AGENDA and NOTICE
Special Meeting
Thursday, May 26, 2022
5:30 P.M
HYBRID IN-PERSON/VIRTUAL MEETING
REFER TO THE END OF THE AGENDA TO REVIEW OPTIONS FOR PARTICIPATING IN THE MEETING REMOTELY OR IN-PERSON.
IF YOU ATTEND THE MEETING IN PERSON, A FACE COVERING
IS RECOMMENDED BUT NOT REQUIRED.
A. ROLL CALL
B. CITY MANAGER REPORTS
1. Study Session to review the draft 2022-2024 Biennial Budget and Capital Improvement Plan C. ADJOURNMENT
HYBRID IN-PERSON/VIRTUAL MEETING NOTICE
This meeting is being conducted utilizing teleconferencing and electronic means consistent with Assembly Bill 361(2021). Members of the public may attend the meeting in person, virtually via Zoom, or watch it via YouTube. If you attend the meeting in person, a face covering is recommended but not required.
Mayor Nagy, Vice Mayor Hannon, and Council Members Bucci, Collazo, and Freitas may be attending this meeting via teleconference. Teleconference locations are not open to the public. In the event that any members of the City Council elect to attend this meeting via teleconference, all votes conducted during the teleconferencing session will be conducted by roll call vote.
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Item B. 1.
DATE 05/26/2022
TO Honorable Mayor and City Council Members
FROM Krysten Lee, Finance Director
SUBJECT Study Session to review the draft 2022-2024 Biennial Budget and Capital Improvement Plan
The City is currently in the process of developing the 2022-2024 Biennial Budget and Capital Improvement Plan. To date, the Council has held three work sessions, including one to discuss the general operating budget (held on March 10) and two to discuss the Capital Improvement Plan (held on March 24 and May 19).
At the work session held on March 10, the Council received a report from staff that provided an overview of the City's budget process, a summary of issues that generally affect the City's budget, reviewed various revenue trends and projections, and discussed draft policy objectives and goals.
At the work session scheduled for May 26, staff will provide the Council with updated projections for general fund revenue and expenditures, provide an overview of current revenue and 5-year projections for Measure GG, solicit from the Council direction on whether any potential pay increases for the Mayor and Council Members should be incorporated into the final budget, and consider staff’s recommendations for budget line-item additions. Finally, staff will lead a section-by-section walkthrough of the draft budget, which is attached to this staff report.
A PowerPoint presentation that will guide the discussion has been prepared, which is also attached to this staff report.
Once final direction is given from the Council, staff will finalize the 2022-2024 Biennial Budget and Capital Improvement Plan and prepare for a public hearing for its adoption, tentatively scheduled for June 23.
It should be noted that the draft budget does not contain the final version of the Capital Improvement Plan (“CIP”) as that item was last discussed at a work session held on May 19. Final direction on the CIP that the Council provided at that meeting will be incorporated into the final budget that is scheduled to be adopted on June 23.
Prepared by:
Krysten Lee, Finance Director
Lenka Hovorka, Assistant City Manager
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Lenka Hovorka, Assistant City Manager
David J. Benoun, City Manager
Attachments
Presentation
2022-2024 Biennial Budget
Packet Page 4
2022-2024 Biennial
Budget Work Session
May 26, 2022
Packet Page 5
2 Economic and Financial Updates
1 Budget Overview
3 Proposed FY 2023 and FY 2024 Budgets
4 Walkthrough of Budget Document
5 Next Steps
Agenda
Packet Page 6
Budget Overview
1 Measure PP
Utility Users Tax
Measure GG American
Rescue Plan
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Act (ARPA)
Historical and Projected Measure GG
Measure GG (½ Cents Sales Tax)
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Measure GG Five-Year Forecast
Measure GG (½ Cents Sales Tax)
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Approved on October 28, 2021
Expenditure Category Description Amount
Projected
Expenditures
3/1-6/30/22
Projected
Balance as
of 6/30/22
Revenue Replacement Personnel Budget Restoration $ 3,952,000 $ 233,382 $ 3,718,618 Revenue Replacement Non-personnel Budget Restoration (1 year) $ 905,000 $ 905,000 $0 Negative Economic Impacts Small Business Grants $ 1,500,000 $ 1,488,100 $ 11,900 Negative Economic Impacts Non-profit Agency Grants $ 300,000 $0 $ 300,000 Negative Economic Impacts Chamber of Commerce Assistance $ 280,000 $0 $ 280,000 Disproportionately
Impacted Communities Affordable Housing Project $ 1,500,000 $0 $ 1,500,000 Disproportionately
Impacted Communities
Newark Resource Center, Bilingual
Preschool/Promotores Training Program $ 1,343,000 $ 104,723 $ 1,238,277 Disproportionately
Impacted Communities
Childcare and Recreation Program
Scholarships $ 210.000 $ 60,000 $ 150,000
ARPA Recovery Plan Approved on October 28, 2021
ARPA Projects
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Approved on October 28, 2021
Expenditure Category Description Amount
Projected
Expenditures
3/1-6/30/22
Projected
Balance as
of 6/30/22
Disproportionately
Impacted Communities Old Town Newark Business Assistance $ 150,000 $0 $ 150,000 Disproportionately
Impacted Communities Old Town Facade Improvements $ 100,000 $0 $ 100,000 Infrastructure Broadband Infrastructure Project $ 1,000,000 $0 $ 1,000,000 Infrastructure Broadband Master Plan $ 200,000 $0 $ 200,000 Administrative Comm. Dev/Public Outreach Software $ 250,000 $ 250,000 $0 Administrative Administrative Costs (Consultants) $ 100,000 $ 74,514 $ 25,486 Public Health COVID Vaccination Incentives $ 10,000 $ 9,115 $ 885 Grand Total $ 11,800,800 $ 3,124,834 $ 8,675,166
ARPA Recovery Plan Approved on October 28, 2021
ARPA Projects Continue…
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Economic and Financial Updates
2 • GDP – December forecast expected 4% in 2022
• After March 16, 2022 Federal Committee meeting projections were lowered to 2.8%
• May 4th – Federal Reserve raised rates 0.50%
• Target range = 0.75% to 1%
• Will likely continue throughout the year
• Supply chain disruptions continue
• Inflation – Currently 8.3%
• Highest CPI in April = 8.5%
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Inflation
Economic and Financial Updates
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CalPERS Updates
Economic and Financial Updates
Year Action Affect on Calculation
FY 2021 Investment Gain
Impact to UAL
2021 $10 million ADP to fund
Unfunded Accrued Liability
Decreased the UAL
by $10 million
Projected to decrease
UAL by $44 million
2022 Discount Rate Reduction to
6.8% (Rate Year 2024)
Projected to increase
UAL by $12.8 million
Year Action Affect on Calculation
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FY 2022 Year-End
$ 70.36 M
Projected
Expenditures and
Transfers Out
$ 70.28 M
Projected
Revenues and
Transfers In
Summary
$ 0.08 M
Financial Update
Surplus After Transfers
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RESERVE FUND
Emergency (15%)
Fiscal Uncertainty (10%)
Pension and OPEB
Equipment Replacement
Projected Balance
as of June 30, 2022
$10.1 - $5.6 = $4.5M
$6.2M
$5.0M Pension ADP + $570K ACFD OPEB
17.4%
16.3%
General Fund
Reserve Balances
$10.7M
$11.4M
General Fund Reserve Balances
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Proposed FY 2023 and FY 2024 Budgets
Projected Surplus
FY 2023 = $1.7M
FY 2024 = $2.1M
Projected
Expenditures
FY 2023 = $63.4M
FY 2024 = $65.2M
Projected
Revenues
FY 2023 = $69.0M
FY 2024 = $71.6M
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FY 2022
Licenses,
Permits, and
Fees 14%
UUT 5%
TOT 6%
Measure GG
9%
FY 2023 Revenue Sources
Property Tax 39% Other 6%
Sales Tax 21%
FY 2023
FY 2023
Total
Revenues
$69.0M
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FY 2022
Licenses,
Permits, and
Fees 15%
UUT 5%
TOT 5%
Measure GG
9%
FY 2024 Revenue Sources
Property Tax 39% Other 6%
Sales Tax 21%
FY 2024
FY 2024
Total
Revenues
$71.6M
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Non
-
Personnel
29%
ACFD Fire
Services
18%
FY 2023 Expenditures by Category
Personnel 53%
FY 2023
FY 2023
Total
Expenditures
$63.4M
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Non
-
Personnel
27%
ACFD Fire
Services
20%
FY 2024 Expenditures by Category
Personnel 53%
FY 2024
FY 2024
Total
Expenditures
$65.2M
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Five-Year Forecast
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Information Technology
Department
Proposed Budget Additions
Packet Page 23
Police
Proposed Budget Additions
Department
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Alameda County
Proposed Budget Additions
Fire Services
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Community Development
Proposed Budget Additions
Department
Packet Page 26
Proposed Budget Additions
Total
Packet Page
$1.2 M
27 $2.0 M
Mayor & Council Members Compensation
Mayor & Council Members
Compensation
Council Members monthly compensation
Current 1.5% 3% 5% 10% 15%
$1,247 $1,265 $1,284 $1,309 $1,371 $1,434
All increases rounded down to the nearest dollar.
Mayor monthly compensation
Current 1.5% 3% 5% 10% 15%
$2,727 $2,767 $2,808 $2,863 $2,999 $3,136
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4 Walkthrough Budget Document
• Introduction (pgs. 1-8)
• Budget Overview (pgs. 9-12)
• Five-year Forecast Overview (pgs. 13-43)
• Budget Structure (pgs. 44-50)
• Financial Summaries (pgs. 52-71)
• Personnel (pgs. 72-77)
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4 Walkthrough Budget Document
• Department Summaries:
• General Fund (pgs. 79-111)
• Development Cost Center (pgs. 113-120)
• Recreation & Community Cost Center
(pgs. 122-131)
• Maintenance Cost Center (pgs. 133-143)
• Capital Funds (pgs. 145-149)
• Internal Service Funds (pgs. 151-155)
• Capital Improvement Plan (CIP) – Not included
• Glossary (pgs. 161-168)
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5 Next Steps
2022-2024 Biennial
Budget and Capital
Improvement Plan
Adoption
June 23, 2022
New Fiscal Year
July 1, 2022
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BIENNIAL 2022-2024
City of Newark, California
Biennial Budget and
Capital Improvement Plan
Packet Page 32
s
Packet Page 33
Alan L. Nagy
Mayor
Michael K. Hannon
Vice Mayor
Maria “Sucy” Collazo
Council Member
Mike Bucci
Council Member
Luis L. Freitas
Council Member
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s EXECUTIVE TEAM
CITY MANAGER
David Benoun
ASSISTANT CITY MANAGER
Lenka Hovorka
COMMUNITY DEVELOPMENT DIRECTOR
Steven Turner
FINANCE DIRECTOR
Krysten Lee
FIRE CHIEF
William McDonald
POLICE CHIEF
Gina Anderson
PUBLIC WORKS DIRECTOR
Soren Fajeau
HUMAN RESOURCES DIRECTOR
Jennifer Solito
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s ORGANIZATION CHART
Packet iiiPage 36
s
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s TABLE OF CONTENTS
Introduction
City Council Members .................................................................................................................. i City Staff & Executive Team ........................................................................................................ii City Organization Chart ..............................................................................................................iii Table of Contents ..................................................................................................................... v-x Mission Statement & Core Values ........................................................................................... 1-3 City Manager Transmittal Letter ............................................................................................. 5-8 Budget Overview
Biennial Budget ..................................................................................................................... 9-10 Basis of Budgeting .................................................................................................................... 11 Budget Cycle ............................................................................................................................. 12 Five Year Forecast
Five Year Forecast Overview .................................................................................................... 13 Critical Issues and Strategies ............................................................................................... 14-17 Other Budget and Financial Issues ..................................................................................... 18-22 Economic and Financial Forecast ........................................................................................ 23-36 Five Year Forecast ..................................................................................................................... 37 Development Forecast ........................................................................................................ 38-43 Budget Structure
General Fund and Cost Centers .......................................................................................... 44-45 How To Read the Budget Summary .................................................................................... 47-48 Budget Structure ...................................................................................................................... 49 Account Code Descriptions ...................................................................................................... 50 Packet Page v 38
s TABLE OF CONTENTS
Summary Tables, Charts & Graphs
Historical Fund Balances ........................................................................................................... 52 Revenue
Summary of Budget Revenues ............................................................................................ 53-55 Revenue Graphs .................................................................................................................. 56-57 Summary of Budget Revenues by General and Cost Center Funds FY 2023 ....................... 58-59 Summary of Budget Revenues by General and Cost Center Funds FY 2024 ...................... 60-61 Expenditures
Expenditures Graphs ........................................................................................................... 62-63 Summary of Budgeted Expenditures ................................................................................... 64-67 5 years Revenue ....................................................................................................................... 68 5 years Expenditures ................................................................................................................ 69 Summary Cost Center Fund Revenue & Expenditures ........................................................ 70-71 Personnel
Authorized & Funded Full-Time and Regular Part-Time Position & Full-Time Equivalents/Contractual ...................................................................................................... 72-75 Breakdown of Full-Time Equivalents (Part-time Seasonal & Temporary) ........................... 76-77 General Fund
Department Mission Statements and Key Objectives ............................................................. 79 General Government / Management & Support Services Summary ....................................... 80 General Government
10.010.100 Mayor-Council ....................................................................................................... 81
13.013.130 City Clerk ................................................................................................................ 82
15.015.150 City Attorney ......................................................................................................... 83 Packet viPage 39
s TABLE OF CONTENTS
Management Support Services
20.020.200 City Manager’s Office ............................................................................................ 84 Department Mission Statements and Key Objectives ............................................................. 85
21.021.210 Information Technology Department ................................................................................. 86 Department Mission Statements and Key Objectives ............................................................. 87
22.022.220 Human Resources Services ................................................................................... 88 Department Mission Statements and Key Objectives ............................................................. 89
80.080.800 Finance Department .............................................................................................. 90 Economic Development and Library
Economic Development and Library Summary......................................................................... 92 Department Mission Statements and Key Objectives ............................................................. 93
50.051.510 Economic Development ........................................................................................ 94
27.027.270 Library Support ...................................................................................................... 95 Police Services
Department Mission Statements and Key Objectives ...................................................... 96-100 Police Service Summary ......................................................................................................... 101
30.030.300 Police Administration .......................................................................................... 102
30.030.301 School Crossing Guards ....................................................................................... 103
30.030.302 Animal Control ..................................................................................................... 104
30.031.310 Patrol ................................................................................................................... 105
30.032.320 Investigations ...................................................................................................... 106
30.033.330 Records & Communications ................................................................................ 107
30.034.340 Police Reserves .................................................................................................... 108 Fire Services
Department Mission Statements and Key Objectives ........................................................... 109 Fire Service Summary ............................................................................................................ 110
40.040/40.041.400 Emergency Services and Fire, Life, and Environmental Protection ........ 111 Packet vii Page 40
s TABLE OF CONTENTS
Cost Centers
Development Cost Center Fund
Department Mission Statements and Key Objectives ......................................................................... 113 Development Cost Center Fund Summary ............................................................................. 114 Community Development
50.052.520 Planning ............................................................................................................... 115
50.053.530 Community Preservation .................................................................................... 116
50.054.540 Community Development General Plan ............................................................. 117
50.059.590 Community Development Pass Through Grants ................................................. 118 Public Works
60.061.611 Engineering .......................................................................................................... 119
60.062.620 Building Inspection .............................................................................................. 120 Recreation & Community Service Cost Center Fund
Department Mission Statements and Key Objectives .................................................................. 122-123 Recreation & Community Services Cost Center Fund Summary ............................................ 124 Recreation & Community Services
70.071.710 General Recreation Services ............................................................................... 125
70.072.720 Youth/Adult Sports, Fitness & Wellness ............................................................. 126
70.073.730 George M. Silliman Activity & Family Aquatic Center ......................................... 127
70.074.740 Community Center Licensed Child Care .............................................................. 128
70.075.750 Senior Services .................................................................................................... 129
70.075.755 Paratransit Services – Measure B/BB .................................................................. 130
70.076.760 Pass Through Grants ............................................................................................ 131 Packet viii Page 41
s TABLE OF CONTENTS
Maintenance Cost Center Fund
Department Mission Statements and Key Objectives .................................................... 133-135 Maintenance Cost Center Fund Summary ............................................................................. 136 Public Works
60.063.631 Waste Management ............................................................................................ 137
60.063.632 Storm Drains ........................................................................................................ 138
60.064.641 Weed Abatement ................................................................................................ 139
60.064.612 Street Lighting & Traffic Signals .......................................................................... 140
60.064.642 Street Repairs ...................................................................................................... 141
60.068.682 Landscape & Lighting Districts ............................................................................ 142
60.064.643 Park & Landscape Maintenance .......................................................................... 143 Capital Funds
Capital Funds Summary .......................................................................................................... 145 Capital Projects
90.091.910 Street Construction ............................................................................................. 146
90.092.920 Housing Community Development (HCD) ........................................................... 147
90.093.930 Park Construction ................................................................................................ 148
90.094.940 Capital Improvements ......................................................................................... 149 Internal Service Funds
Internal Service Funds Summary ............................................................................................ 151 Capital Outlay
87.701.800 Equipment Replacement...................................................................................... 152 General
87.705.800 Office Support Services ....................................................................................... 153 Insurance
87.707.200 Workers’ Compensation Self-Insurance .............................................................. 154
87.706.150 Public Liability Self-Insurance .............................................................................. 155 Packet ixPage 42
s TABLE OF CONTENTS
Maintenance
87.703.671 Equipment Maintenance ..................................................................................... 156
87.704.672 Civic Center & City Facilities Building Maintenance ........................................... 157
87.704.673 Community Activity Center Maintenance ........................................................... 158
87.704.674 Police Building Maintenance ............................................................................... 159
87.704.675 Library Building Maintenance ............................................................................. 160 Glossary .............................................................................................................................. 161-168 Packet Page x 43
MISSION STATEMENT & CORE VALUES s
W
I
The City of Newark’s Vision, Mission, Culture, and Values Statements were created in a strategic planning process that involved the City Council, the Executive Team, and the employees. These statements are designed to align us to a clear purpose and inspire us to do our best for all citizens. All of the City’s policies and resources are dedicated to realizing our Vision and Mission.
Vision
We see a place where it is safe to live, to play, and to raise children.
We see a place where diverse and energetic people strive to live in harmony.
We see a place that cherishes small town values and also enjoys being progressive.
We see a place where educational programs are available and first-rate.
We see a place where cultural and recreational opportunities are plentiful and spiritually enriching.
We see a place with residents filled with civic pride, social concerns, and community involvement.
We see a place with tree-lined streets and open green parks.
We see a place where the economy is strong and vital and provides jobs.
We see a place where government is stable, accessible, and responsive.
We see a place that is well-planned, well-managed, and well-maintained.
Mission
It is our mission to provide the quality of services that meets the highest expectations of all those whom we serve in Newark.
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MISSION STATEMENT & CORE VALUES s
Culture
Newark is a community-driven, customer-focused organization which values fiscal independence, fosters a competitive spirit, and works together as a team to achieve community goals. These comprise our organizational culture.
Community Driven and Customer-Focused
• We are more than a service organization. We strive to provide excellent services by involving the community.
• Our citizens are the owners of our corporation. They are our customers and our stakeholders. They are the reason we exist.
• We strive to assure that our efforts are guided by long-term goals rather than by short-term objectives.
Fiscal Independence
• We assure that we have the necessary resources to meet community needs. • We develop resources through aggressive economic development that attracts and retains businesses; this is the lifeline of our community. • We invest and allocate resources wisely to maximize our ability to provide community services.
Competitive Spirit
• We are committed to achieving the vision, mission, and goals of our City. • We set our own standards and expectations that we assertively and creatively are determined to achieve.
• We see our goals as personal and professional challenges towards which we focus our energies.
Team Approach
• We enhance the potential for achievement of City goals by working together as a team, drawing upon the talents and abilities of all members of the organization, the City Council, Commissioners, staff members and volunteers. • We develop strength and commitment within the organization by building trust, mutual respect, and appreciation for all members of the City family. • We develop partnerships in the community with the Newark Unified School District, the Chamber of Commerce, homeowners groups, neighborhoods, nonprofit organizations, and citizens to build alliances and common understanding.
N
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MISSION STATEMENT & CORE VALUES s
Values
We, the employees of the City of Newark, take PRIDE in our work and this community. The trust the community places in us is of the utmost importance. In the daily course of our work and in the planning of this community we value:
Personal Service. Each of us will take personal responsibility for being responsive to the needs of the community and our organization. Personal Service means being fully accountable for our actions.
Responsibility. We will manage our resources in the most efficient way possible, seeking the greatest value for the community.
Integrity. We will be open, honest, courteous, ethical, and professional in all interactions
Diversity. The diversity of this community and our organization is a strength. We will recognize and respect this strength. We will use this strength to build dynamic teams to benefit and enrich the community and our organization.
Empowerment. We will support each other in creating an environment that fosters ingenuity, self-confidence, motivation, and success.
We are Newark and
We are proud of who we are.
P
R
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D
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s
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s TRANSMITTAL LETTER
City Manager’s Budget Message
Honorable Mayor and City Councilmembers,
We are particularly proud of the City’s efforts to minimize adverse impacts that the COVID-19 pandemic would cause on our municipal budget. Two years ago, we had feared substantial multimillion dollar deficits would ensue for each fiscal year of the 2020-2022 biennial budget as a result of what was perceived as then-rapidly declining revenue (particularly in Utility Users Tax, Transient Occupancy Tax, and Charges for Services); however, despite those projections, we operated at a small surplus in FY 2021 and we anticipate a modest surplus of around $2.6 million in FY 2022 before transfers. These surpluses were the result of substantial reductions of expenditures, including a hiring freeze of non-essential positions, an overall reduction in thirdparty consultants and travel and training, and suspension of various programming and services.
The City’s fiscal position is certainly much stronger today than it was at this time two years ago at the onset of the pandemic and when we were planning for the 2020-2022 biennial budget. As explained below, the continued expansion of the economy, coupled with Federal funding, has allowed us to restore several positions as well as restore services and programming at a level the public was accustomed to prior to the pandemic.
Increased Revenue for Property Tax, Sales Tax, and Transient Occupancy Tax We have reached the point where we remain comfortable in increasing revenue projections to reflect continued economic growth in our area, including increased revenues for Property Tax, Sales Tax, and Transient Occupancy Tax.
Property Tax not only continues to serve as a stable and reliable source of revenue, but also continues to increase as a result of the substantial construction that Newark continues to experience. A ten-year look back is illustrative of increased Property Tax. In FY 2013 the City received $12.6M in Property Tax; however, in FY 2022 we anticipate receiving $26.0M. In fact, for the second straight year, Newark observed the second largest increase in Property Tax revenue among cities in Alameda County.
As for Sales Tax, while the State always retains authority to modify online purchases relating to online pools and while large retailers may change their reporting practices in a manner that could adversely impact sales tax to Newark, Sales Tax estimated to continue to contribute over $14.7M (Bradley Burns) and $5.7M (Measure GG) general fund revenue and reflect a total of 30% of the City’s revenue.
Finally, although Transient Occupancy Tax (“TOT”) continues to be far below pre-pandemic levels (staff was projecting $5.2M in FY 2020), we anticipate receiving $3.8M in FY 2023, which is more than what we received during the pandemic. Staff anticipates these numbers improving in this Packet Page 5 48
s TRANSMITTAL LETTER
budget cycle as large Silicon Valley businesses reopen and the economy in general continues to expand, albeit we do not anticipate a return to pre‐pandemic levels by FY 2024.
Slower Recovery for City Charges for Services
We have observed slower than anticipated return for revenue related to Charges for Services, largely as a result of slower than expected reopening of recreational amenities, including use of our Silliman Activity Center, facility rentals, childcare, and recreation classes.
In addition, development activity is steady and continued movement with new development and growth in the area. There are four notable projects currently in the entitlement phase, including a Hyatt House Hotel and residential projects containing townhomes and duplexes. An important component of building an inclusive community is to provide affordable housing opportunities within Newark. The City has also applied for State of California Homekey Grant funds, which, if granted, would help fund the acquisition and conversion of the Newark Towne Place Suites extended‐stay hotel to 125 units of affordable housing. Several additional notable projects are further discussed in the Development Forecast section.
In addition to the increased tax revenue (and despite slower growth on charges for services), Newark’s finances continue to be stable as a result of two additional resources: (1) Federal relief provided to the City; and (2) a continuation of the Utility Users Tax, both of which are explained below.
American Rescue Plan Act (“ARPA”)
In March of 2021, the Federal Government enacted ARPA legislation, a $1.9 trillion relief package aimed to stimulate the economy, including providing $350 billion in relief funding to State and local governments. The City of Newark was allocated $11.8 million and received the first tranche last July and we anticipate receiving the second tranche this summer.
Under Federal law, these monies can be used to achieve a variety of objectives, including supporting public health expenditures, addressing negative economic impacts caused by the public health emergency, replacing lost public sector revenue, and improvements related to broadband infrastructure.
Last fall the Council held public work sessions to discuss the use of Newark’s ARPA allocation and ultimately adopted the City of Newark ARPA Recovery Plan, allocating $4,857,000 (approximately 41%) towardsrestoring the budget and $6,943,000 (approximately 61%) towards various special projects and programs, including exceptional small business grants, broadband infrastructure improvements for the public, restarting the Chamber of Commerce, financial assistance to Old Town businesses, non‐profit grants, scholarships for our recreation services, and for affordable housing projects, among others.
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s TRANSMITTAL LETTER
The restoration of the budget component is primarily being used to fund critical positions, including Accountant, Aquatic Activity Specialist, Community Preservation Manager, 2 General Laborers, Human Resources Technician, Plan Check Engineer, and Senior Engineer. ARPA funding will pay for these positions through the end of calendar year 2024, at which point they will need to be absorbed by the City’s General Fund.
Utility User Tax (“UUT”)
During the last budget cycle, Newark voters approved Measure PP, an extension of the Utility User Tax (“UUT”) that was originally approved by Newark voters back in 2010. This tax applies to gas, electric, phone, and cable services, with exemptions for seniors and low-income households. The tax rate is 3.25% and generates $3.3M, which reflects approximately 5% of the City’s revenues.
Measure PP was passed overwhelmingly by Newark voters, by almost 72%. This critical source of revenue continues to fund general operating expenditures, such as Public Safety, Recreation Programs, and Streets Maintenance.
Civic Center Completion / Measure GG
Finally, we would be remiss if we failed to mention the Civic Center project – the largest Capital Improvement Project in Newark’s history – was completed on time and within budget. The project was budgeted for $88.7M and although we are finalizing the last of our expenditures, we anticipate we will be within budget by more than $4 million. This new Civic Center, which includes a new City Hall, Police Station, and Library, will serve the public for years to come.
Funding for these facilities was made possible by Measure GG – a one-half cent sales tax increase that was adopted by Newark voters in November of 2016 that will expire in 2042. In 2019, the City Council borrowed from this revenue stream by issuing bonds. Revenue from Measure GG continues to exceed the required bond payments. Measure GG funds have been designated for Civic Center debt service payments and project costs. Staff projects by the end of FY 2024 there will be excess in fund balance. The use of these funds is a policy decision for the Council as Measure GG is a general tax, meaning revenue deriving therefrom can be used for any legitimate government purpose.
Summary of 2022-2024 Biennial Budget and Capital Improvement Plan In summary, the attached budget includes total operating revenue projections of $69.0M for FY 2023 and $71.6M for FY 2024. The operating expenditures for FY 2023 are $63.4M and $65.2M for FY 2024.
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s TRANSMITTAL LETTER
FY 2023 projected revenue of $69.0M is largely comprised of Property Tax ($27.3M), Sales Tax ($14.5M), Licenses, Permits, and Fees ($10.0M), and Measure GG ($6.0M). The remaining balance of revenues come from Transient Occupancy Tax ($3.8M), Utility Users Tax ($3.3M), Other Taxes ($2.0M), and Other Revenues ($2.1M). Personnel Expenditures of $33.9M make up 53% of the total FY2023 operating expenditures, with the balance coming from the ACFD Fire Contract ($11.8M), and Non-Personnel Expenditures ($17.7M) Similar to FY 2023, the projected revenue of $71.6M is largely comprised of Property Tax ($28.9M), Sales Tax ($14.9M), Licenses, Permits, and Fees ($10.2M), and Measure GG ($6.1M).
The remaining balance of revenues come from Transient Occupancy Tax ($3.9M), Utility Users Tax ($3.3M), Other Taxes ($2.1M), and Other Revenues ($2.1M). Personnel Expenditures of $34.8M make up 53% of the total FY2024 operating expenditures, with the balance coming from the ACFD Fire Contract ($12.7M), and Non-Personnel Expenditures ($17.7M) [Intentionally left blank for insertion of CIP summary after Council provides final direction.]
ACKNOWLEDGMENTS
The preparation of the 2022-2024 Biennial Budget and Capital Improvement Plan is the result of a team effort by City Staff. Finance Department staff led an extraordinary effort that begins months in advance of producing this final document. Each department is responsible for reviewing service level needs, establishing priorities, and developing a budget plan that meets those needs with our new fiscal budget capabilities.
We also want to acknowledge the efforts of the Executive Team for their important role in balancing the needs and interests of our community with conservative budget practices.
Finally, we remain grateful for the insight and direction provided by the City Council during the development of this budget, and we value the spirit of cooperation that exists between the City Council, City staff, and the public whom we all serve.
Respectfully submitted,
David J. Benoun Lenka Hovorka Krysten Lee
City Manager Assistant City Manager Finance Director
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s BIENNIAL BUDGET
TWO-YEAR BUDGET
In 1999, City Council directed City staff to transition from an annual to a biennial budget cycle beginning with fiscal years 2001 and 2002. This change affected the preparation of the Budget, Capital Improvement Plan, and the Five-Year Forecast documents.
There are a number of advantages in a multi-year budgeting approach. First, the City has made a strong commitment to closely tie specific short- and long-term goals directly to the budget. The City views the budget planning process as the primary tool used in identifying the most important things to accomplish and then ensuring that the budget allocates the resources necessary to achieve them. Accordingly, the budget process includes early City Council involvement in setting major policy goals and priorities as articulated in this document. Many of the City’s Strategies and Action Items do not fit into one-year increments. A multi-year approach is more conducive to setting meaningful objectives with realistic timeframes for completing them.
A multi-year approach also strengthens fiscal year control by providing for more orderly spending patterns for departments in managing their operating budgets. This helps to eliminate the last minute expenditure decisions that are made at the end of a typical fiscal year budget cycle. Multiyear budgets allow departments to plan for the funding of worthwhile activities or projects and ensure that the funding is available for multi-year objectives and operating activities.
The preparation of the Five-Year Forecast, Budget, and Capital Improvement Plan is an extensive, time-consuming process that involves virtually everyone in the organization, including the City Council. This requires a significant commitment of staff time and resources; however, significant savings are realized in the second year as a result of not having to prepare department budget plans and create new documents. The budget will be reviewed after the first year and any necessary adjustments will be made at that time. This will require much less staff time.
Finally, a multi-year budgeting process emphasizes the City’s fundamental commitment to fiscal health and independence as outlined in the City’s Culture Statement. It also encourages a more thorough and forward-thinking planning process. Planning must be done not just for one year, but also for the foreseeable future and involves developing and implementing solutions to meet longer term needs.
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s BIENNIAL BUDGET
BUDGET POLICIES
The 2023 and 2024 budget will be the twelfth biennial budget for the City. This budget will be based on some key principles that support the City’s strategy of fiscal independence and sustainability.
• The budget will be balanced and fiscally conservative. • The City will continue providing services at least at current levels and with adequate funding.
• General Fund and Capital Fund balances will be maintained at levels that will support the City during future economic and other financial uncertainties. • Expenditures and revenues will be estimated at conservative, but realistic levels. • The budget will support the Critical Issues and Strategies and related Action Items that are identified in the Strategic Plan.
• All operating budget appropriations not spent in the current fiscal year will lapse on June 30th, unless encumbered to meet specific obligations such as contracts and agreements, services, and other procurements incurred during the fiscal year. These will be reappropriated in the new fiscal year. • The General Fund operating reserve, “Emergency Reserves,” should be maintained at its current level of 15% of the operating expenditures.
• The General Fund “Fiscal Uncertainty” reserve should be maintained at its current level of 10% of the operating expenditures.
• The General Fund Pension and OPEB Reserve fund should be maintained with surpluses from salary expenditures to provide for sufficient funding of pension and OPEB obligations.
• A modest Capital Improvement Program should continue to be implemented due to the limited capital reserves.
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s BASIS OF BUDGETING
The City’s Budget is prepared in conformity with generally accepted accounting principles (GAAP) with the exception of the Area Improvement Districts (AIDs) and Landscaping and Lighting Districts (L&Ls) funds. The budget for these funds is not included in the proposed budget and is processed separately through a budget amendment resulting in resolutions for the City Council’s approval.
The Budget is organized and operated on a fund basis. The underlying accounting records are maintained on a modified accrual basis which recognizes revenues when received, unless subject to accrual. Revenues are accrued when they are measurable and available to finance City’s operations. For example, property taxes collected within 60 days after the close of the fiscal year (June 30) are classified as revenues for the current fiscal year. Expenditures, other than general long-term debt, are recorded when the liability is incurred. For example, when the City receives a delivery of office supplies, a liability to pay is created. General long-term debt is recorded in the year when due; e.g., payment of principle and interest on a long-term lease.
The City’s Budget uses a line-item budget format within the funds. Revenues are categorized by sources and expenditures are presented by programs and by activities within the funds. Within the activities are detail categories that include personnel, supplies, contractual services, and capital outlay.
BUDGET AMENDMENTS
During the fiscal year, amendments to the Budget are presented to the City Council for approval.
Budget amendments occur when unanticipated events result in an increased appropriation for a given service; for example, an increase in utility costs. An amendment request may be proposed for additional appropriation from reserves or an appropriation transfer from one department activity category to another.
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s BUDGET CYCLE
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s FIVE YEAR FORCAST
FIVE-YEAR FORECAST
The Five-Year Forecast is used by the City Council and City Staff as an important planning tool for making short and long-term budgetary decisions. The Forecast provides information in three distant areas, each having potentially significant budgetary impact. First, development activities are highlighted, including significant economic development trends and planned city-wide development projects. Next, economic and financial information is outlined, including national, state, and local economic forecasts, as well as specific revenue and expenditure projections for the City of Newark. These financial forecast are five-year projections based on specific assumptions about future condition such as inflation, job growth, population, and other factors that impact the local economy. These assumptions and financial projections are updated and revised at least biennially, but more often if economic conditions dictate. Finally, the City’s strategic and budget plans are outlined. These include specific information regarding the City’s approach to budgeting and the status of the Strategic Action Plan.
BIENNIAL BUDGET AND CAPITAL IMPROVEMENT PLAN (CIP)
The Biennial Budget and CIP are presented to the City Council at a work session in May, then for approval in June. Following the Five-Year Forecast, it contains all the detailed financial information and appropriations necessary to fund the services and acquire or maintain the infrastructure required by the City Council’s direction. The Biennial Budget and CIP include the Action Plan objectives to be accomplished during the fiscal year. These objectives support the Strategic Plan’s Critical Issues and Strategies.
Overview
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CRITICAL ISSUES AND STRATEGIES s
I. PUBLIC SAFETY SERVICES
Provide a level of public safety services that will protect our citizens, property, and community assets.
A. Continue to serve and protect based on a community-oriented policing philosophy.
B. Continually evaluate the technological needs of public safety services and make upgrades where appropriate.
C. Respond to evolving demands caused by changes in regulatory requirements or in the community.
D. Continue the training and updates of internal and external emergency preparedness programs.
E. Participate in collaborative efforts with other agencies.
F. Identify and request the timely repair, upkeep, and replacement of safety equipment and buildings.
G. Minimize risk potential for members of the public and staff.
H. Explore opportunities to regionalize resources with other agencies.
I. Identify and evaluate resources to assist with the procurement of grant funding for public safety services.
J. Implement a service model reflective of our existing budget and staffing, while utilizing new and existing technologies to increase efficiencies.
K. Develop policing and outreach programs that encourage community involvement.
L. Continue to train and educate staff in order to provide the highest level of service to our community and for future growth of the department.
M. Continue to utilize community engagement strategies to leverage our social media footprint to enhance community relations.
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CRITICAL ISSUES AND STRATEGIES s
II. EDUCATION
Support, encourage, and offer opportunities and programs that facilitate quality community education.
A. Continue to work with the Newark Unified School District and private schools and support other collaborative efforts that strive toward the development of a “world class” school system.
B. Offer meaningful educational, intergenerational, and cultural programs through the Recreation and Community Services Department.
C. Encourage continued business community involvement in supporting education.
D. Work with Ohlone College on future improvement of the Newark Campus and continue to explore other opportunities for partnerships with the Community College District.
III. QUALITY OF LIFE
Provide programs, services, facilities, parks, and open spaces that make Newark a desirable and healthy place to live
A. Promote, enforce, and preserve city beautification measures as resources allow.
B. Continue to offer quality Senior Services for the senior community.
C. Provide facilities that allow all community members an opportunity to engage in cultural, recreational, and educational programs and services.
D. Monitor transportation conditions, including traffic congestion, bicycle and pedestrian mobility, and transit level of service.
E. Collaborate with local agencies and organizations to enhance delivery of Recreation and Community Services programs and services.
F. Continue to offer a variety of Recreation and Community Services activities that help enhance the quality of life within the community.
G. Encourage, support, and recognize community volunteerism.
H. Provide clean, safe, inviting, and well-maintained facilities, parks, and open spaces for community use.
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CRITICAL ISSUES AND STRATEGIES s
I. Implement programs and services that promote healthy lifestyles and encourage healthy eating and physical fitness.
J. Promote climate protection, water efficiency, storm water protection, energy conservation, and innovative solid waste management practices.
IV. COMMUNITY DEVELOPMENT
Make development decisions that maintain a vibrant, balanced, quality community.
A. Improve housing diversity, add community amenities, and enhance long-term revenue through new development consistent with Specific Plans and the General Plan.
B. Ensure that the community has a coherent and long-term vision for the future through its General Plan, Specific Plans, and Master Plans.
C. Market our community through partnerships with regional agencies, neighboring communities, and directly with property owners, businesses, and the Newark Chamber of Commerce.
D. Support the local business community.
E. Promote investment and quality of life in existing neighborhoods.
F. Strengthen community identity and City revenue by promoting a strong hotel identity and a varied and vibrant retail mix within attractive retail areas.
G. Promote the development of transportation options such as Dumbarton Transit alternatives and bicycle and pedestrian improvements.
V. CITY GOVERNMENT OPERATIONS
Operate a City government that enables the organization to meet service demands of the community.
A. Provide and maintain public facilities as resources allow.
B. Continue to take actions that promote and enhance long-term fiscal stability and independence.
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CRITICAL ISSUES AND STRATEGIES s
C. Continually evaluate the technological needs of the organization and make upgrades where appropriate.
D. Identify short and long-term space needs, and ensure facility needs for City departments are provided.
E. Work with other agencies to meet the needs of the community.
F. Participate in regional and sub-regional collaborative efforts.
G. Provide a safe and effective work environment that engages each employee to perform at an optimum level of service.
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OTHER BUDGET AND FINANCIAL ISSUES s
EMPLOYEE PENSION
The cost of retirement benefits continues to be significant for the City. Like most California cities, Newark provides a defined benefit pension to its employees through the California Public Employee Retirement System (PERS). In January 2013, the State enacted the Public Employee Pension Reform Act to establish a new tier for new employees that are new to the PERS system.
This is expected to reduce pension costs in the long-term.
The PERS Board continues to adopt changes to their assumptions and accounting methodology.
Most recently, high investment rates realized at the end of June 2021 triggered the plan’s risk mitigation policy which lowers the discount rate to 6.8%. The effect of the discount rate reduction is a projected increase to the unfunded liability and increase in the normal cost, which will come into effect for fiscal year 2024.
In 2017, the City adopted a Pension and OPEB Reserve Policy. This policy included establishing a City reserve for funding future obligations and changed the amortization of existing and future unfunded liabilities to 20-years. In June 2021, the reserve grew to $16 million and the City made the first additional discretionary payment (ADP) of $10 million to PERS. With additional transfers planned before the end of fiscal year 2022 from salary savings, the City is anticipating making another ADP in June 2022.
The total cost for pensions is expected to be $9.9 million in fiscal year 2023 and $10.2 million in fiscal year 2024.
CAPITAL IMPROVEMENT PLAN
The Capital Improvement Plan (CIP) was developed to provide the City Council with a method for selecting and prioritizing potential capital projects, special studies, and new equipment purchases over $10,000, and determining their financial feasibility.
Capital improvements are major physical improvements throughout the community or expenditures that involve significant resources of more than $10,000 above and beyond the City’s Packet 18Page 61
OTHER BUDGET AND FINANCIAL ISSUES s
operating budget. They tend to be special one-time projects designed to address or study a significant community need or problem and can include feasibility studies, equipment, and/or systems (e.g., radios, telephones, etc.) that are not normally part of the City’s operating budget.
CIP projects exclude most ongoing maintenance projects, replacement of equipment, and operating programs.
The objectives of the CIP are to: (a) assist City staff in projecting future requirements for personnel and equipment in the development of departmental programs and the City’s Biennial Budget; (b) relate the planning of CIP projects more effectively to general City goals and the operating budget; and (c) improve planning and coordination of projects that require significant funding commitments.
Projects that should be included in the CIP are as follows:
1. All projects which involve expenditures of $10,000 or more for the improvement of public buildings and the construction or improvement of public streets and parks, with the exception of most maintenance or repair.
2. All other projects, equipment, or studies over $10,000, which would not normally be included as part of the City’s operating budget.
3. All purchases of property, including street easements and rights-of-way.
The following items should not be included in the CIP:
1. All equipment replaced through the City’s equipment replacement fund (701.87.701), which is managed by the Finance Department.
2. Most park maintenance, building or street repairs to City facilities, which are handled through the Maintenance Division.
3. All capital outlay items costing less than $10,000, which are included in a department’s operating budget.
The CIP is processed concurrently and is published with the Biennial Budget as a single document.
The CIP considers capital expenditures, establishes priorities for those expenditures, determines the funds available, analyzes short- and long-term budget impacts, and prioritizes projects for implementation. It provides a framework for determining the amount of future funds and possible additional sources of funds that are available for projects.
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OTHER BUDGET AND FINANCIAL ISSUES s
CAPITAL PROJECT FUNDING
Surplus General funds have been used to replenish the capital projects fund. Significant impact fees have also been collected over the last two years to provide funding for park projects.
Measure GG has provided funding for the Civic Center Project. Even with this improved funding status, staff will continue to look into new revenue sources for future capital projects and provide City Council with recommendations on what type of new revenues would be most fiscally prudent.
LEVEL OF RESERVES
Many of the City’s primary revenue sources – sales tax, property tax, and transient occupancy tax are impacted by changes in the economy. When the economy slows down or goes into recession, these revenues drop. Reserve levels are established to provide a cushion for these times and to absorb sudden losses of revenue as a result of other reasons such as legislative acts. This was the case when the State shifted property tax revenues away from cities in the early 1990s as part of the Educational Reimbursement Augmentation Fund (ERAF) shift.
In determining the proper level of reserves, staff estimates the potential impact of a recession on its primary revenues as noted above. Staff also looks at the prevailing practices of other cities and reviews guidelines established by the California State Municipal Finance Officers Association (CSMFO) and Government Finance Officers Association (GFOA). The City maintains a number of designated reserves including:
1. A general fund reserve designated for operations, referred to as the “Emergency Reserves.” This reserve is set aside to meet sudden unexpected expenses such as a legal liability or costs associated with an unexpected disaster. The balance of this reserve is set at 15% of operating expenditures. The balance at the end of fiscal year 2021 was $11.4 million and is projected to be at the same level at the end of fiscal year 2022.
2. A general fund reserve designated for fiscal uncertainty. This reserve is set aside to reduce the organizational impact of a short-term revenue loss. Between 2006 and 2010, in addition to the severe cuts to service and staffing levels, the City used $7 million in reserves while balancing the budget. The reserve has been designated to be 10% of the Packet 20Page 63
OTHER BUDGET AND FINANCIAL ISSUES s
operating expenditures. The balance in the Fiscal Uncertainty Fund at the end of fiscal year 2021 was $10.7 million and is projected to be at the same level at the end of fiscal year 2022.
3. A Capital Projects Reserve set aside to fund the Capital Improvement Plan. As the unallocated fund balance has allowed, transfers have been made into the Capital Reserves. The unallocated Capital Reserve is estimated to be at $1 million for fiscal year 2022.
4. An Equipment Replacement Reserve set aside to fund the replacement of vehicles, maintenance equipment, and other department items. As the unallocated fund balance has allowed, transfers have been made into the Equipment Replacement Reserves. The unallocated Equipment Replacement Reserve is estimated to be $6.2 million for fiscal year 2022.
5. A committed Pension and OPEB Reserve was established in 2017. This reserve can only be used to pay pension or OPEB costs. Current pension and OPEB costs are included in the budget and this reserve will be used only to fund additional discretionary payments to PERS or if the City’s pension or OPEB obligations cannot be met. The City will evaluate the benefit of paying lump sum contributions toward the unfunded liabilities. The current balance at the end of fiscal year 2021 was $6.8 million and is projected to be $4.6 million after year end transfers which includes a secondary ADP of $5.0 million to CalPERS in June 2022.
The City also has a number of restricted funds which can only be used for a limited number of specific purposes and non-discretionary funds which can be used for General Fund purposes. For example, Gas Tax can only be used to maintain streets and rights-of-ways.
UNALLOCATED FUND BALANCE
Funds that have not been appropriated, identified as reserves, or legally identified for a specific purpose remain in the General Fund as unallocated fund balance. Staff has gone through a risk Packet 21Page 64
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assessment exercise provided by the Government Finance Officers Association and will provide an update to the current fund reserve policy in fiscal year 2023.
PROJECTED 2022 GENERAL FUND RESERVES
APPROPRIATION LIMIT
The State election on June 5, 1990 resulted in the passage of Proposition 111, amending Article XIII B of the California Constitution, the governing legislation for calculating the appropriations limit. Under the amended legislation, the appropriations limit may increase annually by a factor comprised of the change in population (city or county), combined with either the change in California per capita personal income or the change in the local assessment roll due to local nonresidential construction. Fiscal year 1986-87 is the base year from which these factors are applied. The intent of the amended legislation was to provide a more equitable method of calculating the appropriations limit. This resulted in a significant increase in the City’s appropriations limit. The City’s current fiscal year 2022 Annual Budget includes appropriations subject to the limit of $43,386,376. This is well below the City’s appropriation limit of $452,001,225. Staff has no concerns regarding our ability to stay within the limit.
General Fund Reserves and
Unallocated Fund Balance
Balance as of
June 30, 2021
Projected Fund
Balance as of
June 30, 2022
Emergency Reserve 11.40 11.40
Fiscal Uncertainty Reserve 10.70 10.70
Pension/OPEB Reserve 6.82 4.56
Equipment Replacement Reserve 6.00 6.20
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ECONOMIC AND FINANCIAL FORECAST s
The COVID-19 Pandemic
The City’s financial condi�on has fared beter than ini�ally expected from when the World Health Organiza�on declared COVID-19 a pandemic on March 11, 2020. The pandemic caused major shi�s in social and lifestyle perspec�ves and resulted in significant nega�ve impacts to local, state, and federal economies. In response, the City’s budget was adjusted to reflect a dire outlook for certain revenues which were hard hit. Almost two years later, the City’s main revenues such as property tax and sales tax (including the Measure GG ½ cent sales tax) either remained strong or recovered more quickly than an�cipated. Other revenue sources, such as transient occupancy tax, charges for services, and interest earnings con�nue to reflect the nega�ve impacts of the pandemic but have markedly improved since the onset of the COVID-19 pandemic. The projected uses of fund balance to address an�cipated deficits did not materialize, due largely to cost savings measures the City implemented in response to projected revenue shor�alls.
Throughout the pandemic, the Federal Government offered several s�mulus and relief packages to bolster the economy and alleviate the hardship felt by many throughout the country. On March 27, 2020, the Coronavirus Aid, Relief, and Economic Security Act (CARES) was signed into law and appropriated $2.3 trillion for many different efforts, including $150 billion in grants to state and local governments. From this relief package, the City received $0.6 million which provided funding for small business grants, residen�al rental assistance, and reimbursement to the City for costs associated with personal protec�on equipment and food distribu�on events.
On March 11, 2021, the Federal Government passed the American Rescue Plan Act (ARPA), a $1.9 trillion relief package aimed to s�mulate the economy by providing direct relief to businesses, states, and local communi�es. Under ARPA, the Coronavirus State and Local Fiscal Recovery Fund (SLFRF) was established, and the City of Newark was awarded $11.8 million. This alloca�on of Federal funds went to fund various City programs to address the nega�ve impacts of the pandemic on the community and restore 8 staff posi�ons which were frozen as a cost cu�ng measure. ARPA allocated funds addressing the local business community includes small business grants to eighty-two local businesses, assistance to the Chamber of Commerce, Old Town Newark business assistance and façade improvements, and assistance to non-profit agencies. ARPA allocated funds addressing the residen�al community includes an affordable housing project, scholarships for children’s recrea�on programs, funding for a Newark family resource center, and improved services such as broadband infrastructure and public outreach so�ware.
Governor Gavin Newsom signed a $100 billion relief package for the hardest hit Californians. The state’s relief package included $6.2 billion in tax cuts, $4 billion grant program for small business assistance, $12 billion tax rebate program for two out of every three Californians, $1 billion in grants to workers who lost their jobs, and $5.2 billion in rent relief for low-income Californians.
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ECONOMIC AND FINANCIAL FORECAST s
Economic Indicators
The Consumer Price Index (CPI) for San Francisco-Oakland-Hayward increased 0.8% for the last two months of 2021, and prices were up 4.2% from a year prior. The CPI is a measure of the average change in prices over �me in a fixed market basket of goods and services. The December 2021 increase was likely influenced by an increase in prices for new and used motor vehicles.
The City’s median household income has consistently been significantly higher than both the California State and United States medians. In 2019, Newark’s median household income was $116,856, compared to the Alameda County median income of $99,406.
Prior to the COVID-19 Pandemic, 2019 housing prices in the City of Newark were slightly decreasing throughout the year. Housing prices were beginning to increase from January to March 2020, and then they began slightly decreasing by April 2020. However, home Index Values show that housing prices in Newark have been rela�vely stable throughout the Pandemic, increasing 1.21% on average from January 2020 to January 2022. From April 2020 to June 2020, housing values decreased slightly but then began increasing again by July 2020. The greatest increase in home value was a 2.94% increase in March 2021 to $1.05 million from $1.02 million in February 2021.
The Newark home index value is higher than Alameda County’s average home index value, but not by much. However, the Newark home index value is significantly higher than the State of California average. Newark’s home values are on average approximately 40% greater than the State of California average.
As of January 2022, the United States unemployment rate has fallen to 4% nearly reaching the pre-Pandemic unemployment rate of 3.5% in February 2020. However, the State of California is higher at 5.8% as of December 2021. At the �me of this wri�ng, the unemployment rates for California and the City of Newark are only available up to December 2021.
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ECONOMIC AND FINANCIAL FORECAST s
Newark’s popula�on in the 2020 Census is 47,529, a nearly 12% increase from the 2010 Census.
It is projected that Newark will see stable growth in popula�on over the forecast period and that basic service demands will remain constant.
The remainder of the Economic and Financial Forecast details the assump�ons used in developing revenue and expenditure es�mates for the City over the next five years. These es�mates are used by City staff in planning current and future year opera�ng and capital project budgets. The projec�ons were developed using trend analysis forecas�ng combined with informa�on regarding known development growth and economic trends in Newark.
Policy decisions made at both the State and Federal levels can significantly impact local revenues and expenditures and are also taken into considera�on when developing these projec�ons.
Below are explana�ons of significant revenue sources for the City. 0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Unemployment Rate
City of Newark Unemployment Rate
December 2019-December 2021
City of Newark Alameda County California
Source: https://data.edd.ca.gov
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ECONOMIC AND FINANCIAL FORECAST s
Property Tax and Property Tax in Lieu of Vehicle License Fee (VLF) Property tax revenue is generally the most stable source of revenue due to a combina�on of higher assessed valua�ons on proper�es due to ownership changes and annual infla�on adjustments allowed under Proposi�on 13. Under Proposi�on 13, the annual real estate tax on a parcel of property is limited to 1% of its assessed value. This "assessed value" may be increased only by a maximum of 2% per year un�l, and unless, the property has a change of ownership.
Property tax revenues increase around 7% on average year to year. It’s es�mated that property taxes will increase to 20.1 million for FY 2022, $21.1 million for FY 2023, and then to $22.3 million for FY 2024. Property tax in lieu of vehicle license fees (VLF) are es�mated to follow a similar growth rate patern to property tax. The City is subject to losses due to delinquencies and nonpayments by taxpayers.
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ECONOMIC AND FINANCIAL FORECAST s
Sales Tax (Bradley Burns)
Sales Tax accounts for approximately 20% of the total opera�ng revenue, making it the secondlargest revenue source a�er property tax revenues.
Statewide, ongoing COVID-19 Pandemic impacts such as supply chain disrup�ons, manufacturing slowdowns and employment shortages had a significant effect on sales tax revenue. Consumer trends have also impacted sales tax revenue due to the COVID-19 impacts, a shi� in lifestyle perspec�ves, and growing opportunity for online merchandise.
HdL Companies, the City of Newark’s Sales Tax Consultant, completed a sales tax trends and economic drivers forecast for the State of California, examining sales tax for seven major industry groups, including: Business and Industry; Autos and Transporta�on; Building and Construc�on; Restaurants and Hotels; General Consumer Goods; Fuel Service and Sta�ons; and Food and Drugs. The following details statewide as well as local trends within the aforemen�oned industry categories. The sales tax revenues in the transfers and uniden�fied category are excluded from the following graph and details because the total is insignificant.
The following provides highlights of ac�vity within the major industry groups.
Business and Industry: The business and industry group, including fulfillment centers, medical/biotech facili�es, and business-to-business groups, are reaching pre-Pandemic tax levels. While the state is struggling with Pandemic-related challenges like raw material and $0.0 $1.0 $2.0 $3.0 $4.0 $5.0
Business and Industry
State and County Pool
Autos and Transportation
Building and Construction
Restaurants and Hotels
General Consumer Goods
Fuel and Service Stations
Food and Drugs
Revenue Totals in Millions
Major Industry Group
City of Newark Sales Tax Revenues by Major Industry Groups Fiscal Year 2021 Actuals and 2022 Estimates
FY 2019-20 FY 2020-21 FY 2021-22 Estimates
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ECONOMIC AND FINANCIAL FORECAST s
qualified worker shortages, we are s�ll seeing an increase in tax revenue. Fulfillment centers heavily influenced growth through online sales and the con�nued shi� of taxes from countywide pools to agencies with these in-state facili�es. Medical/biotech increased by purchases of medical equipment, pharmaceu�cals and investment in research and development. The Business-to-business category witnessed big gains as companies adapted to new ways of doing work.
Business and Industry was Newark’s highest sales tax revenue source for the last two fiscal years, reaching $4.67 million in FY 2021. The total revenue for business and industry in FY 2021 is $1.8 million higher than the second largest sales tax revenue source, auto and transporta�on. It’s an�cipated that Newark will con�nue to see an increase in this category.
Autos and Transporta�on: Auto and transporta�on tax revenues are expected to exceed its longterm trend rate of growth in the upcoming year. A strong demand in 2021, along with low supply due to supply chain disrup�on within the automo�ve industry, increased the cost of new cars by 10% and used cars by 25%. Higher earning consumers bought more expensive luxury brand vehicles, leading to a higher per vehicle amount that offset the reported 13% third quarter 2021 drop in U.S. manufacturer new vehicle volumes. Newark received $2.8 million in sales tax revenue in FY 2021, a 20.4% increase from FY 2020. New and used automo�ve dealers combined made up a majority of the sales tax revenue for this category, with sectors such as auto repair shops, supply stores, and auto leasing services providing addi�onal revenue. The auto and transporta�on industry have been impacted by ongoing supply chain issues throughout the COVID-19 Pandemic, including semiconductor or microchip shortages, which have caused car manufacturers to cut produc�on. Addi�onally, COVID-19 outbreaks in manufacturing facili�es and shipping blockages have disrupted the auto and transporta�on industry. The issue is s�ll being felt into Quarter 2, 2022, and on April 6, 2022, the White House held a briefing with United States lawmakers acknowledging the risks to the American economy from semiconductor supply chain issues and proposing funding to subsidize produc�on. While funding to help strengthen the research and development of semiconductors may improve the issues, it will not be a quick fix and we are likely to see the impacts of supply chain issues well into 2022.
Building and Construc�on: Building and construc�on tax revenues are forecasted to flaten in 2022 followed by moderate growth therea�er. Costs are expected to remain high through mid2022, however, permit ac�vity from fourth quarter 2021 shows office development increasing while Bay Area construc�on is growing. In FY 2021, Newark received $1.66 in sales tax revenue from building and construc�on. As predicted, this was just a slight increase of 5.4% from FY 2020.
Newark is an�cipa�ng several residen�al and commercial development projects star�ng in 2022 that could cause an increase in future revenue levels.
Restaurants and Hotels: Restaurant and hotel 2021 tax levels rose 0.5% in comparison to 2019.
Higher rates of business and tourist travel will keep the growth rate high for 2021-2022, though Packet 28Page 71
ECONOMIC AND FINANCIAL FORECAST s
rates will likely vary by region. Quick service and casual dining establishments are the dominant tax-producing segments, which likely won’t change in the near future. Newark saw a 15.7% (nearly $200,000) decrease in Restaurant and Hotel sales tax revenue from FY 2020 to FY 2021.
This is likely due to the ongoing travel restric�ons and lack of business travel that extended into 2021. The increased desire to travel and spend more a�er having been sheltered in place should lead to growth in the restaurant and hotel tax levels. An increase in business travel in par�cular will lead to a growth in the restaurant and hotel tax levels, however it is unclear if business travel will rise to pre-pandemic levels. Addi�onally, one factor to consider in measuring travel related taxes is that increased fuel prices have caused a price increase in airline travel, which may deter some leisure travel.
General Consumer Goods: Retailers were nega�vely impacted during 2020, though they started seeing strong sales figures in late 2021, leading to short-term elevated tax figures. However, as consumer behavior and technology shi� more to e-commerce, the outlook for place of sale transac�ons should be subdued. The cost of taxable goods is expected to rise faster than sales, and tax receipts could revert to the conven�onal growth rate of 2%.
General and consumer goods in Newark have been slowly decreasing each fiscal year since 2018.
The fiscal year ending June 2021 was $864,087, a 2.6% decrease from the previous fiscal year.
The 2.6% decline in general and consumer goods is likely due to the rise of e-commerce, as well as COVID-19 business closures and shelter in place orders. E-commerce shopping was rising prior to the COVID-19 pandemic, though the shelter-in-place orders exacerbated online shopping. HdL Companies 3-Year Sales and Use Tax Budget Es�mate projects that Newark will experience a 17% growth in general consumer goods sales tax for FY 2022 as consumers are heading back to shopping in-person. A�er this ini�al significant increase in FY 2022, Newark will likely follow the conven�onal growth rate of 2% that is predicted for the State of California. As the final FY 2022 data is made available, trends in general consumer goods will be more clear.
Fuel and Service Sta�ons: Fuel prices and demand for fuel has significantly increased since 2020.
Short-term gains are projected as more people are travelling for work and pleasure. This is an�cipated to be followed by long-term annual escala�ons of 2%. Newark’s FY 2021 fuel and service sta�on sales tax was $502,155, 3.7% lower than FY 2020. With increased travel in the later half of 2021 and into 2022, as well as the rising costs, and geopoli�cal impacts, revenue from fuel is projected to rise nearly 30% for FY 2022.
Food and Drugs: This category has shown modest improvement since 2020, around a 1% increase. Consumers are moving towards shopping for groceries and medicine with apps, changing the way that sales tax is distributed. This trend is projected to con�nue, thus investment in digi�zed solu�ons, low cost delivery op�ons, and inventory op�miza�on could help merchants maintain the botom line and offset price pressures. Newark received $343,065 in food and drugs sales tax revenue for FY 2021, under a 1% increase from FY 2019. According to HdL Companies Packet 29Page 72
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Sales Tax data for City of Newark and Alameda County, the FY 2021 sales dollars per capita for the food and drug category was $702.15, while Alameda County’s sales dollar per capita was $1,082.06. This suggests that Newark residents may be going out of the city for these purchases.
Sales Tax Forecast
Most Californian ci�es have experienced a significant bounce back in sales tax revenue, especially during the last six months of the calendar year 2021 (Q3 and Q4). Most ci�es had sales tax revenue return to pre-Pandemic levels or are achieving healthy growth, including Newark. For fourth quarter 2021 as compared to fourth quarter 2020, Newark experienced growth of 6.26%, including healthy increases of 15.44% and 7.03% respec�vely for the top 100 and top 25 sales tax producers in Newark.
In working with HdL Companies sales tax team staff has developed a five year sales and use tax budget es�mate for Newark, projec�ng a total sales and use tax revenue minus County Share and administra�ve costs at $14.9 million in FY 2022, $14.5 million in FY 2023 and $14.9 million in FY 2024. The FY 2023 projec�on does not include sales tax es�mates for the Costco store at NewPark Mall. The proposed Costco, expected to open November 2022, will be 161,000 square feet with a 32-pump fuel sta�on. If included, es�mates for fiscal years 2023 and 2024 would increase by approximately $1.2 and $1.8 million respec�vely.
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Measure GG (½ Cents Sales Tax)
In November 2016, voters approved Measure GG, a one-half percent transac�on and use tax increase, beginning April 1, 2017. This sales tax provides an increase in general fund revenues, allowing the City to construct a new Civic Center, including a Police Sta�on, Library and City Hall.
The tax will terminate 25 years a�er collec�on began, unless extended by voters.
Measure GG FY 2020 revenues decreased by 17% from FY 2019, and then increased by 23% in FY 2021. FY 2022 will see a nega�ve impact due to a large nega�ve taxpayer correc�on made by the State of California Department of Tax and Fee Administra�on (CDTFA) that reversed taxes for overpayments made in error in prior years. However, the impact is not included in the es�mate as the City has had knowledge of the error and revenue projec�ons that have been presented are adjusted accordingly. Future Measure GG projec�ons indicate increases more consistent with prior years. FY 2023 es�mates do not include the new Costco at Newark Mall; if included, es�mates for FY 2023 through FY 2027 would increase.
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Transient Occupancy Tax
The City has 11 hotels (DoubleTree Hilton, Homewood Suites Hilton, Courtyard by Marriot, Newark Residence Inn by Marriot, Town Place Suites, ALo� Silicon Valley, Chase Suites, Comfort Inn, E-Z8 Hotel, Staybridge Suites, and SpringHill Suites by Marriot). These hotels remit a 10% transient occupancy tax (TOT) to the City and has made up around an average of 10% of total tax revenues for the City of Newark between 2011 and 2021.
Prior to the COVID-19 Pandemic, the City saw an average of nearly 12% increases year over year in TOT revenues. Given the COVID-19 Pandemic travel restric�ons and hesita�on in 2020 and 2021, there was a significant decline in revenue in FY 2020 and FY 2021. The total revenue for FY 2021 reached $2.92 million, which is higher than the 2020-2022 Biennial Budget forecast but
46.5% lower than the $5.4 million revenue in FY 2020. The City forecasts a 22% increase by the end of FY 2022, up to $3.5 million, and then a 20% increase in FY 2023. As business and leisure travel con�nue to increase, it is projected that the tax revenue will increase year over year at approximately 12% on average, similar to the pre-COVID-19 average yearly increase.
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ECONOMIC AND FINANCIAL FORECAST s
Utility User Tax (UUT)
In November 2010, the voters of Newark passed Measure U, a 3.5% Utility User Tax (UUT). This UUT is applied to electricity, natural gas, telecommunications, and cable service and was implemented to restore some of the services that were severely cut during the recession. In November 2014, the voters extended the UUT and reduced the rate to 3.25%. In November 2020, Newark voters approved Measure PP to again extend the UUT at the current rate to maintain vital services which include public safety, fire protection, streets and pothole repair, and crime and gang-prevention programs.
On average, the Utility User Tax (UUT) revenue is $3.3 million per year. The fluctuations shown below appear to be a reflection of consumer habits due to changing technology. Specifically, there is a trend of people switching from traditional television channel providers (such as Comcast) to internet-based programming through streaming which UUT is not subject to. These changes result in fewer gross receipts from u�lity providers, which means less UUT revenue for the City.
Other Taxes
The Other Taxes category includes Business License Tax and Property Transfer Tax and is projected to be $1.5 million and $556,000 respec�vely, at the end of FY 2022.
Business license taxes are paid by individuals and entities to conduct business in the City of Newark. Business license revenue is affected by the number of businesses in the City and the gross receipts these businesses generate. While business license tax revenue fluctuates with the economy, it is to a lesser degree than sales taxes.
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The Business License Taxes are based upon the calendar year with a due date of January 31st.
Payments received after January 31st will be assessed penalties. The City has collected approximately $1.5 million from 2,615 businesses for the period of December 1st through April 1st, 2022, of which 67% renewed/applied through the web portal. However, as of April 1st, there were approximately 584 outstanding business license renewals. The projected fees, for those remaining businesses, would be $66,000 in business license fees and $33,000 in penalties, which are assessed at 50% of the business license fee.
Property Transfer Tax is levied on the sale of real property. The County of Alameda collects $1.10 per $1,000 of the sale price when any real property is sold, of which the City receives half, or $0.55 per $1,000. The major economic drivers for property transfer tax are the volume of property sales and home prices. Unlike the 1.0 percent property tax revenue, property transfer tax receipts reflect current economic condi�ons without lag �me. Even though there is low inventory, the median home price has con�nued to rapidly grow over the past year.
Licenses, Permits, and Fees
This category includes recrea�on fees, franchise fees, animal licenses, construc�on permits, encroachment permits, and building permits. The Licenses, Permits & Fees category is projected to end the year at $4.0 million.
The closure of the Recreation and Community Services’ facilities due to the COVID-19 pandemic resulted in a significant drop in revenue collection during fiscal years 2020 and 2021 and is expected to slowly recover to pre-pandemic levels.
The City collects Franchise Fees from u�lity service providers for the use of city streets and rightsof-way. Franchise fees are currently received on cable TV, garbage, electricity, and natural gas.
Historically, franchise payments are not remited equally throughout the fiscal year: therefore, mid-year receipts are not necessarily predic�ve of year-end actuals. Total Franchise Fee revenues are projected at $4.1.
Construction permit revenues are directly associated with the number and value of residential and commercial development activities in the City. Construction permits saw a spike in FY 2016 due to high-cost encroachment permits. Construction permit revenues are projected to be $1.7 million in each FY 2023 and in FY 2024.
For the most part, development ac�vity is steady but expected to level off. Public works services and building permits will remain consistent with prior year amounts due to community needs.
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ECONOMIC AND FINANCIAL FORECAST s
The 2020-2022 Biennial Budget assumed gradual li�ing of the shelter-in-place orders with a phased approach to reopening our revenue-genera�ng services. Amidst this context, Staff an�cipated minimal revenue in the first two
Use of Money and Property
The use of money and property category includes interest and dividend income on the City’s investment of fund balances, primarily General Fund working capital and reserves. The City’s cash is invested mainly with the State of California Local Agency Investment Fund (LAIF) and with California Asset Management Program (CAMP). Both of these options are secure and no-risk investments. Revenues in this category are forecasted to fluctuate depending upon the General Fund’s invested cash balance.
Operating Expenditures
Personnel expenditures are comprised of all costs associated with employee salary and benefits.
The personnel expenditures include salary, pension and benefit costs for regular full-time, regular part-time, and part-time, seasonal, and temporary positions. Personnel costs previously accounted for approximately 75% of the City’s total Operating Budget. With the establishment of the contract with Alameda County Fire Department for Fire Services in 2010, personnel costs now account for approximately 53% of the total Operating Budget. The Alameda County Fire contract accounts for 18% of the City’s Operating Budget.
These expenditures increase as a result of negotiated salary adjustments, and other salaries and health benefits increase. Transfers in from the American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Funds provide additional funding for personnel expenditures through FY 2024. At the time of this writing, the City is in active bargaining negotiations with employee groups and the exact cost of salary adjustments and benefit increases have not been finalized.
CalPERS pension costs have grown from $3.6 million in 2013 to about $10.2 million in 2024. This is rapidly increasing due to changes in CalPERS’ actuarial methods and assumptions. To address this growing liability, the City established the Pension and OPEB reserve in FY 2017 and in FY 2021 made the first additional discretionary payment of $10M to paydown the pension liability. This pension cost is expected to be 15.6% and 15.7% in FY 2023 and FY 2024, respectively.
Amortization of the City’s Unfunded Accrued Liability (UAL) is the most rapidly growing component of costs given that the UAL has more than doubled from $47.7 million to $115.9 million over FY 2013 through FY 2022. The City’s UAL is projected to be reduced to $98.4 million in FY 2023 following strong investment performance by PERS in FY 2021, which reduced the City’s UAL but this benefit was offset somewhat by the recently enacted discount rate reduction to
6.8%.
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These changes will be reflected in the upcoming Summer 2022 valuation reports and won’t impact the City’s payment schedule until FY 2024. As of April 2022, CalPERS is on pace to underperform its 6.8% discount rate target, which if realized would likely result in a future UAL increase. How much, if any impact this may cause to the City is currently unknown and is subject to finalized investment returns for FY 2022. The City has undertaken several strategies to better manage these costs and will continue to evaluate other budgetary measures.
Other operating expenditures include supplies, other contractual services, utilities, debt service payments, and equipment purchases. These expenditures increase as a result of inflation, increased service demands, and the addition of new programs or service levels. This accounts for the remaining 29% of the Operating Budget.
The City’s fiscal position is certainly much stronger today than it was at this time two years ago at the onset of the pandemic. The continued expansion of the economy, coupled with Federal funding, has allowed for the restoration of several positions as well as restoration of services and programming at a level the public was accustomed to prior to the pandemic. As a result, FY 2022 revenue projections are slightly higher than FY 2021 actual revenue and revenue projections for FY 2023 and FY 2024 are reflecting cautious optimism.
These expenditures and revenue estimates reflect certain assumptions that are subject to change even before the adoption of the FY 2022-2024 Biennial Budget. Approval of supplemental budget requests and funding changes as a result of City Council direction will impact the overall expenditure estimates. Staff also updates these estimates and assumptions on an ongoing basis as a result of changes in the economy and funding priorities.
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s FIVE YEAR FORECAST
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DEVELOPMENT s FORECAST
The COVID‐19 Pandemic and the Development Forecast
The COVID‐19 Pandemic has caused significant and direct impact to nearly every aspect of people’s lives, including the physical, social, and economic well‐being of California ciƟes, residents, and businesses. Governor Gavin Newsom’s ExecuƟve Order N‐33‐20 (Stay‐at‐Home Order) was issued March 19, 2020, which required all Californian’s to stay home or at their place of residence, except for certain workers who were deemed essenƟal. During most of 2020 and throughout 2021, impacts of the Pandemic and the necessary shelter in place orders included severely limited economic and social acƟviƟes, surging unemployment claims, declines in revenue from sales tax, transit occupancy (hotel) tax, and other local government revenues.
Area Wide Economic Development Trends
The COVID‐19 Pandemic will have broad and long‐lasƟng impacts, and it accelerated and amplified many exisƟng trends and condiƟons. Between the COVID‐19 Pandemic and acƟons taken by local, state, and federal officials to protect health and promote safety have resulted in dramaƟc shiŌs in social and lifestyle perspecƟves.
Development and construcƟon slowed during the Pandemic due in part to iniƟal limitaƟons on construcƟon acƟviƟes in early 2020, brought on because of uncertainty of the economy. The construcƟon industry also saw significant increases in the costs of materials, labor shortages, delay of shipments of construcƟon materials and shiŌs in demand. The United States construcƟon industry relies heavily on foreign construcƟon materialssuch assteel and stone, and the COVID‐19 Pandemic caused closures and delays at internaƟonal factories that produce these materials. As a result, construcƟon material supply dramaƟcally decreased in the U.S. and what was available became more expensive.
E‐commerce trends such as online shopping, home delivery, and online ordering services for pick up, accelerated for retail, food and drug, and restaurant industries. This lead to greater growth for businesses with exisƟng e‐commerce services and retail businesses with efficient distribuƟon centers, and loss of sales for businesses unable to adapt to a new way of doing business. Many businesses have begun adapƟng to these changes by adding e‐commerce opƟons to their stores or restaurants and offering delivery or pick up opƟons.
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DEVELOPMENT s FORECAST
Regulatory bodiesthroughout California are also being more flexible in allowing thingslike added outdoor seaƟng for restaurants, or outdoor sidewalk sales. Many ciƟes have been looking towards adding more pedestrian friendly environments to their downtown and retail focused areas.
There has been a widespread adopƟon of remote work. While people are beginning to go back into the office, many will conƟnue to work part‐Ɵme or even full‐Ɵme from home. This will likely lead to long‐term impacts on the locaƟon and demand for office space.
AddiƟonally, the Pandemic has exposed and accelerated pre‐exisƟng housing supply constraints.
As of October 2021, there was 1.8 months’ worth of housing inventory available on the market in California. Inventory refers to the number of months it would take for all the current homes for sale on the market to sell. A healthy housing market usually has approximately six months of inventory. In the year prior to the Pandemic, there was more than 3.5 months of housing inventory in the state. This can only be solved by more supply of housing or weaker consumer demand.
Local Development Trends
Development and construcƟon may have slowed during the start of the COVID‐19 Pandemic, but the City of Newark has conƟnued to see new development and growth in the area. From fiscal year 2020 to 2021, Newark’s total revenue decreased, however, certain industry groups such as business and industry and auto and transportaƟon saw an increase in sales. Similar to many other U.S. ciƟes, Newark’s tax revenue from restaurants and hotels, fuels services, and retail and other consumer goods has decreased over the COVID‐19 Pandemic.
There are four notable projects currently in the enƟtlement phase, including a HyaƩ House Hotel and residenƟal projects containing townhomes and duplexes. The proposed HyaƩ House Hotel would be located at 39888 BalenƟne Drive and include 112 guest rooms, two ballrooms, and ameniƟes such as a pool, workout room, and breakfast area. The Cedar Homes development project would be located at 38730 Cedar Blvd and the proposal includes 127 aƩached townhomes and duplexes. FMC Willow, at Willow and Enterprise Streets, is another project in Packet 39Page 82
DEVELOPMENT s FORECAST
the enƟtlement phase that includes plans for 324 aƩached townhomes, 88 of which will be affordable housing units.
An important component of building an inclusive community is to provide affordable housing opportuniƟes within Newark. In addiƟon to the planned affordable units at FMC Willow, the City recently approved the Timber Street senior‐affordable project containing 78 apartment units.
The City has also applied for State of California Homekey Grant funds, which, if granted, would help fund the acquisiƟon and conversion of the Newark Towne Place Suites extended‐stay hotel to 125 units of affordable housing. The City’s General Plan Housing Element will be updated in January 2023 and will provide new programs that will support affordable housing development throughout the community.
Several addiƟonal notable projects have been completed since the start of the Pandemic.
PanaƩoni Light Industrial, an over 400,000 square‐foot (SF) building, at 7200‐7400 Gateway Blvd was completed in 2021. This space includes 250,000 SF of manufacturing space, 135,000 SF of warehouse space, and 26,000 SF of office space. ConstrucƟon of the new HyaƩ Place Hotel, at 5600 John Muir Drive, is slated to be complete in mid‐2022. The HyaƩ Place Hotel will have 112 guest rooms.
The City is seeing quite a bit of movement on several of their specific plans and master plans, including the Bayside Newark, NewPark Place, and Area 3 and 4 Specific Plans. These master plans are long‐range planning projectsforresidenƟal, commercial, transit‐oriented development, and open space developments.
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DEVELOPMENT s FORECAST
Bayside Newark
The Bayside Transit Oriented District Specific Plan
(Previously known as Dumbarton Transit‐Oriented
Development), adopted in 2010, is a neighborhood
that provides a broad range of new housing types,
open space and parks, access to future transit
faciliƟes, and neighborhood serving retail and
commercial businesses. The goal is that the
neighborhood takes advantage of future transit
investment to facilitate alternaƟve commutes,
dramaƟcally increase pedestrian mobility and to
take full advantage of its locaƟon and surrounding open space resources.
The Bayside Transit Oriented District Specific Plan limited residenƟal development to 2,500 units for the enƟre plan area. As of the end of 2021, projects that have been completed or are under construcƟon include Glass Bay, Lighthouse, Bayshores, Compass Bay, Bridgeway, and Harbor Pointe. As menƟoned earlier, FMC Willow is a project currently under review.
NewPark Place Specific Plan
In 2021, the City of Newark and Brookfield ProperƟes, the owner of NewPark Mall, began implemenƟng the NewPark Place Specific Plan. The Plan, adopted in 2018, has a vision to transform the NewPark Mall into a vibrant, urban place with modern residenƟal units, retail, dining opportuniƟes, community venues, and enhanced mulƟ‐modal streets and transit opportuniƟes that will act as a premier Bay Area desƟnaƟon that will revive the regional retail uses within the mall and act as an economic engine for the City of Newark. The Planning Commission and City Council held public hearings in June and July of 2021, respecƟvely, to consider amendments to the Specific Plan and ulƟmately voted to approve the recommendaƟons.
Brookfield ProperƟes would develop two projects that will serve as catalysts for future redevelopment of NewPark Mall. The first is the Phase A ResidenƟal Project, a residenƟal and Packet 41Page 84
DEVELOPMENT s FORECAST
retail mixed use project with a total of 319 dwelling units, approximately 3,700 square feet of ground floor retail, approximately 12,900 square feet or ameniƟessuch as a bike shop, clubroom, co‐workspace, game room and fitness room, a pool courtyard, and enclosed parking to include 506 parking stalls. The structure would sit along Alpenrose Drive at six‐stories tall with five residenƟal levelssituated overthe ground floorretail and ameniƟesspace. The remaining porƟon of the structure is five stories with six and a half levels of enclosed parking. ConstrucƟon is expected to begin in 2022 and be completed in early 2025.
The second proposed project is a Costco warehouse and 32‐pump retail fuel facility to be located on an approximately 10.8‐acre site and constructed by Costco. The space would include approximately 161,000 square feet of gross leasable area that includes a bakery, pharmacy, opƟcal center, hearing aid tesƟng center, food court, photo center, Ɵre sales and installaƟon center, and 10,340 square foot open air canopy. ConstrucƟon is expected to begin in 2022 and be completed in the Fall of 2023.
NewPark Mall Economic Impact
In a Peer Review completed by the HdL Companies ECONSoluƟons Team in June 2021 to evaluate the Economic Benefit Assessment prepared by Brookfield ProperƟes, it was esƟmated that complete implementaƟon of the development allowed in the NewPark Place Specific Plan would bring in approximately 3,000
residents and over 1,400 total
employees.
HdL Companies analysis of
potenƟal revenue generated by
the reposiƟoning and
redevelopment of NewPark
into a mixed‐use retail and residenƟal environment is esƟmated to result in total revenues of approximately $9.6 million including increases in assessed valuaƟon and sales taxes.
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DEVELOPMENT s FORECAST
Summary
Newark has conƟnuously seen strong development acƟvity for the past ten years. The COVID‐19 Pandemic may have had a slight impact on overall development, though the City is sƟll seeing pre‐Pandemic development projects in construcƟon or being completed. Newark’s plans for addiƟonal residenƟal housing are a posiƟve step in response to the housing shortage in the State and the Bay Area. The re‐use of the NewPark Mall in the NewPark Place Specific Plan will transform the area in a very posiƟve way. The long‐term impacts to Newark may be seen in change in use of exisƟng spaces,such as downsizing office space. It will be important to get ahead of such changes to plan for future re‐use.
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GENERAL FUND & COST CENTERS s
General Fund
The General Fund consists of activities that benefit the general public. It includes City Council, City Administration, Police, Fire, Library, and Economic Development. These activities are supported by General Fund revenues.
The concept of a Cost Center is to account for those activities for which a fee is charged to external users of the goods or services. The cost of providing services for an activity should be recovered through fees or charges. In practice, Cost Centers are used to account for activities whose costs are only partially funded by fees and charges. In this case, a well-defined contribution from the General Fund to the Cost Center is required. In other cases, some of the activities in the fund are deemed by the City Council to be of general public benefit, and, therefore, receives a carefully considered contribution.
Services in Cost Centers can be fully cost recovering, which means that all costs of providing services include both direct and overhead costs. The overhead factor is created from a cost allocation plan. In development plan review, for example, the cost allocation plan is reasonable in that it accounts for the cost the planner places on the General Fund. The planner position requires, among other services, personnel administration services (recruitment, benefit administration, etc.), finance services (payroll, computer systems, etc.), and management services (performance review, work planning, etc.). The true cost of providing the plan check includes these costs. These costs are allocated to the planner based on nine criteria developed by the Finance Department and approved by the Executive Team, City Manager, and City Council.
Development Cost Center
The Development Cost Center consists of Planning, Engineering, Building Regulation and Inspection, and Community Development. These are services provided for developmental activities in the community and are supported primarily by development fees. When first adopted, the General Fund contribution to the Development Cost Center was 31% and that contribution is projected to be 41% for fiscal year 2023. In addition for fiscal year 2023, $842,000 is projected to be funded with ARPA funds.
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GENERAL FUND & COST CENTERS s
Recreation Cost Center
The Recreation Cost Center provides for the City’s recreation programs and activities. These services are paid for by user fees that are partially cost covering. The City updates its Master Fee Schedule annually and takes into consideration market comparisons and cost of providing the services. Some General Fund contribution is required due to market constraints in pricing services. This fund was given a 40% General Fund contribution when it was created and is currently projected to receive a 53% contribution for the upcoming fiscal year 2023 budget. The specific activities in this fund include General Recreation Services, Youth/Adult Sports, Fitness and Wellness, George M. Silliman Community Activity Center Phase II – Family Aquatic Center, General Community and Human Services, Youth and Teens, and Seniors Activity. The Recreation Cost Center also includes the licensed childcare program. This program is included in the 53% contribution from the General Fund for fiscal year 2023. Other funding includes $551,000 from the ARPA funds.
Maintenance Cost Center
Maintenance Cost Center provides for the maintenance of the City’s infrastructure assets. The preservation of the City’s infrastructure is a high priority which requires a 84% contribution from the General Fund. Services provided in this fund include Street Repairs, Weed Abatement, Park and Landscape Maintenance, Street Lighting, and Environmental Services. Other funding contributions include $307,000 from ARPA funds and $125,000 from Measure D.
Capital Funds
The Capital Funds are predominantly capital, rather than an operating fund. It contains both capital projects and capital funds. The Capital Improvement Plan (CIP) is included within this fund.
Activities include Street Construction/Gas Tax, Street Tree Program, Park Construction, Art In Public Places, Housing and Community Development (HCD) grant projects, and Capital Improvements. This fund is supported by various revenues, including State Gas Tax, Measure B, BB and SB 1 funds, and Federal, State, and other agencies’ grants. General Fund contributions to this fund fluctuate from year to year depending on capital construction needs and the General Fund’s ability to generate a surplus to support them.
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s
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HOW TO READ THE s BUDGET SUMMARY
HOW TO READ THE BUDGET SUMMARY PAGES
1 The Summary Page provides a summary for each fund in the budget. These funds are the General Fund, Cost Center Funds, and Internal Service Funds. The summary showsinformation at the Organizational Unit. Further budget detail can be found on the Budget Detail by Department.
2 Each Department has a distinct number for coding purposes. For example, 13 is the Department Number for the City Clerk Services. This column lists the organizational unit which could include the Department, Division and Program numbers.
3 Programs are groups of related activities, and activities are groups of account codes that describe specific City services. For example, Department 13 City Clerk is one activity under the GENERAL GOVERNMENT/MANAGEMENT AND SUPPORT SERVICES SUMMARY program. It contains the budget for all personnel, supplies, services, and capital associated with providing City Clerk services to the City Council and community.
4 The amountsin this column reflect the original budget asit was adopted for fiscal year 2022, which began on July 1, 2021.
5 The amounts in this column reflect budgets as amended by the City Council for fiscal year 2022.
6 The amounts in this column are the projected activity budgets for fiscal year 2022.
7 The amounts in this column are the activity budgets for fiscal year 2023. 8 The amounts in this column are the activity budgets for fiscal year 2024.
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HOW TO READ THE s BUDGET SUMMARY
1 2
3 4 56 7 8
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s BUDGET STRUCTURE
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ACCOUNT CODE DESCRIPTIONS
The following Account Code descripƟons are commonly referred to as expenditure codes. Revenue codes in the 4000 series are described separately in the Glossary. 5100 Regular Employees represent the personnel cost for services provided by full‐Ɵme and regular part‐Ɵme employees. Full‐Ɵme employees have a weekly average regular work schedule of 40 hours.
Regular part‐Ɵme employees have a weekly average regular work schedule of 20‐35 hours. 5120 Personnel costs of services provided by part‐Ɵme seasonal, temporary, or contractual employees.
5140 OverƟme represents the cost for services provided by employees for hours worked in excess of regularly scheduled hours to meet service level needs.
6100 Materials and Supplies represent the cost for tangible goods and commodiƟes which are consumed or materially altered when used.
6200 Services (professional and contractual) represent the cost for general or special City services performed by either private agencies or outside governmental agencies. An example of a private agency contract is a contract for weed abatement services. An example of an outside governmental agency contract is the contract with the City of Fremont for animal shelter services. 6400 Membership, Travel, and Training represent the cost for membership in professional and trade associaƟons, traveling to and parƟcipaƟon in workshops, seminars, and conferences provided by these associaƟons, and in‐house training programs. Examples of some acƟviƟes under this category include disaster preparedness training and exercises, advanced training in computer soŌware use, and technical workshops that introduce new legislaƟve reporƟng requirements. 6800 Internal Service Charges represent allocaƟon of costs incurred by the Internal Service Fund (ISF) acƟviƟes to provide services to other City departments. The ISF acƟviƟes include Office Support, Self‐Insurance (Workers’ CompensaƟon and Public Liability), Maintenance (Equipment, Building), and Equipment Replacement.
7000 Debt Service represents principal and interest payments on long‐term debt for the Civic Center.
This also includes capital lease payments for the acquisiƟon of a fire pumper and street sweeper. 8000 Capital Outlay represents the cost of major and significant acquisiƟons of equipment, land, buildings, and building improvements. An example is a purchase of a new vehicle that is added to the City’s fleet. Another example is the cost for a major building renovaƟon that extends the building’s economic life and expands its funcƟonal use.
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s
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2018* 2019* 2020* 2021* 2022 Estimate
General Fund
Fiscal Uncertainty $ 5,095,000 $ 5,220,000 $ 10,722,000 $ 10,722,000 $ 10,722,000 Emergency Reserve 7,643,000 7,830,000 11,430,000 11,430,000 11,430,000 Pension/OPEB Reserve 7,784,867 10,789,000 15,989,000 6,824,000 4,560,000 Equipment Replacement 2,900,000 3,100,000 5,800,000 6,000,000 6,138,000 Measure GG 5,306,000 5,874,000 10,564,000 16,263,000 7,713,000 Unallocated General Fund 14,215,000 18,480,000 5,712,000 7,474,000 7,554,530 Special Revenue Funds 3,753,000 4,507,000 8,951,000 9,550,000 5,559,545 Capital Funds 46,248,000 56,556,000 53,028,000 60,597,000 65,056,606 * Amounts from ACFR reports
HISTORICAL FUND BALANCES
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
2018* 2019* 2020* 2021* 2022 Estimate
Fiscal Uncertainty Emergency Reserve Pension/OPEB Reserve Equipment Replacement Measure GG Unallocated General Fund Special Revenue Funds Capital Funds Packet 52Page 95
SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted
OPERATING REVENUE
TAXES - PROPERTY, SALES, OTHER
4010 Current Secured 17,493,615 19,552,000 19,552,000 19,907,000 21,114,000 4011 Current Secured - VLF 5,494,037 5,851,000 5,851,000 6,228,000 6,606,000 4012 Current Unsecured 859,838 847,000 898,000 1,000,000 1,061,000 4013 Prior Secured 168,127 0 135,000 154,000 154,000
4014 Prior Unsecured 30,354 0 30,000 0 0
4015 Supplemental 483,671 0 14,000 0 0
4016 Penalties 59,895 0 19,000 0 0
4020 Sales & Use Taxes 14,775,027 14,984,000 14,772,000 14,468,000 14,862,000 4021 1/2 Cents Sales Tax 5,699,899 5,697,000 5,697,000 5,958,000 6,142,000 4030 Transient Occupancy Tax 2,916,050 3,876,000 3,650,000 3,840,000 3,917,000 4040 Utility User Tax 3,366,768 3,299,000 3,306,000 3,306,000 3,314,000 4053 Documentary Transfer Tax 635,862 732,000 556,000 556,000 595,000 4050.110 Business License 1,339,963 1,461,000 1,461,000 1,491,000 1,521,000 4050.120 Business License - Penalties 53,553 52,000 52,000 0 0 4050.130 Business License - Registration 82,968 85,000 85,000 0 0 Subtotal 53,459,629 56,436,000 56,078,000 56,908,000 59,286,000
LICENSES & PERMITS
4101.XXX Franchise Fees 4,177,233 4,382,000 4,129,000 4,267,000 4,410,000 4101.140 PEG Fees 61,744 50,000 50,000 50,000 50,000
4103 Animal License 11,678 6,000 9,000 9,000 9,000
4104 Document Reproduction & Certification 16,419 12,000 12,000 0 0 4105 Records Automation fee 220,613 0 123,000 100,000 100,000 4120 Spec NPD Fees-False Alarms 39,684 30,000 34,000 30,000 30,000 4121 Spec NPD Fees-Emergency Response Cost Recovery 10 0 0 0 0 4122 Spec NPD Fees-Towing Administration 40,675 50,000 46,000 25,000 25,000 4123 Abandoned Vehicle Abatement 109,989 20,000 30,000 20,000 20,000 4124 Animal Control Fees 1,530 0 1,000 0 0
4125 Spec NPD Fees-Miscellaneous 1,575 0 10,000 0 0
4130 Special Fire Fee 7,246 8,000 0 7,000 7,000
4132 Spec FD Fee-Fire Permits 150,306 145,000 118,000 118,000 118,000 4135 Spec FD Fee Miscellaneous 3,370 0 3,000 0 0
4140 Home Occupation Fee 20,642 11,000 18,000 11,000 11,000 4141 Zoning Fee 193,022 40,000 201,000 200,000 200,000
4142 Code Enforcement 3,960 10,000 19,000 10,000 10,000 4150 Bldg. Construction Permits 2,222,237 1,650,000 1,424,000 1,680,000 1,680,000 4152 Bldg. Plan Review Fees 1,008,291 830,000 883,000 800,000 800,000 4151 Bldg. Permit Application Fee 112,201 71,000 87,000 70,000 70,000 4153 Fire Preventive Review Fee 158 0 0 0 0
4154.110 Alarm User Permit 3,494 4,000 4,000 4,000 4,000 4154.120 Alarm User Permit - Renewal 5,944 2,000 3,000 2,000 2,000 4157 Street & Curb Permit 248,053 465,000 203,000 250,000 250,000 4158 Plan Checking Fee 283,332 679,000 237,000 325,000 325,000 4160 Maintenance-Utility Charges 660 0 1,000 0 0
4161 Stormwater Quality Control Plan 7,134 6,000 6,000 5,000 5,000 4162 Storm Drain Fees 511,597 505,000 505,000 500,000 510,000 4163 Weed Abatement Fee 5,614 7,000 4,000 4,000 4,000
4164 Landscape & Lighting Maintenance 399,407 0 0 0 0
4199 Other Licenses & Permits 8,402 11,000 11,000 11,000 11,000 Subtotal 9,876,218 8,994,000 8,171,000 8,498,000 8,651,000 Packet 53Page 96
SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted
FINES & FORFEITURES
4610 Vehicle Code Fines 509,975 815,000 588,000 588,000 588,000 4611 Parking Fines (247) 50,000 40,000 40,000 40,000
4612 Other Fines (132,024) 10,000 6,000 6,000 6,000
Subtotal 377,704 875,000 634,000 634,000 634,000
USE OF MONEY & PROPERTY
4880 Investment Earnings 941,191 1,092,000 203,000 80,000 80,000 4881 Sweep Invest Earnings 1,513 0 2,000 0 0
4185/489X Rents & Concessions 128,990 367,000 277,000 408,000 420,000 Subtotal 1,071,694 1,459,000 482,000 488,000 500,000
REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 255,101 233,000 252,000 233,000 233,000 4701 Motor Vehicle-In-Lieu 35,913 35,000 57,000 57,000 57,000 4703 Prop 172 Public Safety Sales Tax 385,017 0 429,000 437,000 454,000 4704 Homeowner Relief 97,800 88,000 98,000 98,000 98,000 4705 Other State Grants 74,400 10,000 1,000 10,000 10,000 472X State Gasoline Tax 728,163 1,213,000 928,000 1,033,000 1,060,000 4792 Other State Grants 213,076 178,104 139,000 113,000 113,000 4742 Federal & County Grants 330,258 345,000 270,000 275,000 275,000 4750 POST Reimbursement 19,355 30,000 32,000 30,000 30,000 4790 Miscellaneous Services 104,218 12,000 221,000 228,000 228,000 4791 County Grants/Reimbursements 52,818 0 39,000 0 0
4793 Federal Grants 636,861 5,980,000 5,937,000 5,980,000 80,000 4795 Donations 793 0 1,000 0 0
Subtotal 2,933,773 8,124,104 8,404,000 8,494,000 2,638,000
CHARGES FOR SERVICES
4180 General Recreation Services 305,995 287,000 269,000 287,000 290,000 4181 Silliman General Aquatic Program 59,233 627,000 225,000 250,000 300,000 4182 Silliman Center General Admission 51,403 825,000 311,000 280,000 290,000 4183 Silliman Contract Classes 24,168 170,000 138,000 140,000 150,000 4186 Child Care Activity 422 540,000 157,000 430,000 440,000 4187 Preschool Activity 0 138,000 35,000 40,000 45,000
4189 Senior Center Contract Classes 1,080 42,000 2,000 21,000 22,000 4190 Recreation Processing Fee 989 0 2,000 0 0
Subtotal 443,290 2,629,000 1,139,000 1,448,000 1,537,000
OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 71,740 71,000 83,000 71,000 71,000 4930 Contribution from Private Sources 0 0 1,000 0 0
4990 Other Revenue 147,488 120,000 111,000 110,000 110,000 4905 Settlement-Court Cases 34,981 0 0 0 0
4995 Misc Reimbursement 127,815 0 5,000 6,000 6,000
4997 Proceeds From Asset Disposition 230 0 0 0 0
4998 Cash Short/Over 1,284 0 (2,000) 0 0
Subtotal 383,538 191,000 198,000 187,000 187,000
TOTAL OPERATING REVENUE 68,545,846 78,708,104 75,106,000 76,657,000 73,433,000 Packet 54Page 97
SUMMARY OF BUDGETED REVENUES
Fiscal Years 2021, 2022, 2023 and 2024
Code Revenue by Source 2021 Actual 2022 Budgeted 2022 Estimate 2023 Budgeted 2024 Budgeted
CAPITAL FUNDS
USE OF MONEY & PROPERTY
4880 Investment Earnings 205,460 0 47,000 0 0
4881 Sweep Invest Earnings 1,392 0 0 0 0
Subtotal 206,852 0 47,000 0 0
REVENUE FROM OTHER AGENCIES
4723 State Gasoline Tax 337,568 0 341,000 380,000 390,000 4725 HUTA RMRA SB1 907,758 1,012,000 1,012,000 1,114,000 1,114,000 4995 Misc Reimbursement 0 0 42,000 0 0
474X Measure B/BB/F 1,516,734 1,515,000 1,228,000 1,539,000 1,564,000 4730 Measure D Revenue 72,416 125,000 146,000 125,000 125,000 4790 Other Governmental Agencies 0 150,000 0 0 0
4793 Federal/County Grants 641,877 0 50,000 138,000 140,000 Subtotal 3,476,353 2,802,000 2,819,000 3,296,000 3,333,000
IMPACT FEES
4146 Art In Public Places 116,855 70,000 50,000 83,000 20,000 4143 Park Impact Fees 2,874,677 2,000,000 1,571,000 3,406,000 442,000 4144 Development Impact Fees 15,819,472 0 7,635,000 9,306,000 5,238,000 4145 Community Development Maint. Fees 780,453 563,000 226,000 54,000 11,000 Subtotal 19,591,457 2,633,000 9,482,000 12,849,000 5,711,000 SUBTOTAL CAPITAL FUNDS REVENUE 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL CAPITAL FUNDS REVENUE 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL REVENUE 91,820,509 84,143,104 87,454,000 92,802,000 82,477,000
REVENUE SUMMARY RECAP
Operating Revenue 68,545,846 78,708,104 75,106,000 76,657,000 73,433,000 Capital Funds Revenue 23,274,663 5,435,000 12,348,000 16,145,000 9,044,000 TOTAL REVENUE 91,820,509 84,143,104 87,454,000 92,802,000 82,477,000 Packet 55Page 98
TOTAL
TOTAL
Fiscal Year 2023
$76,657,000
Budgeted Revenue by Source
Fiscal Year 2023
$92,802,000
Budgeted Operating Revenue by Source
17.4%, 16,145,000
0.2%, 187,000
0.5%, 488,000
9.2%, 8,494,000
0.7%, 634,000
9.2%, 8,498,000
1.6%, 1,448,000
2.2%, 2,047,000
3.6%, 3,306,000
4.1%, 3,840,000
6.4%, 5,958,000
15.6%, 14,468,000
29.4%, 27,289,000
Capital Funds
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
0.2%, $187,000
0.6%, $488,000
11.1%, $8,494,000
0.8%, $634,000
11.1%, $8,498,000
1.9%, $1,448,000
2.7%, $2,047,000
4.3%, $3,306,000
5.0%, $3,840,000
7.8%, $5,958,000
18.9%, $14,468,000
35.6%, $27,289,000
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
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TOTAL
TOTAL $73,433,000
Budgeted Revenue by Source
Fiscal Year 2024
$82,477,000
Budgeted Operating Revenue by Source
Fiscal Year 2024
11.0%, 9,044,000
0.2%, 187,000
0.6%, 500,000
3.2%, 2,638,000
0.8%, 634,000
10.5%, 8,651,000
1.9%, 1,537,000
2.6%, 2,116,000
4.0%, 3,314,000
4.7%, 3,917,000
7.4%, 6,142,000
18.0%, 14,862,000
35.1%, 28,935,000
Capital Funds
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
0.3%, $187,000
0.7%, $500,000
3.6%, $2,638,000
0.9%, $634,000
11.8%, $8,651,000
2.1%, $1,537,000
2.9%, $2,116,000
4.5%, $3,314,000
5.3%, $3,917,000
8.4%, $6,142,000
20.2%, $14,862,000
39.4%, $28,935,000
Other Revenues
Use of Money & Property
Revenue from Other Agencies
Fines & Forfeitures
Licenses & Permits
Charges for Services
Taxes - Other
Utility Users Tax
TOT
1/2 Cent Sales Tax
Taxes - Sales
Taxes - Property
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SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2023
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center
Total
Operating
Special Revenue &
Capital Funds
TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 19,907,000 0 0 0 19,907,000 0
4011 Current Secured - VLF 6,228,000 0 0 0 6,228,000 0
4012 Current Unsecured 1,000,000 0 0 0 1,000,000 0
4013 Prior Secured 154,000 0 0 0 154,000 0
4020 Sales & Use Taxes 14,468,000 0 0 0 14,468,000 0
4021 1/2 Cents Sales Tax 5,958,000 0 0 0 5,958,000 0
4030 Transient Occupancy Tax 3,840,000 0 0 0 3,840,000 0 4040 Utility User Tax 3,306,000 0 0 0 3,306,000 0
4053 Documentary Transfer Tax 556,000 0 0 0 556,000 0
4050.110 Business License 1,491,000 0 0 0 1,491,000 0
Subtotal 56,908,000 0 0 0 56,908,000 0
LICENSES & PERMITS
4101.XXX Franchise Fees 4,267,000 0 0 0 4,267,000 0
4101.140 PEG Fees 0 0 0 0 0 50,000
4103 Animal License 9,000 0 0 0 9,000 0
4105 Records Automation fee 0 100,000 0 0 100,000 0
4120 Spec NPD Fees-False Alarms 30,000 0 0 0 30,000 0
4122 Spec NPD Fees-Towing Administration 25,000 0 0 0 25,000 0 4123 Abandoned Vehicle Abatement 20,000 0 0 0 20,000 0
4130 Special Fire Fee 7,000 0 0 0 7,000 0
4132 Spec FD Fee-Fire Permits 118,000 0 0 0 118,000 0
4140 Home Occupation Fee 0 11,000 0 0 11,000 0
4141 Zoning Review Fee 0 200,000 0 0 200,000 0
4142 Code Enforcement 0 10,000 0 0 10,000 0
4150 Bldg. Construction Permits 0 1,680,000 0 0 1,680,000 0 4151 Bldg. Permit Application Fee 0 70,000 0 0 70,000 0 4152 Bldg Plan Review Fees 0 800,000 0 0 800,000 0
4154.110 Alarm User Permit 4,000 0 0 0 4,000 0
4154.120 Alarm User Permit - Renewal 2,000 0 0 0 2,000 0 4157 Street & Curb Permit 0 250,000 0 0 250,000 0
4158 Plan Checking Fee 0 325,000 0 0 325,000 0
4161 Stormwater Quality Control Plan 0 5,000 0 0 5,000 0 4162 Storm Drain Fees 0 0 0 500,000 500,000 0
4163 Weed Abatement Fee 0 0 0 4,000 4,000 0
4199 Other Licenses & Permits 1,000 10,000 0 0 11,000 0 Subtotal 4,483,000 3,461,000 0 504,000 8,448,000 50,000 Packet Page 58 101
SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2023
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center
Total
Operating
Special Revenue &
Capital Funds
FINES & FORFEITURES
4610 Vehicle Code Fines 588,000 0 0 0 588,000 0
4611 Parking Fines 40,000 0 0 0 40,000 0
4612 Other Fines 6,000 0 0 0 6,000 0
Subtotal 634,000 0 0 0 634,000 0
USE OF MONEY & PROPERTY
4880 Investment Earnings 80,000 0 0 0 80,000 0
4185/489X Rents & Concessions 0 0 408,000 0 408,000 0
Subtotal 80,000 0 408,000 0 488,000 0
REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 0 0 0 0 0 233,000
4701 Motor Vehicle-In-Lieu 57,000 0 0 0 57,000 0
4703 Prop 172 Public Safety Sales Tax 437,000 0 0 0 437,000 0 4704 Homeowner Relief 98,000 0 0 0 98,000 0
4705 State Mandates SB90 10,000 0 0 0 10,000 0
4725 HUTA RMRA SB1 0 0 0 0 0 1,114,000
472X State Gasoline Tax 0 0 0 0 0 1,413,000
4730 Measure D Revenue 0 0 0 0 0 125,000
4792 Other State Grants/Reimbursements 0 0 0 0 0 113,000 4740 ACTC (LOCAL STREETS & ROADS) 0 0 0 0 0 1,060,000
4741 ACTC (BICYCLE & PEDESTRIAN) 0 0 0 0 0 284,000
4742 ACTC (Paratransit Program) 0 0 0 0 0 275,000
4743 ACTC (LOCAL RD IMPROVEMENT/REPAIR PRGM) 0 0 0 0 0 195,000 4750 POST Reimbursement 30,000 0 0 0 30,000 0
4790 Other Governmental Agencies 12,000 216,000 0 0 228,000 0 4793 Federal Grants/Awards 10,000 0 0 0 10,000 6,108,000 Subtotal 654,000 216,000 0 0 870,000 10,920,000
CHARGES FOR SERVICES
4180 General Recreation Services 0 0 287,000 0 287,000 0 4181 Silliman General Aquatic Program 0 0 250,000 0 250,000 0 4182 Silliman Center General Admission 0 0 280,000 0 280,000 0 4183 Silliman Contract Classes 0 0 140,000 0 140,000 0
4186 Child Care Activity 0 0 430,000 0 430,000 0
4187 Preschool Activity 0 0 40,000 0 40,000 0
4189 Senior Center Contract Classes 0 0 21,000 0 21,000 0 Subtotal 0 0 1,448,000 0 1,448,000 0
IMPACT FEES
4146 Art In Public Places 0 0 0 0 0 83,000
4143 Park Impact Fees 0 0 0 0 0 3,406,000
4144 Development Impact Fees 0 0 0 0 0 9,306,000
4145 Community Development Maint. Fees 0 0 0 0 0 54,000 Subtotal 0 0 0 0 0 12,849,000
OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 0 36,000 0 35,000 71,000 0 4990 Other Revenue 0 110,000 0 0 110,000 0
4995 Misc Reimbursement 0 6,000 0 0 6,000 0
Subtotal 0 152,000 0 35,000 187,000 0
TOTAL REVENUE 62,759,000 3,829,000 1,856,000 539,000 68,983,000 23,819,000 TOTAL 62,759,000 3,829,000 1,856,000 539,000 68,983,000 23,819,000 Packet Page 59 102
SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2024
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center Total Operating
Special Revenue &
Capital Funds
TAXES-PROPERTY, SALES, OTHER
4010 Current Secured 21,114,000 0 0 0 21,114,000 0
4011 Current Secured - VLF 6,606,000 0 0 0 6,606,000 0
4012 Current Unsecured 1,061,000 0 0 0 1,061,000 0
4013 Prior Secured 154,000 0 0 0 154,000 0
4020 Sales & Use Taxes 14,862,000 0 0 0 14,862,000 0
4021 1/2 Cents Sales Tax 6,142,000 0 0 0 6,142,000 0
4030 Transient Occupancy Tax 3,917,000 0 0 0 3,917,000 0 4040 Utility User Tax 3,314,000 0 0 0 3,314,000 0
4053 Documentary Transfer Tax 595,000 0 0 0 595,000 0
4050.110 Business License 1,521,000 0 0 0 1,521,000 0
Subtotal 59,286,000 0 0 0 59,286,000 0
LICENSES & PERMITS
4101.XXX Franchise Fees 4,410,000 0 0 0 4,410,000 0
4101.140 PEG Fees 0 0 0 0 0 50,000
4103 Animal License 9,000 0 0 0 9,000 0
4105 Records Automation fee 0 100,000 0 0 100,000 0
4120 Spec NPD Fees-False Alarms 30,000 0 0 0 30,000 0
4122 Spec NPD Fees-Towing Administration 25,000 0 0 0 25,000 0 4123 Abandoned Vehicle Abatement 20,000 0 0 0 20,000 0
4130 Special Fire Fee 7,000 0 0 0 7,000 0
4132 Spec FD Fee-Fire Permits 118,000 0 0 0 118,000 0
4140 Home Occupation Fee 0 11,000 0 0 11,000 0
4141 Zoning Review Fee 0 200,000 0 0 200,000 0
4142 Code Enforcement 0 10,000 0 0 10,000 0
4150 Bldg. Construction Permits 0 1,680,000 0 0 1,680,000 0 4151 Bldg. Permit Application Fee 0 70,000 0 0 70,000 0 4152 Bldg Plan Review Fees 0 800,000 0 0 800,000 0
4154.110 Alarm User Permit 4,000 0 0 0 4,000 0
4154.120 Alarm User Permit - Renewal 2,000 0 0 0 2,000 0 4157 Street & Curb Permit 0 250,000 0 0 250,000 0
4158 Plan Checking Fee 0 325,000 0 0 325,000 0
4161 Stormwater Quality Control Plan 0 5,000 0 0 5,000 0 4162 Storm Drain Fees 0 0 0 510,000 510,000 0
4163 Weed Abatement Fee 0 0 0 4,000 4,000 0
4199 Other Licenses & Permits 1,000 10,000 0 0 11,000 0 Subtotal 4,626,000 3,461,000 0 514,000 8,601,000 50,000 Packet Page 60 103
SUMMARY OF BUDGETED REVENUES
General and Cost Center Funds - Fiscal Year 2024
Code Revenue by Source General
Development
Cost Center
Recreation
Cost Center
Maintenance
Cost Center Total Operating
Special Revenue &
Capital Funds
FINES & FORFEITURES
4610 Vehicle Code Fines 588,000 0 0 0 588,000 0
4611 Parking Fines 40,000 0 0 0 40,000 0
4612 Other Fines 6,000 0 0 0 6,000 0
Subtotal 634,000 0 0 0 634,000 0
USE OF MONEY & PROPERTY
4880 Investment Earnings 80,000 0 0 0 80,000 0
4185/489X Rents & Concessions 0 0 420,000 0 420,000 0
Subtotal 80,000 0 420,000 0 500,000 0
REVENUE FROM OTHER AGENCIES
4019 Paramedic Parcel Tax 0 0 0 0 0 233,000
4701 Motor Vehicle-In-Lieu 57,000 0 0 0 57,000 0
4703 Prop 172 Public Safety Sales Tax 454,000 0 0 0 454,000 0 4704 Homeowner Relief 98,000 0 0 0 98,000 0
4705 State Mandates SB90 10,000 0 0 0 10,000 0
472X State Gasoline Tax 0 0 0 0 0 1,450,000
4725 HUTA RMRA SB1 0 0 0 0 0 1,114,000
4730 Measure D Revenue 0 0 0 0 0 125,000
4792 Other State Grants/Reimbursements 0 0 0 0 0 113,000 4742 ACTC (Paratransit Program) 0 0 0 0 0 1,839,000
4750 POST Reimbursement 30,000 0 0 0 30,000 0
4790 Other Governmental Agencies 12,000 216,000 0 0 228,000 0 4793 Federal Grants/Awards 10,000 0 0 0 10,000 210,000
Subtotal 671,000 216,000 0 0 887,000 5,084,000
CHARGES FOR SERVICES
4180 General Recreation Services 0 0 290,000 0 290,000 0 4181 Silliman General Aquatic Program 0 0 300,000 0 300,000 0 4182 Silliman Center General Admission 0 0 290,000 0 290,000 0 4183 Silliman Contract Classes 0 0 150,000 0 150,000 0
4186 Child Care Activity 0 0 440,000 0 440,000 0
4187 Preschool Activity 0 0 45,000 0 45,000 0
4189 Senior Center Contract Classes 0 0 22,000 0 22,000 0 Subtotal 0 0 1,537,000 0 1,537,000 0
IMPACT FEES
4146 Art In Public Places 0 0 0 0 0 20,000
4143 Park Impact Fees 0 0 0 0 0 442,000
4144 Development Impact Fees 0 0 0 0 0 5,238,000
4145 Community Development Maint. Fees 0 0 0 0 0 11,000 Subtotal 0 0 0 0 0 5,711,000
OTHER REVENUES
4910 Landscape & Lighting Contract Admin Fee 0 36,000 0 35,000 71,000 0 4990 Other Revenue 0 110,000 0 0 110,000 0
4995 Misc Reimbursement 0 6,000 0 0 6,000 0
Subtotal 0 152,000 0 35,000 187,000 0
TOTAL REVENUE 65,297,000 3,829,000 1,957,000 549,000 71,632,000 10,845,000 TOTAL 65,297,000 3,829,000 1,957,000 549,000 71,632,000 10,845,000 Packet Page 61 104
TOTAL
TOTAL
Fiscal Year 2023
$74,148,000
Budgeted Total Expenditures
Fiscal Year 2023
$78,731,000
Budgeted Operating Expenditures
5.8%, $4,583,000
7.6%, $5,956,000
7.8%, $6,151,000
7.3%, $5,729,000
9.6%, $7,557,000
15.1%, $11,908,000
34.4%, $27,058,000
12.4%, $9,789,000
Capital Funds
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
8.0%, $5,956,000
8.3%, $6,151,000
7.7%, $5,729,000
10.2%, $7,557,000
16.1%, $11,908,000
36.5%, $27,058,000
13.2%, $9,789,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
Packet Page 62 105
TOTAL
TOTAL
Fiscal Year 2024
$75,940,000
Budgeted Total Expenditures
Fiscal Year 2024
$80,587,000
Budgeted Operating Expenditures
7.6% $6,140,000
8.1% $6,509,000
5.8% $4,647,000
7.2% $5,768,000
9.4% $7,568,000
15.8% $12,771,000
34.2% $27,557,000
$9,627,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Capital Funds
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
8.1% $6,140,000
8.6% $6,509,000
7.6% $5,768,000
10.0% $7,568,000
16.8% $12,771,000
36.3% $27,557,000
$9,627,000
Transfer out to Civic Ctr/Debt Svc
Maintenance Cost Center
Recreation Fund
Development Fund
Fire Services-General Fund
Police Services-General Fund
General Government-General Fund
Packet Page 63 106
SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel
GENERAL FUND
GENERAL GOVERNMENT
10.010.100 Mayor-Council 326,000 326,000 409,000 0.52 201,000 208,000 413,000 0.51 204,000 209,000
13.013.130 City Clerk 283,000 362,000 535,000 0.68 317,000 218,000 374,000 0.46 325,000 49,000
15.015.150 City Attorney 902,000 549,000 470,000 0.60 0 470,000 482,000 0.60 0 482,000 Subtotal 1,511,000 1,237,000 1,414,000 1.80 518,000 896,000 1,269,000 1.57 529,000 740,000
MANAGEMENT/SUPPORT SERVICES
20.020.200 Management Services 1,009,000 1,082,000 1,468,000 1.86 1,126,000 342,000 1,493,000 1.85 1,153,000 340,000
21.021.200 Information Technology 1,326,000 1,307,000 2,050,000 2.60 814,000 1,236,000 2,007,000 2.49 835,000 1,172,000
22.022.200 Human Resources Services 1,455,000 1,284,000 1,622,000 2.06 912,000 710,000 1,542,000 1.91 846,000 696,000
80.080.800 Financial Services 2,132,000 1,960,000 2,383,000 3.03 1,587,000 796,000 2,437,000 3.02 1,628,000 809,000 Subtotal 5,922,000 5,633,000 7,523,000 9.56 4,439,000 3,084,000 7,479,000 9.28 4,462,000 3,017,000
ECONOMIC DEVELOPMENT
50.051.510 Economic Development 686,200 705,000 690,000 0.88 331,000 359,000 710,000 0.88 337,000 373,000 Subtotal 686,200 705,000 690,000 0.88 331,000 359,000 710,000 0.88 337,000 373,000
LIBRARY
27.027.270 Library Support 73,000 73,000 162,000 0.21 0 162,000 169,000 0.21 0 169,000 Subtotal 73,000 73,000 162,000 0.21 0 162,000 169,000 0.21 0 169,000
POLICE SERVICES
30.030.300 Police Administration 1,123,000 1,095,000 1,174,000 1.49 1,049,000 125,000 1,191,000 1.48 1,076,000 115,000
30.300.301 School Crossing Guards 124,000 124,000 142,000 0.18 0 142,000 145,000 0.18 0 145,000
30.030.302 Animal Control 408,000 408,000 434,000 0.55 157,000 277,000 440,000 0.55 160,000 280,000
30.031.310 Patrol 16,163,000 15,230,000 16,899,000 21.46 13,466,000 3,433,000 17,359,000 21.54 13,788,000 3,571,000
30.032.320 Investigations 2,999,000 2,074,000 2,955,000 3.75 2,543,000 412,000 2,894,000 3.59 2,602,000 292,000
30.033.330 Records & Communications 4,504,000 5,154,000 5,442,000 6.91 4,318,000 1,124,000 5,516,000 6.84 4,420,000 1,096,000
30.034.340 Police Reserves 18,000 0 12,000 0.02 0 12,000 12,000 0.01 0 12,000 Subtotal 25,339,000 24,085,000 27,058,000 34.37 21,533,000 5,525,000 27,557,000 34.20 22,046,000 5,511,000
FIRE SERVICES
40.040.400 Fire, Life, & Environmental Protection 12,274,000 12,274,000 11,904,000 15.12 0 11,904,000 12,767,000 15.84 0 12,767,000
40.041.400 EMS Assessment 0 4,000 4,000 0.01 0 4,000 4,000 0.00 0 4,000 Subtotal 12,274,000 12,278,000 11,908,000 15.12 0 11,908,000 12,771,000 15.85 0 12,771,000 TOTAL GENERAL FUND 45,805,200 44,011,000 48,755,000 61.93 26,821,000 21,934,000 49,955,000 61.99 27,374,000 22,581,000 Packet Page 64 107
SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 45,805,200 44,011,000 48,755,000 61.93 26,821,000 21,934,000 49,955,000 61.99 27,374,000 22,581,000
DEVELOPMENT COST CENTER
PLANNING & DEVELOPMENT
50.052.520 Planning 1,328,000 694,000 1,280,000 1.63 636,000 644,000 1,214,000 1.51 651,000 563,000
50.053.530 Community Preservation 534,000 491,000 815,000 1.04 653,000 162,000 825,000 1.02 669,000 156,000 Subtotal 1,862,000 1,185,000 2,095,000 2.66 1,289,000 806,000 2,039,000 2.53 1,320,000 719,000
BUILDING INSPECTION
60.062.620 Building Inspection 2,076,000 1,565,000 1,877,000 2.38 1,424,000 453,000 1,900,000 2.36 1,459,000 441,000 Subtotal 2,076,000 1,565,000 1,877,000 2.38 1,424,000 453,000 1,900,000 2.36 1,459,000 441,000
ENGINEERING
60.061.611 Engineering 2,830,000 2,619,000 3,240,000 4.12 2,018,000 1,222,000 3,277,000 4.07 2,069,000 1,208,000 Subtotal 2,830,000 2,619,000 3,240,000 4.12 2,018,000 1,222,000 3,277,000 4.07 2,069,000 1,208,000
COMMUNITY DEVELOPMENT
50.054.540 General Plans Programs 568,000 326,000 345,000 0.44 345,000 0 352,000 0.44 352,000 0
50.059.590 Grants/Pass Through 1,500,000 1,445,000 0 0.00 0 0.00 Subtotal 2,068,000 1,771,000 345,000 0.44 345,000 0 352,000 0.44 352,000 0 TOTAL DEVELOPMENT FUND 8,836,000 7,140,000 7,557,000 10 5,076,000 2,481,000 7,568,000 9 5,200,000 2,368,000
RECREATION COST CENTER
RECREATION
70.071.710 General Recreation Services 1,123,723 967,000 1,054,000 1.34 530,000 524,000 1,087,000 1.35 539,000 548,000
70.072.720 Youth/Adult Sports,Fitness,&Wellness 847,000 953,000 628,000 0.80 361,000 267,000 641,000 0.80 368,000 273,000
70.073.730 Activity & Family Aquatic Center 2,793,000 2,255,000 2,420,000 3.07 1,481,000 939,000 2,399,000 2.98 1,494,000 905,000
70.074.740 Licensed Child Care 682,000 614,000 796,000 1.01 631,000 165,000 802,000 1.00 645,000 157,000
70.075.750 Senior Services 436,000 420,000 611,000 0.78 488,000 123,000 619,000 0.77 500,000 119,000
70.075.755 Paratransit (Measure B/BB) 440,000 317,000 220,000 0.28 0 220,000 220,000 0.27 0 220,000
70.079.790 Grants/Pass Through 0 10,000 0 0.00 0 0 0 0.00 0 0 Subtotal 6,321,723 5,536,000 5,729,000 7.28 3,491,000 2,238,000 5,768,000 7.16 3,546,000 2,222,000 TOTAL RECREATION FUND 6,321,723 5,536,000 5,729,000 7.28 3,491,000 2,238,000 5,768,000 7.16 3,546,000 2,222,000 Subtotal carried forward 60,962,923 56,687,000 62,041,000 78.80 35,388,000 26,653,000 63,291,000 78.54 36,120,000 27,171,000 Packet Page 65 108
SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity
2022
Amended
2022
Estimated
2023
Budgeted
% of
Total Personnel
Non
Personnel
2024
Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 60,962,923 56,687,000 62,041,000 78.80 35,388,000 26,653,000 63,291,000 78.54 36,120,000 27,171,000
MAINTENANCE COST CENTER
ENVIRONMENTAL SERVICES
60.063.631 Waste Management 673,104 242,000 376,000 0.48 284,000 92,000 380,000 0.47 290,000 380,000
60.063.632 Storm Drains 963,000 832,000 775,000 0.98 453,000 322,000 790,000 0.98 465,000 325,000 Subtotal 1,636,104 1,074,000 1,151,000 1 737,000 414,000 1,170,000 1 755,000 705,000
WEED ABATEMENT
60.064.641 Weed Abatement 18,000 108,000 39,000 0.05 21,000 18,000 39,000 0.05 21,000 18,000 Subtotal 18,000 108,000 39,000 0.05 21,000 18,000 39,000 0.05 21,000 18,000
STREET OPERATIONS & MAINTENANCE
60.064.612 Street Lighting & Traffic Signals 684,000 711,000 694,000 0.88 146,000 548,000 697,000 0.86 150,000 547,000
60.064.642 Street Repairs 957,000 767,000 1,066,000 1.35 340,000 726,000 1,194,000 1.48 348,000 846,000
60.068.682 Landscape & Lighting Districts 7,500 180,000 0 0.00 0 0 0 0.00 0 0 Subtotal 1,648,500 1,658,000 1,760,000 2.24 486,000 1,274,000 1,891,000 2.35 498,000 1,393,000
PARK & LANDSCAPE MAINTENANCE
60.064.643 Park & Landscape Maintenance 2,570,000 2,414,000 3,201,000 4.07 1,550,000 1,651,000 3,409,000 4.23 1,584,000 1,825,000 Subtotal 2,570,000 2,414,000 3,201,000 4.07 1,550,000 1,651,000 3,409,000 4.23 1,584,000 1,825,000 TOTAL MAINTENANCE FUND 5,872,604 5,254,000 6,151,000 7.81 2,794,000 3,357,000 6,509,000 8.08 2,858,000 3,941,000
FUND TRANSFERS
Transfer Out to Civic Center/Debt Service 5,956,000 7.56 6,140,000 7.62 TOTAL OPERATIONS 66,835,527 61,941,000 74,148,000 94 38,182,000 30,010,000 75,940,000 94.23 38,978,000 31,112,000
CAPITAL FUNDS
CAPITAL PROJECTS
90.091.910 Street Construction 3,230,000 6,011,000 4,121,000 5.23 0 4,121,000 4,183,000 5.19 0 4,183,000
90.092.920 Housing Community Development 0 374,000 141,000 0.18 0 141,000 143,000 0.18 0 143,000
90.093.930 Park Construction 0 (1,000) 0 0.00 0 0 0 0.00 0 0
90.094.940 Capital Improvements 1,444,700 4,525,000 321,000 0.41 0 321,000 321,000 0.40 0 321,000 Subtotal 4,674,700 10,909,000 4,583,000 5.82 0 4,583,000 4,647,000 5.77 0 4,647,000 TOTAL CAPITAL FUNDS 4,674,700 10,909,000 4,583,000 5.82 0 4,583,000 4,647,000 5.77 0 4,647,000 TOTAL OPERATIONS & CAPITAL 71,510,227 72,850,000 78,731,000 100.00 38,182,000 34,593,000 80,587,000 100.00 38,978,000 35,759,000 Subtotal carried forward 71,510,227 72,850,000 78,731,000 100.00 38,182,000 34,593,000 80,587,000 100.00 38,978,000 35,759,000 Packet Page 66 109
SUMMARY OF BUDGETED EXPENDITURES
Fiscal Years 2023 and 2024
Code Program/Activity 2022 Amended 2022 Estimated 2023 Budgeted % of
Total Personnel
Non
Personnel 2024 Budgeted
% of
Total Personnel
Non
Personnel
Subtotal brought forward 71,510,227 72,850,000 78,731,000 100.00 38,182,000 34,593,000 80,587,000 100.00 38,978,000 35,759,000
INTERNAL SERVICE FUNDS (ISF)
CAPITAL OUTLAY
87.701.800 Equipment Replacement 995,000 908,000 1,591,000 1.82 0 1,591,000 1,323,000 1.48 0 1,323,000 Subtotal 995,000 908,000 1,591,000 1.82 0 1,591,000 1,323,000 1.48 0 1,323,000
GENERAL
87.705.800 Office Support Services 97,000 115,000 103,000 0.12 0 103,000 103,000 0.11 0 103,000 Subtotal 97,000 115,000 103,000 0.12 0 103,000 103,000 0.11 0 103,000
SELF-INSURANCE
87.707.200 Workers' Compensation 1,085,000 843,000 1,106,000 1.26 35,000 1,071,000 1,117,000 1.25 35,000 1,082,000
87.706.150 Public Liability 1,553,000 1,336,000 1,779,000 2.03 35,000 1,744,000 2,000,000 2.23 35,000 1,965,000 Subtotal 2,638,000 2,179,000 2,885,000 3.29 70,000 2,815,000 3,117,000 3.48 70,000 3,047,000
MAINTENANCE
87.703.671 Equipment Maintenance 1,126,000 1,160,000 1,299,000 1.48 603,000 696,000 1,360,000 1.52 620,000 740,000
87.704.672 Civic Center/Other City Facilities 1,660,218 1,474,400 1,609,000 1.84 462,000 1,147,000 1,682,000 1.88 474,000 1,208,000
87.704.673 Silliman Center 786,016 685,000 822,000 0.94 92,000 730,000 871,000 0.97 94,000 777,000
87.704.674 Police Building 9,061 0 408,000 0.47 0 408,000 436,000 0.49 0 436,000
87.704.675 Library Building 5,820 0 179,000 0.20 0 179,000 196,000 0.22 0 196,000 Subtotal 3,587,115 3,319,400 4,317,000 4.93 1,157,000 3,160,000 4,545,000 5.07 1,188,000 3,357,000 TOTAL INTERNAL SERVICE FUNDS 7,317,115 6,521,400 8,896,000 10.15 1,227,000 7,669,000 9,088,000 10.13 1,258,000 7,830,000 COMPOSITE TOTAL 78,827,342 79,371,400 87,627,000 100.00 39,409,000 42,262,000 89,675,000 100.00 40,236,000 43,589,000 Packet Page 67 110
68,255,000 68,546,000
75,106,000
76,657,000
73,433,000
64,000,000
66,000,000
68,000,000
70,000,000
72,000,000
74,000,000
76,000,000
78,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Operating Revenues
Fiscal Year 2020-2024
78,301,000
91,821,000
87,454,000
92,802,000
82,477,000
70,000,000
75,000,000
80,000,000
85,000,000
90,000,000
95,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Revenues
Fiscal Year 2020-2024
Packet Page 68 111
94,129,000
107,334,000
72,850,000
78,731,000 80,587,000
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Expenditures
Fiscal Year 2020-2024
55,111,000
62,835,000 61,941,000
74,148,000 75,940,000
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
2020 Actual 2021 Actuals 2022 Estimate 2023 Budgeted 2024 Budgeted Total Operating Expenditures
Fiscal Year 2020-2024
Packet Page 69 112
General Fund Development Cost Center Recreation Cost Center Maintenance Cost Center Special Revenue and Capital Funds Activities Expenditures Expenditures Expenditures Expenditures Expenditures General Government 1,414,000 Planning 1,280,000 General Recreation Services 1,054,000 Weed Abatement 39,000 Street Construction 4,121,000 Management/Support 7,523,000 Community Preservation 815,000 Youth/Adult Sports, Fitness & Wellness 628,000 Street Lighting & Traffic Signals 694,000 Housing Community Development 141,000 Police Services 27,058,000 Building Inspection 1,877,000 Activity & Family Aquatic Center 2,420,000 Street Repairs 1,066,000 Capital Improvements 321,000 Fire Services 11,908,000 Engineering 3,240,000 Licensed Child Care 796,000 Storm Drains 775,000 Subtotal 4,583,000 Economic Development 690,000 General Plans Programs 345,000 Seniors Activity & Services 611,000 Waste Management 376,000 Library Support 162,000 Total 7,557,000 Total 5,509,000 Park & Landscape Maintenance 3,201,000 Fund Transfer to General Fund 0 Total 48,755,000 Total 6,151,000
Total 4,583,000
Special Revenue Funds
Paratransit Services 220,000
Transfer Out to Civic Center/Debt Service 5,956,000 Total 220,000 Grand Total of Expenditures 5,729,000
Funding Sources Revenue Revenue Revenue Revenue Revenue Property Tax 27,289,000 Construction Permits 1,680,000 Charges for Services: Charges for Services: Art in Public Places 83,000 Sales Tax 14,468,000 Street & Curb Permits 250,000 General Recreation Services 287,000 Weed Abatement 4,000 PEG Fees 50,000 1/2 Cent Sales Tax 5,958,000 Other Permits & Licenses 906,000 Activity Users Fee 250,000 Environmental Services 500,000 State Gasoline Tax 1,114,000 Transient Occupancy Tax 3,840,000 Charges for Services: General Aquatic Programs 280,000 Other Revenues 35,000 Other Agencies 3,298,000 Utility Users Tax 3,306,000 Zoning Fee 200,000 Concession Operations 408,000 Funded by ARPA 307,000 Federal Grants 6,108,000 Franchise Fee 4,267,000 Plan Checking Fee 325,000 General Community & Human Services 140,000 Funded by Measure D 125,000 Park Impact Fees 3,406,000 Documentary Transfer Tax 556,000 Miscellaneous Reimb. 216,000 Child Care Activity 430,000 General Fund Contribution 5,180,000 84% Development Impact Fees 9,306,000 Business License 1,491,000 Microfilm./Records Auto Fees 100,000 Preschool Activity 40,000 Total 6,151,000 Community Dev. Maint. Fees 54,000 Other Permits & Licenses 28,000 Other Revenues 152,000 Senior Center Activity 21,000 Subtotal 23,419,000 Fines & Forfeitures 634,000 Funded by ARPA 842,000 Other Revenues Use of Money & Property 80,000 General Fund Contribution 2,886,000 38% Funded by ARPA 551,000 Fund Appropriation:
Vehicle In Lieu 57,000 Total 7,557,000 Funded by Measure B 275,000 Street Construction Homeowners Relief 98,000 General Fund Contribution 3,047,000 53% Total 23,419,000 Intergovernmental Revenues 487,000 Total 5,729,000
Charges for Services:
Public Safety 200,000
Subtotal 62,759,000
Transfer from ARPA 429,000
Vacancy Savings 2,531,837
Cost Center Contributions
Development Cost Center (2,886,000)
Recreation Cost Center (3,047,000)
Maintenance Cost Center (5,180,000)
Total 54,606,837
Surplus/(Deficit) (104,163) - - - Surplus/(Deficit) 18,836,000
SUMMARY OF BUDGETED REVENUES &
EXPENDITURES - FISCAL YEAR 2023
OPERATING CAPITAL
Packet Page 70 113
General Fund Development Cost Center Recreation Cost Center Maintenance Cost Center Special Revenue and Capital Funds Activities Expenditures Expenditures Expenditures Expenditures Expenditures General Government 1,269,000 Planning 1,214,000 General Recreation Services 1,087,000 Weed Abatement 39,000 Street Construction 4,183,000 Management/Support 7,479,000 Community Preservation 825,000 Youth/Adult Sports, Fitness & Wellness 641,000 Street Lighting & Traffic Signals 697,000 Housing Community Development 143,000 Police Services 27,557,000 Building Inspection 1,900,000 Activity & Family Aquatic Center 2,399,000 Street Repairs 1,194,000 Capital Improvements 321,000 Fire Services 12,771,000 Engineering 3,277,000 Licensed Child Care 802,000 Storm Drains 790,000 Subtotal 4,647,000 Economic Development 710,000 General Plans Programs 352,000 Seniors Activity & Services 619,000 Waste Management 380,000 Library Support 169,000 Total 7,568,000 Total 5,548,000 Park & Landscape Maintenance 3,409,000 Fund Transfer to General Fund 0 Total 49,955,000 Total 6,509,000 Total 4,647,000
Special Revenue Funds
Paratransit Services 220,000
Transfer Out to Civic Center/Debt Service 6,140,000 Total 220,000 Grand Total of Expenditures 5,768,000
Funding Sources Revenue Revenue Revenue Revenue Revenue Property Tax 28,935,000 Construction Permits 1,680,000 Charges for Services: Charges for Services: Art in Public Places 20,000 Sales Tax 14,862,000 Street & Curb Permits 250,000 General Recreation Services 290,000 Weed Abatement 4,000 PEG Fees 50,000 1/2 Cent Sales Tax 6,142,000 Other Permits & Licenses 906,000 Activity Users Fee 300,000 Environmental Services 510,000 State Gasoline Tax 1,450,000 Transient Occupancy Tax 3,917,000 Charges for Services: General Aquatic Programs 290,000 Funded by Measure D 125,000 Other Agencies 3,024,000 Utility Users Tax 3,314,000 Zoning Fee 200,000 Concession Operations 420,000 Other Revenues 35,000 Federal Grants 210,000 Franchise Fee 4,410,000 Plan Checking Fee 325,000 General Community & Human Services 150,000 Funded by ARPA 240,000 Park Impact Fees 442,000 Documentary Transfer Tax 595,000 Miscellaneous 216,000 Child Care Activity 440,000 General Fund Contribution 5,595,000 86% Development Impact Fees 5,238,000 Business License 1,521,000 Microfilm./Records Auto Fees 100,000 Preschool Activity 45,000 Total 6,509,000 Community Dev. Maint. Fees 11,000 Other Permits & Licenses 28,000 Other Revenues 152,000 Senior Center Activity 22,000 Subtotal 10,445,000 Fines & Forfeitures 634,000 Funded by ARPA 643,000 Other Revenues Use of Money & Property 80,000 General Fund Contribution 3,096,000 41% Funded by Measure B 275,000 Fund Appropriation:
Vehicle In Lieu 57,000 Total 7,568,000 Funded by ARPA 546,000 Street Construction Homeowners Relief 98,000 General Fund Contribution 2,990,000 52% Total 10,445,000 Intergovernmental Revenues 504,000 Total 5,768,000
Charges for Services:
Public Safety 200,000
Subtotal 65,297,000
Transfer from ARPA 336,000
Vacancy Savings 2,600,041
Cost Center Contributions
Development Cost Center (3,096,000)
Recreation Cost Center (2,990,000)
Maintenance Cost Center (5,595,000)
Total 56,552,041
Surplus/(Deficit) 457,041 - - - Surplus/(Deficit) 5,798,000
SUMMARY OF BUDGETED REVENUES &
EXPENDITURES - FISCAL YEAR 2024
OPERATING CAPITAL
Packet Page 71 114
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance
13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673
CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00
Subtotal 1.00 1.00 1.00 1.00
CITY ATTORNEY
City Attorney 1.00 - - -
Legal Assistant 0.75 - - -
Subtotal 1.75 - - -
CITY MANAGER
Administrative Analyst - 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 0.10 0.60 0.15 0.15 Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 0.20 0.80
Subtotal 4.00 5.00 5.00 5.00
HUMAN RESOURCES
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Human Resources Director - 1.00 1.00 1.00 0.80 0.10 0.10 Human Resources Technician 1.00 2.00 2.00 2.00 1.00
Subtotal 2.00 4.00 4.00 4.00
INFORMATION TECHNOLOGY
Information Systems Manager 1.00 1.00 1.00 1.00 1.00
Information Systems Specialist 1.00 1.00 1.00 1.00 1.00 Information Systems Tech. -RPT 0.85 1.85 2.00 2.00 1.00 Subtotal 2.85 3.85 4.00 4.00
FINANCE
Accountant 2.00 2.00 2.00 2.00 1.00
Accounting Assistant II 1.00 1.00 1.00 1.00 1.00
Accounting Manager 1.00 1.00 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00 1.00 1.00
Cashier 1.00 1.00 1.00 1.00 1.00
Collection Assistant 1.00 1.00 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Subtotal 9.00 9.00 9.00 9.00 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted Packet Page 72 115
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance
13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted POLICE
Administrative Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Admin. Support Specialist II 1.00 1.00 1.00 1.00 1.00
Animal Control Officer 1.00 1.00 1.00 1.00 1.00
Community Engagement Manager 1.00 1.00 1.00 1.00 1.00
Community Service Officer 2.00 2.00 2.00 2.00 1.00
Community Service Officer 1.00 1.00 1.00 1.00 1.00
Crime Analyst - 1.00 1.00 1.00
Lead Public Safety Dispatcher 2.00 2.00 2.00 2.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 1.00
Police Lieutenant 1.00 1.00 1.00 1.00 1.00
Police Officer 10.00 10.00 10.00 10.00 1.00
Police Officer 34.00 34.00 34.00 34.00 1.00
Police Officer Overhire 1.00 - - -
Police Records Supervisor 1.00 1.00 1.00 1.00 1.00
Police Sergeant 7.00 7.00 7.00 7.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Communications Supervisor 1.00 1.00 - -
Police Support Services Manager - - 1.00 1.00 1.00
Public Safety Clerk 3.00 3.00 3.00 3.00 1.00
Public Safety Dispatcher 9.00 9.00 9.00 9.00 1.00
Red Light Photo Technician 1.00 1.00 1.00 1.00 1.00
Vehicle Abatement Officer 1.00 1.00 1.00 1.00 1.00
Subtotal 85.00 85.00 85.00 85.00
Packet Page 73 116
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance
13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted
COMMUNITY DEVELOPMENT
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 0.60 Associate Planner 1.00 1.00 1.00 1.00 0.70 0.30
Community Development Director 1.00 1.00 1.00 1.00 0.30 0.20 0.50 Community Preservation Manager - 1.00 1.00 1.00 1.00
Community Preservation Specialist 2.00 2.00 2.00 2.00 1.00 Deputy Community Dev. Director 1.00 1.00 1.00 1.00 0.30 0.20 0.50 Economic Development Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner - 1.00 1.00 1.00 1.00
Subtotal 7.00 9.00 9.00 9.00
RECREATION & COMMUNITY SERVICES
Aquatics Coordinator 1.00 1.00 1.00 1.00 1.00
Aquatics Specialist - 1.00 1.00 1.00 1.00
Administrative Assistant 0.50 0.50 0.50 0.50 0.80 0.10 0.10 Admin. Support Specialist II 1.00 1.00 1.00 1.00 0.30 0.10 0.60 Admin. Support Specialist II - RPT 0.75 0.75 0.75 0.75 0.25 0.75 Childcare Instructor 4.00 4.00 4.00 4.00 1.00
Lead Childcare Instructor 1.00 1.00 1.00 1.00 1.00
Recreation & Community Svcs. Mgr. - 1.00 1.00 1.00 0.25 0.25 0.25 0.50 0.20 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator 1.00 1.00 1.00 1.00 0.30 0.35 0.35 Recreation Coordinator 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 1.00 1.00 1.00 1.00 0.20 0.10 0.70 Senior Recreation Supervisor 1.00 1.00 1.00 1.00 0.10 0.10 0.80 Subtotal 14.25 15.25 15.25 15.25
Packet Page 74 117
AUTHORIZED & FUNDED REGULAR FULL-TIME & REGULAR PART-TIME POSITIONS, FULL TIME EQUIVALENTS City Clerk City Manager Information Technology Human Resources Finance Police Administration Animal Control Patrol Investigations Records & Communications Economic Development Planning Community Preservation Engineering Building Inspection General Recreation Services Youth/Adult Sports, Fitness G.M. Silliman -Aquatics Licensed Childcare Senior Services Waste Management Storm Drains & NPDES Street Lighting & Signals Weed Abatement Street Repairs Park & Landscape Maintenance Comm Development-Maintenance Workers' Compensation Public Liability Self-Insurance Equipment Maintenance Building Maintenance G M Silliman - Maintenance
13.013.130 20.020.200 21.021.200 22.022.200 80.080.800 30.030.300 30.030.302 30.031.310 30.032.320 30.033.330 50.051.510 50.052.520 50.053.530 60.061.611 60.062.620 70.071.710 70.072.720 70.073.730 70.074.740 70.075.750 60-063-631 60-063-632 60-064-612 60-064-641 60-064-642 60-064-643 50-054-540 87-707-200 87-706-150 87-703-671 87-704-672 87-704-673 FY 2022 Adopted FY 2022 Amended FY 2023 Budgeted FY 2024 Budgeted
PUBLIC WORKS
Administrative Analyst 1.00 1.00 1.00 1.00 0.35 0.15 0.25 0.25 Admin. Support Specialist II 1.00 1.00 1.00 1.00 1.00
Assistant City Engineer 1.00 1.00 1.00 1.00 0.60 0.30 0.30 0.10 Assistant Engineer - Civil 1.00 1.00 1.00 1.00 0.75 0.25 0.25 Assistant Maint. Superintendent 1.00 1.00 1.00 1.00 0.10 0.50 0.40 Assistant/Junior Engineer 1.00 1.00 1.00 1.00 1.00
Associate Civil Engineer - 1.00 1.00 1.00 1.00
Building Inspector I 2.00 - - -
Building Inspector I/II 1.00 3.00 3.00 3.00 1.00
Building Mechanic II 1.00 1.00 1.00 1.00 0.65 0.35
Building Mechanic II 1.00 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Engineering Technician I 1.00 1.00 1.00 1.00 0.40 0.25 0.35 Environmental Services Manager - 1.00 1.00 1.00 1.00
Equipment Mechanic II 2.00 2.00 2.00 2.00 1.00
General Laborer 1.00 3.00 3.00 3.00 1.00
Landscape & Park Maint. Worker I 2.00 2.00 2.00 2.00 1.00 Landscape & Park Maint. Worker II 2.00 2.00 2.00 2.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 - 0.20 0.20 0.30 0.30 Permit Technician 1.00 1.00 1.00 1.00 1.00
Plan Check Engineer - - 1.00 1.00 1.00
Project/Administrative Assistant 1.00 - - -
Public Works Director 1.00 1.00 1.00 1.00 0.50 0.10 0.10 0.10 0.10 0.10 Public Works Inspector 1.00 1.00 1.00 1.00 0.90 0.10
Senior Admin. Support Specialist 1.00 1.00 1.00 1.00 1.00 Senior Admin. Support Specialist 0.88 0.88 1.00 1.00 0.10 0.20 0.20 0.20 0.30 Senior Building Inspector 1.00 1.00 1.00 1.00 1.00
Senior Building Mechanic 1.00 1.00 1.00 1.00 0.70 0.30
Senior Civil Engineer 2.00 2.00 2.00 2.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
Senior Lands. & Park Maint. Worker 1.00 1.00 2.00 2.00 1.00 Senior Landscape Inspector 1.00 1.00 1.00 1.00 1.00
Street Maintenance Worker I 1.00 1.00 1.00 1.00 0.50 0.50 Street Maintenance Worker II 1.00 2.00 2.00 2.00 1.00
Subtotal 35.88 39.88 42.00 42.00
Total Full-Time Equivalents: 162.73 171.98 174.25 174.25 Fire Services are provided by contract with the Alameda County Fire Department Packet Page 75 118
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR FY 2023
(Part-time Seasonal & Temporary)
Dept. Description FTE Dept. Description FTE
20 City Manager 70.071 General Recreation Services
Office Assistant I 0.50 Activity Coordinator 0.50
Total 0.50 Customer Service Rep 0.20
Preschool Instructor 2.00
22 Human Resources Recreation Instructor 0.03
Professional Services Specialist 0.46 Recreation Leader I 1.75 Office Assistant II 0.50 Teen Activity Coordinator 1.00 Total 0.96 Total 5.48
30.031 Patrol 70.072 Youth/Adult Sports, Fitness, & Wellness Police Officer Trainee 3.00 Activity Coordinator 0.16
Special Assistant 1.00 Special Assistant 0.05
Total 4.00 Dance Instructor 1.00
Sports Official 0.09
30.033 Records & Communications Recreation Leader I/II 1.26 Police Services Aide I 1.00 Total 2.56
Police Services Aide II 1.50
Special Assistant 0.25 70.073 Family Aquatic Center
Total 2.75 Aquatic Instructor 5.00
Customer Service Rep 4.00
60.062 Building Inspection Lifeguard I/II 12.00
Office Assistant I (PST-X) 1.00 Pool Technician 1.00
Total 1.00 Recreation Leader II 0.71
Program Coordinator 2.00
60.061 Engineering Senior Lifeguard 2.75
Special Assistant 0.25 Café Worker I/II 1.00
Total 0.25 Total 28.46
60.064 Maintenance 70.074 Licensed Childcare
General Maintenance Worker III 1.0 Preschool Instructor 0.75 Total 1.0 Total 0.75
70.075 Senior Services
Recreation Leader 0.50
Total 0.50
Grand Total 48.21
Packet Page 76 119
BREAKDOWN OF FULL-TIME EQUIVALENTS FOR FY 2024
(Part-time Seasonal & Temporary)
Dept. Description FTE Dept. Description FTE
20 City Manager 70.071 General Recreation Services
Office Assistant I 0.50 Activity Coordinator 0.50
Total 0.50 Customer Service Rep 0.20
Preschool Instructor 2.00
22 Human Resources Recreation Instructor 0.03
Office Assistant II 0.50 Recreation Leader I 1.75
Total 0.50 Teen Activity Coordinator 1.00
Total 5.48
30.031 Patrol
Police Officer Trainee 3.00 70.072 Youth/Adult Sports, Fitness, & Wellness Special Assistant 1.00 Activity Coordinator 0.16
Total 4.00 Special Assistant 0.05
Dance Instructor 1.00
30.033 Records & Communications Sports Official 0.09
Police Services Aide I 1.00 Recreation Leader I/II 1.26 Police Services Aide II 1.50 Total 2.56
Special Assistant 0.25
Total 2.75 70.073 Family Aquatic Center
Aquatic Instructor 5.00
60.062 Building Inspection Customer Service Rep 4.00
Office Assistant I (PST-X) 1.00 Lifeguard I/II 12.00
Total 1.00 Pool Technician 1.00
Recreation Leader II 0.71
60.061 Engineering Program Coordinator 2.00
Special Assistant 0.25 Senior Lifeguard 2.75
Total 0.25 Café Worker I/II 1.00
Total 28.46
60.064 Maintenance
General Maintenance Worker III 1.0 70.074 Licensed Childcare Total 1.0 Preschool Instructor 0.75
Total 0.75
70.075 Senior Services
Recreation Leader 0.50
Total 0.50
Grand Total 47.75
Packet Page 77 120
GENERAL FUND
The General Fund consists of activities which benefit the general public. It includes Mayor-Council, City Attorney, City Clerk, Management, Financial Services, Human Resources, Police, Fire, Community Development, and some Library support. General Fund revenues also supplement the Development, Recreation, Maintenance cost centers and Capital Funds. 90.7% $56,908,000 7.1% $4,483,000 1.0% $634,000
0.1%
$80,000
1.0%
$654,000
90.8%
$59,286,000
7.1%
$4,626,000
1.0%
$634,000
0.1%
$80,000
1.0%
$671,000
Taxes Licenses & Permits Fines & Forfeitures Use of Money & Property
Revenue from Other
Agencies
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues
2.4%
$1,414,000
12.6%
$7,523,000
45.2%
$27,058,000
19.9%
$11,908,000
1.4%
$852,000
18.6%
$11,113,000
2.1%
$1,269,000
12.5%
$7,479,000
46.0%
$27,557,000
21.3%
$12,771,000
1.5%
$879,000
19.5%
$11,681,000
General
Government
Management &
Support Services
Police Services Fire Services Economic
Development &
Library
Interfund Transfers
Out
Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet Page 78 121
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
CITY MANAGER’S OFFICE, CITY ATTORNEY’S OFFICE, AND
MANAGEMENT SERVICES
The mission of the City Manager’s and City Attorney’s Offices and Management Services are to carry out the direction of the City Council efficiently, effectively, and responsibly in compliance with applicable law and to direct and assist departments in carrying out City policy, ensuring that the public is well informed. Management Services includes the City Clerk’s office, risk management, community affairs, and administration of agreements with other public and private agencies.
KEY OBJECTIVES
• Assist other City departments in developing and carrying out City policies, maximizing the use of City resources and promoting long-term fiscal stability. • Protect the City’s resources by limiting liability and property claims. • For the November 8, 2022, Municipal Election, manage the nomination process for City Council and Mayoral candidates, process any potential ballot measures, and coordinate with the Alameda County Registrar of Voters.
• Explore opportunities to expand partnerships with the Newark Unified School District to enhance education in our public schools.
• Continue to implement the Inclusive Communities Partnership with the National League of Cities.
Packet Page 79 122
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
GENERAL GOVERNMENT
10.010.100 Mayor-Council 326,000 326,000 326,000 409,000 413,000
13.013.130 City Clerk 283,000 283,000 362,000 535,000 374,000
15.015.150 City Attorney 902,000 902,000 549,000 470,000 482,000 Subtotal 1,511,000 1,511,000 1,237,000 1,414,000 1,269,000
MANAGEMENT & SUPPORT SERVICES
20.020.200 Management Services 864,000 1,009,000 1,082,000 1,468,000 1,493,000
21.021.200 Information Technology Systems 1,068,000 1,326,000 1,307,000 2,050,000 2,007,000
22.022.200 Human Resources Services 717,000 1,455,000 1,284,000 1,622,000 1,542,000
80.080.800 Financial Services 1,841,000 2,132,000 1,960,000 2,383,000 2,437,000 Subtotal 4,490,000 5,922,000 5,633,000 7,523,000 7,479,000 TOTAL 6,001,000 7,433,000 6,870,000 8,937,000 8,748,000
GENERAL GOVERNMENT/MANAGEMENT &
SUPPORT SERVICES SUMMARY
Packet Page 80 123
10.010.100 MAYOR-COUNCIL General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5130 Salaries Council and Commissions 168,000 168,000 186,000 201,000 204,000 Subtotal 168,000 168,000 186,000 201,000 204,000
6100 Materials and Supplies 5,000 5,000 3,000 5,000 5,000 6200 Contractual Services 97,000 97,000 98,000 112,000 114,000 6400 Membership, Travel, Training 52,000 52,000 35,000 63,000 64,000 6800 Internal Service Charges 4,000 4,000 4,000 28,000 26,000 Subtotal 158,000 158,000 140,000 208,000 209,000
TOTAL 326,000 326,000 326,000 409,000 413,000
The City Council is the legislative and policy-making body of the City. There are five members of the Newark City Council, elected at large on a non-partisan ballot. The Mayor is directly elected to serve a two-year term; Council Members are elected to fouryear overlapping terms. The City Council appoints a City Manager and a City Attorney. The City Council also creates and abolishes advisory committees and commissions and appoints citizens to serve as members of these advisory committees and commissions.
Packet Page 81 124
13.013.130 CITY CLERK General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 248,000 248,000 326,000 317,000 325,000 5140 Overtime 0 0 1,000 0 0
Subtotal 248,000 248,000 327,000 317,000 325,000
6100 Materials and Supplies 1,000 1,000 1,000 1,000 1,000 6200 Contractual Services 19,000 19,000 19,000 176,000 10,000 6400 Membership, Travel, Training 2,000 2,000 2,000 6,000 6,000 6800 Internal Service Charges 13,000 13,000 13,000 35,000 32,000 Subtotal 35,000 35,000 35,000 218,000 49,000
TOTAL 283,000 283,000 362,000 535,000 374,000
* Added Assistant City Manager (0.10 FTE)
The City Clerk is responsible for support functions to the City Council, as well as for the performance of Government Code and Municipal Code mandated services. These services include: preparation of agenda and agenda materials for City Council consideration; records management; municipal code codification; conducting Municipal Elections in coordination with the Alameda County Registrar of Voters; and administration of compliance with the Political Reform Act, Public Records Act, Maddy Act, and the Brown Act.
Packet Page 82 125
15.015.150 CITY ATTORNEY General Government
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 600,000 600,000 105,000 0 0
Subtotal 600,000 600,000 105,000 0 0
6100 Materials and Supplies 8,000 8,000 0 1,000 1,000
6200 Contractual Services 272,000 272,000 428,000 441,000 455,000 6400 Membership, Travel, Training 6,000 6,000 0 0 0
Other Charges
Debt Service Payments
6800 Internal Service Charges 16,000 16,000 16,000 28,000 26,000 Subtotal 302,000 302,000 444,000 470,000 482,000
TOTAL 902,000 902,000 549,000 470,000 482,000
* Removed City Attorney
** Removed Legal Assistant
*** Contract Services
The City Attorney is hired by the City Council as a consultant to serve as the legal representative of the City Council, City Manager, City departments, and City commissions. The City Attorney is responsible for representing the City in all lawsuits filed by or against the City. The City Attorney is also responsible for preparing and approving the legality of all proposed contracts, ordinances, and other documents.
Packet Page 83 126
20.020.200 CITY MANAGER'S OFFICE Management Services
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 701,000 701,000 834,000 1,110,000 1,137,000 5140 Overtime 0 0 3,000 0 0
Subtotal 701,000 701,000 837,000 1,126,000 1,153,000
6100 Materials and Supplies 19,000 54,000 54,000 19,000 19,000 6200 Contractual Services 93,000 203,000 140,000 179,000 183,000 6400 Membership, Travel, Training 6,000 6,000 6,000 15,000 15,000 6800 Internal Service Charges 45,000 45,000 45,000 129,000 123,000 Subtotal 163,000 308,000 245,000 342,000 340,000
TOTAL 864,000 1,009,000 1,082,000 1,468,000 1,493,000
* Added Adminstrative Analyst
** Added Assistant City Manager (0.60 FTE)
The City Manager's Office is responsible for planning, organizing, staffing, and directing all City programs to implement the policy of the City Council. It also serves as staff to the City Council and is involved in intergovernmental relations necessary to accomplish liaison work with state, regional, county, and other local agencies. The Office is responsible for public records, City Council meetings, and local elections.
Packet Page 84 127
DEPARTMENT MISSIONS STATEMENT AND s KEY OBJECTIVES
INFORMATION TECHNOLOGY DEPARTMENT
The Information Technology Department is dedicated to providing the highest quality of technical services that are secure, cost effective, and tailored to the needs of the City and the greater community it serves. Division staff provide daily support to employees city-wide and all customer-facing technology managed by the City; maintain network infrastructure and all technology components; and increase access and transparency of data for the public.
KEY OBJECTIVES
• Continue implementation of the City Council approved Information Systems Division Strategic Framework Drive customer-focused technology solutions anticipating the City’s current and future needs
• Develop an Information Technology Business Continuity and Disaster Recovery Plan that recovers technology services from a major disaster
• Maintain industry-leading uptime on critical technology infrastructure through architectural decisions, successful monitoring and testing processes, and system redundancy
• Support department initiatives to enhance customer experience through the City’s website, social media, customer service portals and other technology feeds • Identify, evaluate, and implement new technologies that improve operational efficiency • Conduct user training to optimize usage of technology, develop an exceptionally skilled workforce, and protect network systems from outside threats • Update policies and practices to support a highly secure technology environment with greater accountability and standards
Packet Page 85 128
21.021.210 INFORMATION TECHNOLOGY Management & Support Services
DEPARTMENT
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 660,000 660,000 403,000 814,000 835,000 5140 Overtime 0 0 6,000 0 0
5120 Seasonal/Temporary Employees 0 0 3,000 0 0
Subtotal 660,000 660,000 412,000 814,000 835,000
6100 Materials and Supplies 40,000 57,000 113,000 116,000 119,000 6200 Contractual Services 78,000 165,000 337,000 370,000 286,000 6300 Communications 226,000 380,000 381,000 498,000 524,000 6400 Membership, Travel, Training 3,000 3,000 3,000 8,000 8,000 6800 Internal Service Charges 61,000 61,000 61,000 244,000 235,000 Subtotal 408,000 666,000 895,000 1,236,000 1,172,000
TOTAL 1,068,000 1,326,000 1,307,000 2,050,000 2,007,000 * Added IT Technician
The Information Technology Department (IT) manages all of the City's computer, telecommunications, and related systems and services. This includes responsibility for the governance of the City's technological systems, maintenance of the infrastructure, and the overall functionality of the systems. Through automation of routine tasks and securing electronic data, IT ensures staff have tools to provide more efficient and effective customer service, more accessible and reliable government information, and optimal collaboration and communication.
Packet Page 86 129
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
HUMAN RESOURCES DEPARTMENT
The mission of the Human Resources Department is to support a talented and diverse workforce and the equitable delivery of city services. The City is an Equal Employment Opportunity employer. The Department’s functions include: Recruitment and Retention, Classification and Compensation, Employee and Labor Relations, Employee Engagement, Well-Being, and Development, Benefits Administration, Risk Management, Workers’ Compensation, and Safety Programs. The Human Resources Department ensures compliance with employer regulations and obligations as it protects the rights of the individual to fair and equitable treatment in all aspects of employment.
Human Resources staff provide proactive and flexible customer service and endeavor to address the needs of the City’s workforce with relevant and timely information, communication, and skillful assistance in support of Newark employees and the public.
KEY OBJECTIVES
• Provide strategic guidance for the effective resource to the management of organizational change, workplace structure, and employee engagement to drive productivity and innovation.
• Implement cost-effective citywide professional development opportunities that further enhance the success of City employees in service delivery to the community, comply with legal mandates, promote professional growth, and support succession planning. • Ensure that all City departments have viable performance management tools and resources to provide timely, accurate, and relevant performance evaluations and professional development guidance to employees.
• Protect the City’s resources by limiting liability and property claims. • Support employee wellness and safety that effectively promotes, communicates, and acts to protect and enhance employee health and safety
• Manage employee and labor relations activities related to employee group and associations.
• Ensure that Personnel Rules and Regulations and Administrative Regulations related to personnel are updated, effective, and compliant.
• Implement federal and state employment mandates.
Packet Page 87 130
22.022.220 HUMAN RESOURCES SERVICES Management & Support Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 287,000 528,000 450,000 798,000 818,000 5120 Seasonal/Temporary Employees 0 0 81,000 114,000 28,000 Subtotal 287,000 528,000 531,000 912,000 846,000
6100 Materials and Supplies 17,000 34,000 34,000 54,000 54,000 6200 Contractual Services 297,000 695,000 604,000 404,000 418,000 6400 Membership, Travel, Training 60,000 142,000 59,000 130,000 110,000 6800 Internal Service Charges 56,000 56,000 56,000 122,000 114,000 Subtotal 430,000 927,000 753,000 710,000 696,000
TOTAL 717,000 1,455,000 1,284,000 1,622,000 1,542,000
* Added Assistant City Manager (0.15 FTE)
* Added HR Director (0.80 FTE)
Human Resources provides specialized and strategic administration to all employees in the following areas: employee and labor relations; negotiations with labor associations and employee groups; recruitment and selection; equal employment opportunity; classification and compensation; employee development and training; employee recognition; benefits administration; workers' compensation; state unemployment insurance; employee safety; and confidential records management. Human Resources is the resource point for employees ensuring compliance with federal and state employment laws.
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DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
FINANCE DEPARTMENT
The mission of the Finance Department is to ensure that the financial and fiscal activities of the City are performed, recorded, and presented in compliance with professional and ethical standards while supporting the City Council, community, and staff in a prompt and courteous manner.
KEY OBJECTIVES
• Monitor and evaluate City revenues, national and state economies, fiscal policies, and other economic trends that impact the City’s financial condition and make recommendations to the City Manager and City Council to ensure fiscal stability in times of economic downturn.
• Develop the Biennial Budget and Five-Year Forecast in coordination with City departments and community engagement; monitor spending against approved budget and advise Council with budget amendments as needed.
• Prepare and maintain accurate financial records and reports, in compliance with Generally Accepted Accounting Principles (GASB), Federal, State, and County rulings, and grant provisions.
• Procure goods and services in compliance with the City’s Purchasing Policy, Ordinance, and applicable Federal and State laws.
• Provide leadership in the development, implementation, and updates of financial policies for the City.
• Monitor and enforce internal controls of financial process workflows to safeguard financial resources and City assets.
• Review capital projects and equipment replacement spending to determine asset capitalization, replacement schedule, and funding options. • Process all financial transactions for the City, including revenue receipts, vendor and contractor payments, employee payroll checks, and business license issuance. • Complete the replacement of the financial management, human resources, and asset management modules of the Enterprise Resource Planning (ERP) system. • Maintain current Enterprise Resource Planning (ERP) system for systematic updates and enhancements and continue to evaluate additional modules.
Packet Page 89 132
80.080.800 FINANCE DEPARTMENT Management & Support Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,467,000 1,553,000 1,368,000 1,587,000 1,628,000 5115 Leave Conversion 0 0 5,000 0 0
5140 Overtime 0 0 8,000 0 0
Subtotal 1,467,000 1,553,000 1,381,000 1,587,000 1,628,000 6100 Materials and Supplies 5,000 5,000 4,000 7,000 7,000 6200 Contractual Services 277,000 482,000 476,000 526,000 553,000 6400 Membership, Travel, Training 7,000 7,000 14,000 24,000 24,000 6800 Internal Service Charges 85,000 85,000 85,000 239,000 225,000 Subtotal 374,000 579,000 579,000 796,000 809,000
TOTAL 1,841,000 2,132,000 1,960,000 2,383,000 2,437,000 The Finance Department maintains the financial records of the City and provides accounting and financial reporting services to City management and staff, City Council, and regulatory agencies. Finance staff assists City departments in developing and submitting a budget to City Council and coordinates the annual financial audit and preparation of the Annual Comprehensive Financial Report. Other Financial Services responsibilities includes cash management, cashier operations, business license administration, debt management, payroll, purchasing, accounts payable, accounts receivable, and maintenance of the ERP system.
Packet Page 90 133
s
Packet Page 91 134
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
ECONOMIC DEVELOPMENT
50.051.510 Economic Development 460,000 686,200 705,000 690,000 710,000 Subtotal 460,000 686,200 705,000 690,000 710,000
LIBRARY
27.027.270 Library Support 73,000 73,000 73,000 162,000 169,000 Subtotal 73,000 73,000 73,000 162,000 169,000
TOTAL 533,000 759,200 778,000 852,000 879,000
ECONOMIC DEVELOPMENT AND LIBRARY SUMMARY
Packet Page 92 135
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
ECONOMIC DEVELOPMENT
The Economic Development Division shares and supports the mission of the the Community Development Department and is identified independently because Economic Development is predominantly supported by the General Fund while Community Development has other revenue sources.
The mission of the Community Development Department and the Economic Development Division (Division) is to ensure the long-term independence of the City of Newark by encouraging the development of a physically and fiscally balanced community. The Division is committed to leading initiatives that achieve Newark’s independence, relevant services and providing a timely response to inquiries and accurate and complete information to our customers. Within the City organization, the Division provides staff support, guidance, and coordination assistance to other departments. The Division continually strives to improve its high level of service. Economic Development advances and supports the Community Development Department’s mission in the key objectives listed here.
KEY OBJECTIVES
• Expand efforts to market the community as a business location of choice. • Attract high technology businesses and employment to Newark through land use decisions and business benefits and services.
• Implement the Economic Development General Plan Element. • Support and improve timely and efficient processing of development applications. • Assist Community Development in the implementation of Specific Plans as appropriate. • Work with Regional Agencies to assure Newark will be part of a vibrant and sustainable region.
• Support businesses in the implementation of the Local Hazard Mitigation Plan. • Encourage sustainability in development, land use, and public and private policy and practice.
Packet Page 93 136
50.051.510 ECONOMIC DEVELOPMENT Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 266,000 266,000 260,000 278,000 284,000 5120 Seasonal/Temporary Employees 0 0 53,000 53,000 53,000 Subtotal 266,000 266,000 313,000 331,000 337,000
6100 Materials and Supplies 4,000 4,000 2,000 5,000 5,000 6200 Contractual Services 156,000 382,200 361,000 290,000 305,000 6400 Membership, Travel, Training 18,000 18,000 13,000 27,000 28,000 6800 Internal Service Charges 16,000 16,000 16,000 37,000 35,000 Subtotal 194,000 420,200 392,000 359,000 373,000
TOTAL 460,000 686,200 705,000 690,000 710,000
The Economic Development activity includes all public information and business promotion functions. Also included in this activity are work with the Chamber of Commerce, publication of the City newsletter, and economic development promotion efforts.
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27.027.270 LIBRARY SUPPORT Library
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6800 Internal Service Charges 73,000 73,000 73,000 162,000 169,000 Subtotal 73,000 73,000 73,000 162,000 169,000
TOTAL 73,000 73,000 73,000 162,000 169,000
The Library Support activity provides for the maintenance of the City's Library building, grounds, and parking lot. The Library is located at 6300 Civic Terrace Avenue and is operated by Alameda County.
Packet Page 95 138
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
POLICE DEPARTMENT
The mission of the Police Department is to provide professional public safety services in partnership with our community.
PROGRAM DESCRIPTION
The police department consists of two divisions: Field Operation and Support Services. Field Operations is administered by one Police Captain and two Lieutenants who are responsible for the day and night patrol operations and the detective unit. The Support Services Division is overseen by a Police Captain responsible for the Communications Center, Records and Property, employee recruitment and hiring, Community Engagement and Volunteers, and Professional Standards and Trainings.
Field Operations consists of teams of sworn and professional staff employees who collaboratively work together to patrol the city streets to preserve the peace; protect life and property, enforce laws, prevent crime, and arrest offenders. Teams consist of Patrol Sergeants, Police Officers, Community Service officers, Dispatchers, and Animal Control officers. Police Canines are attached to patrol teams as well. Canines are used primarily to search for and apprehend criminal suspects, detect and locate narcotics, and perform building and area searches.
The Traffic Unit enforces traffic regulations in conjunction with patrol functions; investigates traffic hazards; analyzes collision reports; participates in regional commercial enforcement activities; and provides traffic safety education. Vehicle Abatement Officers support the Traffic Unit through the identification and ultimate removal of abandoned vehicles throughout the city.
The School Resource Officer (SRO) assigned to Newark Memorial High School interacts closely with students, teachers, school staff, and parents to ensure a safe learning environment for our youth. The SRO also monitors activity, as well as investigates criminal incidents, on and around campus.
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DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
POLICE DEPARTMENT, CONTINUED
The Detective Unit handles the investigation of all major crimes that occur within the city. They work with the Federal Bureau of Investigation Silicon Valley Regional Criminal Forensics Laboratory and the Southern Alameda Major Crimes Task Force.
Field Operations is additionally supported by several collateral teams to include Special Weapons and Tactics (SWAT), Crisis Negotiations, Crowd Management, Unmanned Aerial Vehicle (UAV), Criminal Evidence Response Team (CERT), Field Training Officers (FTO), and a Peer Support Team.
The Professional Standards and Training (PST) Unit, located under the Support Services Division, coordinates, delivers, and tracks department and Peace Officers Standards and Training (POST) approved training. Range Staff and Use of Force team work together with PST to provide the most current legal updates as well as relevant scenario and classroom training to all employees.
PST maintains and updates department policy and procedure, assists in the recruitment and background of potential employees, investigates internal affairs matters, and coordinates the testing process for the hiring of new employees and internal promotional testing processes.
Specific activities include:
Solving any policing problems in an effort to reduce crime and enhance the quality of life for the residents of Newark.
Maintaining a minimum average response time of four minutes or less to emergency calls for service to ensure the highest level of public safety.
Maintaining a long, positive, and collaborative partnership with our schools and keeping our schools safe. In furtherance of this goal, continue to provide a liaison officer, continue in depth discussions about our current practices and procedures, and will work together to identify and implement preventative and security measures; this includes providing training and collaborating on safety drills.
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DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
POLICE DEPARTMENT, CONTINUED
MAJOR ACCOMPLISHMENTS
• Implementation of program to report stop data in compliance with the Racial Identity Profiling Act of 2015.
• Implementation of the National Incident-Based Reporting System (NIBRS) and California Incident-Based Reporting (CIBRS) of crime data elements.
KEY OBJECTIVES
• By January 2023, implement the first phase of an Intelligence Based Policing model. • By January 2023, implement the first phase of the community safety camera program. • By January 2023, research and evaluate the procurement of a Force Options Simulator for use in the new police facility training room and continue to provide force options (crisis intervention and de-escalation) training to help officers understand and react appropriately to mentally ill and developmentally disabled subjects. • By June 2022, collaborate in a records data sharing program with all Alameda and Contra Costa County police agencies.
• By June 2023, continue to move toward paperless records retention. • By June 2023, research and evaluate long-term storage solutions for large scale property & evidence items.
• Continue to utilize a Team Policing staffing model to improve communication, consistency in supervision, accountability, efficiency, and morale. • Continue to prioritize professional development and succession planning through a formal Acting Sergeant in Training Program
• Expand the number of residents and businesses currently opted-in to the recently implemented AC Alert county-wide mass notification and evacuation platform. • Continue to aggressively pursue grant opportunities to supplement the current budget. • Explore new ways to increase number of candidates for entry level and lateral police officers.
• Explore ways to formalize existing Professional Development and Mentoring efforts that provide staff with the tools they need to succeed.
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DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
POLICE DEPARTMENT, CONTINUED
• Continue to address complaints and concerns regarding wrecked, dismantled, damaged, unregistered, and non-operating vehicles on public and private property. • Continue our collaboration with the Newark Unified School District, Alameda County • District Attorney’s Office, and Juvenile Probation for a county-wide truancy program and to discuss School Resource Officer, gang, and other school-related issues. In addition, the • Police Department will work with the Fremont and Union City School Districts and other police departments regarding truancy and other juvenile delinquency trends. • Continue to promote participation in the departmental fitness program, while ensuring that the level of service to the community is not adversely affected. • Continue to pursue and evaluate on-line training/testing programs related to perishable skills for police officers.
• Continue to pursue off-site data file storage systems to preserve archived and retainable reports.
• Continue to assign the Honor Guard team to represent the department at ceremonies for fallen officers, civic events, and city-related functions. • Continue to access, monitor, and communicate Homeland Security/Terrorism issues to our first responders.
• Continue to promote and maintain a police explorer and cadet program. • Continue to increase our public outreach efforts through social media to keep the lines of communication open and provide residents and concerned citizens with alerts, advisories, and community information.
• Continue to expand the Community Engagement Program by recruiting new police volunteers and Business Watch Program participants, collaborating with the Chamber of Commerce, establishing new Neighborhood Watch programs within the community, and facilitating campaigns such as National Night Out.
• Continue to research and provide new technology to improve efficiency and reduce risk. • Continue to address on-going traffic concerns and evaluate the impact new housing developments, increased commercial enterprises, and developing retail centers have on this issue.
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DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
POLICE DEPARTMENT, CONTINUED
• Continue to utilize police personnel to staff the Law Enforcement Program funded by the Mission Valley Regional Occupation Program and in conjunction with the Newark Unified School District.
• Continue to encourage officers to achieve higher educational goals by forming partnerships with accredited universities.
• Continue to assign officers to NewPark Mall when available and needed during peak shopping times and special events to help deter criminal activity. • Continue to provide multi-disciplinary critical incident scenario-based training for all staff. • Continue to utilize Naloxone to reduce the number of fatal opiate overdoses and increase officer safety.
• Continue to upgrade the Police webpage in order to provide citizens a means to easily locate information and report certain crimes with the objective of increased customer satisfaction.
• Continue to evaluate and improve the use of body worn cameras for all officers to reduce potential risk and liability to the department.
• Continue to explore options to expand our employee wellness program.
Packet 100 Page 143
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
POLICE SERVICES
30.030.300 Police Administration 1,106,000 1,123,000 1,095,000 1,174,000 1,191,000
30.030.301 School Crossing Guards 119,000 124,000 124,000 142,000 145,000
30.030.302 Animal Control 341,000 408,000 408,000 434,000 440,000
30.031.310 Patrol 16,093,000 16,163,000 15,230,000 16,899,000 17,359,000
30.032.320 Investigations 2,999,000 2,999,000 2,074,000 2,955,000 2,894,000
30.033.330 Records & Communication 4,454,000 4,504,000 5,154,000 5,442,000 5,516,000
30.034.340 Police Reserves 18,000 18,000 0 12,000 12,000 TOTAL 25,130,000 25,339,000 24,085,000 27,058,000 27,557,000
POLICE SUMMARY
Packet 101 Page 144
30.030.300 POLICE ADMINISTRATION Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,046,000 1,046,000 1,029,000 1,049,000 1,076,000 5140 Overtime 0 0 1,000 0 0
Subtotal 1,046,000 1,046,000 1,030,000 1,049,000 1,076,000 6100 Materials and Supplies 5,000 5,000 5,000 5,000 5,000 6400 Membership, Travel, Training 19,000 36,000 24,000 39,000 33,000 6800 Internal Service Charges 36,000 36,000 36,000 81,000 77,000 Subtotal 60,000 77,000 65,000 125,000 115,000
TOTAL 1,106,000 1,123,000 1,095,000 1,174,000 1,191,000 The Police Chief has oversight of all of the police department functions and responsibilities. The Chief guides and leads the department by ensuring that staff abides by its mission, vision, and values; providing long and short-term goals and objectives for the department; adopting department rules and regulations; preparing and administering the department budget; providing for staffing and equipping of the department; reviewing and recommending the hiring and promotion of personnel; and receiving and investigating complaints of police misconduct.
Packet 102 Page 145
30.030.301 SCHOOL CROSSING GUARDS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 119,000 124,000 124,000 142,000 145,000 Subtotal 119,000 124,000 124,000 142,000 145,000
TOTAL 119,000 124,000 124,000 142,000 145,000
The School Crossing Guards activity is administered by the Field Operations Captain and one Field Operations Lieutenant.
This program provides pedestrian traffic control and safety at specified school locations within the City.
Packet 103 Page 146
30.030.302 ANIMAL CONTROL Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 156,000 156,000 157,000 157,000 160,000 Subtotal 156,000 156,000 157,000 157,000 160,000
6200 Contractual Services 150,000 217,000 216,000 250,000 255,000 6800 Internal Service Charges 35,000 35,000 35,000 27,000 25,000 Subtotal 185,000 252,000 251,000 277,000 280,000
TOTAL 341,000 408,000 408,000 434,000 440,000
The Animal Control activity is administered by the Field Operations Captain. The Animal Control Unit provides preventative patrol service related to state and local animal control statutes; investigates citizen complaints and violations; impounds stray animals; properly disposes of deceased animals; secures medical treatment for injured or sick animals; and assists with rabies control and the enforcement of City licensing ordinances.
Packet 104 Page 147
30.031.310 PATROL Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 12,902,000 12,965,519 11,960,000 12,453,000 12,761,000 5120 Seasonal/Temporary Employees 244,000 244,000 128,000 468,000 468,000 5140 Overtime 500,000 500,000 856,000 545,000 559,000
Subtotal 13,646,000 13,709,519 12,944,000 13,466,000 13,788,000 6100 Materials and Supplies 147,000 150,121 127,000 164,000 164,000 6200 Contractual Services 628,000 628,000 470,000 618,000 618,000 6400 Membership, Travel, Training 4,000 7,360 4,000 76,000 76,000 8000 Departmental Equipment 14,000 14,000 31,000 0 0
6800 Internal Service Charges 1,654,000 1,654,000 1,654,000 2,575,000 2,713,000 Subtotal 2,447,000 2,453,481 2,286,000 3,433,000 3,571,000 TOTAL 16,093,000 16,163,000 15,230,000 16,899,000 17,359,000 Field Operations consists of teams of sworn and professional staff employees who collaboratively work together to patrol the city streets to preserve the peace; protect life and property, enforce laws, prevent crime, and arrest offenders. Teams consist of Patrol Sergeants, Police Officers, Community Service officers, Dispatchers, and Animal Control officers. Police Canines are attached to patrol teams as well. Canines are used primarily to search for and apprehend criminal suspects, detect and locate narcotics, and perform building and area searches.
The Traffic Unit enforces traffic regulations in conjunction with patrol functions; investigates traffic hazards; analyzes collision reports; participates in regional commercial enforcement activities; and provides traffic safety education. Vehicle Abatement Officers support the Traffic Unit through the identification and ultimate removal of abandoned vehicles throughout the city.
The School Resource Officer (SRO) assigned to Newark Memorial High School interacts closely with students, teachers, school staff, and parents to ensure a safe learning environment for our youth. The SRO also monitors activity, as well as investigates criminal incidents, on and around campus.
Field Operations is additionally supported by several collateral teams to include Special Weapons and Tactics (SWAT), Crisis Negotiations, Crowd Management, Unmanned Aerial Vehicle (UAV), Criminal Evidence Response Team (CERT), Field Training Officers (FTO), and a Peer Support Team.
Packet 105 Page 148
30.032.320 INVESTIGATIONS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 2,575,000 2,575,000 1,679,000 2,405,000 2,464,000 5140 Overtime 70,000 70,000 138,000 138,000 138,000
Subtotal 2,645,000 2,645,000 1,817,000 2,543,000 2,602,000 6100 Materials and Supplies 1,000 1,000 10,000 1,000 1,000 6200 Contractual Services 169,000 169,000 64,000 185,000 80,000 6400 Membership, Travel, Training 1,000 1,000 0 1,000 1,000 6800 Internal Service Charges 183,000 183,000 183,000 225,000 210,000 Subtotal 354,000 354,000 257,000 412,000 292,000
TOTAL 2,999,000 2,999,000 2,074,000 2,955,000 2,894,000 The Investigations activity is administered by the Field Operations Captain and one Field Operations Lieutenant. The Detective Unit handles the investigation of all major crimes that occur within the city. They work with the Federal Bureau of Investigation Silicon Valley Regional Criminal Forensics Laboratory and the Southern Alameda Major Crimes Task Force (SACMCTF). Our participation in the SACMCTF allows us to enforce laws and investigate incidents related to narcotics trafficking, street gangs, and major crimes within the tri-city area. The detective unit responds to and investigates homicides, sexual assaults, robberies, and other complex investigations; recovers stolen property; inspects pawn shops and second-hand stores; tracks sex, arson, and narcotic registrants in the community; investigates and arrests persons wanted for crimes by other jurisdictions; and maintains an investigative liaison with outside agencies.
Packet 106 Page 149
30.033.330 RECORDS & COMMUNICATIONS Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 3,380,000 3,380,000 4,142,000 4,018,000 4,120,000 5120 Seasonal/Temporary Employees 111,000 111,000 42,000 145,000 145,000 5140 Overtime 165,000 165,000 155,000 155,000 155,000
Subtotal 3,656,000 3,656,000 4,339,000 4,318,000 4,420,000 6100 Materials and Supplies 31,000 31,000 21,000 31,000 31,000 6200 Contractual Services 255,000 305,000 286,000 255,000 255,000 6400 Membership, Travel, Training 118,000 118,000 114,000 178,000 178,000 6300 Other Charges 83,000 83,000 83,000 83,000 83,000
6800 Internal Service Charges 311,000 311,000 311,000 577,000 549,000 Subtotal 798,000 848,000 815,000 1,124,000 1,096,000
TOTAL 4,454,000 4,504,000 5,154,000 5,442,000 5,516,000 The Records & Communications activity is administered by the Support Services Captain and Support Services Manager.
This activity administers the records, communications, evidence control, and personnel/training functions. The Records Unit maintains and distributes police reports, Public Records Act (PRA) requests, and other police files. The communications center accepts citizens’ calls for public safety services and coordinates movements of field units. The communications center accepts citizens’ calls for public safety services and coordinates movements of field units. The evidence control function maintains evidence and property in police custody.
The Professional Standards and Training Unit is administered by the Support Services Captain and a Sergeant who coordinates, delivers, and tracks department and Peace Officers Standards and Training (POST) approved training, assists in the recruitment and background of potential employees, investigates internal affairs matters, and coordinates the testing process for the hiring of new employees and the internal promotional testing process. The Support Services Captain also oversees the Community Engagement Program which encompasses volunteers for Graffiti Abatement, Newark Police Volunteers, Neighborhood and Merchant Watch programs, as well as the Citizen Police Academy and social media.
Packet 107 Page 150
30.034.340 POLICE RESERVES Police Department
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Materials and Supplies 10,000 10,000 0 0 0
6400 Membership, Travel, Training 8,000 8,000 0 12,000 12,000 Subtotal 18,000 18,000 0 12,000 12,000
TOTAL 18,000 18,000 0 12,000 12,000
The Police Reserves activity is administered by the Field Operations Captain. The Reserve Officer program recruits, trains, and equips civilian volunteers to assist sworn police personnel during the course of their duties, as well as in times of disaster when the need for police services exceeds available resources. The Captain also provide oversight for the volunteer-based Police Explorer program which provides police experience, mentorship, and training to youth interested in a career in law enforcement.
Packet 108 Page 151
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
FIRE DEPARTMENT
The Alameda County Fire Department provides fire services for the City of Newark by contract.
These services are provided at the direction of the City and are in line with public safety priorities of the community
KEY OBJECTIVES
• Facilitate requested EOC Training for City personnel to reinforce prior independent study learning modules
• Facilitate requested EOC training for City Council members. • Continue to work with the City to provide cost efficiencies for the services provided. • Work collaboratively with the City Emergency Coordinator to provide emergency preparedness training programs including Listos, PEP, and CERT to Newark residents. • Support the development of requested tabletop exercises to coincide with EOC training workshops and to exercise the City of Newark’s Comprehensive Emergency Management Plan (CEMP).
• Conduct an annual review of the City of Newark’s CEMP to ensure the plan elements are valid, current, and remain in compliance with ICS, SEMS, NIMS, and other regulations. • Continue to participate in community outreach and preparedness events. • Participate in Disaster Council meetings to review status of emergency management program.
• Participate and support the City’s Local Hazard Mitigation Plan • Work collaboratively with the City Emergency Coordinator to conduct necessary review of the EOP
• Maintain Senate Bill 1205 compliance through the performance of annual inspections and reporting.
Packet 109 Page 152
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
FIRE SERVICES
40.040.400 Fire, Life, and Environmental
Protection 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000
40.041.400 EMS Assessment 0 0 4,000 4,000 4,000
TOTAL 12,274,000 12,274,000 12,278,000 11,908,000 12,771,000
FIRE SUMMARY
Packet 110 Page 153
40.040/40.041.400 EMERGENCY SERVICES and Fire Department FIRE, LIFE, and ENVIRONMENTAL PROTECTION
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 11,337,000 11,337,000 11,337,000 11,829,000 12,696,000 6800 Internal Service Charges 937,000 937,000 937,000 75,000 71,000 Subtotal 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000 TOTAL 12,274,000 12,274,000 12,274,000 11,904,000 12,767,000
40.041 EMS ASSESSMENT
6200 Contractual Services 0 0 4,000 4,000 4,000
TOTAL 0 0 4,000 4,000 4,000
*Fire services are provided by contract with the Alameda County Fire Department.
Fire, Life, and Environmental Protection Services includes conducted fire code and hazardous materials inspections, and code enforcement. The Alameda County Fire Department also made public education presentations to the community to expand awareness on fire and life safety hazards and environmental protection issues. Activities included plan review and inspection of all new fire protection system installations; fire code compliance inspections; fire investigation; regulation of hazardous materials facilities; and the distribution of public information on a wide range of fire safety and environmental protection subjects.
Emergency Preparedness activity, under the Alameda County Fire Department, coordinated the City’s emergency response to natural and man-made disasters, industrial and transportation emergencies, and domestic terrorism situations. This activity included emergency planning, preparedness training, public awareness and education, Community Emergency Response Team (CERT) organization and training, Personal Emergency Preparedness (PEP) training, and disaster response and coordination.
Emergency Medical Services provided for advanced life support services by paramedics on fire engines, purchase of medical equipment and medications, emergency medical training, and other projects that enhanced the quality of emergency medical services to the community.
Emergency Services are included in the contract for fire services with the Alameda County Fire Department. These services include training fire department personnel; response to emergency and non-emergency incidents; fire code inspections; coordinated and provided basic life support (BLS) and advanced life support (ALS) emergency medical services; response to hazardous materials related incidents; performing extrications; and maintaining fire hydrants. The Alameda County Fire Department also provided public education in fire safety, injury prevention, disaster preparedness; and responded to public service requests such as station tours and school presentations. They worked cooperatively through an Auto Aid agreement to respond to emergencies in Union City, and participated in Alameda County's Mutual Aid Plan, under which cities assist one another when in need of additional firefighting resources.
Packet 111 Page 154
DEVELOPMENT COST CENTER
The Development Cost Center contains Planning, Community Preservation, Engineering, and Building Inspection. These are services primarily provided to the development community and are supported primarily by development fees. 53.3% $3,461,000
44.4%
$2,886,000
2.3%
$152,000
51.6%
$3,461,000
46.1%
$3,096,000
2.3%
$152,000
Construction & Other Permits/ Licenses Interfund Transfers In/Out - General Use of Money & Property/Other Revenues
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues
16.9%
$1,280,000
10.8%
$815,000
4.6%
$345,000
24.8%
$1,877,000
42.9%
$3,240,000
16.0%
$1,214,000
10.9%
$825,000
4.7%
$352,000
25.1%
$1,900,000
43.3%
$3,277,000
Planning Community Preservation General Plans Programs Building Inspection Engineering Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet 112 Page 155
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
COMMUNITY DEVELOPMENT DEPARTMENT
The mission of the Community Development Department is to ensure the long-term independence of the City of Newark by encouraging the development of a physically and fiscally balanced community. The department consists of Economic Development, Planning, Community Preservation, and Housing, and is committed to leading initiatives that achieve Newark’s independence, relevant services and providing a timely response to inquiries and accurate and complete information to our customers. Within the City organization, the department provides staff support, guidance, and coordination assistance to other departments. The Community Development Department continually strives to improve its high level of service.
KEY OBJECTIVES
• Expand efforts to market the community as a business and residential location of choice. • Attract high technology businesses and employment to Newark through land use decisions and business benefits and services.
• Implement the Economic Development General Plan Element. • Continue timely and efficient processing of development applications. • Implement the Specific Plan for Areas 3 and 4.
• Implement the Specific Plan for the Bayside Newark Transit Oriented Development (Area 2).
• Implement the New Park Place Specific Plan.
• Implement the Old Town Specific Plan.
• Implement the General Plan and Housing Element.
• Work with Regional Agencies to assure Newark will be a part of a vibrant and sustainable region.
• Implement the Local Hazard Mitigation Plan.
• Review and update Census related data as necessary.
• Monitor and update all impact fees as necessary.
• Promote proactive code enforcement activities within the Community Preservation Division
Packet 113 Page 156
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
PLANNING and DEVELOPMENT
50.052.520 Planning 813,000 1,328,000 694,000 1,280,000 1,214,000
50.053.530 Community Preservation 424,000 534,000 491,000 815,000 825,000
50.054.540 General Plans Programs 568,000 568,000 326,000 345,000 352,000
50.059.590 Grants/Pass Through 0 1,500,000 1,445,000 0 0 Subtotal 1,805,000 3,930,000 2,956,000 2,440,000 2,391,000
ENGINEERING
60.061.611 Engineering Design and Construction 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000 Subtotal 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000
BUILDING INSPECTION
60.062.620 Building Inspection Programs 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 Subtotal 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 TOTAL 6,201,000 8,836,000 7,140,000 7,557,000 7,568,000
DEVELOPMENT COST CENTER SUMMARY
Packet 114 Page 157
50.052.520 PLANNING Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 421,000 774,000 320,000 609,000 624,000 5120 Seasonal/Temporary Employees 0 0 27,000 27,000 27,000 Subtotal 421,000 774,000 347,000 636,000 651,000
6100 Materials and Supplies 2,000 3,000 4,000 5,000 5,000 6200 Contractual Services 346,000 501,000 299,000 506,000 431,000 6400 Membership, Travel, Training 7,000 13,000 7,000 22,000 22,000 6800 Internal Service Charges 37,000 37,000 37,000 111,000 105,000 Subtotal 392,000 554,000 347,000 644,000 563,000
TOTAL 813,000 1,328,000 694,000 1,280,000 1,214,000
The Planning activity oversees the orderly physical development of the community. The update and administration of the City’s General Plan, administration of the Zoning Ordinance, coordination of development with the business and development community, and work with the Planning Commission are covered under this activity.
Packet 115 Page 158
50.053.530 COMMUNITY PRESERVATION Community Development Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 398,000 508,000 467,000 653,000 669,000 Subtotal 398,000 508,000 467,000 653,000 669,000
6100 Materials and Supplies 2,000 2,000 1,000 4,000 4,000 6200 Contractual Services 1,000 1,000 0 35,000 35,000
6400 Membership, Travel, Training 2,000 2,000 2,000 33,000 33,000 6800 Internal Service Charges 21,000 21,000 21,000 90,000 84,000 Subtotal 26,000 26,000 24,000 162,000 156,000
TOTAL 424,000 534,000 491,000 815,000 825,000
* Added Community Preservation Manager
The Community Preservation Division is comprised of one full-time Community Preservation Manager and two full-time Community Preservation Specialists who are responsible for enforcing the provisions of the Newark Municipal Code and various other related codes and policies. To meet this obligation, we obtain compliance through intervention, education, and enforcement. We strive to partner with the community in enforcing neighborhood property maintenance standards, as it is our goal to help maintain property values and create a healthy, aesthetically pleasing community in which to live, work, and play.
Packet 116 Page 159
50.054.540 COMMUNITY DEVELOPMENT Community Development
GENERAL PLAN
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 568,000 568,000 326,000 345,000 352,000 Subtotal 568,000 568,000 326,000 345,000 352,000
TOTAL 568,000 568,000 326,000 345,000 352,000
The Community Development Maintenance activity oversees the implementation, the update and administration of the City's General Plan. This activity is fully funded by the Community Development Maintenance Fee.
Packet 117 Page 160
50.059.590 COMMUNITY DEVELOPMENT Community Development
GRANTS/PASS THROUGH
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6900 Economic Public Assistance 0 1,500,000 1,445,000 0 0 Subtotal 0 1,500,000 1,445,000 0 0
TOTAL 0 1,500,000 1,445,000 0 0
The Community Development Pass Through Grants activity includes programs which provide economic public assistance which are funded by external grants and resources.
Packet 118 Page 161
60.061.611 ENGINEERING Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,478,000 1,629,000 1,538,000 1,992,000 2,043,000 5120 Seasonal/Temporary Employees 50,000 50,000 40,000 26,000 26,000 5140 Overtime 0 0 1,000 0 0
Subtotal 1,528,000 1,679,000 1,579,000 2,018,000 2,069,000 6100 Materials and Supplies 4,000 4,000 2,000 4,000 4,000 6200 Contractual Services 644,000 947,000 841,000 972,000 972,000 6400 Membership, Travel, Training 4,000 7,000 4,000 12,000 12,000 6800 Internal Service Charges 193,000 193,000 193,000 234,000 220,000 Subtotal 845,000 1,151,000 1,040,000 1,222,000 1,208,000 TOTAL 2,373,000 2,830,000 2,619,000 3,240,000 3,277,000 * Updated FTE allocations between Organizational Units.
The Engineering Division consists of the Design Engineering, Development Engineering and Traffic Engineering sections, and is responsible for facilitating the design and construction of Capital Improvement projects such as streets, parks, and other public facilities; overseeing the approval and inspection of private development projects; and managing the City’s traffic signal and multimodal transportation system.
Packet 119 Page 162
60.062.620 BUILDING INSPECTION Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,430,000 1,430,000 1,132,000 1,369,000 1,404,000 5120 Seasonal/Temporary Employees 200,000 200,000 5,000 55,000 55,000 5140 Overtime 0 0 2,000 0 0
Subtotal 1,630,000 1,630,000 1,139,000 1,424,000 1,459,000 6100 Materials and Supplies 5,000 5,000 5,000 6,000 6,000 6200 Contractual Services 296,000 349,000 336,000 237,000 237,000 6400 Membership, Travel, Training 11,000 11,000 4,000 20,000 20,000 6800 Internal Service Charges 81,000 81,000 81,000 190,000 178,000 Subtotal 393,000 446,000 426,000 453,000 441,000
TOTAL 2,023,000 2,076,000 1,565,000 1,877,000 1,900,000 * Updated FTE allocations between Organizational Units.
The Building Inspection program ensures that building design and construction are performed in agreement with the most modern materials, construction techniques, and engineering to protect the life, health, and safety of the occupants and to preserve the building stock. This is accomplished by adopting the latest building codes, providing regular training to staff, providing direction and instruction to meet code compliance for inexperienced builders, and adhering to a process that involves a thorough plan check process followed up by rigorous field inspections. Building Inspection is also tasked with providing educational documents to help streamline the process of permitting construction projects and retaining the documents for long term use.
Packet 120 Page 163
RECREATION & COMMUNITY SERVICES COST CENTER
The Recreation & Community Services Cost Center provides for the City’s recreation and community programs. Some of these services are paid for by users when they register for classes or other activities.
Specific General Recreation activities include Youth/Adult Sports, Fitness & Wellness; George M. Silliman Activity & Family Aquatic Center; Community Center Licensed Child Care; Senior Services; and Paratransit Services.5.9%; $287,000
5.7%; $278,000
8.4%; $410,000
3.3%; $161,000
5.1%; $250,000
0.8%; $40,000
8.8%; $430,000
62.1%; $3,047,000
5.9%; $290,000
5.7%; $280,000
8.8%; $430,000
3.5%; $172,000
6.1%; $300,000
0.9%; $45,000
9.0%; $440,000
61.0%; $2,990,000
General
Recreation
Facility Rentals
&
Other
Revenues
Aquatics &
Concessions
Community &
Human
Services/
Senior Activity
Activity Users
Fees
Preschool Licensed Child
Care
Intrafund
Transfer In -
General
Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues
19.1%
$1,054,000
11.4%
$628,000
43.9%
$2,420,000
14.4%
$796,000
11.1%
$611,000
19.6%
$1,087,000
11.6%
$641,000
43.2%
$2,399,000
14.5%
$802,000
11.2%
$619,000
General Recreation Youth/ Adult Sports Activity & Family Aquatic Center
Licensed Child Care Senior Activity
Budgeted Expenditures FY 2023 and FY 2024
2023 Expenditures 2024 Expenditures
Packet 121 Page 164
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
RECREATION AND COMMUNITY SERVICES DEPARTMENT
The mission of the Recreation and Community Services Department is to enrich and strengthen the wellbeing of all community members through recreational programs, services, and facilities while promoting personal development, healthy lifestyles, community involvement, and inclusiveness.
KEY OBJECTIVES
• Develop, promote, program, and manage a comprehensive Newark Family Resources Center.
• Develop partnerships to offer human services information and referral to individuals and families in need. Promote, refer to, and inform the community of the various human services available at the Fremont Family Resource Center and “211 Alameda County” • Recruit volunteers to assist with department programs and services and acknowledge their efforts through the City Volunteer Program and other events. • Continue to coordinate with the Alameda County Fire Department or other designated agencies for preparation and training for emergency shelter operations at the Senior and Silliman Centers.
• Collaborate with the City of Fremont and Life Elder Care to offer Case Management, RideOn Tri-City!, and Meals on Wheels food delivery with funding provided by Measure B and Measure BB.
• Continue to strategically approach programs and facilities usage to maximize participation, particularly during the daytime, maintain healthy lifestyles, and promote their role in Newark’s community identity.
• Strategically integrate health and nutrition education and outreach within department special events and appropriate programs.
• Continue to provide quality community special events and mobile recreation opportunities.
• Continue to seek sponsorship opportunities to support and enhance various programs and special events.
• Collaborate with service providers to promote a variety of programming opportunities for all ages including summer programming and enrichment opportunities.
Packet 122 Page 165
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
RECREATION AND COMMUNITY SERVICES DEPARTMENT, CONTINUED • Provide water safety education and outreach to enhance public safety and provide a clear message that drowning is preventable.
• Offer facilities and opportunities for youth and adults to participate in sports programs, camps, leagues, tournaments, and special events.
• Offer scholarships to encourage all Newark Resident Youth to access recreational and fitness opportunities.
• Provide quality, affordable recreational opportunities for Newark Resident Seniors. • Offer cost-effective rental facilities for private gatherings, business meetings, and community-based organizations.
• Schedule and monitor community use of all City maintained athletic fields and practice spaces. Ensure that the community follows all rules and regulations related to the use of these facilities.
• Train all recreation staff in CPR/AED and first aid. Continue to provide Aquatic staff with lifesaving water rescue skills.
• Continue to offer a comprehensive swim lesson and water fitness programs. • Provide working families with high-quality, nurturing, and well-regarded state licensed Child Care program for ages 3-5 years.
• Continue to offer empowering leadership and educational programs to the Latinx community through collaboration with the Promotores Network. Increase marketing efforts to reach a broader audience through social media and streamline our “Newark Recreation and Community Services” brand.
• Through our programs, facilities, and services, make Newark a better place to live, work, and play.
Packet 123 Page 166
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
RECREATION & COMMUNITY SERVICES
70.071.710 General Recreation Services 819,000 1,123,723 967,000 1,054,000 1,087,000
70.072.720 Youth/Adult Sports, Fitness
& Wellness 847,000 847,000 953,000 628,000 641,000
70.073.730 Activity & Family Aquatic Center 2,764,000 2,793,000 2,255,000 2,420,000 2,399,000
70.074.740 Licensed Child Care 682,000 682,000 614,000 796,000 802,000
70.075.750 Senior Services 436,000 436,000 420,000 611,000 619,000
70.075.755 Paratransit (Measure B/BB) 440,000 440,000 317,000 220,000 220,000
70.079.790 Grants/Pass Through 0 0 10,000 0 0
TOTAL 5,988,000 6,321,723 5,536,000 5,729,000 5,768,000
RECREATION & COMMUNITY COST CENTER SERVICES SUMMARY
Packet 124 Page 167
70.071.710 GENERAL RECREATION SERVICES Recreation & Community Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 301,000 301,000 355,000 348,000 357,000 5120 Seasonal/Temporary Employees 174,000 278,723 228,000 182,000 182,000 Subtotal 475,000 579,723 583,000 530,000 539,000
6100 Supplies 52,000 174,000 94,000 240,000 264,000
6200 Contractual Services 59,000 121,000 50,000 86,000 93,000 6400 Membership, Travel, Training 5,000 21,000 12,000 24,000 27,000 6800 Internal Service Charges 228,000 228,000 228,000 174,000 164,000 Subtotal 344,000 544,000 384,000 524,000 548,000
TOTAL 819,000 1,123,723 967,000 1,054,000 1,087,000
The General Recreation Services activity provides direct management of the City’s Recreation and Community Services Department. Programs within this activity include Preschool classes, Summer Day Care, Teen Area drop-in supervision and special events, as well as the Community Center rental program and Human Services. Management of this activity involves the planning, scheduling, coordination, and supervision of recreation service programs held at City and Newark Unified School District facilities.
Packet 125 Page 168
70.072.720 YOUTH/ADULT SPORTS, Recreation & Community Services
FITNESS & WELLNESS
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 195,000 195,000 368,000 270,000 277,000 5120 Seasonal/Temporary Employees 104,000 104,000 67,000 91,000 91,000 5140 Overtime 0 0 1,000 0 0
Subtotal 299,000 299,000 436,000 361,000 368,000
6100 Supplies 41,000 41,000 30,000 45,000 48,000
6200 Contractual Services 112,000 112,000 92,000 115,000 124,000 6800 Internal Service Charges 395,000 395,000 395,000 107,000 101,000 Subtotal 548,000 548,000 517,000 267,000 273,000
TOTAL 847,000 847,000 953,000 628,000 641,000
The Youth/Adult Sports, Fitness & Wellness activity provides opportunities for youth, adults, and seniors to participate in a variety of sports leagues, camps, dance classes, martial arts, and fitness-related activities. This activity includes program planning, league formation and scheduling, marketing, staff training, maintenance of facilities, contract service administration, risk management, public information, and publicity.
Packet 126 Page 169
70.073.730 GEORGE M. SILLIMAN Recreation & Community Services
ACTIVITY & FAMILY AQUATIC CENTER
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 572,000 601,000 561,000 508,000 521,000 5120 Seasonal/Temporary Employees 965,000 965,000 519,000 973,000 973,000 Subtotal 1,537,000 1,566,000 1,080,000 1,481,000 1,494,000 6100 Supplies 128,000 128,000 82,000 140,000 145,000
6200 Contractual Services 27,000 27,000 24,000 30,000 32,000 6400 Membership, Travel, Training 8,000 8,000 5,000 11,000 11,000 6800 Internal Service Charges 1,064,000 1,064,000 1,064,000 758,000 717,000 Subtotal 1,227,000 1,227,000 1,175,000 939,000 905,000
TOTAL 2,764,000 2,793,000 2,255,000 2,420,000 2,399,000 The George M. Silliman Activity & Family Aquatic Center activity provides direct management of all general recreation and aquatic program and services including swim lessons, aquatic exercise classes, recreation and lap swim, summer and holiday camps, special events, pool safety presentations, café operations, birthday parties, and fitness center. Management of this activity involves staff training, front office and program registration services, lifeguard training and certification programs, facility rental program, risk management, scheduling of multiple classes and activities, maintenance of facilities, building supervision, recruitment and training of part-time staff, program registration, daily cash handling and reporting, retail sales, inventory control, and general customer service. The George M. Silliman Activity & Family Aquatic Center also functions as a public information outlet for local and regional resource programs, as well as community events.
Packet 127 Page 170
70.074.740 COMMUNITY CENTER Recreation & Community Services
LICENSED CHILD CARE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 571,000 571,000 515,000 603,000 617,000 5120 Seasonal/Temporary Employees 0 0 18,000 28,000 28,000 5140 Overtime 0 0 1,000 0 0
Subtotal 571,000 571,000 534,000 631,000 645,000
6100 Supplies 8,000 8,000 9,000 13,000 13,000
6200 Contractual Services 35,000 35,000 2,000 3,000 3,000 6400 Membership, Travel, Training 0 0 1,000 3,000 3,000 6800 Internal Service Charges 68,000 68,000 68,000 146,000 138,000 Subtotal 111,000 111,000 80,000 165,000 157,000
TOTAL 682,000 682,000 614,000 796,000 802,000
The Community Center Licensed Child Care activity provides for the direct supervision of the State of California licensed child care program for children ages 3 – 5 years. Management of this activity involves supervision of staff, state licensing compliance, daily program planning, ordering of supplies, processing of payments, maintenance of facilities and equipment, snack provision, holiday-themed special events, and communication with participant parents/legal guardians. The program currently accepts subsidized childcare payments for those who qualify.
Packet 128 Page 171
70.075.750 SENIOR SERVICES Recreation & Community Services Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 368,000 368,000 356,000 472,000 484,000 5120 Seasonal/Temporary Employees 10,000 10,000 1,000 16,000 16,000 Subtotal 378,000 378,000 357,000 488,000 500,000
6100 Supplies 7,000 7,000 9,000 12,000 12,000
6200 Contractual Services 5,000 5,000 6,000 10,000 10,000 6400 Membership, Travel, Training 0 0 2,000 4,000 6,000 6800 Internal Service Charges 46,000 46,000 46,000 97,000 91,000 Subtotal 58,000 58,000 63,000 123,000 119,000
TOTAL 436,000 436,000 420,000 611,000 619,000
The Senior Services activity includes all senior specific activities held at the Senior Center. Management of this activity includes daily supervision of the drop-in program, bingo games, daily congregate meal program, case management services, exercise classes, special events, trips and tours, senior enrichment classes, supply ordering, and maintenance of facility and equipment.
Packet 129 Page 172
70.075.755 SENIOR SERVICES Recreation & Community Services
PARATRANSIT (MEASURE B/BB)
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 440,000 440,000 317,000 220,000 220,000 Subtotal 440,000 440,000 317,000 220,000 220,000
TOTAL 440,000 440,000 317,000 220,000 220,000
The Paratransit Services – Measure B and Measure BB activity provides door-to-door transportation to Newark seniors ages 65 and older and disabled adults ages 18 and over. Measure B is the half-cent sales tax revenue that was approved by voters in November 2000. The City of Newark contracts with the City of Fremont to offer weekday services per a determined scheduled based on Measure B/BB funding levels as set forth by the Metropolitan Transportation Authority.
The service delivery area includes Newark, Union City, and some areas of Fremont.
Packet 130 Page 173
70.079.790 GRANTS/PASS THROUGH Recreation & Community Services Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6900 Other Charges 0 0 10,000 0 0
Subtotal 0 0 10,000 0 0
TOTAL 0 0 10,000 0 0
This program includes funding for various Recreation activities from other intergovernmental sources.
Packet 131 Page 174
MAINTENANCE COST CENTER
The Maintenance Cost Center provides for the maintenance of existing assets. Since preservation of infrastructure is a high priority, this fund receives significant contribution from the General Fund. Specific activities include Weed Abatement, Street Lighting & Traffic Signals, Street Repairs, Environmental Services, and Park & Landscape Maintenance. 8.7% $500,000
90.6%
$5,180,000
0.6%
$35,000
0.1%
$4,000
99.3%
$5,595,000
0.6%
$35,000
Environment Services Intrafund Transfers In - General Other Revenue Budgeted Revenues FY 2023 and FY 2024
2023 Revenues 2024 Revenues
11.3%
$694,000
0.6%
$39,000
17.3%
$1,066,000
18.7%
$1,151,000
52.0%
$3,201,000
10.7%
$697,000
0.6%
$39,000
18.3%
$1,194,000
18.0%
$1,170,000
52.4%
$3,409,000
Street Lighting/
Traffic Signals
Weed Abatement Street Repairs Environment Services Park & Landscape Maintenance
Budgeted Expenditures FY2023 and FY2024
2023 Expenditures 2024 Expenditures
Packet 132 Page 175
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
PUBLIC WORKS DEPARTMENT
BUILDING INSPECTION / ENGINEERING / MAINTENANCE
The mission of the Public Works Department is to provide and maintain the most desirable environment for the community by ensuring that all City property and public rights-of-way are maintained to the highest standards possible, all buildings within our community are safe, sound, and of high quality, and that all City facilities are designed, constructed, and function to the highest degree of safety and utility in a cost-effective manner. The department consists of three divisions, Building Inspection, Engineering, and Maintenance and is committed to providing prompt, courteous, and efficient service. Public Works also oversees Newark’s stormwater program, sustainability efforts and waste management services for the collection and disposal of solid waste, recyclable materials, and organic material in a cost-effective, environmentally conscious, and responsible manner. Public Works recognizes the value of our employees and strives to provide a safe, clean, and attractive community for all.
KEY OBJECTIVES
• Oversee construction of the Central Avenue Railroad Overpass with a target construction start in summer 2023 and completion by 2025.
• Complete the Lakeshore Park Landscape Restoration project in 2022 with the addition of infrastructure for water quality improvements.
• Complete a Citywide Building Needs Assessment to determine future building needs and complete an evaluation of all older existing buildings to potentially serve those needs. • Complete a Railroad Quiet Zones Study
• Continue to assist residents, businesses, and the commercial and residential development community by reviewing construction documents, issuing permits, and conducting related inspections in the most efficient manner possible.
• Continue to evaluate permit tracking software options and internal processes for permit review streamlining, including electronic or paperless plan reviews.
Packet 133 Page 176
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
PUBLIC WORKS DEPARTMENT, CONTINUED
• Continue implementation of all public works projects approved for funding in the Capital Improvement Plan, including additional high-priority projects identified in the Citywide Parks Master Plan as well as projects identified in the Pedestrian and Bicycle Master Plan. • Continue to undertake a variety of projects to maintain the existing local street network, improve the City’s overall pavement condition index, and implement the City’s Complete Streets Policy.
• Continue to work with the Alameda County Transportation Commission to ensure that Newark continues to receive and expend its full share of both direct local distribution and discretionary funds through Measure B, Measure BB, and Vehicle Registration Fee funding programs, and pursue other local, state, and federal transportation funding sources. • Continue to pursue grant funding opportunities for park and building projects. • Continue to work with citizens to implement various traffic calming measures and other traffic safety improvements when warranted.
• Continue to maintain City landscaping, parks, streets, and public building and equipment assets within the City’s budget limitations by utilizing internal staffing resources and undertaking a variety of projects.
• Continue to maintain City landscaping, parks, streets, and public building and equipment assets within the City’s budget limitations by utilizing internal staffing resources and undertaking a variety of projects.
• Continue to explore opportunities to improve service levels with investment in more efficient equipment and advanced technology.
• Continue to implement water conservation efforts in partnership with the Alameda County Water District to address drought concerns.
Packet 134 Page 177
DEPARTMENT MISSIONS STATEMENT AND KEY OBJECTIVES s
PUBLIC WORKS DEPARTMENT, CONTINUED
• Continue to implement the City’s Stormwater Program in coordination with the Alameda Countywide Clean Water Program, including requirements mandated by the Municipal Regional Stormwater NPDES Permit for Green Infrastructure planning and trash capture. • Continue to work with the Franchise hauler to set maximum annual garbage rates that are within the limits of the Agreement and in the best interests of the community. • Continue to promote the diversion of solid waste from landfills by providing outreach materials and technical assistance to residents, businesses, and schools to achieve Statemandated diversion goals. • Continue to research opportunities for collaborative efforts for climate protection measures with other agencies.
• Continue to maintain and operate the City’s traffic signal systems to maximize safety and efficiency for all roadway users and explore opportunities to improve traffic signal efficiency with interconnect systems in high-volume corridors.
• Continue to maintain the City’s street lighting system in an efficient manner and explore opportunities for LED conversion of the existing system. • Continue to maintain and improve the City’s urban forest, emphasizing street tree and park tree safety for the community.
Continue to identify opportunities for improving safety conditions in all streets, parks and buildings, thereby minimizing the City’s liability risk.
Packet 135 Page 178
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
ENVIRONMENTAL SERVICES
60.063.631 Waste Management 85,000 673,104 242,000 376,000 380,000
60.063.632 Storm Drains 860,000 963,000 832,000 775,000 790,000 Subtotal 945,000 1,636,104 1,074,000 1,151,000 1,170,000
WEED ABATEMENT
60.064.641 Weed Abatement 13,000 18,000 108,000 39,000 39,000 Subtotal 13,000 18,000 108,000 39,000 39,000
STREET OPERATIONS & MAINTENANCE
60.064.612 Street Lighting & Traffic Signals 596,000 684,000 711,000 694,000 697,000
60.064.642 Street Repairs 912,000 957,000 767,000 1,066,000 1,194,000
60.068.682 Landscape & Lighting Districts 0 7,500 180,000 0 0 Subtotal 1,508,000 1,648,500 1,658,000 1,760,000 1,891,000
PARK & LANDSCAPE MAINTENANCE
60.064.643 Park & Landscape 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 Subtotal 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 TOTAL 4,588,000 5,872,604 5,254,000 6,151,000 6,509,000
MAINTENANCE COST CENTER SUMMARY
Packet 136 Page 179
60.063.631 WASTE MANAGEMENT Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 112,000 57,000 284,000 290,000 Subtotal 0 112,000 57,000 284,000 290,000
6100 Materials and Supplies 0 65,104 0 0 0
6200 Contractual Services 85,000 495,000 185,000 58,000 58,000 6400 Membership, Travel, Training 0 1,000 0 0 0
6800 Internal Service Charges 0 0 0 34,000 32,000
Subtotal 85,000 561,104 185,000 92,000 90,000
Total Operations 85,000 673,104 242,000 376,000 380,000 TOTAL 85,000 673,104 242,000 376,000 380,000
* Added Environmental Services Manager
The Waste Management program oversees solid waste, recycling, organics and waste diversion activities for the City.
Administration of the contract with the current franchise solid waste, recycling and organics hauler, along with other related solid waste management activities are included under this program.
Packet 137 Page 180
60.063.632 STORM DRAINS Parks and Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 467,000 549,000 447,000 453,000 465,000 5140 Overtime 0 0 1,000 0 0
Subtotal 467,000 549,000 448,000 453,000 465,000
6100 Materials and Supplies 6,000 8,000 0 16,000 18,000 6200 Contractual Services 127,000 146,000 136,000 174,000 180,000 6300 Other 11,000 11,000 0 12,000 12,000
6400 Membership, Travel, Training 1,000 1,000 0 3,000 3,000 6800 Internal Service Charges 248,000 248,000 248,000 117,000 112,000 Subtotal 393,000 414,000 384,000 322,000 325,000
TOTAL 860,000 963,000 832,000 775,000 790,000
The Storm Drains activity ensures City streets are cleaned on a scheduled basis through the street sweeping program, storm drainage facilities are adequately cleaned and maintained, local businesses and residents are aware of and are conducting effective stormwater pollution prevention practices, and necessary funding for this work is provided for these functions as mandated under the Municipal Regional Stormwater National Pollutant Discharge Elimination System permit requirements which authorize and regulate discharges from the City’s storm drain system to San Francisco Bay.
Packet 138 Page 181
60.064.612 STREET LIGHTING & TRAFFIC SIGNALS Public Works Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 100,000 100,000 165,000 146,000 150,000 Subtotal 100,000 100,000 165,000 146,000 150,000
Supplies
6200 Contractual Services 200,000 288,000 250,000 250,000 250,000 6300 Other Charges 275,000 275,000 275,000 275,000 275,000 6800 Internal Service Charges 21,000 21,000 21,000 23,000 22,000 Subtotal 496,000 584,000 546,000 548,000 547,000
TOTAL 596,000 684,000 711,000 694,000 697,000
The Street Lighting & Traffic Signals activity is an operating account to provide energy and maintenance for the operation of approximately 2,850 street lights and 45 traffic signals. The City contracts for the majority of street lighting and traffic signal maintenance.
Packet 139 Page 182
60.064.641 WEED ABATEMENT Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 102,000 21,000 21,000
Subtotal 0 0 102,000 21,000 21,000
6200 Contractual Services 13,000 18,000 6,000 11,000 11,000 6800 Internal Service Charges 0 0 0 7,000 7,000
Subtotal 13,000 18,000 6,000 18,000 18,000
TOTAL 13,000 18,000 108,000 39,000 39,000
The Weed Abatement activity is an operating system to remove weeds on vacant parcels in developed areas. The process includes notification of property owners, preparation and award of contracts, administration of the abatement work, and execution of the lien procedure to guarantee reimbursement of costs incurred by the City.
Packet 140 Page 183
60.064.642 STREET REPAIRS Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 455,000 455,000 324,000 340,000 348,000 5140 Overtime 0 0 1,000 0 0
Subtotal 455,000 455,000 325,000 340,000 348,000
6100 Supplies 48,000 53,000 53,000 61,000 73,000
6200 Contractual Services 34,000 74,000 17,000 90,000 108,000 6400 Membership, Travel, Training 4,000 4,000 1,000 7,000 8,000 6800 Internal Service Charges 371,000 371,000 371,000 568,000 657,000 Subtotal 457,000 502,000 442,000 726,000 846,000
TOTAL 912,000 957,000 767,000 1,066,000 1,194,000
The Street Repairs activity is an operating system to repair and maintain approximately 100 miles of City streets. The Street Repair Program uses the data derived from the Pavement Management System to help identify needs and develop strategies to perform the required work. Street repairs include maintaining regulatory and informational signing and pavement markings.
Packet 141 Page 184
60.064.643 PARK & LANDSCAPE MAINTENANCE Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 1,211,000 1,327,000 1,105,000 1,508,000 1,542,000 5120 Seasonal/Temporary Employees 0 0 102,000 42,000 42,000 5140 Overtime 0 0 12,000 0 0
Subtotal 1,211,000 1,327,000 1,219,000 1,550,000 1,584,000 6100 Supplies 67,000 108,000 85,000 152,000 183,000
6200 Contractual Services 155,000 280,000 260,000 375,000 450,000 6400 Membership, Travel, Training 9,000 9,000 4,000 14,000 17,000 6300 Other Charges 323,000 489,000 489,000 550,000 633,000 6800 Internal Service Charges 357,000 357,000 357,000 560,000 542,000 Subtotal 911,000 1,243,000 1,195,000 1,651,000 1,825,000 TOTAL 2,122,000 2,570,000 2,414,000 3,201,000 3,409,000 * Updated FTE allocations between Organizational Units.
The Park & Landscape Maintenance activity is an operating program maintaining approximately 18,000 trees and other landscaping and irrigation improvements located within 156 acres of City parks and street landscaping, including street rightsof-way, cul-de-sacs, and medians.
Packet 142 Page 185
60.068.682 LANDSCAPE & LIGHTING DISTRICTS Public Works
Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 152,000 0 0
6300 Utilities 0 7,500 28,000 0 0
Subtotal 0 7,500 180,000 0 0
TOTAL 0 7,500 180,000 0 0
The Landscaping & Lighting Districts provide for the ongoing maintenance of the City’s landscaping and street lighting systems within the boundaries of the active Landscaping and Lighting Districts.
Packet 143 Page 186
CAPITAL FUNDS
The Capital Funds consists of the City's capital projects and the funds used in financing these projects. Activities include Street Construction, Housing Community Development (HCD), Park Construction, Capital Improvements, and Art in Public Places. Revenues available to support this fund include State Gasoline Tax, Measure B Sales Tax, Community Development Block Grant, development Impact Fees, and other grants. General Fund contributions to this fund is variable from year to year, depending on capital construction needs and any operating surplus generated by the General Fund. 0.2% $50,0004.7% $1,114,000 41.3% $9,806,000 39.2% $9,306,000 0.2% $54,000 14.3% $3,406,000 0.5% $50,00013.4% $1,450,000 33.6% $3,634,000 48.4% $5,238,000 0.1% $11,000 4.1% $442,000 Licenses & Permits Gas Tax Other Agencies Impact Fees Maint. Fees Park Impact Fee Budgeted Revenues FY2023 and FY2024
2023 Revenues 2024 Revenues
89.92%
$4,121,000
7.00%
$321,000
0.00%
$0
3.08%
$141,000
0.00%
$0
90.02%
$4,183,000
6.91%
$321,000
0.00%
$0
3.08%
$143,000
0.00%
$0
Street Construction Capital
Improvement
Transfer Out - General
Fund
Housing
Community
Development
Park construction
Budgeted Expenditures FY2023 and FY2024
2023 Expenditures 2024 Expenditures
Packet 144 Page 187
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
CAPITAL PROJECTS
90.091.910 Street Construction 3,230,000 3,230,000 6,011,000 4,121,000 4,183,000
90.092.920 Housing Community Development 0 0 374,000 141,000 143,000
90.093.930 Park Construction 0 0 (1,000) 0 0
90.094.940 Capital Improvements 1,261,000 1,444,700 4,525,000 321,000 321,000 TOTAL 4,491,000 4,674,700 10,909,000 4,583,000 4,647,000
CAPITAL FUNDS SUMMARY
Packet 145 Page 188
90.091.910 STREET CONSTRUCTION Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 3,230,000 3,230,000 6,011,000 4,121,000 4,183,000 Subtotal 3,230,000 3,230,000 6,011,000 4,121,000 4,183,000 Total Capital Outlay 3,230,000 3,230,000 6,011,000 4,121,000 4,183,000 TOTAL 3,230,000 3,230,000 6,011,000 4,121,000 4,183,000 Projects FY 2023:
Total Projects
Professional Services
Grand Total 2023
Projects FY 2024:
Total Projects
Professional Services
Grand Total 2024
The Street Construction activity is a capital program that provides funding for public works projects within the public right-ofway. This year’s program includes grant projects, Gas Tax-funded construction and maintenance projects, and miscellaneous appropriations to support this activity, such as professional consulting services and departmental supplies.
Packet 146 Page 189
90.092.920 HOUSING DEVELOPMENT Community Development
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 374,000 141,000 143,000
Subtotal 0 0 374,000 141,000 143,000
Total 0 0 374,000 141,000 143,000
Construction Projects FY 2023:
Total Construction Projects
The Housing Development activity administers the Housing Development Community (HCD) and Community Development Block Grant (CDBG). The City is a subgrantee of this federal grant which is directly awarded to the County of Alameda. This activity provides funding of programs and projects related to low-income housing and neighborhood improvements.
Packet 147 Page 190
90.093.930 PARK CONSTRUCTION Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 0 0 (1,000) 0 0
Subtotal 0 0 (1,000) 0 0
Total Capital Outlay 0 0 (1,000) 0 0
Construction Projects FY 2023:
Total Construction Projects
Construction Projects FY 2024:
Total Construction Projects
The Park Construction activity administers contracts for the installation and construction of new park facilities, including play apparatus, sportsfields, and landscaping and irrigation systems to ensure a safe and enjoyable recreation environment for the City's residents. A Citywide Parks Master Plan was adopted in 2018 to help guide and prioritize these improvements.
Packet 148 Page 191
90.094.940 CAPITAL IMPROVEMENTS Public Works
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6200 Contractual Services 1,261,000 1,444,700 4,525,000 321,000 321,000 Subtotal 1,261,000 1,444,700 4,525,000 321,000 321,000
TOTAL 1,261,000 1,444,700 4,525,000 321,000 321,000
Projects FY 2023:
Total Projects 2023
Projects FY 2024:
Total Projects 2024
-
The Capital Improvements activity provides for the funding of non-gas tax funded capital projects. Funds for this account are provided from a number of sources, including capital funds and grants.
Packet 149 Page 192
INTERNAL SERVICE FUNDS
Internal Service Funds are used to account for the financing of equipment and services provided internally to other City departments. Examples include maintenance and replacement of departmental equipment, maintenance of City-owned buildings, the administration of workers' compensation and public liability insurance, and general office equipment lease agreements.
Activities that support these types of functions are classified as Internal Service Funds (ISF). The cost of these funds are allocated to all departments through allocation formulas. These formulas distribute the financial burden a given service places on the ISF activity. The final allocations for all ISFs become the Internal Service Fund Cost Allocation Plan.
Packet 150 Page 193
Organizational Unit 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
CAPITAL OUTLAY
87.701.800 Equipment Replacement 995,000 995,000 908,000 1,591,000 1,323,000 Subtotal 995,000 995,000 908,000 1,591,000 1,323,000
GENERAL
87.705.800 Office Support Services 97,000 97,000 115,000 103,000 103,000 Subtotal 97,000 97,000 115,000 103,000 103,000
SELF-INSURANCE
87.707.200 Workers' Compensation 1,085,000 1,085,000 843,000 1,106,000 1,117,000
87.706.150 Public Liability 953,000 1,553,000 1,336,000 1,779,000 2,000,000 Subtotal 2,038,000 2,638,000 2,179,000 2,885,000 3,117,000
MAINTENANCE
87.703.671 Equipment Maintenance 1,013,000 1,126,000 1,160,000 1,299,000 1,360,000
87.704.672 Civic Center/City Facilities 1,218,000 1,660,218 1,474,400 1,609,000 1,682,000
87.704.673 Silliman Center 713,000 786,016 685,000 822,000 871,000
87.704.674 Police Building 0 9,061 0 408,000 436,000
87.704.675 Library Building 0 5,820 0 179,000 196,000
Subtotal 2,944,000 3,587,115 3,319,400 4,317,000 4,545,000 TOTAL 6,074,000 7,317,115 6,521,400 8,896,000 9,088,000
INTERNAL SERVICE FUNDS SUMMARY
Packet 151 Page 194
87.701.800 EQUIPMENT REPLACEMENT Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
7000 Other Charges 195,000 195,000 195,000 195,000 196,000 Subtotal 195,000 195,000 195,000 195,000 196,000
8000 Capital Outlay 800,000 800,000 713,000 1,396,000 1,127,000 TOTAL 995,000 995,000 908,000 1,591,000 1,323,000
The Equipment Replacement activity monitors the replacement and funding of equipment and machinery that the City uses to provide services to the community. A required annual contribution is charged to the user department, which is accumulated to fund future replacement of the equipment. An equipment replacement schedule provides the timeline of the replacement based on estimated useful life and/or obsolescence. Due to limited funds, equipment replacement requires prioritization that places emphasis on safety issues and necessity of the equipment to City operations.
Packet 152 Page 195
87.705.800 OFFICE SUPPORT SERVICES Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 16,000 0 0
Subtotal 0 0 16,000 0 0
6100 Supplies 26,000 26,000 26,000 30,000 30,000
6200 Contractual Services 70,000 70,000 71,000 71,000 71,000 6400 Membership, Travel, Training 1,000 1,000 2,000 2,000 2,000 Subtotal 97,000 97,000 99,000 103,000 103,000
TOTAL 97,000 97,000 115,000 103,000 103,000
Office Support Services facilitates the City's mailroom operations and purchase of Citywide stationary, envelopes, and other related mailing supplies. This activity also manages the lease of the City’s photocopy and postage equipment.
Packet 153 Page 196
87.707.200 WORKERS’ COMPENSATION Internal Service Funds
SELF-INSURANCE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 0 0 36,000 35,000 35,000
Subtotal 0 0 36,000 35,000 35,000
6200 Contractual Services 1,085,000 1,085,000 807,000 1,071,000 1,082,000 Subtotal 1,085,000 1,085,000 807,000 1,071,000 1,082,000 TOTAL 1,085,000 1,085,000 843,000 1,106,000 1,117,000
The Workers’ Compensation Self-Insurance program administers benefits in accordance with State and Federal laws. The City is self-insured for Workers’ Compensation benefits, a mandated benefit to protect employees who incur industrial injuries. The Workers' Compensation program includes the processing of claims, the determination and evaluation of compensability, the selection and monitoring of medical and legal consultants, the settlement and litigations of claims, and the preparation of reports to other governmental agencies. In addition, the program includes risk and claims analysis, training, education, and prevention. The City utilizes Sedgwick as the Third Party Administrator and LAWCX as the excess insurance carrier for the Workers' Compensation program.
Packet 154 Page 197
87.706.150 PUBLIC LIABILITY SELF-INSURANCE Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 16,000 16,000 32,000 35,000 35,000 5140 Overtime 0 0 1,000 0 0
Subtotal 16,000 16,000 33,000 35,000 35,000
6100 Supplies 10,000 10,000 5,000 10,000 10,000
6200 Contractual Services 927,000 1,527,000 1,298,000 1,734,000 1,955,000 Subtotal 937,000 1,537,000 1,303,000 1,744,000 1,965,000 TOTAL 953,000 1,553,000 1,336,000 1,779,000 2,000,000
The Public Liability Self-Insurance activity accounts for the expenses required to administer the public liability, fidelity bond, and property/casualty insurance policies. These services include the purchase of insurance and administration of claims, the periodic analysis of losses and loss prevention measures, and the coordination of legal and adjusting information.
Packet 155 Page 198
87.703.671 EQUIPMENT MAINTENANCE Internal Service Funds Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 533,000 533,000 570,000 603,000 620,000 5140 Overtime 0 0 5,000 0 0
Subtotal 533,000 533,000 575,000 603,000 620,000
6100 Supplies 298,000 369,000 363,000 445,000 466,000
6200 Contractual Services 178,000 220,000 220,000 243,000 266,000 6400 Membership, Travel, Training 4,000 4,000 2,000 8,000 8,000 Subtotal 480,000 593,000 585,000 696,000 740,000
TOTAL 1,013,000 1,126,000 1,160,000 1,299,000 1,360,000 The Equipment Maintenance activity supports the repair and maintenance of the City's fleet, including cruisers, sedans, pickups, vans, fire equipment, heavy construction equipment, and miscellaneous (mowers, edgers, sprayers, etc.) equipment.
Each piece of equipment is set up on a preventive maintenance program.
Packet 156 Page 199
87.704.672 CIVIC CENTER & CITY Internal Service Funds
FACILITIES BUILDING MAINTENANCE
Account
Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 492,000 492,000 427,000 462,000 474,000 5140 Overtime 0 0 5,000 0 0
Subtotal 492,000 492,000 432,000 462,000 474,000
6100 Supplies 34,500 55,500 55,400 59,000 64,000
6200 Contractual Services 324,000 586,218 464,000 542,000 579,000 6400 Membership, Travel, Training 5,500 5,500 2,000 7,000 8,000 6300 Other Charges 362,000 521,000 521,000 539,000 557,000 Subtotal 726,000 1,168,218 1,042,400 1,147,000 1,208,000 TOTAL 1,218,000 1,660,218 1,474,400 1,609,000 1,682,000 The Building Maintenance activity supports the operation and maintenance of City facilities, including the David W. Smith City Hall, the Alan. L Nagy Library, the Police Department building, Community Center, Fire Stations (3), Service Center, Senior Center, Ash Street Buildings, Second Chance, security and ball field lights, and other miscellaneous buildings.
Packet 157 Page 200
87.704.673 COMMUNITY ACTIVITY & Internal Service Funds
FAMILY AQUATIC CENTER MAINTENANCE
Accoun
t Code Description 2022 Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
5110 Regular Employees 113,000 113,000 94,000 92,000 94,000 5140 Overtime 0 0 1,000 0 0
Subtotal 113,000 113,000 95,000 92,000 94,000
6100 Supplies 24,000 36,000 36,000 42,000 46,000
6200 Contractual Services 217,000 278,016 195,000 317,000 347,000 6300 Other Charges 359,000 359,000 359,000 371,000 384,000 Subtotal 600,000 673,016 590,000 730,000 777,000
TOTAL 713,000 786,016 685,000 822,000 871,000
The George M. Silliman Community Activity & Family Aquatic Center activity supports the maintenance of this building located at 6800 Mowry Avenue.
Packet 158 Page 201
87.704.674 POLICE BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Supplies 0 0 0 22,000 24,000
6200 Contractual Services 0 9,061 0 161,000 176,000
6300 Other Charges 0 0 0 225,000 236,000
Subtotal 0 9,061 0 408,000 436,000
TOTAL 0 9,061 0 408,000 436,000
The Building Maintenance activity supports the operation and maintenance of the Police Building Packet 159 Page 202
87.704.675 LIBRARY BUILDING MAINTENANCE Internal Service Funds Account
Code Description
2022
Adopted
2022
Amended
2022
Estimated
2023
Budgeted
2024
Budgeted
6100 Supplies 0 0 0 18,000 20,000
6200 Contractual Services 0 5,820 0 146,000 159,000
6300 Other Charges 0 0 0 15,000 17,000
Subtotal 0 5,820 0 179,000 196,000
TOTAL 0 5,820 0 179,000 196,000
The Building Maintenance activity supports the operation and maintenance of the Library.
Packet 160 Page 203
s GLOSSARY
Revenue Source Definitions
These revenue sources are broken into seven categories. Below are brief explanations of each category and revenue source.
CHARGES FOR SERVICES
These charges are commonly known as user fees. These are different from taxes in that the fees are paid directly by the party benefiting from the service. For example, residents pay a fee to participate in the softball program.
Recreation – Child Care Activity. Revenue generated from Licensed Child Care Program fees in order to recover cost of providing specific services provided at the Community Center.
Recreation – Community Center Building Rentals. Revenue generated from rental fee charges for the use of the Community Center, including wedding receptions, family parties, and community fundraisers.
Recreation – General Recreation Services. Revenue generated from fee charges from sports and physical fitness programs and activity fees in order to recover the costs of providing specific services. The City also receives fees from Activities Guide advertising.
Recreation – General Senior Center Activity. Revenue generated to partially offset programming costs for Newark’s senior community, including a variety of classes in the arts, home safety, fitness, wellness, computer training, language, excursions, and many other activities.
Recreation – General Teen & Youth Activity. Revenue generated from a variety of youth and teen program fees to recover the costs of providing specific services.
Recreation – Preschool Activity. Revenue generated from Preschool Program fees in order to recover cost of providing specific services at the Silliman Activity Center.
Packet 161 161 Page 204
s GLOSSARY
Recreation – Silliman Activity Users Fee. Revenue generated from a variety of admission fees for the use of the Silliman Activity Center.
Recreation - Silliman Concession Operations. This revenue is generated by food and beverage sales for the convenience of customers while utilizing the amenities, programs, and services available at the Silliman Activity Center.
Recreation – Silliman Facility Rentals. Revenue generated from rental fee charges for the use of the Silliman Activity Center’s gymnasium and community meeting room.
Recreation - Silliman General Aquatic Programs. This revenue is generated from fee charges for aquatic related programs such as swim lessons, aquatic exercise classes, birthday party packages, family special events, lifeguard certification courses, and camps. Revenue is collected to offset operational and maintenance costs associated with the Aquatic Center.
FINES AND FORFEITURES
Revenues resulting from regulatory or legal action that are punitive in nature and designed to discourage certain behaviors.
Court Fines. The City’s apportionment of court fines collected and remitted by the County.
Vehicle Code Fines. The City’s apportionment of fines and forfeitures collected by the County.
These fines and forfeitures result from violations of the State Vehicle Code.
Packet 162 162 Page 205
s GLOSSARY
LICENSES, PERMITS, AND FEES
The City grants licenses and permits to allow businesses or residents to engage in certain activities. This revenue helps to offset the costs of maintaining the City’s regulations.
Animal Licenses. Ownership or possession of a dog requires the purchase of a dog license. A certification of an anti-rabies vaccination is required to obtain a dog license.
Art in Public Places Fee. Charged to residential and commercial/industrial developments and construction projects that add over 10,000 square feet of space or that are located along major arterials as indicated in the General Plan map. The fees collected are used for the creation of artworks in public places and private development in a manner to offset the impacts of urban development.
Business Licenses and Registration. License and registration are required for all businesses operating in the City. A majority of businesses consist of commercial enterprises and professionals whose business license fees are based on gross receipts.
Code Enforcement Fee. Charged on an hourly basis for staff time expended on the abatement of zoning and building code violations.
Community Development Maintenance Fee. Charged on building permits (based on 0.5 percent of construction valuation) for the purpose of implementation and maintenance of the General Plan and Zoning Ordinance.
Construction (Building) Permits. Fee for the procurement of building permits that are required for construction projects. The fees are based on the nature of the project.
Development Impact Fees. Fees assessed to new residential, commercial, and industrial developers to be used for specific public safety, transportation, community development, park, and housing projects.
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Encroachment (Street) Permits. Fee for staff review of the plans and field inspections for work in the public right-of-way performed under an encroachment permit.
Environmental Protection Fee (also known as Urban Run-Off Clean Water Fee). Charged to all parcels in the City and collected through the County tax rolls. This fee covers the City’s costs to minimize storm water runoff pollution into San Francisco Bay. This is a mandated State and Federal program.
Franchise Fees. A fee that is usually levied on utility companies for their use of City streets (rightof-way) or for their exclusive franchise to provide services to residents. Newark imposes a 1% tax on the gross receipts from Pacific Gas and Electric Company; a 20% tax on the gross receipts from Waste Management of Alameda County, Inc. (from both residential and nonresidential customers); a 5% tax on the gross receipts of the cable television franchise; and an annual franchise fee of approximately $6,000 on the gas pipeline that runs through Newark.
Maintenance Fee. Charged for street barricading, sign removal from public right-of-way, and for neighborhood watch signs.
Other Licenses and Permits. Fees charged for licenses and permits not identified elsewhere.
Examples include fees for alarm or dance permits.
Plan Checking Fee. Charged for staff review of plans and field inspections for subdivision construction.
Sale of Maps & Publications. Revenue derived from charges for the cost of photocopying public documents.
Senior Transportation Fee. Charged for the cost of providing transit services to seniors. The fee is subsidized by Measure B sales tax revenue.
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Special Fire Fee. Charges for hazardous materials permits, hazardous materials responses, fire permits, etc.
Special Police Fee. Charges for responding to excessive false alarms, expenses related to cases involving driving under the influence, towing administration, etc.
Stormwater Quality Control Plan Review and Inspection Fee. Charges based on project size for staff review and field inspections of developers’ plans and measures designed to minimize pollution of storm water due to construction activities.
Weed Abatement Fee. Charges for staff time and contract services for the annual weed abatement program.
Zoning Fee. Charges for discretionary land use reviews completed by an administrative process or through Planning Commission and City Council review.
OTHER REVENUES
Donations. Funds provided to the City by a private party to be used for a specific purpose.
Non-Government Contribution. Reimbursement of staff costs for the administration of project consultants.
Other Revenue. Other fees, charges, and/or reimbursements that are one-time or general in nature and do not fit into a specific revenue category. Included in this category is Waste Management’s annual reimbursement of debt service payments.
POST Reimbursement. Funds provided by the Peace Officer Standards and Training (POST) program for education and training of police officers.
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REVENUE FROM OTHER AGENCIES
The Federal Government, State of California, County of Alameda, and other public agencies provide funding to the City for specific programs.
County, Federal, and State Grants. Funding or contributions by the County or Federal and State agencies to support a particular program or function.
Gasoline Tax. Gas tax revenues provided by Sections 2105, 2106, 2107, and 2107.5 of the State of California’s Streets and Highways Code. These revenues are expended for construction and maintenance of City streets.
Homeowners Relief. Replacement revenue of homeowners’ property taxes by reason of exemption granted, as remitted by the State of California through Alameda County.
Vehicle In-Lieu. Prior to the 2004 Budget Act, this revenue was backfilled from the State’s general fund. In November 2004, Proposition 1A was passed that eliminated the Vehicle License Fee backfill and replaced it dollar-for-dollar with property taxes. This revenue source will increase by the same percentage as the property tax assessed valuation. This category also includes the State apportionment of motor vehicle license fees.
REVENUE FROM USE OF MONEY AND PROPERTY
The City’s money and property can grow in value when not being used for other purposes.
Investment Earnings. A revenue source resulting in the investment of temporary idle funds in interest-bearing accounts. The City has been investing these funds in the State of California’s Local Agency Investment Fund, which is a professionally managed fund overseen by the State Treasurer’s Office and California Asset Management Program (CAMP).
Rents and Concessions. Revenue derived from the rental of City property.
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PROPERTY, SALES, & OTHER TAXES
Taxes are economically sensitive, and this category is the major source of revenues used to support basic City services.
Paramedic Tax. This special tax was approved as a ballot measure in June 1997 to provide funding for the City’s firefighter/paramedic program. The paramedic tax is assessed per benefit unit which is based upon land use and is determined by a countywide survey of the demand for service generated by the land use.
Property Tax. California State Constitution Article XIIIA provides that the combined maximum property tax rate on any given property may not exceed 1% of its assessed value, unless an additional amount has been approved by voters. The County of Alameda assesses properties, bills, and collects these property taxes. The City’s share, including all penalties and interest, is remitted by the County.
Property tax revenues of the City include:
Secured - A property tax that is levied on real property. Real property is immobile and includes land, natural resources, and fixed improvements to the land.
Unsecured - A property tax that is levied on personal property. Personal property is mobile and includes such tangible property as equipment and inventory.
Property Transfer Tax. This tax is levied at a rate of $1.10 per $1,000 of equity value transferred.
Alameda County collects the tax and the City receives one-half. Revenues are dependent on how frequently the property is transferred and on the accrued value at the time of the transfer.
Sales and Use Tax. A 10.75% sales tax is levied against the gross sales price of most tangible property sold in Newark other than property sold for resale. Newark receives 0.5%, with the remaining 10.25% allocated to other agencies that include the State of California, County of Alameda, Bay Area Rapid Transit, and Alameda County Transit.
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Transient Occupancy Tax. A 10% tax is levied on charges for occupancy of hotel and motel rooms.
This tax compensates the City for indirect costs created by visitors, such as increased pollution and congestion. This tax is borne almost exclusively by nonresidents.
Utility User Tax. A 3.25% tax is levied on every person in the City using telecommunication services (including landline telephone and cell phone services), video services (including cable television), electricity and gas consumption. The tax rate for these services is 3.25% and expires on December 31, 2029.
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