CITY COUNCIL
AGENDA
MONDAY, MAY 15, 2023
REVISED SPECIAL HYBRID MEETING – 5:00 PM
*Item 3.1 Final Attachment 2 attached
MEETING PARTICIPATION INFORMATION CAN BE FOUND AT THE END OF THE AGENDA
IN PERSON INFORMATION:
CIVIC CENTER MEETING HALL
CITY COUNCIL CHAMBERS
1016 S. LIVERMORE AVENUE
TELECONFERENCE INFORMATION:
ZOOM WEBINAR:
https://us02web.zoom.us/j/87901252745
Zoom dial in phone number:
1 669 900 6833
Meeting ID: 879 0125 2745
CITY OF LIVERMORE YOUTUBE CHANNEL:
https://www.youtube.com/c/CityofLivermoreCalifornia
NOTICE IS HEREBY GIVEN that the City Council of the City of Livermore will convene a City Council special meeting on May 15, 2023 beginning at 5:00 pm, held at the City Council Chambers located at 1016 S. Livermore Avenue and virtually using Zoom. This special meeting is being called by Mayor John Marchand. /s/ John Marchand John P Marchand, Mayor
Brittni Kiick, Vice Mayor
Ben Barrientos, Council Member
Evan Branning, Council Member
Robert W Carling, Council Member
Livermore City Council Agenda May 15, 2023
1 1. CALL TO ORDER
2. ROLL CALL
Council Member Ben Barrientos
Council Member Evan Branning
Council Member Robert W. Carling
Vice Mayor Brittni Kiick
Mayor John Marchand
3. SPECIAL MEETING ITEM
AN OPPORTUNITY FOR THE PUBLIC TO ADDRESS THE CITY COUNCIL REGARDING THE SPECIAL MEETING ITEM WILL BE PROVIDED BY THE MAYOR.
3.1 Proposed Fiscal Year 2023-25 Operating and Capital Improvement Plan Budgets Recommendation:
Staff recommends the City Council provide direction regarding the Proposed Fiscal Year 2023-25 Operating and Capital Improvement Plan Budgets.
Staff Report
Attachments:
1. Operating Budget FY 2023-25
2. Capital Improvement Plan Budget FY 2023-28
4. ADJOURNMENT
To a Regular City Council meeting on Monday, May 22, 2023 at 7:00 pm, Civic Center Meeting Hall, City Council Chambers, 1016 S. Livermore Avenue and virtually using Zoom.
5. SUPPLEMENTAL MATERIALS
5.1 Supplemental materials received prior to the meeting.
Staff Report
Attachments:
1. Supplemental Materials
6. HOW TO PARTICIPATE IN YOUR CITY COUNCIL MEETING
You can participate in the meeting in a number of ways:
Comments are limited to one comment per person per item regardless of format or time submitted (this includes email and e-comment submissions prior to the meeting as well as live comments during the meeting).
Special Meetings, Workshops - The public will have the opportunity to address the City Council regarding the item that is the subject of the special meeting or workshop. Public comments are limited to a maximum of 3 minutes per person.
Platforms to Participate in Meetings:
Livermore City Council Agenda May 15, 2023
2 Submission of Comments Prior to the Meeting:
Email Comments may be submitted by the public to the City Clerk’s Office ([email protected]). Items received no later than 12:00 pm on the day of the meeting will be provided to the City Council and available on the City website prior to the meeting. These items will NOT be read into the record.
eComments may be submitted by the public using the eComment link here. Comments may be up to 1000 characters in length and will be accepted up until 4:00 pm the day of the meeting. These items will NOT be read into the record and are viewable by the City Council and the public upon submittal.
Submission of Comments During the Meeting:
Speakers are limited to a maximum of 3 minutes per person. To submit a comment in person, you must complete a speaker card for each item. Speaker cards are available in the Civic Center Meeting Hall lobby. Indicate on the card the item number you wish to comment on and submit the card directly to the City Clerk prior to the start of the item. To submit a comment using Zoom, you may use the 'raise hand' feature. Please note that the City Council is prohibited by State law from taking action on any items that are not listed on the agenda.
However, if your item requires action, the City Council may place it on a future agenda or direct staff to work with you and/or report to the City Council on the issue.
Zoom Webinar: https://us02web.zoom.us/j/87901252745
Zoom dial in phone number: 1 669 900 6833
Meeting ID: 879 0125 2745
If you would like to deliver written materials to the City Council as part of your public comments, and are commenting in person, please provide 10 copies to the City Clerk with your speaker card. If you are commenting using Zoom, the speaker must identify that intent in his or her comment and immediately email the materials to the City Clerk at [email protected].
The City Council Agenda and Agenda Reports are prepared by City staff and are available for public review on Tuesday evening, six days prior to the City Council meeting in the Civic Center Library, 1188 South Livermore Avenue, Livermore, and at the City Clerk’s Office, 1052 South Livermore Avenue, Livermore. The Agenda is also available on the City’s website, http://LivermoreCA.gov/agenda.
Under Government Code §54957.5, any supplemental material distributed to the members of the City Council after the posting of this agenda will be available for public review in the City Clerk’s Office, 1052 South Livermore Avenue, Livermore, and included in the agenda packet available on the City’s web site at http://LivermoreCA.gov/agenda.
PURSUANT TO TITLE II OF THE AMERICANS WITH DISABILITIES ACT (CODIFIED AT 42 UNITED STATES CODE SECTION 12101 AND 28 CODE OF FEDERAL REGULATIONS PART 35), AND SECTION 504 OF THE REHABILITATION ACT OF 1973, THE CITY OF Livermore City Council Agenda May 15, 2023
3 LIVERMORE DOES NOT DISCRIMINATE ON THE BASIS OF RACE, COLOR, RELIGION,
NATIONAL ORIGIN, ANCESTRY, SEX, DISABILITY, AGE OR SEXUAL ORIENTATION IN THE PROVISION OF ANY SERVICES, PROGRAMS, OR ACTIVITIES. TO ARRANGE AN
ACCOMMODATION IN ORDER TO PARTICIPATE IN THIS PUBLIC MEETING, PLEASE CONTACT THE ADA COORDINATOR AT [email protected] OR CALL (925) 960-4170 (VOICE) OR (925) 960- 4104 (TDD) AT LEAST THREE (3) BUSINESS DAYS IN ADVANCE OF THE MEETING.
Livermore City Council Agenda May 15, 2023
4 CITY COUNCIL STAFF REPORT ITEM NO. 3.1
DATE: May 15, 2023
TO: Honorable Mayor and City Council
FROM: Tina Olson, Administrative Services Director
SUBJECT: Proposed Fiscal Year 2023-25 Operating and Capital Improvement Plan Budgets
RECOMMENDED ACTION
Staff recommends the City Council provide direction regarding the Proposed Fiscal Year 2023-25 Operating and Capital Improvement Plan Budgets.
SUMMARY
Staff is providing the Proposed Fiscal Year (FY) 2023-25 Operating and Capital Improvement Plan (CIP) Budget documents and is seeking direction regarding refinement of the Proposed Budgets in anticipation of adoption at the June 12, 2023 City Council meeting.
DISCUSSION
Proposed FY 2023-25 Operating Budget
The Proposed FY 2023-25 Operating Budget includes budgets for FY 2023-24 and FY 2024-25. The Proposed Operating Budget contains operational costs, maintains services levels, and provides continued funding of long-term obligations to improve Livermore’s long-term financial stability.
The General Fund Budget shows a balanced budget for both fiscal years. General Fund revenues are forecast to increase by roughly $8.8 million in the first year and $5.8 million in the second year of this budget cycle.
In particular for FY 2023-24, property taxes are expected to increase by $3.2 million due to new development and the 2% growth rate levied by the Assessor. Sales tax is projected to increase by $1.8 million based on current sales tax revenues and projections from the City’s sales tax consultant.
Investment earnings will increase by $1.9 million due to increased interest rates and a professional investment advisor more actively managing the City’s investment portfolio, and business license taxes are projected to increase by $749,000 primarily related to more accurate assessments of Sandia National Laboratories and Lawrence Livermore National Laboratory business license taxes. 5 Operating expenditures and transfers are projected to grow $12.5 million from FY 2022-23 to FY 2023- 24 or $6.5 million after adjusting for a reduction of $6 million in the FY 2022-23 projected expenses to reflect salary savings from vacant positions. The $6.5 million adjusted increase is primarily due to increasing employment related costs, consulting services and other costs associated with other important projects such as the General Plan Update, asset management related efforts, and modernization of the City’s operations.
The Proposed FY 2023-25 Operating Budget allocates approximately $22.5 million of General Fund resources and reserves for capital improvements, including sidewalk repairs, wall repairs, facility repairs and upgrades and stormwater projects.
The Proposed Operating Budget anticipates compliance with the General Fund Reserve Policy which requires a total General Fund reserve of 30% of budgeted operating expenditures and outgoing transfers for debt service.
In addition to these reserves, in June of 2016, Council directed staff to establish an Existing Asset Maintenance and Repair Reserve to accumulate the resources necessary to address the City’s aging infrastructure. The City has contributed at least $2 million each year from year-end budget surpluses. At the end of FY 2022-23 the Existing Asset Maintenance and Repair Reserve had an accumulated balance of $22.3 million of which the proposed Budget allocates $14.2 million to fund repair and replacement projects. In addition, in November 2022, Council created a New and Replacement Asset Reserve at the end of FY 2021-22 with $14 million in unallocated reserves. The purpose of the New and Replacement Asset Reserve is to have funding available for enhancement and expansion capital projects. The proposed Budget allocates $5.5 million from this reserve for various Capital Improvement Plan (CIP) projects including Police Department building renovations. The Proposed Budget does not provide for funding for either of these two capital project reserves to provide the resources necessary to accommodate the extensive operating and Capital Improvement Plan being proposed. However, staff will propose contributing year-end budget surpluses to these capital reserves as part of the year-end close process.
Proposed 2023-28 Capital Improvement Plan (CIP) Budget
The CIP budget is differentiated from the operating budget in that it involves property acquisition, developer reimbursements, construction of public buildings, maintenance of major infrastructure, storm, water and sewer systems, freeway interchanges, transportation infrastructure, and other City infrastructure. The Capital Improvement Plan is funded from a variety of sources, such as Enterprise Fund revenues, Special Revenue Funds, Debt proceeds, and some General Fund resources. Special Revenue Funds are restricted revenues intended to only be spent on specific items, such as Capital Improvements. Examples of Special Revenue include grants, gas tax, development impact fees, and other restrictive sources.
This CIP includes projects necessary to support the General Plan, Specific Plans, and Neighborhood Plan areas. It also includes key projects identified in the City’s infrastructure master plans as needed for development under the General Plan. Funding needs for long-term rehabilitation and replacement of the City’s infrastructure are identified through the City’s Asset Management Program rather than this CIP.
Project priorities were developed through consultation with staff from Departments and/or Divisions of the City and the Executive Team.
6 This document provides a CIP that identifies a need for over $420 million in funding for 146 projects over the next 5 years. The 2023-2028 CIP includes nearly $213 million in appropriations to 97 projects in Fiscal Years 2023-24 and 2024-25. Additional appropriations of over $102 million to 32 projects in Fiscal Years 2025-2028 will be made, subject to fund availability, to those projects with continuing work beyond Fiscal Year 2024-25. For projects without funding in the first 2 years, the CIP lays a foundation for the next comprehensive update to the CIP, which will occur in 2025. Sixty-eight additional projects with costs totaling $105 million were considered but were not included in the 5-year CIP due to funding and/or staffing constraints.
The 2023-28 CIP includes $244.7 million (58%) in expansion or enhancement projects and $178.1 million (42%) in rehabilitation or replacement projects over 5 years for both enterprise and non-enterprise funded projects. The City’s Asset Management Program has identified a non-enterprise fund need of approximately $40 million annual average for rehabilitation or replacement projects. The 2023-28 CIP invests about $100 million over 5 years on rehabilitation or replacement projects, an average of about $20 million per year or half the annual average need. Future CIPs will need to spend a higher percentage of available funds on rehabilitation or replacement projects.
As required by State law, the Planning Commission will review the CIP for consistency with the City’s General Plan on June 6. This CIP is a planning tool for the City Council and should be used to set capital priorities over the next several years. Funding sources will need to be identified for some projects identified in the later years of the CIP. Funding will depend on available fiscal resources and other cyclical factors that are difficult to predict far in advance. The CIP is a blueprint for the future, but it is flexible enough for change as the City Council updates the CIP budgets annually. The CIP is updated comprehensively every other year.
The proposed CIP Plan is constrained by both available funding and Engineering Division staff resources. If additional projects are added to the CIP, staff recommends that other projects with equivalent staff hours be removed from the funded list to balance the demand on staff resources.
Livermore Pleasanton Fire Department
The total proposed 2023-25 operating budget for the Livermore Pleasanton Fire Department (LPFD) is $52.4 million for FY 2023-24 and $52.2 million for FY 2024-25. Revenues are projected to be $2.2 million and $2.3 million for FY 2023-24 and FY 2024-25, respectively. Most of the overall increase is related to salary and benefit increases, increased general liability premiums, and significant investment in replacement equipment including $1 million for the Station Alerting System.
Livermore’s share of the total cost of LPFD’s budget net of revenues is roughly 50% or $25.1 million and $25 million for FY 2023-24 and FY 2024-25 respectively. Livermore’s share of LPFD’s proposed budget allocations for both fiscal years is included in the proposed 2023-25 Budget.
FISCAL AND ADMINISTRATIVE IMPACTS
This is an informational report only. There are no fiscal or administrative impacts at this time.
COMMUNITY PILLAR
5: A City that Works
7 GOAL
17: Regularly review the state of the City's finances and recommend actions necessary to ensure shortterm and long-term fiscal balance
ATTACHMENTS
1. Operating Budget FY 2023-25
2. Capital Improvement Plan Budget FY 2023-28
Prepared by: Tina Olson
Administrative Services Director
Approved by:
____________________________________
Marianna Marysheva
City Manager
Fiscal Review by:
____________________________________
Tina Olson
Administrative Services Director
8 B U D G E T
FISCAL YEARS 2023-2024 & 2024-2025
CITY OF LIVERMORE CALIFORNIA
DRAFT
ATTACHMENT 1
9 THIS PAGE INTENTIONALLY LEFT BLANK
ATTACHMENT 1
10 TABLE OF CONTENTS
BUDGET FY 2023-25
Introduction
Letter from the City Manager................................................................................................................ 1 GFOA Budget Award for FY 2021-23 Financial Plan .......................................................................... 12 Adoption of Budget Resolution ........................................................................................................... 13 How to Use This Document................................................................................................................ 14 Budget Calendar ................................................................................................................................ 17 Budget Development Process ............................................................................................................ 17 Key Budget Concepts and Terms....................................................................................................... 19 About Livermore
City Organization Chart ...................................................................................................................... 24 Directory of City Officials .................................................................................................................... 25 Map of Livermore and City Facilities................................................................................................... 26 Mission Statement and Values ........................................................................................................... 28 Community Overview .......................................................................................................................... 29 Household Information ...................................................................................................................... 33 Constitutional Spending Limits ........................................................................................................... 34 Population by Year............................................................................................................................. 34 Strategic Plan .................................................................................................................................... 37 Performance Measures ...................................................................................................................... 39 Significant Accounting and Budget Policies ........................................................................................ 45 Long-Term Financial Plan
Long-Term Financial Plan................................................................................................................... 53 Budget Summary
Budget Summary Narrative ................................................................................................................ 57 City-wide Revenues, Expenditures, and Fund Balances/Working Capital FY 2021-22 Actual............. 62 City-wide Revenues, Expenditures, and Fund Balances/Working Capital FY 2022-23 Projected........ 64 City-wide Revenues, Expenditures, and Fund Balances/Working Capital FY 2023-24 Budget ........... 66 City-wide Revenues, Expenditures, and Fund Balances/Working Capital FY 2024-25 Budget ........... 68 Fund Balances/Working Capital by Major and Non-Major Funds FY 2021-22 Actual.......................... 70 Fund Balances/Working Capital by Major and Non-Major Funds FY 2022-23 Projected..................... 72 Fund Balances/Working Capital by Major and Non-Major Funds FY 2023-24 Budget ........................ 74 Fund Balances/Working Capital by Major and Non-Major Funds FY 2024-25 Budget ........................ 76 Summary of Transfers ........................................................................................................................ 78 Impact of Capital Improvement Plan Budget on Operating Budget ..................................................... 79 Debt Service Budget .......................................................................................................................... 80 City Council.......................................................................................................................................... 83 City Manager........................................................................................................................................ 87 City Attorney ........................................................................................................................................ 91 Administrative Services Department...................................................................................................95 Community Development Department ............................................................................................... 99 Fire Department ................................................................................................................................. 103 General Services................................................................................................................................ 107 ATTACHMENT 1
11 TABLE OF CONTENTS
BUDGET FY 2023-25
Innovation & Economic Development Department ......................................................................... 109 Library Services................................................................................................................................. 113 Police Department ..............................................................................................................................117 Public Works Department ................................................................................................................. 121 Revenues
Revenue Sources by Fund ............................................................................................................... 125 Revenue Description, History & Assumption of Key Sources ............................................................ 138 Expenditures
Expenditure by Function
General Fund Expenditures .......................................................................................................... 161 Citywide Expenditures .................................................................................................................. 164 General Fund Expenditures by Major Category
FY 2021-22 Actual........................................................................................................................ 170 FY 2022-23 Projected....................................................................................................................173 FY 2023-24 Budget........................................................................................................................177 FY 2024-25 Budget........................................................................................................................181 Citywide Expenditures by Major Category
FY 2021-22 Actual........................................................................................................................ 185 FY 2022-23 Projected....................................................................................................................187 FY 2023-24 Budget........................................................................................................................189 FY 2024-25 Budget........................................................................................................................191 Fund Balances
Available Funds, Use of Funds, and Fund Balance
FY 2021-22 Actual........................................................................................................................ 194 FY 2022-23 Projected................................................................................................................... 200 FY 2023-24 Budget....................................................................................................................... 206 FY 2024-25 Budget........................................................................................................................ 212 Capital Improvement Program
Executive Summary and Analysis..................................................................................................... 219 Project Listing by Fund ..................................................................................................................... 228 Project Listing by Program................................................................................................................ 244 Capital Budget Award....................................................................................................................... 258 Staff Allocation
Staff Allocation by Department ......................................................................................................... 259 Appendix
List of Funds by Fund Type............................................................................................................... 265 Relationship Between Funds and Departments ................................................................................ 267 Description of Funds .......................................................................................................................... 269 Glossary of Terms............................................................................................................................. 275 City of Livermore Citywide Strategic Plan ......................................................................................... 281 ATTACHMENT 1
12 INTRODUCTION
LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
Honorable Mayor and City Council,
I am pleased to present to you, City staff and our community the Biennial City of Livermore Budget for Fiscal Years (FYs) 2023-24 and 2024-25. The FY 2023-25 budget document (The Budget) provides an overview of City-wide revenue and expenditure projections, with a focus on the General Fund and General Fund Reserves. The Budget reflects anticipated revenues from development expected to be completed during the two-year period.
The City continues to be challenged by the rising costs of services and infrastructure but overall, remains financially healthy. The Budget carefully balances the need to address critical operational requirements while continuing to appropriately fund the City’s long-term obligations, including capital assets, fleet and information technology replacement needs, and retiree medical benefits (also known as Other Post Employment Benefits or OPEB). Regarding capital assets, The Budget provides the significant resources necessary to fund maintenance, repair and replacement of the City’s critical infrastructure, including buildings (such as expanding and modernizing Fire Station 6 and improving conditions of the Police headquarters), sidewalks, walls, street trees, and stormwater improvements.
The Budget presents a prudent spending plan that maintains the current operational service levels to support Livermore’s high quality of life. This document acknowledges the financial challenges Livermore faces in the near and longer-term, but also celebrates prior year accomplishments. While The Budget continues to be a roadmap for progress toward completing ongoing City Council priorities, it also supports and implements the City’s 2023-28 Five-Year Strategic Plan, which is organized around the following five broad Community Pillars:
1. A Safe Community That Thrives: Support facilities, design programs, and ensure compliance with regulations that create a healthy, resilient, and engaged community that is prepared, safe, and housed.
2. Economy That Prospers: Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.
3. Environmental Stewardship: Preserve and protect Livermore’s climate and environment for future generations and become a municipal leader in sustainability, reducing and drawing down greenhouse gas emissions, and encouraging sustainable development.
4. Inclusive & Inviting Spaces & Places: Create inclusive and inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride.
5. A City That Works: Foster an organization that is fiscally sustainable, innovative, effective, and efficient; provides excellent public services; invests in professional development and well-being of employees in alignment with the Community and Organizational Values; and responsibly invests in the City’s infrastructure.
Please refer to the Five-Year Strategic Plan section of this budget book for more details.
ATTACHMENT 1
13 INTRODUCTION
LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
LIVERMORE’S SHORT-TERM ECONOMIC OUTLOOK
Staff are expecting the City’s economy to continue to grow in FY 2023-24 as the City continues to recover economically from the pandemic. The City’s unemployment rate as of February 2023 was 3%, favorably compared to Alameda County’s at 3.7% and the State of California at 4.2%. The primary indicators of the City’s economy - property and sales taxes - are expected to increase by 7% and 4% respectively, in FY 2023-24, and increase by a lesser amount in FY 2024-25 – 4% and 3% respectively.
As interest rates have been increasing over the past year, the City is also expecting to realize increased investment earnings in FY 2023-24 of $1.9 million, a 48% increase from FY 2022-23.
In addition, staff are expecting several housing and commercial developments to come online over the next five years resulting in increased tax revenues, including the downtown development (new hotel, Legacy housing development, and new retail and restaurants), 1,929 new housing units in the Isabel Neighborhood Specific Plan, and new and expanded commercial land uses (by Gillig, Form Factor and other local companies). The long-term financial plan includes projected revenues from these new developments.
FY 2023-24 AND 2024-25 GENERAL FUND BUDGET
As described in the table below, estimated FY 2023-24 General Fund revenues of $141.2 million in FY 2023-24 are $8.8 million (or 7%) greater than projected FY 2022-23 General Fund revenues. FY 2024-25 General Fund revenues of approximately $147 million are $5.8 million (or 4%) greater than the FY 2023- 24 budget. The City’s FY 2023-24 budgeted expenses are expected to increase by $12.5 million or 11% from the projected FY 2022-23 expenses. However, the FY 2022-23 projected expenses include $6 million in savings from vacant positions, and FY 2023-24 assumes all positions are filled. Both budgets are balanced. The description of revenue and expenditure increases are outlined below.
Table 1. General Fund Budget Overview
General Fund Revenues – As described in the table below, while almost all revenue categories are expected to increase, the projected $8.8 million increase in FY 2023-24 General Fund revenues is primarily related to the following increases:
• Property taxes of $3.2 million related to new development, including Legacy apartments downtown and the 2% growth rate levied by the Assessor. • Sales taxes of $1.8 million based on current sales tax revenues and projections from the City’s sales tax consultant.
FY 2022-23
Projected
FY 2023-24
Budget Variance
FY 2024-25
Budget Variance
Revenues $132,384,725 $141,170,717 $8,785,992 $146,960,502 $5,789,785 Use of Fund Balance for
Carryforward Contracts 980,000 980,000
Use of Capital Project Reserves 6,425,000 6,425,000 13,266,000 6,841,000 Net Transfers (7,495,125) (12,402,294) (4,907,169) (15,643,794) (3,241,500) Operating Expenditures (118,860,417) (131,403,097) (12,542,680) (136,707,305) (5,304,208) Operating Surplus (Deficit) $6,029,183 $4,770,326 ($1,258,857) $7,875,403 $9,134,260 Capital Projects (1,154,112) (1,870,000) (715,888) (7,506,000) (5,636,000) Addition to Operating Reserves (295,000) (2,900,326) (2,605,326) (369,403) 2,530,923 Total $4,580,071 $0 $0
ATTACHMENT 1
14 INTRODUCTION
LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
• Investment earnings of $1.9 million due to increased interest rates, maturing investments that have been and will be reinvested into higher-yielding investments, and a professional investment advisor more actively managing the City’s investment portfolio. • Business license taxes of $749,000 primarily related to more accurate assessments of Sandia and Lawrence Livermore Labs business license taxes.
Table 2. General Fund Revenues
General Fund Expenditures – As described in the table below, the expenditure budget is expected to increase by $19 million over the level projected in FY 2022-23. The following is a summary of significant increases:
• Wages and benefits are increasing by almost $10 million. As previously noted, the FY 2022-23 projection includes a reduction of $6 million to reflect savings from vacant positions. Correcting for that reduction, the salary and benefits budget is increasing by approximately $4 million, some of which are the cost-of-living adjustments (COLAs) provided for employees through labor agreements. As described in more detail below, the General Fund budget also includes seven new positions, three of which are funded through outside sources. Finally, the budget for temporary salaries is increasing by $400,000 to provide departments with the ability to hire temporary staff to backfill vacant positions until they can hire permanent staff. • Premiums for the City’s property and liability insurance policies are increasing by $737,879, reflecting a State-wide and international trend.
• Expenses for the joint Livermore-Pleasanton Fire Department (LPFD) are increasing by $1.1 million due to COLAs, a 10% increase in health benefit costs, a replacement fire station alerting system of which Livermore’s portion is $500,000, and replacement equipment. The City will provide a five-year inter-fund loan at the Local Agency Investment Fund (LAIF) rate to fund the $500,000 for a fire station alerting system.
Revenues Category
FY 2022-23
Projected
FY 2023-24
Budget Variance
FY 2024-25
Budget Variance
Property Taxes $43,435,815 $46,618,856 $3,183,041 $48,625,118 $2,006,262 Sales & Use Taxes 39,047,000 40,838,113 1,791,113 41,903,316 1,065,203 Franchise Taxes 6,203,000 6,265,000 62,000 6,575,000 310,000 Business License Taxes 9,472,000 10,221,000 749,000 10,735,000 514,000 Other Taxes 6,000,800 5,910,000 (90,800) 6,326,812 416,812 Licenses & Permits 3,481,000 3,503,000 22,000 3,514,000 11,000 Fines & Forfeitures 355,000 370,000 15,000 385,000 15,000 Use of Money and Property (includes
investment earnings) 3,896,554 5,778,381 1,881,827 6,147,501 369,120 Intergovernmental Revenue 12,364,166 12,902,236 538,070 13,389,654 487,418 Other Taxes in Lieu 7,980 7,500 (480) 7,500 -
Charges for Current Services 7,620,820 8,227,831 607,011 8,804,801 576,970 Other Revenue 500,590 528,800 28,210 546,800 18,000
Total Operating Revenue $132,384,725 $141,170,717 $8,785,992 $146,960,502 $5,789,785 Transfers In 922,919 1,970,706 1,047,787 1,535,206 (435,500) Total All Revenue $133,307,644 $143,141,423 $9,833,779 $148,495,708 $5,354,285 ATTACHMENT 1
15 INTRODUCTION
LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
• Increased allocation to the Workers’ Compensation Fund by $466,703 to ensure there is adequate funding to cover expected workers’ compensation expenses. • Increased contractual services of $1.2 million for various programs and services to help accomplish goals and objectives identified in the five-year strategic plan. • Increased travel and training budgets of $180,000 to meet legal obligations for employee training as well as to provide additional professional development opportunities for the City’s employees. • General Fund support for capital projects is increasing by $6.5 million, reflecting allocations from previously established capital reserves to fund various projects including sidewalk repair, wall repairs, facilities repairs and upgrades, and stormwater projects. $715,888 of that increase is reflected in the Capital Projects category and the remaining $5.8 million is included in the Transfer Out category since those capital reserves are funding projects included in the Stormwater and Facilities Maintenance funds.
Table 3. General Fund Expenditures
As previously noted, the proposed FY 2023-24 budget includes the following 7.0 new full-time equivalent (FTE) positions, and the FY 2024-25 budget includes 6.0 new FTE positions that departments identified during the development of the Five-year Strategic Plan as high priorities:
Expenditure Category
FY 2022-23
Projected
FY 2023-24
Budget Variance
FY 2024-25
Budget Variance
Wages and Benefits $63,545,609 $73,526,545 $9,980,936 $76,188,768 $2,662,223 Services and Supplies 54,855,708 57,848,552 2,992,844 60,429,907 2,581,355 Capital Outlay 459,320 28,000 (431,320) 88,630 60,630
Total Operating Expenditures $118,860,637 $131,403,097 $12,542,460 $136,707,305 $5,304,208 Capital Projects 1,154,112 1,870,000 715,888 7,506,000 5,636,000 Transfers Out 8,418,044 14,222,000 5,803,956 17,215,000 2,993,000 Total all Expenditures $128,432,793 $147,495,097 $19,062,304 $161,428,305 $13,933,208 ATTACHMENT 1
16 INTRODUCTION
LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
Table 4. New Positions in the General Fund Budget
GENERAL FUND OPERATING RESERVES
The City’s General Fund Reserve Policy, adopted in June 2012 and amended in June 2016, targets an overall reserve level of 30% of the current year’s budgeted operating expenditures and outgoing transfers for debt service. Key components of the General Fund Balance policy goals include:
• Catastrophic Reserve - 15% of the General Fund’s current operating expenditures plus debt service transfers, to be used in a catastrophic event or in a major emergency or in periods of severe fiscal crisis (Committed); and
• Economic Reserve - 13.5% of the General Fund’s current operating expenditures plus debt service transfers, to be used during times of severe economic distress such as protracted recessionary periods, State raids on local resources, or other unforeseen events (Assigned); and • Cash Flow Reserve - 1.5% of the General Fund’s current operating expenditures plus debt service transfers to protect against cash shortfalls related to the timing of projected revenue receipts and to maintain the budgeted level of reserves (Unassigned).
The Budget fully funds all required reserves each fiscal year, and there is an excess General Fund balance of roughly $2.5 million above the minimum amount required by Council Policy in 2023-24 and $1.2 million in FY 2024-25. The actual amount above the minimum reserve requirement will be calculated as part of the year-end process. At that time, staff will return to Council with a proposal to allocate excess reserves not required to meet future required operating reserves to the Existing Asset Maintenance and Repair Reserve Fund and the New and Replacement Asset Reserve Fund.
New Position
FY 2023-24
Budget
FY 2024-25
Budget Description
Human Resources Analyst I 1
The City has been challenged with being able to recruit to backfill vacant positions. In addition, the Human Resources Division does not have dedicated resources to support Citywide training and Diversity Engagement and Inclusion (DEI) programs. This position will assist with these efforts.
Assistant City Attorney 1
This position will reduce the City's reliance on outside counsel for pitches and motions, gun violence restraining orders, and code enforcement.
Building Inspector 1
The City's continued demand for building inspections necessitates a new Building Inspector position.
Associate Civil Engineer 1 This position will manage the City's sidewalk repair program Management Analyst 1 This position will support the City Manager's Communications function.
Records Clerk 1
A new Records Clerk is required to meet the increased records management workload in the Police Department
Administrative Technician 1
This position will replace a temporary employee in supporting the Health and Human Services Division. Funding will be provided by the City's Affordable Housing Fund
Police Officer 2
Two new officers - one will be funded by the Casino and the other by the School District.
Principal Planner 1
This position will lead a new Special Projects section in the Planning Division that will focus on high priority projects including the General Plan update, South Livermore sewer project, and the Active Transportation Plan.
Neighborhood Preservation Officer 1
This position will support a more robust response to graffiti, abandoned vehicles, trash, campaign signs, and related community issues.
Supervising Librarian 1
This position will provide focused management of the Library's Youth Services program that has become increasingly popular since the pandemic.
Supervising Crime Analyst 1
This position is required to maintain the span of control over the Police Department's Crime Analysis section.
Total Positions 7 6
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LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
In addition to operating reserves, these two reserve funds were established to help fund capital improvements. They are described below:
• Existing Asset Maintenance and Repair Reserves – established by Council in June 2016 to accumulate resources necessary to address the City’s aging infrastructure identified in the City’s Asset Management Program. The City has allocated at least $2 million annually to the Existing Asset Maintenance and Repair Reserve from year-end budget surpluses. Through FY 2021-22, the City has allocated a total of $22.3 million to the Existing Asset Maintenance and Repair Reserve. The FY 2023-24 and 2024-25 Capital Improvement Plan (CIP) allocates $14.2 million from that reserve to fund repair and replacement projects, including facility repairs and replacement, sidewalk repairs, street tree removal and replacement, wall repairs and stormwater projects. The balance can be allocated to various asset categories based on the priority set through a Capital Reserve Policy that is scheduled to be adopted by Council concurrently with this budget.
• New and Replacement Asset Reserves – established by Council in November 2022 as part of the FY 2021-22 year-end close using $14 million from unallocated General Fund reserves. The purpose of the New and Replacement Asset Reserve is to have funding available for enhancement and expansion capital projects such as new or improved open space projects and expanding and/or improving City facilities. The FY 2023-24 and 2024-25 CIP allocates $5.5 million from the CIP reserves to various CIP projects, including Police Department building renovations. The balance can be allocated to various projects based on the priority set through a Capital Reserve Policy that is scheduled to be adopted by Council concurrently with this budget.
Below is a summary of anticipated General Fund balance categories included in the Biennial Budget.
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LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
Table 5. General Fund Reserves
OPERATIONAL CHALLENGES
Staffing – For the past six budget cycles, still cognizant of the reduction in staffing of 100 Full-Time Equivalents (FTE) during the Great Recession, one of the City’s cost containment strategies has been to maintain City staffing levels to allow General Fund revenues time to grow and align with true structural expenditures, including full funding of OPEB obligations. Current revenues are now in balance with ongoing structural expenditures and as a result, the FY 2022-23 budget update included 6.5 FTE positions. As previously discussed, the proposed FY 2023-24 budget includes 7.0 new FTE and the FY 2024-25 budget includes 6.0 new FTE that departments identified as a priority during the development of the Five-year Strategic Plan.
The Five-year Financial Plan includes 36 additional positions identified for funding in the last three years.
The estimated increased tax revenues from future development are such that most of those positions can be funded in FY 2025-26. By the end of FY 2027-28, the City will have added 83 positions since the end of the Great Recession,17 FTE fewer positions than it had before the Great Recession. As the City’s Fund Balance Category
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Ending Total Fund Balance: $84,125,382 $79,620,708 $66,724,111 Nonspendable: 5,844,210 5,844,210 5,844,210
Operating Reserves:
Catastrophic Reserve 15%
(Committed) 18,663,369 20,682,015 21,477,346
Economic Reserve 13.5% (Assigned) 16,797,032 18,613,813 19,329,611 Cashflow Reserve 1.5% (Unassigned) 1,866,337 2,068,201 2,147,735 Subtotal Operating Reserves
(30% of Operating Expenses and Debt
Service) $37,326,738 $41,364,029 $42,954,692
CIP Reserve Funds:
Existing Asset Maintenance and
Repair Reserve 22,325,000 16,590,000 8,160,000
New and Replacement Asset Reserve 14,049,363 13,359,363 8,523,363 Subtotal CIP Reserve Funds $36,374,363 $29,949,363 $16,683,363 Total Reserves $73,701,101 $71,313,392 $59,638,055
Remaining Unassigned Fund
Balance $4,580,071 $2,463,106 $1,241,846
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LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
financial condition continues to improve, there should be additional opportunities to further enhance the City’s staffing levels to meet anticipated increases in service demands.
FUNDING LONG-TERM OBLIGATIONS
The Budget provides appropriate levels of funding for several long-term obligations, including Fleet and Technology Replacement, Other Post-Employment Benefits (OPEB), Workers’ Compensation Reserves, and the Capital Improvement Plan (CIP). An ongoing commitment to appropriately fund these liabilities is essential to ensure the City’s future operational preparedness, fiscal health, and sustainability. The sections below discuss the City’s funding strategy and approach to continue to effectively manage each of these important long-term obligations.
Fleet and Information Technology Replacement Programs - The Budget provides approximately $6.1 million in FY 2023-24 and $5.1 million in FY 2024-25 for fleet replacement. This funding is used to regularly replace police cars, fire engines, and other city vehicles. The Information Technology Replacement program provides for the replacement of major information technology systems, such as the Accela permitting software, ERP software, phone systems, voicemail systems, and all city servers.
The Budget adequately funds the Information Technology Replacement Program with approximately $6.2 million annually.
Other Post-Employment Benefits (OPEB) - OPEB is a non-pension retirement benefit that certain employees receive upon their retirement, such as retiree health care. When these benefits were first offered by the City, the cost was quite modest, and benefits were funded on a pay-as-you-go basis.
Sharp increases in the cost of health care in the 1990s and early 2000s made this approach imprudent.
Beginning in 2006, the City’s funding policy was to set funding aside in an irrevocable trust and to ramp up funding to the full Actuarial Determined Contribution (ADC) over ten years. However, the economic downturn in FY 2008-09 hampered the City’s ability to make its full ADC payment. The City’s actuarial report indicated that this underfunding of the ADC and continued steep increases in healthcare costs caused its unfunded liability to grow to over $101 million.
In June 2013, the Council directed staff to develop a comprehensive solution to this complex problem.
The solution required a dramatic increase in funding and cooperation of employee bargaining groups to modify health care benefits. In July of 2015, the City Council adopted a policy requiring full funding of the City’s ADC every year. At that point in time, the OPEB benefit was only funded at the extremely low level of 3%. The City was successful in stabilizing its benefit costs and subsequently implemented a strategy to fully fund its ADC. As a result, the City’s unfunded liability subsequently dropped to roughly $45.3 million with an ADC of $4.9 million annually. Based on the OPEB Trust Fund balance at the end of March 2023, the OPEB benefit is now funded at approximately 55%, which should be viewed as an incredible success story. Funding for the full OPEB ADC payment continues to be included in the Financial Plan in accordance with the City’s OPEB Policy.
Workers’ Compensation Reserves - The City is self-insured for its workers’ compensation program up to $500,000 per claim. A significant element of self-insurance involves reserving funds to cover the anticipated cost for the life of the claims. Various factors, including changes in the law, have resulted in a significant increase in the valuation of that reserve fund. The Budget includes resources sufficient to fund the resulting claims liability at a 70% confidence level which is an industry-standard.
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LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
Infrastructure and Facility Maintenance and Repairs
The City has effectively addressed the previous three long-term obligations, and their true costs are now fully integrated into the structural expense framework, which will be utilized in preparing future spending plans. The largest and most complex underfunded liability is infrastructure and facility maintenance and repair, which is primarily addressed through programming in the CIP. Deferring maintenance of facilities and infrastructure may help meet immediate operational needs in the short run but is not a prudent financial strategy and can have serious and costly ramifications. It is for this reason that Asset Management has been, and will continue to be, an important City focus.
CIP Funding - General Fund contributions to the CIP program historically range between $1 million and $2.5 million annually, excluding allocations to the Existing Asset Maintenance and Repair Reserve.
General fund contributions to the CIP finance major infrastructure and maintenance projects that have no other funding sources. Traditionally, these projects have included things such as American with Disabilities Act (ADA) improvements, arroyo maintenance and stabilization (Stormwater), major facility upgrades, sidewalk repairs, decorative walls, and local match dollars for street improvement projects.
As previously noted, the City set aside $22.8 million in an Existing Asset Maintenance and Repair Reserve and another $14 million in a New and Replacement Assets Reserve to be available to fund capital projects. In addition, the Financial Plan allocates $3 million from General Fund operating revenues to the CIP during the current budget cycle. Using these three funding sources, the Financial Plan allocates a total of $22.7 million to the CIP to fund projects, including sidewalk repair, tree and landscape maintenance projects, Fire Station 6 remodel, Police Department building renovations, downtown landscape renovations, and storm drain capture devices. While the proposed funding level allows for continued progress, millions of dollars in unfunded CIP project requests remain unaddressed.
Most of these projects are deferred maintenance projects for which the General Fund is the only source of funding.
Staff developed a comprehensive Asset Management Plan to identify assets requiring investments that assists with prioritizing CIP allocations. In addition, staff is preparing to bring a series of policies to Council for review and approval that will (1) clarify responsibility for maintenance of private street trees, (2) align the City’s ordinance for sidewalk maintenance responsibilities with state law and establish a lien program for sidewalk maintenance, and (3) educate property owners about the City’s laws related to street tree, sidewalk, and wall maintenance and ultimately enforce those requirements. However, additional financial resources will be necessary to maintain the infrastructure at existing levels of service.
Much of Livermore’s future fiscal sustainability is linked to adequately funding its long-term obligations.
Progress has been made in this area, and sound strategies will continue to be pursued with discipline and fortitude.
LIVERMORE’S FUTURE FINANCIAL HEALTH
As part of the budget process, staff prepared a five-year General Fund forecast to identify available resources and expected cost increases and prioritize new positions and contractual services. Details of the City’s five-year forecast are included under the Five-Year Financial Plan section of this book. The following chart shows the expected revenue and expense trends over the next five years. As described in the chart, revenues are expected to grow such that by FY 2025-26, there will be an approximately $1 million surplus growing to $8.5 million by FY 2027-28. The increasing revenues are the result of new development expected to occur primarily in the Isabel Neighborhood Specific Plan area as well as in downtown. As a result of this development, the City will be in a position to add 36 additional positions to ATTACHMENT 1
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BUDGET FY 2023-25
provide services to the community consistent with the Five-year Strategic Plan. The additional surpluses will be available to help fund capital projects, including major maintenance and repairs of existing facilities and infrastructure and/or other operating expenses.
Chart 1. General Fund Forecast
Although Livermore’s current financial picture is relatively positive, there are the following areas of concern to consider.
Stormwater Regulations- The State of California continues to increase stormwater regulations and mandate a variety of compliance measures that are currently unfunded. The City will expend approximately $15 million ($7 million in CIP, plus $8 million in Operating expenditures) subsidizing mandated Storm Water activities and projects during the period covered by the Financial Plan. It will be important to secure a sustainable funding source for this purpose.
CalPERS Costs - CalPERS approved a policy to “de-risk” their investment portfolio, which resulted in reducing the discount rate at which CalPERS amortizes the City’s pension liability that began in FY 2018-
19. CalPERS implemented a 20-year rate amortization and a five-year phase-in for these significant changes. The phase-in began in FY 2016-17 and increased the City’s annual operating costs by roughly $5-6 million when it was fully implemented. Based on CalPERS’ most recent 20-year rate amortization schedule, the City’s annual pension contributions are leveling out and, in a few years, will begin to steadily decline until the City’s unfunded liability is fully repaid in 2041. However, if there is a serious downturn in the market, like that which preceded the Great Recession, that seriously affects CalPERS investment returns, the City’s unfunded pension liability will increase, as will its annual pension contributions.
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LETTER FROM THE CITY MANAGER
BUDGET FY 2023-25
Insurance Premiums – The City’s insurance premiums have increased by 204% over the past five years, from $757,000 in FY 2018-19 to $2.3 million in FY 2022-23 and are budgeted to increase by 10% in FY 2023-24 and another 26% in FY 2024-25. Insurance premiums are expected to continue to increase beyond the rate of inflation into the foreseeable future. Large awards and settlements associated with police actions, dangerous conditions, and auto liability are driving liability insurance premiums. Property insurance rate increases can be attributed to extreme weather events such as heavy rain, extreme wind, flooding, and wildfires that cause property damage.
Sales Tax Concentration - Sales tax is currently the City’s second-largest revenue source, thanks in part to the current popularity of the outlet mall and surrounding retail. It is important to be aware that the City derives 30% of all sales tax revenue received from that geographic area which focuses on retailing consumer goods. There are some concerns to monitor regarding this important source of revenue, including the trend away from brick-and-mortar retail to Internet shopping which has the potential to undermine this revenue source. Consumer taste changes, as well as direct competition from similar retail centers being planned within the region, also threaten to impact this critical revenue source. Additionally, the outlet mall generates a significant portion of its business from international tourism, placing at least a portion of the revenue at risk when international travel is suspended like it was during the early phases of the pandemic.
CONCLUDING COMMENTS
The City continues to be on a steady financial course to achieve long-term financial sustainability. The FY 2023-25 Budget incorporates funding for long-term obligations related to infrastructure, fleet, and information technology, at the same time adding much-needed positions to help deliver City services.
While General Fund reserves are currently fully funded, future potential increased liabilities and deferred infrastructure and facility maintenance could temper the City’s progress. The City must remain vigilant about implementing new services or enhancing existing programs to achieve the longer-term prize – a sustainable financial future.
I appreciate the time and talents of the City staff throughout the organization, led by the Executive Team, working together to develop this thoughtful spending plan. I wish to specifically acknowledge the Finance Division for their perseverance and dedication in balancing the budget and preparing this document.
Last but not least, I wish to thank the City Council for their support of staff’s efforts to serve our community with professionalism, integrity and kindness.
Respectfully submitted,
Marianna Marysheva
City Manager
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BUDGET AWARD
BUDGET FY 2023-25
GFOA DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Livermore, California for its biennial budget Fiscal Years beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of two years only.
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RESOLUTION
BUDGET FY 2023-25
Placeholder for new resolution
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HOW TO USE THIS DOCUMENT
BUDGET FY 2023-25
OVERVIEW
This document reflects the City’s continued use of a two-year budget which emphasizes long-range planning and effective program management including:
• Reinforcing the importance of long-range planning to manage the City’s fiscal affairs. • Concentrating on developing a budget to accomplish the City’s goals and objectives. • Establishing realistic timeframes for achieving goals and objectives. • Creating a pro-active budget that provides for stable operations and assures the City’s long-term fiscal health.
• Promoting predictable, smooth spending patterns.
• Reducing the amount of time and resources allocated to preparing annual budgets.
Appropriations are for a two-year period; however, there is usually an update for the second year of the budget to reflect revised revenue and expenditure assumptions. Additionally, unexpended Capital Improvement Program (CIP) appropriations from the first year may be carried over into the second year with the approval of the City Manager.
PURPOSE OF THE BUDGET
Although the City’s budget document may introduce new plans or policy goals, its main purpose is to serve as the Council’s primary tool to allocate resources to implement existing plans and policies.
Through various policy documents and plans - such as the 5-year Strategic Plan, General Plan; Downtown Specific Plan; Urban Growth Boundary, and South Livermore Specific Plan - the City has set several long-term goals to accomplish.
The fundamental purpose of the City’s Budget is to link what needs to be accomplished in the near term with the resources required to do so.
The City’s Budget process does this by:
• Identifying the most important things to be accomplished for the community. • Establishing a reasonable time frame and organizational responsibility for achieving them. • Allocating the resources necessary to do so.
BUDGET ORGANIZATION
To identify the most critical programs and projects for the City to accomplish over the next two years and allocate the resources to do so, the budget serves four roles:
1. Policy Document sets forth goals and objectives to be accomplished.
2. Fiscal Plan identifies and appropriates the resources necessary to accomplish goals and objectives and deliver services while maintaining the City’s fiscal health.
3. Operations Guide describes the basic organizational units and activities of the City.
4. Communications Tool provides the public with a blueprint of how public resources are used and how these allocations are made.
In meeting these roles, the budget is organized into ten sections. Each section is introduced by an overview that describes its purpose, format, and content.
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HOW TO USE THIS DOCUMENT
BUDGET FY 2023-25
INTRODUCTION
This section consists of the Letter from the City Manager, which provides an overview of the FY 2023-25 Budget. Also included are the GFOA Distinguished Budget Presentation Award and the resolution adopting the Two-Year Financial Plan.
ABOUT LIVERMORE
Includes a historical overview of the community, City highlights and accomplishments, mission statement, organizational values, organization chart, map, and 5-year Strategic Plan. In addition, this section describes the other major policy documents and preparation guidelines used in developing and executing the Financial Plan, including Significant Accounting Policies, Budget Policy, Debt Policy, and Constitutional Spending Limits.
LONG-TERM FINANCIAL PLAN
The Long-Term Financial Plan (LTFP) is a 5-year financial forecast of the General Fund. It is intended to provide a frame of reference to help evaluate the City’s financial condition and help assess the long-term financial implications of current and proposed budgets, programs, and assumptions.
BUDGET SUMMARY
This section provides financial summaries, including an overview of revenues, expenditures, and transfers over the 2-year budget cycle, fund balance by major and non-major funds, long-term debt information and budgeted debt service schedules. Sources and uses schedules are presented by fund type, sources of revenues, as well as major category expenditures. Also included is the Capital Improvement Program budget impact on the operating budget and a list of funds by department.
DEPARTMENT NARRATIVES
Presents the operating programs that form the City's basic organizational units:
• Establish policies and goals that define the nature and level of services to be provided. • Identify activities performed in delivering program services. • Propose objectives for improving the delivery of service. • Identify the resources required to perform activities and accomplish objectives. • Identifies performance measures used to analyze outcomes of City services and progress towards implementing major goals and objectives.
REVENUES
This section provides combined and individual statements of revenues for each of the City's operating funds. It includes financial and statistical information such as revenue estimates, assumptions, and interfund transactions.
EXPENDITURES
Provides a summary of expenditures and expenditures by major expense category for each of the City's operating funds.
FUND BALANCES
Provides combined statements of fund balance changes for each of the City's operating funds by year.
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BUDGET FY 2023-25
CAPITAL IMPROVEMENT PLAN
Presents the City's Capital Improvement Program budget.
STAFF ALLOCATION
Includes authorized staffing levels and allocation history.
APPENDIX
Provides a listing and description of all City funds and the relationship of departments with funds. It also includes a Glossary of Terms that may be unique to local government finance departments or the City’s Financial Plan.
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BUDGET DEVELOPMENT PROCESS
BUDGET FY 2023-25
BUDGET CALENDAR
DECEMBER 2022
Position Control sent out to departments Budget Module Set-up FEBRUARY 2023
Budget Model opens for Department entry
MARCH 2023
March 6 City Council 5-year Strategic Plan Workshop
Budget Model closes and Finance reviews budget
APRIL 2023
City Manager and Executive team reviews budget and Finance assembles budget book
MAY 2023
May 15 City Council Budget Workshop
JUNE 2023
June 12 City Council final budget approval
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BUDGET DEVELOPMENT PROCESS
BUDGET FY 2023-25
OPERATING BUDGET DEVELOPMENT PROCESS
The City develops a two-year budget every other year and updates the second-year budget, if necessary, at the end of the first year. The fiscal year begins on July 1 and ends on June 30 of the following year. Livermore is a general law city; therefore, it is not subject to a budgetary process prescribed by statute or charter.
The City uses the following process to develop its two-year budget:
For the first year of the plan:
• In December, Executive Team members (department heads) prepare estimates for departmental personnel requests and capital improvement programs for the upcoming two-year period. • In January, City staff reviews and analyzes residents’ input via the National Citizen Survey and community engagement efforts.
• In February, departments prepare and submit budget requests in support of their operational needs and anticipated service levels. The combined draft budget figures include estimated expenditures and forecast revenues.
• In February, the Administrative Services Department issues the mid-year budget report to City Council.
• In March, the City Council holds a workshop to review the 5-year Strategic Plan. • In April, Executive Team members adjust budget allocations to reflect the 5-year Strategic Plan, acknowledge resident input on service priorities, and balance the proposed budget. • In May, the City Council provides direction and comment on the proposed budget and CIP at a public workshop.
• The City’s Planning Commission determines the consistency of the CIP with the General Plan. • The operating budget includes a summary of proposed expenditures and projections of financial resources. The CIP appropriations are included in the financial plan. • If needed, the City Council is presented with new fee schedules for adoption prior to the public budget hearing.
• The City Council approves the budget by adopting a resolution no later than June 30, which sets the appropriation levels for the periods covered by the budget.
In the second year of the two-year budget:
• In February, the Administrative Services Department issues the mid-year budget report to City Council.
• In February, departments prepare and submit budget requests for the second year to support operational needs and anticipated service levels. The draft budget update includes estimated expenditures and forecast revenues.
• In March, the Leadership Team meets to review the budget update. • In April, staff prepares an update of the two-year budget if necessary. • In May, the City Council examines budget changes at a public budget workshop. • In June, the City Council approves the budget modifications at a public meeting by adopting a resolution.
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KEY BUDGET CONCEPTS AND TERMS
BUDGET FY 2023-25
Budget
Budgets are plans for how organizations use projected resources (revenues) for payment to perform operations or provide services (expenditures) over a defined period. Budgets are prospective planning tools and must balance between revenues and expenditures within the defined period.
Fiscal Years
The key time period for the City is the fiscal year (FY). The City’s fiscal year begins on July 1st and ends on June 30th of the following year. Fiscal years are generally expressed as follows: FY 2023-24 begins July 1, 2023, and ends June 30, 2024. Fiscal Years may also be divided into quarters or monthly periods for reporting purposes. It is important to note that some grants awarded to the City may or may not synchronize with the City’s fiscal year. These grants often follow a schedule based on the granting agency’s fiscal period or other predetermined period as determined by the grant agreement.
Funds
Funds are groups of revenue and expenditure accounts that must be balanced individually and separately. They function in the City's Budget like having separate bank accounts to track different personal finances. The City’s Budget contains approximately 100 funds, the largest of which is the General Fund. The General Fund is considered discretionary, because there are few restrictions on how these resources may be allocated. All the other funds normally have restrictions on the types of activities they support. These restrictions may be established by local ordinance, federal or state law, or grant agreements.
Department & Organizational Structures
The City is organized into various departments as defined in Section 2.09.010 of the Livermore Municipal Code. These departments are responsible for delivering the various external and internal services of the City. Several departments were established by the City Council and generally include the name “Office” in the title. These include the City Manager’s Office and the City Attorney’s Office. Because departments are not funds, departmental revenue and expenditures may be recorded and budgeted in one or more funds. Similarly, one fund may contain one or more departments' revenue and expenditures.
The budget documents include three quasi-departments: The General Services (or Non-Departmental), Transfers, and Capital Improvement Program. These three groups are distinguished from traditional departments in that they do not have operational staff attributed to them. These groups are used to record various inter-departmental projects and citywide costs, such as debt service, or major infrastructure projects.
Revenues
Revenues can be generally understood as the sources of income for the City and are divided into several categories or fund types. Tax revenues are largely unrestricted and are allocated to the General Fund.
Grant revenues are restricted by the grant agreement and often require matching contributions from other sources. Special revenues include voter-approved measures and are restricted for a specific purpose. Revenue from fines and penalties are largely unrestricted and result from enforcement activities. Based on best practices, one-time revenues (e.g., land sales) should not be used to support ongoing expenditures. Fee and Service Charge revenues support many City functions. The rate charged for fees and service charges is regulated by state law. Generally, fees may not exceed the cost of ATTACHMENT 1
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KEY BUDGET CONCEPTS AND TERMS
BUDGET FY 2023-25
providing a service. Fees are listed in the City’s Master Fee Schedule, which is approved annually through a City Resolution, but can be modified at any time with City Council’s approval. The current Master Fee Schedule can be found on the City’s website.
Revenues are budgeted and recorded into specific accounts. These accounts are aggregated for reporting into categories, such as property tax, license and permits, and charges for current services.
Operating Expenditures
Operating Expenditures reflect the costs associated with the provision of services and performance of operations by the City. There are two major categories of expenditures: personnel expenditures, and services and supplies expenditures. Personnel expenditures include the cost of paying City employees to perform various functions and provide services to the public. These costs include salaries, overtime, retirement, and healthcare costs. Services and Supplies expenditures include non-labor related costs and are processed through the City’s contracting and purchasing systems and include items such as contracts for services, supplies and materials, utilities, equipment purchases, and debt payments.
Expenditures are budgeted and recorded into many different accounts. These accounts are aggregated for reporting purposes into broader categories that include salaries (personnel), benefits (supplemental personnel), services and supplies, or capital outlay.
Fund Transfers
In certain cases, monies may be transferred between City funds. For instance, General Fund revenues are required to pay for principal and interest payment on the City’s long-term debt. Therefore, General Fund transfers monies to Debt Service Funds. When a transfer occurs between funds, the “sending” fund (where the transfer comes from) records an expenditure and the “receiving” fund (where the transfer goes to) records revenue. This is to ensure that the overall budget remains balanced.
Budget Balancing
The term ‘balanced’ refers to when all projected revenues are equal to all projected expenditures in a budget or forecast. If projected revenues exceed projected expenditures, then the budget or forecast is said to have a projected surplus. If projected expenditures exceed projected revenues, then there is a projected shortfall. By policy, the City Council must adopt a balanced budget.
A structural imbalance occurs when there is a difference between ongoing revenues and expenditures where they do not match and balance. A budget that uses one-time revenues to pay for ongoing expenditures may be balanced over the fiscal period but suffers from a structural imbalance: in this case a structural shortfall. By contrast if ongoing revenues exceed ongoing expenditures, a budget may have a structural surplus.
Fund Balances & Reserves
At the end of each fiscal year, each fund’s revenue collections are compared against incurred expenditures. If expenditures exceed revenues, then that difference is reduced from the “fund balance.” A negative fund balance occurs when cumulative fund expenditures exceed cumulative fund revenues.
By contrast a positive fund balance exists when cumulative revenues exceed cumulative fund expenditures. When revenues are more than expenditures, a surplus occurs, which is added to that fund’s fund balance.
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BUDGET FY 2023-25
If a positive fund balance is restricted or earmarked in its usage, it is called ‘restricted’ or ‘reserved.’ For example, the General Fund has a 30 percent reserve requirement for major emergencies and unanticipated events. Therefore, the General Fund budget includes contribution to reserves which is taken from the positive fund balance to fund the reserves. Other funds may have a positive fund balance that must be reserved or restricted to support the purpose of that individual fund. This may include future anticipated expenditure needs such as low-income housing or future costs associated with capital projects.
Assets & Liabilities
Assets are tangible and intangible items that hold value and include City cash, investments, buildings, land, and equipment. Assets can be divided into two types: current and long-term/fixed assets. Current assets include cash, receivables, and short-term investments. Long-term and fixed assets include things such as long-term investments, and capital assets that have value, but cannot be quickly converted into cash. Capital “Assets” can generally be defined as items the City owns that will provide a benefit in the future, such as land, buildings, vehicles, and equipment.
Sometimes the City needs to borrow money (“issue debt”) in order to acquire and/or build new capital assets. Liabilities are monetary amounts that the City is obligated to pay based upon prior events, transactions, or other financial commitments. For example, if the City owes money resulting from borrowing or issuing debt (e.g., bonds), those would be considered liabilities. Liabilities can also be divided into two types: current liabilities and long-term liabilities. Current liabilities are those that the City expects to pay within a one-year period. This includes wages paid to active employees for hours worked, or bills for utilities. Long-term liabilities are obligations that the City will pay out over time, such as pensions, retiree medical obligations, and long-term debt service.
Unfunded Actuarial Accrued Liability (UAAL), or Unfunded Liability, is often mentioned in conjunction with government finances. UAAL is defined by the State Actuarial Standards Board as “the excess of the actuarial accrued liability over the actuarial value of assets”. Simply put, it is the amount that an entity is projected to owe that is not covered by projected future payments under a specific payment methodology, or by assets currently held by the entity. Unfunded Liabilities typically refer to the City’s future pension and retiree healthcare costs for which the City does not have sufficient funds to cover.
Financial Reports & Actuals
“Actuals” are recorded revenues and expenditures that have occurred over a defined period. While budgetary numbers are projected prior to the close of a fiscal period, actuals are recorded after the fact.
A financial report is a statement of actuals and accruals. Actuals can be divided into two categories:
unaudited and audited. Audited actuals mean that financial reported data has been audited by an independent financial auditor. The City has an independent financial audit conducted following the close of each fiscal year to provide an independent opinion as to whether the City’s financial statements are stated in accordance with General Accepted Accounting Principles (GAAP). The audited actuals are presented in the Annual Comprehensive Financial Report (ACFR). Unaudited actuals refer to the City’s financial data and reports which has not been audited by an independent financial auditor. “Actual” data reported in this budget document is audited data.
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34 ABOUT LIVERMORE
BUDGET FY 2023-25
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35 ABOUT LIVERMORE
ORGANIZATION CHART
BUDGET FY 2023-25
Mayor / City
Council
City Manager
Administrative
Services
Cybersecurity
Finance
Human
Resources
Information
Technology
Community
Development
Building & Safety
Engineering
Housing &
Human Services
Planning
Fire Department
Administration &
Fire Protection
Emergency
Operations
Innovation and
Economic
Development
Library Services Police
Department
Horizons
Public Works
Airport
Maintenance
Water Resources
Assistant City
Manager
Deputy City
Manager/City
Clerk
City Attorney
Risk
Management
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DIRECTORY OF CITY OFFICIALS
BUDGET FY 2023-25
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37 ABOUT LIVERMORE
MAP OF LIVERMORE AND CITY FACILITIES
BUDGET FY 2023-25
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38 ABOUT LIVERMORE
MAP OF LIVERMORE AND CITY FACILITIES
BUDGET FY 2023-25
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39 ABOUT LIVERMORE
MISSION STATEMENT AND VALUES
BUDGET FY 2023-25
MISSION STATEMENT
We work to enhance the quality of life for Livermore community members by providing safe, accessible public amenities, promoting economic vitality and innovation; and embracing collaborative civic engagement, all while providing high quality services in a courteous, responsive, fiscally sound manner.
VALUES
We adhere to an ethical standard of fairness, honesty, and equitable treatment in the performance of our duties on behalf of the community, to achieve our shared vision of excellence.
Commitment to Equity
We understand and value our roles as members of a larger community. In recognition and respect for our community at large, we strive to view all issues through an equity lens, which means to be deliberatively inclusive as we make decisions.
Strong Public Service Philosophy
Outstanding service to the public is our standard. Courtesy and respect are extended to all community members. Our goal is to exceed expectations.
Accountability
We understand our roles as employees and elected officials of the City of Livermore. We accept responsibility for our actions in performing these roles and seek to hold each other accountable for them.
Teamwork
As a team of City employees and elected officials, we work collaboratively, which helps us find the most effective and innovative solutions to address challenges facing our community and our organization.
Commitment to Quality
We are committed to providing responsive and quality service. We strive for excellence by finding thoughtful, innovative, and practical solutions in service to the community.
Commitment to Continuous Improvement
We strive to continuously assess and improve our methods of service to increase equity and effectiveness, in an environmentally sound manner.
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40 ABOUT LIVERMORE
COMMUNITY OVERVIEW
BUDGET FY 2023-25
HISTORICAL OVERVIEW
In 1869, William Mendenhall developed a new town when the first train went through the Livermore Valley. The only direct route from San Francisco to the gold fields and Sacramento was through this area. Mendenhall named Livermore in memory of his good friend, Robert Livermore, who once owned a 20,000-acre land grant called Rancho Las Positas in the area.
In the 1870s, Livermore experienced a population surge due to the arrival of several different immigrant groups. When the City was incorporated on April 1, 1876, it resembled a traditional western town with wooden sidewalks and horse-drawn buggies. By the 1880s, cattle, sheep, and horses grazed the hillsides, and Livermore’s high valued hay and grain found eager buyers, even in Europe. More importantly, the planting of grape cuttings in the region’s sandy and gravel-filled soil would be the beginning of the valley’s successful wine industry.
As Livermore flourished, so did education in the valley. Livermore College, a private high school, was established, followed by Livermore Union High School, California’s first Joint Union High School. In 1902, Livermore became the first town in California to establish a free municipal public library. The Carnegie Library, designed by William H. Weeks, opened in 1911.
After the turn of the century, Alameda County founded a hospital for treating tuberculosis, and the United States government established a Veterans Hospital. Additionally, the Livermore Rodeo was established, which benefitted the American Red Cross during World War I. The Livermore Stockmen’s Association continues to hold an annual rodeo on the second weekend of June.
In the 1950s, the University of California established a Radiation Laboratory at the previous World War II Naval Training Station site at East Avenue and Greenville Road. The Radiation Laboratory expanded into the world-renowned Lawrence Livermore National Laboratory (LLNL). A few years later, Sandia National Laboratories’ California site opened to provide engineering expertise for the original Radiation Laboratory and continues to collaborate with LLNL.
Today, Livermore’s agricultural, science and technology, cultural arts, and vibrant wine heritage provide a unique blend of small-town ambiance with urban amenities. As a result, Livermore consistently receives high resident survey ratings. In 2022, 92% of resident respondents rated Livermore as an “excellent” or “good” place to live, and 89% rated the City as a great place to raise children. For over 150 years, the City of Livermore has remained a desirable place to reside, work, and visit.
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COMMUNITY OVERVIEW
BUDGET FY 2023-25
ABOUT LIVERMORE
Livermore is a general law city with a council-manager form of government and an estimated population of approximately 86,000 residents. Award-winning wineries, farmlands, and ranches that mirror the valley’s history surround Livermore. The City of Livermore encompasses 26 square miles and is the easternmost city in the San Francisco Bay Area. Protected by the coastal mountain range, Livermore Valley enjoys a mild, Mediterranean climate that promotes the pursuit of a healthy, relaxed lifestyle. In 2017, the Livermore City Council approved the Livermore Tarplant (Deinandra bacigalupii) as the City’s official flower. The Tarplant, an endangered species, grows only in the dry, alkaline meadows and grasslands of northern Livermore and produces small yellow flowers from June to October.
SCIENCE & TECHNOLOGY
Livermore is the only city in the United States with two national laboratories: Lawrence Livermore National Laboratory and Sandia National Laboratories-CA. The laboratories’ missions span several national programs, including homeland security, combustion and renewable energy, water resources, and biosciences. Research efforts include developing the pursuit of fusion energy, vehicles of the future, decoding the human genome, and studying climate change. One such successful effort recently occurred when on December 5, 2022, a team at Lawrence Livermore National Laboratory’s National Ignition Facility achieved fusion ignition, the first controlled fusion experiment in history to reach this milestone.
Many exciting partnerships between the laboratories and the community developed over the years. The Livermore Valley Open Campus allows science, business, and academic collaborations on advanced manufacturing, cyber-security, and high-performance computing. The i-GATE Innovation Hub provides R&D facilities for life sciences and deep tech startups through the Daybreak Labs incubator and a supportive ecosystem of services and partners through the Startup Tri-Valley initiative. The City celebrates “Livermorium Day” every May to commemorate Element 116 on the periodic table of elements.
THE ARTS
The Livermore community supports a well-established, extensive, diverse collection of cultural arts organizations. Music lovers enjoy the local symphony orchestra, opera company, or chamber ensembles at the downtown Bankhead Theater, a 500-seat performing arts venue. Residents also delight in ballet, modern, and other styles of dances, as well as comedic and dramatic plays or musicals. The City appoints a Poet Laureate to express its commitment to the literary arts. The City Council Chamber and the Livermore Public Library host rotating exhibits of paintings and photographs. Colorful quilts hang from ATTACHMENT 1
42 ABOUT LIVERMORE
COMMUNITY OVERVIEW
BUDGET FY 2023-25
trees during the well-renowned summer quilt festival at a local garden nursery, and tree sweaters adorn downtown trunks in the fall.
VITICULTURE
Livermore Valley Wine Country is the oldest wine region in California. Less than an hour east of San Francisco, Livermore Valley Wine Country’s picturesque canyons and ridges welcome locals and visitors to the valley’s vineyards and tasting rooms, which are an integral part of Livermore’s quality of life. The Livermore Valley area boasts over 50 wineries. In the 2023 San Francisco Chronicle Wine Competition, the largest wine competition in North America, 174 medals were awarded to Livermore wineries, with eight awarded Best of Class and another 20 winning Double Gold. Popular wine bars, tasting rooms, and lovely wine stores also thrive in downtown Livermore.
DOWNTOWN
Livermore residents love their vibrant, family-friendly downtown for its numerous restaurants, boutiques, cinemas, bars, The Bankhead Theater, and a variety of parks and open spaces, including the beloved Lizzie Fountain and Livermorium Plaza, which commemorates the creation of the livermorium element by a team of scientists, including those from Lawrence Livermore National Laboratory. Improvements continue on the eight acres in the heart of downtown with the planned development of a boutique hotel, new restaurant and retail spaces, and other desired community amenities.
SPORTS AND RECREATION
The collaboration between the City of Livermore and the Livermore Area Recreation and Park District (LARPD) has resulted in more than 40 park venues encompassing nearly 2,000 acres, including community parks, dog parks, trails, sports fields, and open space parks. LARPD offers preschool classes, before-and-after-school programs, youth and adult sports, aquatics, senior services, recreation classes, facility rentals, and special events such as the annual Children’s Fair and Dogtoberfest. The 71,000-square-foot Robert Livermore Community Center includes meeting and activity rooms, a full-size double gymnasium, a 400-seat banquet hall, and two outdoor pools.
COMMUNITY EVENTS
The Livermore Rodeo and Parade and Downtown Street Fest are two long-running annual special events. Residents enjoy the annual Downtown Halloween Carnival, Holiday Parade and Tree Lighting, Independence Day fireworks, and weekly farmers markets. Livermore also attracts popular events with regional, national, and international fans, including the Cinderella Classic bike ride, the Little League Intermediate World Series, and the Livermore Valley Half Marathon.
TRANSPORTATION
Livermore is conveniently located near two major freeways, I-580 and I-680, and is close to the metropolitan areas of San Francisco, Oakland, and San Jose. In addition to its proximity to the San Francisco, Oakland, and San Jose International Airports, the City of Livermore owns and operates the Livermore Municipal Airport, which, as a general aviation airport, services private and corporate customers. Livermore also contains two stops on the Altamont Commuter Express (ACE) rail system.
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COMMUNITY OVERVIEW
BUDGET FY 2023-25
EDUCATION
Livermore Valley Joint Unified School District (LVJUSD) is an award-winning district that serves more than 13,300 transitional kindergarten through 12th-grade students at nine elementary campuses, two K-8 schools, three middle schools, two comprehensive high schools, and two alternative schools. The LVJUSD features International Baccalaureate Programmes, a Dual Immersion Program, and a STEM pathway, TK-12. The mission of the LVJUSD is to ensure that each student will graduate with the skills needed to contribute and thrive in a changing world. Las Positas College has 8,500 daily enrolled students and offers a curriculum for students seeking transfer to a four-year college or university, career preparation, or basic skills education. The College is nationally recognized for its Veterans First Program.
It was recently named the #1 Community College in California by Intelligent.com and the #6 Community College in America by Niche.com. The Livermore Public Library offers educational opportunities for all ages. Resources include a homework help center, early learning classes, STEM workshops, adult literacy tutoring, a Digital Library with online courses and research materials, and much more.
BUSINESS
Livermore has a diverse and innovative business community and one of the most talented workforces in the world, anchored by the presence of two world-renowned research laboratories, Lawrence Livermore National Laboratory and Sandia National Laboratories. Innovative companies like Lam Research, Topcon Positioning Systems, Wiley X, and FormFactor also call Livermore home, capitalizing on Livermore’s strong industrial real estate base and access to talent. Oaks Business Park on Isabel Avenue has attracted large employers like Gillig, Dräxlmaier, and Tesla. Alongside Livermore’s robust innovation economy, microbreweries and wineries flourish while the San Francisco Premium Outlets and small boutique retail shops continue to provide residents and international visitors with a unique shopping experience.
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COMMUNITY OVERVIEW
BUDGET FY 2023-25
HOUSEHOLD INFORMATION
Total Housing Units 31,635
(source: HdL Coren and Cone 2022-23 Property Data)
Median Household Income (2021) $139,904
(source: United States Census Bureau 2017-2021)
Median Home Value (December 2022) $1,060,000
(source: HdL Coren and Cone – Alameda County Sales History) Property Tax Rate (2022-23) 1.1548%
(source: Alameda County Auditor-Controller)
Population (January 2022) 86,149
(source: California State Department of Finance)
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45 ABOUT LIVERMORE
CONSTITUTIONAL SPENDING LIMITS
BUDGET FY 2023-25
CONSTITUTIONAL SPENDING LIMITS
Article XIII B of the California State Constitution, adopted by California voters in 1980, places limits on the amount of proceeds of taxes state and local government agencies can receive and appropriate each year pursuant to a formula based on certain FY 1978-1979 data. Effective in FY 1990-1991, Proposition 111 and SB 88 (Chapter 60/90) modified the manner in which the appropriations limit was calculated and requires the annual election of an inflation adjustment factor and a population factor. The California State Department of Finance releases inflation adjustment factors as well as population estimates to local agencies in May of each year as of January 1.
65,000
70,000
75,000
80,000
85,000
90,000
95,000
1,350,000
1,400,000
1,450,000
1,500,000
1,550,000
1,600,000
1,650,000
1,700,000
City vs. County Population
Alameda County Population
City Population
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CONSTITUTIONAL SPENDING LIMITS
BUDGET FY 2023-25
The population factors may be either the change in City population or the change in County population.
The cost-of-living factors may be either the change in California per capita income or the change in the City of Livermore’s non-residential new construction valuation. Typically, an agency selects the factors which provide for the largest growth to the limit. For FY 2021-22, the population factor chosen is growth within the City, as it was larger than the growth within the County. The cost-of-living factor selected by Livermore is the percentage change in California’s per capita income because it exceeded the assessed value in the preceding year due to new non-residential construction. Based on the above calculation factors, the Limit of Appropriations for FY 2021-22 is $408,160,948. Appropriations subject to this limit are $76,546,934. The City Council adopts the appropriation limit for the ensuing fiscal year in June. A summary of the last twenty years of the City’s appropriation limit and appropriations subject to limit is shown in the following chart.
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47 ABOUT LIVERMORE
STRATEGIC PLAN
BUDGET FY 2023-25
STRATEGIC PLAN OVERVIEW
Livermore’s Strategic Plan is a five-year road map to guide the organization’s budget and work plan.
The Strategic Plan reflects the community’s values and is informed by the City’s vision, mission, values, and community input from a variety of sources including the biennial National Community Survey. Additionally, the Strategic Plan is informed by many of the organization’s guiding documents, such as the General Plan, Climate Action Plan, and Financial Plan.
Over decades, the Livermore City Council has been forward-thinking with a remarkable ability to focus on the City’s long-term fiscal sustainability. The five-year Strategic Plan creates a framework for allocating our limited resources in accordance with the organization’s goals, focusing the City’s investment on areas deemed most important.
The Strategic Plan is organized around five broad Community Pillars. Community Pillars are broadly defined building blocks that reflect the community’s values, and the City’s vision, mission, and organizational values. Each Pillar identifies specific goals and objectives which will be implemented to uphold each Pillar. Goals are generally broad, achievable outcomes.
Objectives are shorter-term, measurable actions to achieve each goal. Goals and objectives are time-defined and have assigned departmental implementation responsibility. Staff will regularly report the plan’s progress to the City Council and the community.
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48 ABOUT LIVERMORE
STRATEGIC PLAN
BUDGET FY 2023-25
HIGHLIGHTS AND ACCOMPLISHMENTS
Some of the City’s recent accomplishments include:
• Pillar – A Safe Community That Thrives
o Expanded Horizons Family Counseling school-based services to six elementary schools. o With partner agencies, Livermore-Pleasanton Fire Department implemented Zonehaven, a communitywide emergency evacuation program.
o Celebrated the opening of Avance, which offers 44 units of affordable housing for individuals with developmental disabilities.
o Incorporated the new Real Time Crime Center to respond and assist patrol officers in identifying suspects and vehicles during crimes in progress. • Pillar – Economy That Prospers
o Administered the City’s Incentive Program, assisting three businesses that collectively brought over $5.8 million in sales tax revenue and generated more than 3,000 jobs in Livermore in FY 2021-22.
o Livermore Municipal Airport Fixed Base Operator completed the second phase of development, which included a 43,333 square-foot office/hangar.
• Pillar – Environmental Stewardship
o Completed extensive community outreach and citizen advisory body meetings and ultimately gained City Council approval for the 2022 Climate Action Plan update. o Issued 1,025 photovoltaic solar permits for the fiscal year 2021-2022. • Pillar – Inclusive & Inviting Spaces & Places
o Hosted more than 170,000 visitors to the Livermore libraries and fulfilled nearly 20,000 information requests.
o Opened the I Street Garage with 274 parking spaces, including 12 EV spaces and signs that display real-time parking availability.
o Continued implementation of the Downtown Specific Plan by closing escrow on parcels of land and entering into development agreements for the Downtown Hotel, Blackbox Theater, and Blacksmith Square.
• Pillar – A City That Works
o Conducted the National Community Survey in English and Spanish to capture resident opinions and affirmed once again the community’s positive view that Livermore is a great place to live with a high quality of life.
o Held the first ever Livermore-Pleasanton Fire Department Fire Academy to receive funding and college credit for training in partnership with Las Positas College. o Completed Information Technology Strategic Plan, Staffing Plan, and Security Assessment and Review plans.
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STRATEGIC PLAN
BUDGET FY 2023-25
GOALS AND PRIORITIES
1. A Safe Community That Thrives: Support facilities, design programs, and ensure compliance with regulations that create a healthy, resilient, and engaged community that is prepared, safe, and housed.
2. Economy That Prospers: Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity.
3. Environmental Stewardship: Preserve and protect Livermore’s climate and environment for future generations and become a municipal leader in sustainability, reducing and drawing down greenhouse gas emissions, and encouraging sustainable development.
4. Inclusive and Inviting Spaces and Places: Create inclusive and inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride.
5. A City That Works: Foster an organization that is fiscally sustainable, innovative, effective, and efficient; provides excellent public services; invests in professional development and well-being of employees in alignment with the Community and Organizational Values; and responsibly invests in the City’s infrastructure.
Please see Appendix for the City of Livermore Citywide Strategic Plan.
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50 ABOUT LIVERMORE
PERFORMANCE MEASURES
BUDGET FY 2023-25
PERFORMANCE MEASUREMENT
Every two years since 2004, the City of Livermore has partnered with the National Research Center to administer the National Community Survey™ (NCS). Livermore residents have steadily ranked the Livermore community as providing an excellent/good quality of life via the NCS, which captures resident opinions considering ten central facets of a community: Economy, Mobility, Community Design, Utilities, Safety, Natural Environment, Parks and Recreation, Health and Wellness, Inclusivity and Engagement, and Education, Arts, and Culture. The overall 2022 survey results were once again positive and reflected the community’s view that Livermore is a great place to live with a high quality of life.
According to the 2022 survey, residents appreciate Livermore’s parks and natural environment. Ratings related to the community’s natural environment, which include cleanliness and air quality, saw significant increases. A majority of residents offered high marks to the city’s parks, preservation of natural areas, and open space. Livermore continues to be a highly desirable and safe place to live. Residents applauded the overall quality of life, would recommend living in Livermore, and continue to prioritize safety for the community. Residents also identified Livermore’s economy as a top priority in the coming two years, ranking Livermore’s vibrant downtown much higher than the national benchmark, and ranking Livermore as a place to work, shopping opportunities, and support for the arts higher than the national benchmark.
The performance measures reflected here help track the efforts or outputs related to basic public services: police, fire, libraries, solid waste diversion, and community appearance. Since its incorporation in April 1876, the City carries on its quest for continuous improvement and uses these performance measures, surveys, and other methods to gauge its progress now and for years to come.
LIVERMORE POLICE DEPARTMENT – PERFORMANCE MEASURES
The Livermore Police Department takes great pride in providing public safety, accountability, resident engagement, and great customer service to the community. The area policing model, established in early 2015, has continued to allow greater interaction between the community and police officers through Neighborhood Watch meetings, Area Community meetings, and special events. Residents have direct access to neighborhood Police Lieutenants which facilitates a faster response to issues and builds lasting relationships in the community. With COVID-19, the Police Department also continued to engage the residents through virtual meetings and social media posts. Last fiscal year, the Livermore Police Department answered over 106,000 emergency 911 calls and handled over 54,000 police incidents. The below table also lists the number of Livermore crimes in categories established by the Federal Bureau of Investigation (FBI) Uniform Crime Reporting program. Over 18,000 city, university/college, county, state, tribal and federal law enforcement agencies voluntarily participate in this program.
Year 911 Calls for
Police Service
Total Police
Incidents
Uniform Crime Reports
Part 1: Violent Crime (Murder,
Rape, Robbery, Assault)
Uniform Crime Reports
Part 1: Property, Crime
(Burglary, Thefts, Arson,
Stolen Vehicles)
FY 2021-22 23,713 56,880 190 1,661
FY 2020-21 23,309 54,880 165 1,438
FY 2019-20 14,566 62,996 176 1,426
FY 2018-19 22,653 65,337 215 1,666
FY 2017-18 22,335 67,309 176 1,794
FY 2016-17 20,073 60,911 160 2,212
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51 ABOUT LIVERMORE
PERFORMANCE MEASURES
BUDGET FY 2023-25
LIVERMORE-PLEASANTON FIRE DEPARTMENT – PERFORMANCE MEASURES The Livermore-Pleasanton Fire Department (LPFD) operates five fire stations in Livermore. The mission of LPFD is to provide exceptional public safety services that enhance the quality-of-life in the community by protecting life, property, and the environment. Duty, Integrity, Professionalism, Courage and Honor are the LPFD’s core values. Demand for emergency response remained high in 2020 amid the COVID19 pandemic and California wildfires. The chart below documents the percentage of arrival times within the LPFD criterion of seven minutes or less.
Performance Measure 2020-21
Actual
2021-22
Actual
2022-23
Projected
FIRE OPERATIONS
Number of emergency responses 8,340 9097 9460
# of Responses to Fire Incidents 342 319 330
Average Emergency Response Time
Fire Standard = 6:00 minutes 6:23 5:50 6:00
Average Emergency Response Time
EMS Standard = 6:00 minutes 5:12 5:05 5:30
FIRE PREVENTION
Construction Inspections Conducted *1400 696 570
Annual Fire Inspection Program 450 577 563
* Prior to FY 21/22 included more than
construction inspections.
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PERFORMANCE MEASURES
BUDGET FY 2023-25
LIBRARY SERVICES – PERFORMANCE MEASURES
Livermore residents love their libraries. Library services generated a 93% “excellent” or “good” rating on the 2022 National Citizen Survey. Livermore Public Library is a family gathering place and an education resource for all ages. The Library’s public computers continue to receive regular use, although more use has shifted to the Library’s wireless Internet access as more residents use their own laptops and mobile devices. During the 2021-2022 fiscal year, the Library’s total collections use bounced back from the COVID-19 closing and was up 78.3% from the previous year. Attendance at library-sponsored programs has grown since they began again, and the Livermore Public Library was one of the first libraries in the area to resume outdoor story times. In 2022, the Library hosted its very first annual month-long celebration of Black History Month. This included a showing from the Art of the African Diaspora in the Civic Center Library gallery, and themed programming throughout February celebrating the contributions Black Americans have made to the country and world.
Total
Registered
Borrowers
Total
collection
use
Attendees at
librarysponsored
programs
Total
Library
Visits
Number of
public
computers
Patrons
using public
computers
Patrons using
one-on-one
educational
services
FY
2021/22* 57,004 790,785 19,891 170,083 80 19,102 862
FY
2020/21* 62,475 443,501 6,371 56,253 80 1,513 751
FY 2019/20 78,284 695,995 30,909 295,259 80 54,491 3,294 FY 2018/19 69,980 903,720 47,099 384,369 80 84,525 2,379 FY 2017/18 65,065 855,756 46,805 394,442 80 88,420 2,922 FY 2016/17 61,735 829,576 41,676 382,234 80 103,561 3,073 * Numbers impacted by COVID-19 closure
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PERFORMANCE MEASURES
BUDGET FY 2023-25
INNOVATION AND ECONOMIC DEVELOPMENT – PERFORMANCE MEASURES The Innovation and Economic Development Department (IEDD) aims to make Livermore the best possible place to start and grow a business. The department serves as a resource for the entire business community in Livermore. IEDD serves small to large businesses, as well as tech start-ups to downtown merchants. IEDD works with resource partners and other departments to make sure the City is thoughtfully planning the growth needed to maintain a healthy economy while preserving a high quality of life. The tables below display data related to Livermore’s business environment.
FY 2019-20 FY 2020-21 FY 2021-22
# of Business Licenses 8,264 7,727 7,553
Transient Occupancy Tax $2.8M $1.9M $3.2M
Sources: HDL and City of Livermore Finance Division
CY 2019 CY 2020 CY 2021
Avg. # of Employer Businesses 2,526 2,573 2,584
Avg. # of Jobs/Employment 55,558 51,122 52,023
Avg. # of Jobs w/ Avg. Wages over
$100k/year 12,653 12,622 20,392
Source: State Employment Development Department – Labor Market Information Division
Vacancy Rates Over Past 12
Months Inventory Vacancy Rate
Industrial 20.2M square feet 3%
(compared to 4.2% for East Bay Market)
Retail 5.2M square feet 3.4%
(compared to 5.3% for East Bay Market)
Office 2.1M square feet 15.3%
(compared to 13.1% for East Bay Market)
Source: Co-Star
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PERFORMANCE MEASURES
BUDGET FY 2023-25
COMMUNITY DEVELOPMENT NEIGHBORHOOD PRESERVATION – PERFORMANCE MEASURES The image and appearance of a City greatly influences resident and business owner perceptions of the overall health of a community. This chart reflects neighborhood preservation cases and the percentage resolved within thirty days over the last ten years. Numbers may be trending up due to an increase in citywide housing units and a stabilization in Neighborhood Preservation staffing. 51% of residents rated neighborhood preservation services as “excellent” or “good” in the 2022 National Community Survey.
Cases are typically resolved within thirty days 90% of the time. Another measure illustrates further satisfaction with City efforts, and that is that 81% of survey respondents rated the City’s overall appearance as “excellent” or “good.”
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PERFORMANCE MEASURES
BUDGET FY 2023-25
PUBLIC WORKS SOLID WASTE DIVERSION – PERFORMANCE MEASURES In 2007, the Livermore City Council established a solid waste diversion rate goal of 75% by 2015.
Consequently, the citywide diversion rate increased rapidly due in large part to the cutting-edge programs offered in the City’s solid waste, recycling, and compostables collection agreement. The City also participates in the Alameda County mandatory recycling program for businesses and multi-family complexes. Livermore’s diversion rate at the end of 2021 was 71%. Based on 2022 National Community Survey results, 84% of residents rated garbage collection services as “excellent” or “good,” recycling services at 75%, and residents rated yard waste (organics) pick-up at 81%.
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SIGNIFICANT ACCOUNTING AND BUDGET POLICIES
BUDGET FY 2023-25
SIGNIFICANT ACCOUNTING POLICIES
The financial statements for the City conform with Generally Accepted Accounting Principles (GAAP) as applicable to governments. The most significant of the City’s accounting policies are described below.
A. Reporting Entity
The City of Livermore was incorporated on April 1, 1876. The City operates under the Council-Manager form of government and provides the following services: public safety (police and fire), highways and streets, sewer, water, public improvements, planning and zoning, general administration services, and housing services.
B. Fund Accounting
The City uses funds to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain City functions or activities. A fund is an accounting entity with a self-balancing set of accounts established to record a specific activity’s financial position and results of operations.
Financial activities for local government fall into three broad categories, governmental, proprietary, and fiduciary fund categories. Governmental funds are used to account for activities primarily supported by taxes, grants, and similar revenue sources. Proprietary funds are used to account for activities that receive significant support from fees and charges and operate more like a business (utilities). Fiduciary funds are used to account for resources that a government holds as a trustee or agent on behalf of an outside party and that cannot be used to support the government’s own programs. Within each of the three broad categories of funds, individual funds are further categorized by fund type as described below:
1. Governmental Funds
a. General Fund is the government’s primary operating fund. It accounts for all financial resources of the general government except those required to be accounted for in another fund. b. Special Revenue Funds account for the proceeds of specific revenue sources (other than expendable trusts or capital projects) restricted by law or administrative action to expenditures for specified purposes.
c. Debt Service Funds account for the accumulation of resources for, and the payment of, longterm debt principal, interest, and related costs. d. Capital Project Funds account for acquiring and constructing major capital facilities not financed by Proprietary Funds.
e. Permanent Fund is used to report resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support the government’s programs.
2. Proprietary Funds
• Enterprise Funds account for operations in a manner like private business enterprises where the intent is for the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis to be financed or recovered primarily through user charges.
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• Internal Service Funds account for financing goods or services provided by one department or agency to other departments or agencies of the City or other governmental units on a costreimbursement basis.
3. Fiduciary Funds
• Successor Agency to the Redevelopment Agency Private Purpose Trust Fund: This fund is governed by the Oversight Board of the Livermore Successor Agency (not City Council). It accounts for the activities of the Livermore Successor Agency acting on behalf of the former redevelopment agency.
• Agency Funds (Custodial Funds) are established to account for assets held by the City as an agent for special assessment districts, Livermore Pleasanton Fire Department, and passthrough fees to other organizations.
C. Basis of Accounting
The proprietary and fiduciary funds are reported using the economic resources measurement focus and the full accrual basis. Revenues are recorded when earned, and expenses are recorded when liabilities are incurred, regardless of when the related cash flows occur.
Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. Measurable means the amount of the transaction can be determined, and available means the amount is collectible within the current period or soon enough after that (60 days in the City's case) to be used to pay liabilities of the current period. Those revenues susceptible to accrual are property taxes, sales taxes, interest revenue and charges for services. Fines, license, and permit revenues are not susceptible to accrual because generally, they are not measurable until received in cash.
Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability has matured. An exception to this general rule is principal and interest on governmental funds' long-term debt, which is recognized when due. Financial resources are usually appropriated in other funds for transfer to a debt service fund when maturing debt principal and interest must be paid. Such amounts are thus not current liabilities of the debt service fund, as their settlement will not require the expenditure of existing fund assets.
D. OPERATING BUDGET POLICY AND BUDGETARY BASIS
The City Council adopts a balanced biennial operating budget by resolution on or before June 30th for each of the ensuing two fiscal years for all funds except for the Fiduciary Funds. The City’s fiscal year begins on July 1 and ends on June 30 of the following year.
A mid-period review is conducted in the cycle’s second year, and appropriations are adjusted accordingly.
The legal level of budgetary control is at the fund level. However, the operating budget is prepared on a program basis. Organizational priorities, which the City Council and staff have developed, are implemented at the program level. The operating budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. A resolution approving a supplemental appropriation is necessary when expenses exceed that fund’s originally approved total appropriations. The City Manager may approve budget adjustments within the same fund.
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The City’s basis of budgeting is the same as the basis of accounting used in the City’s audited financial statements, the Annual Comprehensive Financial Report.
For governmental funds, the budget is prepared on a modified accrual basis consistent with GAAP.
Enterprise and Internal Service Funds are budgeted on the accrual basis of accounting, with the exception of capital assets and long-term debt, which are budgeted on the modified accrual basis of accounting.
Exceptions to the modified accrual basis when budgets are prepared are: (a) Land held for investment is treated as an expenditure when purchased, and proceeds from the disposition of this land are treated as revenue when measurable and available; (b) Estimated changes to compensated absences and claim liabilities are not budgeted (c) Transfers to (or from) fund balance designations, inter-fund loans and proprietary debt activities are treated as budgetary resources (uses).
E. CAPITAL IMPROVEMENT PLAN (CIP) BUDGET POLICY
The CIP budget is prepared every two years on the same cycle as the two-year operating budget. The CIP budget is prepared as a separate stand-alone document detailing the capital improvement funds’ revenues, expenditures and fund balances.
The first two years of the CIP are funded to coincide with the two-year operating budget. The CIP budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. The fiscal impact of any financed capital improvements is shown as a debt service commitment in the operating budget for the related enterprise or governmental fund.
The CIP is presented with a planning horizon of up to 20 years. Detailed data is used in the near term, with more general data appearing in later years of the multi-year fiscal plan. The fiscal plan is used to project the effect of capital outlays and debt service on the operating budget.
To help assure that the CIP is consistent with the long-term goals and objectives of the city, the CIP is adopted to be consistent with the General Plan. As required by Government Code §65401, the Planning Commission provides the determination as to consistency for major public works projects prior to the adoption of the CIP by the City Council.
F. OPERATING RESERVE POLICY
General Fund. The City of Livermore is committed to the establishment of a minimum fund balance/net position, which will help maintain the City’s creditworthiness, and provide funds for catastrophic events, economic uncertainties, contingencies and cash flow requirements. It is the goal of the City to achieve and maintain a combined minimum unrestricted (committed, assigned and unassigned) fund balance in its General Fund equal to 30% of the current year’s budgeted operating expenditures and outgoing transfers for debt service as listed below:
• The City’s General Fund balance committed for Operating Reserve Stabilization is established at a minimum of 15% of the General Fund’s budgeted operating expenditures plus debt service transfers to be used in a catastrophic event, in a major emergency, or during periods of severe fiscal crisis as described in the Comprehensive Fund Balance Policy. • The City’s General Fund Assigned for Economic Uncertainty Reserve is established at a minimum of 13.5% of the General Fund’s budgeted operating expenditures plus debt service transfers, to be used during times of severe economic distress such as protracted recessionary periods, State raids ATTACHMENT 1
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on local resources, or other impactful unforeseen events which greatly diminish the financial ability of the City to deliver core services.
• The City will strive to maintain a minimum unassigned fund balance in its General Fund of 1.5% of the budgeted operating expenditures and outgoing debt service transfers. This minimum fund balance protects against cash flow shortfalls related to the timing of projected revenue receipts and maintains the budgeted level of services.
Enterprise Funds. The Enterprise Funds’ minimum fund balance/ net position requirements are set at different levels due to the considerations for working capital, debt coverage, asset replacement, rate smoothing, and revenue volatility. Enterprise Funds should strive to maintain an adequate rate and/or fee structure to cover the costs of all operations, including maintenance, depreciation, capital and debt service requirements, reserves, and any other cost deemed necessary. (i) Airport Fund (Fund 210) will strive to achieve and maintain a minimum unrestricted net position balance of 12.5% (or 45 days’ worth of working capital) of its current year’s operating expenses plus debt service requirements since this fund has a steady and uniform cash inflow throughout the fiscal year generated by daily or monthly fees collected from the customers. (ii) Stormwater Enterprise Fund (Fund 220) requires a partial subsidy from the General Fund due to the increased Stormwater Regulations and compliance requirements that are currently unfunded.
Therefore, no specific minimum net position balance is required for the Stormwater Enterprise Fund.
(iii) Sewer Enterprise Fund (Fund 230) collects most of its fees on the Alameda County property tax rolls. The County generally apportions its first installment of the fiscal year to entities only in December. Therefore, this enterprise fund will strive to achieve and maintain 50% of its current year’s operating expenses as a minimum unrestricted net position balance to ensure sufficient resources are available to meet its operating expenses and current obligations between property tax settlements.
(iv) Water Enterprise Fund (Fund 250) will strive to achieve and maintain a minimum unrestricted net position balance of 33% (or 120 days’ worth of working capital) of its current year’s operating expenses plus debt service requirements since this fund has a relatively steady and uniform cash inflow throughout the fiscal year generated by monthly charges collected from the customers. (v) Sewer Replacement Fund (Fund 239) and Water Replacement Fund (Fund 259) should have a minimum unrestricted net position equal to twice the depreciation expense for the current year.
Unrestricted net position exceeding five years of planned average annual asset replacement expenditure of $44 million for the Sewer Replacement Fund and $27 million for the Water Replacement Fund will be addressed through the rate study process. (vi) LAVWMA Fund (Fund 242) will strive to maintain a minimum unrestricted net position equal to 50% of its annual operating expense. If the unrestricted net position exceeds 200% of annual operating expense, the overage will be addressed in conjunction with the annual operating budget process and the next scheduled rate study process.
(vii) Storm Drain (Fund 221), Sewer Connection Fee (Fund 241), Water Connection Fee (Fund 251), Airport Grant (Fund 212), and Federal Grant (Fund 222) Funds account for the proceeds from specific revenue sources that are legally restricted for specific purposes. This policy creates no ATTACHMENT 1
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specific minimum net position balance requirement. Instead, each fund must adhere to any underlying guidelines attached to that revenue source.
(viii) Unrestricted net position for the enterprise operating funds (Fund 210, 230, and 250) should not exceed the minimum required level by 50%. Any excess net position should be used to (a) pay down long-term obligations, (b) fund capital projects and equipment, (c) pay one-time expenditures, and/or (d) keep future rate increases lower.
Internal Service Funds. In the Internal Service Funds, the minimum unrestricted net position level is
12.5% of operating expenditures except for Risk Management-Workers’ Compensation and Liability Insurance Funds. The insurance-type funds are strongly subject to uncertainty from claims; therefore, these funds will fully fund actuarially determined claim obligations at a minimum of seventy percent (70%) confidence level.
G. CAPITAL RESERVES POLICY
The City of Livermore established two reserve funds to support the City’s capital improvement program for general government-owned facilities and infrastructure: Existing Asset Maintenance and Repair Reserve Fund and the New and Replacement Asset Reserve Fund (together referred to as Capital Reserves). The following is the City’s policy related to these two reserve funds, including prioritization of the use and funding of the reserves.
Capital Reserves Purpose
• Existing Asset Maintenance and Repair Reserve Fund – will be used to fund major maintenance capital projects such as sidewalk repairs, wall and fence repairs, roof replacement, minor facility renovations, and stormwater maintenance projects. Funds will be allocated to specific projects during the capital improvement program (CIP) budget process. If an eligible project requires funding outside the CIP budget process, such funding can be allocated in a supplemental appropriation.
The Existing Asset Maintenance and Repair Reserve Fund includes funding for the following asset types in order of priority:
o Facility Renovations – the City owns 42 buildings (333,000 total square feet) that represent a significant investment and are used by City employees, residents, and visitors.
Maintaining those facilities in good condition ensures those facilities will continue to be a resource for future generations and preserves the City’s investment. As such, allocating funding from the Existing Asset Maintenance and Repair Reserve Fund is the highest priority.
o Wall/Fence Repairs – the City is responsible for maintaining 9.8 miles of walls, of which three miles are in critical condition. Failing walls present a serious safety hazard to pedestrians and vehicles, which makes walls the second highest priority for funding from the Existing Asset Maintenance and Repair Reserve Fund. o Sidewalk Repair and Replacement – the City owns 72 miles of sidewalks, of which 700 locations with raised sidewalks require repairs or replacement. Poorly maintained sidewalks create a tripping hazard for pedestrians. As such, sidewalks are the third highest priority for funding from the Existing Asset Maintenance and Repair Reserve Fund.
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o Stormwater – the City owns 225 miles of storm conveyance facilities (creeks, pipes, and surface drainage). The City completed a Storm Drain Master Plan in 2022 that identified approximately $100 million in capital projects needed to maintain acceptable levels of protection against local flooding. Of that $100 million, $10 million are considered highpriority projects. Thus, while the overall need for stormwater system improvements is significant, the high-priority projects represent less of the overall major maintenance requirements for the City. As such, stormwater is the fourth priority for funding from the Existing Asset Maintenance and Repair Reserve Fund.
o City-owned Parks – The City maintains 10 parks with the City’s General Fund. The City is currently providing base level of funding for that maintenance through the City’s annual budget. As such, City-owned parks are a lower priority for funding from the Existing Asset Maintenance and Repair Reserve Fund.
o Tree Maintenance – The City owns 10,429 trees that require regular maintenance, including pruning, removals, and stump grinding. Beginning in FY 2023-24, the City is fully funding ongoing tree maintenance and allocated one-time funding to address the backlog of dead trees that need to be removed and the stumps ground. As such, tree maintenance is the lowest priority for funding from the Existing Asset Maintenance and Repair Reserve Fund.
• New and Replacement Asset Reserve Fund – will fund new and major replacement assets, including new public facilities and infrastructure, expanded public facilities and infrastructure, major renovations, and replacing existing facilities and infrastructure. Funds will be allocated to specific projects during the capital improvement program (CIP) budget process. If an eligible project requires funding outside the CIP budget process, such funding can be allocated in a supplemental appropriation. The City’s highest priority for the use of the New and Replacement Asset Reserve Fund are staff facilities.
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Capital Reserve Funding
• Year-end General Fund Budget Surpluses - the City Manager shall recommend the allocation of General Fund year-end budget surpluses to the City Council. Those recommendations shall include allocations, if any, to the Existing Asset Maintenance and Repair Reserve and the New and Replacement Asset Reserve Funds.
• Annual Budget Allocations – depending on the City’s budget status, City Manager will recommend allocations to the Existing Asset Maintenance and Repair Reserve and the New and Replacement Asset Reserve Funds as part of the bi-annual budget process. • Transfers between Reserves – If the City’s specific needs pertaining to asset categories change, the City Manager may recommend transfers among the various reserve funds outlined above.
H. DEBT POLICY
The City uses long-term debt to finance capital improvements of both the General Fund and Enterprise Fund types. As the CIP budget is developed, funding priorities are based on essentiality to public health and safety, availability of revenue to repay the debt and current debt load on the respective fund.
In the case of Enterprise debt and other obligations that require a General Fund credit backing, the City will carefully analyze the effect an addition of such debt will have to ensure that the capacity of the General Fund to issue future obligations is maintained. The cumulative annual payments from the General Fund related to debt shall not exceed 7.5% of the previous fiscal year's General Fund revenue.
The City may use long-term debt financings subject to the following conditions:
• The City Council must approve the project to be financed. • The project to be financed will have a useful life of 30 years or more. • The weighted average maturity of the debt (or the portion of the debt allocated to the project) will not exceed the project’s useful life.
• The City estimates that sufficient revenues will be available to service the debt through its maturity. • The City determines that the issuance of the debt will comply with the applicable state and federal law.
I. OPEB FUNDING POLICY
The City will make full actuarially determined contribution (ADC) payments as prescribed by the bi-annual Actuarial Valuation Report unless the City experiences severe economic distress. Economic distress may include but is not limited to, protracted recessionary periods, State raids on local resources, or other impactful unforeseen events which greatly diminish the financial ability of the City to deliver core services.
Economic distress is defined further in the City’s Fund Balance Policy and may be determined by one of the following triggers:
• The Consumer Price Index exceeds the index for the previous year by more than five percent for two consecutive years
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• The rate of inflation exceeds the growth in property tax revenue by five percent for two consecutive fiscal years
• Local unemployment rate exceeds nine percent for three consecutive quarters • Significant State take-away of revenue totaling more than five percent of total revenue in a given fiscal year
• Sales Tax revenue falls by ten percent over the previous quarter for at least three consecutive quarters
• Revenue forecasts for the next fiscal year estimate revenue losses of more than seven percent.
Once the City Council or their designee (City Manager) has determined that it is necessary to underfund the ADC due to economic distress, a resolution shall be adopted at a City Council meeting accompanied by a formal report explaining the nature of the fiscal crisis. Underfunding this obligation should be considered a short-term strategy with the goal of returning to paying the full ADC as soon as possible.
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BUDGET FY 2023-25
LONG-TERM FINANCIAL PLAN
The City’s Long-Term Financial Plan (LTFP) creates a framework for allocating resources according to the City’s established goals and objectives. The resources are formally allocated during the biennial budget, and the LTFP is developed every two years as a foundation for the budget, both operating and capital. The LTFP identifies the resources available over the course of five years, including any impacts of new development, and prioritizes these resources to fund new positions, contractual services, and capital projects to support the implementation of the Strategic Plan. The LTFP provides a high-level financial framework for planning purposes.
The following is a description of the assumptions used to develop the LTFP and a summary of the key findings and recommendations.
OVERVIEW OF FORECAST METHODOLOGY
The LTFP is based on the following assumptions:
• Revenues are increasing overall by 4% in FY 2023-24 and increasing between 3% and 5% annually thereafter. The following growth is projected for the two largest revenue categories:
• Property Tax is projected to grow between 3% and 5% annually, exclusive of increases from new development.
• Sales Tax is projected to increase between 2.5% and 3.0% annually. • Estimated tax revenues from future development are based on expected housing and commercial development to be completed in FYs 2023-24 through FY 2027-28. Examples of that development include the downtown development (new hotel, Legacy housing development, and new retail and restaurants), 1,929 new housing units in the Isabel Neighborhood Specific Plan, and new and expanded commercial land uses (Gillig office, Form Factor Manufacturing, and Surface Mining Permit Warehouse).
• Personnel Services are increasing by 3% annually. See Table 2 for new positions included in the forecast based on the Strategic Plan adjusted for funding availability. • CalPERS contributions reflect CalPERS costs based on the most recent actuarial reports for both normal cost and unfunded liability contributions.
• Services and Supplies are increasing between 2% and 3% annually. • Capital Improvement costs are funded at $2 million annually in the projection years of the LTFP. • One-Time Expenditures are the costs that arise for a short period of time to meet current needs and are estimated to be $500,000 to $1 million annually. The larger amounts in the budget years are due to the General Plan update, ERP upgrades, and one-time equipment purchases.
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65 LONG-TERM FINANCIAL PLAN
BUDGET FY 2023-25
Table 1. Five-Year Long-Term Financial Plan
As shown in Table 1 above, the budget requires the use of Fund Balance to meet the 30% reserve requirement for Operating Expenditures and Debt Service Transfers. The LTFP also includes the additional position costs for each position added in Table 3 on the following page. The surplus can be allocated to reserves after each year or kept in the fund balance for future budget shortfalls. The LTFP shows revenues growing faster than expenditures, primarily due to the increases in anticipated tax revenues related to new development.
Table 2. Sources and Uses
The following chart shows the total sources and uses of the LTFP. The total uses include the contributions to the required reserves in each of the forecast years.
Projected Budget Budget Projected Projected Projected Projected Projected FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Operating Revenue $132,384,725 $141,170,717 $146,960,502 $154,245,630 $161,492,115 $167,219,970 $172,113,006 $177,152,047 Transfers In $922,919 1,970,706 1,535,206 1,366,960 1,399,640 1,433,271 1,467,883 1,503,502 Use of Capital Reserves - 7,405,000 13,266,000 - - - - - Total Sources $133,307,644 $150,546,423 $161,761,708 $155,612,590 $162,891,755 $168,653,241 $173,580,889 $178,655,549 Total Operating Expenditures $118,860,637 $128,509,097 $135,207,305 $140,697,912 $144,241,428 $146,510,103 $150,700,975 $154,023,009 Transfers Out $8,418,044 14,373,000 17,179,000 9,863,637 9,881,874 9,915,054 9,927,344 9,950,306 Capital Improvement Program $1,154,112 1,870,000 7,506,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 One Time Expenditures - 2,894,000 1,500,000 500,000 1,000,000 1,000,000 1,000,000 1,000,000 Contribution to Operating
Reserves 294,780 2,900,326 369,403 1,613,653 1,062,222 684,063 1,254,262 996,610 Total Uses $128,727,573 $150,546,423 $161,761,708 $154,675,202 $158,185,524 $160,109,220 $164,882,581 $167,969,925 Surplus (Shortfall) $4,580,071 $0 $0 $937,388 $4,706,231 $8,544,021 $8,698,308 $10,685,624 Beginning Budgetary Fund
Balance 0 4,580,071 2,463,106 1,241,846 2,179,234 6,885,465 15,429,486 24,127,794 Use of Fund Balance for
Operating Reserves 2,116,965 1,221,260
Ending Budgetary Fund
Balance $4,580,071 $2,463,106 $1,241,846 $2,179,234 $6,885,465 $15,429,486 $24,127,794 $34,813,418 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Total Sources $133,307,644 $150,546,423 $161,761,708 $155,612,590 $162,891,755 $168,653,241 $173,580,889 $178,655,549 Total Uses $128,727,573 $150,546,423 $161,761,708 $154,675,202 $158,185,524 $160,109,220 $164,882,581 $167,969,925 $100
$110
$120
$130
$140
$150
$160
$170
$180
$190
Millions
Total Sources
Total Uses
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New Positions
Based on projected available resources and Strategic Plan priorities, the following total positions are currently included in the LTFP over the five-year period.
Table 3. New Positions by Department
Given the limited funding in the first two years, 13 positions have been prioritized, including Human Resources Analyst I, Associate Engineer, Building Inspector, Supervising Librarian, Records Clerk, and Assistant City Attorney. There is also one Administrative Technician added to the FY 2023-24 General Fund budget that will be funded through the Affordable Housing Fund, and two Police Officer positions added to the FY 2024-25 budget that the school district and the local casino will fund.
One-Time Expenditures
The LTFP includes between $500,000 and $1 million in annual one-time expenditures. These costs for the budget years are increasing due mainly to the General Plan update and new ERP implementation. Other one-time expenditures include the Housing Element Update, development code updates, labor negotiators, planning consultants, and other short-term needs.
Dept 2023-24 2024-25 2025-26 2026-27 2027-28 Total
Administrative Services Department 1 3 4
City Attorney's Office 1 2 3
Community Development 3 2 7 2 14
City Manager's Office 1 1 2
Department of Public Works 7 7
Library 1 5 6
Livermore Pleasanton Fire Department 1 1
Police Department 1 3 5 2 2 13
Totals 7 6 31 4 2 50
Full Time Equivalent
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BUDGET FY 2023-25
The Budget Summary section presents a summary of the FY 2023-25 adopted budget for all funds by the Fund type. Revenues and Expenditures are listed by category and fund type. In addition, the following information is available in this section:
1. A fund balance/working capital schedule listed by Major and Aggregate Non-Major funds.
2. A summary of transfers.
3. The impact of capital investments on Operating Budget, and
4. A summary of debt schedule.
CITY WIDE BUDGET
OVERVIEW OF CITY-WIDE BUDGET BY FUND TYPE
Tables on pages 66-73 summarize total sources and uses by fund types and by major categories for prior fiscal year 2021-22 actuals as well as the updated budget for current fiscal year 2022-23 and proposed budget for FY 2023-24, and FY 2024-25. City of Livermore’s budget is comprised of the following fund types:
• General Fund
• Enterprise Funds
• Special Revenue Funds
• Capital Project Funds
• Debt Service Funds
• Permanent Funds
• Internal Service Funds
Overview of Total Uses
As described in the table below, FYs 2023–24 and 2024-25 expenditure budgets provide for a spending plan of $363.8 million, and $379.6 million respectively inclusive of operations, transfers out, capital improvement funding, and contribution for reserves funding.
Table 1. Total Uses – All Funds
The General Fund has the largest expenditures because it accounts for a vast majority of the City's operations, such as police and fire safety, library services, housing, planning, building, engineering, street lighting, and street maintenance, as well as vital support functions such as finance, legal, and human resources. These core services are primarily supported by major revenue sources that include property tax, sales tax, business license tax, transient occupancy tax, and franchise fees. As shown in Uses - All Funds
2021-22
Actuals
FY 2022-23
Projected
2023-24
Budget
2024-25
Budget
General Fund $135,481,511 $128,727,573 $151,683,388 $162,982,968 Enterprise Funds 59,751,800 74,400,372 92,882,518 108,870,453 Capital Funds 10,584,669 11,981,051 44,567,800 29,575,000 Debt Services 4,351,017 6,573,501 7,007,000 7,025,000
Permanent Funds 32,320 28,000 64,500 35,500
Special Revenue Funds 19,433,394 26,025,997 39,577,655 44,076,233 Internal Services Funds 16,351,323 29,227,797 28,061,010 27,071,653 Total $245,986,034 $276,964,291 $363,843,871 $379,636,807 ATTACHMENT 1
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BUDGET FY 2023-25
the table above, the General Fund expenditure budget of $151.7 million and $163.0 million is approximately 42% and 43% of the City-wide total for FY 2023-24 and 2024-25 respectively. General Fund’s expenditures are projected to increase from $128.7 million in FY 2022-23 to $151.7 million in FY 2023-24 primarily due to the following:
• Wages and benefits are increasing by almost $10 million. As previously noted, the FY 2022-23 projection includes a reduction of $6 million to reflect savings from vacant positions. Correcting for that reduction, the salary and benefits budget is increasing by approximately $4 million, some of which are the cost-of-living adjustments (COLAs) provided for employees through labor agreements. As described in more detail below, the General Fund budget also includes seven new positions, three of which are funded through outside sources. Finally, the budget for temporary salaries is increasing by $400,000 to provide departments with the ability to hire temporary staff to backfill vacant positions until they can hire permanent staff. • Premiums for the City’s property and liability insurance policies are increasing by $737,879, reflecting a State-wide and international trend.
• Expenses for the joint Livermore-Pleasanton Fire Department (LPFD) are increasing by $1.1 million due to COLAs, a 10% increase in health benefit costs, a replacement fire station alerting system of which Livermore’s portion is $500,000, and replacement equipment. • Increased allocation to the Workers Compensation Fund by $466,703 to ensure there is adequate funding to cover expected Workers Compensation expenses. • Increased contractual services of $1.2 million for various programs and services to help accomplish goals and objectives identified in the five-year strategic plan. • Increased travel and training budgets of $180,000 to meet legal obligations for employee training as well as to provide additional professional development opportunities for the City’s employees. • Additions to reserves in the amount of $4.0 million
• Increase in transfers out of approximately 6.0 million to Stormwater Fund and Facilities Maintenance Fund for Capital Projects
The Enterprise Funds are the next largest source of expenditures. These funds include Water, Sewer, Storm Water, and Airport Enterprise Funds and are restricted to providing safe and reliable water, sewer, stormwater, and airport services. Total Budget for the enterprise funds is increasing by $18.5 million to approximately $92.9 million in FY 2023-24 and increasing to $108.9 million for FY 2024-25 largely due to the sewer program’s Primary and Secondary Treatment Improvements capital project that was awarded in FY 2022-23 and of which $23.2 million is under construction in FY 2023-24 and 2024-25.
Special Revenue Funds account for revenues that are received for specifically identified purposes. The proposed budget for special revenue funds is $39.6 million and $44.1 million representing an increase of $13.6 million from the FY 2022-23 updated budget and an increase of $4.5 million in FY 2024-25 compared with the FY 2023-24 budget. These changes are primarily due to an increase in Local and Other Grants of $14 million for the South Livermore Sewer Extension capital project.
Fiscal Year 2023-24 budget for the Capital Project funds is $44.6 greater than the budget for FY 2022-23 primarily due to planned construction of the L-Street Garage with bond proceeds in FY 2023-24 and the Vasco Road I-580 Interchange project funded by Traffic Impact fees and Tri-valley Transportation fees.
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Of the remaining fund categories in the table above, only Debt Service funds are increasing by approximately $435,000 from FY 2022-23 to FY 2023-24 related to debt service for the 2020 Certificates of Participation (COP) bonds issued to finance the L Street garage project.
Overview of Total Sources
City programs are supported by a variety of revenue sources. The process of projecting revenues in the various categories can be difficult but is critical in developing an appropriate spending plan. Tables on pages 66-73 provide a summary of the major revenue categories received by the City across all funds, including the General Fund. Total sources (revenues, transfers-in, and debt proceeds) across all funds are projected to be $293.3 million and $323.5 million for FY 2023-24 and FY 2024-25.
Table 2 Total Sources – All Funds
As seen from the table above, the General Fund accounts for the largest share of sources of $143.1 million and $148.5 million (or 49% and 46% of the total sources) for fiscal years 2023-24 and 2024-25 respectively. The General Fund resources includes property taxes, sales taxes, fees for services, business license taxes, and hotel taxes. Further details on the General Fund can be found in the City Manager’s letter and in the Revenue section of this document.
Second highest sources are attributed to enterprise funds at $77 million and $85.2 million (or 26% of total sources for both years). Most of projected revenue increases are related to rate increases in Water and Sewer Funds as well as an FAA grant of $4 million for the Airport fund.
Revenues for Capital Project Funds primarily consists of several developer impact fees including Traffic Impact Fees, Human Services Facilities impact fees and Park Fees that in FY 2023-24 total $13.3 million and $14.5 million in FY 2024-25.
Special revenue funds sources are projected to grow by $5.2 million from $23 million in FY 2022-23 to $28.2 million in FY 2023-24 and to $37.2 million in FY 2024-25. The FY 2023-24 increase is primarily related to a $4 million increase in the Open Space Acquisition and Management Fund related to the expected closing of a sale of City’s right-of-way for easements related to a development. The FY 2024- 25 increase of $8.9 million is driven largely due to the local grant of $14 million for the South Livermore Sewer Extension Project.
Sources - All Funds
2021-22
Actuals
FY 2022-23
Projected
2023-24
Budget
2024-25
Budget
General Fund $134,628,651 $133,307,644 $143,141,423 $148,495,708 Enterprise Funds 69,460,910 78,118,763 76,963,802 85,204,181 Capital Funds 2,943,512 50,049,339 17,848,147 22,266,944 Debt Services 4,350,985 6,573,501 7,007,000 7,025,000
Permanent Funds -69,252 66,244 70,160 41,160
Special Revenue Funds 19,390,262 23,056,730 28,239,016 37,157,145 Internal Services Funds 19,017,260 20,240,895 20,010,854 23,280,823 Total $249,722,328 $311,413,116 $293,280,402 $323,470,961 ATTACHMENT 1
71 BUDGET SUMMARY
BUDGET FY 2023-25
The other fund categories show modest changes from FY 2022-23 to FY 2023-24 and the Internal Services Funds category is expected to increase by $3.2 million from FY 2023-24 to FY 2024-25 mostly due to increase allocation to the Information and Technology Fund required to meet the expenditure budget. The FY 2023-24 Information and Technology Fund is using some of the available fund balance to cover one-time expenditures, which reduces the available fund balance for FY 2024-25 one-time expenditures.
Changes in Fund Balances
The Fund Balance/ Working Capital schedules of Major Funds and Aggregate Non-Major Funds on pages 74-81 provide a visual summary of projected revenues and adopted expenses and the effects of each regarding fund balance. The City presents summary schedules for the following years:
• FY 2021-22 Actuals
• FY 2022-23 Projected
• FY 2023-24 Budget
• FY 2024-25 Budget
General Fund: Available fund balance for the General Fund is projected to decrease from an ending fund balance of $4.6 million in FY 2022-23 to $1.2 million in FY 2024-25. The actual available fund balance not required to fulfill the City’s operating reserve requirements will be allocated to various dedicated reserve funds during the fiscal year end close.
Low Income Housing Fund: The Low-Income Housing Fund shows a reduction of $8.1 million in fund balance from $10.9 million in FY 2022-23 to $2.8 million in FY 2024-25 which is attributed to planned investment in low-income housing development, one of the 5-year Strategic Plan’s objectives.
Storm Water Enterprise Fund: As discussed in the Letter from the City Manager, current revenue sources for the Storm Water Enterprise Fund are insufficient to comply with the increased State stormwater regulations and a subsidy from other sources will be needed soon. General Fund and Sewer Funds are expending combined total of approximately $14.5 million over two years to subsidize mandated Storm Water activities and projects during the period covered by the Financial Plan.
Sewer Enterprise Fund: The combined working capital of the Sewer Enterprise Fund is projected to increase by $2.3 million (or 12%) from a balance of $19.1 million in FY 2022-23 to $21.4 million in FY 2024-25. The projected increase is associated with fewer budgeted capital improvement projects than anticipated.
Water Enterprise Fund: Working capital for the Water Enterprise Fund is projected to decline by $2.9 million in FY 2024-25 to a balance of $5.9 million from $8.8 million in FY 2022-23 which is credited to an increased level of investments in capital improvement projects, in particular the Airway Pump Station Improvements Project.
Internal Service Funds: Internal service funds as a group show a cumulative reduction of $11.8 million from a working capital of $21.4 million at the end of FY 2022-23 to a projected balance of $9.6 million in ATTACHMENT 1
72 BUDGET SUMMARY
BUDGET FY 2023-25
FY 2024-25. The largest decrease of $4.4 million is associated with Information Technology Internal Service Fund reflecting use of fund balance to complete implementation of the City’s new Enterprise Resource Planning (ERP) project and other one-time expenditures to acquire servers, laptops, and other hardware required to modernize the City’s technology systems.
The second highest reduction of $3.4 million in working capital pertains to the Facilities Rehabilitation Program fund that is used to fund capital projects including the City Hall HVAC replacement project.
ATTACHMENT 1
73 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
General Fund Permanent Funds
Special Revenue
Funds
REVENUES:
Property Taxes and Special Assessment $ 40,754,977 $ - $ 3,609,310 Sales Tax 39,907,361 - -
Franchise Taxes 5,912,100 - -
Business License Taxes 7,676,342 - 14,295
Other Taxes 4,793,369 - -
Licenses and Permits 4,236,642 - -
Fines and Forfeitures 444,025 - -
Use of Money and Property 5,175,435 (69,252) 520,117
Intergovernmental Revenues 16,836,276 - 9,553,731
Other In-Lieu Taxes 7,783 - 125,679
Charges for Current Services 7,347,664 - 2,723,696
Other Revenues 751,910 - 1,876,841
Airport - - -
Water - - -
Sewer - - -
Stormwater User - - -
TOTAL REVENUES $ 133,843,884 $ (69,252) $ 18,423,669
TRANSFERS IN: $ 784,767 $ - $ 966,593
TOTAL SOURCES $ 134,628,651 $ (69,252) $ 19,390,262
EXPENDITURES:
Wages and Benefits $ 62,850,029 $ - $ 2,898,039
Services and Supplies 53,436,374 32,320 10,774,219
Capital Outlay 48,383 - 36,857
Capital Improvement 12,774,298 - 4,215,648
Reserves - - -
TOTAL EXPENDITURES $ 129,109,084 $ 32,320 $ 17,924,763
TRANSFERS OUT 6,372,427 - 1,508,631
TOTAL USES $ 135,481,511 $ 32,320 $ 19,433,394
CHANGE IN WORKING CAPITAL $ (852,860) $ (101,572) $ (43,132)
RELEASE FROM RESERVES - - -
BEGINNING WORKING CAPITAL
July 1, 2021 852,860 678,860 64,561,567
ENDING WORKING CAPITAL
June 30, 2022 $ - $ 577,288 $ 64,518,435
FY 2021-22 Actual
City-wide Revenues, Expenditures, and Fund Balances/Working Capital ATTACHMENT 1
74 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
Capital Project
Funds Debt Service Funds Enterprise Funds
Internal Service
Funds Total
$ - $ - $ - $ - $ 44,364,287
- - - - 39,907,361
- - - - 5,912,100
- - - - 7,690,637
- - - - 4,793,369
- - - - 4,236,642
- - - - 444,025
373,357 - - - 5,999,657
- - - - 26,390,007
- - - - 133,462
2,536,306 - - 1,371,322 13,978,988
- - - 17,645,938 20,274,689
- - 4,151,376 - 4,151,376
- - 18,075,822 - 18,075,822
- - 29,208,762 - 29,208,762
- - 2,211,073 - 2,211,073
$ 2,909,663 $ - $ 53,647,033 $ 19,017,260 $ 227,772,257 $ 33,849 $ 4,350,985 $ 15,813,877 $ - $ 21,950,071
$ 2,943,512 $ 4,350,985 $ 69,460,910 $ 19,017,260 $ 249,722,328 $ - $ - $ 12,257,567 $ 4,735,174 $ 82,740,809
- 4,351,017 29,486,097 10,208,895 108,288,922
- - 76,723 975,612 1,137,575
10,489,855 - 3,884,899 431,642 31,796,342
- - - - -
$ 10,489,855 $ 4,351,017 $ 45,705,286 $ 16,351,323 $ 223,963,648 94,814 - 14,046,514 - 22,022,386
$ 10,584,669 $ 4,351,017 $ 59,751,800 $ 16,351,323 $ 245,986,034 $ (7,641,157) $ (32) $ 9,709,110 $ 2,665,937 $ 3,736,294 - - - - -
52,741,213 32 112,491,143 27,759,995 259,085,670
$ 45,100,056 $ - $ 122,200,253 $ 30,425,932 $ 262,821,964 ATTACHMENT 1
75 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
General Fund Permanent Funds
Special Revenue
Funds
REVENUES:
Property Tax $ 43,435,815 $ - $ 4,570,034
Sales Tax 39,047,000 - -
Franchise Taxes 6,203,000 - -
Business License Taxes 9,472,000 - 15,500
Other Taxes 6,000,800 - -
Licenses and Permits 3,481,000 - -
Fines and Forfeitures 355,000 - -
Use of Money and Property 3,896,554 66,244 317,143
Intergovernmental Revenues 12,364,166 - 11,961,803
Other In-Lieu Taxes 7,980 - 190,000
Charges for Current Services 7,521,320 - 3,777,034
Other Revenues 600,090 - 1,514,544
Airport - - -
Water - - -
Sewer - - -
Stormwater User - - -
TOTAL REVENUES $ 132,384,725 $ 66,244 $ 22,346,058
TRANSFERS IN: $ 922,919 $ - $ 710,672
TOTAL SOURCES $ 133,307,644 $ 66,244 $ 23,056,730
EXPENDITURES:
Wages and Benefits $ 63,601,644 $ - $ 3,605,860
Services and Supplies 54,799,673 28,000 13,308,246
Capital Outlay 459,320 - 762,000
Capital Improvement 1,154,112 - 7,213,667
Reserves 294,780 - -
TOTAL EXPENDITURES $ 120,309,529 $ 28,000 $ 24,889,773
TRANSFERS OUT 8,418,044 - 1,136,224
TOTAL USES $ 128,727,573 $ 28,000 $ 26,025,997
CHANGE IN WORKING CAPITAL $ 4,580,071 $ 38,244 $ (2,969,267)
RELEASE FROM RESERVES - - -
BEGINNING WORKING CAPITAL
July 1, 2022 - 577,288 64,518,435
ENDING WORKING CAPITAL
June 30, 2023 $ 4,580,071 $ 615,532 $ 61,549,168
FY 2022-23 Projected
City-wide Revenues, Expenditures, and Fund Balances/Working Capital ATTACHMENT 1
76 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
Capital Project
Funds Debt Service Funds Enterprise Funds
Internal Service
Funds Total
$ - $ - $ - $ - $ 48,005,849
- - - - 39,047,000
- - - - 6,203,000
- - - - 9,487,500
- - - - 6,000,800
- - - - 3,481,000
- - - - 355,000
799,927 - - - 5,079,868
- - - - 24,325,969
- - - - 197,980
8,319,285 - - 1,296,100 20,913,739
40,930,127 668,829 - 18,944,795 62,658,385
- - 12,299,716 - 12,299,716
- - 17,637,458 - 17,637,458
- - 29,401,043 - 29,401,043
- - 1,450,058 - 1,450,058
$ 50,049,339 $ 668,829 $ 60,788,275 $ 20,240,895 $ 286,544,365 $ - $ 5,904,672 $ 17,330,488 $ - $ 24,868,751
$ 50,049,339 $ 6,573,501 $ 78,118,763 $ 20,240,895 $ 311,413,116 $ - $ - $ 14,252,105 $ 5,226,933 $ 86,686,542
1,739,835 6,573,501 32,196,279 15,986,820 124,632,354
- - 502,500 5,859,044 7,582,864
10,107,221 - 12,419,000 2,155,000 33,049,000
(150,000) - - - 144,780
$ 11,697,056 $ 6,573,501 $ 59,369,884 $ 29,227,797 $ 252,095,540 283,995 - 15,030,488 - 24,868,751
$ 11,981,051 $ 6,573,501 $ 74,400,372 $ 29,227,797 $ 276,964,291 $ 38,068,288 $ - $ 3,718,391 $ (8,986,902) $ 34,448,825 - - - - -
45,100,056 - 122,200,253 30,425,932 262,821,964
$ 83,168,344 $ - $ 125,918,644 $ 21,439,030 $ 297,270,789 ATTACHMENT 1
77 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
General Fund Permanent Funds
Special Revenue
Funds
REVENUES:
Property Tax $ 46,618,856 $ - $ 4,698,797
Sales Tax 40,838,113 - -
Franchise Taxes 6,265,000 - -
Business License Taxes 10,221,000 - 15,000
Other Taxes 5,910,000 - -
Licenses and Permits 3,503,000 - -
Fines and Forfeitures 370,000 - -
Use of Money and Property 5,778,381 70,160 677,593
Intergovernmental Revenues 12,902,236 - 14,540,718
Other In-Lieu Taxes 7,500 - 150,000
Charges for Current Services 8,028,131 - 2,206,218
Other Revenues 728,500 - 5,493,500
Airport - - -
Water - - -
Sewer - - -
Stormwater User - - -
TOTAL REVENUES $ 141,170,717 $ 70,160 $ 27,781,826
TRANSFERS IN: $ 1,970,706 $ - $ 457,190
TOTAL SOURCES $ 143,141,423 $ 70,160 $ 28,239,016
EXPENDITURES:
Wages and Benefits $ 73,526,543 $ - $ 3,532,891
Services and Supplies 57,848,554 64,500 11,312,768
Capital Outlay 28,000 - 535,000
Capital Improvement 1,870,000 - 22,654,100
Reserves 4,037,291 - -
TOTAL EXPENDITURES $ 137,310,388 $ 64,500 $ 38,034,759
TRANSFERS OUT 14,373,000 - 1,542,896
TOTAL USES $ 151,683,388 $ 64,500 $ 39,577,655
CHANGE IN WORKING CAPITAL $ (8,541,965) $ 5,660 $ (11,338,639) RELEASE FROM RESERVES 6,425,000 - -
BEGINNING WORKING CAPITAL
July 1, 2023 4,580,071 615,532 61,549,168
ENDING WORKING CAPITAL
June 30, 2024 $ 2,463,106 $ 621,192 $ 50,210,529
FY 2023-24 Budget
City-wide Revenues, Expenditures, and Fund Balances/Working Capital ATTACHMENT 1
78 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
Capital Project
Funds Debt Service Funds Enterprise Funds
Internal Service
Funds Total
$ - $ - $ - $ - $ 51,317,653
- - - - 40,838,113
- - - - 6,265,000
- - - - 10,236,000
- - - - 5,910,000
- - - - 3,503,000
- - - - 370,000
1,405,167 - - - 7,931,301
- - - - 27,442,954
- - - - 157,500
16,442,980 - - 1,035,972 27,713,301
- - - 14,993,882 21,215,882
- - 4,426,213 - 4,426,213
- - 19,461,974 - 19,461,974
- - 32,137,667 - 32,137,667
- - 3,657,948 - 3,657,948
$ 17,848,147 $ - $ 59,683,802 $ 16,029,854 $ 262,584,506 $ - $ 7,007,000 $ 17,280,000 $ 3,981,000 $ 30,695,896
$ 17,848,147 $ 7,007,000 $ 76,963,802 $ 20,010,854 $ 293,280,402 $ - $ - $ 15,218,947 $ 5,503,282 $ 97,781,663
190,000 7,007,000 33,623,571 13,935,925 123,982,318
- - 410,000 4,376,803 5,349,803
43,907,800 - 29,320,000 4,245,000 101,996,900
(400,000) - - - 3,637,291
$ 43,697,800 $ 7,007,000 $ 78,572,518 $ 28,061,010 $ 332,747,975 470,000 - 14,310,000 - 30,695,896
$ 44,167,800 $ 7,007,000 $ 92,882,518 $ 28,061,010 $ 363,443,871 $ (26,319,653) $ - $ (15,918,716) $ (8,050,156) $ (70,163,469) - - - - 6,425,000
83,168,344 - 125,918,644 21,439,030 297,270,789
$ 56,848,691 $ - $ 109,999,928 $ 13,388,874 $ 233,532,320 ATTACHMENT 1
79 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
General Fund Permanent Funds
Special Revenue
Funds
REVENUES:
Property Tax $ 48,625,118 $ - $ 4,831,422
Sales Tax 41,903,316 - -
Franchise Taxes 6,575,000 - -
Business License Taxes 10,735,000 - 15,000
Other Taxes 6,326,812 - -
Licenses and Permits 3,514,000 - -
Fines and Forfeitures 385,000 - -
Use of Money and Property 6,147,501 41,160 725,100
Intergovernmental Revenues 13,389,654 - 27,060,219
Other In-Lieu Taxes 7,500 - 150,000
Charges for Current Services 8,605,101 - 2,166,404
Other Revenues 746,500 - 1,523,500
Airport - - -
Water - - -
Sewer - - -
Stormwater User - - -
TOTAL REVENUES $ 146,960,502 $ 41,160 $ 36,471,645
TRANSFERS IN: $ 1,535,206 $ - $ 685,500
TOTAL SOURCES $ 148,495,708 $ 41,160 $ 37,157,145
EXPENDITURES:
Wages and Benefits $ 76,188,766 $ - $ 3,550,081
Services and Supplies 60,429,909 35,500 10,430,446
Capital Outlay 88,630 - 475,000
Capital Improvement 7,506,000 - 28,005,000
Reserves 1,590,663 - -
TOTAL EXPENDITURES $ 145,803,968 $ 35,500 $ 42,460,527
TRANSFERS OUT 17,179,000 - 1,615,706
TOTAL USES $ 162,982,968 $ 35,500 $ 44,076,233
CHANGE IN WORKING CAPITAL $ (14,487,260) $ 5,660 $ (6,919,088) RELEASE FROM RESERVES 13,266,000 - -
BEGINNING WORKING CAPITAL
July 1, 2024 2,463,106 621,192 50,210,529
ENDING WORKING CAPITAL
June 30, 2025 $ 1,241,846 $ 626,852 $ 43,291,441
FY 2024-25 Budget
City-wide Revenues, Expenditures, and Fund Balances/Working Capital ATTACHMENT 1
80 BUDGET SUMMARY
REVENUES, EXPENDITURES, AND FUND BALANCE/WORKING CAPITAL BUDGET FY 2023-25
Capital Project
Funds Debt Service Funds Enterprise Funds
Internal Service
Funds Total
$ - $ - $ - $ - $ 53,456,540
- - - - 41,903,316
- - - - 6,575,000
- - - - 10,750,000
- - - - 6,326,812
- - - - 3,514,000
- - - - 385,000
737,106 - - - 7,650,867
- - - - 40,449,873
- - - - 157,500
21,529,838 - - 1,045,972 33,347,315
- - - 19,770,851 22,040,851
- - 4,550,876 - 4,550,876
- - 19,712,319 - 19,712,319
- - 34,835,598 - 34,835,598
- - 4,715,388 - 4,715,388
$ 22,266,944 $ - $ 63,814,181 $ 20,816,823 $ 290,371,255 $ - $ 7,025,000 $ 21,390,000 $ 2,464,000 $ 33,099,706
$ 22,266,944 $ 7,025,000 $ 85,204,181 $ 23,280,823 $ 323,470,961 $ - $ - $ 15,470,720 $ 5,591,932 $ 100,801,499
- 7,025,000 35,727,733 15,425,242 129,073,830
- - 425,000 3,204,479 4,193,109
29,100,000 - 43,417,000 2,850,000 110,878,000
(400,000) - - - 1,190,663
$ 28,700,000 $ 7,025,000 $ 95,040,453 $ 27,071,653 $ 346,137,101 475,000 - 13,830,000 - 33,099,706
$ 29,175,000 $ 7,025,000 $ 108,870,453 $ 27,071,653 $ 379,236,807 $ (6,908,056) $ - $ (23,666,272) $ (3,790,830) $ (55,765,846) - - - - 13,266,000
56,848,691 - 109,999,928 13,388,874 233,532,320
$ 49,940,635 $ - $ 86,333,656 $ 9,598,044 $ 191,032,474 ATTACHMENT 1
81 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Fund Balance /
Working Capital
7/1/21 Revenue
Incoming
Transfers
Total
Available
Major Funds
General Fund
001 General Fund $ 852,860 $ 133,843,884 $ 784,767 $ 135,481,511 Total General Fund $ 852,860 $ 133,843,884 $ 784,767 $ 135,481,511 Housing Successor
609 Housing Successor Agency $ 3,249,198 $ 165,565 $ - $ 3,414,763 Total Housing Successor Agency $ 3,249,198 $ 165,565 $ - $ 3,414,763 Low Income Housing
611 Low Income Housing Fund $ 19,163,322 $ 1,923,087 $ - $ 21,086,409 Total Low Income Housing $ 19,163,322 $ 1,923,087 $ - $ 21,086,409 Airport Enterprise
210 Airport $ 5,026,876 $ 4,151,376 $ - $ 9,178,252
212 Airport Grant Fund - - - -
Total Airport Enterprise $ 5,026,876 $ 4,151,376 $ - $ 9,178,252 Storm Water Enterprise
220 Storm Water $ 161,458 $ 1,145,489 $ 1,767,363 $ 3,074,310 221 Storm Drain 6,733,442 200,292 - 6,933,734
222 FEMA Storm Reimbursement 2,617,835 865,292 - 3,483,127 Total Storm Water Enterprise $ 9,512,735 $ 2,211,073 $ 1,767,363 $ 13,491,171 Sewer Enterprise
230 Sewer $ 18,420,170 $ 27,997,621 $ - $ 46,417,791
239 Sewer Replacement 29,165,308 334,941 8,000,000 37,500,249 241 Sewer Connection Fees 13,483,458 852,176 - 14,335,634 242 LAVWMA 5,193,780 24,024 3,805,257 9,023,061
Total Sewer Enterprise $ 66,262,716 $ 29,208,762 $ 11,805,257 $ 107,276,735 Water Enterprise
250 Water $ 9,534,547 $ 17,812,263 $ 241,257 $ 27,588,067 251 Water Connection Fees 1,220,568 16,898 - 1,237,466
259 Water Replacement 20,933,701 246,661 2,000,000 23,180,362 Total Water Enterprise $ 31,688,816 $ 18,075,822 $ 2,241,257 $ 52,005,895 Internal Service Funds
700 Risk Management - Liability $ 2,888,570 $ 4,074,823 $ - $ 6,963,393 710 Risk Management - W/C Insurance 5,540,612 1,012,243 - 6,552,855 720 Information Technology 5,745,718 5,470,000 - 11,215,718 725 Cyber Security 162,541 1,115,000 - 1,277,541
730 Fleet & Eqt Services 5,566,565 4,873,874 - 10,440,439 740 Facilities Rehab Program 7,855,989 2,471,320 - 10,327,309 Total Internal Service $ 27,759,995 $ 19,017,260 $ - $ 46,777,255 Total Major Funds $ 163,516,518 $ 208,596,829 $ 16,598,644 $ 388,711,991 Total Non-Major Funds 95,569,152 19,175,428 5,351,427 120,096,007 Total All Funds $ 259,085,670 $ 227,772,257 $ 21,950,071 $ 508,807,998 Fund Balance by Major and Aggregate Non-Major Funds
FY 2021-22 Actual
Available Funds
ATTACHMENT 1
82 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Operating
Expenditures
Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Fund Balance /
Working Capital
6/30/22
$ 116,334,786 $ 12,774,298 $ 6,372,427 $ - $ 135,481,511 $ - $ 116,334,786 $ 12,774,298 $ 6,372,427 $ - $ 135,481,511 $ - $ 604,562 $ - $ - $ - $ 604,562 $ 2,810,201
$ 604,562 $ - $ - $ - $ 604,562 $ 2,810,201
$ 4,846,377 $ 464,431 $ 903,915 $ - $ 6,214,723 $ 14,871,686 $ 4,846,377 $ 464,431 $ 903,915 $ - $ 6,214,723 $ 14,871,686 $ 2,912,958 $ 423,679 $ - $ - $ 3,336,637 $ 5,841,615
- - - - - -
$ 2,912,958 $ 423,679 $ - $ - $ 3,336,637 $ 5,841,615
$ 3,041,017 $ 53,512 $ - $ - $ 3,094,529 $ (20,219)
123,621 - - - 123,621 6,810,113
- 237,716 - - 237,716 3,245,411
$ 3,164,638 $ 291,228 $ - $ - $ 3,455,866 $ 10,035,305
$ 15,770,395 $ - $ 10,633,634 $ - $ 26,404,029 $ 20,013,762 355,302 2,378,028 - - 2,733,330 34,766,919
45,369 585,419 1,171,623 - 1,802,411 12,533,223
3,805,256 - - - 3,805,256 5,217,805
$ 19,976,322 $ 2,963,447 $ 11,805,257 $ - $ 34,745,026 $ 72,531,709 $ 15,518,706 $ - $ 2,000,000 $ - $ 17,518,706 $ 10,069,361 4,435 55,614 241,257 - 301,306 936,160
243,328 150,931 - - 394,259 22,786,103
$ 15,766,469 $ 206,545 $ 2,241,257 $ - $ 18,214,271 $ 33,791,624 $ 3,932,490 $ - $ - $ - $ 3,932,490 $ 3,030,903
2,069,225 - - - 2,069,225 4,483,630
3,520,655 - - - 3,520,655 7,695,063
718,736 - - - 718,736 558,805
3,746,969 - - - 3,746,969 6,693,470
1,931,606 431,642 - - 2,363,248 7,964,061
$ 15,919,681 $ 431,642 $ - $ - $ 16,351,323 $ 30,425,932 $ 179,525,793 $ 17,555,270 $ 21,322,856 $ - $ 218,403,919 $ 170,308,072 12,641,513 14,241,072 699,530 - 27,582,115 92,513,892
$ 192,167,306 $ 31,796,342 $ 22,022,386 $ - $ 245,986,034 $ 262,821,964 Uses of Funds
ATTACHMENT 1
83 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Projected Fund
Balance /
Working Capital
7/1/22
Projected
Revenue
Incoming
Transfers
Total
Available
Major Funds
General Fund
001 General Fund $ - $ 132,384,725 $ 922,919 $ 133,307,644 Total General Fund $ - $ 132,384,725 $ 922,919 $ 133,307,644 Housing Successor
609 Housing Successor Agency $ 2,810,201 $ 149,629 $ - $ 2,959,830 Total Housing Successor Agency $ 2,810,201 $ 149,629 $ - $ 2,959,830 Low Income Housing
611 Low Income Housing Fund $ 14,871,686 $ 1,564,443 $ - $ 16,436,129 Total Low Income Housing $ 14,871,686 $ 1,564,443 $ - $ 16,436,129 Airport Enterprise
210 Airport $ 5,841,615 $ 4,154,716 $ 9,996,331 - $
212 Airport Grant Fund - 8,145,000 - 8,145,000
Total Airport Enterprise $ 5,841,615 $ 12,299,716 $ - $ 18,141,331 Storm Water Enterprise
220 Storm Water $ (20,219) $ 1,150,378 $ 2,700,000 $ 3,830,159 221 Storm Drain 6,810,113 124,680 6,934,793 -
222 FEMA Storm Reimbursement 3,245,411 175,000 60,625 3,481,036 Total Storm Water Enterprise $ 10,035,305 $ 1,450,058 $ 2,760,625 $ 14,245,988 Sewer Enterprise
230 Sewer $ 20,013,762 $ 28,821,863 $ 48,835,625 - $
239 Sewer Replacement 34,766,919 107,623 9,000,000 43,874,542 241 Sewer Connection Fees 12,533,223 462,589 12,995,812 - 242 LAVWMA 5,217,805 8,968 3,328,455 8,555,228
Total Sewer Enterprise $ 72,531,709 $ 29,401,043 $ 12,328,455 $ 114,261,207 Water Enterprise
250 Water $ 10,069,361 $ 17,504,195 $ 241,408 $ 27,814,964 251 Water Connection Fees 936,160 52,326 - 988,486
259 Water Replacement 22,786,103 80,937 2,000,000 24,867,040 Total Water Enterprise $ 33,791,624 $ 17,637,458 $ 2,241,408 $ 53,670,490 Internal Service Funds
700 Risk Management - Liability $ 3,030,903 $ 4,450,000 $ 7,480,903 - $ 710 Risk Management - W/C Insurance 4,483,630 1,870,006 6,353,636 - 720 Information Technology 7,695,063 5,470,000 13,165,063 - 725 Cyber Security 558,805 1,115,000 1,673,805 -
730 Fleet & Eqt Services 6,693,470 4,959,889 11,653,359 - 740 Facilities Rehab Program 7,964,061 2,376,000 - 10,340,061 Total Internal Service $ 30,425,932 $ 20,240,895 $ - $ 50,666,827 Total Major Funds $ 170,308,072 $ 215,127,967 $ 18,253,407 $ 403,689,446 Total Non-Major Funds 91,936,604 71,416,398 6,615,344 169,968,346 Total All Funds $ 262,244,676 $ 286,544,365 $ 24,868,751 $ 573,657,792 Fund Balance by Major and Aggregate Non-Major Funds
FY 2022-23 Projected
Available Funds
ATTACHMENT 1
84 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Adopted Operating
Expenditures
Adopted Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/23
$ 118,860,637 $ 1,154,112 $ 8,418,044 $ 294,780 $ 128,727,573 $ 4,580,071 $ 118,860,637 $ 1,154,112 $ 8,418,044 $ 294,780 $ 128,727,573 $ 4,580,071 $ 1,458,360 $ - $ - - $ 1,458,360 $ 1,501,470
$ 1,458,360 $ - $ - $ - $ 1,458,360 $ 1,501,470
$ 5,202,197 $ 100,000 $ 252,424 - $ 5,554,621 $ 10,881,508 $ 5,202,197 $ 100,000 $ 252,424 $ - $ 5,554,621 $ 10,881,508 $ 3,572,102 $ 378,283 $ - $ - $ 3,950,385 $ 6,045,946
- 1,760,717 - - 1,760,717 $ 6,384,283
$ 3,572,102 $ 2,139,000 $ - $ - $ 5,711,102 $ 12,430,229 $ 3,196,639 $ 60,000 $ 60,625 $ - $ 3,317,264 $ 512,895 11,206 100,000 - - 111,206 6,823,587
- 424,000 - - 424,000 3,057,036
$ 3,207,845 $ 584,000 $ 60,625 $ - $ 3,852,470 $ 10,393,518 $ 18,297,644 $ - $ 11,400,000 $ - $ 29,697,644 $ 19,137,981 760,741 6,816,000 - - 7,576,741 36,297,801
61,350 2,388,000 1,328,455 - 3,777,805 9,218,007
3,269,440 - - - 3,269,440 5,285,788
$ 22,389,175 $ 9,204,000 $ 12,728,455 $ - $ 44,321,630 $ 69,939,577 $ 17,059,243 $ - $ 2,000,000 $ - $ 19,059,243 $ 8,755,721 132,066 250,000 241,408 - 623,474 365,012
590,453 242,000 - - 832,453 24,034,587
$ 17,781,762 $ 492,000 $ 2,241,408 $ - $ 20,515,170 $ 33,155,320 $ 4,552,093 $ - $ - $ - $ 4,552,093 $ 2,928,810
2,867,365 - - - 2,867,365 3,486,271
7,727,652 - - - 7,727,652 5,437,411
937,340 - - - 937,340 736,465
8,015,859 - - - 8,015,859 3,637,500
2,972,488 2,155,000 - - 5,127,488 5,212,573
$ 27,072,797 $ 2,155,000 $ - $ - $ 29,227,797 $ 21,439,030 $ 199,544,875 $ 15,828,112 $ 23,700,956 $ 294,780 $ 239,368,723 $ 164,320,723 19,356,885 17,220,888 1,167,795 (150,000) 37,595,568 132,372,778 $ 218,901,760 $ 33,049,000 $ 24,868,751 $ 144,780 $ 276,964,291 $ 296,693,501 Uses of Funds
ATTACHMENT 1
85 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Projected Fund
Balance /
Working Capital
7/1/23
Projected
Revenue
Incoming
Transfers
Total
Available
Major Funds
General Fund
001 General Fund $ 4,580,071 $ 141,170,717 $ 1,970,706 $ 147,721,494 Total General Fund $ 4,580,071 $ 141,170,717 $ 1,970,706 $ 147,721,494 Housing Successor
609 Housing Successor Agency $ 1,501,470 $ 20,234 $ - $ 1,521,704 Total Housing Successor Agency $ 1,501,470 $ 20,234 $ - $ 1,521,704 Low Income Housing
611 Low Income Housing Fund $ 10,881,508 $ 629,737 $ - $ 11,511,245 Total Low Income Housing $ 10,881,508 $ 629,737 $ - $ 11,511,245 Airport Enterprise
210 Airport $ 6,045,946 $ 4,426,213 $ 10,472,159 - $
212 Airport Grant Fund 6,384,283 - - 6,384,283
Total Airport Enterprise $ 12,430,229 $ 4,426,213 $ - $ 16,856,442 Storm Water Enterprise
220 Storm Water $ 512,895 $ 1,156,110 $ 3,890,000 $ 5,559,005 221 Storm Drain 6,823,587 186,838 7,010,425 -
222 FEMA Storm Reimbursement 3,057,036 2,315,000 75,000 5,447,036 Total Storm Water Enterprise $ 10,393,518 $ 3,657,948 $ 3,965,000 $ 18,016,466 Sewer Enterprise
230 Sewer $ 19,137,981 $ 30,467,883 $ 49,605,864 - $
239 Sewer Replacement 36,297,801 462,798 8,000,000 44,760,599 241 Sewer Connection Fees 9,218,007 1,171,266 10,389,273 - 242 LAVWMA 5,285,788 35,720 3,065,000 8,386,508
Total Sewer Enterprise $ 69,939,577 $ 32,137,667 $ 11,065,000 $ 113,142,244 Water Enterprise
250 Water $ 8,755,721 $ 18,395,929 $ 250,000 $ 27,401,650 251 Water Connection Fees 365,012 760,672 1,125,684 -
259 Water Replacement 24,034,587 305,373 2,000,000 26,339,960 Total Water Enterprise $ 33,155,320 $ 19,461,974 $ 2,250,000 $ 54,867,294 Internal Service Funds
700 Risk Management - Liability $ 2,928,810 $ 4,499,990 $ 7,428,800 - $ 710 Risk Management - W/C Insurance 3,486,271 1,474,566 4,960,837 - 720 Information Technology 5,437,411 2,019,996 7,457,407 - 725 Cyber Security 736,465 330,060 1,066,525 -
730 Fleet & Eqt Services 3,637,500 5,580,242 9,217,742 - 740 Facilities Rehab Program 5,212,573 2,125,000 3,981,000 11,318,573 Total Internal Service $ 21,439,030 $ 16,029,854 $ 3,981,000 $ 41,449,884 Total Major Funds $ 164,320,723 $ 217,534,344 $ 23,231,706 $ 405,086,773 Total Non-Major Funds 132,372,778 45,050,162 7,464,190 184,887,130 Total All Funds $ 296,693,501 $ 262,584,506 $ 30,695,896 $ 589,973,903 Fund Balance by Major and Aggregate Non-Major Funds
FY 2023-24 Budget
Available Funds
ATTACHMENT 1
86 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/24
$ 131,403,097 $ 1,870,000 $ 14,373,000 $ (2,387,709) $ 145,258,388 $ 2,463,106 $ 131,403,097 $ 1,870,000 $ 14,373,000 $ (2,387,709) $ 145,258,388 $ 2,463,106 $ 500,715 $ - $ - $ - $ 500,715 $ 1,020,989
$ 500,715 $ - $ - $ - $ 500,715 $ 1,020,989
$ 4,053,916 $ - $ 592,000 $ - $ 4,645,916 $ 6,865,329
$ 4,053,916 $ - $ 592,000 $ - $ 4,645,916 $ 6,865,329
$ 3,603,371 $ 610,000 $ - $ - $ 4,213,371 $ 6,258,788
- 450,000 - - 450,000 5,934,283
$ 3,603,371 $ 1,060,000 $ - $ - $ 4,663,371 $ 12,193,071 $ 3,709,240 $ 1,765,000 $ 75,000 $ - $ 5,549,240 $ 9,765 7,291 600,000 - - 607,291 6,403,134
- 2,315,000 - - 2,315,000 3,132,036
$ 3,716,531 $ 4,680,000 $ 75,000 $ - $ 8,471,531 $ 9,544,935 $ 19,077,398 $ - $ 10,920,000 $ - $ 29,997,398 $ 19,608,466 662,284 16,111,000 - - 16,773,284 27,987,315
21,706 5,125,000 1,065,000 - 6,211,706 4,177,567
3,552,701 - - - 3,552,701 4,833,807
$ 23,314,089 $ 21,236,000 $ 11,985,000 $ - $ 56,535,089 $ 56,607,155 $ 17,855,238 $ - $ 2,000,000 $ - $ 19,855,238 $ 7,546,412 164,357 550,000 250,000 - 964,357 161,327
598,932 1,794,000 - - 2,392,932 23,947,028
$ 18,618,527 $ 2,344,000 $ 2,250,000 $ - $ 23,212,527 $ 31,654,767 $ 4,661,296 $ - $ - $ - $ 4,661,296 $ 2,767,504
2,573,086 - - - 2,573,086 2,387,751
6,208,326 - - - 6,208,326 1,249,081
807,880 - - - 807,880 258,645
6,071,863 100,000 - - 6,171,863 3,045,879
3,493,559 4,145,000 - - 7,638,559 3,680,014
$ 23,816,010 $ 4,245,000 $ - $ - $ 28,061,010 $ 13,388,874 $ 209,026,256 $ 35,435,000 $ 29,275,000 $ (2,387,709) $ 271,348,547 $ 133,738,226 18,087,528 66,561,900 1,420,896 (400,000) 85,670,324 99,216,806 $ 227,113,784 $ 101,996,900 $ 30,695,896 $ (2,787,709) $ 357,018,871 $ 232,955,032 Uses of Funds
ATTACHMENT 1
87 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Projected Fund
Balance /
Working Capital
7/1/24
Projected
Revenue
Incoming
Transfers
Total
Available
Major Funds
General Fund
001 General Fund $ 2,463,106 $ 146,960,502 $ 1,535,206 $ 150,958,814 Total General Fund $ 2,463,106 $ 146,960,502 $ 1,535,206 $ 150,958,814 Housing Successor
609 Housing Successor Agency $ 1,020,989 $ 21,790 $ - $ 1,042,779 Total Housing Successor Agency $ 1,020,989 $ 21,790 $ - $ 1,042,779 Low Income Housing
611 Low Income Housing Fund $ 6,865,329 $ 635,217 $ - $ 7,500,546 Total Low Income Housing $ 6,865,329 $ 635,217 $ - $ 7,500,546 Airport Enterprise
210 Airport $ 6,258,788 $ 4,550,876 $ 10,809,664 - $
212 Airport Grant Fund 5,934,283 - - 5,934,283
Total Airport Enterprise $ 12,193,071 $ 4,550,876 $ - $ 16,743,947 Storm Water Enterprise
220 Stormwater $ 9,765 1,161,870 8,000,000 $ 9,171,635
221 Storm Drain 6,403,134 109,518 6,512,652 -
222 FEMA Storm Reimbursement 3,132,036 3,444,000 75,000 6,651,036 Total Storm Water Enterprise $ 9,544,935 $ 4,715,388 $ 8,075,000 $ 22,335,323 Sewer Enterprise
230 Sewer $ 19,608,466 32,114,293 51,722,759 - $
239 Sewer Replacement 27,987,315 498,397 8,000,000 36,485,712 241 Sewer Connection Fees 4,177,567 2,184,441 6,362,008 - 242 LAVWMA 4,833,807 38,467 3,065,000 7,937,274
Total Sewer Enterprise $ 56,607,155 $ 34,835,598 $ 11,065,000 $ 102,507,753 Water Enterprise
250 Water $ 7,546,412 19,071,963 250,000 $ 26,868,375
251 Water Connection Fees 161,327 311,493 - 472,820
259 Water Replacement 23,947,028 328,863 2,000,000 26,275,891 Total Water Enterprise $ 31,654,767 $ 19,712,319 $ 2,250,000 $ 53,617,086 Internal Service Funds
700 Risk Management - Liability $ 2,767,504 4,499,989 7,267,493 - $ 710 Risk Management - W/C Insurance 2,387,751 1,521,020 3,908,771 - 720 Information Technology 1,249,081 6,019,992 7,269,073 - 725 Cyber Security 258,645 950,088 1,208,733 -
730 Fleet & Eqt Services 3,045,879 5,700,734 8,746,613 - 740 Facilities Rehab Program 3,680,014 2,125,000 2,464,000 8,269,014 Total Internal Service $ 13,388,874 $ 20,816,823 $ 2,464,000 $ 36,669,697 Total Major Funds $ 133,738,226 $ 232,248,513 $ 25,389,206 $ 391,375,945 Total Non-Major Funds 99,216,806 58,122,742 7,710,500 165,050,048 Total All Funds $ 232,955,032 $ 290,371,255 $ 33,099,706 $ 556,425,993 Fund Balance by Major and Aggregate Non-Major Funds
FY 2024-25 Budget
Available Funds
ATTACHMENT 1
88 BUDGET SUMMARY
FUND BALANCE/WORKING CAPITAL BY MAJOR AND NON-MAJOR FUNDS BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/25
$ 136,707,305 $ 7,506,000 $ 17,179,000 $ (11,675,337) $ 149,716,968 $ 1,241,846 $ 136,707,305 $ 7,506,000 $ 17,179,000 $ (11,675,337) $ 149,716,968 $ 1,241,846 $ 715 $ - $ - $ - $ 715 $ 1,042,064
$ 715 $ - $ - $ - $ 715 $ 1,042,064
$ 4,013,829 $ 80,000 $ 621,000 $ - $ 4,714,829 $ 2,785,717 $ 4,013,829 $ 80,000 $ 621,000 $ - $ 4,714,829 $ 2,785,717 $ 3,751,985 $ 960,000 $ - $ - $ 4,711,985 $ 6,097,679
- 3,600,000 - - 3,600,000 2,334,283
$ 3,751,985 $ 4,560,000 $ - $ - $ 8,311,985 $ 8,431,962 $ 3,867,513 $ 5,160,000 $ 75,000 $ - $ 9,102,513 $ 69,122 6,294 1,600,000 - - 1,606,294 4,906,358
- 3,369,000 - - 3,369,000 3,282,036
$ 3,873,807 $ 10,129,000 $ 75,000 $ - $ 14,077,807 $ 8,257,516 $ 19,865,062 $ - $ 10,440,000 $ - $ 30,305,062 $ 21,417,697 670,845 20,818,000 - - 21,488,845 14,996,867
21,706 4,027,000 1,065,000 - 5,113,706 1,248,302
3,730,243 - - - 3,730,243 4,207,031
$ 24,287,856 $ 24,845,000 $ 11,505,000 $ - $ 60,637,856 $ 41,869,897 $ 18,950,086 $ - $ 2,000,000 $ - $ 20,950,086 $ 5,918,289 160,500 - 250,000 - 410,500 62,320
599,219 3,883,000 - - 4,482,219 21,793,672
$ 19,709,805 $ 3,883,000 $ 2,250,000 $ - $ 25,842,805 $ 27,774,281 $ 5,528,640 $ - $ - $ - $ 5,528,640 $ 1,738,853
2,786,995 - - - 2,786,995 1,121,776
6,261,296 - - - 6,261,296 1,007,777
957,032 - - - 957,032 251,701
5,065,857 - - - 5,065,857 3,680,756
3,621,833 2,850,000 - - 6,471,833 1,797,181
$ 24,221,653 $ 2,850,000 $ - $ - $ 27,071,653 $ 9,598,044 $ 216,566,955 $ 53,853,000 $ 31,630,000 $ (11,675,337) $ 290,374,618 $ 101,001,327 17,501,483 57,025,000 1,469,706 (400,000) 75,596,189 89,453,859 $ 234,068,438 $ 110,878,000 $ 33,099,706 $ (12,075,337) $ 365,970,807 $ 190,455,186 Uses of Funds
ATTACHMENT 1
89 BUDGET SUMMARY
SUMMARY OF TRANSFERS
BUDGET FY 2023-25
Transfer From Transfer To
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
General Fund
001 General Fund 220 Storm Water $ 1,767,363 $ 2,300,000 $ 3,470,000 $ 7,560,000 (1) 001 General Fund 417 2020 COP Series B 3,875,985 3,882,372 3,885,000 3,885,000 (2) 001 General Fund 422 2022 COP - 1,525,000 2,592,000 2,590,000 (2) 001 General Fund 610 Horizons Youth Services 450,558 509,258 240,000 470,000 (1) 001 General Fund 614 Landscape Mainteance Districts - 201,414 205,000 210,000 (3) 001 General Fund 740 Facilities Rehabilitation Program - - 3,981,000 2,464,000 (14) Total Transfers from General Fund $ 6,093,906 $ 8,418,044 $ 14,373,000 $ 17,179,000 Enterprise Funds
220 Strom Water 222 FEMA Storm Reimbursement - 60,625 75,000 75,000 (4) 230 Sewer 001 General Fund - - 500,000 - (15)
230 Sewer 220 Storm Water - 400,000 420,000 440,000 (5) 230 Sewer 239 Sewer Replacement 8,000,000 9,000,000 8,000,000 8,000,000 (6) 230 Sewer 242 LAVWMA 2,633,634 2,000,000 2,000,000 2,000,000 (7) 241 Sewer Connection Fee 242 LAVWMA 1,171,623 1,328,455 1,065,000 1,065,000 (8) 250 Water 259 Water Replacement 2,000,000 2,000,000 2,000,000 2,000,000 (6) 251 Water Connection Fee 250 Water 241,257 241,408 250,000 250,000 (2) Total Transfers from Enterprise Funds $ 14,046,514 $ 15,030,488 $ 14,310,000 $ 13,830,000 Capital Projects Funds
304 Vasco Ace Connector Road 001 General Fund - 70,000 - - (5) 306 Traffic Impact Fee (TIF) 001 General Fund 60,965 63,995 70,000 75,000 (9) 331 Downtown Revitalization Fee 001 General Fund - 150,000 400,000 400,000 (10) 341 El Charro Development Fee 340 El Charro Infrastructure 33,849 - - - (11) Total Transfers from Capital Projects Funds $ 94,814 $ 283,995 $ 470,000 $ 475,000 Special Revenue Funds
600 Host Community Impact Fee 416 2020 COP Series A 475,000 497,300 530,000 550,000 (2) 611 Low Income Housing Fee 001 General Fund 387,880 252,424 592,000 621,000 (13) 611 Low Income Housing Fee 613 HHS - HCD CDBG 516,035 - - - (12) 612 Alameda County - Measure D 666 Import Mitigation - - 12,190 5,500 (5) 614 Landscape Mainteance Districts 001 General Fund 206,206 240,000 250,000 270,000 (12) 645 CASP Certificate and Training Fund 001 General Fund 10,970 4,500 5,000 5,500 (12) 650 Gas Taxes 001 General Fund 110,561 109,000 120,000 130,000 (12) 671 HHS-Federal HOME Program 001 General Fund 8,185 8,000 8,706 8,706 (13) 673 Library Foundation Grant 001 General Fund - 25,000 25,000 25,000 (13) Total Transfers from Special Revenue Funds $ 1,714,837 $ 1,136,224 $ 1,542,896 $ 1,615,706 Total Transfers Out $ 21,950,071 $ 24,868,751 $ 30,695,896 $ 33,099,706 Description of Transfer
(1) Operating subsidy
(2) Debt service payment on long-term debt
(3) Downtown LMD General Benefit Transfer
(4) 25% local match for Arroyo Las Positas FEMA grant
(5) Advance to cover fund balance deficit
(6) Annual Replacement Contribution
(7) JPA member contribution to cover operating and replacement costs (8) Reimbursement for debt service for the LAVWMA Revenue Bonds (9) Annual administration and overhead cost
(10) Repay General Fund's advance
(11) Reimbursement for staff time for the El Charro Road B CIP project (12) Annual administrative charges
(13) Reimbursement for staff time
(14) Funding of Capital Projects
(15) Interfund Loan
ATTACHMENT 1
90 PLACEHOLDER
ATTACHMENT 1
91 BUDGET SUMMARY
DEBT SERVICE BUDGET
BUDGET FY 2023-25
BONDED INDEBTEDNESS LIMIT
The bonded indebtedness limit for the City is defined by Government Code §43605 to be 15% of the City’s assessed valuation of $23.4 billion. The 15% limit, based on the 2022-23 fiscal year assessed valuation, is $3.5 billion. Within the meaning of this section, “indebtedness” means bonded indebtedness of the city payable from the proceeds of taxes levied upon taxable property in the city. The City has no debt at this time that is subject to this limit.
Assessed Value $ 23,402,827,613
Debt Limit (15% of Assessed Value) 3,510,424,142
Less: Net Debt Applicable to Limit -
Legal Debt Margin $ 3,510,424,142
CURRENT DEBT OBLIGATIONS
The City’s current debt comprises of Certificates of Participation (COP), loans, notes, and capital leases as described below:
2020 FIXED RATE DEMAND CERTIFICATES OF PARTICIPATION (COP) On June 25, 2020, the City issued tax-exempt 2020 Certificates of Participation (2020 COP) to refinance the 2011 COP, 2014 COP Series A and 2014 COP Series B. There are two semi‐annual debt service payments, consisting of principal payments due annually on April 1 and interest payments due on November 1 and April 1, which are payable solely from and secured by the lease payments made by the City to the Public Property Financing Corporation of California. Lease payments will be made by the City pursuant to the Lease Agreement for the use and occupancy of the Leased Property, which comprises of the City’s police facility and Civic Center library located in the City’s Civic Center.
The 2020 Certificates of Participation Series A (2020 COP Series A) are qualified 501(c)(3) certificates and are issued in the principal amount $7,465,000 to refund the 2014 COP Series A (Livermore Valley Performing Arts Center Refunding) and to pay certain costs of executing and delivering the 2020 Series A Certificates. The refinancing provides the savings from costs related to variable rate debt such as the letter of credit fees, remarketing fee, and letter of credit renewal fee. In addition, this refinancing eliminated risks and budgetary uncertainty associated with the variable rate of interest represented by the 2014 Certificates through a fixed rate, tax-exempt refunding. Lease payments for 2020 COP Series A are made by the pledged revenue of the Host Community Impact Fee Special Revenue Fund.
The City issued $42,035,000 principal amount of 2020 Certificates of Participation Series B, (2020 COP Series B) to refund the outstanding principal balance of $14,945,000 for the 2011 COP and $35,530,000 for the 2014 COP Series B as well as to fund certain costs of executing and delivery of the Certificates.
This refunding decreased its total debt service payments by $7,208,051. Lease payments for 2020 COP Series B are made by the General fund, Airport Enterprise Fund, and Water Enterprise Fund.
ATTACHMENT 1
92 BUDGET SUMMARY
DEBT SERVICE BUDGET
BUDGET FY 2023-25
2022 CERTIFICATES OF PARTICIPATION (COP)
On November 30, 2022, the City issued fixed rate Certificates of Participation (2022 COP) for approximately $41,060,000 million to fund the construction of the L Street garage. There are two semi‐ annual debt service payments, consisting of principal payments due annually on April 1 and interest payments due on October 1 and April 1 by the General Fund.
HUD SECTION 108 LOANS
In fiscal year 2010, the City received a Section 108 loan in the amount of $1,320,000 from the Department of Housing and Urban Development to purchase the Hagemann Farms. The interest rate varies between 3.10% and 4.41%; principal payments are due annually from 2012 through 2030. In fiscal year 2015, the City received a $725,000 Section 108 loan from the Department of Housing and Urban Development to purchase the building located at 141 & 145 North Livermore Avenue and the adjacent commercial units at 147 & 149 North Livermore Avenue. The principal payments are due annually from August 1, 2015 through 2030. In May 2014, the City entered into a Public Participation Jurisdiction agreement with Alameda County and the cities of Dublin and Pleasanton to jointly repay a $1,250,000 Section 108 loan guarantee from the US Department of Housing and Urban Development. This loan was issued to renovate a building owned by Axis Community Health at 5925 Las Positas Boulevard, Pleasanton, to expand medical and mental health services throughout the Tri-Valley region. The loan amount is $950,000 since Alameda County paid its share of $300,000 in cash. The City’s portion of the total principal repayment amount over 20 years is $387,505 or approximately 41% of the total loan amount of $950,000.
BANC OF AMERICA EQUIPMENT LEASE/PURCHASE LOAN
On October 24, 2012, the City entered into a tax-exempt Equipment Lease/Purchase Financing Agreement with Banc of America Public Capital Corp in the amount of $12,538,957 to fund the installation of various energy efficiency projects throughout the City. Monthly lease payments began on November 24, 2013 and will continue until October 24, 2028. Debt service payments are being made by the Facilities Rehabilitation Internal Service Fund and the Airport Enterprise Fund and are intended to be made with the anticipated energy savings.
ATTACHMENT 1
93 BUDGET SUMMARY
DEBT SERVICE BUDGET
BUDGET FY 2023-25
DEBT SERVICE BUDGET
DEBT SERVICE REQUIREMENTS
LONG-TERM INTERFUND ADVANCES
The City’s General Fund made an advance of $4,720,000 to the Other Impact Fees Special Revenue Fund for downtown revitalization and the loan will be repaid to the General Fund as the fees are collected. The balance as of June 30, 2022 is $3,874,396. The estimated balances as of June 30, 2023, 2024, and 2025 are $3,824,396, $3,735,396, and $3,035,396, respectively.
CREDIT RATING
In October 2022, the S&P global rating services reaffirmed the City’s bond ratings at AA. The credit report highlighted the City’s consistent positive financial performance, strong reserves, and unassigned fund balance, as well as strong management.
Principal Interest Total Principal Interest Total Principal Interest Total Governmental Activities:
2020A Certificates of Participation $ 205,000 $ 287,300 $ 492,300 $ 230,000 $ 278,600 $ 508,600 $ 260,000 $ 268,800 $ 528,800 2020B Certificates of Participation 2,611,198 1,266,174 3,877,372 2,718,660 1,159,577 3,878,237 2,826,794 1,048,668 3,875,462 2022 Certificates of Participation 845,000 658,207 1,503,207 665,000 1,916,050 2,581,050 695,000 1,882,000 2,577,000 Housing and Urban Development Loans 126,759 43,931 170,690 90,759 25,851 116,610 90,759 22,517 113,276 Interfund Loan 100,000 17,500 117,500
Internal Services Fund
Banc of America Equipment
Lease/Purchase Loan 794,252 149,966 944,218 856,119 128,668 984,787 921,085 105,731 1,026,816 Total Governmental Activities 4,582,209 2,405,578 6,987,787 4,560,538 3,508,746 8,069,284 4,893,638 3,345,216 8,238,854 Business-Type Activities:
Airport
2020B Certificates of Participation $ 168,308 $ 139,204 $ 307,512 $ 176,008 $ 132,318 $ 308,326 $ 182,567 $ 125,147 $ 307,714 Banc of America Equipment Lease/Purchase 31,203 5,892 37,095 33,633 5,055 39,525 36,185 4,154 41,240 Water
2020B Certificates of Participation 245,494 99,322 344,816 255,333 89,306 344,639 265,640 78,887 344,527 Total Busines-Type Activities 445,005 244,418 689,423 464,974 226,679 692,490 484,392 208,188 693,481 Total $ 5,027,214 $ 2,649,996 $ 7,677,210 $ 5,025,512 $ 3,735,425 $ 8,761,774 $ 5,378,030 $ 3,553,404 $ 8,932,335 FY 2022-23 FY 2023-24 FY 2024-25
For the Year
Ending June 30 Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest 2024 $ 3,704,418 $ 3,380,078 $ 856,119 $ 128,667 $ 209,640 $ 137,373 $ 255,333 $ 89,305 $ 5,025,510 $ 3,735,423 2025 3,872,552 3,222,784 921,084 105,730 218,751 129,300 265,640 78,886 5,278,027 3,536,700 2026 4,054,498 3,058,206 989,284 81,073 228,240 120,892 276,884 68,036 5,548,906 3,328,207 2027 4,208,912 2,886,468 1,060,858 54,609 240,394 112,091 288,128 56,735 5,798,292 3,109,903 2028 4,388,998 2,707,723 1,135,952 26,251 251,546 102,864 299,840 44,976 6,076,336 2,881,814 2029-2033 17,845,577 10,865,216 390,946 2,110 983,676 383,794 974,480 59,500 20,194,679 11,310,620 2034-2038 10,615,178 8,158,929 - - 864,678 211,042 - - 11,479,856 8,369,971 2039-2043 11,231,054 5,702,206 - - 608,946 37,144 - - 11,840,000 5,739,350 2044-2048 9,280,000 3,610,650 - - - - - - 9,280,000 3,610,650 2049-2052 9,170,000 1,144,406 - - - - - - 9,170,000 1,144,406 Total $ 78,371,187 $ 44,736,666 $ 5,354,243 $ 398,440 $ 3,605,871 $ 1,234,500 $ 2,360,305 $ 397,438 $ 89,691,606 $ 46,767,044 Governmental Funds Internal Service Funds Airport Fund Water Fund Grand Total ATTACHMENT 1
94 CITY COUNCIL
BUDGET FY 2023-25
MISSION
The City of Livermore works to enhance the quality of life for Livermore community members by providing safe, accessible public amenities, promoting economic vitality and innovation; and embracing collaborative civic engagement, all while providing high quality services in a courteous, responsive, fiscally sound manner.
.
SERVICES PROVIDED
The City Council is the City’s legislative body consisting of four council members and a mayor. Council members serve four-year terms and the mayor serves a two-year term. The City Council implements policy decisions through the enactment of ordinances and resolutions; encourages broad resident participation and information sharing about City activities and issues; and balances community needs with available resources.
ACCOMPLISHMENTS
• Advocated for the Tri-Valley region in Washington, D.C. with fellow Tri-Valley mayors to promote regional and local projects and learn about funding opportunities directly from federal agencies and lawmakers. (Pillar – A City That Works)
• Continued progress on the Downtown Specific Plan, making progress on the Downtown Hotel, Blackbox Theater, and Blacksmith Square. (Pillar – Inclusive & Inviting Spaces & Places) • Adopted the 2023-31 Housing Element and received certification from State Housing Community Development Department. (Pillar – A Safe Community that Thrives) • Authorized the range of Land Use Alternatives to study as part of the General Plan Update (Pillar – Inclusive & Inviting Spaces & Places)
• Engaged the Livermore community through various events, programs, and other outreach opportunities. (Pillar – A City That Works)
GOALS
• Work to implement the goals and objectives as identified in the 2023-28 Citywide Strategic Plan. (Pillars – All)
• Continue to advocate on behalf of the community’s interests, communicating with key lawmakers at the regional, state, and federal levels. (Pillar – A City That Works, Goal 3, Objective 1) • Continue to collaborate with the cities of Dublin, Pleasanton, and San Ramon, and the Town of Danville on legislative issues, projects, and initiatives that affect Tri-Valley residents and businesses, valuing regional leadership and problem-solving to maintain and improve quality of life. (Pillar – A City That Works, Goal 3, Objective 1) • Continue to engage with the community and encourage public participation. (Pillar – A City That Works, Goal 1, Objective 1)
• Approve programs for the City’s physical, cultural, and socioeconomic development. (Pillars – All) ATTACHMENT 1
95 CITY COUNCIL
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 79,357 $ 64,781 $ 71,544 $ 71,544
Services & Supplies 179,390 148,971 112,445 167,440
Total Expenditures $ 258,747 $ 213,752 $ 183,989 $ 238,984 Funding Sources
General Fund $ 258,747 $ 213,752 $ 183,989 $ 238,984
Total Funding Sources $ 258,747 $ 213,752 $ 183,989 $ 238,984 Expenditure by Division
City Council $ 258,747 $ 213,752 $ 183,989 $ 238,984
Total Expenditure by Division $ 258,747 $ 213,752 $ 183,989 $ 238,984
CITY COUNCIL EXPENDITURES WITH FUNDING SOURCES
ATTACHMENT 1
96 CITY COUNCIL
BUDGET FY 2023-25
ATTACHMENT 1
97 THIS PAGE INTENTIONALLY LEFT BLANK
ATTACHMENT 1
98 CITY MANAGER DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the City Manager’s Office is to implement policy decisions and priorities of the City Council, communicate Livermore’s vision and values as determined by the City Council and the community, and cultivate a customer service philosophy oriented around civic engagement.
SERVICES PROVIDED
The City Manager’s Office is comprised of four key service areas: Administration, City Clerk’s Office, Communications, and Emergency Management. The City Manager’s Office is responsible for the operational activities of City departments, implements policies and procedures, and is the liaison between the Mayor and City Council and members of the public. The department monitors and responds to state and federal legislation, engages with the community and provides public information, and implements the City’s Emergency Management Program. The City’s Clerk’s Office is the primary point of contact for the public and staff regarding City records, is responsible for coordinating and conducting municipal elections, and ensures transparency that enables the public to participate in local government.
ACCOMPLISHMENTS
• Led the efforts to create the 2023-2028 Citywide Strategic Plan, the five-year road map to guide the organization’s budget and work plan. (Pillar – A City That Works) • Conducted the National Community Survey in English and Spanish to capture resident opinions, which affirmed once again the community’s positive view that Livermore is a great place to live with a high quality of life. (Pillar – A City That Works) • Engaged City employees through the National Employee Survey to measure opinions regarding job satisfaction, organizational climate, key characteristics of the work environment, employee development, and more. (Pillar – A City That Works)
• Facilitated the change to hybrid, both in person and virtual, City Council meetings to provide the public additional opportunities to participate. (Pillar – A City that Works) • Successfully activated the City’s Emergency Operations Center in response to two storm events in January and March 2023, coordinating close to 35 staff across multiple departments to protect the public and community resources. (Pillar – A Safe Community That Thrives) GOALS
• Obtain and maintain accreditation from Emergency Management Accreditation Program (EMAP). (Pillar – A Safe Community That Thrives, Goal 1, Objective 1) • Create a Resilient Livermore program. (Pillar – A Safe Community That Thrives, Goal 1, Objective 3)
• Survey the community to inform priorities. (Pillar – A City That Works, Goal 1, Objective 3) • Implement training for advisory body members, staff liaisons, and other appropriate staff. (Pillar – A City That Works, Goal 2, Objective 1)
• Collaborate with the Tri-Valley cities, legislative representatives, and other community partners to advocate for legislation that benefits the community and region. (Pillar – A City That Works, Goal 3, Objective 1)
• Implement new electronic signature and contract lifecycle management software to improve efficiency citywide. (Pillar – A City That Works, Goal 11, Objective 3) ATTACHMENT 1
99 CITY MANAGER DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
100
CITY MANAGER DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 2,877,991 $ 2,912,400 $ 3,238,198 $ 3,436,801 Services & Supplies 1,083,958 1,911,159 1,646,546 1,953,645 Capital Outlay - - - -
Total Expenditures $ 3,961,949 $ 4,823,559 $ 4,884,744 $ 5,390,446 Funding Sources
General Fund $ 3,888,972 $ 4,752,787 $ 4,658,664 $ 5,339,344 Special Revenue Funds 72,977 70,772 226,080 51,102
Total Funding Sources $ 3,961,949 $ 4,823,559 $ 4,884,744 $ 5,390,446 Expenditure by Division
City Manager $ 2,328,709 $ 2,833,339 $ 3,121,822 $ 3,220,148 City Clerk 1,633,240 1,990,220 1,762,922 2,170,298
Total Expenditure by Division $ 3,961,949 $ 4,823,559 $ 4,884,744 $ 5,390,446
CITY MANAGER EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City Manager 7.000 7.000 8.000 8.000
City Clerk 5.000 5.000 5.000 5.000
Allocation by Division Total 12.000 12.000 13.000 13.000 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City Manager 1.000 1.000 1.000 1.000
Administrative Specialist I/II (Flex Staffing) 2.000 2.000 2.000 2.000 Administrative Technician 1.000 1.000 1.000 1.000
Assistant City Clerk 1.000 1.000 1.000 1.000
Assistant City Manager 1.000 1.000 2.000 2.000
City Clerk 1.000
Deputy City Clerk 1.000 1.000 1.000 1.000
Deputy City Manager
Deputy City Manager/City Clerk 1.000 1.000 1.000
Division Clerk 1.000 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000 1.000
Management Analyst I 1.000 1.000
Management Analyst II 2.000 2.000 1.000 1.000
Allocation by Position Total 12.000 12.000 13.000 13.000
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
101
CITY MANAGER DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
102
CITY ATTORNEY DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the City Attorney's Office is to oversee the City of Livermore’s governance, operation, and public policy to identify and then manage legal issues. The City Attorney's Office aims to preserve public resources and the community’s confidence in the City’s governance and operation by ensuring the City fulfils its legal obligations and makes well informed policy decisions.
SERVICES PROVIDED
The City Attorney’s Office includes the Risk Management Division. The department is an integral part of the City’s administrative support, responsible for researching and staying current on laws, policies, and industry trends that affect the City, the review and approval of forms for all legal documents pertaining to the City's business, and defending and prosecuting all civil actions and administrative proceedings involving the City. The Risk Management Division administers the City’s worker’s compensation program, insurance program, liability program, workplace safety program, and serves as the City’s ADA/Section 504 Coordinator.
ACCOMPLISHMENTS
• Prepared for and attended just under 30 City Council meetings, and 20 Planning Commission, and other advisory body meetings. (Pillar – A City That Works) • Reviewed, revised, and approved over 10 ordinances, 250 resolutions and 650 agreements. (Pillar – A City That Works)
• Drafted and helped staff negotiate agreements for the disposition of properties for a hotel, cultural amenities, housing, and commercial uses for the City Council's downtown plan, as well as an amendment to the agreement for the Stockmen's Park easement. (Pillar – A City That Works) • Upheld the City’s land use authority and governance by successfully defending several lawsuits that challenged the City’s exercise of its decision-making authority. (Pillar – A City That Works) • 100% of contracts reviewed for insurance and indemnity within five business days of receipt by Risk Management and 90% of liability claims reviewed and resolved without resulting in litigation. (Pillar – A Safe Community That Thrives)
GOALS
• Develop, oversee, implement, and manage an effective and efficient risk management program. (Pillar – A Safe Community That Thrives, Goal 15, Objectives 1-5) • Identify and recommend changes to policies, processes, and programs to help businesses come to Livermore and stay and succeed in Livermore, in coordination with other City departments. (Pillar – Economy That Prospers, Goal 1, Objective 2)
• Assess work plans of advisory bodies to ensure alignment with the Strategic Plan and other guiding documents, and City Council direction. (Pillar – A City That Works, Goal 2, Objective 4) • Assess the employee safety and the Injury and Illness Prevention Program and develop practical measures to reduce injuries and workers’ compensation costs. (Pillar – A City That Works, Goal 10, Objective 3)
• Uphold the integrity of Livermore’s Municipal Code, Development Code, and regulations, including assisting staff with preparing ordinances and regulations, prosecting municipal code violations and abating public nuisances, and researching and preparing legislative updates for City officials. (Pillar – A City That Works, Goal 15, Objectives 1-3) ATTACHMENT 1
103
CITY ATTORNEY DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
104
CITY ATTORNEY DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 2,426,115 $ 2,381,131 $ 2,863,271 $ 2,907,174 Services & Supplies 5,713,836 7,118,741 6,855,921 8,023,543 Total Expenditures $ 8,139,951 $ 9,499,872 $ 9,719,192 $ 10,930,717 Funding Sources
General Fund $ 2,138,236 $ 2,080,414 $ 2,484,810 $ 2,615,082 Internal Service Funds 6,001,715 7,419,458 7,234,382 8,315,635 Total Funding Sources $ 8,139,951 $ 9,499,872 $ 9,719,192 $ 10,930,717 Expenditure by Division
City Attorney $ 2,138,236 $ 2,080,414 $ 2,484,810 $ 2,615,082 Risk Management 6,001,715 7,419,458 7,234,382 8,315,635 Total Expenditure by Division $ 8,139,951 $ 9,499,872 $ 9,719,192 $ 10,930,717
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City Attorney 5.500 5.500 6.500 6.500
Risk Management 3.500 3.500 3.500 3.500
Allocation by Division Total 9.000 9.000 10.000 10.000
Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Specialist I/II (Flex Staffing) 1.000 1.000 1.000 1.000 Assistant City Attorney 2.000 1.000 2.000 2.000
City Attorney 1.000 1.000 1.000 1.000
Deputy City of Attorney 1.000 1.000 1.000
Law Office Supervisor 1.000 1.000 1.000 1.000
Legal Assistant 1.000 1.000 1.000 1.000
Management Analyst II (Conf) 1.000 1.000 1.000 1.000
Risk Manager 1.000 1.000 1.000 1.000
Senior Assistant City Attorney 1.000 1.000 1.000 1.000
Allocation by Position Total 9.000 9.000 10.000 10.000
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
105
CITY ATTORNEY DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
106
ADMINISTRATIVE SERVICES DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Administrative Services Department is to provide resource management to enable the organization to focus on enhancing the quality of life for residents and the community now and in the future.
SERVICES PROVIDED
The Administrative Services Department is comprised of four divisions: Finance, Human Resources, Cybersecurity, and Information Technology. The Administrative Services Department is responsible for providing administrative and support services to all the City's operating departments, City Council, advisory bodies, City Manager, employees, and Livermore residents. These services include accounting, budgeting, treasury services, financial reporting, purchasing, payroll, employee and labor relations, benefit administration, recruitment, cyber risk management, and information technology deployment and management.
ACCOMPLISHMENTS
• Issued a Request for Proposal (RFP) for a new Enterprise Resource Planning system to replace the City’s financial and human resources system, selected Tyler Technologies, awarded the contract and began implementation. (Pillar – A City That Works) • Issued Certificates of Participation (COP) to finance the L Street Garage project. (Pillar – A City That Works)
• Introduced AR 47 establishing Remote Work Policy and expanded use of Microsoft Office 365 for Government platform to enable the workforce to work remotely. (Pillar – A City That Works) • Developed a cybersecurity strategic plan. (Pillar – A City That Works) • Completed IT Strategic Plan, Staffing Plan, and Security Assessment and Review plans. (Pillar – A City That Works)
GOALS
• Develop a Succession Planning Program to prepare employees for leadership positions and support career development opportunities. (Pillar – A City That Works, Goal 8, Objective 5) • Successfully negotiate timely and appropriate Memorandums of Understanding (MOU)s with all bargaining units. (Pillar – A City That Works, Goal 8, Objective 8) • Develop or enhance employee wellness programs, including both physical and mental health opportunities and outcomes. (Pillar – A City That Works, Goal 10, Objective 1) • Implement an Enterprise Resource Planning (ERP) system to create workflow approvals, ensure accuracy of payroll and vendor payments, improve data reliability, and improve financial and human resources reporting potential. (Pillar – A City That Works, Goal 11, Objective 5) • Improve information technology (IT) governance and internal controls to ensure the City’s systems are secure. (Pillar – A City That Works, Goal 11, Objective 7) • Develop a Library Technology Strategic Plan. (Pillar – A City That Works, Goal 11, Objective 8) ATTACHMENT 1
107
ADMINISTRATIVE SERVICES DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
108
ADMINISTRATIVE SERVICES DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 5,778,248 $ 6,986,620 $ 7,460,568 $ 7,573,883 Services & Supplies 3,543,506 7,438,833 5,344,096 5,663,506 Capital Outlay 176,035 650,000 650,000 650,000
Total Expenditures $ 9,497,789 $ 15,075,453 $ 13,454,664 $ 13,887,389 Funding Sources
General Fund $ 5,255,073 $ 6,399,461 $ 6,427,458 $ 6,658,061 Special Revenue Funds 3,325 11,000 11,000 11,000
Internal Service Funds 4,239,391 8,664,992 7,016,206 7,218,328 Total Funding Sources $ 9,497,789 $ 15,075,453 $ 13,454,664 $ 13,887,389 Expenditure by Division
Administrative Services $ 566,806 $ 643,164 $ 699,663 $ 726,546 Cybersecurity 718,736 937,340 807,880 957,032
Finance 3,080,697 4,075,293 3,747,406 3,892,039
Human Resources 1,610,895 1,692,004 1,991,389 2,050,476 Information Tecnology 3,520,655 7,727,652 6,208,326 6,261,296 Total Expenditure by Division $ 9,497,789 $ 15,075,453 $ 13,454,664 $ 13,887,389
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
ATTACHMENT 1
109
ADMINISTRATIVE SERVICES DEPARTMENT
BUDGET FY 2023-25
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Services Admin 2.000 2.000 2.000 2.000
Cybersecurity 1.000 1.000 1.000 1.000
Finance 16.500 16.250 17.250 17.250
Human Resources 5.750 6.000 7.000 7.000
Information Technology 9.000 10.000 10.000 10.000
Allocation by Division Total 34.250 35.250 37.250 37.250 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Accounting Supervisor 3.000 3.000 3.000 3.000
Accounting Technician 3.000 3.000 3.000 3.000
Administrative Accounting Technician 2.000
Administrative Services Director 1.000 1.000 1.000 1.000 Administrative Specialist I/II 1.000 1.000 1.000 1.000
Administrative Technician 1.000 1.000 1.000 1.000
Assistant Administrative Services Director/IT Manager 1.000 1.000 1.000 Assistant Finance Manager 1.000 1.000 1.000 1.000
Cyber Security Manager 1.000 1.000 1.000 1.000
Division Clerk 1.000
Finance Manager 1.000 1.000 1.000 1.000
GIS Specialist 1.000
Human Resources Analyst I/II (Conf) 1.000 1.000 2.000 2.000 Human Resources Analyst, Senior (Conf) 1.000 1.000 1.000 1.000 Human Resources Clerk I/II 1.000 1.000 1.000 1.000
Human Resources Manager (Conf) 1.000 1.000 1.000 1.000
Human Resources Technician 1.750 2.000 2.000 2.000
Information Technology Manager 1.000
Information Technology Technician 2.000 2.000 2.000 2.000 Junior Account Clerk/Account Clerk 3.500 3.250 4.250 4.250 Junior Accountant 2.000 2.000 2.000
Management Analyst II 1.000 2.000 2.000 2.000
New Class (IT Engineer/Water SCADA) 1.000 1.000 1.000
Purchasing Specialist 1.000 1.000 1.000 1.000
Senior Account Clerk 1.000 1.000 1.000 1.000
Senior Information Technology Technician 2.000 2.000 2.000 2.000 Senior Management Analyst 1.000 1.000 1.000
Systems Administrator 1.000 1.000 1.000 1.000
Allocation by Position Total 34.250 35.250 37.250 37.250
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
110
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Community Development Department is to promote the community’s quality of life and economic vitality through land use planning; public infrastructure design and construction; protection of public health and safety related to development and transportation; elimination of blight; development of affordable housing; and delivery of targeted human services to vulnerable families, seniors, children, the homeless, and those with special needs.
SERVICES PROVIDED
The Community Development Department is comprised of four divisions: Building & Neighborhood Preservation, Planning, Engineering, and Housing & Human Services. The department is responsible for managing the City’s growth, infrastructure design and construction, protecting environmental/open space, revitalizing downtown, historic preservation, building safety, accessibility and sustainability, property management, neighborhood preservation, affordable housing, and providing funding and oversight for targeted human services. The department also represents the City in a variety of regional and state policy development efforts including housing and transportation planning, building and fire codes, and the Human Services Needs Assessment.
ACCOMPLISHMENTS
• Adopted the Climate Action Plan. (Pillar – Environmental Legacy) • Continued implementation of the Downtown Specific Plan by the closing of escrow on parcels of land and entering into development agreements for the Downtown Hotel, Blackbox Theater, and Blacksmith Square. (Pillar – Inclusive & Inviting Spaces & Places) • Completed and opened Avance which offers 44 units of affordable housing for individuals with developmental disabilities. (Pillar – A Safe Community that Thrives) • Opened the I Street Garage with 274 parking spaces including 12 EV spaces and signs that display real-time parking availability. (Pillar – Inclusive & Inviting Spaces & Places) • Completed over 2,736 plan reviews and performed over 21,468 related inspections. (Pillar – A Safe Community that Thrives)
GOALS
• Implement electronic permit submissions, online payments, and electronic permit issuance. (Pillar – A Safe Community That Thrives, Goal 6, Objective 1)
• Develop an updated sidewalk repair program, focused on both public and private efforts to repair damaged sidewalks. (Pillar – A Safe Community That Thrives, Goal 10, Objective 2) • Implement the Isabel Neighborhood Specific Plan. (Pillar – Economy That Prospers, Goal 4, Objectives 1-3)
• Implement the updated Climate Action Plan, including facilitating expanded use of solar and incorporating energy efficiency measures into improvements to City-owned property. (Pillar – Environmental Stewardship, Goal 1, Objectives 1-14)
• Continue to implement the Downtown Specific Plan. (Pillar – Inclusive & Inviting Spaces & Places, Goal 3, Objectives 1-4)
• Continue to complete the General Plan Update. (Pillar – Inclusive & Inviting Spaces & Places, Goal 4, Objectives 1-4)
• Develop and implement a comprehensive capital improvement program across all infrastructure categories. (Pillar – A City That Works, Goal 14, Objective 2) ATTACHMENT 1
111
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
112
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 11,264,004 $ 11,162,767 $ 14,232,510 $ 14,893,554 Services & Supplies 15,086,367 17,567,094 13,062,783 13,087,022 Capital Outlay - 400,000 350,000 350,000
Total Expenditures $ 26,350,371 $ 29,129,861 $ 27,645,293 $ 28,330,576 Funding Sources
General Fund $ 19,154,923 $ 18,269,875 $ 20,253,814 $ 21,710,966 Special Revenue Funds 7,163,128 9,092,151 7,136,979 6,584,110 Capital Project Funds - 1,739,835 190,000 -
Permanent Funds 32,320 28,000 64,500 35,500
Total Funding Sources $ 26,350,371 $ 29,129,861 $ 27,645,293 $ 28,330,576 Expenditure by Division
Building & Safety $ 3,531,850 $ 4,036,255 $ 4,013,616 $ 4,695,517 Community Development 3,066,406 1,109,428 1,630,576 1,697,485 Engineering 5,631,773 5,708,100 7,701,455 8,283,139
Housing & Human Services 9,616,900 13,433,448 8,933,866 8,315,473 Planning 4,503,442 4,842,630 5,365,780 5,338,962
Total Expenditure by Division $ 26,350,371 $ 29,129,861 $ 27,645,293 $ 28,330,576
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
ATTACHMENT 1
113
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Community Development Admin 3.800 4.000 5.000 5.000
Housing & Human Services 8.200 9.000 9.000 9.000
Engineering 28.500 28.500 29.500 29.500
Planning 12.000 12.000 12.000 13.000
Building 14.000 14.000 15.000 16.000
Allocation by Division Total 66.500 67.500 70.500 72.500 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II (Flex Staffing) 3.500 4.500 4.500 4.500 Administrative Technician 3.000 3.000 4.000 4.000
Assistant City Engineer 2.000 2.000 2.000 2.000
Assistant Community Development Director 1.000
Associate Civil Engineer 6.000 5.000 6.000 6.000
Associate Transportation Engineer 1.000 1.000 1.000
Associate/Assistant Planner (Flex Staffing) 5.000 5.000 5.000 5.000 Building Inspector I/II/III (Flex Staffing) 2.000 2.000 3.000 3.000 Building Official 1.000 1.000 1.000 1.000
City Engineer 1.000 1.000 1.000 1.000
Community Development Director 1.000 1.000 1.000 1.000
Construction Inspection Manager 1.000 1.000 1.000 1.000 Division Clerk 3.000 3.000 3.000 3.000
Engineering Specialist 2.000 2.000 2.000 2.000
Housing & Human Services Manager 1.000 1.000 1.000
Housing Programs Manager 1.000 1.000 1.000 1.000
Human Services Programs Manager 1.000 1.000 1.000 1.000 Inspection & Neighborhood Preservation Manager 1.000 1.000 1.000 1.000 Junior Civil Engineer/Assistant Civil Engineer (Flex Staffing) 3.000 3.000 3.000 3.000 Management Analyst I 2.000 2.000 2.000 2.000
Management Analyst II 1.000 2.000 2.000 2.000
Neighborhood Preservation Officer 2.000 2.000 2.000 3.000 Permit Center Manager 1.000 1.000 1.000 1.000
Permit Technician I/II (Flex Staffing) 3.000 3.000 3.000 3.000 Plan Check Engineer 1.000 1.000 1.000 1.000
Planning Manager 1.000 1.000 1.000 1.000
Principal Planner 2.000 2.000 2.000 3.000
Senior Building Inspector 1.000 1.000 1.000 1.000
Senior Civil Engineer 3.000 3.000 3.000 3.000
Senior Management Analyst 1.000 1.000 1.000
Senior Planner 2.000 2.000 2.000 2.000
Senior Transportation Engineer 1.000 1.000 1.000 1.000
Senior/Associate/Assistant Engineering Tech (Flex Staffing) 7.000 6.000 6.000 6.000 Typist Clerk 1.000
Allocation by Position Total 66.500 67.500 70.500 72.500
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
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FIRE DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Livermore-Pleasanton Fire Department is to provide exceptional and equitable public safety services that protect and enhance life, property, and the environment in collaboration with the communities served.
SERVICES PROVIDED
The department, through the Fire Prevention Bureau, is responsible for minimizing fire risk through positive fire code enforcement and weed abatement. The Operations Bureau prepares for and responds to all emergency fire, medical, rescue and hazardous materials incidents, and conducts annual fire safety inspections for businesses and public education to the broader community. Five of the department’s ten fire companies are based in Livermore’s five fire stations. Each station is strategically located to provide the best possible response time to emergency incidents. The department provides training to community members under its Community Emergency Response Team (CERT) program to improve their safety and self-reliance in emergencies. Lastly, the department plays a key role in the citywide Emergency Operations Plan.
ACCOMPLISHMENTS
• Held first Livermore-Pleasanton Fire Department Fire Academy to receive funding and college credit for training in partnership with Las Positas College. (Pillar – A City That Works) • Replaced self-contained breathing apparatus (SCBA), which had reached the end of their service life. (Pillar – A Safe Community That Thrives)
• Adopted and began implementing a new LPFD Strategic Plan. (Pillar – A City That Works) • With partner agencies, implemented Zonehaven, a communitywide emergency evacuation program. (Pillar – A Safe Community That Thrives)
• Initiated a Diversity, Equity, and Inclusion Assessment that will result in a DEI Strategy. (Pillar – A City That Works)
GOALS
• Enhance the Livermore-Pleasanton Community Emergency Response Team (CERT) Program participation to increase the number of trained community members who are emergency response volunteers in the event of a local or regional disaster. (Pillar – A Safe Community That Thrives, Goal 1, Objective 5)
• Ensure effective fire suppression, prevention, emergency medical and disaster services to meet the evolving needs of communities, including completing a community risk assessment. (Pillar – A Safe Community That Thrives, Goal 5, Objectives 1-5)
• Help mitigate wildfire risks by facilitating measures such as building retrofits and fire-safe landscaping standards. (Pillar – Environmental Stewardship, Goal 1, Objective 3) • Expand partnerships for regional training with other fire departments and community colleges to improve efficiency and minimize and/or reduce fiscal impacts. (Pillar – A City That Works, Goal 8, Objective 4)
ATTACHMENT 1
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FIRE DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
116
FIRE DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 3,855 $ 5,048 $ 5,199 $ 5,355
Services & Supplies 24,300,717 26,157,462 27,838,127 27,804,139 Total Expenditures $ 24,304,572 $ 26,162,510 $ 27,843,326 $ 27,809,494 Funding Sources
General Fund $ 24,298,122 $ 26,138,310 $ 27,819,126 $ 27,785,294 Special Revenue Funds 6,450 24,200 24,200 24,200
Total Funding Sources $ 24,304,572 $ 26,162,510 $ 27,843,326 $ 27,809,494 Expenditure by Division
Administrative & Fire Prevention $ 5,317,261 $ 5,295,070 $ 5,583,207 $ 5,611,533 Emergency Operations 18,987,311 20,867,440 22,260,119 22,197,961 Total Expenditure by Division $ 24,304,572 $ 26,162,510 $ 27,843,326 $ 27,809,494
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Department FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Livermore/Pleasanton Fire 63.500 64.000 64.000 64.000
Allocation by Department Total 63.500 64.000 64.000 64.000 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Manager 0.500 0.500 0.500 0.500
Assistant Fire Marshall 0.500 0.500 0.500 0.500
Battalion Chief 3.000 3.500 3.500 3.500
Deputy Chief 1.500 1.500 1.500 1.500
Emergency Medical Services (EMS) Manager 0.500 0.500 0.500 0.500 Emergency Preparedness Manager 0.500 0.500 0.500 0.500
Fire Captain 15.000 15.000 15.000 15.000
Fire Chief 0.500 0.500 0.500 0.500
Fire Engineer 15.000 15.000 15.000 15.000
Fire Inspector 1.500 1.500 1.500 1.500
Firefighter 6.000 6.000 6.000 6.000
Firefighter/Paramedic 15.000 15.000 15.000 15.000
Hazardous Materials Inspector 1.500 1.500 1.500 1.500
Management Analyst 0.500 0.500 0.500 0.500
Office Assistant 0.500 0.500 0.500 0.500
Office Manager 0.500 0.500 0.500 0.500
Allocation by Position Total 63.500 64.000 64.000 64.000
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
117
FIRE DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
118
GENERAL SERVICES
BUDGET FY 2023-25
MISSION
General Services supports the operations of the City in order to maintain and enable efficient citywide management and administration.
SERVICES PROVIDED
General Services provides goods and services needed on a citywide basis, which is not provided for in a department. Examples of these services and contractual obligations include County property tax administration, a portion of property and casualty insurance not associated with a specific department, debt service payments related to long-term debt, contribution for maintenance and repairs of general government facilities to the Facilities Replacement Project Internal Service Fund, media relations, City publications, and employee communications and events.
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Services & Supplies $ 7,708,560 $ 7,990,174 $ 10,281,834 $ 10,437,713 Total Expenditures $ 7,756,946 $ 8,030,174 $ 10,281,834 $ 10,437,713 Funding Sources
General Fund $ 3,405,929 $ 1,456,673 $ 3,274,834 $ 3,412,713 Debt Service Funds 4,351,017 6,573,501 7,007,000 7,025,000 Total Funding Sources $ 7,756,946 $ 8,030,174 $ 10,281,834 $ 10,437,713 Expenditure by Division
General Services $ 7,756,946 $ 8,030,174 $ 10,281,834 $ 10,437,713 Total Expenditure by Division $ 7,756,946 $ 8,030,174 $ 10,281,834 $ 10,437,713
GENERAL SERVICES EXPENDITURES WITH FUNDING SOURCES
ATTACHMENT 1
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ATTACHMENT 1
120
INNOVATION AND ECONOMIC DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Innovation and Economic Development Department is to make Livermore the best possible place to start or grow a business. The department develops and implements programs to foster a vibrant, innovation-driven business community.
SERVICES PROVIDED
The Innovation and Economic Development Department is the City’s primary point of contact with the business community. The department provides services that support and encourage the creation, growth, and attraction of diverse businesses that provide high quality employment opportunities, ensure long-term financial stability, property value stability, and economic diversity and resiliency, and facilitate desirable private and public amenities and services for residents and visitors. The department supports the i-GATE Innovation Hub, which offers R&D facilities for life sciences and deep tech startups through the Daybreak Labs incubator, as well as a supportive ecosystem of services and partners through the Startup Tri-Valley initiative. The department administers funds for the Art in Public Places Fund and manages the City’s economic incentive, tourism promotion, and small business assistance programs.
ACCOMPLISHMENTS
• Continued to support and provide leadership to the i-GATE Innovation Hub, including implementing its strategic plan, hiring a new executive director, and opening its new facility in Livermore for life sciences and deep tech startups. (Pillar – Economy That Prospers) • Continued to implement the Art in Public Places Program, including three new art projects and management of cultural arts grant programs. (Pillar – Inclusive & Inviting Spaces & Places) • Completed the Creative Livermore- a Framework for the Future of the Arts and Culture in Livermore and toolkit, to assist the City in guiding investments in the arts. (Pillar – Inclusive & Inviting Spaces & Places)
• Formed and implemented the Livermore Valley Wine Heritage District with the purpose of funding marketing and sales promotions and protection efforts for the Livermore Valley wine industry. (Pillar – Economy That Prospers)
• Continued to administer the City’s Incentive Program, assisting three businesses that collectively brought more than $5.8 million in sales tax revenue in FY 2021-22 and provide more than 3,000 jobs in Livermore. (Pillar – Economy That Prospers)
GOALS
• Engage with community partners to enhance and grow Livermore’s tourism economy. (Pillar – Economy That Prospers, Goal 2, Objective 3)
• Work in collaboration with Community Development to implement the Isabel Neighborhood Specific Plan and the development of high-quality commercial, office and residential uses. (Pillar – Economy That Prospers, Goal 4, Objective 1)
• Collaborate with business and community partners to offer Climate Action programs to the community. (Pillar – Environmental Stewardship, Goal 1, Objective 1) • Grow Livermore’s experience economy, specifically within food, beverage, and entertainment industries. (Pillar – Inclusive & Inviting Spaces & Places, Goal 1, Objective 2) • Assist the Commission for the Arts in developing goals and objectives for use of the public art fund and associated programs. (Pillar – Inclusive & Inviting Spaces & Places, Goal 2, Objective 3) ATTACHMENT 1
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INNOVATION AND ECONOMIC DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
122
INNOVATION AND ECONOMIC DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 884,365 $ 925,561 $ 1,080,658 $ 1,097,715 Services & Supplies 2,028,291 1,945,534 2,196,505 2,173,326 Capital Outlay - 50,000 50,000 50,000
Total Expenditures $ 2,912,656 $ 2,921,095 $ 3,327,163 $ 3,321,041 Funding Sources
General Fund $ 2,768,806 $ 2,715,702 $ 3,103,334 $ 3,099,281 Special Revenue Funds 143,850 205,393 223,829 221,760
Total Funding Sources $ 2,912,656 $ 2,921,095 $ 3,327,163 $ 3,321,041 Expenditure by Division
Innovation & Economic Development $ 2,912,656 $ 2,921,095 $ 3,327,163 $ 3,321,041 Total Expenditure by Division $ 2,912,656 $ 2,921,095 $ 3,327,163 $ 3,321,041
INNVOVATION & ECONOMIC DEVELOPMENT
EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Department FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Innovation & Economic Development 4.000 4.000 4.000 4.000 Allocation by Department Total 4.000 4.000 4.000 4.000
Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Innovation & Economic Development Director 1.000 1.000 1.000 1.000 Administrative Clerk I/II (Flex Staffing) 1.000 1.000 1.000 1.000 Economic Development Manager 1.000 1.000 1.000
Management Analyst II 1.000 1.000 1.000 1.000
Senior Management Analyst 1.000
Allocation by Position Total 4.000 4.000 4.000 4.000
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
123
INNOVATION AND ECONOMIC DEVELOPMENT DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
124
LIBRARY DEPARTMENT
BUDGET FY 2023-25
MISSION
The Livermore Public Library connects all people with information, education, and inspiring experiences to support personal growth, enhance quality of life, and build community in Livermore.
SERVICES PROVIDED
The Livermore Public Library is a vital community education resource, supported by the General Fund of the City of Livermore and valued by Livermore community members. The Library includes three divisions: Youth Services, Adult/Public Services, and Technical Services. The Library currently provides multiple points of service for the convenience of library users including the 56,000 square foot Main (Civic Center) Library and two branch libraries, one in the Rincon area of Livermore and another in Springtown. All locations offer books and audiovisual materials, public computers, wireless internet access, and study spaces. The Civic Center Library features a café, the Friends of the Livermore Library bookstore, and community rooms available for public use. In addition to the many resources available for checkout, the Livermore Public Library provides educational and cultural events and classes, including a literacy tutoring program. The Library also utilizes technology to provide additional resources through the Digital Library, available online 24/7.
ACCOMPLISHMENTS
• Added over 40,000 new items to the Library’s collection for community use. (Pillar – A Safe Community That Thrives)
• Facilitated over 790,000 uses of the total collection, a 63% increase over the previous year. (Pillar – A Safe Community That Thrives)
• Offered 706 programs, both online and in person, with nearly 20,000 attendees (Pillar – Inclusive & Inviting Spaces & Places)
• Hosted more than 170,000 visitors to our libraries, and fulfilled nearly 20,000 information requests (Pillar – Inclusive & Inviting Spaces & Places) GOALS
• Promote literacy in all its forms to help people fulfill their life goals and be more active and engaged community members. (Pillar – A Safe Community That Thrives, Goal 12, Objectives 1-4)
• Update observation technology at all Library locations. (Pillar – Inclusive & Inviting Spaces & Places, Goal 8, Objective 1)
• Affirm equity and inclusion by reflecting the diverse local community in services, programs, and staffing. (Pillar – Inclusive & Inviting Spaces & Places, Goal 9, Objectives 1-5) • Coordinate across City departments, the Livermore Valley Joint Unified School District, Livermore Area Recreation and Park District, and other community partners to develop and implement a broad youth in government framework. (Pillar – A City That Works, Goal 7, Objective 1)
• Work with the Livermore Area Youth Advisory Commission to develop ideas for additional youth engagement. (Pillar – A City That Works, Goal 7, Objective 2) ATTACHMENT 1
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LIBRARY DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
126
LIBRARY DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 4,538,053 $ 4,656,832 $ 5,312,144 $ 5,601,000 Services & Supplies 1,837,163 2,079,180 1,868,096 2,175,419 Total Expenditures $ 6,375,216 $ 6,736,012 $ 7,180,240 $ 7,776,419 Funding Sources
General Fund $ 6,274,432 $ 6,474,494 $ 6,910,291 $ 7,516,634 Special Revenue Funds 100,784 261,518 269,949 259,785
Total Funding Sources $ 6,375,216 $ 6,736,012 $ 7,180,240 $ 7,776,419 Expenditure by Division
Library $ 6,375,216 $ 6,736,012 $ 7,180,240 $ 7,776,419 Total Expenditure by Division $ 6,375,216 $ 6,736,012 $ 7,180,240 $ 7,776,419
LIBRARY SERVICES EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Department FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Library 27.350 27.875 27.875 28.875
Allocation by Department Total 27.350 27.875 27.875 28.875 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II (Flex Staffing) 1.000 1.000 1.000 1.000 Administrative Technician 1.000 1.000 1.000 1.000
Assistant Library Services Director 1.000 1.000 1.000 1.000 Librarian I/Librarian II (Flex Staffing) 9.500 10.000 10.000 10.000 Library Assistant 7.850 8.875 8.875 8.875
Library Clerk 2.000 1.000 1.000 1.000
Library Services Director 1.000 1.000 1.000 1.000
Supervising Librarian 2.000 2.000 2.000 3.000
Supervising Library Assistant 1.000 1.000 1.000 1.000
Allocation by Position Total 27.350 27.875 27.875 28.875
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
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LIBRARY DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
128
POLICE DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Livermore Police Department is “Service with Honor; Protection with Purpose,” and the department takes pride in maintaining a high quality of life through a dynamic partnership with the community. The Livermore Police Department is committed to serving the community with the highest level of professionalism. Priorities include Public Safety and Crime Prevention; Accountability and Public Trust; Community Engagement; Quality Service; Innovation and Best Practices; and Employee Development, Wellness, and Succession Planning.
SERVICES PROVIDED
The Livermore Police Department includes three divisions: Operations, Support Services and Special Operations. The Livermore Police Department is responsible for enforcing laws, maintaining public order and managing public safety. The department has several specialized units including Animal Control, Crime Prevention, Criminal Investigations Bureau, Homeless Liaison Unit, K9 Unit, Professional Standards and Training, School Resource Officers that work closely with the school district, and the Traffic Unit. Horizons Family Counseling serves youth and families of the Tri-Valley through counseling, education, and support services. The department also benefits from the generous dedication of over 100 volunteers.
ACCOMPLISHMENTS
• Responded to more than 67,100 incidents including more than 22,700 calls for service and made approximately 1,900 property crime arrests. (Pillar - A Safe Community That Thrives) • Incorporated the new Real Time Crime Center to respond and assist patrol officers in identifying suspects and vehicles during crimes in progress. (Pillar – A Safe Community That Thrives) • Upgraded the 911 phone system and answered over 86,000 phone calls and 18,000 wireless 911 calls. Pillar – A Safe Community That Thrives)
• Expanded the Press Information Unit, increasing social media crime prevention posts, and public service announcements. (Pillar – A Safe Community That Thrives) • Expand school-based services to six Livermore elementary schools to provide more mental health services to students. (Pillar – A Safe Community That Thrives) GOALS
• Evaluate and implement evidence-based crime reduction initiatives and strategies that will reduce crime, reduce fatal and injury collisions, and provide opportunities to improve quality of life. (Pillar – A Safe Community That Thrives, Goal 2, Objective 1)
• Hire a mental health clinician to work with officers in the field. (Pillar – A Safe Community That Thrives, Goal 2, Objective 3)
• Ensure that all officers complete crisis intervention team (CIT) training. (Pillar – A Safe Community That Thrives, Goal 2, Objective 4)
• Conduct a full review of the professional standards scope of work and appropriate staffing levels. (Pillar – A Safe Community That Thrives, Goal 3, Objective 2) • Develop new programs that focus on youth engagement and relationship building. (Pillar – A Safe Community That Thrives, Goal 4, Objective 2)
• Review and evaluate technology to improve safety and improve operational and administrative effectiveness. (Pillar – A City That Works, Goal 11, Objective 9) ATTACHMENT 1
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POLICE DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
130
POLICE DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 34,839,575 $ 35,438,800 $ 39,757,175 $ 41,059,824 Services & Supplies 6,720,232 7,144,284 8,162,304 8,642,402 Capital Outlay 36,857 731,320 163,000 163,630
Total Expenditures $ 41,596,664 $ 43,314,404 $ 48,082,479 $ 49,865,856 Funding Sources
General Fund $ 40,217,787 $ 41,174,116 $ 46,203,001 $ 48,167,171 Special Revenue Funds 1,378,877 2,140,288 1,879,478 1,698,685 Total Funding Sources $ 41,596,664 $ 43,314,404 $ 48,082,479 $ 49,865,856 Expenditure by Division
Police $ 40,662,974 $ 42,130,630 $ 46,867,156 $ 48,624,016 Horizons 933,690 1,183,774 1,215,323 1,241,840
Total Expenditure by Division $ 41,596,664 $ 43,314,404 $ 48,082,479 $ 49,865,856
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
ATTACHMENT 1
131
POLICE DEPARTMENT
BUDGET FY 2023-25
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Horizons 4.000 5.250 5.250 5.250
Police 141.500 142.000 143.000 146.000
Allocation by Division Total 145.500 147.250 148.250 151.250 Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II (Flex Staffing)(Sp Funded) 0.750 0.750 0.750 0.750 Animal Control Officer 2.000 2.000 2.000 2.000
Community Service Spec. (Limited Duration) 1.000 1.000 1.000 1.000 Community Service Specialists 2.500 2.000 2.000 2.000
Crime & Intelligence Analyst 2.000 3.000 3.000 3.000
Crime & Intelligence Analyst, Supervising 1.000
Crime Prevention Specialist 1.000 1.000 1.000 1.000
Crisis Intervention Specialist 1.000 1.000 1.000
Division Clerk 2.000 2.000 2.000 2.000
Family Therapist (Special Funded) 2.250 2.500 2.500 2.500 Information Technology Coordinator 1.000 1.000 1.000 1.000 Police Business Services Manager 1.000 1.000 1.000 1.000 Police Captain 3.000 3.000 3.000 3.000
Police Chief 1.000 1.000 1.000 1.000
Police Clerk 5.000 5.000 6.000 6.000
Police Facility & Equipment Manager 1.000 1.000 1.000 1.000 Police Identification Technician
Police Lieutenant 5.000 5.000 5.000 5.000
Police Media & Community Relations Analyst 1.000 1.000 1.000 1.000 Police Officer 71.000 71.000 71.000 71.000
Police Officer (Special Funded) 2.000 2.000 2.000 4.000 Police Sergeant 14.000 14.000 14.000 14.000
Police Support Services Manager 1.000 1.000 1.000 1.000 Property & Evidence Specialist 2.000 2.000 2.000 2.000
Property & Evidence Specialist, Supervising 1.000 1.000 1.000 1.000 Public Safety Dispatcher 14.000 14.000 14.000 14.000
Senior Police Clerk 1.000 1.000 1.000 1.000
Senior Public Safety Dispatcher 3.000 3.000 3.000 3.000 Supervising Police Clerk 1.000 1.000 1.000 1.000
Supervising Public Safety Dispatcher 2.000 2.000 2.000 2.000 Youth & Family Services Manager - Clincal (SF) 1.000 1.000 1.000 1.000 Allocation by Position Total 145.500 147.250 148.250 151.250
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
132
PUBLIC WORKS DEPARTMENT
BUDGET FY 2023-25
MISSION
The mission of the Public Works Department is to provide responsive, timely, and cost-effective service.
The department is responsible for critical infrastructure and is dedicated to enhancing the environment and contributing to the civic vitality and economic growth of the City.
SERVICES PROVIDED
The Public Works Department is comprised of three divisions: Maintenance, Water Resources, and the Livermore Municipal Airport. The department also manages the City’s Environmental Services and Asset Management programs. Public Works maintains the City's streets, signs, traffic signals, streetlights, and public landscaping. It is also responsible for the municipal airport, City facilities, and vehicle and equipment fleet. Public Works oversees the operation, maintenance, and periodic replacement of the City’s potable water system, sewer collection system, storm drain system, wastewater treatment, and recycled water system, and administers the franchise solid waste and recycling contract.
ACCOMPLISHMENTS
• Migrated asset data into NEXGEN, the enterprise asset and work order management software, and developed a user training program. (Pillar – A City That Works) • Implemented SB 1383 compliance including the Organic Reduction and Recycling Ordinance, coordinating with the Alameda County Department of Environmental Health for food generator inspections, and conducting required residential route inspections, and establishing the City's first Compost Hub to meet procurement requirements. (Pillar – Environmental Stewardship) • Fixed Base Operator completed the second phase of development, which included a 43,333 square-foot office/hangar. (Pillar – Economy That Prospers) • Fleet successfully upgraded, implemented, and trained staff on the new enterprise web-based version of the AssetWorks Fleet Anywhere software. (Pillar – A City That Works) • Completed an update to the City’s Stormwater Master Plan. (Pillar – A Safe Community That Thrives)
GOALS
• Operate and maintain municipal water systems that provide safe, efficient delivery of potable and recycled water, collect and treat wastewater, and comply with all federal, state and local regulations. (Pillar – A Safe Community That Thrives, Goal 11, Objectives 1-4) • Establish drought-friendly landscaping by reducing turf, increasing mulch placement, and implementing irrigation designs that protect legacy trees while adapting to restrictive watering mandates. (Pillar – Environmental Stewardship, Goal 1, Objective 13) • Manage the City’s solid waste contract and develop and implement the City’s recycling program ensuring compliance with state and local regulations and including educating and partnering with local food operators to divert food waste. (Pillar – Environmental Stewardship, Goal 2, Objectives 1-4)
• Acquire and maintain the City’s vehicle fleet and equipment, with an emphasis on switching to zeroemission technology. (Pillar – A City That Works, Goal 14, Objective 4) • Develop and maintain airport runways, taxiways, aprons, and aircraft facilities, including airport property leases. (Pillar – A City That Works, Goal 14, Objective 5) • Launch a digital software application that allows residents, staff and the visiting public to report issues with City facilities, assets or operations. (Pillar – A City That Works, Goal 14, Objective 7) ATTACHMENT 1
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PUBLIC WORKS DEPARTMENT
BUDGET FY 2023-25
ATTACHMENT 1
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PUBLIC WORKS DEPARTMENT
BUDGET FY 2023-25
Actual Projected Budget Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Expenditure Category
Wages & Benefits $ 20,049,243 $ 22,152,602 $ 23,760,396 $ 24,154,649 Services & Supplies 40,086,902 45,130,922 46,613,661 48,945,675 Capital Outlay 876,300 5,711,544 4,136,803 2,979,479
Total Expenditures $ 61,012,445 $ 72,995,068 $ 74,510,860 $ 76,079,803 Funding Sources
General Fund $ 8,673,759 $ 9,185,053 $ 10,083,776 $ 10,163,775 Special Revenue Funds 4,839,724 5,870,784 5,609,144 5,604,885 Enterprise Funds 41,820,387 46,950,884 49,252,518 51,623,453 Internal Service Funds 5,678,575 10,988,347 9,565,422 8,687,690 Total Funding Sources $ 61,012,445 $ 72,995,068 $ 74,510,860 $ 76,079,803 Expenditure by Division
Airport $ 2,912,958 $ 3,572,102 $ 3,603,371 $ 3,751,985 Maintenance 16,502,134 22,812,937 21,739,488 21,075,069 Public Works Administration 2,689,924 3,231,247 3,518,854 3,381,281 Water Resources 38,907,429 43,378,782 45,649,147 47,871,468 Total Expenditure by Division $ 61,012,445 $ 72,995,068 $ 74,510,860 $ 76,079,803
DEPARTMENTWIDE EXPENDITURES WITH FUNDING SOURCES
Positions Positions Positions Positions
Allocation by Division FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Airport 8.500 8.500 8.500 8.500
Maintenance 39.500 39.500 39.500 39.500
Public Works Adminstration 6.000 6.000 6.000 6.000
Water Resources 60.500 61.500 62.500 62.500
Allocation by Division Total 114.500 115.500 116.500 116.500
DEPARTMENTWIDE PERSONNEL ALLOCATION
ATTACHMENT 1
135
PUBLIC WORKS DEPARTMENT
BUDGET FY 2023-25
Positions Positions Positions Positions
Allocation by Position FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Director of Public Works 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II (Flex Staffing) 1.000 1.000 1.000 1.000 Administrative Clerk I/II (Flexible Staffing) 1.500 1.500 1.500 Administrative Technician 3.000 3.000 3.000 3.000
Airport Manager 1.000 1.000 1.000 1.000
Airport Service Attendant 3.500 3.500 3.500 3.500
Asset Management Analyst 1.000 1.000 1.000 1.000
Asset Management Specialist 1.000 1.000 1.000 1.000
Division Clerk 2.000 2.000 2.000 2.000
Electrician 1.000 1.000 1.000 1.000
Facilities Maintenance Wrkr I/Trainee (Flex Staffin 2.000 2.000 2.000 2.000 Groundskeeper I 2.000 2.000 2.000 2.000
Groundskeeper II 4.000 4.000 4.000 4.000
Landscape Maintenance Specialist 4.000 4.000 4.000 4.000 Maintenance & Golf Operations Manager 1.000 1.000 1.000 1.000 Maintenance Worker I 4.000 4.000 4.000 4.000
Maintenance Worker II 3.000 3.000 3.000 3.000
Maintenance Worker III 1.000 1.000 1.000 1.000
Management Analyst II 3.000 2.000 2.000 2.000
Mechanic 4.000 4.000 4.000 4.000
New Class (Watershed Programs Manager) 1.000 1.000 1.000 Parts & Inventory Control Worker 1.000 1.000 1.000 1.000 Parts and Invetory Control Worker 1.000 1.000 1.000 1.000 Public Works Manager 1.000 1.000 1.000 1.000
Public Works Supervisor 8.000 8.000 8.000 8.000
Recycling Specialist 1.000 1.000 1.000 1.000
Senior Account Clerk 1.000 1.000 1.000 1.000
Senior Airport Service Attendant 1.000 1.000 1.000 1.000 Senior Clerk 1.000
Senior Facilities Maintenance Worker 1.000 1.000 1.000 1.000 Senior Management Analyst 1.000 1.000 1.000
Senior Mechanic 1.000 1.000 1.000 1.000
Senior Traffic Signal Technician 1.000 1.000 1.000 1.000 Supervising Facilities Maintenance Worker 1.000 1.000 1.000 1.000 Supervising Groundskeeper 1.000 1.000 1.000 1.000
Traffic Signal Technician/Trainee (Flex Staffing) 2.000 2.000 2.000 2.000 Typist Clerk 0.500
Water Distribution Operations Manager 1.000 1.000 1.000 1.000 Water Distribution Operator III 1.000 2.000 2.000 2.000 Water Distribution Senior Operator 1.000 2.000 2.000 2.000 Water Distribution Supervising Operator 1.000 1.000 1.000 1.000 Water Resources Division Manager 1.000 1.000 1.000 1.000 WD Operator II/I/Trainee (Flex Staffing) 5.000 3.000 3.000 3.000 WR Communications Representative 1.000 1.000 1.000 1.000 WR Coordinator 4.000 3.000 3.000 3.000
WR Coordinator - Electrial & Instrumentation 1.000 1.000 1.000 WR Instrument Control Technician 3.000 3.000 3.500 3.500 WR Lab Technician 2.500 2.500 3.000 3.000
WR Mechanic I 2.000 2.000 2.000 2.000
WR Mechanic II 2.000 2.000 2.000 2.000
WR Operations Manager 1.000 1.000 1.000 1.000
WR Operator Trainee/Grade I/Grade II/Grade III 10.000 10.000 10.000 10.000 WR Source Control Inspector 3.000 3.000 3.000 3.000
WR Supervising Operator 2.000 2.000 2.000 2.000
WR Technical Programs Manager 1.000 1.000 1.000 1.000
WW Collection Systems Worker II/I/Trainee (Flex 7.000 7.000 7.000 7.000 Allocation by Position Total 114.500 115.500 116.500 116.500 DEPARTMENTWIDE PERSONNEL ALLOCATION (Continued)
ATTACHMENT 1
136
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
General Fund
Property Taxes
001 30010 Current Year - Secured $ 49,651,261 $ 53,460,180 $ 57,219,065 $ 59,678,715 001 30020 Current Year - Unsecured 1,804,093 1,866,630 1,983,294 2,062,626 001 30030 Prior Year - Secured 388,446 320,000 340,000 353,600 001 30040 Prior Year - Unsecured 26,050 30,000 31,875 33,150 001 30050 Unitary Utility Tax 426,785 425,000 425,683 442,710 001 30060 Supplemental Secured Roll Current 1,255,702 1,104,505 1,300,000 1,350,000 001 30080 ERAF (12,400,588) (13,268,630) (14,097,919) (14,661,836) 001 30090 RPTTF (1,455,990) (1,542,620) (1,639,034) (1,704,595) 001 30150 Aircraft Taxes 237,422 250,000 265,142 275,748 001 30210 Other Property Taxes 821,796 790,750 790,750 795,000 Total Property Taxes 40,754,977 $ $ 43,435,815 $ 46,618,856 $ 48,625,118 Sales Taxes
001 30300 Sales & Use Tax $ 39,907,361 $ 39,047,000 $ 40,838,113 $ 41,903,316 Total Sales Taxes 39,907,361 $ $ 39,047,000 $ 40,838,113 $ 41,903,316 Franchise Taxes
001 30500 Franchise Tax - Electric $ 655,474 $ 675,000 $ 655,000 $ 655,000 001 30510 Franchise Tax - Gas 319,897 328,000 335,000 350,000 001 30520 Franchise Tax - Cable TV 1,249,947 1,300,000 1,275,000 1,370,000 001 30530 Franchise Tax - Garbage 3,686,782 3,900,000 4,000,000 4,200,000 Total Franchise Taxes 5,912,100 $ $ 6,203,000 $ 6,265,000 $ 6,575,000 Business License Taxes
001 30600 Business License Tax $ 7,469,970 $ 9,400,000 $ 10,000,000 $ 10,500,000 001 306001 Business License Penalty 170,245 41,000 190,000 200,000 001 30602 Business License Registration 36,127 31,000 31,000 35,000 Total Business License Taxes 7,676,342 $ $ 9,472,000 $ 10,221,000 $ 10,735,000 Other Taxes
001 30650 Real Property Transfer Tax $ 1,500,454 $ 1,900,800 $ 1,250,000 $ 1,300,000 001 30670 Transient Occupancy Tax 3,210,941 3,650,000 4,000,000 4,363,812 001 30680 Short Term Rental - - 60,000 63,000
001 30710 Business License Constrution Tax 62,286 300,000 400,000 400,000 001 30720 Industrial Construction Tax 19,688 150,000 200,000 200,000 Total Other Taxes 4,793,369 $ $ 6,000,800 $ 5,910,000 $ 6,326,812 Licenses And Permits
001 31010 Animal Licenses $ 44,633 $ 46,000 $ 43,000 $ 44,000 001 31140 Building Permits 1,535,013 1,600,000 1,700,000 1,700,000 001 31150 Plumbing Gas Permits 151,239 140,000 140,000 140,000 001 31160 Electrical Permits 402,960 300,000 350,000 350,000 001 31170 Mechanical Permits 224,465 235,000 240,000 240,000 001 31300 Street And Curb Permits 170,760 150,000 175,000 180,000 001 31310 Transportation Permit 30,411 25,000 30,000 30,000 001 31460 Police Permits 59,077 60,000 80,000 60,000
001 31470 Fire Code Permits 741,781 450,000 315,000 325,000 001 31480 Hazmat Permits 876,303 475,000 415,000 430,000 001 31495 Short Term Rental Permit - - 15,000 15,000
Total License And Permits 4,236,642 $ $ 3,481,000 $ 3,503,000 $ 3,514,000 Revenue Sources by Fund
ATTACHMENT 1
137
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Fines And Forfeitures
001 32100 Vehicle Code Fines $ 396,177 $ 270,000 $ 285,000 $ 300,000 001 32150 Parking Citations 47,848 85,000 85,000 85,000 Total Fines And Forfeitures $ 444,025 $ 355,000 $ 370,000 $ 385,000 Use Of Money And Property
001 30200 Penalty & Interest On Delinquent Tax $ 163,098 $ 50,000 $ 50,000 $ 50,000 001 33100 Interest Income 1,743,583 750,000 2,500,000 2,750,000 001 33300 Interest Earned Trustee 60 - - -
001 33400 Rental Of City Owned Prop 2,884,619 2,931,813 3,050,265 3,145,260 001 33410 Misc Rental Income 318,543 90,155 87,841 87,841 001 33430 Multi Services Center Rentals 22,754 27,312 25,000 27,500 001 33450 Cell Tower Rent 42,778 47,274 65,275 86,900
Total Use Of Money And Property 5,175,435 $ $ 3,896,554 $ 5,778,381 $ 6,147,501 Intergovernmental Revenues
001 34150 State MVIL $ 105,378 $ 100,000 $ 100,000 $ 100,000 001 34151 VLF Compensation Fund 9,740,455 10,376,507 11,171,236 11,785,654 001 34300 Homeowner Prop Tax Relief Reibursement 199,531 207,601 210,000 213,000 001 34350 Public Safety Aug Fund 688,981 670,000 680,000 690,000 001 34390 State Highway Property Rental 899 900 1,000 1,000 001 34500 Grant Federal 5,503,089 - - -
001 34600 Grant State 129,580 568,658 290,000 140,000
001 34780 EMT Service Area 385,248 390,000 400,000 410,000 001 34860 Post Reimbursement 47,088 50,000 50,000 50,000 001 34870 State Mandated Costs Reimbursement 36,027 500 - - Total Intergovernmental Revenues 16,836,276 $ $ 12,364,166 $ 12,902,236 $ 13,389,654 Other In-Lieu Taxes
001 34910 Housing Authority In Lieu Tax $ 7,783 $ 7,980 $ 7,500 $ 7,500 Total Other In-Lieu Taxes $ 7,783 $ 7,980 $ 7,500 $ 7,500 Charges For Current Services
001 35050 Use And Variance Permits $ 786,901 $ 800,000 $ 700,000 $ 700,000 001 35051 Outdoor Dining Maintenance - 3,500 20,000 20,000 001 35052 Tobacco License Registration 108 37 - -
001 35053 Tobacco License Fee 61,047 62,000 50,000 50,000 001 35100 Sale Of Reports & Publication 350 300 - -
001 35110 Residential Building Records Report 131,627 120,000 90,000 90,000 001 35200 Sale Of Police Reports 18,416 30,000 30,000 30,000 001 35210 Special Police Services 37,172 50,000 50,000 441,878 001 35225 Property & Evidence Fees - 500 500 500
001 35230 Police Vehicle Fees 69,835 100,000 75,000 75,000 001 35235 Police Misc Fees 18,109 17,000 18,000 18,000
001 35240 Police Emergency Response 10,731 10,000 10,000 10,000 001 35300 Animal Shelter Fees & Charges - 500 500 500
ATTACHMENT 1
138
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
001 35350 Engineering Inspection Fees $ 796,171 $ 300,000 $ 700,000 $ 715,000 001 35360 Engineering & Filing Fee 880,351 330,000 450,000 470,000 001 35450 Weed Abatement - 6,765 5,000 5,000
001 35556 Urban Forestry Revenues 650 10,000 5,000 5,000 001 35590 Fire Inspection Fees 194,030 324,730 200,000 210,000 001 355901 Fire Plan Check Fees 5,166 2,080 - -
001 35600 Library Fees 5,108 30,000 20,000 20,000
001 35650 Plan Check Fees 671,826 269,000 700,000 700,000 001 35660 Interfund Charges 3,211,592 3,307,941 3,473,340 3,577,548 001 35700 Assessment District Administration Fee 111,186 110,000 120,000 123,000 001 35705 Bond Monitoring Fee 45,580 45,580 45,000 45,000 001 35890 Citation Revenue 2,717 2,000 2,000 2,000
001 36775 Admin Fee- RDA Dissolution 24,475 19,345 25,000 25,000 001 36780 Administrative Cost Recovery 247,971 400,000 525,000 530,000 001 36829 Fire VA Contract Services 1,143,542 - 692,091 719,775 001 36861 SB 1383 Fees 101,540 100,000 200,000 200,000
001 36915 EDD Art Admin Fee Contribution 13,964 19,000 15,000 15,000 001 38410 Electric Vehicle Chg Fee 2,432 7,000 6,400 6,600 Total Charges For Current Services 7,449,055 $ $ 7,620,820 $ 8,227,831 $ 8,804,801 Other Revenue
001 35620 Library Merchandise 149 500 300 300
001 36770 Police Arrest Recovery - 500 500 500
001 36781 Damage To City Property- Streets 57,186 25,000 25,000 25,000 001 36782 Damage To City Property- Landscape 1,372 2,500 2,500 2,500 001 367901 Police Hosted Trainings - 1,000 500 500
001 36800 Cash Over (Short) 26 - - -
001 36810 Sale Of Surplus Property 63,691 250 - -
001 36860 Miscellaneous Revenue 111,427 15,000 50,000 50,000 001 36910 Contribution Outside Sources - 25,000 - -
001 36970 Police Miscellaneous Revenue 36,592 25,000 30,000 30,000 001 36971 Police Cardroom Revenue 380,076 405,840 420,000 438,000 Total Other Revenue $ 650,519 $ 500,590 $ 528,800 $ 546,800 Total General Fund Revenue 133,843,884 $ $ 132,384,725 $ 141,170,717 $ 146,960,502 Enterprise Funds
Airport
210 33100 Interest Income $ 65,649 $ 21,346 $ 82,218 $ 88,542 210 33400 Rental Of Property 149,831 151,332 155,875 160,552 210 33440 Cattlemen's Lease Revenue 136,013 100,000 150,000 150,000 210 35880 Lighting Conversion Rebate 3,880 - - -
210 381001 Fuel Flowage Fee 125,399 103,100 102,000 102,000 210 38200 Tie Down Fees 19,928 9,250 9,250 9,250
210 38210 Tee Hangars & Shelters 2,500,087 2,585,120 2,726,160 2,809,500 ATTACHMENT 1
139
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
210 38220 Transit Parking Fees $ 5,786 $ 6,000 $ 4,000 $ 4,000 210 38230 Operational Use Fees 45,253 43,000 40,000 40,000 210 38300 Rental Of City Owned Prop 373,332 399,448 424,520 436,952 210 38400 F.B.O. Rent 386,019 397,340 371,010 383,590
210 38410 Electric Vehicle Chg Fee 1,549 900 1,200 1,300 210 38890 Lt Charges 19,080 4,000 15,000 10,000
210 38900 Miscellaneous 13,963 15,000 5,000 5,000
210 38950 Lease Of Airfield 305,607 318,880 339,980 350,190 Total Airport 4,151,376 $ $ 4,154,716 $ 4,426,213 $ 4,550,876 Airport Grant Fund
212 34500 Grant Federal $ - $ 8,145,000 $ - $ -
Total Airport Grant $ 8,145,000 - $ $ - $ -
Storm Water
220 35530 Urban Runoff 1,140,869 1,146,378 1,152,110 1,157,870 220 35890 Citation Revenue - - - -
220 36780 Administrative Cost Rvry 4,486 4,000 4,000 4,000 220 36860 Miscellaneous Revenue 134 - - -
Total Storm Water 1,145,489 $ $ 1,150,378 $ 1,156,110 $ 1,161,870 Storm Drain
221 33100 Interest Income $ 80,348 $ 24,680 $ 86,838 $ 93,518 221 36400 Off-Tract Drainage Fees 119,944 100,000 100,000 16,000 Total Storm Drain $ 200,292 $ 124,680 $ 186,838 $ 109,518 FEMA Storm Drain Reimbursement
222 34500 Grant Federal 682,911 140,000 2,315,000 3,444,000 222 34600 Grant State 182,381 35,000 - -
Total FEMA Storm Drain Reimbursement $ 865,292 $ 175,000 $ 2,315,000 $ 3,444,000 Sewer
230 33100 Interest Income $ 298,102 $ 80,491 $ 294,965 $ 335,154 230 33400 Rental Of Property 750 750 750 750
230 34960 Loan Payment - - - 100,000
230 35490 Source Control Fees 222,648 197,564 206,256 215,332 230 35500 Swr Srvc Chg - Commercial 4,380,943 4,599,990 4,829,990 5,071,489 230 35505 Swr Srvc Chg -Residential 1,082,445 858,996 901,946 947,043 230 35510 Swr Svc Chg- Res Tax Roll 21,960,069 23,058,072 24,210,976 25,421,525 230 35890 Citation Revenue - 3,000 - -
230 36780 Administrative Cost Recovery 48,434 21,000 21,000 21,000 230 36860 Miscellaneous Revenue 4,230 2,000 2,000 2,000 Total Sewer 27,997,621 $ $ 28,821,863 $ 30,467,883 $ 32,114,293 Sewer Replacement
239 33100 Interest Income $ 334,941 $ 107,623 $ 462,798 $ 498,397 Total Sewer Replacement $ 334,941 $ 107,623 $ 462,798 $ 498,397 ATTACHMENT 1
140
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Sewer Connection Fees
241 33100 Interest Income $ 162,261 $ 62,589 $ 171,266 $ 184,441 241 36100 Sewer Connection Fees 689,915 400,000 1,000,000 2,000,000 Total Sewer Connection Fees $ 852,176 $ 462,589 $ 1,171,266 $ 2,184,441 LAVWMA
242 33100 Interest Income $ 24,024 $ 8,968 $ 35,720 $ 38,467 Total LAVWMA $ 24,024 $ 8,968 $ 35,720 $ 38,467
Water
250 33100 Interest Income $ 132,766 $ 44,418 $ 149,233 $ 160,712 250 33450 Cell Tower Rent 38,733 39,900 40,000 40,000
250 36780 Administrative Cost Recovery 2,808 8,000 5,000 5,000 250 36860 Miscellaneous Revenue 351 5,000 3,000 3,000
250 37100 Sale Of Water 16,393,606 16,229,670 17,008,366 17,646,180 250 37110 Sale Of Water - Const 95,613 50,000 51,250 52,531 250 37120 Sale Of Water - Recycled 1,145,631 1,122,207 1,131,580 1,157,040 250 37600 Sale Of Water Mtr-Taxable 1,510 2,500 5,000 5,000 250 37610 Misc Sales-Taxable 1,245 2,500 2,500 2,500
Total Water 17,812,263 $ $ 17,504,195 $ 18,395,929 $ 19,071,963 Water Connection Fees
251 33100 Interest Income $ 12,059 $ 5,326 $ 10,672 $ 11,493 251 36910 Contribution Outside Services - - 450,000 -
251 37700 Water Connection Fees 4,839 47,000 300,000 300,000 Total Water Connection Fees $ 16,898 $ 52,326 $ 760,672 $ 311,493 Water Replacement
259 33100 Interest Income $ 246,661 $ 80,937 $ 305,373 $ 328,863 Total Water Replacement $ 246,661 $ 80,937 $ 305,373 $ 328,863 Total Enterprise Funds 53,647,033 $ $ 60,788,275 $ 59,683,802 $ 63,814,181 Capital Project Funds
Developer Deposits
302 33100 Interest Income $ - $ 6,176 $ 3,012 $ 4,015
Total Developer Deposits $ - $ 6,176 $ 3,012 $ 4,015
Vasco/Ace Connector Rd
304 33300 Interest Earned Trustee $ 87 $ 769 $ - $ -
Total Vasco/Ace Connector Rd $ 87 $ 769 $ - $ -
Traffic Impact Fee
306 33100 Interest Income $ 268,223 $ 95,249 $ 309,448 $ 333,252 306 35540 Interchanange Improvement 878,009 1,200,000 3,200,000 900,000 Total Traffic Impact Fee 1,146,232 $ $ 1,295,249 $ 3,509,448 $ 1,233,252 ATTACHMENT 1
141
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
2022 COP Construction Fund
320 33300 Interest Earned Trustee $ - $ 650,000 $ 1,000,000 $ 300,000 320 36920 Proceeds from Debt - 40,930,127 - -
Total Debt Construction Fund $ 41,580,127 - $ $ 1,000,000 $ 300,000 Tri Valley Transportation Council 20% Fee
321 33100 Interest Income $ 41,600 $ 15,162 $ 43,312 $ 46,644 321 35560 TVTC 20% Fee 43,248 200,000 4,811,700 5,139,000 Total Tri Valley Transportation Council 20% Fee $ 84,848 $ 215,162 $ 4,855,012 $ 5,185,644 Downtown Revitalization Fee
331 35680 Downtown Revitalization Fee $ - $ 200,000 $ 400,000 $ 400,000 Total Downtown Revitalization Fee $ - $ 200,000 $ 400,000 $ 400,000 Human Services Facilities Fee
333 35690 HHS- Facilities Fee $ 18,896 $ 120,000 $ 50,000 $ 50,000 Total HHS- Human Services Facilities Fee $ 18,896 $ 120,000 $ 50,000 $ 50,000 Park Fee- AB 1600
337 33100 Interest Income $ 63,447 $ 32,571 $ 49,395 $ 53,195 337 35750 Park Fee - AB 1600 289,438 1,200,000 3,400,000 6,500,000 Total Park Fee- AB 1600 $ 352,885 $ 1,232,571 $ 3,449,395 $ 6,553,195 Transferable Development Credits
339 36202 Transferable Development Credits $ - $ 2,689,955 $ 3,139,645 $ 7,055,955 Total Transferable Development Credits $ 2,689,955 - $ $ 3,139,645 $ 7,055,955 El Charro Infrastructure Capital Fund
340 36780 Administrative Cost Recovery $ 887 $ - $ - $ - Total El Charro Infrastructure Capital Fund $ 887 $ - $ - $ - Solid Waste And Recycling Impact Fee
344 35555 SW&R Refuse Vehicle Impr $ 1,119,062 $ 2,321,828 $ 1,235,445 $ 1,272,508 344 35557 SW&R Nbhd Prsvtn Prgm Support 186,766 387,502 206,190 212,375 Total Solid Waste And Recycling Impact Fee 1,305,828 $ $ 2,709,330 $ 1,441,635 $ 1,484,883 Total Capital Project Funds 2,909,663 $ $ 50,049,339 $ 17,848,147 $ 22,266,944 Debt Service Funds
2022 COP Series B
422 36920 Proceeds from Debt $ - $ 668,829 $ - $ -
Total 2022 COP $ - $ 668,829 $ - $ -
Total Debt Service Funds $ - $ 668,829 $ - $ -
Permanent Funds
Doolan Canyon Preserved Endowment
500 33300 Interest Earned Trustee $ (69,252) $ 66,244 $ 33,660 $ 33,660 Total Doolan Canyon Preserved Endowment $ (69,252) $ 66,244 $ 33,660 $ 33,660 ATTACHMENT 1
142
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Doolan Canyon N. Open Space
505 33300 Interest Earned Trustee $ - $ - $ 36,500 $ 7,500 Total Doolan Canyon N. Open Space $ - $ - $ 36,500 $ 7,500 Total Permanent Funds $ (69,252) $ 66,244 $ 70,160 $ 41,160 Special Revenue Funds
Host Community Impact Fee
600 38700 HCIF - Altamont 448,660 450,000 450,000 450,000 600 38705 HCIF - Vasco 68,558 70,000 70,000 70,000
Total Host Community Impact Fee $ 517,218 $ 520,000 $ 520,000 $ 520,000 City Street Sweeping
602 35550 Street Sweeping Fee $ 671,301 $ 1,392,816 $ 741,117 $ 763,350 602 35870 MSC Use By LARPD 789 1,000 - -
Total City Street Sweeping $ 672,090 $ 1,393,816 $ 741,117 $ 763,350 Cop Ahead AB3229 Grant
603 33100 Interest Income $ 6,323 $ 2,725 $ 4,836 $ 5,208 603 34600 Police- Grant State Cops Ahead AB 3229 225,258 250,000 240,000 250,000 Total LPD - Cop Ahead AB3229 Grant $ 231,581 $ 252,725 $ 244,836 $ 255,208 State Grant- HHS
605 34600 Grant State $ - $ 913,492 $ 381,000 $ 281,000 Total State Grant- HHS $ - $ 913,492 $ 381,000 $ 281,000 State Grant Fund
607 34600 Grant State $ 189,168 $ 1,062,075 $ 1,344,270 $ 1,530,000 Total State Grant Fund $ 189,168 $ 1,062,075 $ 1,344,270 $ 1,530,000 Public Art Fee
608 34935 Public Art Fee- Other In Lieu Taxes $ 125,679 $ 190,000 $ 150,000 $ 150,000 Total Public Art Fee $ 125,679 $ 190,000 $ 150,000 $ 150,000 Housing Successor Agency
609 33100 Interest Income $ 31,288 $ 9,629 $ 20,234 $ 21,790 609 33300 Interest Earned Trustee 23,911 35,000 - -
609 34960 Loan Payments 110,366 105,000 - -
Total Housing Successor Agency $ 165,565 $ 149,629 $ 20,234 $ 21,790 Horizons Youth Services
610 34500 Grant Federal $ 32,909 $ - $ - $ -
610 35241 Donations 932 3,000 3,000 3,000
610 36410 Counseling 601 Services 586,189 555,000 700,000 700,000 610 36420 Contribution 602 137 - - -
610 36910 Contribution Outside Srcs 30,000 15,000 135,000 135,000 610 369106 Contribution Outside Srcs- Police 162 3,000 500 500 Total Horizons Youth Services $ 650,329 $ 576,000 $ 838,500 $ 838,500 ATTACHMENT 1
143
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Low Income Housing Fund
611 33100 Interest Income $ 80,862 $ 41,838 $ 71,237 $ 76,717 611 33300 Int Earned Trustee 27,172 50,000 - -
611 33400 Rntl Of City Owned Property 23,992 62,605 58,500 58,500 611 34960 Loan Payment 550,832 100,000 100,000 100,000
611 36360 Low Income Housing Fee 1,195,114 1,300,000 400,000 400,000 611 36860 Miscellaneous Revenue - 10,000 - -
611 36910 Low Income Housing Contr Outside 45,115 - - - Total Low Income Housing Fund 1,923,087 $ $ 1,564,443 $ 629,737 $ 635,217 Alameda County - Measure D
612 33100 Interest Income $ 2,789 $ 999 $ 2,474 $ 2,665 612 36250 Measure D Revenue 259,592 570,000 293,550 302,356 Total Alameda County - Measure D $ 262,381 $ 570,999 $ 296,024 $ 305,021 Community Development Block Grant (CDBG)
613 33300 Interest Earned Trustee $ 24,192 $ 3,959 $ 1,500 $ 1,500 613 33400 Rental Of Property - - - -
613 34500 Grant Federal 736,670 432,000 383,624 383,624 613 34960 HHS-Loan Payment 46,803 1,500 1,500 1,500
613 36860 Miscellaneous Revenue 150 - - -
Total Community Dev Block Grant (CDBG) $ 807,815 $ 437,459 $ 386,624 $ 386,624 Landscape Maintenance Districts
614 33100 Interest Income $ - $ 33,299 $ 117,807 $ 126,869 614 36200 Special Assessments 3,609,310 3,853,899 3,969,516 4,088,601 Total Landscape Maintenance Districts 3,609,310 $ $ 3,887,198 $ 4,087,323 $ 4,215,470 Federal Grant
615 33100 Interest Income $ - $ - $ 620,000 $ 1,500,000 Total Federal Grant $ - $ - $ 620,000 $ 1,500,000
Used Oil Recycling Grant
617 34600 Used Oil Recycling State Grant $ 11,801 $ 24,200 $ 24,200 $ 24,200 Total Used Oil Recycling Grant $ 11,801 $ 24,200 $ 24,200 $ 24,200 Asset Seizure - Adjudicated
619 33100 Police- Interest Income $ 4,052 $ 7,367 $ 12,003 $ 12,926 619 34500 Grants Federal - 10,000 - -
619 36910 Contribution Outside Sources 22,017 10,000 50,000 50,000 Total LPD - Asset Seizure - Adjudicated $ 26,069 $ 27,367 $ 62,003 $ 62,926 Social Opportunity Endowment
620 33100 HHS- SOEF Interest Income $ 1,766 $ 885 $ 1,240 $ 1,335 Total HHS-Social Opportunity Endowment $ 1,766 $ 885 $ 1,240 $ 1,335 Bullet Proof Vest Reimbursement Grant
621 34500 Grant Federal $ 17,691 $ 15,000 $ 15,000 $ 15,000 Total BJA - Bullet Proof Vest Reimbursement Grant $ 17,691 $ 15,000 $ 15,000 $ 15,000 ATTACHMENT 1
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REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
CalHOME Reuse Grant
622 33300 Interest Earned Trustee $ 13,723 $ 10,000 $ - $ - 622 34960 Loan Payment 47,916 40,000 40,000 40,000
Total Calhome Reuse Grant $ 61,639 $ 50,000 $ 40,000 $ 40,000 CHFA Homebuyer Assistance
624 34650 Grant Local Government $ - $ 120,000 $ 1,326,000 $ 14,150,000 Total HHS-CHFA Homebuyer Assistance $ - $ 120,000 $ 1,326,000 $ 14,150,000 Treasury Asset Seizure
625 33100 Interest Income $ 8,152 $ - $ 5,434 $ 5,852
Total DOJ Asset Seizure $ 8,152 $ - $ 5,434 $ 5,852
CHFA Homebuyer Assistance
626 33300 Interest Earned Trustee $ 83 $ 100 $ - $ -
626 34960 Loan Payment 2,345 1,000 1,000 1,000
Total HHS-CHFA Homebuyer Assistance $ 2,428 $ 1,100 $ 1,000 $ 1,000 DOJ Asset Seizure
627 33100 Interest Income $ 12,557 $ - $ 8,371 $ 9,014
Total DOJ Asset Seizure $ 12,557 $ - $ 8,371 $ 9,014
Mortgage Assistance
628 33300 Interest Earned Trustee $ 10,083 $ 5,000 $ - $ - 628 34960 Loan Payment 98,469 40,000 60,000 60,000
Total HHS-Mortgage Assistance $ 108,552 $ 45,000 $ 60,000 $ 60,000 CA Beverage Container Grant
630 34600 Beverage Container State Grant $ 49,845 $ 44,000 $ 22,000 $ 22,000 Total Ca Beverage Container Grant $ 49,845 $ 44,000 $ 22,000 $ 22,000 HUD EDI Special Grant Federal
633 33300 Interest Earned Trustee $ 416 $ 200 $ - $ -
633 34960 Loan Payment 27,920 500 90,000 90,000
Total HHS-Hud EDI Special Grant Federal $ 28,336 $ 700 $ 90,000 $ 90,000 LPD - Federal Grants
635 34500 Grant Federal $ 120,677 $ 148,629 $ 131,381 $ 35,635 635 369106 Outside Contribution-Every 15 Min 1,400 5,000 - - Total LPD- Federal Grants $ 122,077 $ 153,629 $ 131,381 $ 35,635 California Begin Program
637 33300 Interest Earned Trustee $ 16,295 $ 5,000 $ - $ - 637 34960 Loan Payment 44,406 30,000 90,000 120,000
Total HHS-California Begin Program $ 60,701 $ 35,000 $ 90,000 $ 120,000 Vehicle Impound Program
641 35230 Vehicle Impound Prgm Fees $ 30,175 $ 30,000 $ 30,000 $ 30,000 Total LPD - Vehicle Impound Program $ 30,175 $ 30,000 $ 30,000 $ 30,000 ATTACHMENT 1
145
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Open Space Acquisition and Management
642 33100 Interest Income $ 33,661 $ 10,350 $ 38,857 $ 41,846 642 36810 Sale Of Surplus Property 2,500 250,000 4,000,000 - Total Open Space $ 36,161 $ 260,350 $ 4,038,857 $ 41,846 CASP Certificate & Training
645 30604 Earned Rev SB1186 ADA $ 14,295 $ 15,500 $ 15,000 $ 15,000 645 33100 Interest Income - - 1,261 1,358
Total CASP Cert & Training $ 14,295 $ 15,500 $ 16,261 $ 16,358 Gas Taxes
650 33100 Interest Income $ 79,821 $ 14,989 $ 111,160 $ 119,711 650 34190 State Gas Tax - 2105 504,440 475,000 575,447 621,483 650 34200 State Gas Tax - 2106 297,710 277,000 320,931 346,605 650 34210 State Gas Tax - 2107 602,823 600,000 691,188 746,483 650 34220 State Gas Tax - 2107.5 - 7,500 7,500 7,500
650 34230 State Gas Tax- 2103 719,254 665,000 868,989 938,508 Total Gas Taxes 2,204,048 $ $ 2,039,489 $ 2,575,215 $ 2,780,290 Gas Tax-SB1
651 33100 Interest Income $ 45,122 $ - $ 57,598 $ 62,029 651 34195 State Gas Tax- 2107-SB1 1,816,614 1,660,000 2,167,817 2,341,242 Total Gas Tax-SB1 1,861,736 $ $ 1,660,000 $ 2,225,415 $ 2,403,271 Federal Street Grants
656 34500 Grant Federal Streets $ 104,740 $ - $ - $ -
Total Federal Street Grants $ 104,740 $ - $ - $ -
PEG Capital Fees
665 36902 PEG Capital Fee- Cable TV $ 250,634 $ 250,000 $ 250,000 $ 250,000 Total Peg Capital Fees $ 250,634 $ 250,000 $ 250,000 $ 250,000 Solid Waste & Recycling
667 35551 SW&R Monitor & Enforcement 240,128 498,218 335,101 273,054 Total Solid Waste & Recycling $ 240,128 $ 498,218 $ 335,101 $ 273,054 Federal Home Grant Program
671 34500 Grant Federal 119,010 177,907 152,413 152,413 Total HHS-Federal Home Grant Program $ 119,010 $ 177,907 $ 152,413 $ 152,413 Library Donations Fund
672 35630 Library- Gift Donation Fund $ 58,192 $ 80,000 $ 100,000 $ 100,000 Total Library Donations Fund $ 58,192 $ 80,000 $ 100,000 $ 100,000 Library Foundation Grant
673 34600 Grant State $ 66,584 $ 80,000 $ 90,000 $ 90,000 673 35640 Library- PLP Revenue 7,402 34,000 47,000 47,000 Total Library Foundation Grant $ 73,986 $ 114,000 $ 137,000 $ 137,000 ATTACHMENT 1
146
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
MTC - Federal TDA
674 34600 Grant State $ - $ 580,000 $ 580,000 $ -
Total Mtc - Federal TDA $ - $ 580,000 $ 580,000 $ -
Livermore's Promise Grant
676 34600 Grant State $ 28,238 $ - $ - $ -
Total Livermore's Promise Grant $ 28,238 $ - $ - $ -
Measure B-Bike/Pedestrian
677 33100 Interest Income $ 4,483 $ 3,007 $ 5,788 $ 6,233 677 34980 Bike & Pedestrian Path Revenue 277,061 250,000 - - Total Measure B-Bike/Pedestrian $ 281,544 $ 253,007 $ 5,788 $ 6,233 Measure B-Local Streets and Roads
678 33100 Interest Income $ 23,300 $ 7,948 $ 28,261 $ 30,435 678 36950 Local Streets and Roads 1,032,815 900,000 - - Total Measure B-Local Streets and Roads 1,056,115 $ $ 907,948 $ 28,261 $ 30,435 State Street Grants
680 34600 Grant State $ - $ 1,380,000 $ 1,080,000 $ -
Total State Street Grants $ 1,380,000 - $ $ 1,080,000 $ - Local Vehicle Registration Fee
681 33100 Interest Income $ 10,472 $ 1,927 $ 15,775 $ 16,988 681 34750 Local Vehicle Registration Fee 405,050 300,000 369,539 380,625 Total Local Vehicle Registration Fee $ 415,522 $ 301,927 $ 385,314 $ 397,613 Police Donations Fund
683 32410 Police- Pal Program $ - $ 500 $ - $ -
683 32420 Police- Misc Donations 1,350 2,500 3,000 3,000 683 32440 Police- Occupant Protection - 500 500 500
683 32450 K-9 Donation 31 500 500 500
683 32460 CPA Alumni Assoc Donation 1,500 2,500 500 500 683 32470 Youth Programs Donation - 500 500 500
683 32490 Strike Night Dinner - 500 500 500
Total Police Donations Fund $ 2,881 $ 7,500 $ 5,500 $ 5,500 Measure BB-Bike/Pedestrian
687 33100 Interest Income $ 5,816 $ 2,608 $ 10,694 $ 11,517 687 34980 Bike/Pedestrian Path Revenue 379,562 220,000 551,332 567,872 Total Measure BB-Bike/Pedestrian $ 385,378 $ 222,608 $ 562,026 $ 579,389 Measure BB-Local Streets And Roads
688 33100 Interest Income $ 29,786 $ 7,708 $ 53,344 $ 57,447 688 36950 Measure BB Local Streets And Roads 1,556,219 800,000 2,304,537 2,373,673 Total Measure BB-Local Streets and Roads 1,586,005 $ $ 807,708 $ 2,357,881 $ 2,431,120 ATTACHMENT 1
147
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
El Charro Maintenance CFD2012-1
696 33100 Interest Income $ - $ - $ 29,648 $ 31,929
696 36200 Speical Assessments - 438,189 451,335 464,875 Total El Charro Maint CFD2012-1 $ - $ 438,189 $ 480,983 $ 496,804 Other Maintenance CFD's
697 33100 Interest Income $ - $ - $ 21,571 $ 23,231
697 36200 Speical Assessments - 277,946 277,946 277,946 Total Other Maint CFD's $ - $ 277,946 $ 299,517 $ 301,177 Surplus Ad Closeout
698 36910 Contribution Outside Services $ 9,044 $ 9,044 $ - $ - Total Surplus Ad Closeout $ 9,044 $ 9,044 $ - $ -
Special Revenue Funds 18,423,669 $ $ 22,346,058 $ 27,781,826 $ 36,471,645 Internal Service Funds
Risk Management - Liability
700 36880 Claims Settlement $ 74,823 $ - $ - $ -
700 36960 Interdepartmental Revenue 4,000,000 4,450,000 4,499,990 4,499,989 Total Risk Management - Liability 4,074,823 $ $ 4,450,000 $ 4,499,990 $ 4,499,989 Risk Management - Workers Comp Insurance
710 36780 Administrative Cost Recovery $ 2,388 $ - $ - $ - 710 36880 Claims Settlement - 5,000 - -
710 36960 Interdepartmental Revenue 1,009,855 1,865,006 1,474,566 1,521,020 Total Risk Management - Workers Comp Insurance 1,012,243 $ $ 1,870,006 $ 1,474,566 $ 1,521,020 Information Technology
720 35710 GIS Service Chg Recovery $ 490,000 $ 490,000 $ 519,972 $ 519,972 720 36960 Interdepartmental Revenue 4,980,000 4,980,000 1,500,024 5,500,020 Total Information Technology 5,470,000 $ $ 5,470,000 $ 2,019,996 $ 6,019,992 Cyber Security
725 36960 Interdepartmental Revenue $ 1,115,000 $ 1,115,000 $ 330,060 $ 950,088 Total Cybersecurity 1,115,000 $ $ 1,115,000 $ 330,060 $ 950,088 Fleet & Equipment Services
730 36780 Administrative Cost Rvry - 100 - -
730 36783 Fleet- Damage To City Prop 7,785 80,000 1,000 1,000 730 36810 Sale Of Surplus Property 6,824 2,500 10,000 10,000 730 36811 Sale of Surplus Vehicles 20,815 75,000 75,000 75,000 730 36840 Fleet- Outside Billing 399,829 350,000 390,000 400,000 730 36860 Miscellaneous Revenue - 250 250 250
730 36960 Interdepartmental Revenue 3,932,224 4,052,039 4,603,992 4,694,484 730 38100 Sale Of Gasoline 506,397 400,000 500,000 520,000 Total Fleet & Equipment Services 4,873,874 $ $ 4,959,889 $ 5,580,242 $ 5,700,734 ATTACHMENT 1
148
REVENUES
BUDGET FY 2023-25
Fund Account No. & Description
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Revenue Sources by Fund
Facilities Rehabiliation Program
740 35715 Energy Saving Prog Recovery $ 355,712 $ 553,268 $ - $ - 740 35717 Contra Revenue (553,268) - - -
740 35870 MSC Use By LARPD 115,608 376,000 125,000 125,000 740 36960 Interdepartmental Revenue 2,000,000 2,000,000 2,000,000 2,000,000 Total Facilities Rehab Program 2,471,320 $ $ 2,376,000 $ 2,125,000 $ 2,125,000 Total Internal Service Funds 19,017,260 $ $ 20,240,895 $ 16,029,854 $ 20,816,823 $ 227,772,257 $ 286,544,365 $ 262,584,506 $ 290,371,255 Less Internal Service Funds 19,017,260 20,240,895 16,029,854 20,816,823 $ 208,754,997 $ 266,303,470 $ 246,554,652 $ 269,554,432 ATTACHMENT 1
149
REVENUES
BUDGET FY 2023-25
PROPERTY TAX
Property tax has historically been one of the top two largest revenue sources for the City's General Fund, along with sales tax revenue. During FY 2012-13, the local real estate market started to rebound from the recession resulting in an increase in property tax and assessed valuation. In FY 2016-17 and FY 2017-18, property tax revenues grew mainly due to the improved real estate market, additional development, and recapture of remaining assessed valuation reductions experienced during the economic downturn. From FY 2018-19 to FY 2021-22, property tax revenue grew due to development and rising home prices as housing demand exceeded available inventory. The City has projected increases of 7.3% for FY 2023-24 and 4.3% for FY 2024-25 based upon estimates provided by the County Assessor.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$0
$10
$20
$30
$40
$50
$60 Millions Millions
Property Tax Revenue vs. Assessed Valuations
Property Tax Revenue Assessed Valuations
ATTACHMENT 1
150
REVENUES
BUDGET FY 2023-25
EDUCATIONAL REVENUE AUGMENTATION FUND (ERAF) LOSS HISTORY ERAF is the mechanism by which the State of California uses local entity property tax revenue to meet the State's statutory requirement to fund education. The City is anticipating additional ERAF losses of between $14.1 million and $14.7 million in each of the fiscal years covered in the current Financial Plan. The cumulative loss of property tax revenue to the City of Livermore since the inception of ERAF in fiscal year 1992-93 is a staggering $190.1 million through FY 2021-22 with additional ERAF losses of the former Redevelopment Agency totaling an additional $2.7 million. $0
$2
$4
$6
$8
$10
$12
$14
$16 Millions
ERAF Takeaways by the State
ATTACHMENT 1
151
REVENUES
BUDGET FY 2023-25
SALES TAX
Sales tax has historically been one of the top two largest revenue sources for the City's General Fund, along with property tax revenue. Sales tax revenue is volatile and fluctuates with economic trends.
The City receives a 1% share of all taxable sales generated within its borders. Sales taxes are imposed on the total retail price of tangible personal property and are authorized under the Constitution, Article XIII §29, Cal. §7200, §37101. The California Department of Tax and Fee Administration, under the 1955 Bradley-Burns Uniform Local Sales and Use Tax Law, administers sales taxes. On March 2, 2004, California voters approved Prop 57, the California Economic Recovery Bond Act. The measure authorized $15 billion in state bonds, which were to be repaid without any increase in taxes. This was implemented via the "Triple Flip" of sales taxes and reduced the City's sales tax rate by 1/4 of one cent as of July 1, 2004. In turn, these monies were returned to the City by Alameda County through the Sales and Use Tax Compensation Fund (SUTCF). The state bonds were paid off in full in FY 2015-16 that eliminated the "Triple Flip" sales tax for property tax exchange. Sales tax growth in FY 2016-17 reflects the restoration of the full 1% rate on taxable sales with the conclusion of the "Triple Flip" in FY 2015-16. The City experienced a decline of 7.6% in sales tax revenue for FY 2019-20 due to the statewide shelter-in-place directive in response to the COVID-19 pandemic. Sales tax began to rebound in FY 2020-21 as restrictions were lifted and the economy began to recover. Sales tax revenue is projected to grow by 4.5% in FY 2023-24 and 2.5% in FY 2024-25. $0
$10
$20
$30
$40
$50 Millions
Sales and Use Tax and Sales Tax Comp Fund Revenues
Sales & Use Tax Sales Tax Comp Fund
ATTACHMENT 1
152
REVENUES
BUDGET FY 2023-25
GARBAGE FRANCHISE FEE
Franchise fee revenues are based on franchisee gross revenues, which are largely a function of rates and customer usage. With an increased focus on recycling, new revenue growth will likely be coming primarily from fee increases and new development adding to the customer base. Waste Management, also known as the Livermore Dublin Disposal Company, was the City’s service provider through June 2010. The City received 10% of gross revenues. In July 1, 2010 the City entered into a new franchise agreement with Livermore Sanitation Inc. The new agreement increased franchise fees from 10% to 11% of gross revenue in FY 2010-11. In addition, the relatively high post-recession growth in this revenue source is attributed to the rate increase, new development, and expansion of customer base.
In December 2022, Livermore Sanitation, Inc. was purchased by Waste Connections, Inc. Projected revenue increases reflect higher than average CPI indices used to calculate annual rate adjustments. $0.0
$1.0
$2.0
$3.0
$4.0
$5.0 Millions
Garbage Franchise Revenue
ATTACHMENT 1
153
REVENUES
BUDGET FY 2023-25
CABLE TELEVISION FRANCHISE FEE
Franchise fee revenues are based on franchisee gross revenues, which are largely a function of rates and customer usage. With more alternatives available for cable television, new revenue growth will likely be coming primarily from increases in the rates and customer base. Prior to January 2007, the City of Livermore was the local franchising authority for cable television. With the passage of the Digital Infrastructure and Video Competition Act of 2006 (DIVCA), the California Public Utilities Commission became the sole cable television franchising authority. DirecTV and Comcast both now hold franchise agreements for the City of Livermore cable television services with the state. DIVCA still requires both franchise holders to pay the City 5% of their gross revenues on a quarterly basis from providing services in the City. FY 2000-01 contains a one-time adjustment of $403,170 to reflect GASB 33 revenues for the January – June 2001 period. This revenue source started declining in FY 2017-18 due to an increase in entertainment options afforded by changes in technology. Projected revenue is forecast to be flat as the franchisees are now offering streaming services so customer moves to other entertainment options should be offset by rate increases. $-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6 Millions
Cable Franchise Revenue
ATTACHMENT 1
154
REVENUES
BUDGET FY 2023-25
ELECTRIC AND GAS FRANCHISE TAXES
For general law cities, the Broughton Act restricts city collection of franchise payments to 2% of gross annual receipts. The Franchise Act of 1937 has a 2% cap, but includes a minimum fee of .5% for electric franchises or 1% for gas franchises operating within the city limits. Pacific Gas and Electric (PG&E) is the City of Livermore service provider. These Franchise Taxes remain a stable revenue source for the City's General Fund.
$0
$100
$200
$300
$400
$500
$600
$700 Thousands
Electric and Gas Franchise Revenues
Electric Gas
ATTACHMENT 1
155
REVENUES
BUDGET FY 2023-25
BUSINESS LICENSE TAX
The recession had a negative impact on business license tax revenue beginning in fiscal year 2008-09 which lasted five years. Additionally, fiscal year 2011-12 was impacted by the loss of one of the City’s traditionally larger business license tax generators which moved outside of the City. Business license revenues began to recover beginning in FY 2012-13 but then declined starting in FY 2019-20 due to the shelter-in-place directive in response to the COVID-19 pandemic. The effect of the COVID-19 pandemic shelter in place directive is also reflected in the dip in business licenses in FY 2020-21 and FY 2021-22 as many retail shops and restaurants closed. Large revenue growth from FY2020-21 to FY 2022-23 reflects gradual recovery from the pandemic business restrictions and the addition of new business license generators. Busines license revenue projected for FY 2023-24 and FY 2024-25 reflects a return to an average annual growth rate.
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
$0
$2
$4
$6
$8
$10
$12 Millions
Business License Revenue vs. Number of Licenses
Business License Revenue Number of Licenses
ATTACHMENT 1
156
REVENUES
BUDGET FY 2023-25
TAX ON RESIDENTIAL CONSTRUCTION (TORC) / INDUSTRIAL CONSTRUCTION (TOIC) In 1982, the TORC tax was imposed under Livermore Municipal Code (LMC) §3.08.640 upon the construction of residential units in the city. The tax rate is 1.75% of the cost of construction and not less than $650/unit. In 1995 a refund of four prior years of revenues was made in the amount of $1,428,887 in settlement of a lawsuit by developers based on violations of the special tax provisions of the California Constitution. In 1984, the TOIC tax was imposed under LMC §3.08.750 upon the construction of industrial units in the city. The tax rate is 1.75% of the cost of construction. Starting FY 2005-06, the development of residential and industrial properties was severely impacted by the economy resulting in much lower revenue levels since the height of the real estate market.
Development increased from FY 2014-15 through FY 2017-18, although they still fluctuated from year to year. Beginning in FY 2018-19, revenue declined sharply due to fewer development projects, the COVID-19 pandemic, supply chain issues, and high inflation. During the projected budget cycle, the City anticipates a mild recovery due to anticipated new development in the pipeline. $0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0 Millions
Tax on Residential (TORC) / Industrial Construction Revenue (TOIC)
TORC TOIC
ATTACHMENT 1
157
REVENUES
BUDGET FY 2023-25
TRANSIENT OCCUPANCY TAX (TOT)
Transient Occupancy Tax is imposed on persons staying 30 days or less in a lodging facility. The tax is authorized under Revenue and Taxation Code §7280-7281. The tax rate in Livermore is 8% and was changed from 6.5% on October 1, 1983. The recession economic recovery, fueled by commercial and residential development, began in FY 2012-13 and had a positive impact on hotel room stays. Revenue growth was trending steadily upward due to a combination of higher occupancy levels and higher room rates until FY 2019-20. Sharp declines were experienced in FY 2019-20 and FY 2020-21 due to the statewide shelter-in-place directive in response to the COVID-19 pandemic. Gradual revenue recovery to the FY 2018-19 level began in FY 2021-22 and is projected for the remainder of the budget cycle due to a combination of the opening of two new hotels in the fall of 2020 and loosening of COVID-19 pandemic restrictions.
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
$5.0 Millions
Transient Occupancy Tax Revenues vs Total Number of Hotel Rooms Transient Occupancy Tax Total Number of Hotel Rooms
ATTACHMENT 1
158
REVENUES
BUDGET FY 2023-25
DOCUMENTARY TRANSFER TAX
The Documentary Transfer Tax is imposed on any real estate transfer of ownership and is authorized under the Revenue and Taxation Code §11911-11929. These taxes are collected by Alameda County at the rate of $1.10 per $1,000 of valuation. As a general law city, Livermore receives one-half of the amounts collected and the County keeps the other half. The large increase in FY 2004-05 was due to the California housing boom occurring at that time, and also includes the effects of increased local building, as well as increased sales prices of existing properties. This revenue source has fluctuated during recent years and that trend is projected to continue during the budget cycle as low housing inventory reduces the number of transactions while home sales prices have soared. $0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0 Millions
Documentary Transfer Tax Revenue
ATTACHMENT 1
159
REVENUES
BUDGET FY 2023-25
MOTOR VEHICLE LICENSE FEE
The State Revenue and Taxation code imposes an annual license fee of 2% of the market value of motor vehicles in lieu of a local motor vehicle property tax. Due to the State budget act of 2004, the timing of the payments and the method of calculation has changed dramatically. The majority of Motor Vehicle In-Lieu Tax revenue was replaced by Property Tax In-Lieu of Vehicle License Fee revenue, although for reporting purposes, it is still considered Motor Vehicle In-Lieu Tax revenue. In an effort to balance their budget, the State of California passed SB89 which, effective July 1, 2011, eliminates the allocation of the non-Property Tax In-Lieu portion of Vehicle License Fee revenue to Cities. This results in a reduction of revenue for the City of approximately $450,000 per year. $0
$2
$4
$6
$8
$10
$12 Millions
Vehicle License Fee (VLF) and VLF Comp Fund Revenues
VLF VLF Comp Fund
ATTACHMENT 1
160
REVENUES
BUDGET FY 2023-25
WATER REVENUE
Water services for the entire City of Livermore are provided by two water retailers. The Livermore Municipal Water (LMW) utility serves approximately one-third of the City and California Water Service Company serves the balance of the City. The LMW utility purchases treated potable water from wholesaler Zone 7 Water Agency, and then distributes the water to customers in the LMW service area. LMW has a combined residential and commercial customer base of approximately 10,600 accounts. Each potable water bill consists of the following components: a flat rate City meter service charge (based on the size of meter), a City consumption charge (based on the amount of water used), a pass-through Zone 7 meter charge, and a pass-through Zone 7 consumption charge. Effective January 1, 2017, the wholesale rate structure was changed by Zone 7 to include fixed and volumebased components. The LMW utility passes through both the wholesale fixed charge to customers according to size of meter on their property, and the wholesale volume-based rate. LMW residential customers are billed for consumption based on two tiers, while the commercial accounts are billed for consumption based on a uniform unit charge. The LMW utility also provides recycled water that is used for irrigation, fire protection, and for some dual-plumbed domestic uses (toilets). This recycled water is produced at the City's Water Reclamation Plant and therefore recycled customers do not pay any Zone 7 charges. Recycled water customers are billed the same meter charge as potable customers.
8,800
9,000
9,200
9,400
9,600
9,800
10,000
10,200
10,400
10,600
10,800
$0
$5
$10
$15
$20
$25 Millions
Municipal Water Revenue vs. Number of Active Accounts
Municipal Water Revenue Number of Active Accounts
ATTACHMENT 1
161
REVENUES
BUDGET FY 2023-25
SEWER REVENUES
Sewer revenues are generated for collection, treatment, and disposal of wastewater. The City of Livermore Sewer Enterprise serves all residential and business customers within the City limits. All service charges are based on the strength and quantity of sewage generated by the customer.
Commercial accounts are billed monthly based on the amount of water used and their industrial classification. Residential customers are billed annually via the Alameda County Property Tax Roll.
Residential charges are based on expected usage and strength of sewage of the class as a whole and customers pay a "flat rate" each year. Starting on July 1, 2023, Single Family Residential property owners pay $818.76 per year which equates to $68.23 per month. Multiple Family Residential and Condominium property owners pay $669.96 per year which equates to $55.83 per month. Commercial accounts pay a fixed monthly service charge of $30.87 plus a rate based on the amount of water consumed which ranges from $5.16 per CCF (100 cubic feet) to $11.64 per CCF depending on the industrial classification. In addition to these rates, the City also collects sewer service charges from certain industrial customers and permit fees from permitted commercial and industrial customers. $0
$5
$10
$15
$20
$25
$30
$35 Millions
Sewer Revenue
ATTACHMENT 1
162
REVENUES
BUDGET FY 2023-25
AIRPORT REVENUES
Airport Rent revenues are primarily comprised of short and medium term hangar and tie-down space rents as well as Fixed Base Operator (FBO) ground rent. Approximately 20% of lease revenue is received from non-aviation businesses located on Airport property. The Airport leases 393 hangar units and has approximately 150 aircraft tie-down spaces available. Approximately 460 aircraft are currently based at the Airport and all hangar units are occupied. Due to demand for hangar space, staff maintains a hangar waiting list. When the full-service FBO took over fuel sales in mid FY 2015-16, the Airport started collecting Fuel Flowage Fees, which account for approximately 2% of revenues. $0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0 Millions
Airport Revenues
Fuel Sales Rent Revenue
ATTACHMENT 1
163
REVENUES
BUDGET FY 2023-25
LICENSES & PERMITS
The California Constitution gives cities authority to charge for license and permit fees as a means of recovering the cost from regulation. The fees that make up the Licenses & Permits are as follows:
Animal Licenses, Building Permits, Plumbing Permits, Electrical Permits, Mechanical Permits, Street and Curb Permits, Transportation Permits, Police Permits, Fire Code Permits, and Hazmat Permits.
For the City, the Building Permits make up about 50% of License and Permit revenue collected.
Revenues grew from FY 2014-15 to FY 2017-18 as the economy came out of the Great Recession and both residential and commercial development surged. The revenue spike in FY 2021-22 reflects a onetime catch up of more than one year of fire code and hazmat permits delayed by the COVID-19 pandemic and a process conversion. The projected years are fairly flat due to a slowdown in development activity.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5 Millions
Licenses and Permits
ATTACHMENT 1
164
REVENUES
BUDGET FY 2023-25
CHARGES FOR CURRENT SERVICES
Charges for services are revenues that arise from charges to customers or applicants who purchase, use, or directly benefit from the goods, services, or privileges provided. The fees are usually set through a cost recovery study done by the City. The majority of the City’s charges for current services are from the following categories: Use and Variance Permits, Engineering Inspection & Filing fees, Fire Inspection fees, Plan Check Fees, Administrative Cost Recovery, Fire Contract Services, and Interfund Charges for CIP projects. The increase in revenue in FY 2015-16 is primarily composed of increases in Engineering Inspection & Filing fees, planning and permit fees related to the residential and commercial development surge. Since FY 2017-18, the City experienced a drop in revenues as the economy started to slow.
$0
$2
$4
$6
$8
$10
$12 Millions
Charges for Current Services
ATTACHMENT 1
165
REVENUES
BUDGET FY 2023-25
WATER AND SEWER CONNECTION FEES
The Water connection fees provide water storage facilities and transmission system improvements that are needed to serve new developments and connections to the potable or recycled water system of the City. Fees are charged based on the size of the meter being installed. Fees are developed during the utility master planning process. The Sewer connection fees provide for the construction and expansion of the City’s wastewater system, inclusive of the treatment plant, disposal system and collection system trunk lines. It includes treatment for wastewater to recycled water as well as treatment for disposal.
Fees are charged based on a single family, multiple family or commercial building. Annual growth rates for both water and sewer connection fees are subject to the cyclical nature of development and the economy.
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6 Millions
Water Connection
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0 Millions
Sewer Connection
ATTACHMENT 1
166
REVENUES
BUDGET FY 2023-25
TRAFFIC IMPACT FEE
Established to account for construction of interchange and local street improvement projects identified in the City’s Traffic Impact Fee Study. Rates are charged to developers on new construction and vary by type of project. The projected revenues are based on how many units the City expects to be built in the upcoming years per the Engineering Department. FY 2019-20 revenue increased due to the development of a large supply distribution center. In FY 2023-24, revenue is projected to increase due to planned residential multi-family housing, hotel and commercial development projects. $0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0 Millions
Traffic Impact Fee
ATTACHMENT 1
167
REVENUES
BUDGET FY 2023-25
PARK FEE – AB 1600
Established to account for acquisition and construction of trail and park facilities necessary to accommodate new development. Projects are included in the City’s General Plan, City and Livermore Area Recreation and Park District (LARPD) Trails Master Plan, and LARPD’s Park Master Plan. The revenue is generated from fees charged to developers. Fees vary based on type of project that is being constructed. Annual growth rates are subject to the cyclical nature of development and the economy. $0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0 Millions
Park Fee - AB1600
ATTACHMENT 1
168
REVENUES
BUDGET FY 2023-25
TRANSFERABLE DEVELOPMENT CREDITS
A revenue fund established in 2003 per Livermore Municipal code 3.27 to account for in lieu fees paid by residential developers. The in lieu fees finance open space acquisition in fee title or conservation easement for permanent protection of agriculture and other open space lands in the north Livermore area. Annual reveue is subject to the cyclical nature of development and the economy. Projected revenue reflects several projects with land use entitlements approved in FY 2021-22 and FY 2022-23, including Lassen Road townhomes, Triad East/West, Shea, Cornerstone and Harridge. $0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0 Millions
Transferable Development Credits
ATTACHMENT 1
169
REVENUES
BUDGET FY 2023-25
LOW INCOME HOUSING FEE
Low Income Housing fee is collected from developers during construction of residential and commercial projects. The fee provides for land acquisition, construction and acquisition of residential units, which are affordable to low-income households. Fees vary based on type of project that is being constructed.
Annual growth rates are subject to the cyclical nature of development and the economy. $0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0 Millions
Low Income Housing Fee
ATTACHMENT 1
170
REVENUES
BUDGET FY 2023-25
RENTAL OF CITY OWNED PROPERTY
Over 80% of the revenue comes from subterranean property use. The General Fund is charging the utilities (Water, Sewer & Stormwater) a rent for the cost of the City of Livermore's right of way (ROW) applicable to the City's underground utilities based upon a study done in July 2009 by MGT of American, Inc. The rents are adjusted annually by CPI. The remaining revenue comes from monthly rental income from commercial properties that the City owns, primarily Las Positas Golf Course. The golf course lease began during FY 2018-19.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0 Millions
Subterranean and Commercial Rent
Subterranean Commercial
ATTACHMENT 1
171
REVENUES
BUDGET FY 2023-25
STATE GAS TAX
Gas Tax Revenue comes from the State and is apportioned to the City. It can be used for local street/road construction and maintenance. The State sets the Gas Tax rates and imposes per-gallon excise taxes on gasoline and diesel fuel, sales taxes on gasoline and diesel fuel and registration taxes on motor vehicles with allocations dedicated to transportation purposes. The City has authority to decide which projects to use the money for, as long as it meets the general criteria set out by the State.
Gas tax revenues are projected by the State.
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0 Millions
Gas Tax Revenue
Gas Tax SB1
ATTACHMENT 1
172
EXPENDITURES
BUDGET FY 2023-25
Department, Division and Budget Unit (Short Key)
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
CITY COUNCIL
1101 CITY COUNCIL $ 258,747 $ 213,752 $ 183,989 $ 238,984 CITY COUNCIL TOTAL $ 258,747 $ 213,752 $ 183,989 $ 238,984
CITY MANAGER DEPARTMENT
1103 CITY MANAGER ADMINISTRATION $ 1,918,691 $ 1,840,863 $ 1,779,044 $ 1,900,491 1104 COMMUNICATION & PUBLIC OUTREACH - 565,151 708,417 860,930 1107 EMERGENCY OPERATIONS 337,041 356,553 408,281 407,625 CITY MANAGER DIVISION TOTAL $ 2,255,732 $ 2,762,567 $ 2,895,742 $ 3,169,046 1301 CITY CLERK $ 1,263,252 $ 1,281,378 $ 1,389,090 $ 1,465,824 1302 RECORDS MANAGEMENT 264,261 374,919 340,166 270,691 1303 CITY ELECTIONS 105,727 333,923 33,666 433,783
CITY CLERK DIVISION TOTAL $ 1,633,240 $ 1,990,220 $ 1,762,922 $ 2,170,298 CITY MANAGER DEPARTMENT TOTAL $ 3,888,972 $ 4,752,787 $ 4,658,664 $ 5,339,344
CITY ATTORNEY DEPARTMENT
1201 CITY ATTORNEY ADMINISTRATION $ 2,138,236 $ 2,080,414 $ 2,484,810 $ 2,615,082 CITY ATTORNEY DEPARTMENT TOTAL $ 2,138,236 $ 2,080,414 $ 2,484,810 $ 2,615,082
ADMINISTRATIVE SERVICES DEPARTMENT
1801 ADMINISTRATIVE SERVICES ADMINISTRATION $ 566,806 $ 643,164 $ 699,663 $ 726,546 ADMINISTRATIVE SERVICES ADMINISTRATION TOTAL $ 566,806 $ 643,164 $ 699,663 $ 726,546 1403 GENERAL ACCOUNTING $ 1,658,824 $ 2,813,613 $ 2,476,685 $ 2,592,077 1404 BUSINESS LICENSES 320,009 254,896 290,321 296,109
1405 PAYROLL SERVICES 339,896 304,726 283,966 291,042
1406 ACCOUNTS PAYABLE 360,706 313,654 277,031 283,699
1407 LIVERMORE WINE HERITAGE DISTRICT 583 - 5,000 5,000 1409 PURCHASING 397,354 377,404 403,403 413,112
FINANCE DIVISION TOTAL $ 3,077,372 $ 4,064,293 $ 3,736,406 $ 3,881,039 1701 HUMAN RESOURCES $ 1,610,895 $ 1,692,004 $ 1,991,389 $ 2,050,476 HUMAN RESOURCES DIVISION TOTAL $ 1,610,895 $ 1,692,004 $ 1,991,389 $ 2,050,476 ADMINISTRATIVE SERVICES DEPARTMENT TOTAL $ 5,255,073 $ 6,399,461 $ 6,427,458 $ 6,658,061
GENERAL SERVICES DEPARTMENT
1450 GENERAL SERVICES $ 3,405,929 $ 1,456,673 $ 3,274,834 $ 3,412,713 GENERAL SERVICES DEPARTMENT TOTAL $ 3,405,929 $ 1,456,673 $ 3,274,834 $ 3,412,713
LIBRARY DEPARTMENT
1901 LIBRARY ADMINISTRATION $ 2,096,743 $ 2,192,250 $ 2,176,331 $ 2,526,432 1902 LIBRARY PUBLIC SERVICES 2,344,054 2,410,877 2,598,330 2,857,781 1903 LIBRARY TECHNOLOGYNICAL SERVICES 1,504,533 1,531,397 1,579,367 1,615,985 1904 SPRINGTOWN BRANCH 42,908 67,164 53,052 53,063
1905 RINCON BRANCH 286,194 272,806 503,211 463,373
LIBRARY DEPARTMENT TOTAL $ 6,274,432 $ 6,474,494 $ 6,910,291 $ 7,516,634 General Fund Expenditures
ATTACHMENT 1
173
EXPENDITURES
BUDGET FY 2023-25
Department, Division and Budget Unit (Short Key)
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
General Fund Expenditures
COMMUNITY DEVELOPMENT DEPARTMENT
2001 COMMUNITY DEVELOPMENT ADMINISTRATION $ 3,066,406 $ 1,109,428 $ 1,630,576 $ 1,697,485 COMMUNITY DEVELOPMENT ADMINISTRATION TOTAL $ 3,066,406 $ 1,109,428 $ 1,630,576 $ 1,697,485 2002 COMMUNITY DEVELOPMENT HOUSING $ 2,436,259 $ 2,519,055 $ 2,449,653 $ 2,403,500 2004 LIVERMORE VILLAGE MAINTENANCE 18,417 97,343 94,710 94,490 5010 MULTISERVICE CENTER 154,382 352,589 347,924 358,773 HOUSING & HUMAN SERVICES DIVISION TOTAL $ 2,609,058 $ 2,968,987 $ 2,892,287 $ 2,856,763 8050 BUILDING ADMINISTRATION $ 1,169,354 $ 1,266,256 $ 950,068 $ 1,456,228 8051 INSPECTION & ENFORCEMENT 788,217 1,102,045 1,202,907 1,178,610 8052 PERMIT PROC & PLAN REVIEW 1,067,767 1,056,705 1,126,186 1,144,355 8053 NEIGHBORHOOD PRESERVATION 506,512 611,249 734,455 916,324 BUILDING DIVISION TOTAL $ 3,531,850 $ 4,036,255 $ 4,013,616 $ 4,695,517 8150 PLANNING ADMINISTRATION $ 1,235,784 $ 1,223,907 $ 976,368 $ 1,388,701 8151 CURRENT PLANNING 762,649 705,985 819,840 972,719
8152 ADVANCE PLANNING 2,416,658 2,709,213 3,482,072 2,919,042 PLANNING DIVISION TOTAL $ 4,415,091 $ 4,639,105 $ 5,278,280 $ 5,280,462 8101 ENGINEERING ADMINISTRATION $ 1,511,840 $ 1,548,685 $ 1,048,032 $ 1,706,884 8103 TRAFFIC OPERATIONS & BIKES AND PEDESTRIANS 549,690 851,769 738,544 742,799 8104 BART JPA & REGIONAL TRANSPORTATION 376,099 81,321 48,497 53,697 8105 DESIGN ENGINEERING 1,044,601 602,658 792,617 828,897 - 1,283,969 - 1,275,326
8107 CONSTRUCTION ENGINEERING 861,114 681,838 827,270 850,733 8108 DEVELOPMENTAL ENGINEERING 963,229 1,726,585 1,677,159 1,696,233 8109 WATER ENGINEERING 110,850 9,597 9,385 10,923
8110 WATER RES. ENGINEERING 115,095 13,647 13,582 15,247 ENGINEERING DIVISION TOTAL $ 5,532,518 $ 5,516,100 $ 6,439,055 $ 7,180,739 TOTAL COMMUNITY DEVELOPMENT DEPARTMENT $ 19,154,923 $ 18,269,875 $ 20,253,814 $ 21,710,966
INNOVATION & ECONOMIC DEVELOPMENT DEPARTMENT
5001 ECONOMIC DEVELOPMENT $ 2,317,198 $ 1,187,435 $ 1,748,774 $ 1,742,402 5002 I-GATE 330,003 269,345 8,654 9,587
5003 CULTURAL ARTS 117,510 115,076 17,060 18,446
5004 ECONOMIC INCENTIVE PROGRAM 4,095 1,143,846 1,328,846 1,328,846 INNOVATION & ECONOMIC DEV DEPARTMENT TOTAL $ 2,768,806 $ 2,715,702 $ 3,103,334 $ 3,099,281
POLICE DEPARTMENT
6001 MANAGEMENT SUPPORT SERVICES $ 4,102,737 $ 4,307,432 $ 5,443,607 $ 5,553,187 6002 COMMUNICATIONS 3,846,709 3,637,601 4,075,269 4,168,079 6003 RECORDS & SUPPORT 1,050,362 1,104,920 1,397,532 1,377,262 6004 PROPERTY & EVIDENCE 516,342 608,645 620,760 742,866 6005 FACILITY MAINTENANCE - 372,614 - 580,070
6007 TRAFFIC 1,854,434 1,679,600 1,778,599 1,833,397
6008 PATROL 20,191,562 20,660,709 22,570,073 23,210,379 6009 SPECIAL OPERATIONS 1,206,057 1,092,835 1,974,561 2,033,581 6010 POLICE INFORMATION TECHNOLOGY 1,837,901 2,037,538 2,028,477 2,290,599 6011 VEHICLE ABATEMENT 180,618 155,772 172,343 176,660
6012 ANIMAL CONTROL 721,181 684,757 836,725 875,484
6014 SCHOOL RELATED - POLICE 667,763 1,005,908 833,601 1,060,086 6015 CRIMINAL INVESTIGATIONS 4,042,121 4,198,399 4,098,840 4,265,521 POLICE DEPARTMENT TOTAL $ 40,217,787 $ 41,174,116 $ 46,203,001 $ 48,167,171 ATTACHMENT 1
174
EXPENDITURES
BUDGET FY 2023-25
Department, Division and Budget Unit (Short Key)
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
General Fund Expenditures
PUBLIC WORKS DEPARTMENT
7201 PUBLIC WORKS ADMINISTRATION $ 353,284 $ 330,047 $ 429,659 $ 458,061 7202 ENERGY/ENVIRONMENTAL PROGRAM 7,000 304,141 297,200 312,200 7203 ASSET MANAGEMENT 756,017 842,247 1,204,798 1,115,152 7204 SB-1383 CAL RECYCLE GRANT 900 129,580 87,580 -
7408 LAS POSITAS GOLF COURSE 155,851 145,557 146,205 146,471 8201 SPRINGTOWN OPEN SPACE 42,161 35,528 58,808 59,002
PUBLIC WORKS ADMINISTRATION TOTAL $ 1,315,213 $ 1,787,100 $ 2,224,250 $ 2,090,886 7102 LANDSCAPE AREA MAINTENANCE $ 2,126,547 $ 2,443,701 $ 2,754,354 $ 2,721,011 7103 STREET TREE MAINTENANCE 566,316 523,566 734,888 745,765 7301 STREET LIGHTING 2,006,997 1,832,199 1,604,158 1,670,552 STREET LIGHTING TOTAL $ 4,699,860 $ 4,799,466 $ 5,093,400 $ 5,137,328 7401 MAINTENANCE ADMINISTRATION $ 961,336 $ 962,917 $ 992,402 $ 1,032,368 7402 STREET MAINTENANCE 1,563,778 1,498,055 1,637,606 1,746,830 7403 TRAFFIC CONTROL 133,572 137,515 136,118 156,363
MAINTENANCE TOTAL $ 2,658,686 $ 2,598,487 $ 2,766,126 $ 2,935,561 TOTAL PUBLIC WORKS DEPARTMENT $ 8,673,759 $ 9,185,053 $ 10,083,776 $ 10,163,775
FIRE DEPARTMENT
8001 FIRE ADMINISTRATION $ 3,993,145 $ 3,828,425 $ 3,979,912 $ 4,013,564 8002 FIRE INSPECTION 1,317,666 1,442,445 1,579,095 1,573,769 8003 EMERGENCY MEDICAL SERVICES 139,889 141,667 154,488 154,362 8005 FIRE SUPPRESSION 18,847,422 20,725,773 22,105,631 22,043,599 FIRE DEPARTMENT TOTAL $ 24,298,122 $ 26,138,310 $ 27,819,126 $ 27,785,294 TOTAL GENERAL FUND $ 116,334,786 $ 118,860,637 $ 131,403,097 $ 136,707,305 ATTACHMENT 1
175
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
001 001 GENERAL FUND $ 116,334,786 $ 118,860,637 $ 131,403,097 $ 136,707,305 TOTAL GENERAL FUND $ 116,334,786 $ 118,860,637 $ 131,403,097 $ 136,707,305 210 2109 AIRPORT DEBT SVC - COP $ 144,245 $ 309,512 $ 309,826 $ 309,214 210 2110 AIRPORT ADMINISTRATION 1,378,934 1,590,008 1,579,254 1,728,013 210 2120 AIRFIELD & FACILITIES MNT 821,561 1,017,118 1,006,304 994,485 210 2130 PRODUCT EXPENSE - 12,542 11,952 12,780
210 2140 HANGAR & TIEDOWN 568,218 642,922 696,035 707,493 TOTAL AIRPORT FUND $ 2,912,958 $ 3,572,102 $ 3,603,371 $ 3,751,985 220 2200 STORM WATER ADMIN $ 1,896,999 $ 2,276,652 $ 2,506,920 $ 2,657,768 220 2210 STORMWATER MNTNC 628,621 527,411 629,746 628,045 220 2221 STREAM MAINTENANCE 515,397 392,576 572,574 581,700 TOTAL STORM WATER FUND $ 3,041,017 $ 3,196,639 $ 3,709,240 $ 3,867,513 221 2211 STORM DRAIN OPERATING $ 123,621 $ 11,206 $ 7,291 $ 6,294 TOTAL STORM DRAIN FUND $ 123,621 $ 11,206 $ 7,291 $ 6,294 230 2300 SEWER ADMIN $ 5,116,261 $ 4,958,587 $ 4,812,946 $ 5,300,308 230 2310 COLLECTION SYS MAINT 2,065,253 2,262,543 2,376,862 2,452,773 230 2321 SEWER CUSTOMER ACCOUNTS 586,589 629,381 698,252 725,411 230 2322 WRP OPERATIONS 4,750,627 5,502,043 5,989,904 6,018,575 230 2323 PLANT MAINTENANCE 1,916,432 3,039,216 3,299,415 3,392,620 230 2324 RECYCLED WATER PRODUCTION 306,052 512,322 444,086 463,659 230 2330 SOURCE CONTROL 320,886 641,232 563,185 600,042 230 2340 WRP LABORATORY 708,295 752,320 892,748 911,674 TOTAL SEWER FUND $ 15,770,395 $ 18,297,644 $ 19,077,398 $ 19,865,062 239 2391 RENWL & REPLCMT- MAINT $ 72,263 $ 375,968 $ 274,804 $ 281,883 239 2392 RENWL & REPLCMT - COLLECT 283,039 384,773 387,480 388,962 TOTAL SEWER REPLACEMENT FUND $ 355,302 $ 760,741 $ 662,284 $ 670,845 241 2411 SEWER CONNECTION OPS $ 45,369 $ 61,350 $ 21,706 $ 21,706 TOTAL SEWER CONNECTION FEE FUND $ 45,369 $ 61,350 $ 21,706 $ 21,706 242 2420 LAVWMA $ 3,805,256 $ 3,269,440 $ 3,552,701 $ 3,730,243 TOTAL LAVWMA FUND $ 3,805,256 $ 3,269,440 $ 3,552,701 $ 3,730,243 250 2500 ADMINISTRATIVE & GEN EXP $ 3,051,908 $ 2,973,049 $ 2,993,715 $ 3,303,641 250 2509 WATER DEBT SVC- COP 106,600 346,816 346,639 346,527 250 2510 SOURCE OF WATER SUPPLY 9,501,191 10,378,337 11,048,962 11,715,487 250 2520 WATER PUMPING 322,639 387,436 415,837 440,187
250 2530 WATER TRANS & DIST 1,812,293 2,194,685 2,158,378 2,227,487 250 2540 WATER CUSTOMER ACCOUNTS 724,075 778,920 891,707 916,757 TOTAL WATER FUND $ 15,518,706 $ 17,059,243 $ 17,855,238 $ 18,950,086 251 2511 WATER CONNECTION OPS $ 4,435 $ 132,066 $ 164,357 $ 160,500 TOTAL WATER CONNECTION FEES FUND $ 4,435 $ 132,066 $ 164,357 $ 160,500 259 2591 RENWL&REPLCMT-WATER $ 243,328 $ 590,453 $ 598,932 $ 599,219 TOTAL WATER REPLCEMENT FUND $ 243,328 $ 590,453 $ 598,932 $ 599,219 306 3061 TRAFFIC IMPACT FEE OPS NON CIP $ - $ 80,000 - $ $ - TOTAL TRAFFIC IMPACT FEE FUND $ - $ 80,000 - $ $ -
320 3201 2022 COP CONSTRUCTION FUND $ - $ - $ - $ -
TOTAL 2022 COP CONSTRUCTION FUND $ - $ - $ - $ -
Citywide Expenditures
ATTACHMENT 1
176
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Citywide Expenditures
333 3331 HUMAN SVC FACILITY-1 $ 1,620,135 - $ $ 30,000 $ - 3332 HUMAN SVC FACILITY-2 119,700 - - -
TOTAL OTHER CAPITAL PROJECTS FUND $ 1,739,835 - $ $ 30,000 $ - 337 3371 PARK FEE OPERATING $ - $ 80,000 - $ $ -
PARK FEE-AB1600 FUND $ - $ 80,000 - $ $ -
416 4160 2020 COP SERIES A $ 475,000 $ 497,300 $ 530,000 $ 550,000 TOTAL 2020 COP SERIES A FUND $ 475,000 $ 497,300 $ 530,000 $ 550,000 417 4170 2020 COP SERIES B $ 3,876,017 $ 3,882,372 $ 3,885,000 $ 3,885,000 TOTAL 2020 COP SERIES DS FUND $ 3,876,017 $ 3,882,372 $ 3,885,000 $ 3,885,000 422 4221 2022 COP DEBT SERVICE $ 2,193,829 - $ $ 2,592,000 $ 2,590,000 TOTAL 2022 COP DS FUND $ 2,193,829 - $ $ 2,592,000 $ 2,590,000 500 5030 DOOLAN CANYON PRESERVE ENDOWMENT $ 32,320 $ 28,000 $ 28,000 $ 28,000 TOTAL DOOLAN CANYON PRESERVE ENDOWMENT FUND$ 32,320 $ 28,000 $ 28,000 $ 28,000 505 5050 DOOLAN CANYON N OPEN SPACE $ - $ 36,500 - $ $ 7,500 TOTAL DOOLAN CANYON N OPEN SPACE FUND $ - $ 36,500 - $ $ 7,500 600 6990 HOST COMMUNITY IMPACT FEE $ 40,229 $ 30,514 $ 35,720 $ 37,735 TOTAL HOST COMMUNITY IMPACT FEE FUND $ 40,229 $ 30,514 $ 35,720 $ 37,735 602 6020 CITY STREET SWEEPING $ 725,374 $ 671,052 $ 494,700 $ 529,186 TOTAL CITY STREET SWEEPING FUND $ 725,374 $ 671,052 $ 494,700 $ 529,186 603 6013 COPS AHEAD GRANT AB3229 $ 177,036 $ 196,960 $ 266,525 $ 274,129 TOTAL COPS AHEAD GRANT AB 3229 FUND $ 177,036 $ 196,960 $ 266,525 $ 274,129 605 6013 COPS AHEAD GRANT AB3229 $ 61,375 $ 432,677 $ 300,000 $ 200,000 605 6013 COPS AHEAD GRANT AB3229 - - - -
605 6013 COPS AHEAD GRANT AB3229 419,440 - 81,000 81,000 TOTAL STATE GRANT - HHS FUND $ 61,375 $ 852,117 $ 381,000 $ 281,000 607 6073 CA DOJ TOBACCO GRANT $ 185,607 $ 211,038 $ - $ - 607 6074 CALTRANS GRANT 42,475 152,525 - -
607 6075 WELLNESS GRANT - 64,000 - -
607 6076 USFWL HCP GRANT Q2230009 - 325,000 - 325,000
TOTAL STATE GRANT FUND $ 228,082 $ 363,563 $ 389,000 $ 325,000 608 6081 PUBLIC ART PROJECTS $ 136,650 $ 155,115 $ 158,320 $ 156,235 608 6082 OUTREACH PROGRAMS 4,500 34,278 49,509 49,525
608 6083 MINIGRANTS 2,700 16,000 16,000 16,000
TOTAL PUBLIC ART FEE FUND $ 143,850 $ 205,393 $ 223,829 $ 221,760 609 6091 SUCCESSOR L/M ACTIVITIES $ 604,562 $ 1,458,360 $ 500,715 $ 715 TOTAL HOUSING SUCCESSOR AGENCY FUND $ 604,562 $ 1,458,360 $ 500,715 $ 715 610 61101 YOUTH SVCS - GRANT $ 4,970 $ 14,500 $ 26,000 $ 26,000 610 61102 YOUTH SVCS - CITY 928,720 1,169,274 1,188,323 1,214,840 610 6114 HORIZON-DONATION PGMS - - 1,000 1,000
TOTAL HORIZONS FUND $ 933,690 $ 1,183,774 $ 1,215,323 $ 1,241,840 ATTACHMENT 1
177
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Citywide Expenditures
611 6119 PROPERTY MANAGEMENT $ 17,233 $ 540,862 $ 397,154 $ 397,160 611 61120 HSG ACQUIS SERVICE 80,164 158,166 131,732 131,809 611 61123 TVH DOMESTIC VIOL SHELTER - 24,000 24,000 24,000 611 61124 TVH HOMELESS SHELTER 232,103 30,000 30,000 30,000 611 61125 SENIOR HOUSING REHAB SVC - 100,000 - 100,000
611 61126 HOUSING COUNSELING 20,148 21,357 500 510
611 61127 HSG RENTAL ASSISTANCE 33,203 25,343 25,480 25,490 611 61128 LOAN ACQUISITION 4,337,970 4,272,469 3,215,050 3,174,860 611 61130 HOMELESS SERVICES 125,556 130,000 130,000 130,000 TOTAL LOW INCOME HOUSING FUND $ 4,846,377 $ 5,202,197 $ 4,053,916 $ 4,013,829 612 6120 MEASURE D $ 313,635 $ 433,117 $ 423,636 $ 426,811 TOTAL WASTE MANAGEMENT FUND $ 313,635 $ 433,117 $ 423,636 $ 426,811 613 61301 ADMIN EXP FOR CDBG PROG $ 92,377 $ 188,725 $ 170,057 $ 171,845 613 61302 SECTION 108 LOAN REPAYMT 740,582 300,375 266,320 262,986 613 61303 HSG REHAB PROG HOMEOWNERS 440,651 189,800 57,545 57,545 TOTAL CDBG GRANT FUND $ 1,273,610 $ 678,900 $ 493,922 $ 492,376 614 61408 LANDSCAPE DISTRICTS $ 828,450 $ 1,152,661 $ 1,212,064 $ 1,241,739 614 61410 DOWNTOWN LMD 362,387 345,548 370,749 376,658
614 999999 LMD BUDGET 1,658,348 1,796,097 1,860,022 1,916,212 TOTAL LMD FUND $ 2,849,185 $ 3,294,306 $ 3,442,835 $ 3,534,609 615 6151 FEMA $ - $ 300,000 - $ $ 300,000
TOTAL COVID-19 FEDERAL GRANT FUND $ - $ 300,000 - $ $ 300,000 617 8007 USED OIL RECYCLING $ 6,450 $ 24,200 $ 24,200 $ 24,200 TOTAL USED OIL RECYCLING GRANT FUND $ 6,450 $ 24,200 $ 24,200 $ 24,200 619 6030 FED ASSET SEIZURE ADJDCTD $ 132,000 - $ $ - $ - 619 6031 NON FED ASSET SEZR ADJUD - 1,715 2,400 2,449
TOTAL ASSET SEIZURE FUND $ 133,715 - $ $ 2,400 $ 2,449
620 6200 SOEF $ 65,418 $ 81,266 $ 1,920 $ 1,808
SOCIAL OPPTORTUNITY ENDOWNMENT FUND $ 65,418 $ 81,266 $ 1,920 $ 1,808 621 6210 BLLTPRF VEST REIMB $ 17,691 $ 15,000 $ 15,000 $ 15,000 BULLETPROOF VEST GRANT FUND $ 17,691 $ 15,000 $ 15,000 $ 15,000 622 6162 CALHOME STATE GRANT $ 1,019 $ 1,000 $ 1,200 $ 1,200 622 6172 CALHOME REUSE 20,000 121,474 183,360 242,105
CALHOME REUSE GRANT FUND $ 21,019 $ 122,474 $ 184,560 $ 243,305 625 6250 TREASURY ASSET SEIZURE $ 175,000 - $ $ 75,000 $ - TOTAL TREASURY ASSET SEIZURE $ 175,000 - $ $ 75,000 $ - 626 6170 FIRST TIME HOME HOMEBUYERS ASSISTANCE $ 93 $ 305 $ 307 $ 307 TOTAL HOMEBUYER ASSISTANCE FUND $ 93 $ 305 $ 307 $ 307
627 6270 DOY ASSET SEIZURE $ - $ 100,000 - $ $ 100,000
TOTAL DOJ ASSET SEIZURE $ - $ 100,000 - $ $ 100,000
628 6280 HHS - MGE ASST - DPA LOAN $ 2,357 $ 65,618 $ 66,464 $ 66,525 TOTAL MORTGAGE ASSISTANCE FUND $ 2,357 $ 65,618 $ 66,464 $ 66,525 ATTACHMENT 1
178
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Citywide Expenditures
630 6129 BEVERAGE CONTAINER $ 27,019 $ 16,000 $ 22,000 $ 22,000 TOTAL CA BEVERAGE CONTAINER GRANT FUND $ 27,019 $ 16,000 $ 22,000 $ 22,000 633 6331 HHS-EDI GRANT DPA $ 107 $ 58,100 $ 90,150 $ 90,150 633 6333 HHS-NSP ADMINISTRATION - - - -
TOTAL HUD EDI SPECIAL GRANT FUND $ 107 $ 58,100 $ 90,150 $ 90,150 635 6350 PD - CHP - EVRY 15 MIN $ - $ 3,000 $ - $ -
635 6353 PD-OJP TECHNOLOGY GRANT - - 10,635 -
635 63531 PD-JAG 2017 - 9,821 9,821 -
635 63533 PD-JAG 2019 - 11,676 11,680 -
635 63534 PD-JAG 2021 - 12,286 11,880 -
635 6354 PD-STEP FY 2020-21 21,369 - - -
635 6355 TRIVALLEY TRAFFIC ENFORCE (10) 129,910 2,565 - 635 6356 STEP GRANT PT19058 23,036 16,457 - -
635 6357 PD-STEP FY 2019-20 - 75,990 - 25,330
635 6359 STOP GRANT (BJA) 9,382 - - -
TOTAL LPD - FEDERAL GRANTS FUND $ 53,777 $ 183,150 $ 111,936 $ 35,965 637 6714 CALIF BEGIN PROGRAM $ 10,498 $ 30,100 $ 91,000 $ 121,000 TOTAL CALIF BEGIN PROGRAM FUND $ 10,498 $ 30,100 $ 91,000 $ 121,000 641 6410 VEHICLE IMPOUND (VIP) $ 6,772 $ 20,290 $ 20,290 $ 20,290 TOTAL VEHICLE IMPOUND PROGRAM FUND $ 6,772 $ 20,290 $ 20,290 $ 20,290 642 6420 ALTAMONT OPEN SPACE $ 13,556 $ 23,000 $ 23,000 $ 23,000 TOTAL OPEN SPACE ACQUISITION & MAINTENCE FUND$ 13,556 $ 23,000 $ 23,000 $ 23,000 645 6450 CASP CERT & TRAINING FUND $ 3,325 $ 11,000 $ 11,000 $ 11,000 TOTAL CASP FUND $ 3,325 $ 11,000 $ 11,000 $ 11,000
650 6511 GAS TAXES OPERATING $ 48,504 $ 142,000 $ 252,000 $ 252,000 TOTAL GAS TAXES FUND $ 48,504 $ 142,000 $ 252,000 $ 252,000 665 6651 COMMUNITY TELEVISION $ 44,739 $ 70,772 $ 226,080 $ 51,102 TOTAL PEG CAPITAL FEES FUND $ 44,739 $ 70,772 $ 226,080 $ 51,102 666 6124 IMPORT MITIGATION $ 22,805 $ 26,765 $ 12,190 $ 5,500 TOTAL IMPORT MITIGATION FUND $ 22,805 $ 26,765 $ 12,190 $ 5,500 667 6125 SW&RECYCLING CONTRACT MANAGEMENT $ 285,878 $ 297,213 $ 342,078 $ 306,898 TOTAL SOLID WASTE & RECYCLING FUND $ 285,878 $ 297,213 $ 342,078 $ 306,898 671 6710 ECHO HOMELESS - HOME $ 111,368 $ 175,189 $ 147,625 $ 147,695 6715 HOUSING REHAB PROGRAM 11,058 - - -
TOTAL FEDERAL HOME PROGRAM FUND $ 122,426 $ 175,189 $ 147,625 $ 147,695 672 6738 LIBRARY GIFT BOOKS $ 78,205 $ 141,607 $ 134,581 $ 124,410 TOTAL LIBRARY DONATIONS FUND FUND $ 78,205 $ 141,607 $ 134,581 $ 124,410 673 6732 PUBLIC LIBRARY FUND $ - $ 37,489 $ 47,350 $ 47,357 673 6733 STATE LITERACY 22,579 82,422 88,018 88,018
TOTAL LIBRARY FOUNDATION GRANT FUND $ 22,579 $ 119,911 $ 135,368 $ 135,375 676 6760 LIVERMORES PROMISE $ 28,238 $ - $ - $ -
TOTAL LIVERMORE'S PROMISE GRANT FUND $ 28,238 $ - $ - $ - ATTACHMENT 1
179
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Citywide Expenditures
677 6771 MEASURE B - BIKE AND PEDESTRIAN $ 161,458 $ 267,500 $ - $ - TOTAL MEASURE B-BIKE/PEDESTRIAN FUND $ 161,458 $ 267,500 $ - $ - 678 6781 MEASURE B PASS THRU $ 70,600 $ 280,200 $ 260,950 $ 150,750 TOTAL MEASURE B-2000 PASS THRU FUND $ 70,600 $ 280,200 $ 260,950 $ 150,750 681 6811 LOCAL VEHICLE REG FEE $ 1,500 $ - $ 1,500 $ 1,500 TOTAL LOCAL VEHICLE REG FEE FUND $ 1,500 $ - $ 1,500 $ 1,500 683 6831 POLICE - MISC DONATIONS $ - $ 5,086 $ 1,120 $ 1,122 683 6833 POLICE - OCCUPANT PROTECT - 1,017 1,024 1,024
683 6834 POLICE - K-9 - 5,086 120 122
683 6835 POLICE - CPA ALUMNI 4,304 5,086 5,120 5,122
683 6836 POLICE - YOUTH PROGRAMS - 5,086 1,120 1,122
683 6838 POLICE-STRIKE NGT DINNER - - 500 500
TOTAL POLICE DONATIONS FUND FUND $ 4,304 $ 21,361 $ 9,004 $ 9,012 687 6871 MEASURE BB BIKE/PED - OPERATING $ 780 $ - $ 750 $ 750 TOTAL MEASURE BB-BIKE/PEDESTRIAN FUND $ 780 $ - $ 750 $ 750 688 6881 MEASURE BB STREET/RD - OPERATING $ 48,471 $ 50,000 $ 223,150 $ 223,150 TOTAL MEASURE BB-LOCAL STREET & ROAD FUND 48,471 $ $ 50,000 $ 223,150 $ 223,150 696 6960 - 2012-1 EL CHARRO CFD MAINTENANCE $ - $ 1,979 $ 2,104 $ 2,105 696 6961 - ROAD A MEDIAN/PLANTERS 18,502 17,006 17,602 18,129 696 69610 - JACKLONDBLVD-BOX CULVERTS 456 9,415 9,755 10,047 696 69611 - JACKLONDBLVD-ROAD SWALES 13,051 5,811 6,273 6,201 696 69612 - MULTI-USE TRAILS 12,512 17,102 17,911 18,187 696 69613 - INTERCHANGE LANDSCAPING 6,768 5,969 6,185 6,369 696 69614 - JACKLOND RD MEDIANPLANTER 3,966 4,584 4,750 4,891 696 69615 - MITIGATION DITCH 284 11,463 11,878 12,233
696 69616 - ENTRY FEATURES JLB ELCHAR 6 2,132 2,209 2,275 696 6962 - ROAD B MEDIAN/PLANTERS 10 86 89 93
696 6963 - PARK AROUND HMP BASIN 2 41,179 41,061 42,524 43,792 696 6964 - NO. BANK LANDSCAPING & SWALE 13,464 20,883 21,640 22,284 696 6965 - MITIGATION CREEK BUFFER 27,705 56,516 58,749 60,492 696 6966 - HMP OUTFALLS 167 3,731 3,866 3,982
696 6967 - HMP BASIN 1 11,892 68,699 71,188 73,308
696 6968 - HMP BASIN 2 6,150 59,837 62,005 63,851
696 6969 - SOUTHERN CONVEYANCE FACILITY 13,590 35,692 36,985 38,086 TOTAL EL CHARRO MAINTENCE CFD FUND $ 169,702 $ 361,966 $ 375,713 $ 386,325 697 6971 BRISA 2015-1 MAINTENANCE CFD $ 129,851 $ 108,639 $ 112,599 $ 115,890 697 6972 SAGE 2016-1 MAINTENANCE CFD 41,973 81,533 84,619 87,076 697 69731 AUBURN GROVE MAINTENANCE CFD PHASE 1 2,015 1,979 2,104 2,105 TOTAL OTHER MAINTENANCE CFDS FUND $ 173,839 $ 192,151 $ 199,322 $ 205,071 700 7710 RISK MANAGEMENT $ 3,932,490 $ 4,552,093 $ 4,661,296 $ 5,528,640 TOTAL RISK MANAGEMENT-LIABILITY FUND $ 3,932,490 $ 4,552,093 $ 4,661,296 $ 5,528,640 710 7720 WORKERS COMPENSATION $ 2,069,225 $ 2,867,365 $ 2,573,086 $ 2,786,995 TOTAL RISK MANAGEMENT-W/C INSUR FUND $ 2,069,225 $ 2,867,365 $ 2,573,086 $ 2,786,995 720 7760 INFORMATION TECHNOLOGY $ 3,128,896 $ 7,106,294 $ 5,605,437 $ 5,651,911 720 7761 GIS 391,759 621,358 602,889 609,385
TOTAL INFORMATION TECHNOLOGY FUND $ 3,520,655 $ 7,727,652 $ 6,208,326 $ 6,261,296 ATTACHMENT 1
180
EXPENDITURES
BUDGET FY 2023-25
Fund Short Key
FY 2021-22
Actual
FY 2022-23
Projected
FY 2023-24
Budget
FY 2024-25
Budget
Citywide Expenditures
725 7250 CYBER SECURITY $ 718,736 $ 937,340 $ 807,880 $ 957,032 TOTAL CYBERSECURITY FUND $ 718,736 $ 937,340 $ 807,880 $ 957,032 730 7771 FLEET & EQT SERVICES $ 3,449,861 $ 7,715,467 $ 5,744,705 $ 4,733,225 730 7772 OUTSIDE AG FLEET & EQ SVC 297,108 300,392 327,158 332,632 TOTAL FLEET & EQT SERVICES FUND $ 3,746,969 $ 8,015,859 $ 6,071,863 $ 5,065,857 740 7791 FACILITIES REHAB $ 983,335 $ 2,020,533 $ 2,076,509 $ 2,163,522 740 7792 CITY BUILDING MAINTENANCE 648,172 609,107 954,090 994,952 740 7793 MAINTENANCE SERVICE CNTR 236,434 252,385 353,810 354,115 740 7794 DOWNTOWN PARKNG STRUCTURE 63,665 90,463 109,150 109,244 TOTAL FACILITIES REHAB PROGRAM FUND $ 1,931,606 $ 2,972,488 $ 3,493,559 $ 3,621,833 TOTAL ALL FUNDS $ 192,167,306 $ 218,901,760 $ 227,113,784 $ 234,068,438 ATTACHMENT 1
181
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benfits
Services &
Supplies
Capital
Outlay
Total
Expenditures
City Council Department
1101 CITY COUNCIL $ 79,357 $ 179,390 $ - $ 258,747
CITY COUNCIL DEPARTMENT TOTAL $ 79,357 $ 179,390 $ - $ 258,747 City Manager Department
1103 CITY MANAGER ADMINISTRATION $ 1,712,343 $ 206,348 $ 1,918,691 - $ 1104 COMMUNICATION & PUBLIC OUTREACH - - - -
1107 EMERGENCY OPERATIONS 222,112 114,929 - 337,041
CITY MANAGER DEPARTMENT TOTAL $ 1,934,455 $ 321,277 $ 2,255,732 - $ City Attorney Department
1201 CITY ATTORNEY ADMIN $ 1,685,327 $ 452,909 $ 2,138,236 - $ CITY ATTORNEY DEPARTMENT TOTAL $ 1,685,327 $ 452,909 $ 2,138,236 - $ Administrative Services Department
Administrative Services Admin
1801 ADMINISTRATIVE SVCS ADMIN $ 496,382 $ 70,424 $ - $ 566,806 ADMINISTRATIVE SERVICES ADMIN TOTAL $ 496,382 $ 70,424 $ - $ 566,806 City Clerk Division
1301 CITY CLERK $ 943,536 $ 319,716 $ 1,263,252 - $
1302 RECORDS MANAGEMENT - 264,261 - 264,261
1303 CITY ELECTIONS - 105,727 - 105,727
CITY CLERK DIVISION TOTAL $ 943,536 $ 689,704 $ 1,633,240 - $ Finance Division
1403 GENERAL ACCOUNTING $ 1,011,892 $ 646,932 $ 1,658,824 - $ 1404 BUSINESS LICENSES 21,924 298,085 - 320,009
1405 PAYROLL SERVICES 325,463 14,433 - 339,896
1406 ACCOUNTS PAYABLE 340,255 20,451 - 360,706
1407 LIVERMORE WINE HERITAGE DISTRICT - 583 - 583
1409 PURCHASING 375,999 21,355 - 397,354
FINANCE DIVISION TOTAL $ 2,075,533 $ 1,001,839 $ 3,077,372 - $ Human Resources
1701 HUMAN RESOURCES $ 1,258,804 $ 352,091 $ 1,610,895 - $ HUMAN RESOURCES DIVISION TOTAL $ 1,258,804 $ 352,091 $ 1,610,895 - $ ADMINISTRATIVE SERVICES DEPARTMENT TOTAL $ 4,774,255 $ 2,114,058 $ 6,888,313 - $ General Services Department
1450 GENERAL SERVICES $ 3,357,543 3 $ $ 48,383 $ 3,405,929 GENERAL SERVICES TOTAL $ 3,357,543 3 $ $ 48,383 $ 3,405,929 Library Department
1901 LIBRARY ADMINISTRATION $ 1,134,375 $ 962,368 $ 2,096,743 - $ 1902 LIBRARY PUBLIC SERVICES 2,228,367 115,687 2,344,054 - 1903 LIBRARY TECHNICAL SVCS 969,408 535,125 1,504,533 - 1904 SPRINGTOWN BRANCH - 42,908 - 42,908
1905 RINCON BRANCH 205,903 80,291 - 286,194
LIBRARY DEPARTMENT TOTAL $ 4,538,053 $ 1,736,379 $ 6,274,432 - $ General Fund Expense by Major Category
FY 2021-22 Actual
ATTACHMENT 1
182
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benfits
Services &
Supplies
Capital
Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2021-22 Actual
Community Development Department
Community Development Admin
2001 COMMUNITY DEVELOPMNT ADM $ 912,058 $ 2,154,348 $ 3,066,406 - $ COMMUNITY DEVELOPMENT TOTAL $ 912,058 $ 2,154,348 $ 3,066,406 - $ Housing & Human Services Division
2002 COMMNTY DVLPMNT HOUSING $ 1,253,663 $ 1,182,596 $ 2,436,259 - $ 2004 LVRMR VLLG MAINTENANCE - 18,417 - 18,417
5010 MULTISERVICE CENTER 67,018 87,364 - 154,382
HOUSING & HUMAN SERVICES DIVISION TOTAL $ 1,320,681 $ 1,288,377 $ 2,609,058 - $ Building Division
8050 BUILDING ADMINISTRATION $ 528,484 $ 640,870 $ 1,169,354 - $ 8051 INSPECTION & ENFORCEMENT 718,507 69,710 - 788,217
8052 PERMIT PROC & PLAN REVW 782,724 285,043 1,067,767 - 8053 NEIGHBORHOOD PRESERVATION 470,050 36,462 - 506,512 BUILDING DIVISION TOTAL $ 2,499,765 $ 1,032,085 $ 3,531,850 - $ Planning Division
8150 PLANNING ADMINISTRATION $ 627,664 $ 608,120 $ 1,235,784 - $ 8151 CURRENT PLANNING 713,513 49,136 - 762,649
8152 ADVANCE PLANNING 1,384,049 1,032,609 2,416,658 -
PLANNING DIVISION TOTAL $ 2,725,226 $ 1,689,865 $ 4,415,091 - $ Engineering Division
8101 ENGINEERING ADMIN $ 537,736 $ 974,104 $ 1,511,840 - $ 8103 TRAFFIC OPS & BIKE PED 527,949 21,741 - 549,690
8104 BART JPA & REGIONAL TRANS 359,715 16,384 - 376,099 8105 DESIGN ENGINEERING 872,177 172,424 1,044,601 -
8106 ENGINEERING EMRGNCY RSPNS - - - -
8107 CONSTRUCTION ENGINEERING 635,646 225,468 - 861,114 8108 DEVELOPMENTAL ENGINEERING 569,570 393,659 - 963,229 8109 WATER ENGINEERING 108,208 2,642 - 110,850
8110 WATER RES. ENGINEERING 112,351 2,744 - 115,095
ENGINEERING DIVISION TOTAL $ 3,723,352 $ 1,809,166 $ 5,532,518 - $ COMMUNITY DEVELOPMENT DEPARTMENT TOTAL $ 11,181,082 $ 7,973,841 $ 19,154,923 - $ Innovation & Economic Development Department
5001 ECONOMIC DEVELOPMENT $ 686,787 $ 1,630,411 $ 2,317,198 - $ 5002 I-GATE 86,090 243,913 - 330,003
5003 CULTURAL ARTS 111,488 6,022 - 117,510
5004 ECONOMIC INCENTIVE PROGRAM - 4,095 - 4,095
INNOVATION & ECONOMIC DEV DEPARTMENT TOTAL $ 884,365 $ 1,884,441 $ - $ 2,768,806 ATTACHMENT 1
183
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benfits
Services &
Supplies
Capital
Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2021-22 Actual
Police
6001 MANAGEMENT SUPPORT SVCS $ 3,207,134 $ 895,603 $ 4,102,737 - $ 6002 COMMUNICATIONS 3,608,087 238,622 3,846,709 -
6003 RECORDS & SUPPORT 993,661 56,701 1,050,362 -
6004 PROPERTY & EVIDENCE 367,820 148,522 - 516,342
6005 FACILITY MAINTENANCE - - - -
6007 TRAFFIC 1,650,651 203,783 1,854,434 -
6008 PATROL 17,940,081 2,251,481 20,191,562 -
6009 SPECIAL OPERATIONS 1,158,606 47,451 1,206,057 -
6010 POLICE INFORMATION TECH 1,837,901 - 1,837,901 -
6011 VEHICLE ABATEMENT 173,634 6,984 - 180,618
6012 ANIMAL CONTROL 324,525 396,656 - 721,181
6014 SCHOOL RELATED - POLICE 444,752 223,011 - 667,763
6015 CRIMINAL INVESTIGATIONS 3,763,742 278,379 4,042,121 - POLICE DEPARTMENT TOTAL $ 33,632,693 $ 6,585,094 $ 40,217,787 - $ Public Works Department
Public Works Admin
7201 PUBLIC WORKS ADMIN $ 289,005 $ 64,279 $ - $ 353,284 7202 ENERGY/ENVIRONMENTAL PGM 7,000 - - 7,000
7203 ASSET MANAGEMENT 433,573 322,444 - 756,017
7204 SB-1383 CAL RECYCLE GRANT - 900 - 900
7408 LAS POSITAS GOLF COURSE 16,040 139,811 - 155,851
8201 SPRINGTOWN OPEN SPACE - 42,161 - 42,161
PUBLIC WORKS ADMIN TOTAL $ 745,618 $ 569,595 $ 1,315,213 - $ Maintenance Division
7102 LANDSCAPE AREA MAINTENANCE $ 658,601 $ 1,467,946 $ 2,126,547 - $ 7103 STREET TREE MAINTENANCE 271,121 295,195 - 566,316
7301 STREET LIGHTING 519,256 1,487,741 2,006,997 -
7401 MAINTENANCE ADMIN 845,712 115,624 - 961,336
7402 STREET MAINTENANCE 1,057,903 505,875 1,563,778 -
7403 TRAFFIC CONTROL 38,373 95,199 - 133,572
MAINTENANCE DIVISION TOTAL $ 3,390,966 $ 3,967,580 $ 7,358,546 - $ PUBLIC WORKS DEPARTMENT TOTAL $ 4,136,584 $ 4,537,175 $ - $ 8,673,759 Fire Department
8001 FIRE ADMINISTRATION $ 3,855 $ 3,989,290 $ 3,993,145 - $ 8002 FIRE INSPECTION 1,317,666 - 1,317,666 -
8003 EMERGENCY MEDICAL SVCS - 139,889 - 139,889
8005 FIRE SUPPRESSION 18,847,422 - 18,847,422 -
FIRE DEPARTMENT TOTAL $ 3,855 $ 24,294,267 $ 24,298,122 - $ TOTAL GENERAL FUND $ 62,850,029 $ 53,436,374 $ 48,383 $ 116,334,786 ATTACHMENT 1
184
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
City Council Department
1101 CITY COUNCIL $ 64,781 $ 148,971 $ - $ 213,752
CITY COUNCIL DEPARTMENT TOTAL $ 64,781 $ 148,971 $ - $ 213,752 City Manager Department
1103 CITY MANAGER ADMIN $ 1,604,868 $ 235,995 $ 1,840,863 - $ 1104 COMMUNICATION & PUBLIC OUTREACH 161,201 403,950 - 565,151 1107 EMERGENCY OPERATIONS 201,574 154,979 - 356,553
CITY MANAGER DEPARTMENT TOTAL $ 1,967,643 $ 794,924 $ 2,762,567 - $ City Attorney Department
1201 CITY ATTORNEY ADMIN $ 1,587,381 $ 493,033 $ 2,080,414 - $ CITY ATTORNEY DEPARTMENT TOTAL $ 1,587,381 $ 493,033 $ 2,080,414 - $ Administrative Services Department
Administrative Services Admin
1801 ADMINISTRATIVE SVCS ADMIN $ 519,509 $ 123,655 $ - $ 643,164 ADMINISTRATIVE SERVICES ADMIN TOTAL $ 519,509 $ 123,655 $ - $ 643,164 City Clerk Division
1301 CITY CLERK $ 944,757 $ 336,621 $ 1,281,378 - $
1302 RECORDS MANAGEMENT - 374,919 - 374,919
1303 CITY ELECTIONS - 333,923 - 333,923
CITY CLERK DIVISION TOTAL $ 944,757 $ 1,045,463 $ 1,990,220 - $ Finance Division
1403 GENERAL ACCOUNTING $ 1,857,700 $ 955,913 $ 2,813,613 - $ 1404 BUSINESS LICENSES 19,309 235,587 - 254,896
1405 PAYROLL SERVICES 291,145 13,581 - 304,726
1406 ACCOUNTS PAYABLE 295,731 17,923 - 313,654
1407 LIVERMORE WINE HERITAGE DISTRICT - - - -
1409 PURCHASING 347,137 30,267 - 377,404
FINANCE DIVISION TOTAL $ 2,811,022 $ 1,253,271 $ 4,064,293 - $ Human Resources
1701 HUMAN RESOURCES $ 1,377,900 $ 314,104 $ 1,692,004 - $ HUMAN RESOURCES DIVISION TOTAL $ 1,377,900 $ 314,104 $ 1,692,004 - $ ADMINISTRATIVE SERVICES DEPARTMENT TOTAL $ 5,653,188 $ 2,736,493 $ 8,389,681 - $ General Services Department
1450 GENERAL SERVICES $ 1,416,673 - $ $ 40,000 $ 1,456,673 GENERAL SERVICES TOTAL $ 1,416,673 - $ $ 40,000 $ 1,456,673 Library Department
1901 LIBRARY ADMINISTRATION $ 1,222,740 $ 969,510 $ 2,192,250 - $ 1902 LIBRARY PUBLIC SERVICES 2,279,384 131,493 2,410,877 - 1903 LIBRARY TECHNICAL SVCS 940,830 590,567 1,531,397 - 1904 SPRINGTOWN BRANCH - 67,164 - 67,164
1905 RINCON BRANCH 173,878 98,928 - 272,806
LIBRARY DEPARTMENT TOTAL $ 4,616,832 $ 1,857,662 $ 6,474,494 - $ General Fund Expense by Major Category
FY 2022-23 Projected
ATTACHMENT 1
185
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2022-23 Projected
Community Development Department
Community Development Admin
2001 COMMUNITY DEVELOPMNT ADM $ 875,849 $ 233,579 $ 1,109,428 - $ COMMUNITY DEVELOPMENT TOTAL $ 875,849 $ 233,579 $ 1,109,428 - $ Housing & Human Services Division
2002 COMMNTY DVLPMNT HOUSING $ 1,343,310 $ 1,175,745 $ 2,519,055 - $ 2004 LVRMR VLLG MAINTENANCE - 97,343 - 97,343
5010 MULTISERVICE CENTER 113,503 239,086 - 352,589
HOUSING & HUMAN SERVICES DIVISION TOTAL $ 1,456,813 $ 1,512,174 $ 2,968,987 - $ Building Division
8050 BUILDING ADMINISTRATION $ 556,128 $ 710,128 $ 1,266,256 - $ 8051 INSPECTION & ENFORCEMENT 909,572 192,473 1,102,045 - 8052 PERMIT PROC & PLAN REVW 806,815 249,890 1,056,705 - 8053 NEIGHBORHOOD PRESERVATION 560,843 50,406 - 611,249 BUILDING DIVISION TOTAL $ 2,833,358 $ 1,202,897 $ 4,036,255 - $ Planning Division
8150 PLANNING ADMINISTRATION $ 607,548 $ 616,359 $ 1,223,907 - $ 8151 CURRENT PLANNING 653,339 52,646 - 705,985
8152 ADVANCE PLANNING 1,346,645 1,362,568 2,709,213 -
PLANNING DIVISION TOTAL $ 2,607,532 $ 2,031,573 $ 4,639,105 - $ Engineering Division
8101 ENGINEERING ADMIN $ 595,008 $ 953,677 $ 1,548,685 - $ 8103 TRAFFIC OPS & BIKE PED 826,527 25,242 - 851,769
8104 BART JPA & REGIONAL TRANS 63,489 17,832 - 81,321
8105 DESIGN ENGINEERING 399,429 203,229 - 602,658
8106 ENGINEERING EMRGNCY RSPNS - - - -
8107 CONSTRUCTION ENGINEERING 509,763 172,075 - 681,838 8108 DEVELOPMENTAL ENGINEERING 836,337 890,248 1,726,585 - 8109 WATER ENGINEERING 3,995 5,602 - 9,597
8110 WATER RES. ENGINEERING 7,970 5,677 - 13,647
ENGINEERING DIVISION TOTAL $ 3,242,518 $ 2,273,582 $ 5,516,100 - $ COMMUNITY DEVELOPMENT DEPARTMENT TOTAL $ 11,016,070 $ 7,253,805 $ 18,269,875 - $ Innovation & Economic Development Department
5001 ECONOMIC DEVELOPMENT $ 562,574 $ 624,861 $ 1,187,435 - $ 5002 I-GATE 262,093 7,252 - 269,345
5003 CULTURAL ARTS 100,894 14,182 - 115,076
5004 ECONOMIC INCENTIVE PROGRAM 1,143,846 - 1,143,846 - INNOVATION & ECONOMIC DEV DEPARTMENT TOTAL $ 925,561 $ 1,790,141 $ - $ 2,715,702 ATTACHMENT 1
186
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2022-23 Projected
Police
6001 MANAGEMENT SUPPORT SVCS $ 3,265,014 $ 1,042,418 $ 4,307,432 - $ 6002 COMMUNICATIONS 3,454,404 183,197 3,637,601 -
6003 RECORDS & SUPPORT 1,020,807 59,113 25,000 1,104,920 6004 PROPERTY & EVIDENCE 433,666 174,979 - 608,645
6005 FACILITY MAINTENANCE - - - -
6007 TRAFFIC 1,468,338 211,262 1,679,600 -
6008 PATROL 17,991,888 2,385,501 283,320 20,660,709
6009 SPECIAL OPERATIONS 1,046,461 46,374 1,092,835 -
6010 POLICE INFORMATION TECH 1,926,538 - 111,000 2,037,538 6011 VEHICLE ABATEMENT 150,256 5,516 - 155,772
6012 ANIMAL CONTROL 315,542 369,215 - 684,757
6014 SCHOOL RELATED - POLICE 769,168 236,740 1,005,908 - 6015 CRIMINAL INVESTIGATIONS 3,965,475 232,924 4,198,399 - POLICE DEPARTMENT TOTAL $ 33,881,019 $ 6,873,777 $ 419,320 $ 41,174,116 Public Works Department
Public Works Admin
7201 PUBLIC WORKS ADMIN $ 253,189 $ 76,858 $ - $ 330,047 7202 ENERGY/ENVIRONMENTAL PGM 77,063 227,078 - 304,141
7203 ASSET MANAGEMENT 392,089 450,158 - 842,247
7204 SB-1383 CAL RECYCLE GRANT - 129,580 - 129,580
7408 LAS POSITAS GOLF COURSE 14,017 131,540 - 145,557
8201 SPRINGTOWN OPEN SPACE - 35,528 - 35,528
PUBLIC WORKS ADMIN TOTAL $ 736,358 $ 1,050,742 $ 1,787,100 - $ Maintenance Division
7102 LANDSCAPE AREA MAINT $ 606,735 $ 1,836,966 $ 2,443,701 - $ 7103 STREET TREE MAINTENANCE 206,403 317,163 - 523,566
7301 STREET LIGHTING 516,114 1,316,085 1,832,199 -
7401 MAINTENANCE ADMIN 785,854 177,063 - 962,917
7402 STREET MAINTENANCE 996,794 501,261 1,498,055 -
7403 TRAFFIC CONTROL 35,863 101,652 - 137,515
MAINTENANCE DIVISION TOTAL $ 3,147,763 $ 4,250,190 $ 7,397,953 - $ PUBLIC WORKS DEPARTMENT TOTAL $ 3,884,121 $ 5,300,932 $ - $ 9,185,053 Fire Department
8001 FIRE ADMINISTRATION $ 5,048 $ 3,823,377 $ 3,828,425 - $ 8002 FIRE INSPECTION 1,442,445 - 1,442,445 -
8003 EMERGENCY MEDICAL SVCS - 141,667 - 141,667
8005 FIRE SUPPRESSION 20,725,773 - 20,725,773 -
FIRE DEPARTMENT TOTAL $ 5,048 $ 26,133,262 $ 26,138,310 - $ TOTAL GENERAL FUND $ 63,601,644 $ 54,799,673 $ 459,320 $ 118,860,637 ATTACHMENT 1
187
EXPENDITURES
BUDGET FY 2023-25
Property Taxes
32.6%
Sales Taxes
29.3%
Other Taxes
16.3%
Permits and Fees
8.3%
Intergovernmental
9.3%
Use of Dollars and Other
Revenues
3.6%
Transfers
0.7%
Use of Fund
Balance
0.0%
General Fund Sources By Category
FY 2022-23 Projected
$133,307,644
Administration
11.2%
Police
30.9%
Fir…
Community Development
13.7%
Public Works
6.9%
CIP
0.9%
Transfers
6.3%
Library
4.9%
Innovation &
Economic
Development
2.0%
Contribution
to Fund
Balance
3.7%
General Fund Budget Use Categories
FY 2022-23 Projected
$133,307,644
ATTACHMENT 1
188
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
City Council Department
1101 CITY COUNCIL $ 71,544 $ 112,445 $ - $ 183,989
CITY COUNCIL DEPARTMENT TOTAL $ 71,544 $ 112,445 $ - $ 183,989 City Manager Department
1103 CITY MANAGER ADMIN $ 1,624,654 $ 154,390 $ 1,779,044 - $ 1104 COMMUNICATION & PUBLIC OUTREACH 267,567 440,850 - 708,417 1107 EMERGENCY OPERATIONS 226,392 181,889 - 408,281
CITY MANAGER DEPARTMENT TOTAL $ 2,118,613 $ 777,129 $ 2,895,742 - $ City Attorney Department
1201 CITY ATTORNEY ADMIN $ 2,068,170 $ 416,640 $ 2,484,810 - $ CITY ATTORNEY DEPARTMENT TOTAL $ 2,068,170 $ 416,640 $ 2,484,810 - $ Administrative Services Department
Administrative Services Admin
1801 ADMINISTRATIVE SVCS ADMIN $ 587,775 $ 111,888 $ - $ 699,663 ADMINISTRATIVE SERVICES ADMIN TOTAL $ 587,775 $ 111,888 $ - $ 699,663 City Clerk Division
1301 CITY CLERK $ 1,119,585 $ 269,505 $ 1,389,090 - $
1302 RECORDS MANAGEMENT - 340,166 - 340,166
1303 CITY ELECTIONS - 33,666 - 33,666
CITY CLERK DIVISION TOTAL $ 1,119,585 $ 643,337 $ 1,762,922 - $ Finance Division
1403 GENERAL ACCOUNTING $ 1,693,879 $ 782,806 $ 2,476,685 - $ 1404 BUSINESS LICENSES 19,888 270,433 - 290,321
1405 PAYROLL SERVICES 271,068 12,898 - 283,966
1406 ACCOUNTS PAYABLE 259,725 17,306 - 277,031
1407 LIVERMORE WINE HERITAGE DISTRICT - 5,000 - 5,000
1409 PURCHASING 374,909 28,494 - 403,403
FINANCE DIVISION TOTAL $ 2,619,469 $ 1,116,937 $ 3,736,406 - $ Human Resources
1701 HUMAN RESOURCES $ 1,737,517 $ 253,872 $ 1,991,389 - $ HUMAN RESOURCES DIVISION TOTAL $ 1,737,517 $ 253,872 $ 1,991,389 - $ ADMINISTRATIVE SERVICES DEPARTMENT TOTAL $ 6,064,346 $ 2,126,034 $ 8,190,380 - $ General Services Department
1450 GENERAL SERVICES $ 3,274,834 - $ $ 3,274,834 - $
GENERAL SERVICES TOTAL $ 3,274,834 - $ $ 3,274,834 - $
Library Department
1901 LIBRARY ADMINISTRATION $ 1,548,695 $ 627,636 $ 2,176,331 - $ 1902 LIBRARY PUBLIC SERVICES 2,454,637 143,693 2,598,330 - 1903 LIBRARY TECHNICAL SVCS 911,765 667,602 1,579,367 - 1904 SPRINGTOWN BRANCH - 53,052 - 53,052
1905 RINCON BRANCH 359,029 144,182 - 503,211
LIBRARY DEPARTMENT TOTAL $ 5,274,126 $ 1,636,165 $ 6,910,291 - $ General Fund Expense by Major Category
FY 2023-24 Budget
ATTACHMENT 1
189
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2023-24 Budget
Community Development Department
Community Development Admin
2001 COMMUNITY DEVELOPMNT ADM $ 1,375,789 $ 254,787 $ 1,630,576 - $ COMMUNITY DEVELOPMENT TOTAL $ 1,375,789 $ 254,787 $ 1,630,576 - $ Housing & Human Services Division
2002 COMMNTY DVLPMNT HOUSING $ 1,486,593 $ 963,060 $ 2,449,653 - $ 2004 LVRMR VLLG MAINTENANCE - 94,710 - 94,710
5010 MULTISERVICE CENTER 124,820 223,104 - 347,924
HOUSING & HUMAN SERVICES DIVISION TOTAL $ 1,611,413 $ 1,280,874 $ 2,892,287 - $ Building Division
8050 BUILDING ADMINISTRATION $ 665,207 $ 284,861 $ - $ 950,068 8051 INSPECTION & ENFORCEMENT 1,030,953 171,954 1,202,907 - 8052 PERMIT PROC & PLAN REVW 897,615 228,571 1,126,186 - 8053 NEIGHBORHOOD PRESERVATION 602,161 132,294 - 734,455 BUILDING DIVISION TOTAL $ 3,195,936 $ 817,680 $ 4,013,616 - $ Planning Division
8150 PLANNING ADMINISTRATION $ 684,575 $ 291,793 $ - $ 976,368 8151 CURRENT PLANNING 770,307 49,533 - 819,840
8152 ADVANCE PLANNING 1,556,324 1,925,748 3,482,072 -
PLANNING DIVISION TOTAL $ 3,011,206 $ 2,267,074 $ 5,278,280 - $ Engineering Division
8101 ENGINEERING ADMIN $ 622,046 $ 425,986 $ 1,048,032 - $ 8103 TRAFFIC OPS & BIKE PED 709,744 28,800 - 738,544
8104 BART JPA & REGIONAL TRANS 36,505 11,992 - 48,497
8105 DESIGN ENGINEERING 655,867 136,750 - 792,617
8106 ENGINEERING EMRGNCY RSPNS 1,217,169 66,800 1,283,969 - 8107 CONSTRUCTION ENGINEERING 599,399 227,871 - 827,270 8108 DEVELOPMENTAL ENGINEERING 1,044,597 632,562 1,677,159 - 8109 WATER ENGINEERING 4,094 5,291 - 9,385
8110 WATER RES. ENGINEERING 8,188 5,394 - 13,582
ENGINEERING DIVISION TOTAL $ 4,897,609 $ 1,541,446 $ 6,439,055 - $ COMMUNITY DEVELOPMENT DEPARTMENT TOTAL $ 14,091,953 $ 6,161,861 $ 20,253,814 - $ Innovation & Economic Development Department
5001 ECONOMIC DEVELOPMENT $ 1,077,036 $ 671,738 $ 1,748,774 - $ 5002 I-GATE - 8,654 - 8,654
5003 CULTURAL ARTS 3,622 13,438 - 17,060
5004 ECONOMIC INCENTIVE PROGRAM 1,328,846 - 1,328,846 - INNOVATION & ECONOMIC DEV DEPARTMENT TOTAL $ 1,080,658 $ 2,022,676 $ - $ 3,103,334 ATTACHMENT 1
190
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2023-24 Budget
Police
6001 MANAGEMENT SUPPORT SVCS $ 4,102,458 $ 1,341,149 $ 5,443,607 - $ 6002 COMMUNICATIONS 3,810,384 264,885 4,075,269 -
6003 RECORDS & SUPPORT 1,289,676 107,856 1,397,532 -
6004 PROPERTY & EVIDENCE 405,463 215,297 - 620,760
6005 FACILITY MAINTENANCE 370,114 2,500 - 372,614
6007 TRAFFIC 1,562,487 216,112 1,778,599 -
6008 PATROL 19,983,888 2,573,185 13,000 22,570,073
6009 SPECIAL OPERATIONS 1,879,510 95,051 1,974,561 -
6010 POLICE INFORMATION TECH 2,013,477 - 15,000 2,028,477 6011 VEHICLE ABATEMENT 167,588 4,755 - 172,343
6012 ANIMAL CONTROL 355,424 481,301 - 836,725
6014 SCHOOL RELATED - POLICE 595,535 238,066 - 833,601
6015 CRIMINAL INVESTIGATIONS 3,832,786 266,054 4,098,840 - POLICE DEPARTMENT TOTAL $ 38,355,313 $ 7,819,688 $ 28,000 $ 46,203,001 Public Works Department
Public Works Admin
7201 PUBLIC WORKS ADMIN $ 277,354 $ 152,305 $ - $ 429,659 7202 ENERGY/ENVIRONMENTAL PGM 82,200 215,000 - 297,200
7203 ASSET MANAGEMENT 519,364 685,434 1,204,798 -
7204 SB-1383 CAL RECYCLE GRANT - 87,580 - 87,580
7408 LAS POSITAS GOLF COURSE 15,300 130,905 - 146,205
8201 SPRINGTOWN OPEN SPACE - 58,808 - 58,808
PUBLIC WORKS ADMIN TOTAL $ 894,218 $ 1,330,032 $ 2,224,250 - $ Maintenance Division
7102 LANDSCAPE AREA MAINT $ 651,628 $ 2,102,726 $ 2,754,354 - $ 7103 STREET TREE MAINTENANCE 261,109 473,779 - 734,888
7301 STREET LIGHTING 542,419 1,061,739 1,604,158 -
7401 MAINTENANCE ADMIN 861,047 131,355 - 992,402
7402 STREET MAINTENANCE 1,147,316 490,290 1,637,606 -
7403 TRAFFIC CONTROL 38,884 97,234 - 136,118
MAINTENANCE DIVISION TOTAL $ 3,502,403 $ 4,357,123 $ 7,859,526 - $ PUBLIC WORKS DEPARTMENT TOTAL $ 4,396,621 $ 5,687,155 $ - $ 10,083,776 Fire Department
8001 FIRE ADMINISTRATION $ 5,199 $ 3,974,713 $ 3,979,912 - $ 8002 FIRE INSPECTION 1,579,095 - 1,579,095 -
8003 EMERGENCY MEDICAL SVCS - 154,488 - 154,488
8005 FIRE SUPPRESSION 22,105,631 - 22,105,631 -
FIRE DEPARTMENT TOTAL $ 5,199 $ 27,813,927 $ 27,819,126 - $ TOTAL GENERAL FUND $ 73,526,543 $ 57,848,554 $ 28,000 $ 131,403,097 ATTACHMENT 1
191
EXPENDITURES
BUDGET FY 2023-25
Property Taxes
30.7%
Sales Taxes
26.9%
Other Taxes
14.8%
Permits and Fees
7.6%
Intergovernmental
8.5%
Use of Dollars and Other
Revenues…
Transfers
1.3%
Use of Fund Balance
5.6%
General Fund Sources By Category
FY 2023-24 Budget
$145,424,367
Administration
11.2%
Police
30.5%
Fire
18.3%
Community Development
13.4%
Public Works…
CIP…
Transfers
Library 9.5%
4.6%
Innovation & Economic
Development
2.0%
Contribution to Reserves
2.7%
General Fund Budget Use Categories
FY 2023-24 Budget
$145,424,367
ATTACHMENT 1
192
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
City Council Department
1101 CITY COUNCIL $ 71,544 $ 167,440 $ - $ 238,984
CITY COUNCIL DEPARTMENT TOTAL $ 71,544 $ 167,440 $ - $ 238,984 City Manager Department
1103 CITY MANAGER ADMIN $ 1,650,873 $ 249,618 $ 1,900,491 - $ 1104 COMMUNICATION & PUBLIC OUTREACH 419,655 441,275 - 860,930 1107 EMERGENCY OPERATIONS 229,441 178,184 - 407,625
CITY MANAGER DEPARTMENT TOTAL $ 2,299,969 $ 869,077 $ 3,169,046 - $ City Attorney Department
1201 CITY ATTORNEY ADMIN $ 2,099,624 $ 515,458 $ 2,615,082 - $ CITY ATTORNEY DEPARTMENT TOTAL $ 2,099,624 $ 515,458 $ 2,615,082 - $ Administrative Services Department
Administrative Services Admin
1801 ADMINISTRATIVE SVCS ADMIN $ 596,606 $ 129,940 $ - $ 726,546 ADMINISTRATIVE SERVICES ADMIN TOTAL $ 596,606 $ 129,940 $ - $ 726,546 City Clerk Division
1301 CITY CLERK $ 1,136,832 $ 328,992 $ 1,465,824 - $
1302 RECORDS MANAGEMENT - 270,691 - 270,691
1303 CITY ELECTIONS - 433,783 - 433,783
CITY CLERK DIVISION TOTAL $ 1,136,832 $ 1,033,466 $ 2,170,298 - $ Finance Division
1403 GENERAL ACCOUNTING $ 1,717,655 $ 874,422 $ 2,592,077 - $ 1404 BUSINESS LICENSES 20,485 275,624 - 296,109
1405 PAYROLL SERVICES 275,336 15,706 - 291,042
1406 ACCOUNTS PAYABLE 263,245 20,454 - 283,699
1407 LIVERMORE WINE HERITAGE DISTRICT - 5,000 - 5,000
1409 PURCHASING 380,842 32,270 - 413,112
FINANCE DIVISION TOTAL $ 2,657,563 $ 1,223,476 $ 3,881,039 - $ Human Resources
1701 HUMAN RESOURCES $ 1,763,584 $ 286,892 $ 2,050,476 - $ HUMAN RESOURCES DIVISION TOTAL $ 1,763,584 $ 286,892 $ 2,050,476 - $ ADMINISTRATIVE SERVICES DEPARTMENT TOTAL $ 6,154,585 $ 2,673,774 $ 8,828,359 - $ General Services Department
1450 GENERAL SERVICES $ 3,412,713 - $ $ 3,412,713 - $
GENERAL SERVICES TOTAL $ 3,412,713 - $ $ 3,412,713 - $
Library Department
1901 LIBRARY ADMINISTRATION $ 1,587,255 $ 939,177 $ 2,526,432 - $ 1902 LIBRARY PUBLIC SERVICES 2,684,477 173,304 2,857,781 - 1903 LIBRARY TECHNICAL SVCS 925,942 690,043 1,615,985 - 1904 SPRINGTOWN BRANCH - 53,063 - 53,063
1905 RINCON BRANCH 365,308 98,065 - 463,373
LIBRARY DEPARTMENT TOTAL $ 5,562,982 $ 1,953,652 $ 7,516,634 - $ General Fund Expense by Major Category
FY 2024-25 Budget
ATTACHMENT 1
193
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2024-25 Budget
Community Development Department
Community Development Admin
2001 COMMUNITY DEVELOPMNT ADM $ 1,395,997 $ 301,488 $ 1,697,485 - $ COMMUNITY DEVELOPMENT TOTAL $ 1,395,997 $ 301,488 $ 1,697,485 - $ Housing & Human Services Division
2002 COMMNTY DVLPMNT HOUSING $ 1,507,504 $ 895,996 $ 2,403,500 - $ 2004 LVRMR VLLG MAINTENANCE - 94,490 - 94,490
5010 MULTISERVICE CENTER 126,377 232,396 - 358,773
HOUSING & HUMAN SERVICES DIVISION TOTAL $ 1,633,881 $ 1,222,882 $ 2,856,763 - $ Building Division
8050 BUILDING ADMINISTRATION $ 675,141 $ 781,087 $ 1,456,228 - $ 8051 INSPECTION & ENFORCEMENT 1,048,696 129,914 1,178,610 - 8052 PERMIT PROC & PLAN REVW 913,005 231,350 1,144,355 - 8053 NEIGHBORHOOD PRESERVATION 808,493 107,831 - 916,324 BUILDING DIVISION TOTAL $ 3,445,335 $ 1,250,182 $ 4,695,517 - $ Planning Division
8150 PLANNING ADMINISTRATION $ 694,761 $ 693,940 $ 1,388,701 - $ 8151 CURRENT PLANNING 915,027 57,692 - 972,719
8152 ADVANCE PLANNING 1,710,433 1,208,609 2,919,042 -
PLANNING DIVISION TOTAL $ 3,320,221 $ 1,960,241 $ 5,280,462 - $ Engineering Division
8101 ENGINEERING ADMIN $ 633,140 $ 1,073,744 $ 1,706,884 - $ 8103 TRAFFIC OPS & BIKE PED 708,963 33,836 - 742,799
8104 BART JPA & REGIONAL TRANS 36,962 16,735 - 53,697
8105 DESIGN ENGINEERING 660,700 168,197 - 828,897
8106 ENGINEERING EMRGNCY RSPNS 1,236,026 39,300 1,275,326 - 8107 CONSTRUCTION ENGINEERING 610,180 240,553 - 850,733 8108 DEVELOPMENTAL ENGINEERING 1,057,153 639,080 1,696,233 - 8109 WATER ENGINEERING 4,217 6,706 - 10,923
8110 WATER RES. ENGINEERING 8,434 6,813 - 15,247
ENGINEERING DIVISION TOTAL $ 4,955,775 $ 2,224,964 $ 7,180,739 - $ COMMUNITY DEVELOPMENT DEPARTMENT TOTAL $ 14,751,209 $ 6,959,757 $ 21,710,966 - $ Innovation & Economic Development Department
5001 ECONOMIC DEVELOPMENT $ 1,093,984 $ 648,418 $ 1,742,402 - $ 5002 I-GATE - 9,587 - 9,587
5003 CULTURAL ARTS 3,731 14,715 - 18,446
5004 ECONOMIC INCENTIVE PROGRAM 1,328,846 - 1,328,846 - INNOVATION & ECONOMIC DEV DEPARTMENT TOTAL $ 1,097,715 $ 2,001,566 $ - $ 3,099,281 ATTACHMENT 1
194
EXPENDITURES
BUDGET FY 2023-25
Department/ Division
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Fund Expense by Major Category
FY 2024-25 Budget
Police
6001 MANAGEMENT SUPPORT SVCS $ 4,166,854 $ 1,386,333 $ 5,553,187 - $ 6002 COMMUNICATIONS 3,879,079 289,000 4,168,079 -
6003 RECORDS & SUPPORT 1,312,205 65,057 1,377,262 -
6004 PROPERTY & EVIDENCE 497,183 234,653 11,030 742,866 6005 FACILITY MAINTENANCE 577,570 2,500 - 580,070
6007 TRAFFIC 1,606,217 227,180 1,833,397 -
6008 PATROL 20,440,386 2,758,893 11,100 23,210,379
6009 SPECIAL OPERATIONS 1,928,832 104,749 2,033,581 -
6010 POLICE INFORMATION TECH 2,275,599 - 15,000 2,290,599 6011 VEHICLE ABATEMENT 170,312 6,348 - 176,660
6012 ANIMAL CONTROL 360,329 515,155 - 875,484
6014 SCHOOL RELATED - POLICE 814,847 245,239 1,060,086 - 6015 CRIMINAL INVESTIGATIONS 3,921,413 292,608 51,500 4,265,521 POLICE DEPARTMENT TOTAL $ 39,675,227 $ 8,403,314 $ 88,630 $ 48,167,171 Public Works Department
Public Works Admin
7201 PUBLIC WORKS ADMIN $ 282,477 $ 175,584 $ - $ 458,061 7202 ENERGY/ENVIRONMENTAL PGM 82,200 230,000 - 312,200
7203 ASSET MANAGEMENT 526,491 588,661 1,115,152 -
7204 SB-1383 CAL RECYCLE GRANT - - - -
7408 LAS POSITAS GOLF COURSE 15,480 130,991 - 146,471
8201 SPRINGTOWN OPEN SPACE - 59,002 - 59,002
PUBLIC WORKS ADMIN TOTAL $ 906,648 $ 1,184,238 $ 2,090,886 - $ Maintenance Division
7102 LANDSCAPE AREA MAINT $ 664,546 $ 2,056,465 $ 2,721,011 - $ 7103 STREET TREE MAINTENANCE 265,685 480,080 - 745,765
7301 STREET LIGHTING 552,081 1,118,471 1,670,552 -
7401 MAINTENANCE ADMIN 874,003 158,365 1,032,368 -
7402 STREET MAINTENANCE 1,167,953 578,877 1,746,830 -
7403 TRAFFIC CONTROL 39,640 116,723 - 156,363
MAINTENANCE DIVISION TOTAL $ 3,563,908 $ 4,508,981 $ 8,072,889 - $ PUBLIC WORKS DEPARTMENT TOTAL $ 4,470,556 $ 5,693,219 $ - $ 10,163,775 Fire Department
8001 FIRE ADMINISTRATION $ 5,355 $ 4,008,209 $ 4,013,564 - $ 8002 FIRE INSPECTION 1,573,769 - 1,573,769 -
8003 EMERGENCY MEDICAL SVCS - 154,362 - 154,362
8005 FIRE SUPPRESSION 22,043,599 - 22,043,599 -
FIRE DEPARTMENT TOTAL $ 5,355 $ 27,779,939 $ 27,785,294 - $ TOTAL GENERAL FUND $ 76,188,766 $ 60,429,909 $ 88,630 $ 136,707,305 ATTACHMENT 1
195
EXPENDITURES
BUDGET FY 2023-25
Property Taxes
29.8%
Sales Taxes
25.7%
Other Taxes
14.5%
Permits and Fees
7.4%
Intergovernmental
8.2%
Use of
Dollars and
Other
Revenues
4.5%
Transfers…
Use of Fund
Balance…
General Fund Sources By Category
FY 2024-25 Budget
$162,982,968
Administration,
11.2%
Police,
29.6%
Fire,
17.0%
Community
Development,
13.3%
Public Works,
6.2%
CIP,
Transfers 4.6%
10.5% Library,
4.6%
Innovation & Economic
Development,
1.9%
Contribution to
Reserves & fund
balance, 1.0%
General Fund Budget Use Categories
FY 2024-25 Budget
$162,982,968
ATTACHMENT 1
196
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Government
001 GENERAL FUND $ 62,850,029 $ 53,436,374 $ 48,383 $ 116,334,786 Enterprise Funds
210 AIRPORT $ 1,356,520 $ 1,556,438 $ - $ 2,912,958
220 STORM WATER 776,906 2,264,111 - 3,041,017
221 STORM DRAIN - 123,621 - 123,621
222 FEMA STORM REIMB - - - -
230 SEWER 7,334,893 8,424,758 10,744 15,770,395
239 SEWER REPLACEMENT - 302,222 53,080 355,302
240 STORMWATER USER - - - -
241 SEWER CONNECTION FEES - 45,369 - 45,369
242 LAVWMA 3,805,256 - - 3,805,256
250 WATER 2,789,248 12,729,458 15,518,706 -
251 WATER CONNECTION FEES - 4,435 - 4,435
259 WATER REPLACEMENT - 230,429 12,899 243,328
Total Enterprise Funds $ 12,257,567 $ 29,486,097 $ 76,723 $ 41,820,387 Capital Projects Funds
306 TRAFFIC IMPACT FEE (TIF) $ - $ - $ - $ -
320 2022 COP CONSTRUCTION FUND - - - -
321 TVTC 20% FEE - - - -
322 ISABEL INTERCHANGE - - - -
333 HHS - HS FACILITIES FEE - - - -
337 PARK FEE - AB 1600 - - - -
347 OTHER CAPITAL PROJECTS - - - -
Total Capital Projects Funds $ - $ - $ - $ -
Special Revenue Funds
600 HOST COMMUNITY IMPACT FEE $ - $ 40,229 $ - $ 40,229 602 CITY STREET SWEEPING 193,380 531,994 - 725,374
603 LPD - COPS AHEAD AB 3229 125,179 15,000 36,857 177,036 604 SO LIV VAL SPEC PLAN FEE - - - -
605 STATE GRANT - HHS FUND - 61,375 - 61,375
606 NUISANCE ABATEMENT - - - -
607 STATE GRANT 185,607 42,475 - 228,082
608 PUBLIC ART FEE - 143,850 - 143,850
609 HOUSING SUCCESSOR AGENCY - 604,562 - 604,562
610 LPD - HORIZONS 850,826 82,864 - 933,690
611 LOW INCOME HOUSING FUND 4,846,377 - - 4,846,377
612 ALAMEDA CO - MSR D 178,917 134,718 - 313,635
613 HHS-HCD CDBG 82,922 1,190,688 - 1,273,610
614 MAINTENANCE DISTRICT L&LD 986,593 1,862,592 - 2,849,185 615 FEMA GRANT FUNDING - - - -
617 USED OIL RECYCLING GRANT - 6,450 - 6,450
619 LPD - ASST SZR - ADJDCTD - - - -
620 HHS-SOCIAL OP. ENDOWMT - 65,418 - 65,418
621 BJA - BLLTPRF VEST REIMB - 17,691 - 17,691
622 HHS-CALHOME REUSE - 21,019 - 21,019
624 HHS-HOUSING ACQ ADMIN - - - -
625 TREASURY ASSET SEIZURE - - - -
626 HHS-CHFA HOMEBYR ASST - 93 - 93
627 DOJ ASSET SEIZURE - - - -
628 HHS-MORTGAGE ASSITANCE - 2,357 - 2,357
629 HHS-CHFA HELP FUNDS - - - -
630 CA BEVERAGE CONTAINER GRT - 27,019 - 27,019
Citywide Expenditures by Major Category
FY 2021-22 Actual
ATTACHMENT 1
197
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
Citywide Expenditures by Major Category
FY 2021-22 Actual
633 HHS-HUD EDI SPCL GRNT FED $ - $ 107 $ - $ 107
635 LPD - FEDERAL GRANTS 38,498 15,279 - 53,777
637 HHS - CALIF BEGIN PROGRAM - 10,498 - 10,498
641 PD-VEHICLE IMPOUND PROG 6,772 - - 6,772
642 ALTMNT OPEN SPACE - 13,556 - 13,556
645 CASP CERT & TRAINING FUND - 3,325 - 3,325
650 GAS TAXES - 48,504 - 48,504
665 PEG CAPITAL FEES - 44,739 - 44,739
666 IMPORT MITIGATION - 22,805 - 22,805
667 SOLID WASTE & RECYCLING 249,345 36,533 - 285,878
671 HHS-FEDERAL HOME PRGM - 122,426 - 122,426
672 LIBRARY DONATIONS FUND - 78,205 - 78,205
673 LIBRARY FOUNDATION GRANT - 22,579 - 22,579
674 MTC - FEDERAL TDA GRANT - - - -
676 LIVERMORE'S PROMISE GRANT - 28,238 - 28,238
677 MEASURE B-BIKE/PEDESTRIAN - 161,458 - 161,458
678 MEASURE B-2000 PASS-THRU - 70,600 - 70,600
681 LOCAL VEHICLE REG FEE - 1,500 - 1,500
683 POLICE DONATIONS FUND - 4,304 - 4,304
687 MEASURE BB-BIKE/PED - 780 - 780
688 MEASURE BB-LOCAL ST & RD - 48,471 - 48,471
695 BART TO LIVERMORE - - - -
696 EL CHARRO MAINT CFD2012-1 - 169,702 - 169,702
697 OTHER MAINT CFD'S - 173,839 - 173,839
Total Special Revenue Funds $ 2,898,039 $ 10,774,219 $ 36,857 $ 13,709,115 Permanent Funds
500 DOOLAN CANYON PRESRVE ENDOWMENT $ - $ 32,320 $ - $ 32,320 505 DOOLAN CANYON N OPEN SPACE - - - -
Total Permanent Funds $ - $ 32,320 $ - $ 32,320
Debt Service Funds
416 2020 COP SERIES A $ - $ 475,000 $ - $ 475,000
417 2020 COP SERIES B 3,876,017 - - 3,876,017
422 2022 COP - - - -
Total Debt Service Funds $ 4,351,017 - $ $ 4,351,017 - $ Total of All Funds Except Internal Service Funds $ 78,005,635 $ 98,080,027 $ 161,963 $ 176,247,625 Internal Service Funds
700 RISK MANAGEMENT-LIABILITY $ 394,605 $ 3,537,885 $ - $ 3,932,490 710 RISK MANAGEMENT-W/C INSUR 346,183 1,723,042 - 2,069,225 720 INFORMATION TECHNOLOGY 1,697,546 1,647,074 176,035 3,520,655 725 CYBER SECURITY 249,983 468,753 - 718,736
730 FLEET & EQT SERVICES 1,368,607 1,578,785 799,577 3,746,969 740 FACILITIES REHAB PGM 678,250 1,253,356 - 1,931,606
Total of Internal Service Funds $ 4,735,174 $ 10,208,895 $ 975,612 $ 15,919,681 Total of All Funds $ 82,740,809 $ 108,288,922 $ 1,137,575 $ 192,167,306 ATTACHMENT 1
198
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Government
001 GENERAL FUND $ 63,601,644 $ 54,799,673 $ 459,320 $ 118,860,637 Enterprise Funds
210 AIRPORT $ 1,545,071 $ 2,027,031 $ 3,572,102 - $
220 STORM WATER 1,000,533 2,181,106 15,000 3,196,639
221 STORM DRAIN - 11,206 - 11,206
222 FEMA STORM REIMB - - - -
230 SEWER 8,615,498 9,647,146 35,000 18,297,644
239 SEWER REPLACEMENT - 388,241 372,500 760,741
240 STORMWATER USER - - - -
241 SEWER CONNECTION FEES - 61,350 - 61,350
242 LAVWMA 3,269,440 - 3,269,440 -
250 WATER 3,091,003 13,968,240 17,059,243 -
251 WATER CONNECTION FEES - 132,066 - 132,066
259 WATER REPLACEMENT - 510,453 80,000 590,453
Total Enterprise Funds $ 14,252,105 $ 32,196,279 $ 502,500 $ 46,950,884 Capital Projects Funds
306 TRAFFIC IMPACT FEE (TIF) $ - $ - $ - $ -
320 2022 COP CONSTRUCTION FUND - - - -
321 TVTC 20% FEE - - - -
322 ISABEL INTERCHANGE - - - -
333 HHS - HS FACILITIES FEE 1,739,835 - 1,739,835 -
337 PARK FEE - AB 1600 - - - -
347 OTHER CAPITAL PROJECTS - - - -
Total Capital Projects Funds $ 1,739,835 - $ $ 1,739,835 - $ Special Revenue Funds
600 HOST COMMUNITY IMPACT FEE $ - $ 30,514 $ - $ 30,514 602 CITY STREET SWEEPING 190,288 480,764 - 671,052
603 LPD - COPS AHEAD AB 3229 146,960 25,000 25,000 196,960 604 SO LIV VAL SPEC PLAN FEE - - - -
605 STATE GRANT - HHS FUND - 852,117 - 852,117
606 NUISANCE ABATEMENT - - - -
607 STATE GRANT 211,038 152,525 - 363,563
608 PUBLIC ART FEE - 155,393 50,000 205,393
609 HOUSING SUCCESSOR AGENCY 1,458,360 - 1,458,360 -
610 LPD - HORIZONS 1,072,382 111,392 1,183,774 -
611 LOW INCOME HOUSING FUND 4,802,197 - 400,000 5,202,197 612 ALAMEDA CO - MSR D 176,705 256,412 - 433,117
613 HHS-HCD CDBG 146,697 532,203 - 678,900
614 MAINTENANCE DISTRICT L&LD 1,240,638 2,053,668 3,294,306 - 615 FEMA GRANT FUNDING - - - -
617 USED OIL RECYCLING GRANT - 24,200 - 24,200
619 LPD - ASST SZR - ADJDCTD - 1,715 132,000 133,715
620 HHS-SOCIAL OP. ENDOWMT - 81,266 - 81,266
621 BJA - BLLTPRF VEST REIMB - 15,000 - 15,000
622 HHS-CALHOME REUSE - 122,474 - 122,474
624 HHS-HOUSING ACQ ADMIN - - - -
625 TREASURY ASSET SEIZURE - 50,000 125,000 175,000
626 HHS-CHFA HOMEBYR ASST - 305 - 305
627 DOJ ASSET SEIZURE - - - -
628 HHS-MORTGAGE ASSITANCE - 65,618 - 65,618
629 HHS-CHFA HELP FUNDS - - - -
630 CA BEVERAGE CONTAINER GRT - 16,000 - 16,000
Citywide Expenditures by Major Category
FY 2022-23 Projected
ATTACHMENT 1
199
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
Citywide Expenditures by Major Category
FY 2022-23 Projected
633 HHS-HUD EDI SPCL GRNT FED $ - $ 58,100 $ - $ 58,100 635 LPD - FEDERAL GRANTS 107,111 46,039 30,000 183,150
637 HHS - CALIF BEGIN PROGRAM - 30,100 - 30,100
641 PD-VEHICLE IMPOUND PROG 20,290 - - 20,290
642 ALTMNT OPEN SPACE - 23,000 - 23,000
645 CASP CERT & TRAINING FUND - 11,000 - 11,000
650 GAS TAXES - 142,000 - 142,000
665 PEG CAPITAL FEES - 70,772 - 70,772
666 IMPORT MITIGATION - 26,765 - 26,765
667 SOLID WASTE & RECYCLING 253,751 43,462 - 297,213
671 HHS-FEDERAL HOME PRGM - 175,189 - 175,189
672 LIBRARY DONATIONS FUND - 141,607 - 141,607
673 LIBRARY FOUNDATION GRANT 40,000 79,911 - 119,911
674 MTC - FEDERAL TDA GRANT - - - -
676 LIVERMORE'S PROMISE GRANT - - - -
677 MEASURE B-BIKE/PEDESTRIAN - 267,500 - 267,500
678 MEASURE B-2000 PASS-THRU - 280,200 - 280,200
681 LOCAL VEHICLE REG FEE - - - -
683 POLICE DONATIONS FUND - 21,361 - 21,361
687 MEASURE BB-BIKE/PED - - - -
688 MEASURE BB-LOCAL ST & RD - 50,000 - 50,000
695 BART TO LIVERMORE - - - -
696 EL CHARRO MAINT CFD2012-1 - 361,966 - 361,966
697 OTHER MAINT CFD'S - 192,151 - 192,151
Total Special Revenue Funds $ 3,605,860 $ 13,308,246 $ 762,000 $ 17,676,106 Permanent Funds
500 DOOLN CNYN PRESRV ENDWMNT $ - $ 28,000 $ - $ 28,000 505 DOOLAN CANYON N OPEN SPACE - - - -
Total Permanent Funds $ - $ 28,000 $ - $ 28,000
Debt Service Funds
416 2020 COP SERIES A $ - $ 497,300 $ - $ 497,300
417 2020 COP SERIES B 3,882,372 - 3,882,372 -
422 2022 COP 2,193,829 - 2,193,829 -
Total Debt Service Funds $ 6,573,501 - $ $ 6,573,501 - $ Total of All Funds Except Internal Service Funds $ 81,459,609 $ 108,645,534 $ 1,723,820 $ 191,828,963 Internal Service Funds
700 RISK MANAGEMENT-LIABILITY $ 428,712 $ 4,123,381 $ 4,552,093 - $ 710 RISK MANAGEMENT-W/C INSUR 365,038 2,502,327 2,867,365 - 720 INFORMATION TECHNOLOGY 2,005,490 5,072,162 650,000 7,727,652 725 CYBER SECURITY 272,699 664,641 - 937,340
730 FLEET & EQT SERVICES 1,446,522 1,640,293 4,929,044 8,015,859 740 FACILITIES REHAB PGM 708,472 1,984,016 280,000 2,972,488 Total of Internal Service Funds $ 5,226,933 $ 15,986,820 $ 5,859,044 $ 27,072,797 Total of All Funds $ 86,686,542 $ 124,632,354 $ 7,582,864 $ 218,901,760 ATTACHMENT 1
200
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Government
001 GENERAL FUND $ 73,526,543 $ 57,848,554 $ 28,000 $ 131,403,097 Enterprise Funds
210 AIRPORT $ 1,602,385 $ 2,000,986 $ 3,603,371 - $
220 STORM WATER 1,291,004 2,403,236 15,000 3,709,240
221 STORM DRAIN - 7,291 - 7,291
222 FEMA STORM REIMB - - - -
230 SEWER 9,064,578 9,972,820 40,000 19,077,398
239 SEWER REPLACEMENT - 387,284 275,000 662,284
240 STORMWATER USER - - - -
241 SEWER CONNECTION FEES - 21,706 - 21,706
242 LAVWMA 3,552,701 - 3,552,701 -
250 WATER 3,260,980 14,594,258 17,855,238 -
251 WATER CONNECTION FEES - 164,357 - 164,357
259 WATER REPLACEMENT - 518,932 80,000 598,932
Total Enterprise Funds $ 15,218,947 $ 33,623,571 $ 410,000 $ 49,252,518 Capital Projects Funds
306 TRAFFIC IMPACT FEE (TIF) $ - $ 80,000 $ - $ 80,000
320 2022 COP CONSTRUCTION FUND - - - -
321 TVTC 20% FEE - - - -
322 ISABEL INTERCHANGE - - - -
333 HHS - HS FACILITIES FEE - 30,000 - 30,000
337 PARK FEE - AB 1600 - 80,000 - 80,000
347 OTHER CAPITAL PROJECTS - - - -
Total Capital Projects Funds $ - $ 190,000 $ - $ 190,000 Special Revenue Funds
600 HOST COMMUNITY IMPACT FEE $ - $ 35,720 $ - $ 35,720 602 CITY STREET SWEEPING 194,926 299,774 - 494,700
603 LPD - COPS AHEAD AB 3229 216,525 25,000 25,000 266,525 604 SO LIV VAL SPEC PLAN FEE - - - -
605 STATE GRANT - HHS FUND - 381,000 - 381,000
606 NUISANCE ABATEMENT - - - -
607 STATE GRANT - 389,000 - 389,000
608 PUBLIC ART FEE - 173,829 50,000 223,829
609 HOUSING SUCCESSOR AGENCY - 500,715 - 500,715
610 LPD - HORIZONS 1,095,807 119,516 1,215,323 -
611 LOW INCOME HOUSING FUND 3,703,916 - 350,000 4,053,916 612 ALAMEDA CO - MSR D 178,312 245,324 - 423,636
613 HHS-HCD CDBG 140,557 353,365 - 493,922
614 MAINTENANCE DISTRICT L&LD 1,323,722 2,119,113 3,442,835 - 615 FEMA GRANT FUNDING - 300,000 - 300,000
617 USED OIL RECYCLING GRANT - 24,200 - 24,200
619 LPD - ASST SZR - ADJDCTD - 2,400 - 2,400
620 HHS-SOCIAL OP. ENDOWMT - 1,920 - 1,920
621 BJA - BLLTPRF VEST REIMB - 15,000 - 15,000
622 HHS-CALHOME REUSE - 184,560 - 184,560
624 HHS-HOUSING ACQ ADMIN - - - -
625 TREASURY ASSET SEIZURE - 15,000 60,000 75,000
626 HHS-CHFA HOMEBYR ASST - 307 - 307
627 DOJ ASSET SEIZURE - 50,000 50,000 100,000
628 HHS-MORTGAGE ASSITANCE - 66,464 - 66,464
629 HHS-CHFA HELP FUNDS - - - -
630 CA BEVERAGE CONTAINER GRT - 22,000 - 22,000
Citywide Expenditures by Major Category
FY 2023-24 Budget
ATTACHMENT 1
201
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
Citywide Expenditures by Major Category
FY 2023-24 Budget
633 HHS-HUD EDI SPCL GRNT FED $ - $ 90,150 $ - $ 90,150 635 LPD - FEDERAL GRANTS 69,240 42,696 - 111,936
637 HHS - CALIF BEGIN PROGRAM - 91,000 - 91,000
641 PD-VEHICLE IMPOUND PROG 20,290 - - 20,290
642 ALTMNT OPEN SPACE - 23,000 - 23,000
645 CASP CERT & TRAINING FUND - 11,000 - 11,000
650 GAS TAXES - 252,000 - 252,000
665 PEG CAPITAL FEES - 226,080 - 226,080
666 IMPORT MITIGATION - 12,190 - 12,190
667 SOLID WASTE & RECYCLING 255,494 86,584 - 342,078
671 HHS-FEDERAL HOME PRGM - 147,625 - 147,625
672 LIBRARY DONATIONS FUND - 134,581 - 134,581
673 LIBRARY FOUNDATION GRANT 38,018 97,350 - 135,368
674 MTC - FEDERAL TDA GRANT - - - -
676 LIVERMORE'S PROMISE GRANT - - - -
677 MEASURE B-BIKE/PEDESTRIAN - - - -
678 MEASURE B-2000 PASS-THRU - 260,950 - 260,950
681 LOCAL VEHICLE REG FEE - 1,500 - 1,500
683 POLICE DONATIONS FUND - 9,004 - 9,004
687 MEASURE BB-BIKE/PED - 750 - 750
688 MEASURE BB-LOCAL ST & RD - 223,150 - 223,150
695 BART TO LIVERMORE - - - -
696 EL CHARRO MAINT CFD2012-1 - 375,713 - 375,713
697 OTHER MAINT CFD'S - 199,322 - 199,322
Total Special Revenue Funds $ 3,532,891 $ 11,312,768 $ 535,000 $ 15,380,659 Permanent Funds
500 DOOLN CNYN PRESRV ENDWMNT $ - $ 28,000 $ - $ 28,000 505 DOOLAN CANYON N OPEN SPACE - 36,500 - 36,500
Total Permanent Funds $ - $ 64,500 $ - $ 64,500
Debt Service Funds
416 2020 COP SERIES A $ - $ 530,000 $ - $ 530,000
417 2020 COP SERIES B 3,885,000 - 3,885,000 -
422 2022 COP 2,592,000 - 2,592,000 -
Total Debt Service Funds $ 7,007,000 - $ $ 7,007,000 - $ Total of All Funds Except Internal Service Funds $ 92,278,381 $ 110,046,393 $ 973,000 $ 203,297,774 Internal Service Funds
700 RISK MANAGEMENT-LIABILITY $ 413,042 $ 4,248,254 $ 4,661,296 - $ 710 RISK MANAGEMENT-W/C INSUR 382,059 2,191,027 2,573,086 - 720 INFORMATION TECHNOLOGY 2,243,125 3,315,201 650,000 6,208,326 725 CYBER SECURITY 272,682 535,198 - 807,880
730 FLEET & EQT SERVICES 1,463,581 1,561,479 3,046,803 6,071,863 740 FACILITIES REHAB PGM 728,793 2,084,766 680,000 3,493,559 Total of Internal Service Funds $ 5,503,282 $ 13,935,925 $ 4,376,803 $ 23,816,010 Total of All Funds $ 97,781,663 $ 123,982,318 $ 5,349,803 $ 227,113,784 ATTACHMENT 1
202
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
General Government
001 GENERAL FUND $ 76,188,766 $ 60,429,909 $ 88,630 $ 136,707,305 Enterprise Funds
210 AIRPORT $ 1,636,967 $ 2,115,018 $ 3,751,985 - $
220 STORM WATER 1,309,819 2,542,694 15,000 3,867,513
221 STORM DRAIN - 6,294 - 6,294
222 FEMA STORM REIMB - - - -
230 SEWER 9,207,533 10,602,529 55,000 19,865,062
239 SEWER REPLACEMENT - 395,845 275,000 670,845
240 STORMWATER USER - - - -
241 SEWER CONNECTION FEES - 21,706 - 21,706
242 LAVWMA 3,730,243 - 3,730,243 -
250 WATER 3,316,401 15,633,685 18,950,086 -
251 WATER CONNECTION FEES - 160,500 - 160,500
259 WATER REPLACEMENT - 519,219 80,000 599,219
Total Enterprise Funds $ 15,470,720 $ 35,727,733 $ 425,000 $ 51,623,453 Capital Projects Funds
306 TRAFFIC IMPACT FEE (TIF) $ - $ - $ - $ -
320 2022 COP CONSTRUCTION FUND - - - -
321 TVTC 20% FEE - - - -
322 ISABEL INTERCHANGE - - - -
333 HHS - HS FACILITIES FEE - - - -
337 PARK FEE - AB 1600 - - - -
347 OTHER CAPITAL PROJECTS - - - -
Total Capital Projects Funds $ - $ - $ - $ -
Special Revenue Funds
600 HOST COMMUNITY IMPACT FEE $ - $ 37,735 $ - $ 37,735 602 CITY STREET SWEEPING 198,741 330,445 - 529,186
603 LPD - COPS AHEAD AB 3229 224,129 25,000 25,000 274,129 604 SO LIV VAL SPEC PLAN FEE - - - -
605 STATE GRANT - HHS FUND - 281,000 - 281,000
606 NUISANCE ABATEMENT - - - -
607 STATE GRANT - 325,000 - 325,000
608 PUBLIC ART FEE - 171,760 50,000 221,760
609 HOUSING SUCCESSOR AGENCY - 715 - 715
610 LPD - HORIZONS 1,117,098 124,742 1,241,840 -
611 LOW INCOME HOUSING FUND 3,663,829 - 350,000 4,013,829 612 ALAMEDA CO - MSR D 181,463 245,348 - 426,811
613 HHS-HCD CDBG 142,345 350,031 - 492,376
614 MAINTENANCE DISTRICT L&LD 1,346,014 2,188,595 3,534,609 - 615 FEMA GRANT FUNDING - 300,000 - 300,000
617 USED OIL RECYCLING GRANT - 24,200 - 24,200
619 LPD - ASST SZR - ADJDCTD - 2,449 - 2,449
620 HHS-SOCIAL OP. ENDOWMT - 1,808 - 1,808
621 BJA - BLLTPRF VEST REIMB - 15,000 - 15,000
622 HHS-CALHOME REUSE - 243,305 - 243,305
624 HHS-HOUSING ACQ ADMIN - - - -
625 TREASURY ASSET SEIZURE - - - -
626 HHS-CHFA HOMEBYR ASST - 307 - 307
627 DOJ ASSET SEIZURE - 50,000 50,000 100,000
628 HHS-MORTGAGE ASSITANCE - 66,525 - 66,525
629 HHS-CHFA HELP FUNDS - - - -
630 CA BEVERAGE CONTAINER GRT - 22,000 - 22,000
Citywide Expenditures by Major Category
FY 2024-25 Budget
ATTACHMENT 1
203
EXPENDITURES
BUDGET FY 2023-25
Wages &
Benefits
Services &
Supplies Capital Outlay
Total
Expenditures
Citywide Expenditures by Major Category
FY 2024-25 Budget
633 HHS-HUD EDI SPCL GRNT FED $ - $ 90,150 $ - $ 90,150 635 LPD - FEDERAL GRANTS 23,080 12,885 - 35,965
637 HHS - CALIF BEGIN PROGRAM - 121,000 - 121,000
641 PD-VEHICLE IMPOUND PROG 20,290 - - 20,290
642 ALTMNT OPEN SPACE - 23,000 - 23,000
645 CASP CERT & TRAINING FUND - 11,000 - 11,000
650 GAS TAXES - 252,000 - 252,000
665 PEG CAPITAL FEES - 51,102 - 51,102
666 IMPORT MITIGATION - 5,500 - 5,500
667 SOLID WASTE & RECYCLING 258,903 47,995 - 306,898
671 HHS-FEDERAL HOME PRGM - 147,695 - 147,695
672 LIBRARY DONATIONS FUND - 124,410 - 124,410
673 LIBRARY FOUNDATION GRANT 38,018 97,357 - 135,375
674 MTC - FEDERAL TDA GRANT - - - -
676 LIVERMORE'S PROMISE GRANT - - - -
677 MEASURE B-BIKE/PEDESTRIAN - - - -
678 MEASURE B-2000 PASS-THRU - 150,750 - 150,750
681 LOCAL VEHICLE REG FEE - 1,500 - 1,500
683 POLICE DONATIONS FUND - 9,012 - 9,012
687 MEASURE BB-BIKE/PED - 750 - 750
688 MEASURE BB-LOCAL ST & RD - 223,150 - 223,150
695 BART TO LIVERMORE - - - -
696 EL CHARRO MAINT CFD2012-1 - 386,325 - 386,325
697 OTHER MAINT CFD'S - 205,071 - 205,071
Total Special Revenue Funds $ 3,550,081 $ 10,430,446 $ 475,000 $ 14,455,527 Permanent Funds
500 DOOLN CNYN PRESRV ENDWMNT $ - $ 28,000 $ - $ 28,000 505 DOOLAN CANYON N OPEN SPACE - 7,500 - 7,500
Total Permanent Funds $ - $ 35,500 $ - $ 35,500
Debt Service Funds
416 2020 COP SERIES A $ - $ 550,000 $ - $ 550,000
417 2020 COP SERIES B 3,885,000 - 3,885,000 -
422 2022 COP 2,590,000 - 2,590,000 -
Total Debt Service Funds $ 7,025,000 - $ $ 7,025,000 - $ Total of All Funds Except Internal Service Funds $ 95,209,567 $ 113,648,588 $ 988,630 $ 209,846,785 Internal Service Funds
700 RISK MANAGEMENT-LIABILITY $ 419,754 $ 5,108,886 $ 5,528,640 - $ 710 RISK MANAGEMENT-W/C INSUR 387,796 2,399,199 2,786,995 - 720 INFORMATION TECHNOLOGY 2,279,688 3,331,608 650,000 6,261,296 725 CYBER SECURITY 276,442 680,590 - 957,032
730 FLEET & EQT SERVICES 1,488,811 1,702,567 1,874,479 5,065,857 740 FACILITIES REHAB PGM 739,441 2,202,392 680,000 3,621,833 Total of Internal Service Funds $ 5,591,932 $ 15,425,242 $ 3,204,479 $ 24,221,653 Total of All Funds $ 100,801,499 $ 129,073,830 $ 4,193,109 $ 234,068,438 ATTACHMENT 1
204
ATTACHMENT 1
205
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Fund Balance /
Working Capital
7/1/21 Revenue
Incoming
Transfers
Total
Available
001 General Fund $ 852,860 $ 133,843,884 $ 784,767 $ 135,481,511 Permanent Funds 678,860 (69,252) - 609,608
Enterprise Funds 112,491,143 53,647,033 15,813,877 181,952,053 Special Revenue Funds 64,561,567 18,423,669 966,593 83,951,829 Capital Improvement Program Funds 52,741,213 2,909,663 33,849 55,684,725 Debt Service Funds 32 - 4,350,985 4,351,017
$ 231,325,675 $ 208,754,997 $ 21,950,071 $ 462,030,743
Internal Service Funds
700 Risk Management - Liability $ 2,888,570 $ 4,074,823 $ - 6,963,393 $ 710 Risk Management - W/C Insurance 5,540,612 1,012,243 - 6,552,855 720 Information Technology 5,745,718 5,470,000 - 11,215,718 725 Cyber Security 162,541 1,115,000 - 1,277,541
730 Fleet & Eqt Services 5,566,565 4,873,874 - 10,440,439 740 Facilities Rehab Program 7,855,989 2,471,320 - 10,327,309 Internal Service Funds $ 27,759,995 $ 19,017,260 $ - $ 46,777,255 $ 259,085,670 $ 227,772,257 $ 21,950,071 $ 508,807,998
Less: Internal Service Funds (27,759,995) (19,017,260) - (46,777,255) Net City Total $ 231,325,675 $ 208,754,997 $ 21,950,071 $ 462,030,743 210 Airport $ 5,026,876 $ 4,151,376 $ - 9,178,252 $
212 Airport Grant Fund - - - -
220 Storm Water 161,458 1,145,489 1,767,363 3,074,310
221 Storm Drain 6,733,442 200,292 - 6,933,734
222 FEMA Storm Reimbursement 2,617,835 865,292 - 3,483,127 230 Sewer 18,420,170 27,997,621 - 46,417,791
239 Sewer Replacement 29,165,308 334,941 8,000,000 37,500,249 240 Stormwater User - - - -
241 Sewer Connection Fees 13,483,458 852,176 - 14,335,634 242 LAVWMA 5,193,780 24,024 3,805,257 9,023,061
250 Water 9,534,547 17,812,263 241,257 27,588,067
251 Water Connection Fees 1,220,568 16,898 - 1,237,466
259 Water Replacement 20,933,701 246,661 2,000,000 23,180,362 $ 112,491,143 $ 53,647,033 $ 15,813,877 $ 181,952,053
600 Host Community Impact Fee $ 1,354,495 $ 517,218 $ - 1,871,713 $ 602 City Street Sweeping 101,833 672,090 - 773,923
603 LPD-COPS Ahead AB 3229 Grant 594,167 231,581 - 825,748 604 South Livermore Valley Specific Plan 340,388 - - 340,388 605 Alameda County Tobacco Control Grant - - - -
606 Nuisance Abatement - - - -
607 State Grant (104,812) 189,168 - 84,356
608 Public Art Fee 840,635 125,679 - 966,314
609 Housing Successor Agency 3,249,198 165,565 - 3,414,763 610 LPD-Horizons 110,957 650,329 450,558 1,211,844
611 Low Income Housing Fund 19,163,322 1,923,087 - 21,086,409 612 Alameda County-Measure D 295,404 262,381 - 557,785
613 HHS-HCD Comm. Dev. Block Grant (CDBG) 474,368 807,815 516,035 1,798,218 614 Maintenance District L&LD 8,670,673 3,609,310 - 12,279,983 615 Federal Grants FEMA - - - -
Total Enterprise Funds
Total Operating and Capital Improvement
Available Funds
City Operating and Capital Improvement
Special Revenue Funds
FY 2021-22 Actual
Enterprise Funds
Available Funds, Uses of Funds, and Fund Balances
ATTACHMENT 1
206
FUND BALANCES
BUDGET FY 2023-25
Operating
Expenditures
Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Fund Balance /
Working Capital
6/30/22
$ 116,334,786 $ 12,774,298 $ 6,372,427 $ 135,481,511 - $ $ - 32,320 - - - 32,320 577,288
41,820,387 3,884,899 14,046,514 - 59,751,800 122,200,253 13,709,115 4,215,648 1,508,631 - 19,433,394 64,518,435
- 10,489,855 94,814 - 10,584,669 45,100,056
4,351,017 - - - 4,351,017 -
$ 176,247,625 $ 31,364,700 $ 22,022,386 $ 229,634,711 - $ $ 232,396,032 $ 3,932,490 $ - $ - $ - $ 3,932,490 $ 3,030,903
2,069,225 - - - 2,069,225 4,483,630
3,520,655 - - - 3,520,655 7,695,063
718,736 - - - 718,736 558,805
3,746,969 - - - 3,746,969 6,693,470
1,931,606 431,642 - - 2,363,248 7,964,061
$ 15,919,681 $ 431,642 $ - $ - $ 16,351,323 $ 30,425,932 $ 192,167,306 $ 31,796,342 $ 22,022,386 $ 245,986,034 - $ $ 262,821,964 (15,919,681) (431,642) - - (16,351,323) (30,425,932)
$ 176,247,625 $ 31,364,700 $ 22,022,386 $ - $ 229,634,711 $ 232,396,032 $ 2,912,958 $ 423,679 $ - $ - $ 3,336,637 $ 5,841,615
- - - - - -
3,041,017 53,512 - - 3,094,529 (20,219)
123,621 - - - 123,621 6,810,113
- 237,716 - - 237,716 3,245,411
15,770,395 - 10,633,634 - 26,404,029 20,013,762
355,302 2,378,028 - - 2,733,330 34,766,919
- - - - - -
45,369 585,419 1,171,623 - 1,802,411 12,533,223
3,805,256 - - - 3,805,256 5,217,805
15,518,706 - 2,000,000 - 17,518,706 10,069,361
4,435 55,614 241,257 - 301,306 936,160
243,328 150,931 - - 394,259 22,786,103
$ 41,820,387 $ 3,884,899 $ 14,046,514 $ - $ 59,751,800 $ 122,200,253 $ 40,229 $ - $ 475,000 $ - $ 515,229 $ 1,356,484
725,374 - - - 725,374 48,549
177,036 345,000 - - 522,036 303,712
- 41,127 - - 41,127 299,261
61,375 - - - 61,375 (61,375)
- - - - - -
228,082 - - - 228,082 (143,726)
143,850 34,690 - - 178,540 787,774
604,562 - - - 604,562 2,810,201
933,690 - - - 933,690 278,154
4,846,377 464,431 903,915 - 6,214,723 14,871,686
313,635 - - - 313,635 244,150
1,273,610 - - - 1,273,610 524,608
2,849,185 - - - 2,849,185 9,430,798
- - - - - -
Uses of Funds
ATTACHMENT 1
207
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Fund Balance /
Working Capital
7/1/21 Revenue
Incoming
Transfers
Total
Available
Available Funds
FY 2021-22 Actual
Available Funds, Uses of Funds, and Fund Balances
616 Special Project Commitment Fund $ - $ - $ - $ -
617 Used Oil Recycling Grant (5,351) 11,801 - 6,450
618 HHS-Bond Admin Fee Rev - - - -
619 LPD-Asset Seizure-Adjudicated 358,524 26,069 - 384,593 620 HHS-Social Opportunity Endowment 164,515 1,766 - 166,281 621 BJA-Bulletproof Vest Reimb Grant - 17,691 - 17,691
622 HHS-CalHome Reuse Grant 431,210 61,639 - 492,849
623 HHS-Valley Care Senior Proj - - - -
624 HHS-Housing Acq Admin - - - -
625 HHS-Neighborhood Preservation Prog 409,848 8,152 - 418,000 626 HHS-CHFA Homebuyer Assistance 57,701 2,428 - 60,129 627 HHS-Housing Acquisition 631,336 12,557 - 643,893
628 HHS-Mortgage Assitance 1,223,795 108,552 - 1,332,347 629 HHS-CHFA Grant Help Funds - - - -
630 Calif Beverage Container Grant - 49,845 - 49,845
633 HHS-HUD EDI Special Grant Fed 94,172 28,336 - 122,508 635 LPD-Federal Grants (24,441) 122,077 - 97,636
637 HHS-Calif BEGIN Grant Program 60,653 60,701 - 121,354 638 HHS-Local Housing Trust-State - - - -
641 LPD-Vehicle Impound Prog 143,162 30,175 - 173,337
642 Altamount Open Space Grant 2,439,012 36,161 - 2,475,173 645 CASp Certification and Training Fund - 14,295 - 14,295 650 Gas Taxes 5,942,285 2,204,048 - 8,146,333
651 Gas Tax - SB1 3,120,776 1,861,736 - 4,982,512
652 Gas Tax-2107 - - - -
653 Gas Tax-2106 - - - -
655 Vasco Road/LLNL Widening - - - -
656 Federal Street Grants (104,740) 104,740 - -
657 Measure B Local - - - -
659 Gas Tax-2103 - - - -
660 Tri-Valley Tran Council Rte 84 Corridor Improvmt - - - - 661 Traffic Funds-Clean Air - - - -
663 Local St & Rd-Prop 1B - - - -
664 Recycled Product Procurement - - - -
665 PEG Capital Fees 1,065,783 250,634 - 1,316,417
666 Import Mitigation 49,570 - - 49,570
667 Solid Waste & Recycling 116,189 240,128 - 356,317
671 HHS-Federal HOME Grant Program 58,738 119,010 - 177,748 672 Library Donations Fund 298,580 58,192 - 356,772
673 Library Foundation Grant 77,579 73,986 - 151,565
674 MTC-TDA Grant - - - -
676 Livermore's Promise Grant - 28,238 - 28,238
677 Measure B-Bike/Pedestrian 358,379 281,544 - 639,923 678 Measure B-Streets & Roads 2,291,659 1,056,115 - 3,347,774 679 Measure B Isabel Interchange Grant 32,865 - - 32,865 680 State Street Grants - - - -
681 Local Vehicle Registration Fee 797,607 415,522 - 1,213,129 683 Police Donations Fund 47,845 2,881 - 50,726
687 Measure BB-Bike/Pedestrian 453,791 385,378 - 839,169 688 Measure BB-Local St & Rd 2,280,925 1,586,005 - 3,866,930 691 Measure B-Isabel Widening Grant - - - -
692 Brownfield Program - - - -
693 State Prop 50 Water Grant - - - -
695 BART to Livermore - - - -
696 El Charro Maint CFD 2012-1 2,438,043 - - 2,438,043
697 Other Maint CFD's 1,811,710 - - 1,811,710
698 Surplus AD Closeout 2,349,219 9,044 - 2,358,263
Total Special Revenue Funds $ 64,561,567 $ 18,423,669 $ 966,593 $ 83,951,829 ATTACHMENT 1
208
FUND BALANCES
BUDGET FY 2023-25
Operating
Expenditures
Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Fund Balance /
Working Capital
6/30/22
Uses of Funds
$ - $ - $ - $ - $ - $ -
6,450 - - - 6,450 -
- - - - - -
- 186,489 - - 186,489 198,104
65,418 - - - 65,418 100,863
17,691 - - - 17,691 -
21,019 - - - 21,019 471,830
- - - - - -
- - - - - -
- - - - - 418,000
93 - - - 93 60,036
- - - - - 643,893
2,357 - - - 2,357 1,329,990
- - - - - -
27,019 - - - 27,019 22,826
107 - - - 107 122,401
53,777 - - - 53,777 43,859
10,498 - - - 10,498 110,856
- - - - - -
6,772 - - - 6,772 166,565
13,556 - - - 13,556 2,461,617
3,325 - 10,970 - 14,295 -
48,504 286,235 110,561 - 445,300 7,701,033
- 1,119,802 - - 1,119,802 3,862,710
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
44,739 - - - 44,739 1,271,678
22,805 - - - 22,805 26,765
285,878 - - - 285,878 70,439
122,426 - 8,185 - 130,611 47,137
78,205 - - - 78,205 278,567
22,579 - - - 22,579 128,986
- - - - - -
28,238 - - - 28,238 -
161,458 46,159 - - 207,617 432,306
70,600 1,180,462 - - 1,251,062 2,096,712
- - - - - 32,865
- - - - - -
1,500 72,859 - - 74,359 1,138,770
4,304 - - - 4,304 46,422
780 85,600 - - 86,380 752,789
48,471 297 - - 48,768 3,818,162
- - - - - -
- - - - - -
- - - - - -
- - - - - -
169,702 - - - 169,702 2,268,341
173,839 - - - 173,839 1,637,871
- 352,497 - - 352,497 2,005,766
$ 13,709,115 $ 4,215,648 $ 1,508,631 $ - $ 19,433,394 $ 64,518,435 ATTACHMENT 1
209
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Fund Balance /
Working Capital
7/1/21 Revenue
Incoming
Transfers
Total
Available
Available Funds
FY 2021-22 Actual
Available Funds, Uses of Funds, and Fund Balances
302 Developers' Deposit $ (5,900) $ - $ - $ (5,900)
303 Public Utility Undergrounding 788,475 - - 788,475
304 Vasco/Ace-Connector Rd 69,144 87 - 69,231
306 Traffic Impact Fee (TIF) 22,467,002 1,146,232 23,613,234 - 320 2022 COP Construction Fund - - - -
321 Tri-Valley Transp Council 20% Fee 3,730,970 84,848 3,815,818 - 322 Isabel/I-580 Interchange - - - -
331 Downtown Revitalization Fee (3,874,396) - (3,874,396) - 333 HHS-Human Services Facilities Fee 2,584,411 18,896 2,603,307 - 335 Parking In Lieu Fee 162,065 - - 162,065
336 Former Rte 84-Repair Funds - - - -
337 Park Fee-AB 1600 8,736,102 352,885 9,088,987 -
339 Transferable Development Credits 14,557,752 - 14,557,752 - 340 El Charro Infrastructure Construction Fund - 887 33,849 34,736 341 El Charro Specific Plan Funding 33,849 - - 33,849
343 Shea Community Facilities District Const. Fund - - - - 344 Solid Waste & Recycling Impact Fee 3,491,739 1,305,828 4,797,567 - 346 LCPFA 2011 COP Construction Fund - - - -
347 Other Capital Projects - - - -
$ 52,741,213 $ 2,909,663 $ 33,849 $ 55,684,725
416 2020 COP Series A $ - $ - $ 475,000 $ 475,000
417 2020 COP Series B 32 3,875,985 - 3,876,017
422 2022 COP Debt Service - - - -
$ 32 $ 4,350,985 - $ $ 4,351,017
Permanent Funds
500 Doolan Canyon Preserve Endowment $ 678,860 $ (69,252) $ - $ 609,608 505 Doolan Canyon Open Space - - - -
Total Permanent Funds $ 678,860 $ (69,252) $ - $ 609,608 Capital Improvement Program Funds
Total Debt Service Funds
Total Capital Improvement Program Funds
Debt Service Funds
ATTACHMENT 1
210
FUND BALANCES
BUDGET FY 2023-25
Operating
Expenditures
Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Fund Balance /
Working Capital
6/30/22
Uses of Funds
$ - $ - $ - $ - $ - $ (5,900)
- - - - - 788,475
- - - - - 69,231
- 906,365 60,965 - 967,330 22,645,904
- 1,807,055 - - 1,807,055 (1,807,055)
- 602,772 - - 602,772 3,213,046
- - - - - -
- - - - - (3,874,396)
- 422,357 - - 422,357 2,180,950
- 90,174 - - 90,174 71,891
- - - - - -
- 6,121,935 - - 6,121,935 2,967,052
- - - - - 14,557,752
- 33,849 - - 33,849 887
- - 33,849 - 33,849 -
- - - - - -
- 505,348 - - 505,348 4,292,219
- - - - - -
- - - - - -
$ - $ 10,489,855 $ 94,814 $ - $ 10,584,669 $ 45,100,056 $ 475,000 $ - $ - $ - $ 475,000 $ -
3,876,017 - - - 3,876,017 -
- - - - - -
$ 4,351,017 $ - $ - $ - $ 4,351,017 $ -
$ 32,320 $ - $ - $ - $ 32,320 $ 577,288
- - - - - -
$ 32,320 $ - $ - $ - $ 32,320 $ 577,288
ATTACHMENT 1
211
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/22
Projected
Revenue
Incoming
Transfers
Total
Available
001 General Fund $ 132,384,725 - $ $ 922,919 $ 133,307,644 Permanent Funds 577,288 66,244 - 643,532
Enterprise Funds 122,200,253 60,788,275 17,330,488 200,319,016 Special Revenue Funds 64,518,435 22,346,058 710,672 87,575,165 Capital Improvement Program Funds 45,100,056 50,049,339 95,149,395 - Debt Service Funds - 668,829 5,904,672 6,573,501
$ 232,396,032 $ 266,303,470 $ 24,868,751 $ 523,568,253
Internal Service Funds
700 Risk Management - Liability $ 3,030,903 $ 4,450,000 $ 7,480,903 - $ 710 Risk Management - W/C Insurance 4,483,630 1,870,006 6,353,636 - 720 Information Technology 7,695,063 5,470,000 13,165,063 - 725 Cyber Security 558,805 1,115,000 1,673,805 -
730 Fleet & Eqt Services 6,693,470 4,959,889 11,653,359 - 740 Facilities Rehab Program 7,964,061 2,376,000 - 10,340,061 Internal Service Funds $ 30,425,932 $ 20,240,895 $ - $ 50,666,827 $ 262,821,964 $ 286,544,365 $ 24,868,751 $ 574,235,080
Less: Internal Service Funds (30,425,932) (20,240,895) - (50,666,827) Net City Total $ 232,396,032 $ 266,303,470 $ 24,868,751 $ 523,568,253 Enterprise Funds
210 Airport $ 5,841,615 $ 4,154,716 $ 9,996,331 - $
212 Airport Grant Fund 8,145,000 - 8,145,000 -
220 Storm Water (20,219) 1,150,378 2,700,000 3,830,159
221 Storm Drain 6,810,113 124,680 6,934,793 -
222 FEMA Storm Reimbursement 3,245,411 175,000 60,625 3,481,036 230 Sewer 20,013,762 28,821,863 48,835,625 -
239 Sewer Replacement 34,766,919 107,623 9,000,000 43,874,542 240 Stormwater User - - - -
241 Sewer Connection Fees 12,533,223 462,589 12,995,812 - 242 LAVWMA 5,217,805 8,968 3,328,455 8,555,228
250 Water 10,069,361 17,504,195 241,408 27,814,964
251 Water Connection Fees 936,160 52,326 - 988,486
259 Water Replacement 22,786,103 80,937 2,000,000 24,867,040 $ 122,200,253 $ 60,788,275 $ 17,330,488 $ 200,319,016
Special Revenue Funds
600 Host Community Impact Fee $ 1,356,484 $ 520,000 $ 1,876,484 - $ 602 City Street Sweeping 48,549 1,393,816 - 1,442,365
603 LPD-COPS Ahead AB 3229 Grant 303,712 252,725 - 556,437 604 South Livermore Valley Specific Plan 299,261 - - 299,261 605 Alameda County Tobacco Control Grant (61,375) 913,492 - 852,117 606 Nuisance Abatement - - - -
607 State Grant (143,726) 1,062,075 - 918,349
608 Public Art Fee 787,774 190,000 - 977,774
609 Housing Successor Agency 2,810,201 149,629 2,959,830 - 610 LPD-Horizons 278,154 576,000 509,258 1,363,412
611 Low Income Housing Fund 14,871,686 1,564,443 16,436,129 - 612 Alameda County-Measure D 244,150 570,999 - 815,149
613 HHS-HCD Comm. Dev. Block Grant (CDBG) 524,608 437,459 - 962,067 614 Maintenance District L&LD 9,430,798 3,887,198 201,414 13,519,410 615 Federal Grants FEMA - - - -
FY 2022-23 Projected
Available Funds, Uses of Funds, and Fund Balances
Total Enterprise Funds
Total Operating and Capital Improvement
City Operating and Capital Improvement
Available Funds
ATTACHMENT 1
212
FUND BALANCES
BUDGET FY 2023-25
Adopted Operating
Expenditures
Adopted Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/23
$ 118,860,637 $ 1,154,112 $ 8,418,044 $ 294,780 $ 128,727,573 $ 4,580,071 28,000 - - - 28,000 615,532
46,950,884 12,419,000 15,030,488 - 74,400,372 125,918,644 17,676,106 7,213,667 1,136,224 - 26,025,997 61,549,168
1,739,835 10,107,221 283,995 (150,000) 11,981,051 83,168,344 6,573,501 - - - 6,573,501 -
$ 191,828,963 $ 30,894,000 $ 24,868,751 $ 144,780 $ 247,736,494 $ 275,831,759 $ 4,552,093 $ - $ - $ - $ 4,552,093 $ 2,928,810
2,867,365 - - - 2,867,365 3,486,271
7,727,652 - - - 7,727,652 5,437,411
937,340 - - - 937,340 736,465
8,015,859 - - - 8,015,859 3,637,500
2,972,488 2,155,000 - - 5,127,488 5,212,573
$ 27,072,797 $ 2,155,000 $ - $ - $ 29,227,797 $ 21,439,030 $ 218,901,760 $ 33,049,000 $ 24,868,751 $ 144,780 $ 276,964,291 $ 297,270,789 (27,072,797) (2,155,000) - - (29,227,797) (21,439,030)
$ 191,828,963 $ 30,894,000 $ 24,868,751 $ 144,780 $ 247,736,494 $ 275,831,759 $ 3,572,102 $ 378,283 $ - $ - $ 3,950,385 $ 6,045,946
- 1,760,717 - - 1,760,717 6,384,283
3,196,639 60,000 60,625 - 3,317,264 512,895
11,206 100,000 - - 111,206 6,823,587
- 424,000 - - 424,000 3,057,036
18,297,644 - 11,400,000 - 29,697,644 19,137,981
760,741 6,816,000 - - 7,576,741 36,297,801
- - - - - -
61,350 2,388,000 1,328,455 - 3,777,805 9,218,007
3,269,440 - - - 3,269,440 5,285,788
17,059,243 - 2,000,000 - 19,059,243 8,755,721
132,066 250,000 241,408 - 623,474 365,012
590,453 242,000 - - 832,453 24,034,587
$ 46,950,884 $ 12,419,000 $ 15,030,488 $ - $ 74,400,372 $ 125,918,644 $ 30,514 $ - $ 497,300 $ - $ 527,814 $ 1,348,670
671,052 - - - 671,052 771,313
196,960 220,000 - - 416,960 139,477
- 114,000 - - 114,000 185,261
852,117 - - - 852,117 -
- - - - - -
363,563 536,000 - - 899,563 18,786
205,393 70,000 - - 275,393 702,381
1,458,360 - - - 1,458,360 1,501,470
1,183,774 - - - 1,183,774 179,638
5,202,197 100,000 252,424 - 5,554,621 10,881,508
433,117 - - - 433,117 382,032
678,900 - - - 678,900 283,167
3,294,306 - 240,000 - 3,534,306 9,985,104
- - - - - -
Uses of Funds
ATTACHMENT 1
213
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/22
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2022-23 Projected
Available Funds, Uses of Funds, and Fund Balances
Available Funds
616 Special Project Commitment Fund $ - $ - $ - $ -
617 Used Oil Recycling Grant - 24,200 - 24,200
618 HHS-Bond Admin Fee Rev - - - -
619 LPD-Asset Seizure-Adjudicated 198,104 27,367 - 225,471 620 HHS-Social Opportunity Endowment 100,863 885 - 101,748 621 BJA-Bulletproof Vest Reimb Grant - 15,000 - 15,000
622 HHS-CalHome Reuse Grant 471,830 50,000 - 521,830
623 HHS-Valley Care Senior Proj - - - -
624 HHS-Housing Acq Admin - 120,000 - 120,000
625 HHS-Neighborhood Preservation Prog 418,000 - - 418,000 626 HHS-CHFA Homebuyer Assistance 60,036 1,100 - 61,136 627 HHS-Housing Acquisition 643,893 - - 643,893
628 HHS-Mortgage Assitance 1,329,990 45,000 - 1,374,990 629 HHS-CHFA Grant Help Funds - - - -
630 Calif Beverage Container Grant 22,826 44,000 - 66,826 633 HHS-HUD EDI Special Grant Fed 122,401 700 - 123,101 635 LPD-Federal Grants 43,859 153,629 - 197,488
637 HHS-Calif BEGIN Grant Program 110,856 35,000 - 145,856 638 HHS-Local Housing Trust-State - - - -
641 LPD-Vehicle Impound Prog 166,565 30,000 - 196,565
642 Altamount Open Space Grant 2,461,617 260,350 - 2,721,967 645 CASp Certification and Training Fund - 15,500 - 15,500 650 Gas Taxes 7,701,033 2,039,489 - 9,740,522
651 Gas Tax - SB1 3,862,710 1,660,000 - 5,522,710
652 Gas Tax-2107 - - - -
653 Gas Tax-2106 - - - -
655 Vasco Road/LLNL Widening - - - -
656 Federal Street Grants - - - -
657 Measure B Local - - - -
659 Gas Tax-2103 - - - -
660 Tri-Valley Tran Council Rte 84 Corridor Improvmt - - - - 661 Traffic Funds-Clean Air - - - -
663 Local St & Rd-Prop 1B - - - -
664 Recycled Product Procurement - - - -
665 PEG Capital Fees 1,271,678 250,000 - 1,521,678
666 Import Mitigation 26,765 - - 26,765
667 Solid Waste & Recycling 70,439 498,218 - 568,657
671 HHS-Federal HOME Grant Program 47,137 177,907 - 225,044 672 Library Donations Fund 278,567 80,000 - 358,567
673 Library Foundation Grant 128,986 114,000 - 242,986
674 MTC-TDA Grant - 580,000 - 580,000
676 Livermore's Promise Grant - - - -
677 Measure B-Bike/Pedestrian 432,306 253,007 - 685,313 678 Measure B-Streets & Roads 2,096,712 907,948 - 3,004,660 679 Measure B Isabel Interchange Grant 32,865 - - 32,865 680 State Street Grants - 1,380,000 - 1,380,000
681 Local Vehicle Registration Fee 1,138,770 301,927 - 1,440,697 683 Police Donations Fund 46,422 7,500 - 53,922
687 Measure BB-Bike/Pedestrian 752,789 222,608 - 975,397 688 Measure BB-Local St & Rd 3,818,162 807,708 - 4,625,870 691 Measure B-Isabel Widening Grant - - - -
692 Brownfield Program - - - -
693 State Prop 50 Water Grant - - - -
695 BART to Livermore - - - -
696 El Charro Maint CFD 2012-1 2,268,341 438,189 - 2,706,530 697 Other Maint CFD's 1,637,871 277,946 - 1,915,817
698 Surplus AD Closeout 2,005,766 9,044 - 2,014,810
Total Special Revenue Funds $ 64,518,435 $ 22,346,058 $ 710,672 $ 87,575,165 ATTACHMENT 1
214
FUND BALANCES
BUDGET FY 2023-25
Adopted Operating
Expenditures
Adopted Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/23
Uses of Funds
$ - $ - $ - $ - $ - $ -
24,200 - - - 24,200 -
- - - - - -
133,715 150,000 - - 283,715 (58,244)
81,266 - - - 81,266 20,482
15,000 - - - 15,000 -
122,474 - - - 122,474 399,356
- - - - - -
- - - - - 120,000
175,000 - - - 175,000 243,000
305 - - - 305 60,831
- - - - - 643,893
65,618 - - - 65,618 1,309,372
- - - - - -
16,000 - - - 16,000 50,826
58,100 - - - 58,100 65,001
183,150 - - - 183,150 14,338
30,100 - - - 30,100 115,756
- - - - - -
20,290 - - - 20,290 176,275
23,000 - - - 23,000 2,698,967
11,000 - 4,500 - 15,500 -
142,000 1,189,333 109,000 - 1,440,333 8,300,189
- 1,382,334 - - 1,382,334 4,140,376
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
70,772 - - - 70,772 1,450,906
26,765 - - - 26,765 -
297,213 - - - 297,213 271,444
175,189 - 8,000 - 183,189 41,855
141,607 - - - 141,607 216,960
119,911 - 25,000 - 144,911 98,075
- - - - - 580,000
- - - - - -
267,500 40,000 - - 307,500 377,813
280,200 979,000 - - 1,259,200 1,745,460
- - - - - 32,865
- 313,000 - - 313,000 1,067,000
- 183,000 - - 183,000 1,257,697
21,361 - - - 21,361 32,561
- 21,000 - - 21,000 954,397
50,000 896,000 - - 946,000 3,679,870
- - - - - -
- - - - - -
- - - - - -
- - - - - -
361,966 - - - 361,966 2,344,564
192,151 - - - 192,151 1,723,666
- 1,020,000 - - 1,020,000 994,810
$ 17,676,106 $ 7,213,667 $ 1,136,224 $ - $ 26,025,997 $ 61,549,168 ATTACHMENT 1
215
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/22
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2022-23 Projected
Available Funds, Uses of Funds, and Fund Balances
Available Funds
Capital Improvement Program Funds
302 Developers' Deposit $ (5,900) $ 6,176 $ - $ 276
303 Public Utility Undergrounding 788,475 - - 788,475
304 Vasco/Ace-Connector Rd 69,231 769 - 70,000
306 Traffic Impact Fee (TIF) 22,645,904 1,295,249 23,941,153 - 320 2022 COP Construction Fund (1,807,055) 41,580,127 39,773,072 - 321 Tri-Valley Transp Council 20% Fee 3,213,046 215,162 3,428,208 - 322 Isabel/I-580 Interchange - - - -
331 Downtown Revitalization Fee (3,874,396) 200,000 (3,674,396) - 333 HHS-Human Services Facilities Fee 2,180,950 120,000 2,300,950 - 335 Parking In Lieu Fee 71,891 - - 71,891
336 Former Rte 84-Repair Funds - - - -
337 Park Fee-AB 1600 2,967,052 1,232,571 4,199,623 -
339 Transferable Development Credits 14,557,752 2,689,955 17,247,707 - 340 El Charro Infrastructure Construction Fund 887 - - 887 341 El Charro Specific Plan Funding - - - -
343 Shea Community Facilities District Const. Fund - - - - 344 Solid Waste & Recycling Impact Fee 4,292,219 2,709,330 7,001,549 - 346 LCPFA 2011 COP Construction Fund - - - -
347 Other Capital Projects - - - -
$ 45,100,056 $ 50,049,339 $ 95,149,395 - $
Debt Service Funds
416 2020 COP Series A $ - $ - $ 497,300 $ 497,300
417 2020 COP Series B - 3,882,372 - 3,882,372
422 2022 COP L Street Debt Srvc - 668,829 1,525,000 2,193,829 $ - $ 668,829 $ 5,904,672 $ 6,573,501
Permanent Funds
500 Doolan Canyon Preserve Endowment $ - $ 66,244 $ - $ 66,244 505 Doolan Canyon Open Space - - - -
Total Permanent Funds $ - $ 66,244 $ - $ 66,244
Total Debt Service Funds
Total Capital Improvement Program Funds
ATTACHMENT 1
216
FUND BALANCES
BUDGET FY 2023-25
Adopted Operating
Expenditures
Adopted Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/23
Uses of Funds
$ - $ - $ - $ - $ - $ 276
- - - - - 788,475
- - 70,000 - 70,000 -
- 1,480,000 63,995 - 1,543,995 22,397,158
- 5,700,000 - - 5,700,000 34,073,072
- 1,110,000 - - 1,110,000 2,318,208
- - - - - -
- - 150,000 (150,000) - (3,674,396)
1,739,835 - - - 1,739,835 561,115
- 50,000 - - 50,000 21,891
- - - - - -
- 758,000 - - 758,000 3,441,623
- - - - - 17,247,707
- 888 - - 888 (1)
- - - - - -
- - - - - -
- 1,008,333 - - 1,008,333 5,993,216
- - - - - -
- - - - - -
$ 1,739,835 $ 10,107,221 $ 283,995 $ (150,000) $ 11,981,051 $ 83,168,344 $ 497,300 $ - $ - $ - $ 497,300 $ -
3,882,372 - - - 3,882,372 -
2,193,829 - - - 2,193,829 -
$ 6,573,501 $ - $ - $ - $ 6,573,501 $ -
$ 28,000 $ - $ - $ - $ 28,000 $ 38,244
- - - - - -
$ 28,000 $ - $ - $ - $ 28,000 $ 38,244
ATTACHMENT 1
217
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/23
Projected
Revenue
Incoming
Transfers
Total
Available
001 General Fund $ 4,580,071 $ 141,170,717 $ 1,970,706 $ 147,721,494 Permanent Funds 615,532 70,160 - 685,692
Enterprise Funds 125,918,644 59,683,802 17,280,000 202,882,446 Special Revenue Funds 61,549,168 27,781,826 457,190 89,788,184 Capital Improvement Program Funds 83,168,344 17,848,147 101,016,491 - Debt Service Funds - - 7,007,000 7,007,000
$ 275,831,759 $ 246,554,652 $ 26,714,896 $ 549,101,307
Internal Service Funds
700 Risk Management - Liability $ 2,928,810 $ 4,499,990 $ 7,428,800 - $ 710 Risk Management - W/C Insurance 3,486,271 1,474,566 4,960,837 - 720 Information Technology 5,437,411 2,019,996 7,457,407 - 725 Cyber Security 736,465 330,060 1,066,525 -
730 Fleet & Eqt Services 3,637,500 5,580,242 9,217,742 - 740 Facilities Rehab Program 5,212,573 2,125,000 3,981,000 11,318,573 Internal Service Funds $ 21,439,030 $ 16,029,854 $ 3,981,000 $ 41,449,884 $ 297,270,789 $ 262,584,506 $ 30,695,896 $ 590,551,191
Less: Internal Service Funds (21,439,030) (16,029,854) (3,981,000) (41,449,884) Net City Total $ 275,831,759 $ 246,554,652 $ 26,714,896 $ 549,101,307 Enterprise Funds
210 Airport $ 6,045,946 $ 4,426,213 $ 10,472,159 - $
212 Airport Grant Fund 6,384,283 - 6,384,283 -
220 Storm Water 512,895 1,156,110 3,890,000 5,559,005
221 Storm Drain 6,823,587 186,838 7,010,425 -
222 FEMA Storm Reimbursement 3,057,036 2,315,000 75,000 5,447,036 230 Sewer 19,137,981 30,467,883 49,605,864 -
239 Sewer Replacement 36,297,801 462,798 8,000,000 44,760,599 240 Stormwater User - - - -
241 Sewer Connection Fees 9,218,007 1,171,266 10,389,273 - 242 LAVWMA 5,285,788 35,720 3,065,000 8,386,508
250 Water 8,755,721 18,395,929 250,000 27,401,650
251 Water Connection Fees 365,012 760,672 1,125,684 -
259 Water Replacement 24,034,587 305,373 2,000,000 26,339,960 $ 125,918,644 $ 59,683,802 $ 17,280,000 $ 202,882,446
Special Revenue Funds
600 Host Community Impact Fee $ 1,348,670 $ 520,000 $ 1,868,670 - $ 602 City Street Sweeping 771,313 741,117 - 1,512,430
603 LPD-COPS Ahead AB 3229 Grant 139,477 244,836 - 384,313 604 South Livermore Valley Specific Plan 185,261 - - 185,261 605 Alameda County Tobacco Control Grant - 381,000 - 381,000 606 Nuisance Abatement - - - -
607 State Grant 18,786 1,344,270 1,363,056 -
608 Public Art Fee 702,381 150,000 - 852,381
609 Housing Successor Agency 1,501,470 20,234 1,521,704 - 610 LPD-Horizons 179,638 838,500 240,000 1,258,138
611 Low Income Housing Fund 10,881,508 629,737 11,511,245 - 612 Alameda County-Measure D 382,032 296,024 - 678,056
613 HHS-HCD Comm. Dev. Block Grant (CDBG) 283,167 386,624 - 669,791 614 Maintenance District L&LD 9,985,104 4,087,323 205,000 14,277,427 615 Federal Grants FEMA - 620,000 - 620,000
FY 2023-24 Budget
Available Funds, Uses of Funds, and Fund Balances
Total Enterprise Funds
Total Operating and Capital Improvement
City Operating and Capital Improvement
Available Funds
ATTACHMENT 1
218
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/24
$ 131,403,097 $ 1,870,000 $ 14,373,000 $ (2,387,709) $ 145,258,388 $ 2,463,106 64,500 - - - 64,500 621,192
49,252,518 29,320,000 14,310,000 - 92,882,518 109,999,928 15,380,659 22,654,100 1,542,896 - 39,577,655 50,210,529 190,000 43,907,800 470,000 (400,000) 44,167,800 56,848,691 7,007,000 - - - 7,007,000 -
$ 203,297,774 $ 97,751,900 $ 30,695,896 $ (2,787,709) $ 328,957,861 $ 220,143,446 $ 4,661,296 $ - $ - $ - $ 4,661,296 $ 2,767,504
2,573,086 - - - 2,573,086 2,387,751
6,208,326 - - - 6,208,326 1,249,081
807,880 - - - 807,880 258,645
6,071,863 100,000 - - 6,171,863 3,045,879
3,493,559 4,145,000 - - 7,638,559 3,680,014
$ 23,816,010 $ 4,245,000 $ - $ - $ 28,061,010 $ 13,388,874 $ 227,113,784 $ 101,996,900 $ 30,695,896 $ (2,787,709) $ 357,018,871 $ 233,532,320 (23,816,010) (4,245,000) - - (28,061,010) (13,388,874)
$ 203,297,774 $ 97,751,900 $ 30,695,896 $ (2,787,709) $ 328,957,861 $ 220,143,446 $ 3,603,371 $ 610,000 $ - $ - $ 4,213,371 $ 6,258,788
- 450,000 - - 450,000 5,934,283
3,709,240 1,765,000 75,000 - 5,549,240 9,765
7,291 600,000 - - 607,291 6,403,134
- 2,315,000 - - 2,315,000 3,132,036
19,077,398 - 10,920,000 - 29,997,398 19,608,466
662,284 16,111,000 - - 16,773,284 27,987,315
- - - - - -
21,706 5,125,000 1,065,000 - 6,211,706 4,177,567
3,552,701 - - - 3,552,701 4,833,807
17,855,238 - 2,000,000 - 19,855,238 7,546,412
164,357 550,000 250,000 - 964,357 161,327
598,932 1,794,000 - - 2,392,932 23,947,028
$ 49,252,518 $ 29,320,000 $ 14,310,000 $ - $ 92,882,518 $ 109,999,928 $ 35,720 $ - $ 530,000 $ - $ 565,720 $ 1,302,950
494,700 - - - 494,700 1,017,730
266,525 - - - 266,525 117,788
- 166,100 - - 166,100 19,161
381,000 - - - 381,000 -
- - - - - -
389,000 955,270 - - 1,344,270 18,786
223,829 - - - 223,829 628,552
500,715 - - - 500,715 1,020,989
1,215,323 - - - 1,215,323 42,815
4,053,916 - 592,000 - 4,645,916 6,865,329
423,636 - 12,190 - 435,826 242,230
493,922 - - - 493,922 175,869
3,442,835 - 250,000 - 3,692,835 10,584,592
300,000 320,000 - - 620,000 -
Uses of Funds
ATTACHMENT 1
219
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/23
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2023-24 Budget
Available Funds, Uses of Funds, and Fund Balances
Available Funds
-
616 Special Project Commitment Fund $ - $ - $ - $ -
617 Used Oil Recycling Grant - 24,200 - 24,200
618 HHS-Bond Admin Fee Rev - - - -
619 LPD-Asset Seizure-Adjudicated (58,244) 62,003 - 3,759 620 HHS-Social Opportunity Endowment 20,482 1,240 - 21,722 621 BJA-Bulletproof Vest Reimb Grant - 15,000 - 15,000
622 HHS-CalHome Reuse Grant 399,356 40,000 - 439,356
623 HHS-Valley Care Senior Proj - - - -
624 HHS-Housing Acq Admin 120,000 1,326,000 - 1,446,000 625 HHS-Neighborhood Preservation Prog 243,000 5,434 - 248,434 626 HHS-CHFA Homebuyer Assistance 60,831 1,000 - 61,831 627 HHS-Housing Acquisition 643,893 8,371 - 652,264
628 HHS-Mortgage Assitance 1,309,372 60,000 - 1,369,372 629 HHS-CHFA Grant Help Funds - - - -
630 Calif Beverage Container Grant 50,826 22,000 - 72,826 633 HHS-HUD EDI Special Grant Fed 65,001 90,000 - 155,001 635 LPD-Federal Grants 14,338 131,381 - 145,719
637 HHS-Calif BEGIN Grant Program 115,756 90,000 - 205,756 638 HHS-Local Housing Trust-State - - - -
641 LPD-Vehicle Impound Prog 176,275 30,000 - 206,275
642 Altamount Open Space Grant 2,698,967 4,038,857 - 6,737,824 645 CASp Certification and Training Fund - 16,261 - 16,261 650 Gas Taxes 8,300,189 2,575,215 - 10,875,404
651 Gas Tax - SB1 4,140,376 2,225,415 - 6,365,791
652 Gas Tax-2107 - - - -
653 Gas Tax-2106 - - - -
655 Vasco Road/LLNL Widening - - - -
656 Federal Street Grants - - - -
657 Measure B Local - - - -
659 Gas Tax-2103 - - - -
660 Tri-Valley Tran Council Rte 84 Corridor Improvmt - - - - 661 Traffic Funds-Clean Air - - - -
663 Local St & Rd-Prop 1B - - - -
664 Recycled Product Procurement - - - -
665 PEG Capital Fees 1,450,906 250,000 - 1,700,906
666 Import Mitigation - - 12,190 12,190
667 Solid Waste & Recycling 271,444 335,101 - 606,545
671 HHS-Federal HOME Grant Program 41,855 152,413 - 194,268 672 Library Donations Fund 216,960 100,000 - 316,960
673 Library Foundation Grant 98,075 137,000 - 235,075
674 MTC-TDA Grant 580,000 580,000 - 1,160,000
676 Livermore's Promise Grant - - - -
677 Measure B-Bike/Pedestrian 377,813 5,788 - 383,601
678 Measure B-Streets & Roads 1,745,460 28,261 - 1,773,721 679 Measure B Isabel Interchange Grant 32,865 - - 32,865 680 State Street Grants 1,067,000 1,080,000 - 2,147,000 681 Local Vehicle Registration Fee 1,257,697 385,314 - 1,643,011 683 Police Donations Fund 32,561 5,500 - 38,061
687 Measure BB-Bike/Pedestrian 954,397 562,026 - 1,516,423 688 Measure BB-Local St & Rd 3,679,870 2,357,881 - 6,037,751 691 Measure B-Isabel Widening Grant - - - -
692 Brownfield Program - - - -
693 State Prop 50 Water Grant - - - -
695 BART to Livermore - - - -
696 El Charro Maint CFD 2012-1 2,344,564 480,983 - 2,825,547 697 Other Maint CFD's 1,723,666 299,517 - 2,023,183
698 Surplus AD Closeout 994,810 - - 994,810
Total Special Revenue Funds $ 61,549,168 $ 27,781,826 $ 457,190 $ 89,788,184 ATTACHMENT 1
220
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/24
Uses of Funds
$ - $ - $ - $ - $ - $ -
24,200 - - - 24,200 -
- - - - - -
2,400 - - - 2,400 1,359
1,920 - - - 1,920 19,802
15,000 - - - 15,000 -
184,560 - - - 184,560 254,796
- - - - - -
- 1,326,000 - - 1,326,000 120,000
75,000 64,000 - - 139,000 109,434
307 - - - 307 61,524
100,000 - - - 100,000 552,264
66,464 - - - 66,464 1,302,908
- - - - - -
22,000 - - - 22,000 50,826
90,150 - - - 90,150 64,851
111,936 - - - 111,936 33,783
91,000 - - - 91,000 114,756
- - - - - -
20,290 - - - 20,290 185,985
23,000 - - - 23,000 6,714,824
11,000 - 5,000 - 16,000 261
252,000 4,360,000 120,000 - 4,732,000 6,143,404
- 5,773,000 - - 5,773,000 592,791
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
226,080 - - - 226,080 1,474,826
12,190 - - - 12,190 -
342,078 - - - 342,078 264,467
147,625 - 8,706 - 156,331 37,937
134,581 - - - 134,581 182,379
135,368 - 25,000 - 160,368 74,707
- 580,000 - - 580,000 580,000
- - - - - -
- 150,000 - - 150,000 233,601
260,950 688,730 - - 949,680 824,041
- - - - - 32,865
- 1,080,000 - - 1,080,000 1,067,000
1,500 826,000 - - 827,500 815,511
9,004 - - - 9,004 29,057
750 1,500,000 - - 1,500,750 15,673
223,150 4,435,000 - - 4,658,150 1,379,601
- - - - - -
- - - - - -
- - - - - -
- - - - - -
375,713 - - - 375,713 2,449,834
199,322 - - - 199,322 1,823,861
- 430,000 - - 430,000 564,810
$ 15,380,659 $ 22,654,100 $ 1,542,896 $ - $ 39,577,655 $ 50,210,529 ATTACHMENT 1
221
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/23
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2023-24 Budget
Available Funds, Uses of Funds, and Fund Balances
Available Funds
Capital Improvement Program Funds
302 Developers' Deposit $ 276 $ 3,012 $ - $ 3,288
303 Public Utility Undergrounding 788,475 - - 788,475
304 Vasco/Ace-Connector Rd - - - -
306 Traffic Impact Fee (TIF) 22,397,158 3,509,448 25,906,606 - 320 2022 COP Construction Fund 34,073,072 1,000,000 35,073,072 - 321 Tri-Valley Transp Council 20% Fee 2,318,208 4,855,012 7,173,220 - 322 Isabel/I-580 Interchange - - - -
331 Downtown Revitalization Fee (3,674,396) 400,000 (3,274,396) - 333 HHS-Human Services Facilities Fee 561,115 50,000 - 611,115 335 Parking In Lieu Fee 21,891 - - 21,891
336 Former Rte 84-Repair Funds - - - -
337 Park Fee-AB 1600 3,441,623 3,449,395 6,891,018 -
339 Transferable Development Credits 17,247,707 3,139,645 20,387,352 - 340 El Charro Infrastructure Construction Fund (1) - - (1) 341 El Charro Specific Plan Funding - - - -
343 Shea Community Facilities District Const. Fund - - - - 344 Solid Waste & Recycling Impact Fee 5,993,216 1,441,635 7,434,851 - 346 LCPFA 2011 COP Construction Fund - - - -
347 Other Capital Projects - - - -
$ 83,168,344 $ 17,848,147 $ 101,016,491 - $
Debt Service Funds
416 2020 COP Series A $ - $ - $ 530,000 $ 530,000
417 2020 COP Series B - 3,885,000 - 3,885,000
422 2022 COP Debt Service - - 2,592,000 2,592,000
$ - $ 7,007,000 - $ $ 7,007,000
Permanent Funds
500 Doolan Canyon Preserve Endowment $ 38,244 $ 33,660 $ - $ 71,904 505 Doolan Canyon Open Space - 36,500 - 36,500
Total Permanent Funds $ 38,244 $ 70,160 $ - $ 108,404
Total Debt Service Funds
Total Capital Improvement Program Funds
ATTACHMENT 1
222
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/24
Uses of Funds
$ - $ - $ - $ - $ - $ 3,288
- - - - - 788,475
- - - - - -
80,000 6,053,100 70,000 - 6,203,100 19,703,506
- 24,820,000 - - 24,820,000 10,253,072
- 4,811,700 - - 4,811,700 2,361,520
- - - - - -
- - 400,000 (400,000) - (3,274,396)
30,000 - - - 30,000 581,115
- - - - - 21,891
- - - - - -
80,000 3,619,000 - - 3,699,000 3,192,018
- - - - - 20,387,352
- - - - - (1)
- - - - - -
- - - - - -
- 4,604,000 - - 4,604,000 2,830,851
- - - - - -
- - - - - -
$ 190,000 $ 43,907,800 $ 470,000 $ (400,000) $ 44,167,800 $ 56,848,691 $ 530,000 $ - $ - $ - $ 530,000 $ -
3,885,000 - - - 3,885,000 -
2,592,000 - - - 2,592,000 -
$ 7,007,000 $ - $ - $ - $ 7,007,000 $ -
$ 28,000 $ - $ - $ - $ 28,000 $ 43,904
36,500 - - - 36,500 -
$ 64,500 $ - $ - $ - $ 64,500 $ 43,904
ATTACHMENT 1
223
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/24
Projected
Revenue
Incoming
Transfers
Total
Available
001 General Fund $ 2,463,106 $ 146,960,502 $ 1,535,206 $ 150,958,814 Permanent Funds 621,192 41,160 - 662,352
Enterprise Funds 109,999,928 63,814,181 21,390,000 195,204,109 Special Revenue Funds 50,210,529 36,471,645 685,500 87,367,674 Capital Improvement Program Funds 56,848,691 22,266,944 79,115,635 - Debt Service Funds - - 7,025,000 7,025,000
$ 220,143,446 $ 269,554,432 $ 30,635,706 $ 520,333,584
Internal Service Funds
700 Risk Management - Liability $ 2,767,504 4,499,989 7,267,493 - $ 710 Risk Management - W/C Insurance 2,387,751 1,521,020 3,908,771 - 720 Information Technology 1,249,081 6,019,992 7,269,073 - 725 Cyber Security 258,645 950,088 1,208,733 -
730 Fleet & Eqt Services 3,045,879 5,700,734 8,746,613 - 740 Facilities Rehab Program 3,680,014 2,125,000 2,464,000 8,269,014 Internal Service Funds $ 13,388,874 $ 20,816,823 $ 2,464,000 $ 36,669,697 $ 233,532,320 $ 290,371,255 $ 33,099,706 $ 557,003,281
Less: Internal Service Funds (13,388,874) (20,816,823) (2,464,000) (36,669,697) Net City Total $ 220,143,446 $ 269,554,432 $ 30,635,706 $ 520,333,584 Enterprise Funds
210 Airport $ 6,258,788 $ 4,550,876 $ 10,809,664 - $
212 Airport Grant Fund 5,934,283 - 5,934,283 -
220 Stormwater 9,765 1,161,870 8,000,000 9,171,635
221 Storm Drain 6,403,134 109,518 6,512,652 -
222 FEMA Storm Reimbursement 3,132,036 3,444,000 75,000 6,651,036 230 Sewer 19,608,466 32,114,293 51,722,759 -
239 Sewer Replacement 27,987,315 498,397 8,000,000 36,485,712 240 Stormwater User - - - -
241 Sewer Connection Fees 4,177,567 2,184,441 6,362,008 - 242 LAVWMA 4,833,807 38,467 3,065,000 7,937,274
250 Water 7,546,412 19,071,963 250,000 26,868,375
251 Water Connection Fees 161,327 311,493 - 472,820
259 Water Replacement 23,947,028 328,863 2,000,000 26,275,891 $ 109,999,928 $ 63,814,181 $ 21,390,000 $ 195,204,109
Special Revenue Funds
600 Host Community Impact Fee $ 1,302,950 $ 520,000 $ 1,822,950 - $ 602 City Street Sweeping 1,017,730 763,350 - 1,781,080
603 LPD-COPS Ahead AB 3229 Grant 117,788 255,208 - 372,996 604 South Livermore Valley Specific Plan 19,161 - - 19,161 605 Alameda County Tobacco Control Grant - 281,000 - 281,000 606 Nuisance Abatement - - - -
607 State Grant 18,786 1,530,000 1,548,786 -
608 Public Art Fee 628,552 150,000 - 778,552
609 Housing Successor Agency 1,020,989 21,790 1,042,779 - 610 LPD-Horizons 42,815 838,500 470,000 1,351,315
611 Low Income Housing Fund 6,865,329 635,217 7,500,546 - 612 Alameda County-Measure D 242,230 305,021 - 547,251
613 HHS-HCD Comm. Dev. Block Grant (CDBG) 175,869 386,624 - 562,493 614 Maintenance District L&LD 10,584,592 4,215,470 210,000 15,010,062 615 Federal Grants FEMA 1,500,000 - 1,500,000 -
City Operating and Capital Improvement
FY 2024-25 Budget
Available Funds, Uses of Funds, and Fund Balances
Total Enterprise Funds
Total Operating and Capital Improvement
Available Funds
ATTACHMENT 1
224
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/25
$ 136,707,305 $ 7,506,000 $ 17,179,000 $ (11,675,337) $ 149,716,968 $ 1,241,846 35,500 - - - 35,500 626,852
51,623,453 43,417,000 13,830,000 108,870,453 - 86,333,656 14,455,527 28,005,000 1,615,706 - 44,076,233 43,291,441 - 29,100,000 475,000 (400,000) 29,175,000 49,940,635
7,025,000 - - - 7,025,000 -
$ 209,846,785 $ 108,028,000 $ 33,099,706 $ (12,075,337) $ 338,899,154 $ 181,434,430 $ 5,528,640 $ - $ - $ - $ 5,528,640 $ 1,738,853
2,786,995 - - - 2,786,995 1,121,776
6,261,296 - - - 6,261,296 1,007,777
957,032 - - - 957,032 251,701
5,065,857 - - - 5,065,857 3,680,756
3,621,833 2,850,000 - - 6,471,833 1,797,181
$ 24,221,653 $ 2,850,000 $ - $ - $ 27,071,653 $ 9,598,044 $ 234,068,438 $ 110,878,000 $ 33,099,706 $ (12,075,337) $ 365,970,807 $ 191,032,474 (24,221,653) (2,850,000) - - (27,071,653) (9,598,044)
$ 209,846,785 $ 108,028,000 $ 33,099,706 $ (12,075,337) $ 338,899,154 $ 181,434,430 $ 3,751,985 $ 960,000 $ - $ - $ 4,711,985 $ 6,097,679
- 3,600,000 - - 3,600,000 2,334,283
3,867,513 5,160,000 75,000 - 9,102,513 69,122
6,294 1,600,000 - - 1,606,294 4,906,358
- 3,369,000 - - 3,369,000 3,282,036
19,865,062 - 10,440,000 - 30,305,062 21,417,697
670,845 20,818,000 - - 21,488,845 14,996,867
- - - - - -
21,706 4,027,000 1,065,000 - 5,113,706 1,248,302
3,730,243 - - - 3,730,243 4,207,031
18,950,086 - 2,000,000 - 20,950,086 5,918,289
160,500 - 250,000 - 410,500 62,320
599,219 3,883,000 - - 4,482,219 21,793,672
$ 51,623,453 $ 43,417,000 $ 13,830,000 $ 108,870,453 - $ $ 86,333,656 $ 37,735 $ - $ 550,000 $ - $ 587,735 $ 1,235,215
529,186 - - - 529,186 1,251,894
274,129 - - - 274,129 98,867
- - - - - 19,161
281,000 - - - 281,000 -
- - - - - -
325,000 1,180,000 - - 1,505,000 43,786
221,760 - - - 221,760 556,792
715 - - - 715 1,042,064
1,241,840 - - - 1,241,840 109,475
4,013,829 80,000 621,000 - 4,714,829 2,785,717
426,811 - 5,500 - 432,311 114,940
492,376 - - - 492,376 70,117
3,534,609 - 270,000 - 3,804,609 11,205,453
300,000 1,200,000 - - 1,500,000 -
Uses of Funds
ATTACHMENT 1
225
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/24
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2024-25 Budget
Available Funds, Uses of Funds, and Fund Balances
Available Funds
-
616 Special Project Commitment Fund $ - $ - $ - $ -
617 Used Oil Recycling Grant - 24,200 - 24,200
618 HHS-Bond Admin Fee Rev - - - -
619 LPD-Asset Seizure-Adjudicated 1,359 62,926 - 64,285 620 HHS-Social Opportunity Endowment 19,802 1,335 - 21,137 621 BJA-Bulletproof Vest Reimb Grant - 15,000 - 15,000
622 HHS-CalHome Reuse Grant 254,796 40,000 - 294,796
623 HHS-Valley Care Senior Proj - - - -
624 HHS-Housing Acq Admin 120,000 14,150,000 - 14,270,000 625 HHS-Neighborhood Preservation Prog 109,434 5,852 - 115,286 626 HHS-CHFA Homebuyer Assistance 61,524 1,000 - 62,524 627 HHS-Housing Acquisition 552,264 9,014 - 561,278
628 HHS-Mortgage Assitance 1,302,908 60,000 - 1,362,908 629 HHS-CHFA Grant Help Funds - - - -
630 Calif Beverage Container Grant 50,826 22,000 - 72,826 633 HHS-HUD EDI Special Grant Fed 64,851 90,000 - 154,851 635 LPD-Federal Grants 33,783 35,635 - 69,418
637 HHS-Calif BEGIN Grant Program 114,756 120,000 - 234,756 638 HHS-Local Housing Trust-State - - - -
641 LPD-Vehicle Impound Prog 185,985 30,000 - 215,985
642 Altamount Open Space Grant 6,714,824 41,846 - 6,756,670 645 CASp Certification and Training Fund 261 16,358 - 16,619 650 Gas Taxes 6,143,404 2,780,290 - 8,923,694
651 Gas Tax - SB1 592,791 2,403,271 - 2,996,062
652 Gas Tax-2107 - - - -
653 Gas Tax-2106 - - - -
655 Vasco Road/LLNL Widening - - - -
656 Federal Street Grants - - - -
657 Measure B Local - - - -
659 Gas Tax-2103 - - - -
660 Tri-Valley Tran Council Rte 84 Corridor Improvmt - - - - 661 Traffic Funds-Clean Air - - - -
663 Local St & Rd-Prop 1B - - - -
664 Recycled Product Procurement - - - -
665 PEG Capital Fees 1,474,826 250,000 - 1,724,826
666 Import Mitigation - - 5,500 5,500
667 Solid Waste & Recycling 264,467 273,054 - 537,521
671 HHS-Federal HOME Grant Program 37,937 152,413 - 190,350 672 Library Donations Fund 182,379 100,000 - 282,379
673 Library Foundation Grant 74,707 137,000 - 211,707
674 MTC-TDA Grant 580,000 - - 580,000
676 Livermore's Promise Grant - - - -
677 Measure B-Bike/Pedestrian 233,601 6,233 - 239,834
678 Measure B-Streets & Roads 824,041 30,435 - 854,476
679 Measure B Isabel Interchange Grant 32,865 - - 32,865 680 State Street Grants 1,067,000 - - 1,067,000
681 Local Vehicle Registration Fee 815,511 397,613 - 1,213,124 683 Police Donations Fund 29,057 5,500 - 34,557
687 Measure BB-Bike/Pedestrian 15,673 579,389 - 595,062 688 Measure BB-Local St & Rd 1,379,601 2,431,120 - 3,810,721 691 Measure B-Isabel Widening Grant - - - -
692 Brownfield Program - - - -
693 State Prop 50 Water Grant - - - -
695 BART to Livermore - - - -
696 El Charro Maint CFD 2012-1 2,449,834 496,804 - 2,946,638 697 Other Maint CFD's 1,823,861 301,177 - 2,125,038
698 Surplus AD Closeout 564,810 - - 564,810
Total Special Revenue Funds $ 50,210,529 $ 36,471,645 $ 685,500 $ 87,367,674 ATTACHMENT 1
226
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/25
Uses of Funds
$ - $ - $ - $ - $ - $ -
24,200 - - - 24,200 -
- - - - - -
2,449 55,000 - - 57,449 6,836
1,808 - - - 1,808 19,329
15,000 - - - 15,000 -
243,305 - - - 243,305 51,491
- - - - - -
- 14,150,000 - - 14,150,000 120,000
- - - - - 115,286
307 - - - 307 62,217
100,000 - - - 100,000 461,278
66,525 - - - 66,525 1,296,383
- - - - - -
22,000 - - - 22,000 50,826
90,150 - - - 90,150 64,701
35,965 - - - 35,965 33,453
121,000 - - - 121,000 113,756
- - - - - -
20,290 - - - 20,290 195,695
23,000 - - - 23,000 6,733,670
11,000 - 5,500 - 16,500 119
252,000 5,530,000 130,000 - 5,912,000 3,011,694
- 965,000 - - 965,000 2,031,062
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
51,102 - - - 51,102 1,673,724
5,500 - - - 5,500 -
306,898 - - - 306,898 230,623
147,695 - 8,706 - 156,401 33,949
124,410 - - - 124,410 157,969
135,375 - 25,000 - 160,375 51,332
- - - - - 580,000
- - - - - -
- - - - - 239,834
150,750 220,000 - - 370,750 483,726
- - - - - 32,865
- - - - - 1,067,000
1,500 800,000 - - 801,500 411,624
9,012 - - - 9,012 25,545
750 515,000 - - 515,750 79,312
223,150 3,240,000 - - 3,463,150 347,571
- - - - - -
- - - - - -
- - - - - -
- - - - - -
386,325 - - - 386,325 2,560,313
205,071 - - - 205,071 1,919,967
- 70,000 - - 70,000 494,810
$ 14,455,527 $ 28,005,000 $ 1,615,706 $ - $ 44,076,233 $ 43,291,441 ATTACHMENT 1
227
FUND BALANCES
BUDGET FY 2023-25
Fund
Number Fund Name
Projected Fund
Balance /
Working Capital
7/1/24
Projected
Revenue
Incoming
Transfers
Total
Available
FY 2024-25 Budget
Available Funds, Uses of Funds, and Fund Balances
Available Funds
Capital Improvement Program Funds
302 Developers' Deposit $ 3,288 $ 4,015 $ - $ 7,303
303 Public Utility Undergrounding 788,475 - - 788,475
304 Vasco/Ace-Connector Rd - - - -
306 Traffic Impact Fee (TIF) 19,703,506 1,233,252 20,936,758 - 320 2022 COP Construction Fund 10,253,072 300,000 10,553,072 - 321 Tri-Valley Transp Council 20% Fee 2,361,520 5,185,644 7,547,164 - 322 Isabel/I-580 Interchange - - - -
331 Downtown Revitalization Fee (3,274,396) 400,000 (2,874,396) - 333 HHS-Human Services Facilities Fee 581,115 50,000 - 631,115 335 Parking In Lieu Fee 21,891 - - 21,891
336 Former Rte 84-Repair Funds - - - -
337 Park Fee-AB 1600 3,192,018 6,553,195 9,745,213 -
339 Transferable Development Credits 20,387,352 7,055,955 27,443,307 - 340 El Charro Infrastructure Construction Fund (1) - - (1) 341 El Charro Specific Plan Funding - - - -
343 Shea Community Facilities District Const. Fund - - - - 344 Solid Waste & Recycling Impact Fee 2,830,851 1,484,883 4,315,734 - 346 LCPFA 2011 COP Construction Fund - - - -
347 Other Capital Projects - - - -
$ 56,848,691 $ 22,266,944 $ 79,115,635 - $
Debt Service Funds
416 2020 COP Series A $ - $ - $ 550,000 $ 550,000
417 2020 COP Series B - 3,885,000 - 3,885,000
422 2022 COP - - 2,590,000 2,590,000
$ - $ 7,025,000 - $ $ 7,025,000
Permanent Funds
500 Doolan Canyon Preserve Endowment $ 43,904 $ 33,660 $ - $ 77,564 505 Doolan Canyon Open Space - 7,500 - 7,500
Total Permanent Funds $ 43,904 $ 41,160 $ - $ 85,064
Total Debt Service Funds
Total Capital Improvement Program Funds
ATTACHMENT 1
228
FUND BALANCES
BUDGET FY 2023-25
Proposed Operating
Expenditures
Proposed Capital
Expenditures Outgoing Transfers Reserves
Total
Uses
Projected Fund
Balance /
Working Capital
6/30/25
Uses of Funds
$ - $ - $ - $ - $ - $ 7,303
- - - - - 788,475
- - - - - -
- 10,676,000 75,000 - 10,751,000 10,185,758
- 10,500,000 - - 10,500,000 53,072
- 5,139,000 - - 5,139,000 2,408,164
- - - - - -
- - 400,000 (400,000) - (2,874,396)
- - - - - 631,115
- - - - - 21,891
- - - - - -
- 2,685,000 - - 2,685,000 7,060,213
- - - - - 27,443,307
- - - - - (1)
- - - - - -
- - - - - -
- 100,000 - - 100,000 4,215,734
- - - - - -
- - - - - -
$ - $ 29,100,000 $ 475,000 $ (400,000) $ 29,175,000 $ 49,940,635 $ 550,000 $ - $ - $ - $ 550,000 $ -
3,885,000 - - - 3,885,000 -
2,590,000 - - - 2,590,000 -
$ 7,025,000 $ - $ - $ - $ 7,025,000 $ -
$ 28,000 $ - $ - $ - $ 28,000 $ 49,564
7,500 - - - 7,500 -
$ 35,500 $ - $ - $ - $ 35,500 $ 49,564
ATTACHMENT 1
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ATTACHMENT 1
230
CAPITAL IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
EXECUTIVE SUMMARY AND ANALYSIS
The capital improvement plan (CIP) budget is differentiated from the operating budget in that it involves property acquisition, design, and construction of public infrastructure such as storm, water and sewer systems, trails, roadways and transportation infrastructure, parks, plazas and open space, public buildings, and other city infrastructure. The CIP budget also contains developer reimbursements for certain off-site public infrastructure constructed with private land development projects.
This CIP includes projects necessary to support the General Plan, Specific Plans, and Neighborhood Plan areas. It also includes key projects identified in the City’s infrastructure master plans as needed for development under the General Plan. Funding needs for long term rehabilitation and replacement of the City’s infrastructure are identified through the City’s Asset Management Program rather than this CIP.
Project priorities were developed through consultation with staff from Departments and/or Divisions of the City and the Executive Team.
This document provides a CIP that identifies a need for over $420 million in funding for 146 projects over the next 5 years. The 2023-2028 CIP includes nearly $213 million in appropriations to 97 projects in Fiscal Years 2023-24 and 2024-25. Additional appropriations of over $102 million to 32 projects in Fiscal Years 2025-2028 will be made, subject to fund availability, to those projects with continuing work beyond Fiscal Year 2024-25. For projects without funding in the first 2 years, the CIP lays a foundation for the next comprehensive update to the CIP, which will occur in 2025. Sixty-eight additional projects with costs totaling $105 million were considered but were not included in the 5-year CIP due to funding and/or staffing constraints.
The 2023-28 CIP includes $244.7 million (58%) in expansion or enhancement projects and $178.1 million (42%) in rehabilitation or replacement projects over five years for both enterprise and non-enterprise funded projects. The City’s Asset Management Program has identified a non-enterprise fund need of approximately $40 million annual average for rehabilitation or replacement projects. The 2023-28 CIP invests about $100 million over five years on rehabilitation or replacement projects, an average of about $20 million per year or half the annual average need. Future CIPs will need to spend a higher percentage of available funds on rehabilitation or replacement projects.
As required by State law, the Planning Commission reviews the CIP for consistency with the City’s General Plan. This CIP is a planning tool for the City Council and should be used to set capital priorities over the next several years. Funding sources will need to be identified for some projects identified in the later years of the CIP. Funding will depend on available fiscal resources and other cyclical factors that are difficult to predict far in advance. The CIP is a blueprint for the future, but it is flexible enough for change as the City Council updates the CIP budgets annually. The CIP is updated comprehensively every other year. For government funds, the budget is prepared on a modified accrual basis consistent with Generally Accepted Accounting Principles. Enterprise and Internal service funds are budgeted on an accrual basis of accounting except for capital assets, which are budgeted on a modified accrual basis of accounting. The City’s Debt, Accounting and Budget Policies are included in the Appendix of this budget document.
The 2023-2028 CIP is divided into 12 Programs as follows:
ATTACHMENT 1
231
CAPITAL IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
Airport
The City operates a general aviation airport located southwest of State Route 84, Airway Boulevard, and I-580. The airport is operated as an independent enterprise fund. Airport projects in the 2023-28 CIP includes projects to enhance Airport safety and operations and to rehabilitate existing facilities.
Airport Project expenditures are approximately 3% of the total proposed CIP budget with $5.6 million in Fiscal Year 2023-24 and 2024-25. Projects include construction of the airfield safety improvements outlined in the Airfield Geometry Study, and airport pavement maintenance. Funding for airport projects is provided from airport operating revenues and Federal Aviation Administration grants.
Projects listed herein comply with the current Airport Layout Plan, and the City’s General Plan. Airport projects are derived from the 2014 Airport Layout Plan.
Downtown
Downtown projects are intended to revitalize and enhance the downtown economically and aesthetically through land acquisition, design and construction of public infrastructures including those which support the Downtown Core Plan approved by City Council in January 2017.
Downtown Revitalization projects are the second largest source of expenditures with approximately 18% of the total proposed CIP budget or $38.1 million over Fiscal Year 2023-24 and 2024-25. Some of the major expenditures include the Livermore Village Parking Garage; Flagpole Plaza and Downtown Streetscape Improvements, Downtown Sidewalk and Miscellaneous ADA Improvements, Downtown Landscape Rehabilitation, and Veterans Park. Projects are funded primarily through General Fund, park fees, Measure BB, R&R Infrastructure Reserves, bond funding, and grants.
Projects included in this programmatic area are consistent with the City’s General Plan and Downtown Specific Plan. Projects are funded primarily through General Fund, park fees, Measure BB, R&R Infrastructure Reserves and grants.
Parks and Beautification
The objective of the Parks and Beautification programmatic areas is to improve, renovate, and enhance existing City-owned or maintained park areas, public spaces, roadways, walls, and medians. Although the Livermore Area Recreation and Park District (LARPD) is the responsible agency for maintaining most of the parks in Livermore, there are several City-owned properties as well as streetscapes that are constructed and maintained by the City.
Parks and Beautification Projects account for approximately 3% of the total proposed CIP expenditures, $5.9 million in Fiscal Year 2023-24 and 2024-25. Projects that are funded in the 2023-28 CIP include reimbursements to LARPD for their eligible park development impact fee-funded projects, Doolan Park Landscape Rehabilitation, Springtown Open Space Improvements, Phase 1, and Elaine Avenue Median Landscaping. Additional Park projects are shown in the Downtown category. Projects are funded primarily through General Fund, park fees, Measure BB, Capital Reserves and grants.
Projects listed herein comply with the goals and policies of the City’s General Plan and Downtown Specific Plan and the Park Facilities Fee Study.
ATTACHMENT 1
232
CAPITAL IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
Public Buildings
Routine rehabilitation of public buildings is needed to extend the life of the building and its components, rehabilitate, and replace ageing equipment and components, reallocate space, and comply with current codes and standards. Building expansion projects are intended to accommodate current operational needs.
A variety of Public Building projects are included in the 2023-28 CIP. Public Buildings expenditures are approximately 3% of the total proposed CIP budget with $6.0 million in Fiscal Year 2023-24 and 2024-25.
Major projects include the City Hall HVAC & Central Plant Chiller Replacement, Civic Center Library and Maintenance Building HVAC Improvements, City Fleet Electrification Phase 1 ARC, and Fleet Shop Expansion. Projects are funded primarily through Facilities Rehabilitation Fund and Capital Reserves.
Projects listed herein comply with the goals and policies of the City’s General Plan and the City’s Asset Management Program.
Public Safety
The goal of this programmatic area is to enhance public safety through improvements to Police Department and Livermore/Pleasanton Fire Department facilities, equipment, and public safety systems.
Over $8 million or roughly 4% of the proposed CIP budget is for Police and Fire Facilities and infrastructure in Fiscal Year 2023-24 and 2024-25. Projects include the Real Time Awareness Center, Fire Station 6 Remodel, and Police Building Renovations. Public Safety projects in the CIP are primarily funded by the General Fund, Facility Rehabilitation funds, Capital Reserves, asset seizures, and grants.
Projects listed herein comply with the goals and policies of the City’s General Plan and the City’s Asset Management Program.
Storm Drain
The City maintains a storm water system that includes drainage pipes, streams, culverts, detention and retention facilities, and certain channel improvements. Zone 7 is the Flood Control Agency for the TriValley; however, they only own and operate one-third of the total stream systems. The City owns and operates another one-third, while the remaining one-third is under private ownership. This program is chronically underfunded and unfunded mandates for water quality improvements continue to be required by the state. A series of storms with large amounts of rain and high winds this past winter caused significant damage to infrastructure near the creeks.
Over $19.6 million or roughly 9% of the proposed CIP budget is for storm drainage and flood control projects in Fiscal Year 2023-24 and 2024-25. The most notable projects are Storm Drain Trash Capture, 2023 Storm Damage Repairs, Collier Canyon Creek Silt Basin, Arroyo Las Positas Desilting through Las Positas Golf Course, and Stream Maintenance by Contractors.
Funding for these projects primarily derives from the City’s storm water user fee, the impervious surface development impact fee, Capital Reserves, and from FEMA funds.
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CAPITAL IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
Proposed Improvements are consistent with the City’s 2009 Storm Drain Master Plan Update, the 2010 Storm Drain Connection Fee Study, Zone 7 Stream Management Master Plan and with the City’s General Plan and Downtown Specific Plan.
Street Maintenance
This program area provides for the preservation of existing transportation and pedestrian infrastructure throughout the City. Projects in this category include annual preventative maintenance such as slurry seal and micro surfacing, rehabilitative street overlays, annual sidewalk repair, ADA access ramp installations, curb and gutter replacement, median rehabilitation, and miscellaneous street infrastructure rehabilitation.
Bike lane striping upgrades, such as converting standard bike lanes to buffered bike lanes, are considered as streets are resurfaced.
The cost of preventative maintenance on streets is approximately 10% of the cost of street replacement, and the cost of rehabilitative maintenance is approximately 50% of the cost of street replacement. Without a preventative maintenance and rehabilitative program, the useful life of streets is typically less than 15 years. Following a regularly scheduled preventative maintenance and rehabilitative maintenance schedule on streets extends the useful life of the street. Depending on the frequency of preventative maintenance, street life can be extended for decades.
Street Maintenance expenditures make up approximately 10% of the total proposed CIP budget, over $21.3 million in Fiscal Year 2023-24 and 2024-25. Projects include the annual Sidewalk Repair, Street Resurfacing and Slurry Seal programs, Bluebell Dr. Bridge Repair at Altamont Creek, Murietta Road Settlement, Sidewalk Repair and ADA Access Ramps. Projects are consistent with the City’s Pavement Management Program, General Plan and Active Transportation Plan. The primary funding sources for this program includes gas taxes, Measure BB funds, refuse vehicle impact fees, Capital Reserves, vehicle registration fees, and grants.
Projects within this category all occur within the existing public right of way, are rehabilitative in nature, and are consistent with the City’s Asset Management Program.
Traffic Control
Traffic control projects in the 2023-28 CIP provide for the safe and efficient movement of vehicles, bicycles, and pedestrians on the City’s street-network. Pedestrian safety improvements, traffic signals, street lighting, traffic signal controller upgrades, video detection upgrades, traffic signal modifications and emergency vehicle preemption equipment are included in this program.
Traffic Control expenditures are approximately 2% of the total proposed CIP budget with over $4 million in Fiscal Year 2023-24 and 2024-25 for various traffic signal modifications, and crosswalk safety improvements at Portola/Enos, Arroyo/Robertson Park, Stanley/Isabel, and Concannon/Epson intersections. Projects are funded primarily from gas taxes, Measure BB, and traffic impact fees.
Projects are consistent with the City’s General Plan, Active Transportation Plan, Downtown Specific Plan and the City’s Asset Management Program. Implementation of these projects will provide for a safer street system and will improve mobility within Livermore.
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CAPITAL IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
Trails and Bike
Projects in the Trails and Bike program will improve pedestrian and bicycle mobility and safety within Livermore. These projects provide or enhance trail and bike connections leading to commercial centers, transit routes, schools, parks, and residential areas. They also provide recreational opportunities for Livermore citizens. Additionally, projects in this programmatic area fund rehabilitation of trail facilities.
Trails and Bike expenditures are approximately 3% of the total proposed CIP budget with approximately $5.9 million in Fiscal Year 2023-24 and 2024-25. Major projects include the Las Colinas Trail (T-6), Arroyo Rd. Trail (T-13), Trail Repairs, and East Avenue Corridor Improvements pending approval of a preferred design. Projects in this category are funded by Measure BB funds, park impact fees, and grants.
Projects are consistent with the City’s Active Transportation Plan, General Plan, and various specific plans.
Transportation
Transportation infrastructure projects in the 2023-2028 CIP include a variety of projects to address transportation mobility and capacity needs. These projects are needed relieve traffic congestion, meet the City’s adopted roadway level of service standards, meet air quality and energy efficiency standards and to ensure safe travel ways. These projects range from widening of existing roads to providing additional lanes, construction of new roadway segments, to expansion and construction of freeway interchanges.
Transportation Infrastructure projects are approximately 14% of the total proposed CIP budget with $29.2 million in Fiscal Year 2023-24 and 2024-25. Major projects include preliminary design and environmental studies for the Vasco Road Interchange Project, design for the North Canyons Parkway/Dublin Boulevard Connection, Vasco Road Widening (Garaventa Ranch Rd. to north of Dalton Ave) and Railroad Avenue Improvements. Projects in this category are being funded by local and regional traffic impact fees, Measure BB funds and grants.
Projects listed herein comply with the goals and policies of the City’s General Plan, Downtown Specific Plan, the City’s Traffic Impact Fee Program, Alameda County Transportation Commission Transportation Plan, Tri-Valley Transportation Commission Plan, City’s Climate Action Plan, and applicable state and federal standards. Implementation of these projects will improve mobility within Livermore.
Wastewater
The City of Livermore operates a Water Reclamation Plant (WRP) and sewer collection system.
Wastewater projects in the 2023-28 CIP include a variety of projects to enhance the capacity and to rehabilitate the City’s sewer collection and wastewater treatment systems.
Wastewater project expenditures are the largest expenditure area with approximately 29% of the total proposed CIP budget or $61.3 million in the two-year budget. The major projects include the WRP Primary and Secondary Treatment Improvements Phase 1 and Phase 2, WRP Occupied Building Repairs - Administration, Trevarno Road Sewer and Water, Springtown Trunkline Sewer Replacement, Annual Sewer Replacement, WRP UV Treatment System Replacement, WRP SCADA Server & Network Upgrade.
The primary funding sources for wastewater collection and treatment systems are operating revenues from the Sewer Enterprise Fund and the City’s sanitary sewer connection fees paid by new development. The expansion of the Water Reclamation Plant wastewater disposal capacity and the upsizing of pipes to serve new development are funded primarily from the sanitary sewer connection fee. Major maintenance and ATTACHMENT 1
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BUDGET FY 2023-25
rehabilitation at the Water Reclamation Plant and in the existing collection system are funded by operating revenues from the Sewer Enterprise Fund. Cost allocation between new development and existing users for projects is specified in the City’s Wastewater Connection Fee Study.
Projects listed comply with the goals and policies of the City’s General Plan, Downtown Specific Plan, and the City’s current: Sewer Master Plan Update; Wastewater Connection Fee Study; Recycled Water Master Plan; Wastewater and Sewer Collection Asset Management Plan; Water Reclamation Plant Master Plan and applicable state and federal standards.
Water/Recycled Water
The City of Livermore is the water retailer in the northwest, northeast, and east portions of the city. The central and southern parts of the city are served by a private water purveyor, the California Water Service Company. The City of Livermore produces and distributes recycled water to the northwest section of the city and to eastern Pleasanton including East Bay Regional Parks Shadow Cliffs, along Stanley Boulevard for roadway landscaping and along West Jack London Boulevard for eastern Pleasanton.
The Airway Pump Station Improvement is funded in the 2021-23 Capital Improvement Plan. This program also provides credits to private development for oversizing of water pipelines for the ultimate condition.
Projects are funded using Water User fees and Water Connection fees charged on new development.
Water storage facilities and transmission system improvements that are needed to serve new development are financed through the Water Connection fee. Major maintenance and repairs to the City’s pumps, water tanks, and distribution system are funded by operating revenues of the Water Enterprise Fund.
Projects listed comply with the goals and policies of the City’s General Plan, Downtown Specific Plan, and the El Charro Specific Plan. These projects also are consistent with the City’s current: Water Master Plan; Water Connection Fee Study, Recycled Water Master Plan; Water and Recycled Water Asset Management Plan; and applicable state and federal standards. Cost allocation between new development and existing users for projects is specified in the City’s current Water Connection Fee Study.
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EXECUTIVE SUMMARY AND ANALYSIS
BUDGET FY 2023-25
Program Funding
Details of priorities and funding for each program area are contained in an introduction to each Program section in the Capital Improvement Plan. Figure 1 summarizes project spending by Program type. The largest areas of expenditures for the 2023-28 CIP are Transportation, Wastewater, and Downtown projects. Together these three areas account for approximately 61% of the five-year budget total.
FIGURE 1: CAPITAL SPENDING BY PROGRAM TYPE
Funding Highlights
The funding sources for the proposed FY 2023-28 CIP budget can be grouped into five categories shown on Figure 2. Approximately 62% of the funding in the 2023-28 CIP is from non-General Fund sources.
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BUDGET FY 2023-25
General Fund, COPS and Facilities Rehab - $73 million (17%) • COPS - $36 million (Livermore Village Parking Garage) • General Fund Allocation - $25 million (incl. Police Building Renovations, Fire Station 6 Remodel, Fleet Shop Expansion)
• Facilities Rehabilitation Fund - $11 million (incl. City Hall HVAC & Central Plant Chiller, Library and Maintenance Building HVAC, Carpet Replacement at City Buildings) Local/Non-Local User Fees – $ 147 million (35%)
• Sewer Rehabilitation Fees- $58 million
• Water Rehabilitation Fees- $ 2.4 million
• Solid Waste & Recycling - $ 7 million
• Storm Water - $16 million (subsidized with General Funds) • Airport Operations - $3 million
• Gas taxes - $33 million (includes SB1 funding)
• Measure B/BB Funds (streets, bike and pedestrian) - $23 million • Vehicle Registration Fees (streets, bike and pedestrian) - $3 million ATTACHMENT 1
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BUDGET FY 2023-25
Development Impact Fees - $161 million (38%)
• Park Facilities - $21 million
• Traffic Impact - $104 million
• Water Impact - $0.5 million
• Wastewater Impact – $13 million
• Tri Valley Transportation Council 20% - $13 million
• Affordable Housing - $0.7 million
• Human Services Facilities - $0.4 million
• Public Art – $0.2 million
Regional, State and Federal Grants - $39 million (9%)
• FEMA Storm Damage Grants - $8 million
• State Storm Damage Grants - $2 million
• LPD COP AB3229 Grant - $0.3 million (Automated License Plate Readers) • Priority Conservation Area Grant - $0.4 million (Arroyo Road Trail) • One Bay Area Grant Program – $1.1 million (I-580/Vasco Interchange) • FAA Capital Grant - $11 million (Geometry Study Improvements) • TDA Grant - $0.6 million (Trail Réhabilitation)
• County funding - $15 million (South Livermore Sewer)
Private/Third Party Contributions - $2 million (1% of total 2-year budget) • Surplus Assessment District Closeout - $1 million (Storm Drain Trash Capture) • Developer contribution to Walmart Trail - $0.6 million • Library Donations Fund - $150,000 (Civic Center Library Teen Center) ATTACHMENT 1
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BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
001 200098 North L St. Utility Undergrounding $ -
001 200439 Livermore Civic Center Meeting Hall 1,370,422 001 200512 Downtown Landscape Rehabilitation -
001 200514 New Springtown Branch Library -
001 200654 Decorative Wall Replacement - Citywide 2,348,829 001 200720 El Charro Specific Plan Infrastructure -
001 201034 Carnegie Library Building -
001 201416 Hagemann Farm Site Assessment and Renovation 238,059 001 201715 I Street Garage 16,154,669
001 201813 Citywide Street Tree Irrigation -
001 201847 Shea Plaza Shade Structure -
001 201853 Seismic Retrofit Project at 141 N Livermore - 001 201958 Real Time Awareness Center -
001 202014 Stanley Blvd. Median Improvements -
001 202120 Downtown Surface Parking -
001 202124 Railroad Depot Tenant Improvements -
001 202212 Fleet Shop Expansion -
001 202213 Demolition and Remediation at 241 North M Street - 001 202214 Police Storage Facility -
001 202215 Fire Station 6 Remodel -
001 202316 Police Building Renovations -
001 202320 City Fleet Electrification Phase 1 -
001 202324 ELAINE AVE MEDIAN LANDSCAPING -
001 202327 Private Sidewalk Repair Revolving Fund -
001 202411 Phase 2 Police Expansion -
001 202418 Civic Center Library Teen Space Improvement - 001 202514 City Fleet Electrification Phase 2 -
Subtotal General Fund 20,111,979 $
210 201314 Slurry Seal Northside Aprons and Taxilanes $ - 210 201317 North & South Hangar Outside Painting 125,457 210 201411 Slurry Seal Southside Hangar Taxi lanes -
210 201425 Airport Pavement Maintenance 140,698
210 201615 Airport Water Quality and HMP Basins 114,222 210 201717 Airport Terminal Building Back-Up Generator 19,241 210 201718 Airport Airfield Markings Maintenance 133,244 210 201811 Airport Maintenance Facility -
210 201849 FBO Building Flood Proofing 603,887
210 202015 Arroyo Las Positas Desilting through Las Positas Golf Course - 210 202017 Airport Geometry Study Improvements 116,256
210 202019 Airport Rescue and Firefighting Facility 20,124 210 202029 Airport Hangar Roof Repairs 20,856
210 202111 Airport Perimeter Fence Improvements 8,263
210 202311 190 Airway Blvd. Restroom Improvements -
Subtotal Airport 1,302,249 $
212 202017 Airport Geometry Study Improvements $ 298,005 Subtotal Airport Grant 298,005 $
220 201726 2018-19 Permanent Storm Damage Repairs 158,207 220 201941 Altamont Creek Mitigation -
220 201943 Mitigation Area Irrigation Installation -
220 202015 Arroyo Las Positas Desilting through Las Positas Golf Course 23,993 220 202132 Golf Course Damage Repairs 12,932
220 202423 2024 Stream Maintenance by Contractors -
220 202424 Storm Drains for Ponding Areas -
220 202425 2024 Storm Drain Trash Capture -
220 202523 2025 Stream Maintenance by Contractors -
220 202625 2026 Storm Drain Trash Capture -
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CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ - $ - $ - $ - $ 3,142,000 $ 3,142,000
85,000 - - - - - - 1,455,422
- - 290,000 - - - - 290,000
- - - - - - 28,000,000 28,000,000
60,000 - - 700,000 700,000 - - 3,808,829
79,112 645,000 - - - - - 724,112
- - - - - - 500,000 500,000
- - - - 100,000 - 2,500,000 2,838,059
325,000 - - - - - - 16,479,669
- - - - 500,000 100,000 3,700,000 4,300,000
- - - - - - 700,000 700,000
- - - - - - 200,000 200,000
525,000 115,000 - - - - - 640,000
- - 50,000 150,000 - - - 200,000
80,000 90,000 36,000 36,000 36,000 36,000 36,000 350,000 - - - - - - 400,000 400,000
- 100,000 400,000 2,500,000 - - - 3,000,000
- - - - - - 400,000 400,000
- - - - 100,000 400,000 9,000,000 9,500,000
- 200,000 5,000,000 6,300,000 - - - 11,500,000
- 200,000 1,000,000 1,000,000 - - - 2,200,000
- 100,000 - - - - - 100,000
- 20,000 180,000 - - - - 200,000
- 400,000 400,000 400,000 400,000 400,000 - 2,000,000
- - - - - - 14,000,000 14,000,000
- - 150,000 1,000,000 - - - 1,150,000
- - - 75,000 1,000,000 - - 1,075,000
$ 1,154,112 $ 1,870,000 $ 7,506,000 $ 12,161,000 $ 2,836,000 $ 936,000 $ 62,578,000 $ 109,153,091 $ 19,000 $ 500,000 $ 500,000 $ 500,000 $ - $ - $ - $ 1,519,000 - - - - - - 250,000 375,457
- - - - - - 700,000 700,000
30,000 30,000 30,000 30,000 30,000 30,000 480,000 800,698 - - - - - - 1,800,000 1,914,222
- - - - - - 200,000 219,241
30,000 30,000 30,000 30,000 30,000 30,000 390,000 703,244 - - - - - - 5,000,000 5,000,000
60,000 - - - - - - 663,887
- - - 180,000 - - - 180,000
239,283 50,000 400,000 800,000 - - - 1,605,539
- - - - - - 200,000 220,124
- - - - - - 800,000 820,856
- - - - - - 750,000 758,263
- - - - - - 250,000 250,000
$ 378,283 $ 610,000 $ 960,000 $ 1,540,000 $ 60,000 $ 60,000 $ 10,820,000 $ 15,730,532 $ 1,760,717 $ 450,000 $ 3,600,000 $ 7,200,000 $ - $ - $ - $ 13,308,722 $ 1,760,717 $ 450,000 $ 3,600,000 $ 7,200,000 $ - $ - $ - $ 13,308,722 30,000 20,000 40,000 - - - - 248,207
- - - - 300,000 - - 300,000
- - - - - - 100,000 100,000
- - - 440,000 - - - 463,993
30,000 20,000 20,000 45,000 - - - 127,932
- - 400,000 - - - - 400,000
- - - 100,000 600,000 - - 700,000
- 1,500,000 4,500,000 - - - - 6,000,000
- - - 400,000 400,000 400,000 400,000 1,600,000
- - - 750,000 1,125,000 - - 1,875,000
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PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
220 202711 Storm Drain Master Plan Projects $ -
220 S20230 - 2023 Storm Damage CAT A - Debris Removal - 220 S20230 - Storm Damage Permanent Repair C-G -
220 S20230 - 2023 Storm Damage CAT Z - General, Admin, Meetings, etc - Subtotal Storm Water 195,132 $
221 202112 Storm Drain Trash Capture Devices $ -
221 202216 Storm Drain Improvements on Constitution Drive - 221 202413 Arroyo Mocho at Holmes Street Bridge -
221 202414 Arroyo Las Positas at Heather Lane Bridge -
221 202425 2024 Storm Drain Trash Capture -
221 202426 Arroyo Las Positas at Bluebell Bridge Replacement - 221 202625 2026 Storm Drain Trash Capture -
Subtotal Storm Drain $ -
222 201726 2018-19 Permanent Storm Damage Repairs $ 4,515,926 222 201727 Collier Canyon Culvert, Drainage, and Road Improvements - 222 202015 Arroyo Las Positas Desilting through Las Positas Golf Course 162,036 222 202132 Golf Course Damage Repairs -
222 S20230 - 2023 Storm Damage CAT B Citywide Emergency Response & Protective Measures - 222 S20230 - Storm Damage Permanent Repair C-G -
222 S20230 - 2023 Storm Damage CAT Z - General, Admin, Meetings, etc - Subtotal FEMA Storm Reimbursement 4,677,962 $
239 201414 Springtown Trunkline Replacement $ 8,459
239 201519 WRP Occupied Building Repairs 2,615,655
239 201522 WRP Emergency Generator 3,978,037
239 201818 WRP Biological Nutrient Removal Upgrades -
239 201911 WRP Phosphorous Recovery System -
239 201931 WRP Primary and Secondary Treatment Improvements Phase 1 1,432,587 239 202003 Annual Sewer Replacement 2020 306,065
239 202012 WRP Tertiary and Solid Treatment Improvements - 239 202026 Sewer Lift Station Improvements -
239 202116 Railroad Ave Street Improvements -
239 202128 WRP UV Treatment System Replacement 2,039
239 202129 WRP SCADA Server & Network Upgrade 38,900
239 202203 Annual Sewer Replacement 2020 Phase 2 -
239 202217 WRP Primary & Secondary Trtmnt Imprvmnts Phase II - 239 202218 WRP SCADA PLC Controls Upgrade -
239 202312 WRP SCADA Remote Site Upgrade -
239 202315 WRP Digester Heating Loop Replacement -
239 202322 WRP Occupied Building Repairs - Administration - 239 202420 WRP Occupied Building Repairs - Maintenance - 239 202503 Annual Sewer Replacement 2025 -
239 202512 Airport Lift Station Improvements -
239 202612 WRP Occupied Building Repairs - Tertiary -
Subtotal Sewer Replacement 8,381,742 $
241 201522 WRP Emergency Generator $ 935,361
241 201818 WRP Biological Nutrient Removal Upgrades -
241 201931 WRP Primary and Secondary Treatment Improvements Phase 1 472,085 241 201960 Trevarno Rd. Sewer and Water Improvements 116,679 241 202003 Annual Sewer Replacement 2020 105,432
241 202012 WRP Tertiary and Solid Treatment Improvements - 241 202128 WRP UV Treatment System Replacement 1,000
241 202129 WRP SCADA Server & Network Upgrade 11,781
241 202217 WRP Primary & Secondary Trtmnt Imprvmnts Phase II - ATTACHMENT 1
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CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ - $ - $ - $ 200,000 $ 11,000,000 $ 11,200,000 - 125,000 95,000 25,000 - - - 245,000
- 95,000 100,000 100,000 - - - 295,000
- 5,000 5,000 5,000 - - - 15,000
$ 60,000 $ 1,765,000 $ 5,160,000 $ 1,865,000 $ 2,425,000 $ 600,000 $ 11,500,000 $ 23,570,132 $ - $ 100,000 $ - $ - $ - $ - $ - $ 100,000
- - - - - - 400,000 400,000
- - - - - 150,000 1,000,000 1,150,000
100,000 - 100,000 100,000 500,000 300,000 - 1,100,000
- 500,000 1,500,000 - - - - 2,000,000
- - - - - 100,000 1,000,000 1,100,000
- - - 250,000 375,000 - - 625,000
$ 100,000 $ 600,000 $ 1,600,000 $ 350,000 $ 875,000 $ 550,000 $ 2,400,000 $ 6,475,000 $ 60,000 $ 240,000 $ 430,000 $ - $ - $ - $ - $ 5,245,926 164,000 750,000 750,000 - - - 120,000 1,784,000
160,000 20,000 369,000 500,000 - - - 1,211,036
40,000 100,000 165,000 295,000 - - - 600,000
- 75,000 - - - - - 75,000
- 1,125,000 1,650,000 1,350,000 - - - 4,125,000
- 5,000 5,000 5,000 - - - 15,000
$ 424,000 $ 2,315,000 $ 3,369,000 $ 2,150,000 $ - $ - $ 120,000 $ 13,055,962 $ 12,000 $ 20,000 $ 850,000 $ 1,700,000 $ - $ - $ - $ 2,590,459 410,000 - - - - - - 3,025,655
48,000 - - - - - - 4,026,037
- - - - - - 14,500,000 14,500,000
- - - - - - 14,636,000 14,636,000
5,276,000 9,802,000 6,846,000 - - - - 23,356,587
340,000 1,677,000 1,182,000 - - - - 3,505,065
- - - - - - 40,079,000 40,079,000
- - - - - - 5,500,000 5,500,000
- 120,000 - - - - - 120,000
363,000 1,841,000 2,896,000 - - - - 5,102,039
367,000 344,000 93,000 - - - - 842,900
- 461,000 3,583,000 - - - - 4,044,000
- - 748,000 748,000 4,535,000 4,535,000 2,268,000 12,834,000 - - 200,000 352,000 399,000 366,000 - 1,317,000
- - - - - 31,000 803,000 834,000
- 150,000 1,850,000 - - - - 2,000,000
- 1,696,000 2,464,000 - - - - 4,160,000
- - 106,000 869,000 1,648,000 - - 2,623,000
- - - 343,000 1,356,000 - - 1,699,000
- - - 155,000 1,160,000 - - 1,315,000
- - - - 33,000 2,421,000 - 2,454,000
$ 6,816,000 $ 16,111,000 $ 20,818,000 $ 4,167,000 $ 9,131,000 $ 7,353,000 $ 77,786,000 $ 150,563,742 $ 16,000 $ - $ - $ - $ - $ - $ - $ 951,361
- - - - - - 4,875,000 4,875,000
1,759,000 3,267,000 2,282,000 - - - - 7,780,085
250,000 550,000 - - - - - 916,679
113,000 559,000 394,000 - - - - 1,171,432
- - - - - - 13,742,000 13,742,000
124,000 631,000 993,000 - - - - 1,749,000
126,000 118,000 32,000 - - - - 287,781
- - 257,000 257,000 1,555,000 1,555,000 777,000 4,401,000 ATTACHMENT 1
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PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
241 202218 WRP SCADA PLC Controls Upgrade $ -
241 202312 WRP SCADA Remote Site Upgrade -
241 202512 Airport Lift Station Improvements -
Subtotal Sewer Connection Fees 1,642,337 $
251 201960 Trevarno Rd. Sewer and Water Improvements $ 113,090 Subtotal Water Connection Fees 113,090 $
259 201924 Water Main Replacement $ -
259 202027 Potable Water Pump Station Improvements -
259 202130 Airway Pump Station Improvements 150,931
259 202314 Springtown Water Service Replacements -
259 202412 Altamont Tank Recoating -
259 202511 Master Plan Water Main Upgrades -
259 202513 Trevarno Pump Station Demolition and Site Improvements - Subtotal Water Replacement 150,931 $
302 200245 Arroyo Las Positas Trail - Walmart $ -
302 201528 West Jack London Blvd. Widening 370,000
Subtotal Developers Deposit 370,000 $
306 199132 First St. Widening - Portola Ave. to Scott St. $ - 306 199149 Greenville Rd. / I-580 Interchange 4,346,246 306 199238 Isabel Ave. / I-580 Interchange, Phase 1 858,090 306 199352 Vasco Rd. / I-580 Interchange 9,633,597
306 199830 Greenville Rd. Widening - National to Northfront - 306 199831 Greenville Rd. Widening - Patterson to National - 306 199834 N. Livermore Ave. Widening - I-580 to Cromwell - 306 199836 Vasco Rd. Widening - I-580 to Las Positas Rd. - 306 199838 Las Positas Rd. Widening Hlliker to First 19 306 200083 Las Positas Rd. Widening - First to Bennett - 306 200259 North Canyons Pkwy. / Dublin Blvd. Connection 223,367 306 200351 Holmes St. Widening 200,000
306 200720 El Charro Specific Plan Infrastructure 300,000 306 200828 Las Colinas Extension -
306 200833 Vasco Rd. Widening I-580 to Scenic Ave. -
306 200834 Inmann Street Widening -
306 200835 Stanley / Murrieta Intersection Improvements - 306 200851 Stanley Blvd. Widening - Murrieta to West City Limit - 306 200864 First St. / I-580 Interchange Improvements - 306 201028 Foley Rd. Realignment -
306 201431 Traffic Signal Installation Program 665,373
306 201453 S. Vasco Rd. Widening - Las Positas to Patterson - 306 201611 Portola Ave. Medians -
306 201825 L Street / UPRR Grade Separation -
306 201826 Junction Avenue / UPRR Grade Separation -
306 201837 Vasco Rd. Widening 410,976
306 201937 Intersection Improvements @ Jack London / Isabel 4,450 306 202224 Traffic Signal Installation Program -
306 202326 Tract 8613-Portola and Sedona Common Traffic Signal Improvements - 306 202338 Isabel Ave. / I-580 Interchange, Phase 2 -
306 202519 Traffic Signals 2025-26 -
306 202614 Traffic Signals 2026-27 -
306 202713 Traffic Signals 2027-28 -
Subtotal Traffic Impact Fee (TIF) 16,642,117 $
320 202118 Livermore Village Remediation $ 115,000
320 202119 Livermore Village Joint Trench -
320 586003 Livermore Village Parking Garage Construction 1,692,055 Subtotal 2022 COP Construction Fnd 1,807,055 $
ATTACHMENT 1
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CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ 69,000 $ 121,000 $ 137,000 $ 125,000 $ - $ 452,000 - - - - - 11,000 275,000 286,000
- - - 45,000 340,000 - - 385,000
$ 2,388,000 $ 5,125,000 $ 4,027,000 $ 423,000 $ 2,032,000 $ 1,691,000 $ 19,669,000 $ 36,997,337 $ 250,000 $ 550,000 $ - $ - $ - $ - $ - $ 913,090
$ 250,000 $ 550,000 $ - $ - $ - $ - $ - $ 913,090
$ - $ - $ - $ - $ - $ - $ 2,800,000 $ 2,800,000
- - - - - - 2,856,000 2,856,000
242,000 1,694,000 2,433,000 - - - - 4,519,931
- 100,000 1,300,000 - - - - 1,400,000
- - 150,000 800,000 - - - 950,000
- - - - - - 8,200,000 8,200,000
- - - - 200,000 1,500,000 - 1,700,000
$ 242,000 $ 1,794,000 $ 3,883,000 $ 800,000 $ 200,000 $ 1,500,000 $ 13,856,000 $ 22,425,931 $ - $ - $ - $ 150,000 $ 350,000 $ 100,000 $ - $ 600,000 - - - - - - 1,530,000 1,900,000
$ - $ - $ - $ 150,000 $ 350,000 $ 100,000 $ 1,530,000 $ 2,500,000 $ - $ - $ - $ - $ - $ - $ 2,000,000 $ 2,000,000
- - - 300,000 1,500,000 1,500,000 81,500,000 89,146,246 - 180,000 180,000 - - - - 1,218,090
- 2,920,000 1,861,000 4,324,000 26,500,000 31,000,000 27,250,000 103,488,597 - - - - - - 6,090,000 6,090,000
- - - - - - 7,300,000 7,300,000
- - - - - - 5,400,000 5,400,000
- - - - - - 4,000,000 4,000,000
169,000 - - - - - 5,000,000 5,169,019
- - - - - - 5,000,000 5,000,000
225,000 100,300 5,385,000 10,040,000 7,740,000 1,200,000 - 24,913,667 - - - - - - 4,700,000 4,900,000
- 102,800 - - - - - 402,800
- - - - - - 11,000,000 11,000,000
- - - - - - 5,400,000 5,400,000
- - - - - - 600,000 600,000
- - - - 150,000 850,000 - 1,000,000
- - - - - - 16,500,000 16,500,000
- - - - - - 60,000,000 60,000,000
86,000 100,000 - - - - - 186,000
- - - - - - - 665,373
- - - - - - 8,100,000 8,100,000
- - - - - - 1,300,000 1,300,000
- - - - - - 44,000,000 44,000,000
- - - - - - 44,000,000 44,000,000
1,000,000 2,500,000 2,500,000 - - - - 6,410,976
- - 50,000 200,000 1,050,000 - - 1,304,450
- - - - - - 500,000 500,000
- 150,000 700,000 - - - - 850,000
- - - - - - 21,000,000 21,000,000
- - - 300,000 - - - 300,000
- - - - 300,000 - - 300,000
- - - - - 300,000 - 300,000
$ 1,480,000 $ 6,053,100 $ 10,676,000 $ 15,164,000 $ 37,240,000 $ 34,850,000 $ 360,640,000 $ 482,745,217 $ 500,000 $ 620,000 $ 400,000 $ 400,000 $ - $ - $ - $ 2,035,000 200,000 800,000 - - - - - 1,000,000
5,000,000 23,400,000 10,100,000 - - - - 40,192,055
$ 5,700,000 $ 24,820,000 $ 10,500,000 $ 400,000 $ - $ - $ - $ 43,227,055 ATTACHMENT 1
245
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
321 199238 Isabel Ave. / I-580 Interchange, Phase 1 $ 365,741 321 199352 Vasco Rd. / I-580 Interchange 237,031
321 200259 North Canyons Pkwy. / Dublin Blvd. Connection - 321 201324 State Route 84 Utility Undergrounding 36,175 Subtotal TVTC 20% Fee 638,947 $
335 202120 Downtown Surface Parking $ 30,174
Subtotal Parking In Lieu Fee 30,174 $
337 200429 Doolan Park Landscape Rehabilitation Project $ - 337 200646 Park Facilities Fee Reimbursements 19,770,900 337 200714 The Del Valle Trail Extension -
337 200920 Ravenswood Historical Site Imps. / Bldg. Repairs - 337 201034 Carnegie Library Building -
337 201436 Livermorium Plaza at Mills Square Park 5,301,771 337 201945 Las Colinas Trail (T-6, Segment E1) 854
337 201955 Arroyo Rd. Trail (T-13, Segment B) 10,000
337 202118 Livermore Village Remediation 135,000
337 202119 Livermore Village Joint Trench 26,022
337 202121 Veteran's Park 95,159
337 202319 Springtown Open Space Phase 1 Improvements - 337 202611 Springtown Open Space Phase 2 & 3 Improvements - 337 583018 Livermore Village Infrastructure -
Subtotal Park Fee - AB 1600 25,339,706 $
340 200720 El Charro Specific Plan Infrastructure $ 5,641,652 Subtotal El Charro Infrastructure 5,641,652 $
344 201714 Preston Avenue Pavement Reconstruction $ 1,561 344 202101 Street Resurfacing 2021 428,219
344 202104 Slurry Seal 2021 306,530
344 202204 Slurry Seal 2024 548
344 202501 Street Resurfacing 2025 -
344 202604 2026 SLURRY SEAL -
344 202701 Street Resurfacing 2027 -
344 202704 2027 SLURRY SEAL -
344 202804 2028 SLURRY SEAL -
Subtotal Solid Waste & Recycling Impact Fee 736,858 $
600 201913 Bankhead Theater Building Repairs & Upgrades $ - Subtotal Host Community Impact Fee $ -
603 200028 Police Facility Expansion $ -
Subtotal LPD - Cops Ahead AB 3229 $ -
604 201028 Foley Rd. Realignment $ 41,127
Subtotal So Livermore Valley Specific Plan 41,127 $
607 201955 Arroyo Rd. Trail (T-13, Segment B) $ 100,000 607 202015 Arroyo Las Positas Desilting through Las Positas Golf Course - 607 S20230 2023 Storm Damage CAT A - Debris Removal -
607 S20230 2023 Storm Damage CAT B Citywide Emergency Response & Protective Measures - 607 S20230 Storm Damage Permanent Repair C-G -
Subtotal State Grant 100,000 $
608 202122 Citywide Sculptures $ 34,690
608 202318 Citywide Art Installation -
Subtotal Public Art Fee 34,690 $
611 202118 Livermore Village Remediation $ 478,120
611 583018 Livermore Village Infrastructure 28,032
Subtotal Low Income Housing Fund 506,152 $
615 S20230 2023 Storm Damage CAT B Citywide Emergency Response & Protective Measures $ - 615 S20230 Storm Damage Permanent Repair C-G -
Subtotal Federal Grant $ -
ATTACHMENT 1
246
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 578,000 $ - $ - $ - $ - $ - $ - $ 943,741
532,000 - 5,139,000 3,426,000 - - - 9,334,031
- 4,811,700 - - - - - 4,811,700
- - - - - - 3,300,000 3,336,175
$ 1,110,000 $ 4,811,700 $ 5,139,000 $ 3,426,000 $ - $ - $ 3,300,000 $ 18,425,647 $ 50,000 $ - $ - $ - $ - $ - $ - $ 80,174
$ 50,000 $ - $ - $ - $ - $ - $ - $ 80,174
$ - $ 240,000 $ - $ - $ - $ - $ - $ 240,000
500,000 2,300,000 2,100,000 2,100,000 2,500,000 2,500,000 37,500,000 69,270,900 - - - - - - 1,500,000 1,500,000
- - - - - - 1,200,000 1,200,000
- - - - - - 500,000 500,000
160,000 - - - - - - 5,461,771
8,000 8,000 400,000 800,000 - - - 1,216,854
- 36,000 - - - - - 46,000
20,000 - - - - - - 155,000
50,000 - - - - - - 76,022
20,000 185,000 185,000 5,000,000 - - - 5,485,159
- 850,000 - - - - - 850,000
- - - - - 1,200,000 7,000,000 8,200,000
- - - - - 400,000 - 400,000
$ 758,000 $ 3,619,000 $ 2,685,000 $ 7,900,000 $ 2,500,000 $ 4,100,000 $ 47,700,000 $ 94,601,706 $ 888 $ - $ - $ - $ - $ - $ - $ 5,642,540
$ 888 $ - $ - $ - $ - $ - $ - $ 5,642,540
$ - $ - $ - $ 600,000 $ - $ - $ - $ 601,561
950,000 4,039,000 - - - - - 5,417,219
55,000 565,000 - - - - - 926,530
3,333 - 100,000 250,000 - - - 353,881
- - - - 500,000 - - 500,000
- - - - - 300,000 - 300,000
- - - - - - 500,000 500,000
- - - - - 200,000 1,300,000 1,500,000
- - - - - - 1,500,000 1,500,000
$ 1,008,333 $ 4,604,000 $ 100,000 $ 850,000 $ 500,000 $ 500,000 $ 3,300,000 $ 11,599,191 $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000
$ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000
$ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000
$ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000
$ 114,000 $ 166,100 $ - $ - $ - $ - $ - $ 321,227
$ 114,000 $ 166,100 $ - $ - $ - $ - $ - $ 321,227
$ 536,000 $ 225,270 $ - $ - $ - $ - $ - $ 861,270
- 50,000 500,000 1,450,000 - - - 2,000,000
- 375,000 280,000 100,000 - - - 755,000
- 25,000 - - - - - 25,000
- 280,000 400,000 350,000 - - - 1,030,000
$ 536,000 $ 955,270 $ 1,180,000 $ 1,900,000 $ - $ - $ - $ 4,671,270 $ 70,000 $ - $ - $ - $ - $ - $ - $ 104,690
- - - 110,000 - 120,000 - 230,000
$ 70,000 $ - $ - $ 110,000 $ - $ 120,000 $ - $ 334,690
$ 100,000 $ - $ 80,000 $ 50,000 $ - $ - $ - $ 708,120
- - - 600,000 - - - 628,032
$ 100,000 $ - $ 80,000 $ 650,000 $ - $ - $ - $ 1,336,152 $ - $ 320,000 $ - $ - $ - $ - $ - $ 320,000
- - 1,200,000 1,200,000 - - - 2,400,000
$ - $ 320,000 $ 1,200,000 $ 1,200,000 $ - $ - $ - $ 2,720,000 ATTACHMENT 1
247
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
616 201037 Iron Horse Trail (Outside of Downtown) $ -
Subtotal Spec Proj Commitment Fund $ -
619 201722 Automated License Plate Readers $ 199,455
619 201958 Real Time Awareness Center 198,790
Subtotal Asset Seizure 398,245 $
624 200460 Shadow Cliffs to Del Valle Trail (T-11) $ -
624 200842 North Vasco Rd. Utility Undergrounding -
624 200843 South Livermore Ave. Utility Undergrounding - 624 200844 South L St. Utility Undergrounding -
624 201037 Iron Horse Trail (Outside of Downtown) -
624 201524 Carnegie Park Enhancements -
624 201821 Railroad At-Grade Crossing Rehabilitation -
624 201824 Iron Horse Trail (Downtown) -
624 201956 Iron Horse Trail (Mines Road to S. Vasco Rd) - 624 202135 Concannon at Robertson Pk Rd and Epson St Crssng Enhance. - ATP - 624 202206 Crosswalk Safety Improvements 2022 -
624 202313 South Livermore Sewer Extension -
Subtotal Local & Other Grants $ -
625 201958 Real Time Awareness Center $ -
Subtotal Treasury Asset Seizure $ -
650 200097 Vallecitos Rd. Bridge Widening $ -
650 200411 Murrieta Blvd. Landscape Improvements Phase 1, 2, 3 - 650 200841 East Ave. Utility Undergrounding -
650 201721 Bluebell Dr. Bridge Repair at Altamont Creek 7,015 650 201856 Downtown Eastside Public Improvements 19,262 650 201923 Street Lighting 2023-25 -
650 201933 Traffic Signal Modification 2019-2021 2,655
650 202001 Street Resurfacing 2020 -
650 202104 Slurry Seal 2021 -
650 202107 ADA Access Ramps 2021 53,990
650 202119 Livermore Village Joint Trench 26,379
650 202131 Miscellaneous Traffic Signing/Striping 2021-2026 20,465 650 202204 Slurry Seal 2024 -
650 202207 ADA Access Ramps 2024 -
650 202219 Bridge Rehabilitation -
650 202225 Flag Pole Plaza and Downtown Streetscape Improvements - 650 202302 Sidewalk Repair 2023 -
650 202325 MURRIETA ROAD SETTLEMENT -
650 202402 Sidewalk Repair 2024 -
650 202413 Arroyo Mocho at Holmes Street Bridge -
650 202414 Arroyo Las Positas at Heather Lane Bridge -
650 202426 Arroyo Las Positas at Bluebell Bridge Replacement - 650 202501 Street Resurfacing 2025 -
650 202502 Sidewalk Repair 2025 -
650 202518 Street Lighting 2025-26 -
650 202520 Springtown Boulevard Median Improvements -
650 202602 Sidewalk Repair 2026 -
650 202604 2026 SLURRY SEAL -
650 202613 Street Lighting 2027-28 -
650 202615 Miscellaneous Traffic Signing/Striping 2026-2031 - 650 202701 Street Resurfacing 2027 -
650 202702 Sidewalk Repair 2027 -
650 202712 Street Lighting 2029-30 -
650 202802 Sidewalk Repair 2028 -
650 583018 Livermore Village Infrastructure 811,944
Subtotal Gas Taxes 941,710 $
ATTACHMENT 1
248
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ - $ - $ - $ - $ 20,000 $ 20,000
$ - $ - $ - $ - $ - $ - $ 20,000 $ 20,000
$ - $ - $ 55,000 $ - $ - $ - $ - $ 254,455
150,000 - - - - - - 348,790
$ 150,000 $ - $ 55,000 $ - $ - $ - $ - $ 603,245
$ - $ - $ - $ - $ - $ - $ 1,005,000 $ 1,005,000
- - - - - - 1,500,000 1,500,000
- - - - - - 2,900,000 2,900,000
- - - - - - 2,200,000 2,200,000
- - - - - - 13,920,000 13,920,000
- - - - - - 500,000 500,000
- - - - - - 400,000 400,000
- - 150,000 200,000 300,000 400,000 - 1,050,000
- - - - - - 1,000,000 1,000,000
- 242,000 - - - - - 242,000
- 84,000 - - - - - 84,000
- 1,000,000 14,000,000 - - - - 15,000,000
$ - $ 1,326,000 $ 14,150,000 $ 200,000 $ 300,000 $ 400,000 $ 23,425,000 $ 39,801,000 $ - $ 64,000 $ - $ - $ - $ - $ - $ 64,000
$ - $ 64,000 $ - $ - $ - $ - $ - $ 64,000
$ - $ - $ - $ - $ - $ - $ 3,900,000 $ 3,900,000
- - - - - - 1,450,000 1,450,000
- - - - - - 6,419,000 6,419,000
20,000 250,000 1,350,000 1,500,000 - - - 3,127,015
- - - - - - - 19,262
- 25,000 40,000 - - - - 65,000
670,000 - - - - - - 672,655
6,000 90,000 - - - - - 96,000
255,000 1,645,000 - - - - - 1,900,000
20,000 50,000 350,000 - - - - 473,990
50,000 100,000 - - - - - 176,379
60,000 100,000 100,000 100,000 - - - 380,465
3,333 - 300,000 500,000 - - - 803,333
- - 40,000 350,000 - - - 390,000
- 100,000 150,000 250,000 1,000,000 1,000,000 2,500,000 5,000,000 - 200,000 1,700,000 - - - - 1,900,000
- 1,700,000 1,200,000 - - - - 2,900,000
- 100,000 100,000 400,000 - - 500,000 1,100,000
- - 200,000 1,200,000 - - - 1,400,000
- - - - - 200,000 1,000,000 1,200,000
100,000 - - 50,000 500,000 300,000 - 950,000
- - - - - 150,000 1,000,000 1,150,000
- - - - 1,000,000 - - 1,000,000
- - - 200,000 1,200,000 - - 1,400,000
- - - 55,000 - - - 55,000
- - - 60,000 - - - 60,000
- - - - 200,000 1,200,000 - 1,400,000
- - - - - 500,000 - 500,000
- - - - - 55,000 - 55,000
- - - - 100,000 100,000 100,000 300,000
- - - - - - 1,000,000 1,000,000
- - - - - 200,000 1,200,000 1,400,000
- - - - - - 55,000 55,000
- - - - - - 2,200,000 2,200,000
5,000 - - - - 200,000 - 1,016,944
$ 1,189,333 $ 4,360,000 $ 5,530,000 $ 4,665,000 $ 4,000,000 $ 3,905,000 $ 21,324,000 $ 45,915,043 ATTACHMENT 1
249
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
651 200827 Downtown Streetscape Phase II $ 739,895
651 201727 Collier Canyon Culvert, Drainage, and Road Improvements - 651 201944 Montage Trail Connection to Collier Canyon Rd. 11,383 651 202001 Street Resurfacing 2020 61,213
651 202104 Slurry Seal 2021 -
651 202116 Railroad Ave Street Improvements 251,512
651 202133 Stanley Blvd at Isabel Ave Connector Ramp Crossing Improvements 51,151 651 202135 Concannon at Robertson Pk Rd and Epson St Crssng Enhance. - ATP 531 651 202201 Street Resurfacing 2022 160
651 202204 Slurry Seal 2024 -
651 202206 Crosswalk Safety Improvements 2022 -
651 202413 Arroyo Mocho at Holmes Street Bridge -
651 202414 Arroyo Las Positas at Heather Lane Bridge -
651 202426 Arroyo Las Positas at Bluebell Bridge Replacement - 651 202501 Street Resurfacing 2025 -
651 202604 2026 SLURRY SEAL -
651 202701 Street Resurfacing 2027 -
651 S20230 2023 Storm Damage CAT B Citywide Emergency Response & Protective Measures - 651 S20230 Storm Damage Permanent Repair C-G -
Subtotal Gas Tax - SB1 1,115,845 $
672 202418 Civic Center Library Teen Space Improvement $ - Subtotal Library Donations Fund $ -
674 201820 Multi-Use Trails Repairs - 2020 $ -
Subtotal MTC - TDA $ -
677 200245 Arroyo Las Positas Trail - Walmart $ 165,522 677 201723 Arroyo Rd. Path 178,660
677 201820 Multi-Use Trails Repairs - 2020 1,474
677 201956 Iron Horse Trail (Mines Road to S. Vasco Rd) - 677 202106 Annual Crosswalk Safety Improvements 2021-2022 - 677 202114 2022 ATP Bike Lane Improvements -
677 202222 East Avenue Corridor ATP Implementation -
677 202325 MURRIETA ROAD SETTLEMENT -
677 S20230 - Storm Damage Permanent Repair C-G -
Subtotal Measure B-Bike/Pedestrian 345,657 $
678 200411 Murrieta Blvd. Landscape Improvements Phase 1, 2, 3 $ - 678 200827 Downtown Streetscape Phase II 816,546
678 201037 Iron Horse Trail (Outside of Downtown) -
678 201714 Preston Avenue Pavement Reconstruction 1,872 678 201727 Collier Canyon Culvert, Drainage, and Road Improvements 71,601 678 201821 Railroad At-Grade Crossing Rehabilitation -
678 201955 Arroyo Rd. Trail (T-13, Segment B) 177,019
678 201959 Downtown Sidewalk and Misc. ADA Improvements 2019-21 13,920 678 202020 Traffic Signal Modification 2024-25 -
678 202205 Traffic Calming 2024 -
678 202222 East Avenue Corridor ATP Implementation -
678 202413 Arroyo Mocho at Holmes Street Bridge -
678 202414 Arroyo Las Positas at Heather Lane Bridge -
678 202426 Arroyo Las Positas at Bluebell Bridge Replacement - 678 202605 Traffic Calming 2026 -
678 202805 Traffic Calming 2028 -
Subtotal Measure B-Local St & Rd 1,080,958 $
680 199352 Vasco Rd. / I-580 Interchange $ -
680 200869 Railroad Ave. / First St. Realignment -
Subtotal State Street Grants $ -
ATTACHMENT 1
250
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 450,000 $ - $ - $ - $ - $ - $ - $ 1,189,895
122,000 250,000 250,000 - - - 30,000 652,000
250,000 225,000 100,000 - - - - 586,383
67,000 1,850,000 - - - - - 1,978,213
- 300,000 - - - - - 300,000
100,000 285,000 115,000 - - - - 751,512
250,000 125,000 200,000 375,000 - - - 1,001,151
- 158,000 - - - - - 158,531
40,000 2,500,000 - - - - - 2,540,160
3,334 - 100,000 250,000 - - - 353,334
- - - - - - - -
- - - - - 150,000 1,000,000 1,150,000
100,000 - - 50,000 500,000 300,000 - 950,000
- - - - - 100,000 1,000,000 1,100,000
- - - 200,000 800,000 - 100,000 1,100,000
- - - - 200,000 500,000 - 700,000
- - - - - 200,000 800,000 1,000,000
- 80,000 - - - - - 80,000
- - 200,000 100,000 - - - 300,000
$ 1,382,334 $ 5,773,000 $ 965,000 $ 975,000 $ 1,500,000 $ 1,250,000 $ 2,930,000 $ 15,891,179 $ - $ - $ - $ 150,000 $ - $ - $ - $ 150,000
$ - $ - $ - $ 150,000 $ - $ - $ - $ 150,000
$ - $ 580,000 $ - $ - $ - $ - $ - $ 580,000
$ - $ 580,000 $ - $ - $ - $ - $ - $ 580,000
$ - $ - $ - $ - $ - $ 1,200,000 $ 1,200,000 $ 2,565,522 40,000 - - - - - - 218,660
- - - - - - - 1,474
- - - - - - 1,300,000 1,300,000
- 150,000 - - - - - 150,000
- - - 600,000 - - - 600,000
- - - 800,000 - - - 800,000
- - - 300,000 - - - 300,000
- - - 50,000 - - - 50,000
$ 40,000 $ 150,000 $ - $ 1,750,000 $ - $ 1,200,000 $ 2,500,000 $ 5,985,657 $ - $ - $ - $ - $ - $ - $ 975,000 $ 975,000
130,000 - - - - - 4,775,000 5,721,546
- - - - - - 600,000 600,000
- - - - 2,420,000 - - 2,421,872
64,000 - - - - - - 135,601
- - - - - - 1,200,000 1,200,000
485,000 688,730 - - - - - 1,350,749
- - - - - - - 13,920
- - 70,000 - - - - 70,000
- - 150,000 - - - - 150,000
300,000 - - - - - - 300,000
- - - - - - 1,000,000 1,000,000
- - - 50,000 500,000 300,000 - 850,000
- - - - - 50,000 1,000,000 1,050,000
- - - - 150,000 - - 150,000
- - - - - - 150,000 150,000
$ 979,000 $ 688,730 $ 220,000 $ 50,000 $ 3,070,000 $ 350,000 $ 9,700,000 $ 16,138,688 $ 313,000 $ 1,080,000 $ - $ - $ - $ - $ - $ 1,393,000
- - - - - - 10,000,000 10,000,000
$ 313,000 $ 1,080,000 $ - $ - $ - $ - $ 10,000,000 $ 11,393,000 ATTACHMENT 1
251
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
681 201959 Downtown Sidewalk and Misc. ADA Improvements 2019-21 $ 72,062 681 202127 Storm Drainage & Habitat Imprvmnt -
681 202206 Crosswalk Safety Improvements 2022 797
681 202506 Crosswalk Safety Improvements 2025 -
681 202606 Crosswalk Safety Improvements 2026 -
681 202706 Crosswalk Safety Improvements 2027 -
Subtotal Local Vehicle Reg Fee 72,859 $
687 200827 Downtown Streetscape Phase II $ -
687 201923 Street Lighting 2023-25 -
687 201944 Montage Trail Connection to Collier Canyon Rd. - 687 202001 Street Resurfacing 2020 -
687 202114 2022 ATP Bike Lane Improvements -
687 202222 East Avenue Corridor ATP Implementation -
687 202518 Street Lighting 2025-26 -
687 202613 Street Lighting 2027-28 -
687 202712 Street Lighting 2029-30 -
687 S20230 - Storm Damage Permanent Repair C-G -
Subtotal Measure BB-Bike/Ped $ -
688 200719 Vasco ACE Parking Lot - Connector Rd. $ -
688 200827 Downtown Streetscape Phase II -
688 201434 Acquisition of Downtown Paseo 297
688 201721 Bluebell Dr. Bridge Repair at Altamont Creek - 688 201723 Arroyo Rd. Path -
688 201820 Multi-Use Trails Repairs - 2020 -
688 201843 Railroad Crossing Quiet Zone -
688 201933 Traffic Signal Modification 2019-2021 161,915 688 201955 Arroyo Rd. Trail (T-13, Segment B) -
688 202001 Street Resurfacing 2020 -
688 202020 Traffic Signal Modification 2024-25 -
688 202114 2022 ATP Bike Lane Improvements -
688 202116 Railroad Ave Street Improvements -
688 202133 Stanley Blvd at Isabel Ave Connector Ramp Crossing Improvements - 688 202134 First St at Scott St Crossing Enhancements - ATP - 688 202135 Concannon at Robertson Pk Rd and Epson St Crssng Enhance. - ATP - 688 202219 Bridge Rehabilitation -
688 202222 East Avenue Corridor ATP Implementation -
688 202225 Flag Pole Plaza and Downtown Streetscape Improvements - 688 202306 Crosswalk Safety Improvements 2024 -
688 202325 MURRIETA ROAD SETTLEMENT -
688 202413 Arroyo Mocho at Holmes Street Bridge -
688 202414 Arroyo Las Positas at Heather Lane Bridge -
688 202426 Arroyo Las Positas at Bluebell Bridge Replacement - 688 S20230 Storm Damage Permanent Repair C-G -
Subtotal Measure BB-Local St & Rd 162,211 $
698 201941 Altamont Creek Mitigation $ 781
698 202015 Arroyo Las Positas Desilting through Las Positas Golf Course 54,796 698 202035 Granada Channel Pipe Replacement at UPRR 293,119 698 202112 Storm Drain Trash Capture Devices -
698 202122 Citywide Sculptures -
698 202123 2021 Stream Maintenance by Contractors 128,514 698 202223 2022 Stream Maintenance by Contractors -
Subtotal Surplus - AD Closeout 477,211 $
730 202320 City Fleet Electrification Phase 1 $ -
730 202514 City Fleet Electrification Phase 2 -
Subtotal Fleet & Eqt Services $ -
ATTACHMENT 1
252
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 33,000 $ 250,000 $ 800,000 $ 1,050,000 $ - $ - $ - $ 2,205,062 - - - - - - 200,000 200,000
150,000 576,000 - - - - - 726,797
- - - 150,000 - - 20,000 170,000
- - - - 150,000 - - 150,000
- - - - - 150,000 - 150,000
$ 183,000 $ 826,000 $ 800,000 $ 1,200,000 $ 150,000 $ 150,000 $ 220,000 $ 3,601,859 $ - $ - $ - $ - $ - $ - $ 5,275,000 $ 5,275,000
- 25,000 40,000 - - - - 65,000
- 225,000 - - - - - 225,000
21,000 800,000 - - - - - 821,000
- - - 600,000 - - - 600,000
- 450,000 400,000 700,000 - - - 1,550,000
- - - 55,000 - - - 55,000
- - - - - 55,000 - 55,000
- - - - - - 55,000 55,000
- - 75,000 50,000 - - - 125,000
$ 21,000 $ 1,500,000 $ 515,000 $ 1,405,000 $ - $ 55,000 $ 5,330,000 $ 8,826,000 $ - $ - $ - $ - $ - $ - $ 1,340,000 $ 1,340,000
450,000 - - - - - - 450,000
- - - - - - - 297
- - 150,000 - - - - 150,000
- 50,000 - - - - - 50,000
170,000 100,000 - - - - - 270,000
- - - - - - 900,000 900,000
- 410,000 - - - - 20,000 591,915
- 600,000 500,000 - - - - 1,100,000
26,000 1,600,000 - - - - - 1,626,000
- - 230,000 - - - - 230,000
- - 235,000 - - - - 235,000
40,000 730,000 295,000 - - - - 1,065,000
- 75,000 100,000 225,000 - - - 400,000
- - 155,000 - - - - 155,000
150,000 - - - - - - 150,000
- 100,000 150,000 250,000 1,500,000 1,500,000 2,500,000 6,000,000 - 500,000 600,000 - - - - 1,100,000
60,000 70,000 400,000 - - - - 530,000
- - 150,000 - - - - 150,000
- 200,000 200,000 400,000 - - - 800,000
- - - - - - 1,000,000 1,000,000
- - - 50,000 500,000 300,000 - 850,000
- - - - - - 1,000,000 1,000,000
- - 75,000 - - - - 75,000
$ 896,000 $ 4,435,000 $ 3,240,000 $ 925,000 $ 2,000,000 $ 1,800,000 $ 6,760,000 $ 20,218,211 $ - $ - $ - $ - $ - $ - $ - $ 781
30,000 180,000 70,000 500,000 - - - 834,796
480,000 - - - - - - 773,119
- 250,000 - - - - - 250,000
- - - - - - - -
10,000 - - - - - - 138,514
500,000 - - - - - - 500,000
$ 1,020,000 $ 430,000 $ 70,000 $ 500,000 $ - $ - $ - $ 2,497,211 $ - $ 100,000 $ - $ - $ - $ - $ - $ 100,000
- - - 75,000 1,000,000 - - 1,075,000
$ - $ 100,000 $ - $ 75,000 $ 1,000,000 $ - $ - $ 1,175,000 ATTACHMENT 1
253
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
740 201518 Carpet Replacement for City Buildings $ 92,612 740 201830 City Hall HVAC & Central Plant Chiller Replacement 335,551 740 201833 Generator Replacement at Fire Station No. 6 4,326 740 201930 Fleet Services Fuel Dispenser 6,255
740 202031 Springtown Library Improvements -
740 202104 Slurry Seal 2021 -
740 202125 UPS Replacements at Civic Center -
740 202126 Recoating of Civic Center Library -
740 202136 City Hall Roof Repairs -
740 202316 Police Building Renovations -
740 202317 Civic Center Library Tile Replacement -
740 202415 Civic Center Library and Maintenance Building HVAC Improvements - 740 202416 Maintenace Service Center Coating Protection - 740 202417 Civic Center Library Generator Upgrade -
740 202419 Multiservice Center Flooring, Kitchen, & ADA Improvements - Subtotal Facilities Rehab Pgm 438,743 $
925 200454 Open Space Easements/Water Rights $ -
Subtotal Zone 7 (Doerty Vly) STLMT $ -
Grand Total $ 93,795,345
ATTACHMENT 1
254
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY FUND
BUDGET FY 2023-25
FY22-23
Projected
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 675,000 $ 600,000 $ - $ - $ - $ - $ - $ 1,367,612
1,300,000 3,000,000 - - - - - 4,635,551
80,000 - - - - - - 84,326
100,000 - - - - - - 106,255
- - - - - 200,000 - 200,000
- 245,000 - - - - - 245,000
- - 400,000 - - - - 400,000
- - - - 150,000 750,000 - 900,000
- - - 100,000 - - - 100,000
- - 1,000,000 1,000,000 - - - 2,000,000
- - - - - - 760,000 760,000
- 300,000 1,200,000 - - - - 1,500,000
- - - 200,000 1,000,000 - - 1,200,000
- - 250,000 - - - - 250,000
- - - - 100,000 700,000 - 800,000
$ 2,155,000 $ 4,145,000 $ 2,850,000 $ 1,300,000 $ 1,250,000 $ 1,650,000 $ 760,000 $ 14,548,743 $ - $ - $ - $ - $ - $ - $ 4,460,000 $ 4,460,000
$ - $ - $ - $ - $ - $ - $ 4,460,000 $ 4,460,000
$ 33,049,000 $ 101,996,900 $ 110,878,000 $ 75,601,000 $ 71,419,000 $ 63,120,000 $ 703,128,000 ATTACHMENT 1
255
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
210 201314 SLURRY SEAL NORTHSIDE APRONS AND TAXI LANES $ - 210 201317 NORTH & SOUTH HANGAR OUTSIDE PAINTING 125,457 210 201411 SLURRY SEAL SOUTHSIDE HANGAR TAXI LANES -
210 201425 AIRPORT PAVEMENT MAINTENANCE 140,698
210 201615 AIRPORT WATER QUALITY AND HMP BASINS 114,222 210 201717 AIRPORT TERMINAL BUILDING BACK UP GENERATOR 19,241 210 201718 AIRPORT AIRFIELD MARKINGS MAINTENANCE 133,244 210 201811 AIRPORT MAINTENANCE FACILITY -
210 201849 FBO BUILDING FLOOD PROOFING 603,887
210 202017 AIRPORT GEOMETRY STUDY IMPROVEMENTS (AIP27) 116,256 212 202017 AIRPORT GEOMETRY STUDY IMPROVEMENTS (AIP27) 298,005 210 202019 AIRPORT RESCUE AND FIREFIGHTING FACILITY 20,124 210 202029 AIRPORT HANGAR ROOF REPAIRS 20,856
210 202111 AIRPORT PERIMETER FENCE IMPROVMENTS 8,263
210 202311 190 AIRWAY BLVD RESTROOM IMPROVEMENTS -
Subtotal Airport 1,600,254 $
001 200512 DOWNTOWN LANDSCAPE REHABILITATION $ -
651 200827 DOWNTOWN STREETSCAPE PHASE II 739,895
678 200827 DOWNTOWN STREETSCAPE PHASE II 816,546
687 200827 DOWNTOWN STREETSCAPE PHASE II -
688 200827 DOWNTOWN STREETSCAPE PHASE II -
688 201434 ACQUISITION OF DOWNTOWN PASEO 297
337 201436 LIVERMORIUM PARK-PLAZA AT MILLS SQUARE 5,301,771 001 201715 I STREET GARAGE AND LAND ACQUISITION 16,154,669 624 201824 IRON HORSE TRAIL - DOWNTOWN -
001 201847 SHEA PLAZA SHADE STRUCTURE -
650 201856 DOWNTOWN EAST SIDE PUBLIC IMPROVEMENTS 19,262 678 201959 DOWNTOWN SIDEWALK AND MISC ADA IMPROV 2019-21 13,920 681 201959 DOWNTOWN SIDEWALK AND MISC ADA IMPROV 2019-21 72,062 320 202118 LIVERMORE VILLAGE REMEDIATION 115,000
337 202118 LIVERMORE VILLAGE REMEDIATION 135,000
611 202118 LIVERMORE VILLAGE REMEDIATION 478,120
320 202119 LIVERMORE VILLAGE JOINT TRENCH -
337 202119 LIVERMORE VILLAGE JOINT TRENCH 26,022
650 202119 LIVERMORE VILLAGE JOINT TRENCH 26,379
001 202120 DOWNTOWN SURFACE PARKING -
335 202120 DOWNTOWN SURFACE PARKING 30,174
337 202121 VETERAN'S PARK 95,159
650 202225 FLAG POLE PLAZA AND DOWNTOWN STREETSCAPE IMPROVEMENTS - 688 202225 FLAG POLE PLAZA AND DOWNTOWN STREETSCAPE IMPROVEMENTS - 337 583018 LIVERMORE VILLAGE INFRASTRUCTURE -
611 583018 LIVERMORE VILLAGE INFRASTRUCTURE 28,032
650 583018 LIVERMORE VILLAGE INFRASTRUCTURE 811,944
320 586003 LIVERMORE VILLAGE L STREET GARAGE 1,692,055
Subtotal Downtown Revitalization 26,556,308 $
650 200411 MURRIETA BLVD LANDSCAPE IMPROVEMENTS PHASE 1 2 3 $ - 678 200411 MURRIETA BLVD LANDSCAPE IMPROVEMENTS PHASE 1 2 3 - 337 200429 DOOLAN PARK LANDSCAPE REHABILITATION PROJECT - 925 200454 OPEN SPACE EASEMENTS/WATER RIGHTS -
337 200646 PARK FACILITIES FEE REIMBURSEMENTS 19,770,900 001 200654 DECORATIVE WALL REPLACEMENT- CITYWIDE 2,348,829 650 200841 EAST AVENUE UTILITY UNDERGROUNDING -
624 200842 NORTH VASCO ROAD UTILITY UNDERGROUNDING -
624 200843 SOUTH LIVERMORE AVE UTILITY UNDERGROUNDING - 624 200844 SOUTH L STREET UTILITY UNDERGROUNDING -
ATTACHMENT 1
256
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 19,000 $ 500,000 $ 500,000 $ 500,000 $ - $ - $ - $ 1,519,000 - - - - - 250,000 - 375,457
- - - - - 700,000 - 700,000
30,000 30,000 30,000 30,000 30,000 30,000 480,000 800,698 - - - - - 1,800,000 - 1,914,222
- - - - - 200,000 - 219,241
30,000 30,000 30,000 30,000 30,000 30,000 390,000 703,244 - - - - - 5,000,000 - 5,000,000
60,000 - - - - - - 663,887
239,283 50,000 400,000 800,000 - - - 1,605,539
1,760,717 450,000 3,600,000 7,200,000 - - - 13,308,722
- - - - - 200,000 - 220,124
- - - - - 800,000 - 820,856
- - - - - 750,000 - 758,263
- - - - - 250,000 - 250,000
$ 2,139,000 $ 1,060,000 $ 4,560,000 $ 8,560,000 $ 60,000 $ 60,000 $ 10,820,000 $ 28,859,254 $ - $ 290,000 - $ $ - $ - $ - $ - $ 290,000
450,000 - - - - - - 1,189,895
130,000 - - - - 4,775,000 - 5,721,546
- - - - - 5,275,000 - 5,275,000
450,000 - - - - - - 450,000
- - - - - - - 297
160,000 - - - - - - 5,461,771
325,000 - - - - - - 16,479,669
- 150,000 - 200,000 300,000 400,000 - 1,050,000
- - - - - 700,000 - 700,000
- - - - - - - 19,262
- - - - - - - 13,920
33,000 250,000 800,000 1,050,000 - - - 2,205,062
500,000 620,000 400,000 400,000 - - - 2,035,000
20,000 - - - - - - 155,000
100,000 80,000 - 50,000 - - - 708,120
200,000 800,000 - - - - - 1,000,000
50,000 - - - - - - 76,022
50,000 100,000 - - - - - 176,379
80,000 90,000 36,000 36,000 36,000 36,000 36,000 350,000 50,000 - - - - - - 80,174
20,000 185,000 185,000 5,000,000 - - - 5,485,159
200,000 - 1,700,000 - - - - 1,900,000
60,000 70,000 400,000 - - - - 530,000
- - - - 400,000 - - 400,000
- - 600,000 - - - - 628,032
5,000 - - - 200,000 - - 1,016,944
5,000,000 23,400,000 10,100,000 - - - - 40,192,055
$ 7,683,000 $ 25,715,000 $ 14,141,000 $ 7,336,000 $ 336,000 $ 1,036,000 $ 10,786,000 $ 93,589,308 $ - $ - $ - $ - $ - $ 1,450,000 - $ $ 1,450,000
- - - - - 975,000 - 975,000
240,000 - - - - - - 240,000
- - - - - 4,460,000 - 4,460,000
500,000 2,300,000 2,100,000 2,100,000 2,500,000 2,500,000 37,500,000 69,270,900 60,000 - 700,000 - 700,000 - - 3,808,829
- - - - - 6,419,000 - 6,419,000
- - - - - 1,500,000 - 1,500,000
- - - - - 2,900,000 - 2,900,000
- - - - - 2,200,000 - 2,200,000
ATTACHMENT 1
257
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
321 201324 STATE ROUTE 84 UTILITY UNDERGROUNDING $ 36,175 001 201416 HAGEMANN FARM SITE ASSESSMENT & RENOVATION 238,059 624 201524 CARNEGIE PARK ENHANCEMENTS -
001 201813 CITYWIDE STREET TREE IRRIGATION -
220 201943 MITIGATION AREA IRRIGATION INSTALLATION -
001 202014 STANLEY BLVD MEDIAN IMPROVEMENTS -
608 202122 CITYWIDE SCULPTURES 34,690
698 202122 CITYWIDE SCULPTURES -
608 202318 Citywide Art Installation -
337 202319 Springtown Open Space Phase 1 Improvements - 001 202324 ELAIN AVE MEDIAN LANDSCAPING -
650 202520 Springtown Boulevard Median Improvements -
337 202611 Springtown Open Space Phase 2 & 3 Improvements - Subtotal Parks & Beautification 22,428,653 $
001 200439 NEW CIVIC CENTER MEETING HALL $ 1,370,422
001 200514 NEW SPRINGTOWN BRANCH LIBRARY -
337 200920 RAVENSWOOD HISTORICAL SITE IMPS/BLDG REPAIRS - 001 201034 CARNEGIE LIBRARY BUILDING -
337 201034 CARNEGIE LIBRARY BUILDING -
740 201518 CARPET REPLACEMENT FOR CITY BUILDINGS 92,612 740 201830 CITY HALL HVAC & CENTRAL PLANT CHILLER REPLACEMENT 335,551 740 201833 GENERATOR REPLACEMENT AT FIRE STATION NO. 6 4,326 001 201853 SEISMIC RETROFIT PROJECT AT 141 N LIVERMORE AVE - 600 201913 BANKHEAD THEATER BUILDING REPAIRS & UPGRADES - 740 201930 FLEET SERVICES FUEL DISPENSER 6,255
740 202031 SPRINGTOWN LIBRARY REHABILITATION -
001 202124 RAILROAD DEPOT TENANT IMPROVEMENTS -
740 202125 UPS REPLACEMENTS AT CIVIC CENTER -
740 202126 RECOATING OF CIVIC CENTER LIBRARY -
740 202136 CITY HALL ROOF REPAIRS -
001 202212 FLEET SHOP EXPANSION -
001 202213 DEMOLITION AND REMIDIATION AT 241 NORTH M STREET - 740 202317 Civic Center Library Tile Replacement -
001 202320 City Fleet Electrification Phase 1 -
730 202320 City Fleet Electrification Phase 1 -
740 202415 Civic Center Library and Maintenance Building HVAC Improvements - 740 202416 Maintenace Service Center Coating Protection - 740 202417 Civic Center Library Generator Upgrade -
001 202418 Civic Center Library Teen Space Improvement - 672 202418 Civic Center Library Teen Space Improvement - 740 202419 Multiservice Center Flooring, Kitchen, & ADA Improvements - 001 202514 City Fleet Electrification Phase 2 -
730 202514 City Fleet Electrification Phase 2 -
Subtotal Public Buildings 1,809,166 $
603 200028 POLICE FACILITY EXPANSION $ -
619 201722 AUTOMATED LICENSE PLATE READERS 199,455
001 201958 REAL TIME AWARNESS CENTER -
619 201958 REAL TIME AWARNESS CENTER 198,790
625 201958 REAL TIME AWARNESS CENTER -
001 202214 POLICE STORAGE FACILITY -
001 202215 FIRE STATION 6 REPAIRS AND ASSESSMENT -
001 202316 Police Building Renovations -
740 202316 Police Building Renovations -
001 202411 POLICE BUILDING EXPANSION -
Subtotal Public Safety 398,245 $
ATTACHMENT 1
258
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ - $ - $ - $ 3,300,000 - $ $ 3,336,175
- - - 100,000 - 2,500,000 - 2,838,059
- - - - - 500,000 - 500,000
- - - 500,000 - 100,000 3,700,000 4,300,000
- - - - - 100,000 - 100,000
- 50,000 - 150,000 - - - 200,000
70,000 - - - - - - 104,690
- - - - - - - -
- - 110,000 - 120,000 - - 230,000
850,000 - - - - - - 850,000
20,000 - 180,000 - - - - 200,000
- - 60,000 - - - - 60,000
- - - - 1,200,000 - 7,000,000 8,200,000
$ 630,000 $ 3,410,000 $ 2,330,000 $ 3,120,000 $ 3,800,000 $ 3,920,000 $ 74,504,000 $ 114,142,653 $ 85,000 $ - $ - $ - $ - $ - $ - $ 1,455,422
- - - - - 28,000,000 - 28,000,000
- - - - - 1,200,000 - 1,200,000
- - - - - 500,000 - 500,000
- - - - - 500,000 - 500,000
675,000 600,000 - - - - - 1,367,612
1,300,000 3,000,000 - - - - - 4,635,551
80,000 - - - - - - 84,326
- - - - - 200,000 - 200,000
- - - - - 500,000 - 500,000
100,000 - - - - - - 106,255
- - - - 200,000 - - 200,000
- - - - - 400,000 - 400,000
- 400,000 - - - - - 400,000
- - - 150,000 - 750,000 - 900,000
- - 100,000 - - - - 100,000
100,000 - 400,000 2,500,000 - - - 3,000,000
- - - - - 400,000 - 400,000
- - - - - 760,000 - 760,000
100,000 - - - - - - 100,000
100,000 - - - - - - 100,000
300,000 - 1,200,000 - - - - 1,500,000
- - 200,000 - 1,000,000 - - 1,200,000
- 250,000 - - - - - 250,000
- 150,000 - 1,000,000 - - - 1,150,000
- - 150,000 - - - - 150,000
- - - 100,000 - 700,000 - 800,000
- - 75,000 - 1,000,000 - - 1,075,000
- - 75,000 - 1,000,000 - - 1,075,000
$ 2,240,000 $ 4,200,000 $ 2,400,000 $ 4,100,000 $ 3,250,000 $ 1,650,000 $ 32,460,000 $ 52,109,166 $ 220,000 $ - $ - $ - $ - $ - $ - $ 220,000
- 55,000 - - - - - 254,455
525,000 115,000 - - - - - 640,000
150,000 - - - - - - 348,790
64,000 - - - - - - 64,000
- - - 100,000 - 400,000 9,000,000 9,500,000
200,000 - 5,000,000 6,300,000 - - - 11,500,000
200,000 - 1,000,000 1,000,000 - - - 2,200,000
- 1,000,000 - 1,000,000 - - - 2,000,000
- - - - - 14,000,000 - 14,000,000
$ 895,000 $ 579,000 $ 7,055,000 $ 8,300,000 $ 100,000 $ 400,000 $ 23,000,000 $ 40,727,245 ATTACHMENT 1
259
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
220 201726 PERMANENT STORM DAMAGE REPAIRS 2018-19 $ 158,207 222 201726 PERMANENT STORM DAMAGE REPAIRS 2018-19 4,515,926 222 201727 COLLIER CANYON CREEK SILT BASIN -
651 201727 COLLIER CANYON CREEK SILT BASIN -
678 201727 COLLIER CANYON CREEK SILT BASIN 71,601
220 201941 ALTAMONT CREEK MITIGATION -
698 201941 ALTAMONT CREEK MITIGATION 781
210 202015 ARROYO LAS POSITAS DESILTING THROUGH LPGC -
220 202015 ARROYO LAS POSITAS DESILTING THROUGH LPGC 23,993 222 202015 ARROYO LAS POSITAS DESILTING THROUGH LPGC 162,036 607 202015 ARROYO LAS POSITAS DESILTING THROUGH LPGC -
698 202015 ARROYO LAS POSITAS DESILTING THROUGH LPGC 54,796 698 202035 GRANADA CHANNEL PIPE REPLACEMENT AT UPRR 293,119 221 202112 STORM DRAIN TRASH CAPTURE DEVICES -
698 202112 STORM DRAIN TRASH CAPTURE DEVICES -
698 202123 2021 STREAM MAINTENANCE BY CONTRACTORS 128,514 681 202127 STORM DRAINAGE & HABITAT IMPRVMNT -
220 202132 GOLF COURSE DAMAGE REPAIRS 12,932
222 202132 GOLF COURSE DAMAGE REPAIRS -
221 202216 STORM DRAIN IMPROVEMENTS ON CONSTITUTION DRIVE - 698 202223 2022 STREAM MAINTENANCE BY CONTRACTORS -
220 202423 2024 Stream Maintenance by Contractors -
220 202424 Storm Drains for Ponding Areas -
220 202425 2024 Storm Drain Trash Capture -
221 202425 2024 Storm Drain Trash Capture -
220 202523 2025 Stream Maintenance by Contractors -
220 202625 2026 Storm Drain Trash Capture -
221 202625 2026 Storm Drain Trash Capture -
220 202711 Storm Drain Master Plan Projects -
220 S202300A S23 CAT A - Debris Removal -
607 S202300A S23 CAT A - Debris Removal -
222 S202300B S23 CAT B Citywide Emergency Response & Protective Measures - 607 S202300B S23 CAT B Citywide Emergency Response & Protective Measures - 615 S202300B S23 CAT B Citywide Emergency Response & Protective Measures - 651 S202300B S23 CAT B Citywide Emergency Response & Protective Measures - 220 S202300P S23 Permanent Repair C-G -
222 S202300P S23 Permanent Repair C-G -
607 S202300P S23 Permanent Repair C-G -
615 S202300P S23 Permanent Repair C-G -
651 S202300P S23 Permanent Repair C-G -
677 S202300P S23 Permanent Repair C-G -
687 S202300P S23 Permanent Repair C-G -
688 S202300P S23 Permanent Repair C-G -
220 S202300Z S23 CAT Z - General, Admin, Meetings -
222 S202300Z S23 CAT Z - General, Admin, Meetings -
Subtotal Storm Drain 5,421,905 $
344 201714 PRESTON ROAD PAVEMENT RECONSTRUCTION $ 1,561 678 201714 PRESTON ROAD PAVEMENT RECONSTRUCTION 1,872
650 201721 BLUEBELL DRIVE BRIDGE REPAIR AT ALTAMONT CREEK 7,015 688 201721 BLUEBELL DRIVE BRIDGE REPAIR AT ALTAMONT CREEK - 650 202001 STREET RESURFACING 2020 -
651 202001 STREET RESURFACING 2020 61,213
687 202001 STREET RESURFACING 2020 -
688 202001 STREET RESURFACING 2020 -
344 202101 STREET RESURFACING 2021 428,219
ATTACHMENT 1
260
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 30,000 $ 20,000 $ 40,000 $ - $ - $ - $ - $ 248,207
60,000 240,000 430,000 - - - - 5,245,926
164,000 750,000 750,000 - - 120,000 - 1,784,000
122,000 250,000 250,000 - - 30,000 - 652,000
64,000 - - - - - - 135,601
- - - 300,000 - - - 300,000
- - - - - - - 781
- - 180,000 - - - - 180,000
- - 440,000 - - - - 463,993
160,000 20,000 369,000 500,000 - - - 1,211,036
50,000 - 500,000 1,450,000 - - - 2,000,000
30,000 180,000 70,000 500,000 - - - 834,796
480,000 - - - - - - 773,119
100,000 - - - - - - 100,000
250,000 - - - - - - 250,000
10,000 - - - - - - 138,514
- - - - - 200,000 - 200,000
30,000 20,000 20,000 45,000 - - - 127,932
40,000 100,000 165,000 295,000 - - - 600,000
- - - - - 400,000 - 400,000
500,000 - - - - - - 500,000
- 400,000 - - - - - 400,000
- - 100,000 - 600,000 - - 700,000
1,500,000 - 4,500,000 - - - - 6,000,000
500,000 - 1,500,000 - - - - 2,000,000
- - 400,000 - 400,000 400,000 400,000 1,600,000
- - 750,000 - 1,125,000 - - 1,875,000
- - 250,000 - 375,000 - - 625,000
- - - - 200,000 - 11,000,000 11,200,000
125,000 - 95,000 25,000 - - - 245,000
375,000 - 280,000 100,000 - - - 755,000
75,000 - - - - - - 75,000
25,000 - - - - - - 25,000
320,000 - - - - - - 320,000
80,000 - - - - - - 80,000
95,000 - 100,000 100,000 - - - 295,000
1,125,000 - 1,650,000 1,350,000 - - - 4,125,000
280,000 - 400,000 350,000 - - - 1,030,000
- 1,200,000 - 1,200,000 - - - 2,400,000
- 200,000 - 100,000 - - - 300,000
- - 50,000 - - - - 50,000
- 75,000 - 50,000 - - - 125,000
- 75,000 - - - - - 75,000
- 5,000 5,000 5,000 - - - 15,000
- 5,000 5,000 5,000 - - - 15,000
$ 1,690,000 $ 6,490,000 $ 13,079,000 $ 8,245,000 $ 2,800,000 $ 600,000 $ 12,150,000 $ 50,475,905 $ - $ - $ 600,000 - $ $ - $ - $ - $ 601,561
- - - 2,420,000 - - - 2,421,872
20,000 250,000 1,350,000 1,500,000 - - - 3,127,015
- 150,000 - - - - - 150,000
6,000 90,000 - - - - - 96,000
67,000 1,850,000 - - - - - 1,978,213
21,000 800,000 - - - - - 821,000
26,000 1,600,000 - - - - - 1,626,000
950,000 4,039,000 - - - - - 5,417,219
ATTACHMENT 1
261
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
344 202104 SLURRY SEAL 2021 $ 306,530
650 202104 SLURRY SEAL 2021 -
651 202104 SLURRY SEAL 2021 -
740 202104 SLURRY SEAL 2021 -
650 202107 ADA ACCESS RAMPS 2020-21 53,990
651 202201 STREET RESURFACING 2022 160
344 202204 SLURRY SEAL 2022 548
650 202204 SLURRY SEAL 2022 -
651 202204 SLURRY SEAL 2022 -
650 202207 ADA ACCESS RAMPS 2022 -
650 202219 BRIDGE REHABILITATION -
688 202219 BRIDGE REHABILITATION -
650 202302 SIDEWALK REPAIR 2023 -
650 202325 MURRIETA ROAD SETTLEMENT -
677 202325 MURRIETA ROAD SETTLEMENT -
688 202325 MURRIETA ROAD SETTLEMENT -
001 202327 PRIVATE SIDEWALK REPAIR REVOLVING FUND -
650 202402 2024 SIDEWALK REPAIR -
344 202501 2025 STREET RESURFACING -
650 202501 2025 STREET RESURFACING -
651 202501 2025 STREET RESURFACING -
650 202502 2025 SIDEWALK REPAIR -
650 202602 2026 SIDEWALK REPAIR -
650 202604 2026 SLURRY SEAL -
651 202604 2026 SLURRY SEAL -
344 202604 2026 SLURRY SEAL -
344 202701 STREET RESURFACING 2027 -
650 202701 STREET RESURFACING 2027 -
651 202701 STREET RESURFACING 2027 -
650 202702 2027 SIDEWALK REPAIR -
344 202704 2027 SLURRY SEAL -
650 202802 SIDEWALK REPAIR 2028 -
344 202804 2028 SLURRY SEAL -
Subtotal Street Maintenance 861,108 $
306 201431 TRAFFIC SIGNAL INSTALLATION PROGRAM $ 665,373 624 201821 RAILROAD AT-GRADE CROSSING REHABILITATION -
678 201821 RAILROAD AT-GRADE CROSSING REHABILITATION -
688 201843 RAILROAD CROSSING QUIET ZONE -
650 201923 STREET LIGHTING 2021-22 -
687 201923 STREET LIGHTING 2021-22 -
650 201933 TRAFFIC SIGNAL MODIFICATIONS 2019-20 2,655
688 201933 TRAFFIC SIGNAL MODIFICATIONS 2019-20 161,915 678 202020 TRAFFIC SIGNAL MODIFICATION 2021-23 -
688 202020 TRAFFIC SIGNAL MODIFICATION 2021-23 -
677 202106 ANNUAL CROSSWALK SAFETY IMPROVEMENT 2021-22 - 650 202131 MISCELLANEOUS TRAFFIC SIGNING/STRIPING 2021-2023 20,465 651 202133 STANLEY BLVD AT ISABEL CONNECTOR RAMP CROSSING IMPROV 51,151 688 202133 STANLEY BLVD AT ISABEL CONNECTOR RAMP CROSSING IMPROV - 688 202134 First St at Scott St Crossing Enhancements - ATP - 624 202135 CONCANNON BLVD AT ROBERTSON PK RD CRSSNG ENHANCE ATP - 651 202135 CONCANNON BLVD AT ROBERTSON PK RD CRSSNG ENHANCE ATP 531 688 202135 CONCANNON BLVD AT ROBERTSON PK RD CRSSNG ENHANCE ATP - 678 202205 TRAFFIC CALMING 2022 -
624 202206 CROSSWALK SAFETY IMPROVEMENTS 2022 -
651 202206 CROSSWALK SAFETY IMPROVEMENTS 2022 -
ATTACHMENT 1
262
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 55,000 $ 565,000 $ - $ - $ - $ - $ - $ 926,530
255,000 1,645,000 - - - - - 1,900,000
300,000 - - - - - - 300,000
245,000 - - - - - - 245,000
20,000 50,000 350,000 - - - - 473,990
40,000 2,500,000 - - - - - 2,540,160
3,333 100,000 - 250,000 - - - 353,881
3,333 300,000 - 500,000 - - - 803,333
3,334 100,000 - 250,000 - - - 353,334
- 40,000 - 350,000 - - - 390,000
100,000 - 150,000 250,000 1,000,000 1,000,000 2,500,000 5,000,000 100,000 - 150,000 250,000 1,500,000 1,500,000 2,500,000 6,000,000 1,700,000 - 1,200,000 - - - - 2,900,000
100,000 - 100,000 400,000 - 500,000 - 1,100,000
- - 300,000 - - - - 300,000
200,000 - 200,000 400,000 - - - 800,000
400,000 - 400,000 400,000 400,000 400,000 - 2,000,000
- 200,000 - 1,200,000 - - - 1,400,000
- - - 500,000 - - - 500,000
- - - 1,000,000 - - - 1,000,000
- - 200,000 - 800,000 100,000 - 1,100,000
- - 200,000 - 1,200,000 - - 1,400,000
- - - 200,000 - 1,200,000 - 1,400,000
- - - - - 500,000 - 500,000
- - - - 200,000 500,000 - 700,000
- - - - - 300,000 - 300,000
- - - - - 500,000 - 500,000
- - - - - 1,000,000 - 1,000,000
- - - - 200,000 - 800,000 1,000,000
- - - - 200,000 - 1,200,000 1,400,000
- - - - 200,000 - 1,300,000 1,500,000
- - - - - 2,200,000 - 2,200,000
- - - - - 1,500,000 - 1,500,000
$ 1,470,000 $ 16,534,000 $ 4,790,000 $ 7,050,000 $ 9,220,000 $ 6,000,000 $ 14,100,000 $ 60,025,108 $ - $ - $ - $ - $ - $ - $ - $ 665,373
- - - - - 400,000 - 400,000
- - - - - 1,200,000 - 1,200,000
- - - - - 900,000 - 900,000
25,000 - 40,000 - - - - 65,000
25,000 - 40,000 - - - - 65,000
670,000 - - - - - - 672,655
410,000 - - - - 20,000 - 591,915
- 70,000 - - - - - 70,000
- 230,000 - - - - - 230,000
150,000 - - - - - - 150,000
60,000 100,000 100,000 100,000 - - - 380,465
250,000 125,000 200,000 375,000 - - - 1,001,151
75,000 - 100,000 225,000 - - - 400,000
- 155,000 - - - - - 155,000
242,000 - - - - - - 242,000
158,000 - - - - - - 158,531
150,000 - - - - - - 150,000
- 150,000 - - - - - 150,000
84,000 - - - - - - 84,000
- - - - - - - -
ATTACHMENT 1
263
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
681 202206 CROSSWALK SAFETY IMPROVEMENTS 2022 $ 797
306 202224 TRAFFIC INSTALLATION PROGRAM FY 2022-23 -
688 202306 CROSSWALK SAFETY IMPROVEMENTS 2023 -
306 202326 PORTOLA AND SEDONA COMMON TRAFFIC SIGNAL IMPROVEMENTS - 681 202506 Crosswalk Safety Improvements 2025 -
650 202518 Street Lighting 2025-26 -
687 202518 Street Lighting 2025-26 -
306 202519 Traffic Signals 2025-26 -
678 202605 Traffic Calming 2026 -
681 202606 Crosswalk Safety Improvements 2026 -
650 202613 Street Lighting 2026-27 -
687 202613 Street Lighting 2026-27 -
306 202614 Traffic Signals 2026-27 -
650 202615 Miscellaneous Traffic Signing/Striping -
681 202706 Crosswalk Safety Improvements 2027 -
650 202712 Street Lighting 2027-28 -
687 202712 Street Lighting 2027-28 -
306 202713 Traffic Signals 2027-28 -
678 202805 Traffic Calming 2028 -
Subtotal Traffic Control 902,886 $
302 200245 ARROYO LAS POSITAS TRAIL WALMART $ -
677 200245 ARROYO LAS POSITAS TRAIL WALMART 165,522
624 200460 SHADOW CLIFFS TO DEL VALLE TRAIL (T-11) -
337 200714 THE DEL VALLE TRAIL EXTENSION -
677 201723 ARROYO ROAD PATH 178,660
688 201723 ARROYO ROAD PATH -
674 201820 MULTI-USE TRAILS REPAIRS - 2020 -
677 201820 MULTI-USE TRAILS REPAIRS - 2020 1,474
688 201820 MULTI-USE TRAILS REPAIRS - 2020 -
651 201944 MONTAGE TRAIL CONNECTION TO COLLIER CANYON RD 11,383 687 201944 MONTAGE TRAIL CONNECTION TO COLLIER CANYON RD - 337 201945 LAS COLINAS TRAIL (T-6, SEGMENT E1) 854
337 201955 ARROYO RD TRAIL (T-13, SEGMENT B) 10,000
607 201955 ARROYO RD TRAIL (T-13, SEGMENT B) 100,000
678 201955 ARROYO RD TRAIL (T-13, SEGMENT B) 177,019
688 201955 ARROYO RD TRAIL (T-13, SEGMENT B) -
624 201956 IRON HORSE TRAIL (MINES ROAD TO S VASCO ROAD) - 677 201956 IRON HORSE TRAIL (MINES ROAD TO S VASCO ROAD) - 677 202114 2022 ATP BIKE LANE IMPROVEMENTS -
687 202114 2022 ATP BIKE LANE IMPROVEMENTS -
688 202114 2022 ATP BIKE LANE IMPROVEMENTS -
677 202222 EAST AVE CORRIDOR ATP IMPLEMENTATION -
678 202222 EAST AVE CORRIDOR ATP IMPLEMENTATION -
687 202222 EAST AVE CORRIDOR ATP IMPLEMENTATION -
688 202222 EAST AVE CORRIDOR ATP IMPLEMENTATION -
Subtotal Trail, Bike & Miscellaneous Street 644,913 $
306 199132 FIRST ST WIDENING PORTOLA TO SCOTT ST $ -
306 199149 GREENVILLE RD / I-580 INTERCHANGE 4,346,246
306 199238 ISABEL AVE/I-580 INTERCHANGE 858,090
321 199238 ISABEL AVE/I-580 INTERCHANGE 365,741
306 199352 VASCO ROAD/I-580 INTERCHANGE 9,633,597
321 199352 VASCO ROAD/I-580 INTERCHANGE 237,031
680 199352 VASCO ROAD/I-580 INTERCHANGE -
306 199830 GREENVILLE RD WIDENING - NATIONAL TO NORTHFRONT - 306 199831 GREENVILLE RD WIDENING - PATTERSON TO NATIONAL - ATTACHMENT 1
264
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 150,000 $ 576,000 $ - $ - $ - $ - $ - $ 726,797
- - - - - 500,000 - 500,000
- 150,000 - - - - - 150,000
150,000 - 700,000 - - - - 850,000
- - 150,000 - - 20,000 - 170,000
- - 55,000 - - - - 55,000
- - 55,000 - - - - 55,000
- - 300,000 - - - - 300,000
- - - 150,000 - - - 150,000
- - - 150,000 - - - 150,000
- - - - 55,000 - - 55,000
- - - - 55,000 - - 55,000
- - - 300,000 - - - 300,000
- - - 100,000 - 100,000 100,000 300,000
- - - - 150,000 - - 150,000
- - - - - 55,000 - 55,000
- - - - - 55,000 - 55,000
- - - - 300,000 - - 300,000
- - - - - 150,000 - 150,000
$ 1,280,000 $ 2,120,000 $ 1,935,000 $ 1,260,000 $ 700,000 $ 660,000 $ 3,400,000 $ 12,257,886 $ - $ - $ 150,000 - $ $ 350,000 $ 100,000 $ - $ 600,000 - - - - 1,200,000 - 1,200,000 2,565,522
- - - - - 1,005,000 - 1,005,000
- - - - - 1,500,000 - 1,500,000
40,000 - - - - - - 218,660
50,000 - - - - - - 50,000
580,000 - - - - - - 580,000
- - - - - - - 1,474
170,000 100,000 - - - - - 270,000
250,000 225,000 100,000 - - - - 586,383
225,000 - - - - - - 225,000
8,000 8,000 400,000 800,000 - - - 1,216,854
36,000 - - - - - - 46,000
536,000 225,270 - - - - - 861,270
485,000 688,730 - - - - - 1,350,749
600,000 - 500,000 - - - - 1,100,000
- - - - - 1,000,000 - 1,000,000
- - - - - 1,300,000 - 1,300,000
- - 600,000 - - - - 600,000
- - 600,000 - - - - 600,000
- 235,000 - - - - - 235,000
- - 800,000 - - - - 800,000
300,000 - - - - - - 300,000
450,000 - 400,000 700,000 - - - 1,550,000
500,000 - 600,000 - - - - 1,100,000
$ 1,789,000 $ 3,688,000 $ 2,235,000 $ 3,650,000 $ 350,000 $ 1,300,000 $ 6,005,000 $ 19,661,913 $ - $ - $ - $ - $ - $ 2,000,000 - $ $ 2,000,000
- - 300,000 - 1,500,000 1,500,000 81,500,000 89,146,246 180,000 - 180,000 - - - - 1,218,090
578,000 - - - - - - 943,741
2,920,000 - 1,861,000 4,324,000 26,500,000 31,000,000 27,250,000 103,488,597 532,000 5,139,000 - 3,426,000 - - - 9,334,031
313,000 1,080,000 - - - - - 1,393,000
- - - - - 6,090,000 - 6,090,000
- - - - - 7,300,000 - 7,300,000
ATTACHMENT 1
265
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
306 199834 N LIVERMORE AVE WIDENING - I-580 TO CROMWELL $ - 306 199836 VASCO RD WIDENING - I-580 TO LAS POSITAS RD - 306 199838 LAS POSITAS RD WIDENING - HILLIKER TO FIRST 19 306 200083 LAS POSITAS RD WIDENING - FIRST TO BENNETT - 650 200097 VALLECITOS ROAD BRIDGE WIDENING -
001 200098 NORTH L STREET UNDERGROUNDING -
306 200259 NORTH CANYONS PKWY/DUBLIN BLVD CONNECTION 223,367 321 200259 NORTH CANYONS PKWY/DUBLIN BLVD CONNECTION -
306 200351 HOLMES STREET WIDENING 200,000
688 200719 VASCO ACE PARKING LOT - CONNECTOR RD -
001 200720 EL CHARRO SPECIFIC PLAN INFRASTRUCTURE -
306 200720 EL CHARRO SPECIFIC PLAN INFRASTRUCTURE 300,000 340 200720 EL CHARRO SPECIFIC PLAN INFRASTRUCTURE 5,641,652 306 200828 LAS COLINAS EXTENSION -
306 200833 VASCO RD WIDENING - I-580 TO SCENIC AVE -
306 200834 INMAN STREET WIDENING -
306 200835 STANLEY/MURRIETA INTERSECTION IMPROVEMENTS - 306 200851 STANLEY BLVD WIDENING - MURRIETA TO WEST CITY LIMIT - 306 200864 FIRST ST / I-580 INTERCHANGE IMPROVEMENTS -
680 200869 RAILROAD AVENUE/FIRST STREET REALIGNMENT -
306 201028 FOLEY ROAD REALIGNMENT -
604 201028 FOLEY ROAD REALIGNMENT 41,127
616 201037 IRON HORSE TRAIL - OUTSIDE OF DOWNTOWN -
624 201037 IRON HORSE TRAIL - OUTSIDE OF DOWNTOWN -
678 201037 IRON HORSE TRAIL - OUTSIDE OF DOWNTOWN -
306 201453 S VASCO ROAD WIDENING - LAS POSITAS TO PATTERSON - 302 201528 WEST JACK LONDON BLVD WIDENING 370,000
306 201611 PORTOLA AVENUE MEDIANS -
306 201825 L STREET / UPRR GRADE SEPARATION -
306 201826 JUNCTION AVENUE / UPRR GRADE SEPARATION -
306 201837 VASCO ROAD WIDENING 410,976
306 201937 INTERSECTION IMPROVEMENTS @ JACK LONDON / ISABEL 4,450 239 202116 RAILROAD AVE STREET IMPROVEMENTS -
651 202116 RAILROAD AVE STREET IMPROVEMENTS 251,512
688 202116 RAILROAD AVE STREET IMPROVEMENTS -
306 202338 ISABEL AVE / I-580 INTERCHANGE (PHASE II) -
221 202413 Arroyo Mocho at Holmes Street Bridge -
650 202413 Arroyo Mocho at Holmes Street Bridge -
651 202413 Arroyo Mocho at Holmes Street Bridge -
678 202413 Arroyo Mocho at Holmes Street Bridge -
688 202413 Arroyo Mocho at Holmes Street Bridge -
221 202414 Arroyo Las Positas at Heather and Bluebell Bridges - 650 202414 Arroyo Las Positas at Heather and Bluebell Bridges - 651 202414 Arroyo Las Positas at Heather and Bluebell Bridges - 678 202414 Arroyo Las Positas at Heather and Bluebell Bridges - 688 202414 Arroyo Las Positas at Heather and Bluebell Bridges - 221 202426 Arroyo Mocho at Bluebell Bridge -
650 202426 Arroyo Mocho at Bluebell Bridge -
651 202426 Arroyo Mocho at Bluebell Bridge -
678 202426 Arroyo Mocho at Bluebell Bridge -
688 202426 Arroyo Mocho at Bluebell Bridge -
Subtotal Transportation Infrastructure 22,883,807 $
ATTACHMENT 1
266
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ - $ - $ - $ - $ - $ 5,400,000 - $ $ 5,400,000
- - - - - 4,000,000 - 4,000,000
169,000 - - - - 5,000,000 - 5,169,019
- - - - - 5,000,000 - 5,000,000
- - - - - 3,900,000 - 3,900,000
- - - - - 3,142,000 - 3,142,000
225,000 100,300 5,385,000 10,040,000 7,740,000 1,200,000 - 24,913,667 4,811,700 - - - - - - 4,811,700
- - - - - 4,700,000 - 4,900,000
- - - - - 1,340,000 - 1,340,000
79,112 645,000 - - - - - 724,112
102,800 - - - - - - 402,800
888 - - - - - - 5,642,540
- - - - - 11,000,000 - 11,000,000
- - - - - 5,400,000 - 5,400,000
- - - - - 600,000 - 600,000
- - - 150,000 - 850,000 - 1,000,000
- - - - - 16,500,000 - 16,500,000
- - - - - 60,000,000 - 60,000,000
- - - - - 10,000,000 - 10,000,000
86,000 100,000 - - - - - 186,000
114,000 166,100 - - - - - 321,227
- - - - - 20,000 - 20,000
- - - - - 13,920,000 - 13,920,000
- - - - - 600,000 - 600,000
- - - - - 8,100,000 - 8,100,000
- - - - - 1,530,000 - 1,900,000
- - - - - 1,300,000 - 1,300,000
- - - - - 44,000,000 - 44,000,000
- - - - - 44,000,000 - 44,000,000
1,000,000 2,500,000 2,500,000 - - - - 6,410,976
- 50,000 - 200,000 1,050,000 - - 1,304,450
120,000 - - - - - - 120,000
100,000 285,000 115,000 - - - - 751,512
40,000 730,000 295,000 - - - - 1,065,000
- - - - - 21,000,000 - 21,000,000
- - - - 150,000 - 1,000,000 1,150,000
- - - - 200,000 - 1,000,000 1,200,000
- - - - 150,000 - 1,000,000 1,150,000
- - - - - 1,000,000 - 1,000,000
- - - - - 1,000,000 - 1,000,000
100,000 100,000 - 100,000 500,000 300,000 - 1,100,000
100,000 - 50,000 - 500,000 300,000 - 950,000
100,000 - 50,000 - 500,000 300,000 - 950,000
- - 50,000 - 500,000 300,000 - 850,000
- - 50,000 - 500,000 300,000 - 850,000
- - - - 100,000 - 1,000,000 1,100,000
- - - - 150,000 - 1,000,000 1,150,000
- - - - 100,000 - 1,000,000 1,100,000
- - - - 50,000 - 1,000,000 1,050,000
- - - - - 1,000,000 - 1,000,000
$ 3,537,000 $ 13,740,900 $ 15,625,000 $ 18,590,000 $ 39,440,000 $ 36,950,000 $ 404,592,000 $ 555,358,707 ATTACHMENT 1
267
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
Fund
Project
Number Project Name Prior Years
239 201414 SPRINGTOWN TRUNKLINE REPLACEMENT $ 8,459
239 201519 WRP HVAC AND ROOFING REPAIRS 2,615,655
239 201522 WRP EMERGENCY GENERATOR 3,978,037
241 201522 WRP EMERGENCY GENERATOR 935,361
239 201818 WRP BIOLOGICAL NUTRIENT REMOVAL UPGRADES -
241 201818 WRP BIOLOGICAL NUTRIENT REMOVAL UPGRADES -
239 201911 WRP PHOSPHOROUS RECOVERY SYSTEM -
239 201931 WRP PRIMARY & SECONDARY TREATMENT IMPROVEMENTS 1,432,587 241 201931 WRP PRIMARY & SECONDARY TREATMENT IMPROVEMENTS 472,085 241 201960 TREVARNO INFRASTRUCTURE 116,679
251 201960 TREVARNO INFRASTRUCTURE 113,090
239 202003 ANNUAL SEWER REPLACEMENT 2020 306,065
241 202003 ANNUAL SEWER REPLACEMENT 2020 105,432
239 202012 WRP TERITARY AND SOLID TREATMENT IMPROVEMENTS - 241 202012 WRP TERITARY AND SOLID TREATMENT IMPROVEMENTS - 239 202026 SEWER LIFT STATION IMPROVEMENTS -
239 202128 WRP UV TREATMENT SYSTEM REPLACEMENT 2,039
241 202128 WRP UV TREATMENT SYSTEM REPLACEMENT 1,000
239 202129 WRP SCADA SERVER & NETWORK UPGRADE 38,900
241 202129 WRP SCADA SERVER & NETWORK UPGRADE 11,781
239 202203 ANNUAL SEWER REPLACEMENT 2022 -
239 202217 WRP PRIMARY & SECONDARY TRTMNT IMPRVMNTS PH 2 - 241 202217 WRP PRIMARY & SECONDARY TRTMNT IMPRVMNTS PH 2 - 239 202218 WRP SCADA PLC CONTROLS UPGRADE -
241 202218 WRP SCADA PLC CONTROLS UPGRADE -
239 202312 WRP SCADA REMOTE SITE UPGRADE -
241 202312 WRP SCADA REMOTE SITE UPGRADE -
624 202313 SOUTH LIVERMORE SEWER EXTENSION -
239 202315 WRP DIGESTER HEATING LOOP REPLACEMENT -
239 202322 WRP Occupied Building Repairs - Administration - 239 202420 WRP Occupied Building Repairs - Maintenance - 239 202503 Annual Sewer Replacement 2025 -
239 202512 AIRPORT LIFT STATION IMPROVEMENTS -
241 202512 AIRPORT LIFT STATION IMPROVEMENTS -
239 202612 WRP Occupied Building Repairs - Tertiary -
Subtotal Wastewater 10,137,169 $
259 201924 WATER MAIN REPLACEMENT $ -
259 202027 Potable Water Pump Station Improvements -
259 202130 AIRWAY LIFT STATION IMPROVEMENTS 150,931
259 202314 Springtown Water Service Replacements -
259 202412 Altamont Tank Recoating -
259 202511 FIRE FLOW MAIN REPLACEMENTS -
259 202513 Trevarno Pump Station Demolition and Site Improvements - Subtotal Water 150,931 $
Grand Total $ 93,795,345
ATTACHMENT 1
268
CAPITAL IMPROVEMENT PROGRAM
PROJECT LISTING BY PROGRAM
BUDGET FY 2023-25
FY22-23
Projected
Budget
FY23-24
Budget
FY24-25
Budget
FY25-26
Budget
FY26-27
Budget
FY27-28
Budget
FY28-43 Out
Years Total
$ 12,000 $ 20,000 $ 850,000 $ 1,700,000 $ - $ - $ - $ 2,590,459 410,000 - - - - - - 3,025,655
48,000 - - - - - - 4,026,037
16,000 - - - - - - 951,361
- - - - - 14,500,000 - 14,500,000
- - - - - 4,875,000 - 4,875,000
- - - - - 14,636,000 - 14,636,000
5,276,000 9,802,000 6,846,000 - - - - 23,356,587
1,759,000 3,267,000 2,282,000 - - - - 7,780,085
250,000 550,000 - - - - - 916,679
250,000 550,000 - - - - - 913,090
340,000 1,677,000 1,182,000 - - - - 3,505,065
113,000 559,000 394,000 - - - - 1,171,432
- - - - - 40,079,000 - 40,079,000
- - - - - 13,742,000 - 13,742,000
- - - - - 5,500,000 - 5,500,000
363,000 1,841,000 2,896,000 - - - - 5,102,039
124,000 631,000 993,000 - - - - 1,749,000
367,000 344,000 93,000 - - - - 842,900
126,000 118,000 32,000 - - - - 287,781
461,000 - 3,583,000 - - - - 4,044,000
- 748,000 - 748,000 4,535,000 4,535,000 2,268,000 12,834,000 - 257,000 - 257,000 1,555,000 1,555,000 777,000 4,401,000 - 200,000 - 352,000 399,000 366,000 - 1,317,000
- 69,000 - 121,000 137,000 125,000 - 452,000
- - - - 31,000 - 803,000 834,000
- - - - 11,000 - 275,000 286,000
1,000,000 - 14,000,000 - - - - 15,000,000
150,000 - 1,850,000 - - - - 2,000,000
1,696,000 - 2,464,000 - - - - 4,160,000
- 106,000 - 869,000 1,648,000 - - 2,623,000
- - 343,000 - 1,356,000 - - 1,699,000
- - 155,000 - 1,160,000 - - 1,315,000
- - 45,000 - 340,000 - - 385,000
- - - 33,000 - 2,421,000 - 2,454,000
$ 9,454,000 $ 22,666,000 $ 38,845,000 $ 4,590,000 $ 11,163,000 $ 9,044,000 $ 97,455,000 $ 203,354,169 $ - $ - $ - $ - $ - $ 2,800,000 - $ $ 2,800,000
- - - - - 2,856,000 - 2,856,000
242,000 1,694,000 2,433,000 - - - - 4,519,931
100,000 - 1,300,000 - - - - 1,400,000
- 150,000 - 800,000 - - - 950,000
- - - - - 8,200,000 - 8,200,000
- - - 200,000 - 1,500,000 - 1,700,000
$ 242,000 $ 1,794,000 $ 3,883,000 $ 800,000 $ 200,000 $ 1,500,000 $ 13,856,000 $ 22,667,931 $ 33,049,000 $ 101,996,900 $ 110,878,000 $ 75,601,000 $ 71,419,000 $ 63,120,000 $ 703,128,000 $ 1,253,229,245 ATTACHMENT 1
269
CAPITAL IMPROVEMENT PROGRAM
CAPITAL BUDGET AWARD
BUDGET FY 2023-25
ATTACHMENT 1
270
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
ADMINISTRATIVE SERVICES
Administrative Services Admin
Administrative Services Director 1.000 1.000 1.000 1.000 Administrative Specialist I/II 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Cybersecurity
Cybersecurity Manager 1.000 1.000 1.000 1.000
Finance
Finance Manager 1.000 1.000 1.000 1.000
Assistant Finance Manager 1.000 1.000 1.000 1.000
Accounting Supervisor 3.000 3.000 3.000 3.000
Administrative Accounting Technician 1.000
Management Analyst II 1.000 1.000 1.000 1.000
Junior Accountant 2.000 2.000 2.000
Purchasing Specialist 1.000 1.000 1.000 1.000
Accounting Technician 3.000 3.000 3.000 3.000
Senior Account Clerk 1.000 1.000 1.000 1.000
Junior Account Clerk/Account Clerk 3.500 3.250 4.250 4.250 Division Clerk 1.000
Subtotal 16.500 16.250 17.250 17.250
Human Resources
Human Resources Manager (Conf) 1.000 1.000 1.000 1.000
Human Resources Analyst, Senior (Conf) 1.000 1.000 1.000 1.000 Human Resources Analyst I/II (Conf) 1.000 1.000 2.000 2.000 Human Resources Technician 1.750 2.000 2.000 2.000
Human Resources Clerk I/II 1.000 1.000 1.000 1.000
Subtotal 5.750 6.000 7.000 7.000
Information Technology
Assistant Administrative Services Director/IT Manager 1.000 1.000 1.000 Information Technology Manager 1.000
Systems Administrator 1.000 1.000 1.000 1.000
Senior Management Analyst 1.000 1.000 1.000 1.000
IT Engineer/Water SCADA 1.000 1.000 1.000
Management Analyst II 1.000 1.000 1.000
GIS Specialist 1.000
Senior Information Technology Technician 2.000 2.000 2.000 2.000 Information Technology Technician 2.000 2.000 2.000 2.000 Administrative Technician 1.000 1.000 1.000 1.000
Subtotal 9.000 10.000 10.000 10.000
ADMINISTRATIVE SERVICES TOTAL 34.250 35.250 37.250 37.250
CITY ATTORNEY
City Attorney
City Attorney 1.000 1.000 1.000 1.000
Senior Assistant City Attorney 1.000 1.000 1.000 1.000
Assistant City Attorney 2.000 1.000 2.000 2.000
Deputy City of Attorney 1.000 1.000 1.000
Law Office Supervisor 1.000 1.000 1.000 1.000
Legal Assistant 0.500 0.500 0.500 0.500
Subtotal 5.500 5.500 6.500 6.500
Risk Management - General Liability
Risk Manager 0.500 0.500 0.500 0.500
Management Analyst II (Conf) 0.500 0.500 0.500 0.500
Administrative Specialist I/II 0.650 0.650 0.650 0.650
Subtotal 1.650 1.650 1.650 1.650
City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
ATTACHMENT 1
271
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
Risk Management - Workers Compensation
Risk Manager 0.500 0.500 0.500 0.500
Management Analyst II (Conf) 0.500 0.500 0.500 0.500
Administrative Specialist I/II 0.350 0.350 0.350 0.350
Legal Assistant 0.500 0.500 0.500 0.500
Subtotal 1.850 1.850 1.850 1.850
CITY ATTORNEY TOTAL 9.000 9.000 10.000 10.000
CITY MANAGER
City Manager
City Manager 1.000 1.000 1.000 1.000
Assistant City Manager 1.000 1.000 1.000 1.000
Assistant to the City Manager (Conf) 1.000 1.000 1.000
Management Analyst II 2.000 1.000 1.000 1.000
Management Analyst I 1.000 1.000
Executive Assistant 1.000 1.000 1.000 1.000
Administrative Specialist I/II 2.000 2.000 2.000 2.000
Subtotal 7.000 7.000 8.000 8.000
City Clerk
Deputy City Manager/City Clerk 1.000 1.000 1.000
City Clerk 1.000
Assistant City Clerk 1.000 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000 1.000 1.000
Administrative Technician 1.000 1.000 1.000 1.000
Division Clerk 1.000 1.000 1.000 1.000
Subtotal 5.000 5.000 5.000 5.000
CITY MANAGER TOTAL 12.000 12.000 13.000 13.000
COMMUNITY DEVELOPMENT DEPARTMENT
Community Development Admin
Community Development Director 1.000 1.000 1.000 1.000
Assistant Community Development Director 0.800
Senior Management Analyst 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000 1.000
Subtotal 3.800 4.000 4.000 4.000
Housing & Human Services
Assistant Community Development Director 0.200
Housing & Human Services Manager 1.000 1.000 1.000
Human Services Programs Manager 1.000 1.000 1.000 1.000 Housing Programs Manager 1.000 1.000 1.000 1.000
Management Analyst II 1.000 1.000 1.000 1.000
Management Analyst I 2.000 2.000 2.000 2.000
Administrative Technician 1.000 1.000 2.000 2.000
Division Clerk 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000 1.000
Subtotal 8.200 9.000 10.000 10.000
Engineering Division
City Engineer 1.000 1.000 1.000 1.000
Assistant City Engineer 2.000 2.000 2.000 2.000
Senior Civil Engineer 3.000 3.000 3.000 3.000
Senior Transportation Engineer 1.000 1.000 1.000 1.000
Construction Inspection Manager 1.000 1.000 1.000 1.000 Management Analyst II 1.000 1.000 1.000
Associate Transportation Engineer 1.000 1.000 1.000
Associate Civil Engineer 6.000 5.000 6.000 6.000
ATTACHMENT 1
272
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
Junior/Junior Civil Engineer/Assistant/
Assistant Civil Engineer 3.000 3.000 3.000 3.000
Senior/Associate/Assistant Engineering
Technician 7.000 6.000 6.000 6.000
Engineering Specialist 2.000 2.000 2.000 2.000
Administrative Technician 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.500 1.500 1.500 1.500
Subtotal 28.500 28.500 29.500 29.500
Planning Division
Planning Manager 1.000 1.000 1.000 1.000
Principal Planner 2.000 2.000 2.000 3.000
Senior Planner 2.000 2.000 2.000 2.000
Associate/Assistant Planner 4.000 4.000 4.000 4.000
Associate/Assistant Planner (Limited Dur) 1.000 1.000 1.000 1.000 Administrative Technician 1.000 1.000 1.000 1.000
Division Clerk 1.000 1.000 1.000 1.000
Subtotal 12.000 12.000 12.000 13.000
Building Division
Building Official 1.000 1.000 1.000 1.000
Permit Center Manager 1.000 1.000 1.000 1.000
Inspection & Neighborhood Preservation Manager 1.000 1.000 1.000 1.000 Plan Check Engineer 1.000 1.000 1.000 1.000
Senior Building Inspector 1.000 1.000 1.000 1.000
Building Inspector I/II/III 2.000 2.000 3.000 3.000
Neighborhood Preservation Officer 2.000 2.000 2.000 3.000 Permit Technician I/II 3.000 3.000 3.000 3.000
Division Clerk 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000
Typist Clerk 1.000
Subtotal 14.000 14.000 15.000 16.000
COMMUNITY DEVELOPMENT TOTAL 66.500 67.500 70.500 72.500
INNOVATION & ECONOMIC DEVELOPMENT DEPARTMENT
Innovation & Economic Development Director 1.000 1.000 1.000 1.000 Economic Development Manager 1.000 1.000 1.000
Senior Management Analyst 1.000
Management Analyst II 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000 1.000
ECONOMIC DEVELOPMENT TOTAL 4.000 4.000 4.000 4.000
FIRE
Livermore/Pleasanton Fire Dept
Fire Chief 0.500 0.500 0.500 0.500
Deputy Chief 1.500 1.500 1.500 1.500
Battalion Chief 3.000 3.500 3.500 3.500
Assistant Fire Marshall 0.500 0.500 0.500 0.500
Emergency Preparedness Manager 0.500 0.500 0.500 0.500
Emergency Medical Services (EMS) Manager 0.500 0.500 0.500 0.500 Administrative Manager 0.500 0.500 0.500 0.500
Management Analyst 0.500 0.500 0.500 0.500
Fire Captain 15.000 15.000 15.000 15.000
Fire Engineer 15.000 15.000 15.000 15.000
Firefighter/Paramedic 15.000 15.000 15.000 15.000
Firefighter 6.000 6.000 6.000 6.000
Fire Inspector 1.500 1.500 1.500 1.500
ATTACHMENT 1
273
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
Hazardous Materials Inspector 1.500 1.500 1.500 1.500
Office Manager 0.500 0.500 0.500 0.500
Administrative Assistant 1.000 1.000 1.000 1.000
Office Assistant 0.500 0.500 0.500 0.500
FIRE-Livermore/Pleasanton Fire Dept TOTAL 63.500 64.000 64.000 64.000
LIBRARY
Library
Library Services Director 1.000 1.000 1.000 1.000
Assistant Library Services Director 1.000 1.000 1.000 1.000 Supervising Librarian 2.000 2.000 2.000 3.000
Supervising Library Assistant 1.000 1.000 1.000 1.000
Librarian I/Librarian II 9.500 10.000 10.000 10.000
Library Assistant 7.850 8.875 8.875 8.875
Library Clerk 2.000 1.000 1.000 1.000
Administrative Technician 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000 1.000
LIBRARY TOTAL 27.350 27.875 27.875 28.875
POLICE
Police
Police Chief 1.000 1.000 1.000 1.000
Police Captain 3.000 3.000 3.000 3.000
Police Lieutenant 5.000 5.000 5.000 5.000
Police Sergeant 14.000 14.000 14.000 14.000
Police Officer 71.000 71.000 71.000 71.000
Police Officer (Special Funded) 2.000 2.000 2.000 4.000 Police Support Services Manager 1.000 1.000 1.000 1.000 Information Technology Coordinator 1.000 1.000 1.000 1.000 Police Media & Community Relations Analyst 1.000 1.000 1.000 1.000 Police Facility & Equipment Manager 1.000 1.000 1.000 1.000 Police Business Services Manager 1.000 1.000 1.000 1.000 Crime & Intelligence Analyst, Supervising 1.000
Crime & Intelligence Analyst 2.000 3.000 3.000 3.000
Crime Prevention Specialist 1.000 1.000 1.000 1.000
Property & Evidence Specialist, Supervising 1.000 1.000 1.000 1.000 Property & Evidence Specialist 2.000 2.000 2.000 2.000
Community Service Specialists 2.500 2.000 2.000 2.000
Community Service Spec. (Limited Duration) 1.000 1.000 1.000 1.000 Animal Control Officer 2.000 2.000 2.000 2.000
Supervising Public Safety Dispatcher 2.000 2.000 2.000 2.000 Senior Public Safety Dispatcher 3.000 3.000 3.000 3.000 Public Safety Dispatcher 14.000 14.000 14.000 14.000
Supervising Police Clerk 1.000 1.000 1.000 1.000
Senior Police Clerk 1.000 1.000 1.000 1.000
Police Clerk 5.000 5.000 6.000 6.000
Administrative Assistant 1.000 1.000 1.000 1.000
Division Clerk 2.000 2.000 2.000 2.000
Subtotal 141.500 142.000 143.000 146.000
Horizons
Youth & Family Services Manager - Clincal (SF) 1.000 1.000 1.000 1.000 Family Therapist (Special Funded) 2.250 2.500 2.500 2.500 Crisis Intervention Specialist 1.000 1.000 1.000
Administrative Clerk I/II (Sp Funded) 0.750 0.750 0.750 0.750 Subtotal 4.000 5.250 5.250 5.250
POLICE TOTAL 145.500 147.250 148.250 151.250
ATTACHMENT 1
274
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
PUBLIC WORKS
Public Works Administration
Director of Public Works 1.000 1.000 1.000 1.000
Public Works Manager 1.000 1.000 1.000 1.000
Senior Management Analyst 1.000 1.000 1.000
Management Analyst II 1.000
Asset Management Analyst 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Recycling Specialist 1.000 1.000 1.000 1.000
Subtotal 6.000 6.000 6.000 6.000
Airport Division
Airport Manager 1.000 1.000 1.000 1.000
Public Works Supervisor 1.000 1.000 1.000 1.000
Senior Airport Service Attendant 1.000 1.000 1.000 1.000 Airport Service Attendant 3.500 3.500 3.500 3.500
Administrative Technician 1.000 1.000 1.000 1.000
Senior Account Clerk 1.000 1.000 1.000 1.000
Subtotal 8.500 8.500 8.500 8.500
Maintenance - Services/Streets
Maintenance & Golf Operations Manager 1.000 1.000 1.000 1.000 Public Works Supervisor 1.000 1.000 1.000 1.000
Management Analyst II 1.000 1.000 1.000 1.000
Maintenance Worker III 1.000 1.000 1.000 1.000
Maintenance Worker II 3.000 3.000 3.000 3.000
Maintenance Worker I 4.000 4.000 4.000 4.000
Senior Facilities Maintenance Worker 1.000 1.000 1.000 1.000 Senior Traffic Signal Technician 1.000 1.000 1.000 1.000 Traffic Signal Technician/Trainee 2.000 2.000 2.000 2.000 Administrative Clerk I/II 1.500 1.500 1.500
Senior Clerk 1.000
Typist Clerk 0.500
Subtotal 16.500 16.500 16.500 16.500
Maintenance - Facility Services
Supervising Facilities Maintenance Worker 1.000 1.000 1.000 1.000 Facilities Maintenance Wrkr I/Trainee 2.000 2.000 2.000 2.000 Subtotal 3.000 3.000 3.000 3.000
Maintenance - Landscape
Public Works Supervisor 1.000 1.000 1.000 1.000
Landscape Maintenance Specialist 4.000 4.000 4.000 4.000 Supervising Groundskeeper 1.000 1.000 1.000 1.000
Groundskeeper II 4.000 4.000 4.000 4.000
Groundskeeper I 2.000 2.000 2.000 2.000
Subtotal 12.000 12.000 12.000 12.000
Maintenance - Fleet & Equipment Services
Public Works Supervisor 1.000 1.000 1.000 1.000
Parts and Invetory Control Worker 1.000 1.000 1.000 1.000 Senior Mechanic 1.000 1.000 1.000 1.000
Mechanic 4.000 4.000 4.000 4.000
Division Clerk 1.000 1.000 1.000 1.000
Subtotal 8.000 8.000 8.000 8.000
Water Resources - Sewer / Stormwater
Water Resources Division Manager 1.000 1.000 1.000 1.000 WR Operations Manager 1.000 1.000 1.000 1.000
New Class (Watershed Programs Manager) 1.000 1.000 1.000 Public Works Supervisor 4.000 4.000 4.000 4.000
Management Analyst II 1.000 1.000 1.000 1.000
ATTACHMENT 1
275
STAFF ALLOCATION
BUDGET FY 2023-25
Positions Positions Positions Positions
DEPARTMENT AND TITLE FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City of Livermore
PERSONNEL ALLOCATIONS
(Regular, At-Will or Limited Duration - Full-Time or Part-Time Employees) FY 2021-22, FY 2022-23, FY 2023-24, FY 2024-25
WR Communications Representative 1.000 1.000 1.000 1.000 WR Coordinator - Electrial & Instrumentation 1.000 1.000 1.000 WR Coordinator 4.000 3.000 3.000 3.000
WR Technical Programs Manager 1.000 1.000 1.000 1.000
Electrician 1.000 1.000 1.000 1.000
WR Lab Technician 2.500 2.500 3.000 3.000
WR Instrument Control Technician 3.000 3.000 3.500 3.500 Asset Management Specialist 1.000 1.000 1.000 1.000
WW Collection Systems Worker II/I/Trainee 7.000 7.000 7.000 7.000 WR Mechanic I 2.000 2.000 2.000 2.000
WR Mechanic II 2.000 2.000 2.000 2.000
Parts & Inventory Control Worker 1.000 1.000 1.000 1.000 WR Operator Trainee/Grade I/Grade II/Grade III 10.000 10.000 10.000 10.000 WR Supervising Operator 2.000 2.000 2.000 2.000
WR Source Control Inspector 3.000 3.000 3.000 3.000
Administrative Technician 1.000 1.000 1.000 1.000
Administrative Clerk I/II 1.000 1.000 1.000 1.000
Division Clerk 1.000 1.000 1.000 1.000
Subtotal 50.500 51.500 52.500 52.500
Water Resources - Water
Water Distribution Operations Manager 1.000 1.000 1.000 1.000 Water Distribution Supervising Operator 1.000 1.000 1.000 1.000 Water Distribution Senior Operator 1.000 2.000 2.000 2.000 Water Distribution Operator III 1.000 2.000 2.000 2.000 WD Operator II/I/Trainee 5.000 3.000 3.000 3.000
Administrative Technician 1.000 1.000 1.000 1.000
Subtotal 10.000 10.000 10.000 10.000
PUBLIC WORKS TOTAL 114.500 115.500 116.500 116.500
Total Regular Full and Part-Time Authorized Positions 476.600 482.375 491.375 497.375 ATTACHMENT 1
276
APPENDIX
LIST OF FUNDS BY FUND TYPE
BUDGET FY 2023-25
GENERAL FUND
001 General Fund
ENTERPRISE FUNDS
210 Airport
212 Airport Grant Fund
220 Storm Water
221 Storm Drain
222 FEMA Storm Reimbursement
230 Sewer
239 Sewer Replacement
241 Sewer Connection Fees
242 LAVWMA
250 Water
251 Water Connection Fees
259 Water Replacement
CAPITAL PROJECTS FUNDS
003 Other Budget Sources
302 Developer Deposits
303 Public Utility Undergrounding
304 Vasco/Ace-Connector Rd
306 Traffic Impact Fee (TIF)
320 2022 COP Construction Fund
321 Tri-Valley Transportation Council 20% Fee
331 Downtown Revitalization Fee
333 Human Services Facilities Fee
335 Parking In Lieu Fee
337 Park Fee-AB 1600
339 Transferable Development Credits
340 El Charro Infrastructure Capital Fund
341 El Charro Specific Plan Funding
344 Solid Waste & Recycling Impact Fee
PERMANENT FUNDS
500 Doolan Canyon Preserve Endowment
505 Doolan Canyon and Open Space
SPECIAL REVENUE FUNDS
600 Host Community Impact Fee
602 City Street Sweeping
603 COP Ahead AB 3229 Grant
604 South Livermore Valley Specific Plan
605 State Grant - HHS
607 State Grant
608 Public Art Fee
609 Housing Successor Agency
610 Horizons
611 Low Income Housing Fund
612 Alameda County-Measure D
613 HCD Comm. Dev. Block Grant (CDBG)
614 Landscape Maintenance District
615 COVID-19 Federal Grant
SPECIAL REVENUE FUNDS
616 Special Projects Commitment Fund
617 Used Oil Recycling Grant
619 LPD - Asset Seizure-Adjudicated
620 HHS - Social Opportunity Endowment
621 BJA - Bulletproof Vest Reimbursement
Grant
622 CalHome Reuse Grant
624 Local & Other Grants
625 Treasury Asset Seizure
626 CHFA Homebuyer Assistance
627 DOJ Asset Seizure
628 Mortgage Assistance
630 CA Beverage Container Grant
633 HUD EDI Special Grant Fed
637 Ca BEGIN Grant Program
638 HHS - Local Housing Trust - State
641 LPD - Vehicle Impound Program
642 Open Space
645 CASP Cert & Training Fund
650 Gas Taxes
651 Gas Tax - SB1
665 PEG Capital Fees
666 Import Mitigation
671 HHS - Federal HOME Grant Program
672 Library Donations Fund
673 Library Foundation Grant
674 MTC - TDA Grant
677 Measure B - Bike/Pedestrian
678 Measure B - Local Streets & Roads
679 Measure B - Isabel Interchange Grant
680 State Street Grants
681 Local Vehicle Registration Fee
683 Police Donations Fund
687 Measure BB - Bike/Pedestrian
688 Measure BB - Local Streets & Roads
696 El Charro Maintenance CFD 2012-1
697 Other Maintenance CFD's
698 Surplus - AD Closeout
DEBT SERVICE FUNDS
416 2020 COP Series A
417 2020 COP Series B
422 2022 COP
ATTACHMENT 1
277
APPENDIX
LIST OF FUNDS BY FUND TYPE
BUDGET FY 2023-25
INTERNAL SERVICE FUNDS
700 Risk Management - Liability
710 Risk Management - W/C Insurance
720 Information Technology
725 Cyber Security
730 Fleet & Equipment Services
740 Facilities Rehab Program
ATTACHMENT 1
278
APPENDIX
RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS
BUDGET FY 2023-25
City
Council
City
Manager
City
Attorney
Administrative
Services
Community
Development Fire
Innovation &
Economic
Development
Library
Services Police
Public
Works
General
Services
GENERAL FUND
001 General Fund
ENTERPRISE FUNDS
210 Airport
212 Airport Grant Fund
220 Stormwater
221 Storm Drain
222 FEMA Storm Reimbursement
230 Sewer
239 Sewer Replacement
241 Sewer Connection Fees
242 LAVWMA
250 Water
251 Water Connection Fees
259 Water Replacement
CAPITAL PROJECT FUNDS
003 Other Budget Sources
302 Developer Deposits
303 Public Utility Undergrounding
304 Vasco/Ace-Connector Rd
306 Traffic Impact Fee (TIF)
320 2022 COP Construction Fund
321 Tri-Valley Transport Council
20% Fee
333 Human Services Facilities
335 Parking In Lieu Fee
337 Park Fee– AB 1600
339 Transferable Development Credits
340 El Charro Infrastructure Capital Fund
341 El Charro Specific Plan Funding
344 Solid Waste & Recycling
Impact Fee
DEBT SERVICE FUNDS
416 2020 COP Series A
417 2020 COP Series B
420 2022 COP
PERMANENT FUNDS
500 Doolan Canyon Preserve End
505 Doolan Canyon and Open Space
SPECIAL REVENUE FUNDS
600 Host Community Impact Fee
602 City Street Sweeping
603 COP Ahead AB 3229 Grant
604 S. Livermore Valley Specific Plan
605 State Grant - HHS
607 State Grant
608 Public Art Fee
609 Housing Successor Agency
610 Horizons Youth Services
611 Low Income Housing Fund
612 Alameda County Measure D
613 Community Development Block Grant
614 Landscape Maintenance Districts
615 COVID-19 Federal Grant
616 Special Projects Commitment Fund
617 Used Oil Recycling Grant
619 Asset Seizure
620 Social Opportunity Endowment
ATTACHMENT 1
279
APPENDIX
RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS
BUDGET FY 2023-25
City
Council
City
Manager
City
Attorney
Administrative
Services
Community
Development Fire
Innovation &
Economic
Development
Library
Services Police
Public
Works
General
Services
SPECIAL REVENUE FUNDS CONT.
621 BJA Bulletproof Vest Grant
622 CalHome Reuse Grant
624 Local & Other Grants
625 Treasury Asset Seizure
626 CHFA Homebuyer Ast
627 DOJ Asset Seizure
628 Mortgage Assistance
630 CA Beverage Container Grant
633 HUD EDI Special Grant
635 LPD-Federal Grants
637 CA BEGIN Grant Prgm
638 HHS-Local HSNG Trust-State
641 LPD-Vehicle Impound Prgm
642 Open Space
645 CASP Cert & Training
650 Gas Taxes
651 Gas Tax– SB1
656 Federal Street Grants
665 PEG Capital Fees
666 Import Mitigation
667 Solid Waste & Recycling
671 Federal HOME Grant Program
672 Library Donations Fund
673 Library Foundation Grant
674 MTC-TDA Grant
676 Livermore Promise Grant
677 Measure B-Bike/Pedestrian
678 Measure B-Local St & Roads
679 Measure B Isabel Interchange
680 State Street Grants
681 Local Vehicle Registration Fee
683 Police Donation Fund
687 Measure BB-Bike/Pedestrian
688 Measure BB-Local St & Roads
696 El Charro Maintenance CFD
697 Other Maint CFD
698 Surplus Assessment District
Closeout
INTERNAL SERVICE FUNDS
700 Risk Management-Liability
710 Risk Management– W/C
720 Information Technology
725 Cyber Security
730 Fleet & Equipment Services
740 Facilities Rehabilitation Program
ATTACHMENT 1
280
APPENDIX
DESCRIPTION OF FUNDS
BUDGET FY 2023-25
Financial activities for local government fall into three broad categories, governmental, proprietary, and fiduciary fund categories. Governmental funds are used to account for activities primarily supported by taxes, grants, and similar revenue sources. Proprietary funds are used to account for activities that receive significant support from fees and charges and operate more like a business (utilities). Fiduciary funds are used to account for resources that a government holds as a trustee or agent on behalf of an outside party and that cannot be used to support the government’s own programs. Within each of the three broad categories of funds, individual funds are further categorized by fund type.
GOVERNMENTAL FUND CATEGORY
Five fund types are used to account for governmental-type activities. These are the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
GENERAL FUND:
The GENERAL FUND (F.001) is used to account for all the general revenues of the city that are not specifically levied or collected for other city funds, and for the expenditures related to the rendering of general services by the city. The general fund is used to account for all resources not required to be accounted for in another fund. (Major Fund)
SPECIAL REVENUE FUNDS:
Special revenue funds are used to account for City revenues from sources that, by law or administrative action, are designated to finance particular functions or activities of government. The individual special revenue funds are as follows:
STREET PROJECTS FUNDS (F.650, 651, 656, 677, 678, 679, 680, 681, 687, 688) Established to account for the construction and maintenance of city streets. Financing is provided by the State gasoline taxes; Federal grants; State grants; Alameda County Pass-Through funds, grants, and project specific funds; Local Vehicle Registration Fees; Alameda County Measure B and BB; Tri-Valley Transportation Council Fees; and Bay Area Air Quality Management District.
HOST COMMUNITY IMPACT FEE (F. 600) Established to account for the collection of Host Community Impact Fees from the Altamont and Vasco Road Landfills which are restricted for the use of promoting the arts in Livermore.
CITY STREET SWEEPING (F. 602) Established to administer funds received through solid waste collection fees.
DONATIONS (F. 672, 683) Established to account for donations received by the Library and Police Department for support of specific community programs.
HOUSING SUCCESSOR FUND (F. 609) Established to account for assets and liabilities assumed by the City from the former Redevelopment Agency Low-Moderate Income Fund. Funds are used for low and moderate income housing programs. (Major Fund)
LOW INCOME HOUSING FUNDS (F. 611) Established to account for the receipt and disbursement of in lieu housing fees collected from developers and other community housing projects.
SPECIAL PROJECT COMMITMENT FUND (F.616) This fund is used to account for restricted funds committed for special projects such as Iron Horse Trail, Vasco Road Improvements and Brisa Neighborhood Improvements.
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SOLID WASTE MANAGEMENT FUNDS (F. 612, 617, 630, 666, 667) Established to account for the receipt of Alameda County Waste Management Authority funds; Measure D funds; Solid Waste and Recycling funds; California Used Oil Recycling Grant; and California Beverage Container funds used for the implementation of city source reduction and beverage container recycling.
LANDSCAPE MAINTENANCE DISTRICTS (F. 614) Established to account for landscape maintenance district fees received and the expenditure of these funds in the benefited district.
OTHER LOCAL ASSISTANCE, STATE AND FEDERAL GRANTS Used to account for local funds, state, and federal grants for various citywide programs such as, safety activities (F.603, 610, 619, 621, 625, 627); library activities (F. 673); community development and housing and human services activities (F. 605, 607, 613, 615, 620, 622, 624, 625, 626, 627, 628, 633, 637, 638, 671); MTC/ TDA programs (F. 674); federal grant related to COVID-19 (F. 615), and LARPD after all resources not required to be accounted for in another fund. (Major Fund)
PEG CAPITAL FEES (F. 665) Used to account for Public, Educational, and Government (PEG) Access funds received from cable TV franchises.
PUBLIC ART FEE (F. 608) Established to account for development fees related to the Art in Public Places Livermore Municipal Code 12.51.
POLICE GRANTS (F. 635) Established to account for various federal, state, and local grants used for police programs.
VEHICLE IMPOUND PROGRAM (F. 641) Established to account for 30% of vehicle impound fees used for police programs to reduce vehicle collisions.
OPEN SPACE (F. 642) Established to account for activities under the Altamont Landfill Settlement Agreement.
CASP CERT & TRAINING FUND (F. 645) This fund was established as mandated by the State of California to collect funds in order to establish a program for voluntary certification by the state of any person who meets specified criteria as a certified access specialist. This fee is collected via the Business License application.
EL CHARRO / OTHER MAINTENANCE COMMUNITY FACILITIES DISTRICTS (F. 696, 697) Established to account for maintenance district fees received and the expenditure of these funds in the benefited district.
SURPLUS-AD CLOSEOUT (F. 698) This fund was created using surplus funds received from the closeout of Assessment District 1993-4 and Assessment District 2002. It is a dedicated maintenance fund used to maintain and/or make improvements within district boundaries as per the specified maintenance plan established in the final closeout report.
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CAPITAL PROJECTS FUNDS:
Capital projects funds are established to account for acquisition and construction of capital facilities other than those financed by proprietary funds and trust funds.
STREET CAPITAL FUNDS (F. 321, 336, 344) Established to account for the construction and maintenance of city streets.
EL CHARRO INFRASTRUCTURE SPECIFIC PLAN (F. 340, F. 341) Established to account for the design and construction of the public infrastructure to serve the El Charro Specific Plan Area.
TRAFFIC IMPACT FEE (F. 306) Established to account for construction of interchange and local street improvement projects financed by developer fees.
2022 COP CONSTRUCTION FUND (F. 320) Established to account for construction of L-Street Garage projects financed with the 2022 COP debt proceeds.
DOWNTOWN REVITALIZATION FEE FUND AND PARKING SPACE FUND (F. 331, F. 335) Established to account for downtown revitalization and parking. The source of financing is developer fees.
PARK FEE FUND (F. 337) Established to account for acquisition and construction of park improvements.
The source of financing is developer fees.
HOUSING AND HUMAN SERVICES (F. 333) Established to account for the use of development fees to provide capital improvements to the community.
DEVELOPER DEPOSITS (F.302) This fund accounts for performance deposits from developers, which are held on their behalf. Funds are returned if developers perform required provisions under agreements with the City. Funds used by the City to complete required provisions are recorded as revenues in other funds to the extent used.
PUBLIC UTILITY UNDERGROUNDING (F. 303) Established to account for public utility improvements funded by Pacific Gas & Electric Rule 20A underground funds.
ACE VASCO ROAD STATION (F. 304) Established to account for the construction of a two-lane road to connect the existing Vasco ACE Parking lot with the new parking lot.
TRANSFERABLE DEVELOPMENT CREDIT FUND (F. 339) is a special revenue fund established in 2003 per Livermore Municipal Code 3.27 to account for in lieu fees paid by residential developers. The in-lieu fee funds open space acquisition in-fee title or conservation easement for the permanent protection of agriculture and other open space lands in the North Livermore area.
OTHER BUDGET SOURCES (F. 003) Anticipated future funding sources used for capital improvement projects. These projects are identified in the CIP budget as: PG&E Rule 20A Underground (B), Participation by Other (D), Unfunded Infrastructure Maintenance Obligation (U), Future Grants or Anticipation of Revenue (W)
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PERMANENT FUNDS:
Permanent Funds are used to report resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support the government’s programs.
DOOLAN CANYON PRESERVE ENDOWMENT (F. 500, 505) Established to account for an endowment restricted for items related to mitigation of the burrowing owl habitat.
DEBT SERVICE FUNDS:
Debt service funds are used to account for the payment of principal and interest on city debt. 2020 COP DEBT SERVICE FUNDS (F. 416, 417) Accounts for debt service payments made for 2020 Series A & B COP.
2022 COP DEBT SERVICE FUND (F. 422) Accounts for debt service payments made for 2022 COP.
PROPRIETARY FUNDS:
Two fund types are used to account for a government’s “business-type activities,” enterprise and internal service funds.
ENTERPRISE FUNDS:
Enterprise funds account for city operations, which are financed and operated in a manner similar to private enterprise. User charges and impact fees recover costs of providing service to the public.
AIRPORT FUNDS (F. 210) Established to account for the operations of the Livermore Municipal Airport and related debt service for the 2020 COP Series B. (Major Fund) AIRPORT GRANTS (F. 212) Established to account for expansion of the protection zone, runways and hangars. The source of financing is Airport operations and FAA grants. (Major Fund) WATER FUNDS (F. 250, 251, 259) Established to account for operations of the self-supporting municipal water service and related debt service for the 2020 COP Series B. Services are rendered on a user charge basis. Impact fees are collected for future water storage. (Major Fund)
SEWER FUNDS (F. 230, 239, 241, 242) Established to account for operations of the self-supporting wastewater disposal plant, the export pipeline, and the urban run-off programs. (Major Fund) STORM WATER FUNDS (F. 220, 221, 222) Established to account for operations of the self-supporting storm water operations and impact fees collected for storm drain infrastructure. (Major Fund)
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INTERNAL SERVICE FUNDS:
Internal service funds are used to account for the financing of services and supplies provided by one city department to another on a cost-reimbursement basis.
RISK MANAGEMENT - LIABILITY (F. 700) Accounts for the city’s self-insured risk management program for general liability.
RISK MANAGEMENT - WORKERS’ COMP (F. 710) Accounts for the city’s self-insured risk management program for workers compensation.
INFORMATION TECHNOLOGY (F. 720) Accounts for the maintenance and acquisition of the City’s software and hardware departments.
CYBER SECURITY (F. 725) Accounts for the City’s governance and cybersecurity program.
FLEET AND EQUIPMENT SERVICES FUND (F. 730) Accounts for the maintenance and acquisition of the City’s fleet and small equipment.
FACILITIES REHABILITATION (F. 740) Accounts for repair and maintenance of City facilities.
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GLOSSARY OF TERMS
BUDGET FY 2023-25
A
AB: Assembly Bill
ABAG: Association of Bay Area Governments
ACRECC: Alameda County Regional
Emergency Communication Center
ACTC: Alameda County Transportation
Commission
Agency: The Redevelopment Agency was a
public body created to designate redevelopment
project areas, supervise and coordinate the
planning of a project area and implement the
development program. As of January 31, 2013
the Agency was dissolved by California State
Assembly Bill 1x26.
Agricultural Preserve: Land placed in this
category cannot be developed or subdivided.
ALUC: Airport Land Use Commission (Alameda
County)
Annexation: The inclusion, attachment, or
addition of territory to a city.
Appropriation: A specific amount of money
authorized by City Council for a program or
project.
ARPA: American Rescue Plan Act of 2021.
Assessed Valuation: This is generally the
market value of property and is the amount used
by the Alameda County tax assessor to value
real property for the purpose of taxation.
B
BAAQMD: Bay Area Air Quality Management
District
BART: Bay Area Rapid Transit
Base Value: Base value is the total assessed
value of a property, within a project area, in the
year in which the redevelopment project is
approved.
Benefit Districts: Formed in order to complete
public works improvements in a particular area
and to allow individual property owners to defer
payment of the improvements until the property
is either sold or commercially developed.
Bond-Tax Exempt: A certificate issued by a
government or private company which promises
to pay back with interest the money borrowed
from the buyer of the certificate.
Bond Performance: A financial instrument
indemnifying the beneficiary against damages
resulting from various acts or omissions.
Brown Act: This Act governs the conduct of
public meetings (Government Code 54953).
Budget: A plan of financial operation, for a set
time period, which identifies specific types and
levels of services to be provided, proposed
appropriations or expenses and the
recommended means of financing them.
C
CALEA: Commission on Accreditation for Law
Enforcement Agencies
CalPERS: California Public Employees’
Retirement System
CALTRANS: California Department of
Transportation
CASP: Certified Access Specialist Program
CATV: Cable Television
Capital Improvement Program or CIP: A
financial plan of authorized expenditures for
tangible, long-term construction of, or
improvements to, public physical facilities.
Capital Outlay: Equipment with a minimum
value of $5,000, and a useful life of more than
one year.
CCF: Community Capacity Funding
Certificate of Compliance: A document used
to record actions, e.g. lot line adjustments.
CIB: Criminal Investigation Bureau
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Community Development Block Grant or
CDBG : Grants funded by the Federal
government’s Department of Housing and Urban
Development (HUD) to eliminate blight and
provide benefits to low and moderate-income
households.
Certificates of Participation or COP: A form
of tax-exempt municipal financing.
Conditional Use Permit: Provides for a type of
land use that, because of its nature, requires a
special review, either a public notice or a public
hearing.
Conflict of Interest Statement: Report of
financial interests and holdings required for
elected officials and designated committee
members and/or employees. Also known as
Statement of Economic Interests.
Cost Allocation: A method used to charge
General Fund overhead costs to other funds.
CUPCCA: California Uniform Public
Construction Cost Accounting
D
DARE: Drug Abuse Resistance Education
Development and Disposition Agreement or
DDA: This is a real estate related agreement
entered into between the Agency and a private
entity, usually a developer, setting the terms and
conditions regarding the sale, lease or other
type of property transfer.
Debt Service: Payment of principal and interest
on borrowed funds such as bonds.
Deed: An instrument by which the grantor, or
landowner, conveys or transfers the title to the
grantee.
DEIR: Draft Environmental Impact Report
Department: Organizational unit comprised of
programs or divisions.
Development Agreement: Long-term
agreements for large developments.
DOJ: Department of Justice
E
Easement: A right of use over the property of
another. Traditionally the permitted kinds of
uses were limited, the most important being
rights of way and rights concerning flowing
waters. The easement was normally for the
benefit of adjoining lands, no matter who the
owner was (an easement appurtenant), rather
than for the benefit of a specific individual
(easement in gross).
EBRCSA: East Bay Regional Communication
System Authority
Educational Revenue Augmentation Fund:
Under SB 1135, a state mandated property tax
shift, from redevelopment agencies to the
State’s General Fund, to benefit schools.
EEOC: Equal Employment Opportunity
Commission
Environmental Impact Report or EIR: A
detailed document describing and analyzing the
significant environmental effects of a project and
ways to mitigate or avoid the effects.
Eminent Domain: The exercise of the authority
of a governmental agency to acquire property for
public purposes.
EMT: Emergency Medical Technician
Encumbrance: The commitment of
appropriated funds to purchase goods or
services. An encumbrance reserves funds to be
expended but is not an expenditure.
EOC: Emergency Operations Center
EPA: Environmental Protection Agency
F
FAA: Federal Aviation Administration
FBO: Fixed Base Operator (Airport Operations)
Fee: A charge levied for providing a service or
permitting an activity.
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FEIR: Final Environmental Impact Report
FEMA: Federal Emergency Management
Agency
FHA: Federal Housing Authority
Fiscal Year: The 12-month period for recording
financial transactions, specified by the City as
beginning July 1st and ending June 30th. Also
known as the budget year.
Final Parcel Map: The map recorded when
prepared in accordance with the tentative parcel
map and satisfying all conditions of approval of
the tentative parcel map.
Final Tract Map: The map recorded when
prepared in accordance with the tentative tract
map and satisfying all conditions of approval of
the tentative tract map.
FLSA: Fair Labor Standards Act
FPPC: Fair Political Practices Commission
Fund: A separate accounting entity, with a selfbalancing set of accounts, to record all financial transactions (revenues and expenditures) for
specific activities or government functions.
Fund Balance: For governmental funds,
financial position is defined as fund balance. The
excess of assets and deferred outflows over
liabilities and deferred inflows.
G
GAAP: Generally Accepted Accounting
Principals
GASB: Governmental Accounting Standards
Board
General Fund: A governmental fund used to
account for resources traditionally associated
with government, e.g. public safety,
administration, community development and
which are not required, either legally or by sound
financial management, to be accounted for in
another fund.
General Plan: The City's long-range plan for
growth and development.
Grant: Contributions or gifts of cash or other
assets from another governmental entity to be
used or expended for a specific purpose, activity
or facility. An example is the Community
Development Block Grant awarded by the
Federal Government.
H
HIP: Housing Implementation Program
HOME: Home Investment Partnership Program
HOPTR: Homeowners Property Tax Reduction
Housing and Urban Development or HUD:
The Federal department that deals with various
housing and community direct loans, guarantees
and grants.
I
i-GATE/iHub: Innovation for Green Advanced
Transportation Excellence. A regional publicprivate partnership designed to support small businesses and maximize the economic
potential of green transportation and cleanenergy technologies.
Interfund Transfer: Payments from one fund to
another for work or services provided.
Internal Service Fund or ISF: A fund providing
services to other City departments and billing
these funds for services provided.
ISTEA: Intermodal Surface Transportation
Efficiency Act
IT: Information Technology
J
JPA: Joint Powers Agreement
L
LAFCO: Local Agency Formation Commission
approves or disapproves all city annexations,
city formations and establishment, or
enlargement of special districts.
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LARPD: Livermore Area Recreation & Park
District
LAVTA: Livermore Amador Valley Transit
Authority
LAVWMA: Livermore Amador Valley Water
Management Agency
LCPFA: Livermore Capital Projects Financing
Authority
Lien: A document recorded with the County
Recorder placing a debt against a parcel of land.
LLEBG: Local Law Enforcement Block Grant
LMC: Livermore Municipal Code
LMD: Landscape Maintenance District
LOCC: League of California Cities
Lot Line Adjustment: Adjustment of property
lines between two or more parcels, not involving
the creation of any new parcels.
LPD: Livermore Police Department
LPFD: Livermore Pleasanton Fire Department
LSA: Livermore Successor Agency
LTFP: Long Term Financial Plan
M
Maintenance & Operation or M&O: A general
category used for classifying expenditures for
materials, supplies and services.
Maintenance District: Established for the
purpose of assessing property owners for
landscaping maintenance.
MBE: Minority Business Enterprise
MSC: Maintenance Service Center (Public
Works)
MTC: Metropolitan Transportation Commission.
Municipal Code: Codification of ordinances
(laws) of a municipality. The Zoning Ordinance
is codified in a separate document.
N
Negative Declaration: Official document
stating that no adverse impacts are associated
with a project.
Notice of Determination: Upon approval of a
project, a Notice of Determination is issued
noting the environmental status of the project.
NPDES: National Pollutant Discharge
Elimination System
O
OPEB: Other Post-Employment Benefits
Operating Budget: The annual appropriation of
funds for on-going program costs, which include
salaries, benefits, services and supplies, and
capital outlay items.
OTS: Office of Traffic Safety
Ordinance: Document adopted by the City
Council setting forth standards/regulations for a
municipality.
P
PAC: Political Action Committee
Parcel Map Waiver: A process by which a
property four lots or less can be subdivided
without going through the tentative map
procedure if all public work improvements are in
place.
Pass-Through Agreement: Agreements,
authorized by SB 1290, that allow the
Redevelopment Agency to pay tax increment
revenues to any taxing agency which has
territory located within a redevelopment project
area. The City has executed four such
agreements since 1992.
PC: Planning Commission
Performance Bond: A financial instrument
indemnifying the beneficiary against damages
resulting from various acts or omissions.
Permanent Fund: A governmental fund type
used to report resources that are legally
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BUDGET FY 2023-25
restricted to the extent that only earnings, not
principal, may be used for the purposes that
support the government’s programs.
PERS: Public Employees’ Retirement System
PO: Purchase Order
POST: Police Officer Standards and Training
Private Purpose Trust Fund: Fiduciary fund
established to account for the activities of the
Oversight Board acting on behalf of the former
Redevelopment Agency.
Pro Tempore: Temporarily assuming another's
duties, i.e., when the Mayor is absent, the ViceMayor or Councilmember filling in is "Mayor Pro Tempore."
Proclamation: An official announcement or
public declaration.
Property Tax: A tax calculated by multiplying
the assessed value of a property by the tax rate,
which is 1% plus any voter approved rate.
PSAF: Public Safety Augmentation Fund
PUD: Planned Unit Development
R
Regional Water Quality Control Board:
Issues wastewater treatment plant discharge
permits.
Resolution: In general, expression of desire or
intent. Legal order by a government entity.
Rezoning: A process by application to change
the designated zoning on property in order to
allow either a different type of development or to
the after increase density of plan development.
RFP: Request for Proposal
ROPS: Recognized Obligation Repayment
Schedule
RORF: Redevelopment Obligation Retirement
Fund
RPTTF: Real Property Tax Trust Fund
S
Section 8: Federal subsidized low-income
housing.
Site Plan: A map illustrating the locations of
existing and/or proposed buildings, parking,
landscaping, etc. Also known as a plot plan.
Site Plan Approval: Permit required for all new
commercial, industrial construction and for
multifamily residential projects of four or more
units.
Special Revenue Fund: A governmental fund
type used to account for specific revenues that
are legally restricted to expenditures for
particular purposes.
Sphere of Influence: Areas outside of a city
recognized by LAFCO as appropriate for
annexation.
SRF: State Revolving Fund
SRO: School Resource Officer
Statement of Economic Interests: Report of
financial interests and holdings required for
elected officials and designated committee
members and/or employees. Also known as
Conflict of Interest Statement.
Subdivision Improvement Agreement: An
agreement between the City and a developer
which details the requirements for development.
T
Tax Allocation Refunding Bonds or TARB:
Bonds repaid with property tax revenues from
the Alameda County Real Property Tax Trust
Fund.
TARB: Tax Allocation Refunding Bonds
Tax Exempt Bond: A certificate, issued by a
government or private company, which promises
to pay back, with interest, the money borrowed
from the buyer of the certificate.
Tentative Parcel Map: The map of a
subdivision consisting of four lots or less, which
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BUDGET FY 2023-25
establishes the lot and street configuration and
final conditions of approval for the subdivision.
Tentative Tract Map: The map of subdivision
consisting of five lots or more, which establishes
the lot and street configuration and final
conditions of approval for the subdivision.
TFCA: Transportation Fund for Clean Air
TVBC: Tri Valley Business Council
TVTA: Tri-Valley Transportation Authority
U
UBC: Uniform Building Code
UEC: Uniform Electrical Code
UFC: Uniform Fire Code
Underground Utility District: Area designated
to put overhead wiring underground.
URM: Unreinforced Masonry building
USGS: United States Geological Survey
V
Variance: Deviation from the normally required
development standards of the Zoning
Ordinance. Requires a public notice and a
public hearing.
Visit Tri-Valley: Tri-Valley Tourism Bureau
(Formerly TVCVB: Tri-Valley Convention &
Visitors Bureau)
W
Weed Abatement: An ongoing program under
the direction of the Fire Department to monitor
hazardous weed growth citywide.
Working Capital: For enterprise and internal
service funds, financial position is defined as
working capital. Current assets minus current
liabilities.
WRP: Water Reclamation Plant
Z
ZONE 7: Agency established to provide water
resource management and flood protection for
Livermore-Amador Valley.
Zoning: Density and uses permitted within the
City limits.
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Cover
CITYWIDE
STRATEGIC PLAN
2023-2028
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2 Table of Contents
TABLE OF CONTENTS
OVERVIEW 3
DEFINITION OF TERMS 3
VISION, MISSION & COMMUNITY VALUES 5
ORGANIZATIONAL VALUES 5
COMMUNITY PILLAR 6
A Safe Community That Thrives
COMMUNITY PILLAR 18
Economy That Prospers
COMMUNITY PILLAR 22
Environmental Stewardship
COMMUNITY PILLAR 26
Inclusive & Inviting Spaces & Places
COMMUNITY PILLAR 34
A City That Works
TECHNICAL DEFINITIONS 47
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Citywide Strategic Plan 3
OVERVIEW
Livermore’s strategic plan is a five-year road map to guide the organization’s budget and work plan. The strategic plan reflects the community’s values and is informed by the City’s vision, mission, values, and community input from a variety of sources including the biennial National Community Survey. Additionally, the strategic plan is informed by many of the organization’s guiding documents, such as the General Plan, Climate Action Plan, and Financial Plan.
Over decades, the Livermore City Council has been forward-thinking with a remarkable ability to focus on the City’s long-term fiscal sustainability. The five-year strategic plan creates a framework for allocating our limited resources in accordance with the organization’s goals, focusing our investment on areas deemed most important.
The strategic plan is organized around five broad Community Pillars. Community Pillars are broadly defined building blocks that reflect the community’s values, and the City’s vision, mission, and organizational values. Each Pillar identifies specific goals and objectives which will be implemented to uphold each Pillar. Goals are generally broad, achievable outcomes. Objectives are shorter-term, measurable actions to achieve each goal. Goals and objectives are time-defined and have assigned departmental implementation responsibility. Staff will regularly report the plan’s progress to the City Council and the community.
DEFINITION OF TERMS
• Community Pillars — Broadly defined building blocks that reflect the community’s values and the City’s vision, mission, and organizational values.
• Goals — An achievable outcome that is generally broad. Goals could be time-defined (develop a plan by certain date) or indefinite (provide high level of customer service).
• Citywide Goals — Goals that involve more than one, and potentially all, City departments.
• Department-Specific Goals — Goals that are
department-specific.
• National Community Survey — A biennial survey of Livermore resident opinions about the community and services provided by the City that informs goals and objectives in the Strategic Plan. Results are viewable at www.LivermoreCA.gov/NCS.
• Objectives — Shorter-term measurable actions
to achieve a broader goal.
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General Plan, Specific Plans, Climate Action Plan, Financial Plan VISION
MISSION
COMMUNITY
VALUES
COMMUNITY
SURVEY
ORGANIZATIONAL
VALUES
REFERENCE
DOCUMENTS
Environmental
Stewardship
COMMUNITY
PILLARS
STRATEGIC PLAN
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Citywide Strategic Plan 5
VISION, MISSION &
COMMUNITY VALUES
CITY’S VISION
We strive to create a safe, healthy, welcoming City for all our diverse community members: residents, visitors, and businesses. We envision a future that honors our
shared history and respects our environment as we seek
equitable access to opportunity for all.