10+ years of experience as a high- level municipal executive or an equivalent combination of education and experience suffi- cient to successfully perform the essential duties of the job. The City Council seeks a candi- date with experience with wastewater management and a proven track record of success- fully implementing economic development strategies.
The ideal candidate will possess high personal integrity and ethical behavior with a proven record of leadership, fiscal stewardship and accomplishment preferably in a public sector environment. He or she has experienced opportunities and challenges presented by steady growth in development, population and demand for services.
The candidate will have successfully served in an organization with a council-manager form of government and demonstrated the skills of prioritizing projects and resources while com- municating ideas, issues and results on a timely basis. This will also include a focus on achieving results and outcomes on agreed-upon goals and priorities.
The successful candidate will have a history of understanding and demonstrating the posi- tive value of developing and maintaining effective relationships that include availability and accessibility to the public, staff, and elected officials. There should also be a proven record of embracing innovation and encouraging cross-functional partnerships to achieve results.
Advanced skills in community building and engagement and an understanding of equity principles are critical.
4 Compensation and Benefits
The annual salary range for this position is $135,000 - $160,000 DOE/ DOQ. Salary is currently under review and negotiable with City Council depending on skills, experience, education, and background. The City provides a comprehensive benefits package as part of the total rewards package which includes medical, dental, and vision plans. The total re- wards package also includes City-paid Life Insurance, vacation, sick, hol- iday, and administrative leave as well as 2 floating holidays and a flexi- ble schedule option. The City participates in the California Public Em- ployees Retirement System (CalPERS), Social Security and Medicare.
Application and Selection Process
Qualified applicants should submit their cover letter and resume to:
[email protected]
This position will remain open until filled; however, for first consideration inter- ested individuals are strongly encouraged to apply by July 19, 2022. Following this date, resumes will be screened against criteria outlined in this brochure and the job description. Interviews with the City of lone will be offered to those can- didates selected as finalists, with reference checks, background checks, and aca- demic verification conducted after receiving candidate's consent.
For additional information, please contact:
ALL OF TONE Julie Millard, MPA
Management Analyst
(209) 274-2412 ext. 101
5