HomeMy WebLinkAboutStaff Report 288-10BUDGET
FY 2011
TO: HONORABLE CITY COUNCIL ,
FROM: CITY MANAGER DEPARTMENT: ADMINISTRATIVE
SERVICES
DATE: JUNE 21, 2010 CMR: 288:10
SUBJECT: APPROVAL OF AN ORDINANCE ADOPTING THE FISCAL YEAR 2011
BUDGET, INCLUDING THE FISCAL YEAR 2011 CAPITAL
IMPROVEMENT PROGRAM, AND CHANGES TO THE MUNICIPAL
FEE SCHEDULE AND ADOPTION OF 4 RESOLUTIONS: (l)Amending
Utility Rate Schedules for a Storm Drain Rate Increase; (2) Amending Utility Rate
Schedules for Fiber Optic Rate Increases; (3) Amending the 2009-20 I 0
Compensation Plan for the Management and Professional Personnel and Council
Appointees; and (4) Encouraging all Palo Alto Council Members to Voluntarily
Accept a 10% Reduction in their Salaries for Fiscal Year 20 II
EXECUTIVE SUMMARY
The documents attached outline the amendments to the City's Operating and Capital Fiscal Year
2011 Proposed Budgets, and Utility Rate changes.
RECOMMENDATION
Staff recommends that the City Council approve the following:
I. The Budget Adoption Ordinance (Attachment I), which includes:
a. The City Manager's Fiscal Year 2011 Proposed Budget (Exhibit A -previously
distributed in the May 3 Council packet)
b. All changes detailed in the Amendments to the City Manager's Fiscal Year 2011
Proposed Budget (Exhibit B)
c. Revised pages to the Table of Organization (Exhibit C)
d. Fiscal Year 2011 Proposed Municipal Fee Schedule (Exhibit D - previously
distributed in the June 14 Council packet)
e. Amendments to the Fiscal Year 20 II Proposed Municipal Fee Schedule (Exhibit E)
2. Resolution Amending Utility Rate Schedules for a Storm Drain Rate increase (Attachment 2)
3. Resolution Amending Utility Rate Schedules for Fiber Optic Rate increases (Attachment 3)
CMR:288:1O Page 1 of 15
4. Resolution Amending the 2009-2010 Compensation Plan for the Management and
Professional Personnel and Council Appointees to Add a New Classification, Update the
Salary of One Classification and Change the Titles of Eighteen Classifications (Attachment 4)
5. Resolution encouraging all Palo Alto Council Members to Voluntarily Accept a 10%
reduction in their Salaries for Fiscal Year 2011 Due to the Financial Challenges Facing the
City (Attachment 5)
BACKGROUND
The City Manager's Fiscal Year 2011 Proposed Operating Budget and the Fiscal Year 2011
Proposed Capital Budget was submitted to City Council on May 3, 2010. Given the difficult
fiscal environment, the City Manager presented and early "preview" budget on April 12, 2010
(CMR:208:10). During the month of May, the Finance Committee held hearings and reviewed
the Proposed Budget, including the General Fund, Enterprise Funds, Internal Service Funds,
Capital Improvement Programs, and the Municipal Fee Schedule. A total of seven public
hearings were held on May 6, 11, 18, 25, 27, June 14 and 15, during which the Committee
reviewed and discussed the City's operating and capital expenditures for the next year.
As a result of the hearings, the Finance Committee and staff have recommended changes to the
Fiscal Year 2011 Proposed Budget as discussed below and detailed in Exhibit B.
DISCUSSION
This staff report focuses primarily on the financial changes recommended by the Finance
Committee during the public hearing process and the fiscal related adjustments suggested by
staff following submission of the original proposed budget. Certain key non-financial changes
are also highlighted in this report. All other non-financial recommended changes to the proposed
budget are described in Appendix 4, which was distributed to the Finance Committee on June 14,
and will be incorporated into the Fiscal Year 2011 Adopted Budget document.
Additionally, the Finance Committee directed staff to report back during Fiscal Year 2011 on the
following issues:
• Status of discussions with the Friends of the Children's Theatre and whether those
discussions resulted in a continuing level of support equivalent to $35,000
• Proposed Refuse rate increase options to meet statutory obligations for landfill
closure/post-closure costs and ensure the long-term fiscal stability of the Refuse Fund
• Plan of how parking enforcement may be addressed at Arastradero Park in lieu of
enacting parking fees
• Recommendation for a tiered approach to leaf blower noise abatement violations with the
goal of reducing the number of violations
Adjustments to Date in the General Fund
This section summarizes actions made by the Finance Committee to date. Detail for each
adjustment and follow-up information is provided later in the memo. A page is referenced where
additional information is available later in the memo.
CMR:288:10 Page 2 of 15
At the direction of the Finance Committee, the City Manager produced a range of options, that
exceeded the $7.3 million budget gap, to provide the Finance Committee and Council with
alternatives to balance the budget.
The table below provides a financial summary of the budget gap and proposed solutions as
initially presented to the Finance Committee and City Council.
Proposed General Fund Budget Summary ($ millions)
J?roj()¢teq'~udget Gap (revised) < ....•..... . .•........
•••••••••• ($7:3)
Total Proposed Cuts ($5.6 salary, $2.9 non-salary) $8.5
New Revenue and Revenue Increases $0.9
·TbtatPtbposedB1.1dgetBalancihgSollltioils ...... . ... $9:4 ..
Total Proposed Bahmce for Alterriativt)s ••••
. ... .. $2.1
Projections on May 3 showed that approximately 56.5 full-time equivalent (FTE) positions
would be eliminated with all the proposals. In addition, 18.54 temporary positions would be
eliminated. The total of FTE and temporary positions that were proposed to be eliminated was
75.04, representing a total of 119 individual positions of which 70 were currently filled. A
breakdown ofthe reductions by fund and citywide as originally proposed is shown below.
The proposed FY 2011 General Fund position reductions would follow other staff reductions
made over the past decade. In FY 2004, the City eliminated 29.9 PTE, in FY 2006 25.45 FTE,
and in FY 2010 21.3 0 FTE. The previous staff reductions were absorbed by the remaining staff
with little or no service level reductions in most areas.
General Fund
The General Fund FY 2011 Proposed Budget includes the following changes totaling $1,624,000
outlined in the tables below. The first table reflects recommended and approved changes by the
Finance Committee. The second table reflects changes recommended by staff and approved by
CMR:288:1O Page 3 of 15
the Finance Committee to correct or update the Proposed Budget. The changes now provide a
total of$7.8 million (originally $9.4 million) in budget solutions to cover the $7.3 million budget
gap, there~ore provi~ing $483,000 more than needed to clo~e the b~d,£!:!.~.~ a~ w2.!hich is reflected as
a surplus 111 the revIsed General Fund summary (AppendIx 1). f1h~~~
It~'i_~ non shaded lines reduce from the budget solutions.
Table 1
lReinst'ate Human Services Resource Allocation Process
I agent,
CMR:288:1O
COMMUNITY
SERVICES
COMMUNITY
SERVICES
COMMUNITY
SERVICES
COMMUNITY
SERVICES
Page 4 of 15
Removed Park entry fees proposed for Foothills, Baylands
and Arastradero Parks
Total of Finance Committee Adjustments
Table 2
Date Staff Adjustments to Proposed Budget
6-May
Labor negotiations contract services (inadvertently omitted)
ll-May
100
$2,184
FY 2011
($000)
68
COMMUNITY
SERVICES
DEPARTMENT
Department
HUMAN RESOURCES
DEPARTMENT
• •. ..' ..•.....• ,' ....• " •....• . ,.,......... . ..' '.".', ....' •. : '. I· . COMMUNITY
• " •... R .... e.s.to. res sal'.in.' ... gS t?fuU,year i)1steadof~iIW mO,qth. s. f'wFTEs.· '. '.·~E~V~CES . . .' .
... ...• .. ' .•.. eilmmated,.. ' .. ". ..... .•..... '." . .1~273 ... ····DEPARTMENt
'. ....... . Res!oreStanfordreimbiir~em¢iitrev'enueto'refleci cbIT~ctioir I .. ' "-35 •. .•..... A TTOWY
18-May
Restore Temporary salaries for summer law clerk to reflect
correction
'.' I~formationTecIn)OlogYDivision'lease agree~~nt90st .
. ' ". '.. savini<s($293ksavings over :hears). . ...• : .••.... .
2S-May
'.
15
.'
. • . .... .... .... Decr~ilseFiber~piicallocatioli~~a~g~st()r"flect correeliott.
1
•.••. .• ~66 .
14-June
Severance Pay -Laid off employees (Per labor agreement) 49
IS-June
. "., Energy Conservation Savings for sustainabilityefforts .
Total of Sta.ff Adjustments -560
ATTORNEY
ADMINI~TRATIVE
. SERVICES .
. DEpARTMENT
. ADMINISTRATIVE
SERVICES
." DEPAR.TMENT
HUMAN RESOURCES ., ..
The current status ofthe surplus included within the General Fund, based upon those adjustments
by the Finance Committee and proposed by staff which are summarized in the preceding Tables
1 and 2, is restated in Table 3 below. As a result of all changes that have been acted upon by the
Finance Committee, the General Fund surplus currently amounts to $483,000.
Table 3
Date Draft Ad.iustments to Budget FY 2011 Balance ($000
$2,107
May 6 Beginning Balance
-2,184
Table 1 Summary Finance Committee Adjustments
CMR.288.10 Page 5 of 15
Table 2 Summary
560
Staff Adjustments
June 15 Current Balance for Alternatives $483
•
The FY 2012 deficit is currently estimated at $1.1 to $1.5 million in the Long Range Financial
Forecast. The Fiscal Year 20 II Proposed Budget includes onc-timc rcvenue increases and
expenditure rcductions totaling $553,000. When added to the projectcd FY 2012 deficit, the
preliminary estimate of the FY 2012 budget shortfall is $1.7 to $2.1 million.
The Finance Committee made several changes to the City Manager's Proposed Budget and
utilized the "parking lot" system, where items needing further information were parked for
discussion at a later date or for deeision at the budget wrap up meeting held on June 14, 20 I 0. In
order to add items to the parking lot, two members of the Committee must have been in
agreement.
The following table (Table 4) summarizes the parking lot items for which decisions were needed
from the Finance Committee at its budget wrap up meeting on June 14. Decisions by the
Finance Committee at its budget wrap up meeting are noted in the "status" column. All parking
lot items were approved as proposed or with modifications notcd in the status column except the
proposal to reduce the City Attorney's staff by one legal secretary. This proposal was not
approved by the Finance Committee since it ended in a 2-2 vote.
Table 4
Finally, regarding position changes, the Finance Committee has reinstated 14.25 FTE and
eliminated 2.0 FTE from the alternative options for a net reinstatement of 12.25 FTE in the
General Fund. The additions include a Senior Auditor in the City Auditor's Office at a cost of
$156,000, which will be funded from the Utilities Enterprise Fnnds. The position is intended to
focus on the Enterprise Food and their operations. As a result of the changes in the tables above
(including the parking lot items) the following table reflects reinstated, additions and eliminated
positions for all departments. In addition, 2 positions were proposed for the Enterprise Fund, but
later withdrawn by the Department.
CMR:288:10 Page 6 of 15
Table 5
Position Changes to City Manager's Proposed Budget
Reinstated (14.25 FTE)
Program Assistant I (0.75)
Code Enforcement Officer
Police Sergeant
Police Agent
Police Officers (4) - 2 Traffic Team, 2 Investigations
Tree Trimming/Line Clearers (4)
Library Associate
Library Assistant (0.50)
Engineering Tech
Additions (l FTE)
Sr. Auditor (Funded by Enterprise Funds)
Elimination (l FTE)
Supr. Proiect Engineer
Traffic Control Maintainer
New Positions Withdrawn by Staff (2 FTE)
Customer Service Specialist (Enterprise Funds)
Customer Service Representative (Enterprise Funds)
Layoff notices were distributed to all affected employees after submission of the proposed
budget to City Council and the Finance Committee for consideration. Some employees receiving
layoff notices were able to transfer into vacant positions that were held vacant due to the
impending layoffs. Additionally, employees retired which created vacancies that could be filled
by employees receiving layoffs in some cases. Also the Finance Committee recommended
restoration of some positions as summarized in Table 5 above which further reduced the number
of employees that may be laid off. As of today, there are 5 employees that will be laid off, down
from the 70 initially included in the proposed budget. A breakdown of the reductions by fund
and citywide as currently proposed is shown below.
CMR:288:IO Page 7 of 15
Finance Committee-Recommended Changes to the City Manager's Proposed Budget
The Finance Committee recommends the following changes bascd on new information following
submittal of the original proposed budget:
General Fund
City Auditor's Office
• Increase staffing by 1.0 FTE Senior Auditor for Utilities Internal Audits, funded by the
Enterprise Funds.
City Council
• Decrease $17,000 from Travel and Meeting and Other General Expenses.
• Decrease $2,160 from Salaries, resulting from three Council Members voluntary 10%
pay reduction (This estimate could increase depending on additional volunteer
reductions).
Community Services Department
• Restore funding of $61,000 for 0.75 Full Time Employees to provide full staffing at the
Art Center and support the Art Commission
• Restore funding of $27,000 for the Summer Concert Series
• Restore funding of $50,000 to HSRAP to maintain full funding for the program
• Suspend Children's Theatre show produetion participation fee of $50.00-$300.00 for
residents and fee plus up to 50% for non-residents, pending in-lieu funding agreement
with Friends of the Palo Alto Children's Theatre (by September 30, 2010). In the event
that an agreement is not reached by September 30, 20 I 0, the suspended participation fee
will be made effective. The new revenue associated with this fee remains within the FY
2011 Proposed Operating Budget.
• Removed $100,000 in revenue related to the eliminated proposed municipal fee for
vehiele entry at Foothills, Bayland and Arastradero parks
Library Department
• Restore flmding of $75,000 for 0.50 FTE Library Assistant, and 2.33 Hourly FTE, and
supplies for the opening of the College Terrace Library in November 20 I 0
• Restore funding of $106,672 for 1.0 FTE Library Associate and 0.39 FTE hourly clerk to
provide funding necessary to keep the libraries open on Monday. Per the option adopted
by the Finance Committee, the Library department will open Main, Mitchell Park, and
Children's libraries at 12 pm instead of 10 am on Monday and close College Terrace
Library on Monday.
Police Department
• Restore funding for School Crossing Guards in the amount of$345,000
• Reinstate funding for Traffic Team in the amount of $721,104 for 1.0 FTE Poliee
Sergeant, 1.0 FTE Police Agent, and 2 FTE Police Offieer ( Eliminates 1.0 FTE Police
Officer)
• Reinstate $75,000 in traffic citation revenue
CMR:288:10 Page 8 of 15
• Restore 2 FTE Police Officer in the Investigations Division for $331,735
Public Works Department
• Restore funding of $390,104 for 4.0 FTE Tree Trimmer/Line Clearers and decrease
related contract services of $73 ,900 for tree trimming
• Restore $10,000 for planting material for trees
• Eliminate 1.0 FTE Supervising Project Engineer of $161 ,525 (Alternative Option)
• Eliminate 1.0 FTE Traffic Control Maintenance II of $89,421 (Alternative Option)
Non-Departmental
• Restore operating transfer of $298,970 from General Fund to Capital Fund for CIP
sidewalk repair and replacement to reflect 50%-50% cost sharing with residents
Capital Projects Fund -Infrastructure/CIP
• Implement 50%-50% cost sharing with residents for CIP sidewalk repair and replacement
The City will continue to be responsible for the general liability and would contract for
the work to be performed. The property owner will be billed for 50% of the replacement
costs plus administrative costs
o Restore transfer of $298,970 from General Fund to Capital Fund for CIP sidewalk
repair and replacement to reflect 50%-50% cost sharing with residents
o Increase revenue of $298,970 from residents for 50% of costs for CIP sidewalk repair
and replacement
o Restore 0.9 FTE Engineering Tech III of $97,940 in salaries and benefits (0.1 FTE
allocated to Refuse Fund)
o Restore contract services expense for sidewalk repair of $500,000
Enterprise Funds
• Per the Finance Committee's direction, 1.0 FTE Senior Auditor has been added to the
proposed budget. This position will be dedicated to issues related to the Utilities
Department. Funding for this position will be shared by the Electric, Fiber Optics, Gas,
Water, and Wastewater Collection Funds. No other changes were made.
Electric Fund
• Increase utilities administration charges by $68,011 for addition of 1.0 FTE Senior
Auditor in the City Auditor's Office
Fiber Optics Fund
• Increase utilities administration charges by $4,379 for addition of 1.0 FTE Senior Auditor
in the City Auditor's Office
Gas Fund
• Increase utilities administration charges by $34,254 for addition of 1.0 FTE Senior
Auditor in the City Auditor's Office
CMR:288:1O Page 9 of 15
Wastewater Collection Fund
• Increase utilities administration charges by $18,520 for addition of 1.0 PTE Senior
Auditor in the City Auditor's Office
Water Fund
• Increase utilities administration charges by $30,951 for addition of 1.0 FTE Senior
Auditor in the City Auditor's Office
Refuse Fund
• Restore 0.1 PTE Engineering Teeh III of $10,883 in salaries and benefits (0.9 PTE
allocated to CIP sidewalk repair and replaeement)
Staff-Recommended Changes to the City Manager's Proposed Budget
Staff recommends the following changes based on new information following submittal of the
original proposed budget and the Finance Committee recommendation to the City Council.
General Fund
Administrative Services Department
• Decrease $66,119 from Allocated Charges as a correction to Fiber Optic charges intended
for the Information Technology Fund.
City Attorney's Office
• Increase revenue by $35,000 for Stanford fees.
• Restore funding of $15,160 for Temporary 0.23 PTE resulting from SAP error.
Human Resources Department
• Provide funding for an existing contract in the amount of $68,000 with the City's labor
negotiation consultant. This funding was inadvertently omitted.
Planning and Community Environment Department
• Increase revenue by $200,000 for various Building Division fees.
• Restore funding of $122, 136 for 1.0 FTE Code Enforcement Officer.
Various Departments
• Added expense in the amount of $43,000 for one month severance pay laid off per labor
agreement
Non-Departmental
• Anticipated $51,000 savings from cancelled City lease at 300 Hamilton due to staff
relocation
• Anticipated savings of $67,000 from energy conservation efforts
Enterprise Funds
CMR:288:1O Page 10 ofl5
• Changes to the proposed budget include the removal of 1.0 FTE Customer Service
Representative of $94,348, and 1.0 FTE Customer Service Specialist of $103,768. The
cost of these positions had been distributed among the Electric, Gas, Water, and
Wastewater Collection Funds. In lieu of these two permanent positions, $134,657 has
been shifted to temporary salaries. No other changes were made.
Electric Fund
• The change to the Calaveras Reserve has been updated to reflect a draw of $4,108,000 in
accordance with the annual stranded cost calculation. The projected FY 2011 ending
balance of the Calaveras, Reserve is $56,984,000. Correspondingly, the change to the
Electric Supply Rate Stabilization Reserve (RSR) has been updated to reflect a draw of
$2,881,000. The ending EI~ctric Supply RSR is projected to be $32,156,000, which is
within the revised guideline range of$32,016,000 to $64,031,000.
• Decrease salaries and benefits expense by $23,587 for removal of request to add 0.25
FTE Customer Service Representative
• Decrease salaries and benefits expense by $25,942 for removal of request to add 0.25
FTE Customer Service Specialist
• Increase temporary salaries and related medical stipend by $10,658 for customer service
and support
Gas Fund
• Decrease salaries and benefits expense by $23,587 for removal of request to add 0.25
FTE Customer Service Representative
• Decrease salaries and benefits expense by $25,942 for removal of request to add 0.25
FTE Customer Service Specialist
• Increase temporary salaries and related medical stipend by $46,787 for customer service
and support
• The projected FY 2011 beginning balance of the Gas Supply RSR has been updated to
$7,901,000
Fiber Optics Fund
• Decrease temporary salaries and related medical stipend by $4,575 and redistribute to
other Utilities Funds for customer service and support
Water Fund
• The draw on the Water Fund reserves for CIP projects included in the Proposed
Operating Budget did not match the total proposed CIP program expenditures for the
Water Fund in error. The draw on the Water Fund reserves should be increased $67,000
to correct the amount of the draw included in the proposed operating budget document
(See page 154 in the Proposed Operating Budget and page 33 in the Proposed Capital
Budget). The change in the Water Fund draw on reserves will change the draw from
$8,781,000 to $8,848,000 and will result in an additional draw on the Water Fund
Reserve of $67,000.
• Decrease salaries and benefits expense by $23,587 for removal of request to add 0.25
FTE Customer Service Representative
CMR:288:10 Page 11 of15
• Deerease salaries and benefits expense by $25,942 for removal of request to add 0.25
FTE Customer Service Specialist
• Inerease temporary salaries and related medieal stipend by $26,435 for customer service
and support
• The projected FY 2011 beginning balance of the Water Rate Stabili71ltion Reserve has
been updated to $14,191,000
Wastewater Collection Fund
• Decrease salaries and benefits expense by $23,587 for removal of request to add 0.25
FTE Customer Service Representative
• Decrease salaries and benefits expense by $25,942 for removal of request to add 0.25
FTE Customer Service Specialist
• Increase temporary salaries aud related medical stipend by $50,836 for customer service
and support
Internal Service Funds
Information Technology Fund
• Increase draw on Technology Fund Reserves by $84,000 to conect and mateh the total
proposed CIP program expenditures.
• Increase $66,119 from Allocated Charges as a conection to Fiber Optic charges
enoneously charged to Administrative Services Department.
Printing aud Mailing Fund
• Reinstate 0.48 FTE Temporary Hourly Print Shop Assistaut, reclass 1.0 FIE Mailing
Services Specialist position to Offset Equipment Operator, and decrease non-salary
expense by $35,400 to net a zero budget impact. .
Vehicle Replacement and Maintenance Fund
• CIP VR-IIOOO Scheduled Vehicle aud Equipment Replacements of$3,193,500 has been
removed. An evaluation of the vehicle fleet will be made during FY 2011, and this CIP
will be adjusted and reinstated accordingly.
• Finauce Committee recommended to not approve staff's recommended "at places"
addition ofCIP VR-11002 RPID Reader at MSC aud Civic Center of $50,000
General Benefits and Insurauce Fund
• Due to various Finance Committee aud staff FIE changes expense and departmental
charges of $387,079 was added to this fund
Retiree Health Benefit Fund
• Due to various Finance Committee and staff FIE changes expense and departmental
charges of $91,298 was added to this fund
Debt Service Fund
Library Bonds Fund
CMR:288:1O Page 12 of IS
• In June 2010, the City sold $55,300,000 of 2010 General Obligation Library Bonds to
construct a new, energy efficient, environmentally friendly Mitchell Park Library and
Community Center, to renovate and expand the Main Library, and renovate the
Downtown Library. Annual deht service for FY 2011 is $1,472,000 and will be paid by
an ad valorem property tax levy assessed against property owners. The property tax
assessment will result in $3,491,539 in property tax revenue to fund debt service
payments.
Capital Projects Fund -Infrastructure/CIP
• Add new CIP Project CC-l1 000 Cubberley Gym Activity Room for $65,000
Compensation Plans
One new classification, one salary update, and eighteen title changes are proposed in the
Management and Professional Personnel and Council Appointees Compensation Plan. These
changes are reflected in the resolution in Attachment 4.
Table of Organization
Amended pages to the Fiscal Year 2011 Table of Organization are included with this report
(Exhibit C). The table has been revised to reflect the staffing changes presented in this report.
Changes reflected in the Table of Organization will be incorporated into the relevant department
. organization charts and the revised organization charts will be published in the adopted budget;
Contracts Greater Than $85,000
On June 15,2010, the Finance Committee approved the Fiscal Year 2011 contract scopes of
professional services agreements greater than $85,000 (CMR 258: 1 0).
Municipal Fee Schedule
On June 15, 2010, the Finanee Committee approved the Fiscal Year 20 11 Proposed Municipal
Fce Schedule (CMR 262:10) with amendments (Exhibit E). Staff made greater efforts to
maximize recovery of costs through various fees this year. Staff will continue discussions with
Council to identify areas and programs for integration of full cost recovery in future ycars. ,
Finance Cemmittee recommended two changes to the City Manager's Proposed Municipal Fee
Schedule, The two recommendations are:
• Suspend Children's Theatre show production participation fee of $50.00-$300.00 for
residents and fee plus up to 50% for non-residents, pending in-lieu funding agreement
with Friends of the Palo Alto Children'S Theatre (by September 30, 2010). In the event
that an agreement is not reached by September 30,2010, the suspended participation fee
will be made effective. The new revenue associated with this fee remains within the FY
2011 Proposed Operating Budget.
• Remove Vehicle Entry Fee/Pass proposed at $5,00 per entry and $40,00 per annual pass
from all open spaces and parks. The new revenue projected at $100,000 was removed
from the FY 201 1 Proposed Operating Budget.
CMR:288:10 Page 13 uf 15
RESOURCE IMPACT
The Fiscal Y car 20 II Proposed Budget as submitted to the Finance Committee resulted in an
increase to the General Fund Budget Stabilization Reserve (BSR) of $2.1 million. The changes
recommended from the Finance Committee hearings and staff recommendations resulted in a net
$0.5 million increase to the BSR in Fiscal Year 20 II (Appendix I). The projected ending
balance for the BSR in Fiscal Year 2011 is $24.4 million. The projected BSR of $24.4 million
equals 17.53% of the Proposed Operating Budget. Per the adopted reserve policy, a reserve range
of 15 to 20% of the General Fund operating expenditures, with' a target of 18.5%,"shall be
maintained. The projected FY 2011 ending BSR balance of 17.53 % of General Fund operating
expenditures falls within the 15-20% range of the adopted reserve policy. However, the
projected BSR falls 0.97% below the target BSR of 18.5%.
As a result of the changes to the capital budget, the projected ending balance in the Infrastructure
Reserve (IR) for Fiscal Year 2011 is $2.5 million. Additional changes to the Enterprise Funds
result in an approximately $0.2 million net decrease in reserve balances in Fiscal Year 2011 from
the proposed document (Appendix 2).
POLICY IMPLICATIONS
These recommendations are consistent with existing City policies.
ENVIRONMENTAL REVIEW
Adoption of the budget does not represent a proj ect under the California Enviroumental Quality
Act (CEQA).
ATTACHMENTS
Attachment I:
Exhibit A:
Exhibit B:
Exhibit C:
Exhibit D:
Exhibit E:
Attachment 2:
Attachment 3:
Attachment 4:
CMR:2BB:1O
Budget Adoption Ordinance with the following Exhibits:
City Manager's Fiscal Year 2011 Proposed Budget
Amendments to the City Manager's Fiscal Year 2011 Proposed Budget
Revised Pages in the Fiscal Year 2011 Table of Organization
Fiscal Year 20 II Proposed Municipal Fee Schedule
Amendments to the Fiscal Year 2011 Proposed Municipal Fee Schedule
Resolution of the Council ofthe City of Palo Alto Amending Utility Rate
Schedule D-I of the City of Palo Alto Utilities Rates and Charges
Pertaining to Storm Drain Rates
Resolution of the Council of the City of Palo Alto Amending Utility Rate
Schedules EDF-I and EDF-2 of the City of Palo Alto Utilities Rates and
Charges Pertaining to Fiber Optic Rates
Resolution of the Council of the City of Palo Alto Amending the 2009-
20 I 0 Compensation Plan for the Management and Professional Personnel
and Council Appointees Adopted by Resolution No. 9001 to Add a New
Classification, Update Salary of One Classification and Change the Titles
of Eighteen Classifications
Page 14 ofll
Exhibit A:
Attachment 5:
Appendix I:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
Appendix 8:
Related Staff Reports:
PREPARED BY:
Fiscal Year 2011 Compensation Plan Changes for Management and
Professional Personnel
Resolution encouraging all Palo Alto Council Members to Voluntarily
Accept a 10% reduction in their Salaries for Fiscal Year 2011 Due to the
Financial Challenges Facing the City
Fiscal Year 2011 General Fund Summary and Reserve Balances
Fiscal Year 2011 Enterprise Fnnd Summary and Reserve Balances
Fiscal Years 2011-2015 Capital Improvement Fund Summaries and
Amended Projects
Fiscal Year 2011 Internal Service Funds Summary
Fiscal Year 2011 Debt Service Funds Summary
June 14, 2010 Memorandum to finance Committee detailing changes to
Fiscal Year 2011 City Manager's Proposed Budget to date
Memorandums distributed "at-places" during the Finance Committee
budget hearings
Budget Hearing Presentation Slides distributed during the Finance
Committee budget hearings
CMR: 182:10
CMR:262:IO
CMR: 235:10
CMR: 258:10
CMR: 237:10
DEPARTMENT HEAD APPROVAL: ------~~--~--~~---------
Director of Administrative Services
CITY MANAGER APPROVAL:
CMR:288:10 Page 15 of 15
Attachment 1
ORDINANCE: NO.
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
ADOPTING THE BUDGET FOR FISCAL YEAR 2011
SECTION 1. The Council of the City of Palo Alto finds and
determines as follows;
A. Pursuant to the provlslons of Section 6(g) of Article IV of
the Charter of the City of Palo Alto and Chapter 2.28 of the Palo
Alto Municipal Code, the City Manager has prepared and submitted to
the City Council, by letter of transmittal, a budget proposal for
Fiscal Year 2011; and
B. Pursuant to the provisions of Section 12 of Article III of
the Charter, the Council did, on June 21 and 28, 2010, hold public
hearings on the budget after publication of notice in accordance
with Section 2.28.070 of the Palo Alto MUnicipal Code; and
C. In accordance with the provisions of Chapter 8 of Division
1, of Title 7, commencing with Section 66016 of the Government Code,
as applicable, the Council did on June 21 and 28, 2010, hold a
public hearings on the proposed amendments to the Municipal Fee
Schedule, after publication of notice and after availability of the
data supporting the amendments was made available to the public at
least 10 days prior to the hearing.
SECTION 2. Pursuant to Chapter 2.28 of the Palo Alto Municipal
Code, the following documents, collectively referred to as "the
budget" are hereby approved and adopted for Fiscal Year 2011:
(a) The budget document (Exhibit "An) containing the proposed
operating and capital budgets submitted on May 3, 2010,
by the City Manager for Fiscal Year 2011, entitled "City
of Palo Alto -City Manager's Fiscal Year 2011 Proposed
Budget" covering General Government Funds, Enterprise
Funds and Internal Service Funds, a copy of which is on
file in Department of Administrative Services, to
which copy reference is hereby made concerning the full
particulars thereof, and by such reference is made a part
hereof; and
(b) The Amendments to the City Manager's Fiscal Year 2011
Proposed Budget, attached hereto as Exhibit "B," and made
a part hereof; and
1
(d) Changes and revised pages in the Table of Organization,
attached hereto as Exhibit "C," and made a part hereo
and
(e) The document entitled "Fiscal Year 2011 Proposed
Municipal Fee Schedule," attached hereto as Exhibit "0,"
and made a part hereof; and
(e) Amendments to the "Fiscal Year 2011 Proposed Municipal
Fee Schedule," attached hereto as Exhibit "E," and made a
part hereof; and
SECTION 3. The sums set forth in the budget for the various
departments of the City, as herein amended, are hereby appropriated
to the uses and purposes set forth therein.
SECTION 4. All expenditures made on behalf of the City,
directly or through any agency, except those required by state law,
shall be made in accordance with the authorization contained in this
ordinance and the budget as herein a~ended.
SECTION 5. Appropriations for the cal Year 2010 that are
encumbered by approved purchase orders and contracts for which goods
or services have not been received or contract completed, and/or for
~Ihich all payments have not been made, by the last day of the Fiscal
Year 2010 shall be carried forward and added to the fund or
department appropriations for Fiscal Year 2011.
SECTION 6. The City Manager authorized and directed to make
changes in the department and fund totals and summary pages of the
budget necessary to reflect the amendments enumerated and aggregated
in the budget as shown in Exhibit B and the Fiscal Year 2010
appropriations carried forward as provided in Section 5.
SECTION 7. As specified in Section 2.04.320 of the Palo Alto
Municipal Code, a majority vote of the City Council is required to
adopt this ordinance.
SECTION 8. As specified in Section 2.28.l40(b) of the Palo
Alto Municipal Code, the Council of the City of Palo Alto hereby
delegates the authority to invest the City's funds to the Director
of Administrative Services, as Treasurer, in accordance with the
City's Investment Policy for fiscal Year 2011.
SECTION 9. The Council of the City of Palo Alto adopts the
Municipal fee Schedule as set forth in Exhibits "D" and "E". All
new and increased fees shall go into effect immediately; provided
that pursuant to Government Code Section 66017, all Planning
Department fees rel·ating to a "development project" as defined in
2
Government Code Section 66000 shall become effective sixty (60) days
from the date of adoption.
SECTION 10. The Council of the City of Palo Alto hereby finds
that this is not a project under the California Environmental
Quality Act and, therefore, no environmental impact assessment is
necessary.
SECTION 11. Except as specified in Section 9, as provided in
Section 2.04.330 (a) (3) of the Palo Al to Municipal Code, this
ordinance shall become effective upon adoption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
City Clerk
APPROVED AS TO FORM:
City Attorney
3
Mayor
APPROVED:
City Manager
Director
Services
of Administrative
FY 2011 Budget Adoption CMR City of Palo Alto
Table of Contents
PAGE ITEM DESCRIPTION
EXHIBITS TO ATTACHMENT 1
1 Exhibit A - City Manager’s Fiscal Year 2011 Proposed Budget
2 Exhibit B - Amendments to the City Manager’s Fiscal Year 2011 Proposed
Budget
10 Exhibit C - Revised Pages in the Fiscal Year 2011 Table of Organization
30 Exhibit D - FY 2011 Proposed Muni Fee Schedule
31 Exhibit E - Amendments to the Fiscal Year 2011 Proposed Municipal Fee
Schedule
ATTACHMENT 2
39 Resolution of the Council of the City of Palo Alto Amending Utility Rate Sched-
ule D-1 of the City of Palo Alto Utilities Rates and Charges Pertaining to Storm
Drain Rates
ATTACHMENT 3
45 Resolution of the Council of the City of Palo Alto Amending Utility Rate
Schedules EDF-1 and EDF-2 of the City of Palo Alto Utilities Rates and Charges
Pertaining to Fiber Optic Rates
ATTACHMENT 4
55 Resolution of the Council of the City of Palo Alto Amending the 2009-2010 Com-
pensation Plan for the Management and Professional Personnel and Council
Appointees Adopted by Resolution No. 9001 to Add a New Classification, Up-
date Salary of One Classification and Change the Titles of Eighteen Classifica-
tions
Exhibit A - Fiscal Year 2011 Compensation Plan for Management and
Professional Personnel
ATTACHMENT 5
59 Resolution of the Council of the City of Palo Alto Encouraging All Palo Alto
Council Members to Voluntariliy Accept a 10% Reduction in their Salaries for
Fiscal Year 2011 Due to the Financial Challenges Facing the City
i
City of Palo Alto FY 2011 Budget Adoption CMR
Table of Contents
PAGE ITEM DESCRIPTION
APPENDIX 1
63 Fiscal Year 2011 General Fund Summary and Reserve Balances
APPENDIX 2
69 Fiscal Year 2011 Enterprise Fund Summary and Reserve Balances
APPENDIX 3
75 Fiscal Years 2011-2015 Capital Improvement Fund Summaries and Amended
Projects
APPENDIX 4
93 Fiscal Year 2011 Internal Service Funds Summary
APPENDIX 5
97 Fiscal Year 2011 Debt Service Funds Summary
APPENDIX 6
101 June 14 Memorandum to Finance Committee detailing changes to Fiscal Year
2011 City Manager’s Proposed Budget to date
APPENDIX 7
153 Memorandums distributed "at-places" during Finance Committee budget
hearings
APPENDIX 8
265 Budget Hearing Presentation Slides distributed during the Finance Committee
budget hearings
ii
FY 2011
City Manager’s
Proposed
Operating and Capital
Budgets
These documents were originally distributed in Council Packet.
Printed copies are available upon request for $20 per book.
650-329-2260
Books may be viewed at any City of Palo Alto Library
- or -
at the City’s website:
www.cityofpaloalto.org/depts/asd/budget.asp
Exhibit A
1
FY 2011 Category Amount Description
(51,000)$ IT lease savings by moving from 300 Hamilton
(67,000) Energy conservation savings
Non-salary 298,970 Restore transfer from General Fund to Capital Fund for CIP sidewalk repair
and replacement to reflect 50%-50% cost sharing with residents
180,970
(180,970)$
Revenue 35,000$ Restore Stanford revenue to reflect correction
Source Changes 35,000
Salary and Benefits 15,160 Restore temporary salary for Summer Law Clerk to reflect correction
15,160
19,840$
Salary (2,160)$ Decrease City Council salary by 10% (3 members volunteered)
Non-salary (17,000) Decrease Travel & Meeting General Expenses
(19,160)
19,160$
Salary 4,276$ One-month severance pay for staff laid off (per SEIU contact)
4,276
(4,276)$
Salary and Benefits (66,119)$ Decrease Fiber Optic allocated charges to reflect correction
(66,119)
66,119$
Net Changes To (From) Reserves
Net Changes To (From) Reserves
Use Changes
Net Changes To (From) Reserves
ADMINISTRATIVE SERVICES DEPARTMENT
CITY ATTORNEY
Use Changes
CITY MANAGER
Use Changes
Net Changes To (From) Reserves
Use Changes
CITY COUNCIL
Net Changes To (From) Reserves
Use Changes
GENERAL FUND
NON-DEPARTMENTAL
Exhibit B
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
General Fund 2010 - Page 1 of 82
FY 2011 Category Amount Description
Exhibit B
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
Grant/Donation 35,000$ Grant from the Friends of the Children's Theatre to support participants in the
Children's Theatre production ( in lieu of the participant's fee)
Vehicle Entry Fee (100,000) Remove proposed vehicle entry fee at the Foothills, Arastradero and Bayland
Park
Source Changes (65,000)
Salary and Benefits 61,114 Restore 0.75 FTE Program Assistant 1 for the Art Center operations and
support of the Arts Commission
Salary and Benefits (273,362) Restore savings to full year instead of nine months for FTEs eliminated in
CSD
Salary and Benefits 24,721 One-month severance pay for staff laid off (per SEIU contact)
Non Salary 50,000 Restore HSRAP funding to its original appropriation amount
Non Salary 27,000 Restore summer concert series
(110,527)
45,527$
68,000$ Contract with labor negotiator
68,000
(68,000)$
LIBRARY
Salary and Benefits 73,893$ Restore 1.59 FTE hourly to open College Terrace after renovation
Salary and Benefits 106,702 Restore 1.0 FTE Library Associate and .39 FTE hourly for the opening of
Main, Mitchell Park and Children's Library on Monday (Option 1)
5,938 One-month severance pay for staff laid off (per SEIU contact)
Non Salary 2,000 Restore office supplies for College Terrace opening after renovation
188,533
(188,533)$
PLANNING & COMMUNITY ENVIRONMENT
Revenue 200,000$ Increase Building Division Permit revenue due to Municipal Fee Schedule
changes
Source Changes 200,000
Salary and Benefits 122,136 Restore 1.0 FTE Code Enforcement Officer
122,136
77,864$
75,000$ Restore traffic violation revenue resulting from partial reinstatement of Traffic
Team
Source Changes 75,000
Salary and Benefits 721,104 Restore Traffic Team, 4 FTE
Salary and Benefits 331,735 Restore Investigation positions, 2 FTE
Non-salary 345,000 Restore funding for School Crossing Guards
1,397,839
Use Changes
COMMUNITY SERVICES
POLICE
Use Changes
Net Changes To (From) Reserves
Use Changes
HUMAN RESOURCES
Net Changes To (From) Reserves
Use Changes
Net Changes To (From) Reserves
Net Changes To (From) Reserves
Use Changes
General Fund 2010 - Page 2 of 83
FY 2011 Category Amount Description
Exhibit B
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
(1,322,839)$
Salary and Benefits 390,104$ Restore 4.0 FTE Tree Trimmer/Line Clearers
Salary and Benefits 7,831 One-month severance pay for staff laid off (per SEIU contact)
Non-salary (73,900) Decrease contract services for tree trimming
Non-salary 10,000 Increase planting material for trees
Salary and Benefits (161,525) Eliminate 1.0 FTE Supervising Project Engineer
Salary and Benefits (88,553) Eliminate 1.0 FTE Traffic Control Maintenance II
83,957
(83,957)$
Revenue 298,970$ Revenue from residents for 50% of costs for CIP sidewalk repair and
replacement
Revenue 298,970 Restore transfer from General Fund to Capital Fund for CIP sidewalk repair
and replacement to reflect 50%-50% cost sharing with residents
Source Changes 597,940
Salary and Benefits 97,940 Restore 0.9 FTE Engineering Tech III for CIP sidewalk repair and
replacement; cost to be shared 50%-50% with residents (Project AS-10000)
Non-salary 500,000 Restore contract services for sidewalk repair; cost to be shared 50%-50% with
residents (Project PO-89003)
Non-salary 65,000 New CIP Project added to the Proposed Budget FY 2011 (CC-11000 -
Cubberley Gym Activity Room).
Use Changes 662,940
(65,000)$ Capital Fund Reserve
Net Changes To (From) Reserves
Net Changes To (From) Reserves
PUBLIC WORKS
Use Changes
Net Changes To (From) Reserves
GENERAL FUND CIP
General Fund 2010 - Page 3 of 84
FY 2011 Category Amount Description
ENTERPRISE FUNDS
ELECTRIC FUND
Salary and Benefits $ (23,587) Removal of request to add 0.25 FTE Customer Service
Representative
Salary and Benefits (25,942) Removal of request to add 0.25 FTE Customer Service
Specialist
Salary and Benefits 10,658 Increase temporary salaries and related medical stipend for
customer service and support
Allocated Charges 68,011 Utilites Administration charges for addition of 1.0 FTE
Senior Auditor
Use Changes 29,140
Net Changes To (From) Reserves $ (29,140)
Fund Balancing Entries
$ 4,488,356 Change in Fund Balance- Supply
(4,492,000) Change in Fund Balance- Calaveras
(25,496) Change in Fund Balance- Distribution
Total Electric Fund $ (29,140)
FIBER OPTICS FUND 7
Allocated Charges $ 4,379 Utilites Administration charges for addition of 1.0 FTE
Senior Auditor
Salary and Benefits (4,575) Decrease temporary salaries and related medical stipend;
redistribute to other Utilities Funds for customer service and
support
Use Changes (196)
Net Changes To (From) Reserves $ 196
Fund Balancing Entries
196 Change in Fund Balance
Total Fiber Optics Fund $ 196
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
Exhibit B
Enterprise Funds 2010 - Page 1 of 85
FY 2011 Category Amount Description
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
Exhibit B
GAS FUND 7
Salary and Benefits $ (23,587) Removal of request to add 0.25 FTE Customer Service
Representative
Salary and Benefits (25,942) Removal of request to add 0.25 FTE Customer Service
Specialist
Salary and Benefits 46,787 Increase temporary salaries and related medical stipend for
customer service and support
Allocated Charges 34,254 Utilites Administration charges for addition of 1.0 FTE
Senior Auditor
Use Changes 31,512
Net Changes To (From) Reserves $ (31,512)
Fund Balancing Entries
$ (2,793) Change in Fund Balance- Supply
(28,719) Change in Fund Balance- Distribution
Total Gas Fund $ (31,512)
WATER FUND 7
Salary and Benefits $ (23,587) Removal of request to add 0.25 FTE Customer Service
Representative
Salary and Benefits (25,942) Removal of request to add 0.25 FTE Customer Service
Specialist
Salary and Benefits 26,435 Increase temporary salaries and related medical stipend for
customer service and support
Allocated Charges 30,951 Utilites Administration charges for addition of 1.0 FTE
Senior Auditor
Non-salary 67,000 To correct proposed amount for CIP projects
Use Changes 74,857
Net Changes To (From) Reserves $ (74,857)
Fund Balancing Entries
$ (74,857) Change in Fund Balance
Total Water Fund $ (74,857)
Enterprise Funds 2010 - Page 2 of 86
FY 2011 Category Amount Description
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
Exhibit B
WASTEWATER COLLECTION FUND
Salary and Benefits $ (23,587) Removal of request to add 0.25 FTE Customer Service
Representative
Salary and Benefits (25,942) Removal of request to add 0.25 FTE Customer Service
Specialist
Salary and Benefits 50,836 Increase temporary salaries and related medical stipend for
customer service and support
Allocated Charges 18,520 Utilites Administration charges for addition of 1.0 FTE
Senior Auditor
Use Changes 19,827
Net Changes To (From) Reserves $ (19,827)
Fund Balancing Entries
$ (19,827) Change in Fund Balance
Total Wastewater Collection Fund $ (19,827)
UTILITIES ADMINISTRATION FUND
Revenue $ 156,115 Reimbursements from Utilities Funds for addition of 1.0
FTE Senior Auditor
Revenue Changes 156,115
Salary and Benefits 156,115 Add 1.0 Senior Auditor in City Auditor's Office
Use Changes 156,115
Net Changes To (From) Reserves $ -
Fund Balancing Entries
0 Change in Fund Balance
Total Utilities Administration Fund $ -
REFUSE FUND
$ 10,883 Restore 0.1 FTE Engineering Tech III (0.9 FTE allocated to
CIP sidewalk repair and replacement)
Use Changes 10,883
Net Changes To (From) Reserves $ (10,883)
Fund Balancing Entries
(10,883) Change in Fund Balance
Total Refuse Fund $ (10,883)
Enterprise Funds 2010 - Page 3 of 87
FY 2011 Category Description
Source Changes (3,491,539)$ Property tax assessment for 2010 GO Library Bonds
1,472,000 Interest debt service payment
Use Changes 1,472,000
2,019,539$
Use Changes
Non-salary (3,193,500) Remove CIP VR-11000 Scheduled Vehicle and Equipment Replacements; An
evaluation of the vehicle fleet will be made during FY 2011, and this CIP will be
adjusted and reinstated accordingly.
3,193,500$
Non-salary 84,000 Increase Capital Improvement Project to balance with FY 2011 Proposed
Capital Budget to reflect correction
Non-salary 66,119 Increase Fiber Optic allocated charges to reflect correction
Use Changes 150,119
(150,119)$
Salary & Benefit 35,400 Reinstate 0.48 Temporary FTE Print Shop Assistant and Reclass Mailing
Services Specislaist position to Offset Equipment Operator
Salary & Benefit 5,996 One-month severance pay for staff laid off (per SEIU contract)
Non-salary (35,400) Reduce Rent-Office Machine and Furniture expense
Use Changes 5,996
(5,996)$
Source Changes 387,079$ Department charges
Salary & Benefit 387,079 Change in employee benefits
Use Changes 387,079
-$
Net Changes To (From) Reserves
Net Changes To (From) Reserves
GENERAL BENEFITS & INSURANCE F
Net Changes To (From) Reserves
Amount
Exhibit B
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
PRINTING & MAILING
DEBT SERVICE FUNDS
LIBRARY BONDS
Net Changes To (From) Reserves
INTERNAL SERVICE
INFORMATION TECHNOLOGY
Net Changes To (From) Reserves
VEHICLE REPLACEMENT FUND
Special Revenue Funds 2010 - Page 4 of 8
8
FY 2011 Category DescriptionAmount
Exhibit B
CITY OF PALO ALTO
AMENDMENTS TO THE CITY MANAGER'S 2011 PROPOSED BUDGET
Source Changes 91,298$ Department charges
Salary & Benefit 91,298 Change in employee benefits
Use Changes 91,298
-$ Net Changes To (From) Reserves
RETIREE HEALTH BENEFIT FUND
Special Revenue Funds 2010 - Page 5 of 8
9
Summary of Position Changes
FTE
GENERAL FUND
FY 2010 ADOPTED BUDGET 622.51
FY 2010 BAO Position Adjustments
Tree Maintenance Person (PWD)(2.00)
Tree Maintenance Specialist (PWD) 2.00
FY 2010 ADJUSTED TOTAL 622.51
FY 2011 New Positions
Administrator (CMO)0.50
FY 2011 Total New Positions 0.50
FY 2011 Reclassified Positions
Transportation Manager (PCE)(1.00)
Chief Transportation Official (PCE) 1.00
FY 2011 Total Reclassified Positions 0.00
FY 2011 Reallocated Positions
Business Analyst (ASD)(0.10)
Contracts Administrator (ASD)(0.60)
Senior Business Analyst (ASD)(0.20)
Senior Engineer (PWD)(0.10)
Senior Financial Analyst (ASD)(1.10)
Warehouse Supervisor (ASD)(0.50)
Assistant to City Manager (CMO)(0.45)
Planner (PCE)(0.30)
Senior Deputy City Attorney (ATT)(1.00)
FY 2011 Total Reallocated Positions (4.35)
FY 2011 Eliminated Positions
Accounting Specialist (ASD)(1.00)
Administrative Associate III (ASD)(0.96)
Administrative Associate II (CMO)(1.00)
Administrative Associate I (CSD)(2.00)
Building Serviceperson (CSD)(2.00)
Coordinator Child Care (CSD)(1.00)
Coordinator Recreation Programs (CSD)(0.50)
Cubberley Center & Human Services Division Manager (CSD)(1.00)
Golf Course Equipment Mechanic (CSD)(1.00)
Golf Course Maintenance Person (CSD)(4.00)
Park Maintenance Person (CSD)(5.00)
Parks Crew-Lead (CSD)(1.00)
City of Palo Alto Operating Budget FY 2011
10
EXHIBIT C
Summary of Position Changes
FTE
Prod Arts/Science Program (CSD)(1.00)
Program Assistant I (CSD)(0.25)
Sprinkler System Repairer (CSD)(1.00)
Administrative Assistant (FIR)(1.00)
Hazardous Material Specialist EMT (FIR)(0.95)
Senior Librarian (LIB)(1.00)
Administrative Associate I (PCE)(1.00)
Building Inspector Specialist (PCE)(1.00)
Building/Planning Technician (PCE)(1.00)
Senior Planner (PCE)(1.00)
Code Enforcement Officer (POL)(0.50)
Crime Analyst (POL)(1.00)
Police Officer (POL)(1.00)
Police Records Specialist II (POL)(1.00)
Program Coordinator (POL)(1.00)
Building Serviceperson (PWD)(3.00)
Supervising Project Engineer (PWD)(1.00)
Traffic Control Maintainer II (1.00)
FY 2011 Total Eliminated Positions (39.16)
FY 2011 TOTAL PROPOSED GENERAL FUND POSITIONS 579.50
ENTERPRISE FUNDS
FY 2010 ADOPTED BUDGET 356.24
FY 2010 Position Adjustments
Cathodic Protection Technician/Assistant (UTL)1.00
Gas System Technician II (UTL 1.00
Utility Field Service Representative (UTL)(1.00)
Water System Operator II (UTL)(1.00)
FY 2010 ADJUSTED TOTAL 356.24
FY 2011 New Positions
Manager Communications (UTL)1.00
Senior Business Analyst (UTL)1.00
Utility Installer/Repairer (UTL)2.00
Senior Performance Auditor (AUD)1.00
Utilities Compliance Manager (UTL)1.00
FY 2011 Total New Positions 6.00
FY 2011 Reclassified Positions
Assoc Resource Planner (UTL)(1.00)
Resource Planner (UTL)1.00
Electric Project Engineer (UTL) 1.00
Gas Systems Technician (UTL) 1.00
City of Palo Alto Operating Budget FY 2011
11
EXHIBIT C
Summary of Position Changes
FTE
Heavy Equipment Operator (UTL)(1.00)
Meter Shop Lead (UTL)(1.00)
Power Engineer (UTL)1.00
Project Engineer (UTL)(1.00)
Senior Resources Originator (UTL)(1.00)
Senior Resource Planner (UTL) 1.00
Supervising Electric Project Engineer (UTL)(1.00)
Supervising Project Engineer (UTL) 1.00
Utilities Engineer Estimator Lead (UTL)(1.00)
Water Meter/Cross Connection Technician (UTL) 1.00
FY 2011 Total Reclassified Positions 0.00
FY 2011 Reallocated Positions
Assistant to City Manager (CMO)0.45
Offset Equip Op (ASD)0.48
Planner (PCE)0.30
Senior Engineer (PWD)0.30
Senior Financial Analyst (ASD)0.50
Senior Deputy City Attorney (ATT)1.00
Warehouse Supv (ASD)0.50
FY 2011 Total Reallocated Positions 3.53
FY 2011 Eliminated Positions
Hazardous Materials Specialist (FIR)(0.05)
FY 2011 Total Eliminated Positions (0.05)
FY 2011 TOTAL PROPOSED ENTERPRISE FUND POSITIONS 365.72
OTHER FUNDS
FY 2010 ADOPTED BUDGET 76.60
FY 2010 BAO Position Adjustments
None
FY 2010 ADJUSTED TOTAL 76.60
FY 2011 New Positions
Administrator (CMO)0.50
Accounting Specialist (ASD) 0.50
FY 2011 Total New Positions 1.00
FY 2011 Reclassified Positions
Mailing Services Specialist (ASD)(1.00)
Offset Equipment Operator (ASD) 1.00
City of Palo Alto Operating Budget FY 2011
12
EXHIBIT C
Summary of Position Changes
FTE
FY 2011 Total Reclassified Positions 0.00
FY 2011 Reallocated Positions
Offset Equipment Operator (ASD)(0.48)
Business Analyst (ASD)0.10
Contracts Administrator (ASD) 0.60
Senior Business Analyst (ASD) 0.20
Senior Engineer (PWD)(0.20)
Senior Financial Analyst (ASD) 0.60
FY 2011 Total Reallocated Positions 0.82
FY 2011 Eliminated Positions
Administrative Associate III (ASD)(0.04)
Offset Equipment Operator - Lead (ASD)(1.00)
Supervisor Reproduction & Mail (ASD)(1.00)
Technologist (ASD)(1.00)
Administrative Associate I (PWD)(1.00)
Project Manager (PWD)(1.00)
FY 2011 Total Eliminated Positions (5.04)
FY 2011 TOTAL ADOPTED OTHER FUNDS POSITIONS 73.38
FY 2011 TOTAL PROPOSED CITYWIDE POSITIONS 1018.60
City of Palo Alto Operating Budget FY 2011
13
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
GENERAL FUND
City Attorney
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 0.00
City Attorney 1.00 1.00 1.00 1.00 1.00 0.00
Claims Investigator 0.60 0.60 0.60 0.60 0.60 0.00
Deputy City Attorney 0.00 0.00 0.00 0.00 0.00 0.00
Legal Secretary - Confidential 0.00 0.00 0.00 0.00 0.00 0.00
Legal Services Administrator (15)1.00 1.00 1.00 1.00 1.00 0.00
Secretary to City Attorney 1.00 1.00 1.00 1.00 1.00 0.00
Senior Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 0.00
Senior Deputy City Attorney (10)2.00 2.00 2.00 2.00 1.00 (1.00)
Senior Legal Secretary 2.00 2.00 2.00 2.00 2.00 0.00
Total City Attorney 10.60 10.60 10.60 10.60 9.60 (1.00)
City Auditor
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
City Auditor 1.00 1.00 1.00 1.00 1.00 0.00
Deputy City Auditor 0.00 0.00 0.00 0.00 0.00 0.00
Performance Auditor (16)0.00 0.00 0.00 0.00 0.00 0.00
Senior Performance Auditor (17)2.00 2.00 2.00 2.00 2.00 0.00
Total City Auditor 4.00 4.00 4.00 4.00 4.00 0.00
City Clerk
Administrative Associate III 3.00 3.00 3.00 3.00 3.00 0.00
Assistant City Clerk 1.00 1.00 1.00 1.00 1.00 0.00
City Clerk 1.00 1.00 1.00 1.00 1.00 0.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 0.00
Hearing Officer (25)0.75 0.75 0.75 0.75 0.75 0.00
Total City Clerk 6.75 6.75 6.75 6.75 6.75 0.00
City Manager
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate I 1.50 1.50 1.50 1.50 1.50 0.00
Administrative Associate II (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Administrator (1)0.00 0.00 0.00 0.00 0.50 0.50
Assistant City Manager 1.00 1.00 1.00 1.00 1.00 0.00
Assistant to City Manager (7)2.00 2.00 2.00 2.00 1.50 (0.50)
City Manager 1.00 1.00 1.00 1.00 1.00 0.00
Communications Manager (18)1.00 1.00 1.00 1.00 1.00 0.00
Deputy City Manager 0.00 0.50 0.50 0.50 0.50 0.00
Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Communications 1.00 0.00 0.00 0.00 0.00 0.00
Senior Administrator 1.00 0.00 0.00 0.00 0.00 0.00
Total City Manager 11.50 10.00 10.00 10.00 9.00 (1.00)
City of Palo Alto Operating Budget FY 2011
14
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Administrative Services Department
Accountant (28)3.00 2.00 2.00 2.00 2.00 0.00
Accounting Specialist (9)11.00 8.00 8.00 8.00 7.00 (1.00)
Accounting Specialist - Lead 5.00 5.00 5.00 5.00 5.00 0.00
Administrative Assistant 0.93 0.93 0.93 0.93 0.93 0.00
Administrative Associate III (9)0.96 0.96 0.96 0.96 0.00 (0.96)
Assistant Director, Administrative Services 0.60 0.60 0.60 0.60 0.60 0.00
Assistant Storekeeper 0.00 0.00 0.00 0.00 0.00 0.00
Business Analyst (11)0.10 0.10 0.10 0.10 0.00 (0.10)
Buyer 1.95 1.95 1.95 1.95 1.95 0.00
Contracts Administrator (3)2.00 2.00 2.00 2.00 1.40 (0.60)
Deputy Director, Administrative Services 0.80 0.80 0.80 0.80 0.80 0.00
Director, Administrative Services 0.50 0.50 0.50 0.50 0.50 0.00
Graphic Designer 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Accounting 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Budget 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Purchasing/Contract Administrator 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Real Property 1.00 1.00 1.00 1.00 1.00 0.00
Payroll Analyst 2.00 2.00 2.00 2.00 2.00 0.00
Real Property Analyst 0.00 0.00 0.00 0.00 0.00 0.00
Real Property Agent 0.00 0.00 0.00 0.00 0.00 0.00
Senior Accountant 4.00 3.00 3.00 3.00 3.00 0.00
Senior Business Analyst (12)0.20 0.20 0.20 0.20 0.00 (0.20)
Senior Financial Analyst (4), (5)7.91 6.91 6.91 6.91 5.81 (1.10)
Senior Buyer 0.00 0.00 0.00 0.00 0.00 0.00
Staff Secretary 0.00 0.00 0.00 0.00 0.00 0.00
Storekeeper 1.00 0.00 0.00 0.00 0.00 0.00
Storekeeper - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Warehouse Supervisor (6)1.00 1.00 1.00 1.00 0.50 (0.50)
Total Administrative Services 48.95 41.95 41.95 41.95 37.49 (4.46)
Community Services Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate I (9)2.50 2.00 2.00 2.00 0.00 (2.00)
Administrative Associate III 0.00 0.75 0.75 0.75 0.75 0.00
Administrator Special Events 0.00 0.00 0.00 0.00 0.00 0.00
Arts and Culture Division Manager 1.00 1.00 1.00 1.00 1.00 0.00
Building Serviceperson (9)4.00 4.00 4.00 4.00 2.00 (2.00)
Building Serviceperson - Lead 2.00 2.00 2.00 2.00 2.00 0.00
Community Services Senior Program Manager (21)1.00 1.00 1.00 1.00 1.00 0.00
Community Services Superintendent (20)1.00 1.00 1.00 1.00 1.00 0.00
Coordinator, Child Care (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Coordinator, Recreation Programs (9)5.00 5.00 5.00 5.00 4.50 (0.50)
Cubberley Center and Human Svc Div Mgr (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Director, Community Services 1.00 1.00 1.00 1.00 1.00 0.00
City of Palo Alto Operating Budget FY 2011
15
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Division Manager, Golf & Parks 0.00 0.00 0.00 0.00 0.00 0.00
Division Manager, Recreation & Golf 1.00 1.00 1.00 1.00 1.00 0.00
Division Manager, Rec and Youth Sciences 0.00 0.00 0.00 0.00 0.00 0.00
Golf Course Equipment Mechanic (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Golf Course Maintenance Person (9)5.00 4.00 4.00 4.00 0.00 (4.00)
Inspector, Field Services 2.00 2.00 2.00 2.00 2.00 0.00
Jr. Museum & Zoo Lead Educator 0.00 2.25 2.25 2.25 2.25 0.00
Jr. Museum & Zoo Lead Instructor 0.00 0.00 0.00 0.00 0.00 0.00
Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Arts 2.00 2.00 2.00 2.00 2.00 0.00
Open Space and Parks Division Manager 1.00 1.00 1.00 1.00 1.00 0.00
Park Maintenance Lead 1.00 1.00 1.00 1.00 1.00 0.00
Park Maintenance Person (9)11.00 11.00 11.00 11.00 6.00 (5.00)
Park Ranger 5.00 5.00 5.00 5.00 5.00 0.00
Parks and Open Space Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Parks Crew - Lead (9)3.00 3.00 3.00 3.00 2.00 (1.00)
Producer Arts/Science Programs (9)12.50 13.00 13.00 13.00 12.00 (1.00)
Program Assistant I (9)12.00 7.75 7.75 7.75 7.50 (0.25)
Program Assistant II 3.00 3.00 3.00 3.00 3.00 0.00
Senior Management Analyst (19)1.00 1.00 1.00 1.00 1.00 0.00
Senior Ranger 1.00 0.00 0.00 0.00 0.00 0.00
Sprinkler System Repairer (9)5.00 5.00 5.00 5.00 4.00 (1.00)
Superintendent, Parks 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Open Space 1.00 2.00 2.00 2.00 2.00 0.00
Supervisor, Parks 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Recreation Program (14)4.00 4.00 4.00 4.00 4.00 0.00
Theater Specialist 1.00 1.00 1.00 1.00 1.00 0.00
Volunteer Coordinator 0.50 0.50 0.50 0.50 0.50 0.00
Total Community Services 96.50 94.25 94.25 94.25 74.50 (19.75)
Fire
Administrative Assistant (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Administrative Associate II 4.00 4.00 4.00 4.00 4.00 0.00
Battalion Chief 3.00 3.00 3.00 3.00 3.00 0.00
Deputy Fire Chief/Fire Marshal 0.84 0.84 0.84 0.84 0.84 0.00
Deputy Fire Chief (22)2.00 2.00 2.00 2.00 2.00 0.00
Deputy Fire Chief OPS/Support 0.00 0.00 0.00 0.00 0.00 0.00
EMS Chief 1.00 0.00 0.00 0.00 0.00 0.00
EMS Coordinator 1.00 1.00 1.00 1.00 1.00 0.00
EMT Basic 3.00 0.00 0.00 0.00 0.00 0.00
Fire Apparatus Operator 30.00 30.00 30.00 30.00 30.00 0.00
Fire Captain 27.00 27.00 27.00 27.00 27.00 0.00
Fire Chief 1.00 1.00 1.00 1.00 1.00 0.00
Fire Fighter 45.00 45.00 45.00 45.00 45.00 0.00
Fire Inspector 3.00 3.00 3.00 3.00 3.00 0.00
City of Palo Alto Operating Budget FY 2011
16
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Hazardous Materials Fire Apparatus Operator 0.00 0.00 0.00 0.00 0.00 0.00
Hazardous Materials Fire Captain 0.00 0.00 0.00 0.00 0.00 0.00
Hazardous Materials Fire Fighter 0.00 0.00 0.00 0.00 0.00 0.00
Hazardous Materials Inspector 1.90 1.90 1.90 1.90 1.90 0.00
Hazardous Materials Specialist (9)0.95 0.95 0.95 0.95 0.00 (0.95)
OES Coordinator 1.00 1.00 1.00 1.00 1.00 0.00
Paramedic Captain 0.00 0.00 0.00 0.00 0.00 0.00
Paramedic Fire Fighter 0.00 0.00 0.00 0.00 0.00 0.00
Paramedic Inspector 0.00 0.00 0.00 0.00 0.00 0.00
Paramedic Operator 0.00 0.00 0.00 0.00 0.00 0.00
Training Captain 1.00 1.00 1.00 1.00 1.00 0.00
Total Fire 126.69 122.69 122.69 122.69 120.74 (1.95)
Human Resources Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director Human Resources 1.00 1.00 1.00 1.00 1.00 0.00
Director, Human Resources 1.00 1.00 1.00 1.00 1.00 0.00
Human Resources Assistant - Conf 4.00 5.00 5.00 5.00 5.00 0.00
Human Resources Representative 2.00 2.00 2.00 2.00 2.00 0.00
Manager, Employee Relations 1.00 0.00 0.00 0.00 0.00 0.00
Manager, Human Resources & Development 0.00 0.00 0.00 0.00 0.00 0.00
Manager, Risk and Benefits 0.00 0.00 0.00 0.00 0.00 0.00
Senior Human Resources Administrator (26)5.00 5.00 5.00 5.00 5.00 0.00
Senior Management Analyst (19)1.00 1.00 1.00 1.00 1.00 0.00
Total Human Resources 16.00 16.00 16.00 16.00 16.00 0.00
Library Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director, Library Services 1.00 1.00 1.00 1.00 1.00 0.00
Business Analyst 0.00 1.00 1.00 1.00 1.00 0.00
Coordinator, Library Circulation 0.00 0.00 0.00 0.00 0.00 0.00
Coordinator, Library Programs 3.00 1.00 1.00 1.00 1.00 0.00
Director, Libraries 1.00 1.00 1.00 1.00 1.00 0.00
Division Head, Library Services 1.00 1.00 1.00 1.00 1.00 0.00
Librarian 5.00 5.00 5.00 5.00 5.00 0.00
Library Assistant 5.50 5.50 5.50 5.50 5.50 0.00
Library Associate 4.00 4.00 4.00 4.00 4.00 0.00
Library Services Manager (23)4.00 4.00 4.00 4.00 4.00 0.00
Library Specialist 8.00 8.00 8.00 8.00 8.00 0.00
Manager, Main Library Services 0.00 0.00 0.00 0.00 0.00 0.00
Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Senior Librarian (9)9.25 8.75 8.75 8.75 7.75 (1.00)
Total Library Department 43.75 42.25 42.25 42.25 41.25 (1.00)
City of Palo Alto Operating Budget FY 2011
17
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Planning and Community Environment Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate I (9)2.00 2.00 2.00 2.00 1.00 (1.00)
Administrative Associate II 4.80 3.80 3.80 3.80 3.80 0.00
Administrative Associate III 1.00 1.00 1.00 1.00 1.00 0.00
Administrator, Planning & Comm Envir 1.00 1.00 1.00 1.00 1.00 0.00
Arborist 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Building Official 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director, Planning & Comm Envir 1.00 0.00 0.00 0.00 0.00 0.00
Assistant Engineer 0.00 0.00 0.00 0.00 0.00 0.00
Assistant to City Manager (7)0.00 0.00 0.00 0.00 0.05 0.05
Associate Engineer 1.00 1.00 1.00 1.00 1.00 0.00
Building Inspector 4.00 4.00 4.00 4.00 4.00 0.00
Building Inspector Specialist (9)3.00 2.00 2.00 2.00 1.00 (1.00)
Building/Planning Technician (9)3.00 3.00 3.00 3.00 2.00 (1.00)
Chief Building Official 1.00 1.00 1.00 1.00 1.00 0.00
Chief Planning and Transportation Official 1.00 1.00 1.00 1.00 1.00 0.00
Chief Transportation Officer 0.00 0.00 0.00 0.00 0.00 0.00
Chief Transportation Official (2)0.00 0.00 0.00 0.00 1.00 1.00
City Traffic Engineer 0.00 0.00 0.00 0.00 0.00 0.00
Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00 0.00
Coordinator, Transp Sys Mgmt 0.50 0.50 0.50 0.50 0.50 0.00
Deputy City Manager 0.00 0.50 0.50 0.50 0.50 0.00
Director, Planning and Comm Envir 1.00 1.00 1.00 1.00 1.00 0.00
Engineer 1.00 1.00 1.00 1.00 1.00 0.00
Engineering Technician II 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Economic Resources 0.00 0.00 0.00 0.00 0.00 0.00
Manager, Economic Devlpmt & Redevlpmt 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Planning 2.00 2.00 2.00 2.00 2.00 0.00
Managing Arborist 0.00 0.00 0.00 0.00 0.00 0.00
Permit Specialist 1.00 0.00 0.00 0.00 0.00 0.00
Planner (8)6.00 6.05 6.05 6.05 5.75 (0.30)
Plan Checking Engineer 3.00 2.00 2.00 2.00 2.00 0.00
Project Engineer 1.00 1.00 1.00 1.00 1.00 0.00
Senior Planner (9)6.00 6.00 6.00 6.00 5.00 (1.00)
Supervisor, Building Inspection 1.00 1.00 1.00 1.00 1.00 0.00
Transportation Manager (2)1.00 1.00 1.00 1.00 0.00 (1.00)
Transportation Project Manager 0.00 0.00 0.00 0.00 0.00 0.00
Total Planning and Community Environment 53.30 48.85 48.85 48.85 44.60 (4.25)
Police Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate II 3.00 3.00 3.00 3.00 3.00 0.00
Animal Attendant 0.00 0.00 0.00 0.00 0.00 0.00
Animal Control Officer 4.50 4.50 4.50 4.50 4.50 0.00
City of Palo Alto Operating Budget FY 2011
18
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Animal Services Specialist 1.00 1.00 1.00 1.00 1.00 0.00
Animal Services Specialist II 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Chief of Police 1.00 1.00 1.00 1.00 1.00 0.00
Business Analyst 1.00 1.00 1.00 1.00 1.00 0.00
Chief Communications Technician 0.00 0.00 0.00 0.00 0.00 0.00
Code Enforcement Officer (9)1.50 1.50 1.50 1.50 1.00 (0.50)
Communication Technician 1.00 1.00 1.00 1.00 1.00 0.00
Community Service Officer 9.00 9.00 9.00 9.00 9.00 0.00
Community Service Officer - Lead 0.00 0.00 0.00 0.00 0.00 0.00
Court Liaison Officer 1.00 1.00 1.00 1.00 1.00 0.00
Crime Analyst (9)1.00 2.00 2.00 2.00 1.00 (1.00)
Deputy Director Technical Services (24)1.00 1.00 1.00 1.00 1.00 0.00
Parking Enforcement Officer 0.00 0.00 0.00 0.00 0.00 0.00
Parking Enforcement Officer - Lead 0.00 0.00 0.00 0.00 0.00 0.00
Police Agent (9)19.00 19.00 19.00 19.00 19.00 0.00
Police Captain 2.00 2.00 2.00 2.00 2.00 0.00
Police Chief 1.00 1.00 1.00 1.00 1.00 0.00
Police Lieutenant 5.00 5.00 5.00 5.00 5.00 0.00
Police Officer (9)51.00 50.00 50.00 50.00 49.00 (1.00)
Police Officer Training 0.00 0.00 0.00 0.00 0.00 0.00
Police Records Specialist I 0.00 0.00 0.00 0.00 0.00 0.00
Police Records Specialist II (9)9.00 7.00 7.00 7.00 6.00 (1.00)
Police Records Specialist - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Police Sergeant 14.00 14.00 14.00 14.00 14.00 0.00
Police Trainee 0.00 0.00 0.00 0.00 0.00 0.00
Program Assistant I 1.00 0.00 0.00 0.00 0.00 0.00
Program Assistant II 1.00 1.00 1.00 1.00 1.00 0.00
Program Coordinator (9)0.00 1.00 1.00 1.00 0.00 (1.00)
Property and Evidence Technician 2.00 2.00 2.00 2.00 2.00 0.00
Public Safety Dispatcher I 2.00 2.00 2.00 2.00 2.00 0.00
Public Safety Dispatcher II 14.00 14.00 14.00 14.00 14.00 0.00
Public Safety Dispatcher - Lead 5.00 5.00 5.00 5.00 5.00 0.00
Safety Officer 0.00 0.00 0.00 0.00 0.00 0.00
Senior Management Analyst (19)1.00 1.00 1.00 1.00 1.00 0.00
Superintendent, Animal Services 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Animal Services 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Police Services 3.00 3.00 3.00 3.00 3.00 0.00
Veterinarian 1.00 1.00 1.00 1.00 1.00 0.00
Veterinarian Technician 2.00 2.00 2.00 2.00 2.00 0.00
Volunteer Coordinator 1.00 0.50 0.50 0.50 0.50 0.00
Total Police 164.00 161.50 161.50 161.50 157.00 (4.50)
Public Works Department
Accounting Specialist 0.00 0.04 0.04 0.04 0.04 0.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
City of Palo Alto Operating Budget FY 2011
19
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Administrative Associate I 3.50 1.70 1.70 1.70 1.70 0.00
Administrative Associate II 2.00 1.80 1.80 1.80 1.80 0.00
Administrative Associate III 1.00 0.00 0.00 0.00 0.00 0.00
Assistant Director Public Works 1.10 1.10 1.10 1.10 1.10 0.00
Associate Engineer 0.10 0.10 0.10 0.10 0.10 0.00
Building Serviceperson (9)4.00 4.00 4.00 4.00 1.00 (3.00)
Building Serviceperson - Lead 2.00 2.00 2.00 2.00 2.00 0.00
Coordinator, Public Works Projects 0.00 0.00 0.00 0.00 0.00 0.00
Deputy Director, Public Works Operations 0.00 0.00 0.00 0.00 0.00 0.00
Director, Public Works/City Engineer 1.00 1.00 1.00 1.00 1.00 0.00
Electrician 1.00 1.00 1.00 1.00 1.00 0.00
Engineer 1.20 0.30 0.30 0.30 0.30 0.00
Engineering Technician III 4.20 3.30 3.30 3.30 3.30 0.00
Equipment Operator 3.46 3.46 3.46 3.46 3.46 0.00
Equipment Parts Technician 0.00 0.00 0.00 0.00 0.00 0.00
Facilities Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Facilities Carpenter 1.00 1.00 1.00 1.00 1.00 0.00
Facilities Electrician 0.00 0.00 0.00 0.00 0.00 0.00
Facilities Maintenance - Lead 2.00 2.00 2.00 2.00 2.00 0.00
Facilities Mechanic 6.00 6.00 6.00 6.00 6.00 0.00
Facilities Painter 2.00 2.00 2.00 2.00 2.00 0.00
Heavy Equipment Operator 1.90 1.90 1.90 1.90 1.90 0.00
Heavy Equipment Operator - Lead 0.85 0.85 0.85 0.85 0.85 0.00
Inspector, Field Services 1.00 1.00 1.00 1.00 1.00 0.00
Instrument Electrician 0.00 0.00 0.00 0.00 0.00 0.00
Management Analyst (27)1.00 0.00 0.00 0.00 0.00 0.00
Manager, Facilities Maintenance 0.80 0.80 0.80 0.80 0.80 0.00
Manager, Maintenance Operations 0.12 0.12 0.12 0.12 0.12 0.00
Managing Arborist 1.00 1.00 1.00 1.00 1.00 0.00
Project Engineer 0.20 0.20 0.20 0.20 0.20 0.00
Project Manager 1.75 1.75 1.75 1.75 1.75 0.00
Senior Accountant 0.00 0.02 0.02 0.02 0.02 0.00
Senior Engineer (13)0.30 0.30 0.30 0.30 0.20 (0.10)
Senior Financial Analyst 0.00 0.16 0.16 0.16 0.16 0.00
Senior Management Analyst (19)0.90 0.90 0.90 0.90 0.90 0.00
Senior Project Manager 1.00 1.00 1.00 1.00 1.00 0.00
Staff Accountant 0.00 0.02 0.02 0.02 0.02 0.00
Superintendent, Public Works Operations 0.60 0.60 0.60 0.60 0.60 0.00
Supervising Project Engineer (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Supervisor, Building Services 0.00 0.00 0.00 0.00 0.00 0.00
Supervisor, Facilities Management 1.95 1.95 1.95 1.95 1.95 0.00
Supervisor, Inspec/Surveying, Public Works 0.80 0.80 0.80 0.80 0.80 0.00
Surveying Assistant 0.78 0.78 0.78 0.78 0.78 0.00
Surveyor, Public Works 0.78 0.78 0.78 0.78 0.78 0.00
Traffic Control Maintainer - Lead 1.00 1.00 1.00 1.00 1.00 0.00
City of Palo Alto Operating Budget FY 2011
20
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Traffic Control Maintenance I 1.94 1.94 1.94 1.94 1.94 0.00
Traffic Control Maintenance II (9)3.00 3.00 3.00 3.00 2.00 (1.00)
Tree Maintenance Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Tree Maintenance Person 2.00 2.00 0.00 0.00 0.00 0.00
Tree Maintenance Specialist 0.00 0.00 2.00 2.00 2.00 0.00
Tree Trimmer/Line Clearer 7.00 7.00 7.00 7.00 7.00 0.00
Tree Trimmer/Line Clearer Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Tree Trimmer/Line Clearer - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Total Public Works 69.23 63.67 63.67 63.67 58.57 (5.10)
GENERAL FUND AUTHORIZED POSITIONS 651.27 622.51 622.51 622.51 579.50 (43.01)
Footnotes:
1 Add 0.50 FTE Administrator
2 Drop 1.0 FTE Transportation Manager and add 1.0 FTE Chief Transportation Official
3 Reallocate 0.60 FTE Contracts Administrator to Other Funds - Capital
4 Reallocate 0.50 FTE Senior Financial Analyst to Utilities
5 Reallocate 0.60 FTE Senior Financial Analyst to Other Funds - Capital
6 Reallocate 0.50 FTE Warehouse Supervisor to Utilities
7
8 Reallocate 0.30 FTE Planner to Utilities
9 Elimination of various positions due to budget constraints
10 Reallocate 1.0 FTE Senior Deputy City Attorney to Utilities
11 Transfer 0.10 FTE Business Analyst to Technology Fund
12 Transfer 0.20 FTE Senior Business Analyst to Technology Fund
13 Transfer 0.10 FTE Senior Engineer to Public Works - Enterprise Fund
14
15 Title change from Legal Administrator to Legal Services Administrator
16 Title change from Auditor to Performance Auditor
17 Title change from Senior Auditor to Senior Performance Auditor
18 Title change from Public Communication Manager to Communications Manager
19 Title change from Senior Administrator to Senior Management Analyst
20
21
22 Title change from Deputy Fire Chief EMT to Deputy Fire Chief
23 Title change from Supervisor, Librarian to Library Services Manager
24
25 Title change from Parking Examiner to Hearing Officer
26
27 Title change from Administrator, Public Works to Management Analyst
Reallocate 0.05 FTE Assistant to City Manager to Planning and Community Environment,
0.10 FTE to Public Works - Enterprise and 0.35 FTE to Utilities
Reclassification of 2.0 FTE Supervisor, Recreation Programs to Senior Supervisor,
Recreation Programs
Title change from Coordinator, Police Technical Services to Deputy Director Technical
Services Division
Title change from Superintendent, Golf Course to Community Services Superintendent
Title change from Supervisor, Junior Museum to Community Services Senior Program
Title change from Administrator, Human Resources to Senior Human Resources
Administrator
City of Palo Alto Operating Budget FY 2011
21
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
28 Title change from Staff Accountant to Accountant
ENTERPRISE FUNDS
Public Works Department
Refuse, Storm Drainage and Wastewater Treatment
Accountant (25)0.00 0.23 0.23 0.23 0.23 0.00
Accounting Specialist 0.00 0.46 0.46 0.46 0.46 0.00
Administrator, Refuse 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director, Public Works 0.75 0.75 0.75 0.75 0.75 0.00
Assistant to City Manager (13)0.00 0.00 0.00 0.00 0.10 0.10
Administrative Associate II 3.00 3.20 3.20 3.20 3.20 0.00
Asst Manager, Water Quality Control Plant 1.00 1.00 1.00 1.00 1.00 0.00
Associate Engineer 3.30 3.30 3.30 3.30 3.30 0.00
Associate Planner 1.00 1.00 1.00 1.00 1.00 0.00
Business Analyst 1.13 1.13 1.13 1.13 1.13 0.00
Buyer 1.00 1.00 1.00 1.00 1.00 0.00
Chemist 3.00 3.00 3.00 3.00 3.00 0.00
Coordinator Environmental Protection 0.00 0.00 0.00 0.00 0.00 0.00
Coordinator Recycling 0.00 0.00 0.00 0.00 0.00 0.00
Coordinator Zero Waste 2.00 2.00 2.00 2.00 2.00 0.00
Deputy Fire Chief/Fire Marshal 0.08 0.08 0.08 0.08 0.08 0.00
Electrician 3.00 3.00 3.00 3.00 3.00 0.00
Electrician - Lead 2.00 2.00 2.00 2.00 2.00 0.00
Engineer 1.10 1.00 1.00 1.00 1.00 0.00
Engineering Technician I 1.00 0.00 0.00 0.00 0.00 0.00
Engineering Technician III 1.50 1.40 1.40 1.40 1.40 0.00
Environmental Specialist 2.00 2.00 2.00 2.00 2.00 0.00
Equipment Operator 0.54 0.54 0.54 0.54 0.54 0.00
Executive Assistant 2.00 2.00 2.00 2.00 2.00 0.00
Hazardous Materials Inspector 0.04 0.04 0.04 0.04 0.04 0.00
Hazardous Materials Specialist (19)0.02 0.02 0.02 0.02 0.00 (0.02)
Heavy Equipment Operator 5.90 5.90 5.90 5.90 5.90 0.00
Heavy Equipment Operator - Lead 3.15 3.15 3.15 3.15 3.15 0.00
Industrial Waste Assistant Inspector 0.00 1.00 1.00 1.00 1.00 0.00
Industrial Waste Inspector 1.00 1.00 1.00 1.00 1.00 0.00
Industrial Waste Investigator 2.00 2.00 2.00 2.00 2.00 0.00
Laboratory Tech, Water Quality Control Plant 2.50 2.50 2.50 2.50 2.50 0.00
Landfill Technician 1.00 1.00 1.00 1.00 1.00 0.00
Maintenance Mechanic 7.00 7.00 7.00 7.00 7.00 0.00
Manager, Environmental Compliance 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Environmental Control Program 3.00 3.00 3.00 3.00 3.00 0.00
Manager, Laboratory Services 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Maintenance Operations 1.38 1.38 1.38 1.38 1.38 0.00
Manager, Solid Waste 1.00 1.00 1.00 1.00 1.00 0.00
City of Palo Alto Operating Budget FY 2011
22
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Manager, Water Quality Control Plant 1.00 1.00 1.00 1.00 1.00 0.00
Program Assistant I 2.00 2.00 2.00 2.00 2.00 0.00
Program Assistant II 1.00 1.00 1.00 1.00 1.00 0.00
Program Analyst 0.00 0.00 0.00 0.00 0.00 0.00
Project Engineer 2.00 2.00 2.00 2.00 2.00 0.00
Refuse Disposal Attendant 4.00 4.00 4.00 4.00 4.00 0.00
Senior Accountant 0.00 0.23 0.23 0.23 0.23 0.00
Senior Chemist 1.00 1.00 1.00 1.00 1.00 0.00
Senior Engineer (20)2.45 2.45 2.45 2.45 2.75 0.30
Senior Financial Analyst 0.00 0.16 0.16 0.16 0.16 0.00
Senior Industrial Waste Inspector 0.00 0.00 0.00 0.00 0.00 0.00
Senior Management Analyst (21)0.10 0.10 0.10 0.10 0.10 0.00
Senior Mechanic, Water Quality Control 1.00 1.00 1.00 1.00 1.00 0.00
Senior Operator, Water Quality Control 6.00 6.00 6.00 6.00 6.00 0.00
Senior Technologist 0.13 0.13 0.13 0.13 0.13 0.00
Storekeeper 1.00 1.00 1.00 1.00 1.00 0.00
Street Maintenance Assistant 2.00 2.00 2.00 2.00 2.00 0.00
Street Sweeper Operator 7.00 7.00 7.00 7.00 7.00 0.00
Street Sweeper Operator - Lead 0.00 0.00 0.00 0.00 0.00 0.00
Superintendent, Public Works Operations 0.20 0.20 0.20 0.20 0.20 0.00
Supervisor, Public Works 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Water Quality Control Operations 5.00 5.00 5.00 5.00 5.00 0.00
Surveying Assistant 0.11 0.11 0.11 0.11 0.11 0.00
Surveyor, Public Works 0.11 0.11 0.11 0.11 0.11 0.00
Technologist 0.00 0.00 0.00 0.00 0.00 0.00
Traffic Control Maintenance I 0.06 0.06 0.06 0.06 0.06 0.00
Truck Driver 0.00 0.00 0.00 0.00 0.00 0.00
Water Quality Control Plant Operator I 0.00 0.00 0.00 0.00 0.00 0.00
Water Quality Control Plant Operator II 16.00 16.00 16.00 16.00 16.00 0.00
Water Quality Control Plant Operator Trainee 0.00 0.00 0.00 0.00 0.00 0.00
Total Public Works - Enterprise 113.55 114.63 114.63 114.63 115.01 0.38
Utilities Department
Administration, Electric, Gas, Wastewater Collection and Water
Account Representatives 3.00 3.00 3.00 3.00 3.00 0.00
Accountant (25)0.00 0.75 0.75 0.75 0.75 0.00
Accounting Specialist 1.00 2.50 2.50 2.50 2.50 0.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate I 2.00 2.00 2.00 2.00 2.00 0.00
Administrative Associate II 7.00 7.00 7.00 7.00 7.00 0.00
Assistant Power Engineer 0.00 0.00 0.00 0.00 0.00 0.00
Assistant Resource Planner 0.00 0.00 0.00 0.00 0.00 0.00
Associate Power Engineer 0.00 0.00 0.00 0.00 0.00 0.00
Associate Resource Planner (7)1.00 1.00 1.00 1.00 0.00 (1.00)
Assistant Director Customer Support Services 1.00 1.00 1.00 1.00 1.00 0.00
City of Palo Alto Operating Budget FY 2011
23
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Assistant Director Utilities/Admin Svc 0.00 0.00 0.00 0.00 0.00 0.00
Assistant Director Utilities/Engineering 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director Utilities/Operations 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director Utilities/Res Mgmt 1.00 1.00 1.00 1.00 1.00 0.00
Assistant to City Manager (13)0.00 0.00 0.00 0.00 0.35 0.35
Business Analyst 2.87 2.87 2.87 2.87 2.87 0.00
Cathodic Technician 1.00 1.00 1.00 1.00 1.00 0.00
Cathodic Protection Technician/Assistant 0.00 0.00 1.00 0.00 1.00 0.00
Cement Finisher 1.00 1.00 1.00 1.00 1.00 0.00
Chief Electric Underground Inspector 0.00 0.00 0.00 0.00 0.00 0.00
Chief Inspector Water, Gas, Wastewater 0.00 0.00 0.00 0.00 0.00 0.00
Communications Manager (4)0.00 0.00 0.00 0.00 1.00 1.00
Contracts Administrator 1.00 1.00 1.00 1.00 1.00 0.00
Coordinator, Utility Safety & Security 1.00 1.00 1.00 1.00 1.00 0.00
Coordinator, Utility Projects 4.00 4.00 4.00 4.00 4.00 0.00
Customer Service Representative (2)5.00 5.00 5.00 5.00 5.00 0.00
Customer Service Specialist (3)2.00 2.00 2.00 2.00 2.00 0.00
Customer Service Specialist - Lead 1.00 2.00 2.00 2.00 2.00 0.00
Deputy Director, Administrative Services 0.20 0.20 0.20 0.20 0.20 0.00
Deputy Fire Chief/Fire Marshal 0.08 0.08 0.08 0.08 0.08 0.00
Director, Administrative Services 0.15 0.15 0.15 0.15 0.15 0.00
Director, Utilities 1.00 1.00 1.00 1.00 1.00 0.00
Electric Project Engineer (10)1.00 1.00 1.00 1.00 2.00 1.00
Electric Underground Inspector 2.00 2.00 2.00 2.00 2.00 0.00
Electric Underground Inspector Lead 1.00 1.00 1.00 1.00 1.00 0.00
Electrical Assistant I 5.00 5.00 5.00 5.00 5.00 0.00
Electrician 14.00 14.00 14.00 14.00 14.00 0.00
Electrician - Apprentice 0.00 0.00 0.00 0.00 0.00 0.00
Electrician - Lead 6.00 6.00 6.00 6.00 6.00 0.00
Engineer 4.00 4.00 4.00 4.00 4.00 0.00
Engineering Manager, Electric 1.00 1.00 1.00 1.00 1.00 0.00
Engineering Mgr, Water, Gas, Wastewater 1.00 1.00 1.00 1.00 1.00 0.00
Engineering Technician III 3.00 3.00 3.00 3.00 3.00 0.00
Equipment Operator 2.00 1.00 1.00 1.00 1.00 0.00
Equipment Operator - Lead 0.00 0.00 0.00 0.00 0.00 0.00
Field Service Person Water, Gas, Wastewater 0.00 0.00 0.00 0.00 0.00 0.00
Gas System Technician (9)2.00 0.00 1.00 1.00 2.00 1.00
Gas System Technician II 0.00 0.00 1.00 0.00 1.00 0.00
Hazardous Materials Inspector 0.06 0.06 0.06 0.06 0.06 0.00
Hazardous Materials Specialist (19)0.03 0.03 0.03 0.03 0.00 (0.03)
Heavy Equipment Operator (8)10.00 10.00 10.00 10.00 9.00 (1.00)
Inspector, Field Services 4.00 4.00 4.00 4.00 4.00 0.00
Lineperson/Cable Splicer 11.00 11.00 11.00 11.00 11.00 0.00
Lineperson/Cable Splicer - Apprentice 0.00 0.00 0.00 0.00 0.00 0.00
Lineperson/Cable Splicer - Lead 4.00 4.00 4.00 4.00 4.00 0.00
City of Palo Alto Operating Budget FY 2011
24
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Lineperson/Cable Splicer - Lead Trainee 0.00 0.00 0.00 0.00 0.00 0.00
Lineperson/Cable Splicer - Trainee 0.00 0.00 0.00 0.00 0.00 0.00
Maintenance Mechanic 1.00 1.00 1.00 1.00 1.00 0.00
Maintenance Mechanic - Welding 1.00 1.00 1.00 1.00 1.00 0.00
Manager Utilities Telecommunication 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Electric Operations 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Energy Risk 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Field and Customer Service 1.00 0.00 0.00 0.00 0.00 0.00
Mgr, Customer Svc and Meter Reading 0.00 1.00 1.00 1.00 1.00 0.00
Manager, Utilities Marketing Services 1.00 1.00 1.00 1.00 1.00 0.00
Mgr, Util Operations Water, Gas, Wastewater 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Utilities Rates 0.00 0.00 0.00 0.00 0.00 0.00
Marketing Engineer 1.00 1.00 1.00 1.00 1.00 0.00
Meter Reader 6.00 6.00 6.00 6.00 6.00 0.00
Meter Reader - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Meter Shops Lead (9)0.00 1.00 1.00 1.00 0.00 (1.00)
Offset Equipment Operator (14)0.00 0.00 0.00 0.00 0.48 0.48
Planner (15)0.00 0.00 0.00 0.00 0.30 0.30
Power Engineer (12)2.00 2.00 2.00 2.00 3.00 1.00
Program Assistant I 3.00 3.00 3.00 3.00 3.00 0.00
Project Engineer (10)6.00 6.00 6.00 6.00 5.00 (1.00)
Project Manager 0.75 0.75 0.75 0.75 0.75 0.00
Resource Planner (7)4.00 4.00 4.00 4.00 5.00 1.00
Restoration Lead 0.00 1.00 1.00 1.00 1.00 0.00
Senior Accountant 0.00 0.75 0.75 0.75 0.75 0.00
Senior Business Analyst (5)1.00 1.00 1.00 1.00 2.00 1.00
Senior Deputy City Attorney (17)0.00 0.00 0.00 0.00 1.00 1.00
Senior Electrical Engineer (22)4.00 4.00 4.00 4.00 4.00 0.00
Senior Financial Analyst (16)0.00 0.60 0.60 0.60 1.10 0.50
Senior Instrument Electrician 0.00 0.00 0.00 0.00 0.00 0.00
Senior Management Analyst (21)1.00 1.00 1.00 1.00 1.00 0.00
Senior Market Analyst 1.00 1.00 1.00 1.00 1.00 0.00
Senior Mechanic 1.00 1.00 1.00 1.00 1.00 0.00
Senior Performance Auditor (23)0.00 0.00 0.00 0.00 1.00 1.00
Senior Project Engineer 4.00 4.00 4.00 4.00 4.00 0.00
Senior Resource Originator (26)1.00 1.00 1.00 1.00 0.00 (1.00)
Senior Resource Planner (26)6.00 6.00 6.00 6.00 7.00 1.00
Senior Technologist 0.87 0.87 0.87 0.87 0.87 0.00
Senior Utilities Field Services Representative 1.00 1.00 1.00 1.00 1.00 0.00
Senior Utility System Technician 0.00 0.00 0.00 0.00 0.00 0.00
Senior Water System Operator 2.00 2.00 2.00 2.00 2.00 0.00
Storekeeper 2.00 2.00 2.00 2.00 2.00 0.00
Supervising Electric Operations & Programs 0.00 0.00 0.00 0.00 0.00 0.00
Supervising Electric Project Engineer (11)2.00 2.00 2.00 2.00 1.00 (1.00)
Supervising Project Engineer (11)0.00 0.00 0.00 0.00 1.00 1.00
City of Palo Alto Operating Budget FY 2011
25
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Supervisor, Utility Construction Inspector 0.00 0.00 0.00 0.00 0.00 0.00
Supervisor, Util Meter Readers & Field Service 0.00 0.00 0.00 0.00 0.00 0.00
Supervisor, Water, Gas, Wastewater 5.00 5.00 5.00 5.00 5.00 0.00
Supervisor, Water Transmission 1.00 1.00 1.00 1.00 1.00 0.00
System Operator Scheduler 0.00 0.00 0.00 0.00 0.00 0.00
Technologist 0.00 0.00 0.00 0.00 0.00 0.00
Tree Maintenance Person 1.00 0.00 0.00 1.00 0.00 0.00
Tree Maintenance Specialist 0.00 0.00 1.00 0.00 1.00 0.00
Utilities Accounting Technician 0.00 0.00 0.00 0.00 0.00 0.00
Utilities Compliance Manager (1)0.00 0.00 0.00 0.00 1.00 1.00
Utilities Credit/Collection Specialist 1.00 1.00 1.00 1.00 1.00 0.00
Utilities Engineer Estimator 5.00 5.00 5.00 5.00 5.00 0.00
Utilities Engineer Estimator - Lead (12)1.00 1.00 1.00 1.00 0.00 (1.00)
Utilities Field Service Representative 7.00 6.00 5.00 6.00 5.00 0.00
Utilities Installer/Repairer (6)11.00 11.00 11.00 11.00 13.00 2.00
Utilities Installer/Repairer Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Utilities Installer/Repairer - Welding 3.00 3.00 3.00 3.00 3.00 0.00
Utilities Installer/Repairer - Lead 5.00 5.00 5.00 5.00 5.00 0.00
Utilities Installer/Repairer - Lead Welding 2.00 2.00 2.00 2.00 2.00 0.00
Utilities Key Account Representative 3.00 3.00 3.00 3.00 3.00 0.00
Utilities Locator 3.00 3.00 3.00 3.00 3.00 0.00
Utilities Rate Analyst 0.00 0.00 0.00 0.00 0.00 0.00
Utilities Supervisor (24)5.00 5.00 5.00 5.00 5.00 0.00
Utilities System Operator 5.00 5.00 5.00 5.00 5.00 0.00
Utility Compliance Technician 2.00 2.00 2.00 2.00 2.00 0.00
Utility Compliance Technician - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Utility Market Analyst 0.00 0.00 0.00 0.00 0.00 0.00
Utility System Technician 0.00 0.00 0.00 0.00 0.00 0.00
Warehouse Supervisor (18)0.00 0.00 0.00 0.00 0.50 0.50
Water Meter/Cross Connection Technician (8)2.00 2.00 2.00 2.00 3.00 1.00
Water Meter Representative Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Water Meter Repairer 0.00 0.00 0.00 0.00 0.00 0.00
Water System Operator I 0.00 0.00 0.00 0.00 0.00 0.00
Water System Operator II 5.00 5.00 4.00 5.00 4.00 0.00
Total Utilities 238.01 239.61 241.61 241.61 250.71 9.10
TOTAL ENTERPRISE FUNDS POSITIONS 351.56 354.24 356.24 356.24 365.72 9.48
Footnotes:
1 Add 1.0 FTE Utilities Compliance Manager
2 Add 1.0 FTE Customer Service Representative
3 Add 1.0 FTE Customer Service Specialist
4 Add 1.0 FTE Manager Communications
5 Add 1.0 FTE Senior Business Analyst
6 Add 2.0 FTE Utility Installer/Repairer
City of Palo Alto Operating Budget FY 2011
26
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
7 Reclassification of 1.0 FTE Associate Resource Planner to Resource Planner
8
9 Drop 1.0 FTE Meter Shop Lead and add Gas Systems Technician
10 Drop 1.0 FTE Project Engineer and add Electric Project Engineer
11
12 Drop 1.0 FTE Utilities Engineer Estimator Lead and add Power Engineer
13
14
15
16
17
18
19 Elimination of various positions due to budget constraints
20
21 Title change from Senior Administrator to Senior Management Analyst
22 Title change from Senior Electric Project Engineer to Senior Electrical Engineer
23 Add 1.0 FTE Senior Performance Auditor
24 Title change from Supervisor Electric Systems to Utilities Supervisor
25 Title change from Staff Accountant to Accountant
26 Reclass 1.0 FTE Senior Resource Originator to Senior Resource Planner
OTHER FUNDS
Printing and Mailing Services
Buyer 0.05 0.05 0.05 0.05 0.05 0.00
Mailing Services Specialist (11)1.00 1.00 1.00 1.00 0.00 (1.00)
Offset Equipment Operator (3), (11)1.00 1.00 1.00 1.00 1.52 0.52
Offset Equipment Operator - Lead (6)1.00 1.00 1.00 1.00 0.00 (1.00)
Supervisor Reproduction and Mailing (6)1.00 1.00 1.00 1.00 0.00 (1.00)
Total Printing and Mailing Services 4.05 4.05 4.05 4.05 1.57 (2.48)
Technology
Administrative Assistant 0.07 0.07 0.07 0.07 0.07 0.00
Administrative Associate II 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate III (6)0.04 0.04 0.04 0.04 0.00 (0.04)
Administrator (1)0.00 0.00 0.00 0.00 0.50 0.50
Assistant Director, Administrative Services 0.40 0.40 0.40 0.40 0.40 0.00
Transfer 0.10 FTE Assistant to City Manager from City Manager Office - General Fund to
Public Works - Enterprise and 0.35 FTE to Utilities
Transfer 0.20 FTE Senior Engineer from Other Funds - Capital and 0.10 from Public Works -
General Fund to Public Works - Enterprise
Drop 1.0 FTE Heavy Equipment Operator and add Water Meter/Cross Connection
Technician
Drop 1.0 FTE Supervising Electric Project Engineer and add Supervising Project Engineer
Transfer 0.50 FTE Warehouse Supervisor from Administrative Services - General Fund to
Utilities
Transfer 0.48 FTE Offset Equipment Operator from Print & Mailing Services - Other Fund to
Utilities
Transfer 0.30 FTE Planner from Planning and Community Environment - General Fund to
Utilities
Transfer 0.50 FTE Senior Financial Analyst from Administrative Services - General Fund to
Utilities
Transfer 1.0 FTE Senior Deputy City Attorney from City Attorney's Office - General Fund to
Utilities
City of Palo Alto Operating Budget FY 2011
27
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Business Analyst (7)0.90 0.90 0.90 0.90 1.00 0.10
Chief Information Officer 1.00 1.00 1.00 1.00 1.00 0.00
Desktop Technician 5.00 5.00 5.00 5.00 5.00 0.00
Director, Administrative Services 0.35 0.35 0.35 0.35 0.35 0.00
Manager, Information Technology 3.00 3.00 3.00 3.00 3.00 0.00
Senior Business Analyst (8)1.80 1.80 1.80 1.80 2.00 0.20
Senior Technologist 13.00 13.00 13.00 13.00 13.00 0.00
Senior Financial Analyst 0.09 0.09 0.09 0.09 0.09 0.00
Technologist (6)4.00 4.00 4.00 4.00 3.00 (1.00)
Total Technology 30.65 30.65 30.65 30.65 30.41 (0.24)
Equipment Management
Administrative Associate III 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Fleet Manager 1.00 1.00 1.00 1.00 1.00 0.00
Equipment Maintenance Service Person 2.00 2.00 2.00 2.00 2.00 0.00
Fleet Manager 1.00 1.00 1.00 1.00 1.00 0.00
Fleet Services Coordinator 2.00 2.00 2.00 2.00 2.00 0.00
Mobile Service Technician 1.00 1.00 1.00 1.00 1.00 0.00
Motor Equipment Mechanic I 0.00 0.00 0.00 0.00 0.00 0.00
Motor Equipment Mechanic II 7.00 7.00 7.00 7.00 7.00 0.00
Motor Equipment Mechanic - Lead 0.00 0.00 0.00 0.00 0.00 0.00
Project Engineer 0.10 0.00 0.00 0.00 0.00 0.00
Senior Engineer 0.10 0.00 0.00 0.00 0.00 0.00
Senior Financial Analyst 0.00 0.08 0.08 0.08 0.08 0.00
Senior Fleet Services Coordinator 1.00 1.00 1.00 1.00 1.00 0.00
Total Equipment Management 16.20 16.08 16.08 16.08 16.08 0.00
Special Revenue
Accounting Specialist (2)0.00 0.00 0.00 0.00 0.50 0.50
Administrative Associate II 0.20 0.20 0.20 0.20 0.20 0.00
CDBG Coordinator 0.00 0.00 0.00 0.00 0.00 0.00
Planner 1.00 0.95 0.95 0.95 0.95 0.00
Total Special Revenue 1.20 1.15 1.15 1.15 1.65 0.50
Capital
Administrative Associate I (6)0.00 1.80 1.80 1.80 0.80 (1.00)
Administrative Associate III 0.00 1.00 1.00 1.00 1.00 0.00
Assistant Director, Public Works 0.15 0.15 0.15 0.15 0.15 0.00
Associate Engineer 0.60 0.60 0.60 0.60 0.60 0.00
Cement Finisher 3.00 3.00 3.00 3.00 3.00 0.00
Cement Finisher - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Contracts Administrator (4)0.00 0.00 0.00 0.00 0.60 0.60
Engineer 2.70 2.70 2.70 2.70 2.70 0.00
Engineering Technician III 2.30 2.30 2.30 2.30 2.30 0.00
City of Palo Alto Operating Budget FY 2011
28
EXHIBIT C
Table of Organization
FY 2009
Actual
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Heavy Equipment Operator 0.20 0.20 0.20 0.20 0.20 0.00
Management Analyst (10)0.00 1.00 1.00 1.00 1.00 0.00
Manager, Facilities Maintenance 0.20 0.20 0.20 0.20 0.20 0.00
Manager, Maintenance Operations 0.50 0.50 0.50 0.50 0.50 0.00
Landscape Architect Park Planner 1.00 1.00 1.00 1.00 1.00 0.00
Program Assistant I 1.00 1.00 1.00 1.00 1.00 0.00
Project Engineer 3.70 3.80 3.80 3.80 3.80 0.00
Project Manager (6)1.50 1.50 1.50 1.50 0.50 (1.00)
Senior Engineer (9)2.15 2.25 2.25 2.25 2.05 (0.20)
Senior Financial Analyst (5)0.00 0.00 0.00 0.00 0.60 0.60
Superintendent, Public Works Operations 0.20 0.20 0.20 0.20 0.20 0.00
Supervisor, Facilities Management 0.05 0.05 0.05 0.05 0.05 0.00
Supervisor, Inspection/Surv Public Works 0.20 0.20 0.20 0.20 0.20 0.00
Surveying Assistant 0.11 0.11 0.11 0.11 0.11 0.00
Surveyor, Public Works 0.11 0.11 0.11 0.11 0.11 0.00
Total Capital 20.67 24.67 24.67 24.67 23.67 (1.00)
TOTAL OTHER FUNDS POSITIONS 72.77 76.60 76.60 76.60 73.38 (3.22)
Footnotes:
1 Add 0.50 FTE Administrator
2 Add 0.50 FTE Accounting Specialist
3 Transfer 0.48 FTE Offset Equipment Operator to Utilities
4
5
6 Elimination of various positions due to budget constraints
7
8
9 Transfer 0.20 FTE Senior Engineer to Public Works - Enterprise
10 Title change from Administrator, Public Works to Management Analyst
11 Reclass 1.0 FTE Mailing Services Specialist to Offset Equipment Operator
TOTAL CITYWIDE POSITIONS 1,075.60 1,053.35 1,055.35 1,055.35 1,018.60 (36.75)
Authorization is given to create no more than 7.0 FTE temporary overstrength positions.
Overstrength positions are justified by business needs and provide a vacancy to allow for
cross training of a critical classification. These interim positions facilitate organizational
transitions and succession planning in the cases of long-term disability, retirement, and
critical vacancies. This action responds to the City Auditor's recommendation number
four in the Audit of Workers Compensation (Issued 04-09-05).
Transfer 0.10 FTE Business Analyst from Administrative Services - General Fund to
Technology Fund
Transfer 0.20 FTE Senior Business Analyst from Administrative Services - General Fund to
Technology Fund
Transfer 0.60 FTE Contracts Administrator from Administrative Services - General Fund to
Capital
Transfer 0.60 FTE Senior Financial Analyst from Administrative Services - General Fund to
Capital
City of Palo Alto Operating Budget FY 2011
29
EXHIBIT C
FY 2011
Proposed
Municipal Fee Schedule
These documents were originally distributed in Council Packet.
Printed copies are available upon request for $3 per book.
650-329-2260
Books may be viewed at any City of Palo Alto Library.
- or -
at the City’s website:
www.cityofpaloalto.org/depts/asd/budget.asp
Exhibit D
30
Patron Facility Use Fee for Community Theatre
Children's Theatre Adults
Children's Theatre Children
Special Workshops and Presentations (including
Children’s Theatre workshop fees)
FEE Non-Resident
Fee
FEE Non-Resident Fee
Junior Museum Science Outreach Program
$1,000.00-
$50,000.00 per
program Fee plus 15%
$1,000.00-
$50,000.00 per
program Fee plus up to 50%
Junior Museum Science Outreach Unit
$50.00 - $1,000.00
per unit
Fee plus 15% (if
more than 51% of
participants are
non-residents)
$50.00 - $1,000.00
per unit
Fee plus up to 50%
(if majority of
participants are non-
residents)
Junior Museum and Zoo Group Admission (for
organized groups of 15 or more 15 to 25, larger
groups shall be subdivided with additional group
admission fee) $50.00 - $100.00 Fee plus 15% $50.00 - $100.00 Fee plus up to 50%
Junior Museum & Zoo birthday parties $275.00-$500.00 Fee plus 15% $275.00-$500.00 Fee plus up to 50%
Children's Theatre birthday parties none none $275.00-$500.00 Fee plus up to 50%
Children's Theatre show production participation
fee (SUSPENDED ****) none none $50.00-$300.00 Fee plus up to 50%
Administrative fee per registration, additional
Children's Theatre Enrichment
$50.00-
$250.00/day
$100.00-
$500.00/day
$50.00-
$250.00/day $100.00-$500.00/day
Project LOOK! Tours
Palo Alto &
Ravenswood
School Districts,
$2.00/student $55.00/group
Palo Alto &
Ravenswood
School Districts,
$3.00/student $75.00/group
Instructional Classes and camps (see notes*&**) $2.00-$800.00
Fee plus up to
50% $5.00-$800.00 Fee plus up to 50%
Drop-in Activities (see notes** & ***)
Workshop Supplies
Cancellation Charge
Locker Rental
Up to 100% of fees paid Up to 100% of fees paid
$1.00 - $25.00
$1.00-$17.50
$1.00 - $25.00
Arts and Sciences Activities
$.50-$50.00$.50-$50.00
Permits
Permit to perform in Arts and Sciences sponsored concert series. (Interested parties must apply and be selected by Program
Coordinator.)
Registrations
$5.00-$10.00
$1.00-$1,000.00 $5.00-$2,000.00
Visual and Performing Arts
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
$1.00-$5.00
Admissions
$2.00
$3.00-$10.00 $10.00-$20.00
Performing Arts
$3.00-$35.00
$1.00
$15.00 - $20.00 per season
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-1
EXHIBIT E
31
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
Notes
**** Pending in-lieu funding agreement with Friends of Palo Alto Children's Theatre.
* Art Center Foundation members are eligible for a 20% discount on one (1) Studio class per Foundation membership year ($100.00
and above) to be reimbursed to the City from the Art Center Foundation.
** Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth, seniors, and/or disabled adult residents. Income eligibility is determined using the Community
Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are established at 80% of the Santa Clara
County median income level. The income level for disabled residents is established as 100% of the Santa Clara County Median
Income. Each family or individual accepted into the program can access a maximum annual subsidy of $300 for an individual or
$300 times each individual family member for a family. (Example: A family of 4 would have a total of $1,200 usable subsidy. 4
Family Members X $300 = $1,200) Each youth, senior, and/or disabled adult accepted into the program may recieve an annual
subsidy up to $300. Discount percentage will be based on income level. Discount may not be applied in conjunction with any other
discount program.
*** For every 10 hours of time purchased in a Visual Arts Studio drop-in program, one hour is given free.
The Director of Community Services is authorized to offer promotional fee discounts of up to 25% for purposes of promotion and
marketing of programs. Such discounts are intended to maximize revenue and/or participation.
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-2
EXHIBIT E
32
Golf Course-Special Fees *
League Reservation Fee
Tournament Reservation Fee
Back 9 Holes (9-hole rate applies only 1.5 hours after
daylight)
Daily Fee
Senior (non-resident 60 and over)
Senior (resident 60 and over)
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 3:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Back 9 Holes (rate applies only 1.5 hours after Daylight)
Daily Fee
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 4:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Resident: $46.00 - $51.00
Non-Res: $48.00 - $53.00
$48.00 - $53.00
Super Twilight
$29.00 - $32.00 $29.00 - $32.00
Twilight
$32.00 - $35.00 $33.00 - $37.00
Super Twilight
$24.00 - $27.00
Twilight
$28.00 - $31.00 $28.00 - $31.00
$24.00 - $27.00
$10.00
WEEKEND/PRIME TIME RATES (Daily fees unless otherwise noted): New Years Day, Martin Luther King Jr. Day, President’s Day,
Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving and the day after Thanksgiving, Christmas
$26.00 - $29.00 $26.00 - $29.00
$23.00 - $25.00
$26.00 - $29.00
$32.00 - $35.00
$23.00 - $25.00
$37.00 - $39.00
$32.00 - $35.00
Resident: $36.00 - $40.00
Non-Res: $38.00 - $42.00
$26.00 - $29.00
$27.00 - $30.00 $27.00 - $30.00
January 1- December 31, 2010 January 1- December 31, 2011
$250.00-$450.00 per team $250.00 - $450.00 per team
$1.00 - $5.00 per player$1.00 - $5.00 per player
Green Fee - Admissions
WEEKDAYS – (Daily fees unless otherwise noted)
COMMUNITY SERVICES DEPARTMENT
Golf Services
2010 FEE 2011 FEE
$26.00 - $30.00$25.00 - $28.00
$18.00 - $22.00
$10.00
$16.00 - $20.00
City of Palo Alto 2011 Proposed Municipal Fee Schedule 5-1
EXHIBIT E
33
Dance parties*
Group rate*
Individual entry rate*
Special Events*
Card replacement fee
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00 $3.00-$6.00 $4.00-$7.00
Adult (18 and over)$3.00-$5.00 $4.00-$7.00 $4.00-$6.00 $5.00-$8.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00 $3.00-$5.00 $3.00-$5.00
Lap Swimming $3.00-$5.00 $3.00-$5.00 $4.00-$6.00 $4.00-$6.00
Youth (17 and under) $20.00-$27.00 Not Applicable
Adult (18 and over)$30.00-$40.00 Not Applicable
Senior (60 and over)$20.00-$30.00 Not Applicable
Non-Resident Non-Resident
Fee Fee
Youth (17 and under)$2.50 - $5.00 per
admission
$2.50 - $6.00 per
admission
Adult (18 and over) $3.00 - $6.00 per
admission
$3.00 - $7.00 per
admission
Senior (60 and over)$2.00 - $4.00 per
admission
$2.00 - $5.00 per
admission
Youth (17 and under)$10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$500.00 $10.00-$500.00
Senior (60 and over)$10.00-$500.00 $10.00-$500.00
Youth (17 and under) $10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$750.00 $10.00-$750.00
Senior (60 and over)$10.00-$750.00 $10.00-$750.00
Family $10.00-$750.00 $10.00-$750.00
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00
Adult (18 and over) $3.00-$5.00 $4.00-$7.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00
Lap Swimming (18 and over)$3.00-$5.00 $3.00-$5.00
$25.00-$35.00
$18.00-$25.00
Facility Admissions
COMMUNITY SERVICES DEPARTMENT
Recreation Activities
2010 FEE
$5.00-$25.00
2011 FEE
Resident Coupon Book-10 tickets (available to Palo Alto Residents only)*
January 1 - December 31, 2010 January 1 - December 31, 2011
$.50-$10.00
General Recreation
$.50-$10.00
$15.00-$75.00
$15.00-$25.00
See "Swimming Pools" fee above
$15.00-$75.00
$5.00-$25.00
$.50-$20.00
$1.00-$5.00
Swimming
$1.00-$5.00
$.50-$20.00
Swimming Pools – PAUSD Pool Facilities (Ages 2 and under -- Free)
Fee Fee
Recreation Activities (Junior Museum related-activity items previously listed below relating to Science program were
moved to Arts & Sciences activity fees due to department restructure.)
Lap Swim Pass* Rinconada Pool Only
Swimming Pools – Rinconada Complex and PAUSD pools when operated by the City – Ages 2 & under -- Free
Membership Card / Swim Pass* Rinconada Pool Only
Fee replaced by "Membership Card" above
Fee replaced by "Membership Card" above
Recreation Swim Pass* Rinconada Pool Only
City of Palo Alto 2011 Proposed Municipal Fee Schedule 6-1
EXHIBIT E
34
Open Space and Parks Special Use Permit
Individual entry rate*
Special Events (asterisk removed)
Playground Inspection Fee
Field Inspector Hourly Fee
Vehicle Entry Fee **
Annual Resident Vehicle Entry Pass **
Organic Garden Plots*
Senior rate
Garden Plot Clean-up/Security Deposit
Fee Non-Resident Fee Fee Non-Resident Fee
Cancellation Charge
Drop-in Activities*
Excursion Fee*$2.00-$700.00 $2.00-$750.00 $2.00-$700.00 $2.00-$750.00
Instructional Classes* and Camps*$2.00-$800.00 Fee plus up to 50% $2.00-$800.00 Fee plus up to 50%
Interpretive Tours (asterisk removed)$30.00-$100.00/hour $30.00-$120.00/hour $30.00-$100.00/hour $30.00-$120.00/hour
Birthday Parties at Foothills Park $106.00-$318.00 Not Available $106.00-$318.00 Not Available
** Fee does not apply to vehicles with valid disabled placard or license plate, vehicles of registered volunteers, City service vehicles,
and vehicles of City staff when performing city business.
Registrations
none $5.00
$40.00
Community Garden
$100.00 per garden plot
$.36/square foot/year $.40/square foot/year
25% discount 25% discount
$.50-$100.00 $.50-$100.00
$150.00/inspection $150.00/inspection
$77.00/hour $77.00/hour
none
$5.00-$25.00 $5.00-$25.00
$300.00-$2,000.00 $300.00-$2,000.00
* Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth (17 and under), senior (60 and over), and/or disabled adult residents. Income eligibility is
determined using the Community Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are
established at 80% of the Santa Clara County median income level. The income level for disabled residents is established as 100%
of the Santa Clara County Median Income. Each family or individual accepted into the program can access a maximum annual
subsidy of $300 for an individual or $300 times each individual family member for a family. (Example: A family of 4 would have a
total of $1,200 usable subsidy. 4 Family Members X $300 = $1,200) Each youth (17 and under), senior (60 and over), and/or
disabled adult accepted into the program may recieve an annual subsidy up to $300. Discount percentage will be based on income
level. Discount may not be applied in conjunction with any other discount program.
Open Space Activities
Up to 100% of fees paidUp to 100% of fees paid
$.50-$100.00$.50-$100.00
$100.00 per garden plot
COMMUNITY SERVICES DEPARTMENT
Open Space and Parks
2010 FEE 2011 FEE
Facility Admissions
General Recreation
City of Palo Alto 2011 Proposed Municipal Fee Schedule 7-1
EXHIBIT E
35
PLANNING & COMMUNITY ENVIRONMENT DEPARTMENT
Planning
2010 FEE 2011 FEE
Commercial and Manufacturing
Fence
Residential
Regular
Planned Community Zone Change
Minor Change to Planned Community
Zone
City Council appeals on Architectural
Review Board decisions
Planning & Transportation Commission
Hearing on preliminary parcel map
750 Duplication in fee found under City
Clerk page 2-1.
Variance
$959.00 plus Other Application Fees on
page 17-7.
Appeals - Requests for Planning & Transportation Commission and City Council Hearings
$1,339.00 plus Legal Fees and Other
Application Fees on pages 17-6 and 17-7.
Initial deposit of $6,552.00 plus Legal Fees
and Other Application Fees on pages 17-6
and 17-7. 100 percent of processing costs
will be recovered plus Environmental Impact
and any other entitlements necessary to
complete the project, whether indicated as
100 percent cost recovery in this schedule or
not.
Initial deposit of $5,460.00 plus Legal Fees
and Other Application Fees on pages 17-6
and 17-7. 100 percent of processing costs
will be recovered plus Environmental Impact
Assessment and any other entitlements
necessary to complete the project, whether
indicated as 100 percent cost recovery in this
schedule or not.
$1,275.00 plus Legal Fees and Other
Application Fees on pages 17-6 and 17-7.
Initial deposit of $6,240.00 plus Legal
Fees and Other Application Fees on pages
17-6 and 17-7. 100 percent of processing
costs will be recovered plus
Environmental Impact and any other
entitlements necessary to complete the
project, whether indicated as 100 percent
cost recovery in this schedule or not.
Initial deposit of $5,200.00 plus Legal
Fees and Other Application Fees on pages
17-6 and 17-7. 100 percent of processing
costs will be recovered plus
Environmental Impact Assessment and
any other entitlements necessary to
complete the project, whether indicated as
100 percent cost recovery in this schedule
or not.
$750.00 (Conditional Use Permit/Variances
that went through a staff process)
$4,751.00 plus Legal Fees and Other
Application Fees on pages 17-6 and 17-7
plus Environmental Impact Assessment.
Zone Change
$1,103.00 plus Other Application Fees on
page 17-7.
$2,252.00 plus Other Application Fees on
page 17-7.
$1,958.00 plus Other Application Fees on
page 17-7.
$4,131.00 plus Legal Fees and Other
Application Fees on pages 17-6 and 17-7
plus Environmental Impact Assessment.
City of Palo Alto 2011 Proposed Municipal Fee Schedule 17-10
EXHIBIT E
36
Bicycle Locker Rental
Refundable Key Deposit
Rental Fee
Bicycle Training (or other training TBD)
California Avenue Parking District
All Lots
Transferable Permit
Lot U (JPB/Caltrain Parking Lot)
Lot X (Sheraton Parking Lot)
One-Day Parking Permits-California Avenue
One-Day Parking Permits-University Avenue
Replacement Permit
University Avenue Parking District
All Lots
Transferable Permit
800 High Street Parking Garage
Parking Permit
Transferable Permit
Construction/Maintenance Vehicles
Emergency Repair Vehicles
Wide Load/Heavy Load Permits
Per Vehicle Each Occurrence
To site outside City
To site within City
Valet Parking
Permit Application
Permit Application Renewal (annual)
Short-term Application Fee
On-street Parking Space Rental
Valet Parking Sign and Curb Markings
Traffic Signal Maintenance
$535.00
$15.00/day
$10.00
$135.00/quarter, $420.00/year
$135.00/quarter
$43.00/quarter
Delete
$81.00/year
$250.00
$70.00/space per week
$900.00
$66.00/space per week
$900.00
$250.00
$81.00/year
$25.00
$6.00
$15.00-$50.00 per class
$25.00
$15.00-$50.00 per class
PLANNING & COMMUNITY ENVIRONMENT DEPARTMENT
Transportation
2010 FEE 2011 FEE
$135.00/quarter
Parking Permits – Business Districts
$70.00/space per week
$43.00/quarter, $123.00/year
$26.00/quarter, $75.00/year
$6.00/day
$26.00/quarter, $75.00/year
$6.00/day
$43.00/quarter, $123.00/year
Parking Permits – Commercial/Construction
$65.00/quarter, $250/year $65.00/quarter, $250/year
$65.00/quarter $65.00/quarter
$10.00
$135.00/quarter, $420.00/year
$6.00
$20.00
Building Moving/Relocating Permit (moved from Building Fees section)
$110.00 plus cash deposit or bond $110.00 plus cash deposit or bond
$560.00 plus cash deposit or bond
$169.00/year
$500/month
$535.00
$43.00/quarter
$26.00/quarter
$15.00/day
$165.00/year
$66.00/space per week
$560.00 plus cash deposit or bond
$16.00
City of Palo Alto 2011 Municipal Fee Schedule 18-1
EXHIBIT E
37
This page is intentionally left blank.
38
ATTACHMENT 2
39
This page is intentionally left blank.
40
41
42
43
This page is intentionally left blank.
44
ATTACHMENT 3
45
This page is intentionally left blank.
46
ATTACHMENT A
Not Yet Approved
Resolution No. --
Resolution of the Council of the City of Palo Alto Amending
Utilities Rate Schedules EDF-l and EDF-2 Which Approves a
2.6% Fiber Opti'c Rate Increase and Other Changes
The Council of the City of Palo Alto does hereby RESOLVE as follows:
SECTION 1. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code,
Utility Rate Schedule EDF-l (Dark Fiber Licensing Services) is hereby amended to read in
accordance with sheets EDF-l-l, EDF-I-2, and EDF-I-3 attached hereto and incorporated
herein. The foregoing Utility Rate Schedule, as amended, shall become effective July 1,2010
SECTION 2. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code,
Utility Rate Schedule EDF-2 (Dark Fiber Connection Fees) is hereby amended to read in
accordance with sheet EDF-2-1 and EDF-2-2, attached hereto and incorporated herein. The
foregoing Utility Rate Schedule, as amended, shall become effective July 1, 2010
SECTION 3. The Council finds that the revenue derived from the authorized
adoption enumerated herein shall be used only for the purpose set forth in Article VII, Section 2,
of the Charter of the City of Palo Alto.
II
II
II
II
II
II
II
II
II
II
II
II
1
100512jb 0073371
47
Not Yet Approved
SECTION 4. The Council finds that the adoption of this resolution does not
constitute a project under the California Environmental Quality Act, California Public Resources
Code section 21080, subdivision (b )(8).
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
City Clerk
APPROVED AS TO FORM:
Sr. Assistant City Attorney
100512jb 0073371
2
Mayor
APPROVED:
City Manager
Director of Utilities
Director of Administrative
Services
48
ATTACHMENT B
DARK FIBER LICENSING SERVICES
UTILITY RATE SCHEDULE EDF-1
lA. APPLICABILITY:
This rate schedule applies to customer accounts established prior to September 18,2006, unless the customer elects
to apply the EDF-3 rate to the entire customer account. This rate applies to Fiber Optic services from the City of
Palo Alto Utilities (CPAU) pertaining to the City's network (Backbone and associated connections).
B. TERRITORY:
Within the incorporated limits of the City of Palo Alto and land owned or leased by the City.
C. FEES:
1. DARK FIBER BACKBONE LICENSE FEES:
The values or ranges for each of these price components are shown below:
(1) Fiber Price........ ........ .......... ...... .................... ............. ........ $~307.04/FM1month
(2) Quantity discount............................................................... $0 to $59.84IFMlmonth
(3) Buffer tube discount ................................................. , ............... $0 to $59.84IFMlmonth
(4) Route length discount........................................................... ... $0 to $77.80IFMlmonth
(5) Ring topology discount. .............................................................. $0 to $23.94IFMlmonth
(6) Length of term discount............................................................ $0 to $46.80/FMImonth
(7) Per Project Minimum lA .. mlUal Backbone License Fee ................................................. $~64.39/month
Project Minimum Backbone Fees apply to any project proposal signed after September 18,2006 in which
the project connects with the Backbone.
Description for Discounts:
Quantity discount: based on an array of discounts for quantities of fiber licensed on a specific path.
Buffer tube discount: discount for numbers of full buffer tubes licensed on a specific path.
Route length discount: based on the route length licensed on a specific project.
Ring topology discount: The ring topology discount for customers contracting for complete rings.
Term discount: based on an array of discounts for contracts greater than one and less than ten years.
2. DARK FIBER LATERAL CONNECTION FEES:
Customer responsibilities and fees for drop and custom cable construction are described in the CPAU Rules
and Regulations, Rate Schedule EDF-2, project proposals and other associated documents. In all cases, the
Licensee shall pay an annual Drop/Custom Cable Management Fee based on the follow per foot fees:
(1) Drop Cable Management Fees (for the first 12-Fibers) ................................. $0.02-$0.06/ftlmonth
(2) Custom Cable Management Fees (for the first 12-Fibers)............................. $0.;W30/ftlmonth
(3) Fees for additional Drop or Custom Cable fibers (each additional set of 12-Fibers) $0.06/ftlmonth
(4) Per Project
CITY OF PALO ALTO UTILITIES
Issued by the City Council
I Supersedes Sheet No.EDF-1-1 dated 7-01-20()[Jfl.
CITY OF PALO ALTO
UTI LlTI ES
Effecti ve 07-01-20G91O
Sheet No. EDF-l-l 49
DARK FIBER LICENSING SERVICES
UTILITY RATE SCHEDULE EDF-1
Minimum Drop or Custom Cable Management Fees ......................................................................... .
$229.462-W/month
I4ejeet-Minimum Drop Cable Management Fees apply to any project proposal signed after September 18,
2006.
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No.EDF-1-2 dated 7-01-2008Jl.
CITY OF PALO ALTO
UTILITIES
Effecti ve 07 -01-200010
Sheet No. EDF-1-2 50
DARK FIBER LICENSING SERVICES
UTILITY RATE SCHEDULE EDF-l
3. EARLY TERMINATION FEES:
If the Licensee chooses to terminate for convenience the License Agreement or the term of any project
under the License Agreement, then the Licensee shall pay the applicable termination payment as specified
in this schedule or in the License Agreement, as provided below.
Unless otherwise provided in the License Agreement, the Licensee shall pay a termination fee in one of the
following amounts, whichever is less:
• Annual fee of the contract year that the Licensee chooses to terminates in full without term
discounts, or
• Remaining fees of the project term as indicated in the License Agreement.
D. SPECIAL NOTES:
1. All fees must be paid to the City according to the specifics in in accordance with the terms of the Dark
Fiber License Agreement, the customer's project proposals and all the applicable Utilities Rates, Rules, and
Regulations.
2. 2. All fees and minimum charges are subject to consumer Consumer priee-Price ~Index (CPI)
adjustments, to be applied annually, except as defined by Section D.3 of this Rate Schedule. Discounts will
not be modified by changes to CPI.
3. The CPT adjustment will be based on the Consumer Price Index i()r All Urban Consumers (CPI-U) for the
San Francisco-Oakland-San Jose MSA, published bv the U.S. Department of Labor. Bureau of Labor
Statistics. The adjustment is calculated by dividing the most recent calendar year DecemberAnmtal CPI by
the prior 'tear calendar DecemberAnmtal CPI in the year rates last changedat the City's discretion but not
more frequently than an annual basis. In the event that the change between December cprs indicates an
adjustment of less than 1 % is required, a change to rate schedules may not be made for the upcoming year.
Future rate changes will take the last year of change as the new base year for purposes of calculation.
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No.EOF-1-3 dated 7-01-2()()[J200f
CITY OF PALO ALTO
UTILITIES
{End}
Effecti ve 07 -0 1-2GG920 10
Sheet No. EDF-1-3 51
, 1
DARK FIBER SERVICE CONNECTION FEES
UTILITY RATE SCHEDULE EDF-2
A. APPLICABILITY:
This schedule applies to all connections, expansions, and upgrades to the City's Dark Fiber network (Backbone).
B. TERRITORY:
All territory within the incorporated limits of the City and land owned or leased by the City.
C. FEES:
1. ADVANCE ENGINEERING FEES:
Advance engineering (AER) fees must be paid to start the engineering process and are non-refundable. The
fees will be credited against the estimated project cost prior to the collection of the project construction
fees.
(1) Commercial/Industrial AER minimum fee ................................................................... ..
(2) Special conditions (requiring expert assessment) .......................................................... .
$7-h).33.00
By Estimate
2. ESTIMA TED SERVICE CONNECTION AND RECONFIGURA TION FEES
All estimated service connection and reconfiguration fees must be paid prior to the scheduling of any
construction or reconnections to the City's Dark Fiber network.
(1) Service connection (Interconnection) fee .................................................... . By Estimate
By Estimate (2) Reconfiguration Fees ................................................................................... .
Labor rates are subject to change as stated in the Utility Rate Schedule C-l.
D. NOTES:
1. The Customer is responsible for the installation and maintenance of all ducts and pathways from the facility to
the property line in compliance with City of Palo Alto Utilities Rules and Regulations and contract agreements.
~ The City shall not be held liable for delays or interruptions in service, but will make reasonable efforts to provide
timely continuous service.
L
3. /\11 fees are subject to consumer price index (CPT) adjustments, to be applied at the City's discretion, but not
more frequently than an annual basis. All fees are subject to Consumer Price Index (CPT) adjustments, to be
applied annually. The CPI adjustment will be based on the Consumer Price Index for All Urban Consumers
(CPI-U) for the San Francisco-Oakland-San Jose MSA, published by the U.S. Department of Labor, Bureau of
Labor Statistics. The adjustment is calculated by dividing the most recent calendar year December CPI by the
December CPI in the year rates last changed. In the event that the change between December cprs indicates an
adjustment of less than 1 % is required, a change to rate schedules may not be made for the uDcoming year.
Future rate changes will take the last year of change as the new base year for purposes of calculation.The CPI
adjustment will be based on the Consumer Price Index for All Urban Consumers (CPI U) for the San Francisco
Oakland San Jose MSA, published by the U.S. Department of Labor, Bureau of Labor Statistics. The
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes sheet No. EDF-2-1 dated 7-01-2(}{)g.-200
CITY OF PALO ALTO
UTILITIES
Effecti ve 7 -0 1-2QQ9.20 1 0
Sheet No. EDF-2-1 52
• I
DARK FIBER SERVICE CONNECTION FEES
UTILITY RATE SCHEDULE EDF-2
adjustment is calculated by dividing the most recent calendar year Annual CPl by the prior year calendar
Annual CPl.
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes sheet No. EDF-2-1 dated 7-01-2f)()[J..200
CITY OF PALO ALTO
UTILITIES
{End}
Effecti ve 7-0 1-:2QG920 10
Sheet No. EDF -2-2 53
This page is intentionally left blank.
54
ATTACHMENT 4
55
This page is intentionally left blank.
56
57
58
ATTACHMENT 5
59
This page is intentionally left blank.
60
** NOT YET APPROVED **
100616 sh 8261342 1
Resolution No. _____
Resolution of the Council of the City of Palo Alto
Encouraging All Palo Alto Council Members to Voluntarily
Accept a 10% Reduction in their Salaries for Fiscal Year
2011 Due to the Financial Challenges Facing the City
WHEREAS, the City of Palo Alto is facing fiscal challenges caused by declining
municipal revenues due to the current adverse economic climate; and
WHEREAS, the City Council recognizes that City employees and Palo Alto
residents are making sacrifices to address City budget shortfalls; and
WHEREAS, over the past year and as part of the proposed budget for Fiscal Year
2011, City departments have made significant budget cuts and some employee groups have had
compensation reductions; and
WHEREAS, although City Council Member salaries represent a very small portion
of the City’s Budget, in light of the reductions to department budgets and employee
compensation, the City Council wishes to encourage its members to accept salary reductions.
NOW, THEREFORE, the Council of the City of Palo Alto does RESOLVE as
follows:
SECTION 1. The City Council hereby encourages each Palo Alto Council
Member to agree to a ten percent (10%) reduction in his or her salary for Fiscal Year 2011 due to
the financial challenges facing the City.
SECTION 2. Any Council Member voting in favor of this resolution shall be
deemed to have volunteered the ten percent reduction to his or her salary for Fiscal Year 2011.
The Director of Administrative Services is hereby authorized to make the salary adjustment in
the next available pay period for each Council Member voting in favor of this resolution.
//
//
//
//
//
61
** NOT YET APPROVED **
100616 sh 8261342 2
SECTION 3. The Council finds that this is not a project under the California
Environmental Quality Act and, therefore, no environmental impact assessment is necessary.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
__________________________ ______________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
__________________________ ______________________________
City Attorney City Manager
______________________________
Director of Administrative Services
62
APPENDIX 1
63
This page is intentionally left blank.
64
Operating Budget FY 2011 City of Palo Alto
General Fund Summary
23
General Fund Summary
FUND SUMMARY
($000)
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Sales Tax 20,089 19,650 17,313 20,050 18,218 905
Property Tax 25,445 25,752 25,778 26,102 25,907 129
Transient Occupancy Tax 7,111 7,000 6,639 7,300 7,021 382
Utility Users Tax 11,030 11,250 11,417 12,304 11,429 12
Other Taxes and Fines 5,187 5,633 5,584 5,737 5,943 359
Charges for Services 19,451 20,238 18,932 20,596 20,020 1,088
Permits and Licenses 4,627 5,056 4,596 5,131 4,593 (3)
Return on Investment 3,360 1,900 1,662 1,900 1,646 (16)
Rental Income 13,646 13,655 13,606 13,655 13,716 110
From other agencies 158 92 323 92 106 (217)
Charges to Other Funds 11,169 10,643 10,546 10,957 10,622 76
Other Revenue 2,323 1,605 1,739 1,502 1,540 (199)
TOTAL REVENUES $123,597 $122,474 $118,136 $125,326 $120,761 $2,626
Operating Transfers-In 17,614 19,664 22,908 18,709 18,684 (4,224)
TOTAL SOURCE OF FUNDS $141,211 $142,138 $141,044 $144,035 $139,445 $(1,598)
65
General Fund Summary
City of Palo Alto Operating Budget FY 201124
City Attorney 2,474 2,569 2,523 2,614 2,369 (154)
City Auditor 817 999 987 1,020 982 (5)
City Clerk 1,150 1,512 1,596 1,227 1,093 (503)
City Council 279 296 298 271 140 (158)
City Manager 1,948 2,395 2,436 2,395 2,158 (278)
Administrative Services 6,994 6,761 6,713 6,889 6,293 (420)
Community Services 21,149 21,876 21,694 22,272 20,032 (1,662)
Fire 23,397 25,166 26,253 26,161 27,007 754
Human Resources 2,700 2,837 2,795 2,898 2,817 22
Library 6,224 6,385 6,370 6,521 6,609 239
Planning and Community Environ-
ment 9,889 9,858 9,862 9,745 9,200 (662)
Police 28,245 29,998 30,010 31,328 30,579 569
Public Works 12,894 13,484 13,426 13,768 13,084 (342)
Non-Departmental 6,835 6,925 6,074 8,230 5,970 (104)
TOTAL EXPENSES $124,995 $131,061 $131,037 $135,341 $128,333 $(2,704)
Operating Transfers Out 1,166 1,128 4,665 1,122 1,122 (3,543)
Transfer to Infrastructure 14,648 9,900 9,900 10,248 9,503 (397)
TOTAL USE OF FUNDS $140,808 $142,089 $145,602 $146,711 $138,958 $(6,644)
NET SURPLUS (DEFICIT)$403 $49 $(4,558) $(2,676)$487 $5,046
FUND SUMMARY
($000)
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
66
General Fund Summary
Operating Budget FY 2011 City of Palo Alto 25
EXPENDITURES
BY CATEGORY FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Salaries and Benefits 91,580,716 92,717,073 91,089,564 96,361,039 88,543,283 (2,546,271)
Contract Services 10,115,716 9,075,564 9,971,628 9,804,411 10,040,113 68,485
Supplies and Materials 3,013,374 3,546,939 3,303,771 3,479,839 3,241,891 (61,880)
General Expense 8,989,894 10,192,501 9,995,598 9,869,501 10,021,637 26,039
Rents and Leases 720,450 740,486 739,206 740,486 735,706 (3,500)
Facilities and Equipment Pur-
chases 359,772 472,104 399,426 472,104 452,119 52,693
Allocated Charges 10,213,738 14,316,318 15,536,994 14,613,245 15,298,269 (238,725)
Operating Transfers Out 1,166,272 1,128,274 4,665,134 1,121,819 1,121,819 (3,543,315)
Transfer to Infrastructure 14,647,577 9,900,212 9,900,212 10,248,460 9,503,364 (396,848)
TOTAL EXPENDITURES $140,807,509 $142,089,471 $145,601,533 $146,710,904 $138,958,201 $(6,643,322)
RESERVES
($000)
FY 2009
Actuals
FY 2010
Adopted
Changes
FY 2010
BAO’s
Projected
06/30/10
FY 2011
Projected
Changes
Projected
06/30/11
Reserves
Budget Stabilization Reserve (BSR) Activity:
BSR 24,747 49 (922) 23,874 487 24,361
Other Reserve Activity:
Encumbrance & Reappropriation 5,924 5,924 5,924
Equity Transfer Stabilization 3,636 (3,636)
Inventory of Materials & Supplies 3,173 3,173 3,173
Notes Receivable, Prepaid Items, & Interfund
Advances 3,303 3,303 3,303
TOTAL RESERVES $40,783 $49 $(4,558) $36,274 $487 $36,761
67
This page is intentionally left blank.
68
APPENDIX 2
69
This page is intentionally left blank.
70
FY 2011 Enterprise Fund Summary
City of Palo Alto Operating Budget FY 20116
Draft Revision: 506 User: dwong
Timestamp: June 16, 2010 5:18 pm
FY 2011 Enterprise Fund Summary
FUND SUMMARY
($000)
Electric
Fund
Fiber
Optic
Fund
Gas
Fund
Wastewater
Collection
Fund
Water
Fund
Refuse
Fund
Storm
Drainage
Fund
Wastewater
Treatment
Fund Total
Revenues
Net Sales 112,561 3,044 43,993 14,477 28,803 26,137 5,506 20,095 254,616
Interest Income 4,299 268 847 445 1,050 301 159 422 7,791
Other Income 11,719 0 811 1,002 1,463 3,458 68 73 18,594
TOTAL SOURCE OF FUNDS $128,579 $3,312 $45,651 $15,924 $31,316 $29,896 $5,733 $20,590 $281,001
Expenditures
Utility Purchases and
Charges 74,078 0 24,595 7,499 12,043 14,797 0 0 133,012
Salaries and Benefits 10,453 972 4,638 1,901 5,206 4,376 1,000 9,213 37,759
Contract Services 4,283 165 1,021 208 754 6,547 379 1,884 15,241
Supplies and Materials 815 18 521 231 491 311 99 1,838 4,324
Facilities and Equipment
Purchases 84 0 63 1 6 16 12 10 192
General Expense 3,174 19 658 65 359 276 152 404 5,107
Rents and Leases 3,755 15 326 210 2,207 4,308 6 0 10,827
Allocated Charges 7,877 566 3,977 1,971 3,364 3,674 616 4,660 26,705
Debt Service 8,949 0 947 129 2,981 608 950 815 15,379
Subtotal $113,468 $1,755 $36,746 $12,215 $27,411 $34,913 $3,214 $18,824 $248,546
Equity Transfer 11,195 0 5,304 0 0 0 0 0 16,499
Capital Improvement Pro-
gram 10,085 400 8,325 4,130 8,848 1,650 1,788 2,500 37,726
Operating Transfers Out 866 8 614 567 442 338 609 9 3,453
TOTAL USE OF FUNDS $135,614 $2,163 $50,989 $16,912 $36,701 $36,901 $5,611 $21,333 $306,224
TO/FROM RESERVES $(7,035) $1,149 $(5,338) $(988) $(5,385) $(7,005) $122 $(743)$(25,223)
71
Enterprise Fund Reserves
Operating Budget FY 2011 City of Palo Alto 7
Draft Revision: 506 User: dwong
Timestamp: June 16, 2010 5:18 pm
Enterprise Fund Reserves
RESERVES
($000)
FY 2011
Projected
Beginning
Balance
FY 2011
Changes
FY 2011
Projected
Ending
Balance
FY 2011
Reserve
Guideline
Range
Electric Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Distribution Rate Stabilization 9,073 (42)9,031 6,355 - 12,710
Supply Rate Stabilization 36,268 (4,112)32,156 32,016 - 64,031
Calaveras 59,865 (2,881)56,984 0
Public Benefit 2,309 0 2,309
Central Valley O&M 153 0 153
Underground Loan 717 0 717
Subtotal $109,385 $(7,035)$102,350
Gas Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Distribution Rate Stabilization 6,072 (2,198)3,874 3,230 - 6,461
Supply Rate Stabilization 7,901 (3,140)4,761 6,149 - 12,298
Debt Service Reserve 952 0 952
Subtotal $15,925 $(5,338)$10,587
Wastewater Collection Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 5,554 (988)4,566 2,156 - 4,311
Subtotal $6,554 $(988)$5,566
Water Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 14,191 (1,885)12,306 4,300 -8,600
Bond Proceeds (Restricted)5,874 (3,500)2,374
Debt Service Reserve 780 0 780
Subtotal $21,845 $(5,385)$16,460
Refuse Fund
Rate Stabilization (5,244) (6,530)(11,774) 2,614 - 5,228
Landfill Closure and Postclosure Care Liability 11,211 (475)10,736
Landfill Corrective Action Reserve 650 0 650
Subtotal $6,617 $(7,005)$(388)
72
Enterprise Fund Reserves
City of Palo Alto Operating Budget FY 20118
Draft Revision: 506 User: dwong
Timestamp: June 16, 2010 5:18 pm
Storm Drainage Fund
Rate Stabilization 300 122 422
Subtotal $300 $122 $422
Wastewater Treatment Fund
Emergency Plant Replacement 2,160 (413)1,747 1,747 (max.)
Rate Stabilization (14,163) (330)(14,493) 2,990 - 5,980
Bond Proceeds (Restricted)0 0 0
Subtotal $(12,003) $(743)$(12,746)
Fiber Optics Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 7,831 1,149 8,980 609 - 1,522
Subtotal $8,831 $1,149 $9,980
TOTAL RESERVES $157,454 $(25,223)$132,231
Emergency Plant Replacement 7,160 (413)6,747
Rate Stabilization 67,783 (17,954)49,829
Bond Proceeds (Restricted)5,874 (3,500)2,374
Debt Service Reserve 1,732 0 1,732
Calaveras 59,865 (2,881)56,984
Public Benefit 2,309 0 2,309
Central Valley O&M 153 0 153
Underground Loan 717 0 717
Shasta Rewind Loan 0 0 0
Conservation Loan 0 0 0
Landfill Corrective Action Reserve 650 0 650
Landfill Closure and Postclosure Care Liability 11,211 (475)10,736
TOTAL RESERVES $157,454 $(25,223)$132,231
RESERVES
($000)
FY 2011
Projected
Beginning
Balance
FY 2011
Changes
FY 2011
Projected
Ending
Balance
FY 2011
Reserve
Guideline
Range
73
This page is intentionally left blank.
74
APPENDIX 3
75
This page is intentionally left blank.
76
2011-15 CIP Summary by Fund
Capital Budget FY 2011 City of Palo Alto 21
2011-15 CIP Summary by Fund
($000)
Fund Category FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
CAPITAL FUND $21,073 $29,838 $12,755 $12,178 $12,736 $88,580
Total Reimbursements (5,475) (19,748) (3,010) (2,839) (2,872)$(33,944)
NET CAPITAL FUND $15,598 $10,090 $9,745 $9,339 $9,864 $54,636
VEHICLE REPLACEMENT FUND $20 $3,514 $3,254 $2,874 $3,592 $13,254
Total Reimbursements 0 0 0 0 0 $0
NET VEHICLE REPLACEMENT FUND $20 $3,514 $3,254 $2,874 $3,592 $13,254
TECHNOLOGY FUND $3,517 $2,192 $775 $580 $600 $7,664
Total Reimbursements (1,917) (1,553) (421) (441) (461)$(4,793)
NET TECHNOLOGY FUND $1,600 $639 $354 $139 $139 $2,871
ELECTRIC FUND $10,085 $12,615 $12,137 $13,255 $12,810 $60,902
Total Reimbursements (1,340) (3,028) (3,450) (3,785) (3,870)$(15,473)
NET ELECTRIC FUND $8,745 $9,587 $8,687 $9,470 $8,940 $45,429
FIBER OPTICS FUND $400 $400 $400 $400 $400 $2,000
Total Reimbursements (200) (200) (200) (200) (200)$(1,000)
NET FIBER OPTICS FUND $200 $200 $200 $200 $200 $1,000
GAS FUND $8,325 $7,821 $8,188 $5,387 $5,435 $35,156
Total Reimbursements (700) (710) (720) (730) (713)$(3,573)
NET GAS FUND $7,625 $7,111 $7,468 $4,657 $4,722 $31,583
WATER FUND $8,848 $5,479 $5,612 $13,003 $21,106 $54,048
Total Reimbursements (4,259) (767) (776) (785) (795)$(7,380)
NET WATER FUND $4,589 $4,712 $4,836 $12,218 $20,312 $46,668
77
2011-15 CIP Summary by Fund
City of Palo Alto Capital Budget FY 201122
WASTEWATER COLLECTION FUND $4,130 $4,241 $4,354 $4,516 $4,653 $21,894
Total Reimbursements (730) (740) (750) (761) (771)$(3,752)
NET WASTEWATER COLLECTION
FUND $3,400 $3,501 $3,604 $3,755 $3,882 $18,142
REFUSE FUND $1,650 $6,100 $0 $0 $0 $7,750
Total Reimbursements (375)0 0 0 0 $(375)
NET REFUSE FUND $1,275 $6,100 $0 $0 $0 $7,375
WASTEWATER TREATMENT FUND $2,500 $2,550 $2,600 $2,700 $2,750 $13,100
Total Reimbursements 0 0 0 0 0 $0
NET WASTEWATER TREATMENT
FUND $2,500 $2,550 $2,600 $2,700 $2,750 $13,100
STORM DRAINAGE FUND $1,459 $2,171 $2,279 $2,362 $2,475 $10,746
Total Reimbursements 0 0 0 0 0 $0
NET STORM DRAINAGE FUND $1,459 $2,171 $2,279 $2,362 $2,475 $10,746
TOTAL CIP COSTS (ALL FUNDS)$62,007 $76,920 $52,354 $57,255 $66,558 $315,094
Total Reimbursements (14,996) (26,746) (9,327) (9,541) (9,682)$(70,292)
NET CIP COSTS $47,011 $50,174 $43,027 $47,714 $56,876 $244,802
($000)
Fund Category FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
78
CIP General Fund Financial Summary
Capital Budget FY 2011 City of Palo Alto 23
CIP General Fund Financial Summary
FUND SUMMARY
($000)
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-
in-Concept
Change
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Revenues
Bond Proceeds 0 54,381 54,757 1,400 1,400 (53,357)
Other Agencies 74 768 818 55 1,210 392
State of California 2,726 136 136 0 0 (136)
Federal Grants 162 150 1,444 0 0 (1,444)
Stanford University 54 17 17 0 0 (17)
Investment Income 1,009 838 838 770 1,035 197
Other Revenue 65 0 369 0 298 (71)
SUBTOTAL REVENUES $4,089 $56,289 $58,379 $2,225 $3,943 $(54,436)
Operating Transfers In
General Fund 14,648 9,900 9,900 10,248 9,503 (397)
Street Improvement Fund 485 750 750 850 750 0
Developers Impact Fee-Park Fund 1,090 0 0 220 220 220
Utility Funds 1,371 86 86 230 153 67
California Avenue Parking District Permits
Fund 0 67 67 0 0 (67)
Charleston Arastradero Safety Impact Fees
Fund 82 82 82 82 82 0
SUBTOTAL OPERATING TRANSFERS IN $17,676 $10,885 $10,885 $11,630 $10,708 $(177)
TOTAL SOURCE OF FUNDS $21,765 $67,174 $69,264 $13,855 $14,651 $(54,613)
Expenses
Salaries and Benefits 2,649 3,479 3,548 3,482 3,365 (183)
Capital Project Expenditures 18,836 63,943 59,281 13,960 17,708 (41,573)
SUBTOTAL EXPENSES $21,485 $67,421 $62,829 $17,442 $21,073 $(41,756)
Operating Transfers Out 2,551 0 4,311 0 0 (4,311)
TOTAL USE OF FUNDS $24,036 $67,421 $67,140 $17,442 $21,073 $(46,067)
NET TO (FROM) RESERVES $(2,271) $(247)$2,124 $(3,587)$(6,422) $(8,546)
INFRASTRUCTURE RESERVE YEAR-END
BALANCE $7,016 $5,210 $8,967 $1,623 $2,545 $(6,422)
79
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201124
2011-15 Capital Improvement Projects
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
KEY
Shaded areas denote new projects
TBD To Be Determined
Italicized text indicates reimbursement
Capital Fund
Land and Land Improvements
AC-86017 Art in Public Places 25 50 50 50 50 $225
General Fund (25) (50) (50) (50) (50)$(225)
NET TOTAL LAND AND LAND
IMPROVEMENTS $0 $0 $0 $0 $0 $0
Buildings and Facilities
PF-14001 Art Center Roof Replace-
ment 200 $200
PF-11001 Council Chamber Carpet
Replacement 80 $80
CC-11000 Cubberley Gym Activity
Room 65 $65
PF-13002 Cubberley Mechanical and
Electrical Upgrades 1,300 $1,300
PF-13001 Lucie Stern Mechanical Sys-
tem Upgrade 100 400 $500
PF-15001
Municipal Service Center
Roof Replacement Build-
ings A,B, and C
550 $550
PF-15000 Rinconada Pool Locker
Room 300 $300
PF-93009 Americans with Disabilities
Act Compliance 150 150 100 100 100 $600
PF-07000 Art Center Electrical &
Mechanical Upgrades 2,600 $2,600
PF-07002 Baylands Interpretive Center
Improvement 267 $267
PF-01003 Building Systems Improve-
ments 100 100 100 100 100 $500
PF-09000 Children's Theatre Improve-
ments 100 500 $600
PE-09003 City Facility Parking Lot
Maintenance 100 100 100 $300
80
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 25
PF-01002 Civic Center Infrastructure
Improvements 3,006 $3,006
Enterprise Funds (60)$(60)
PF-06004 Cubberley Restroom
Upgrades 300 $300
PF-02022 Facility Interior Finishes
Replacement 355 105 105 105 105 $775
PF-05003 Foothills Park Interpretive
Center Improvements 210 $210
PE-11000 Main Library New Construc-
tion and Improvements 1,400 16,900 $18,300
Bonds (1,400) (16,900)$(18,300)
PF-05002 Municipal Service Center
Improvements 300 341 $641
Enterprise Funds (93) (106)$(199)
AC-09002 New Sound System for Lucie
Stern Community Theatre 200 $200
General Fund (200)$(200)
PF-00006 Roofing Replacement 165 150 150 150 150 $765
PF-06002 Ventura Buildings Improve-
ments 90 600 $690
NET TOTAL BUILDINGS AND
FACILITIES $7,288 $2,287 $1,955 $1,155 $1,305 $13,990
Parks and Open Space
PE-14000 Stanford/Palo Alto Soccer
Turf Replacement 500 $500
PG-06003
Benches, Signage, Fencing,
Walkways, and Perimeter
Landscaping
100 150 150 150 150 $700
PE-06010 City Parks Improvements 330 440 200 200 $1,170
PG-11001 Cogswell Plaza Improve-
ments (formerly PE-07004)150 $150
OS-07000 Foothills Park Road
Improvements 150 $150
PG-11000 Hopkins Park Improvements
(formerly PE-07001)95 $95
PG-11002 Monroe Park Improvements
(formerly PE-11003)250 $250
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
81
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201126
OS-09001 Off-Road Pathway Resurfac-
ing and Repair 100 100 100 100 100 $500
OS-00002 Open Space Lakes and
Ponds Maintenance 50 60 $110
OS-00001 Open Space Trails and Ame-
nities 116 136 150 164 175 $741
PG-09002 Park and Open Space Emer-
gency Repairs 75 75 75 75 75 $375
PE-06007 Park Restroom Installation 220 220 $440
Development Impact Fees (220)(220)$(440)
PE-08001 Rinconada Park Improve-
ments 775 $775
PG-11003 Scott Park Improvements
(formerly PE-11004)100 $100
PG-06001 Tennis and Basketball Court
Resurfacing 30 30 30 30 30 $150
PE-10002 Ventura Community Center
and Park 135 $135
NET TOTAL PARKS AND OPEN
SPACE $956 $1,991 $945 $1,279 $730 $5,901
Streets and Sidewalks
PE-13011 Charleston/Arastradero Cor-
ridor Project 1,000 1,000 2,000 $4,000
PL-11001 Dinah SummerHill Pedes-
trian/Bicycle Path 300 $300
PO-11000 Sign Reflectivity Upgrade 100 50 50 50 50 $300
PL-04010 Bicycle Transportation Plan
Implementation Project 50 50 50 50 $200
PL-07002
El Camino Real/Stanford
Ave Streetscape and Inter-
section Improvements
1,663 $1,663
Local Agency Grant (1,210)$(1,210)
PE-11011
Highway 101 Pedestrian/
Bicycle Overpass Project
(formerly PL-11000)
250 $250
PL-00026 Safe Routes to School 100 100 100 100 $400
Gas Tax Fund (100) (100) (100) (100)$(400)
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
82
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 27
PE-00104 San Antonio Medians 630 $630
PO-89003 Sidewalk Repairs 719 690 660 654 651 $3,374
Others (299) (299) (299) (299) (299)$(1,495)
PO-05054 Street Lights Improvements 130 135 140 145 $550
General Fund (130) (135) (140) (145)$(550)
PE-86070 Street Maintenance 3,754 3,754 3,754 3,754 3,754 $18,768
Gas Tax Fund (750) (750) (750) (750) (750)$(3,750)
PE-06011 Street Median Improve-
ments 156 156 156 $468
PO-11001 Thermoplastic Marking and
Striping 50 50 50 50 50 $250
PL-05030 Traffic Signal Upgrades 160 165 170 175 $670
General Fund (160) (165) (170) (175)$(670)
NET TOTAL STREETS AND
SIDEWALKS $5,207 $3,701 $4,670 $4,665 $5,505 $23,748
Miscellaneous
AS-10000 Salaries and Benefits - Gen-
eral Fund CIP Projects 3,365 3,463 3,564 3,668 3,775 $17,835
General Fund (1,217) (1,254) (1,291) (1,330) (1,353)$(6,445)
NET TOTAL MISCELLANEOUS $2,148 $2,209 $2,273 $2,338 $2,421 $11,390
CAPITAL FUND $21,073 $29,838 $12,755 $12,178 $12,736 $88,580
TOTAL REIMBURSEMENTS $(5,475)$(19,748)$(3,010)$(2,839)$(2,872)$(33,944)
NET CAPITAL FUND $15,598 $10,090 $9,745 $9,339 $9,864 $54,636
Vehicle Replacement Fund
Miscellaneous
VR-15000 Scheduled Vehicle and
Equipment Replacements 3,592 $3,592
VR-13000 Scheduled Vehicle and
Equipment Replacements 3,254 $3,254
VR-14000 Scheduled Vehicle and
Equipment REplacements 2,874 $2,874
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
83
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201128
VR-12000 Scheduled Vehicle and
Equipment Replacements 3,514 $3,514
VR-07001
Automated Motor Pool Res-
ervation and Vehicle Key
Management System
20 $20
NET TOTAL MISCELLANEOUS $20 $3,514 $3,254 $2,874 $3,592 $13,254
NET VEHICLE REPLACEMENT FUND $20 $3,514 $3,254 $2,874 $3,592 $13,254
Technology Fund
Technology
TE-11005 Implementation of New
Utility Rates 100 1,000 $1,100
Enterprise Funds (100)(1,000)$(1,100)
TE-11001 Library Computer System
Software 350 $350
TE-11002 Police Mobile In-Car Video
System Replacement 310 $310
TE-11003 Recurring Credit Card Pay-
ment 150 $150
Enterprise Funds (150)$(150)
TE-11004 Utility Bill Information
Enhancements 750 150 $900
Enterprise Funds (750)(150)$(900)
TE-99010 Acquisition of New Comput-
ers 75 75 75 75 $300
TE-10000 Collections Software 32 $32
TE-07000
Enterprise Application Infra-
structure Upgrade (for-
merly CIS/SAP Transition)
75 $75
Enterprise Funds (50)$(50)
TE-06001 Library RFID Implementa-
tion 400 150 215 $765
TE-05000 Radio Infrastructure
Replacement 1,250 100 100 100 100 $1,650
Enterprise Funds (250) (20) (20) (20) (20)$(330)
Stanford (200) (16) (16) (16) (16)$(264)
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
84
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 29
TE-00010 Telephone System Replace-
ment 100 $100
Enterprise Funds (67)$(67)
TE-10001
Utilities Customer Billing
System Continuous
Improvements
350 367 385 405 425 $1,932
Enterprise Funds (350) (367) (385) (405) (425)$(1,932)
NET TOTAL TECHNOLOGY $1,600 $639 $354 $139 $139 $2,871
TECHNOLOGY FUND $3,517 $2,192 $775 $580 $600 $7,664
TOTAL REIMBURSEMENTS $(1,917)$(1,553)$(421)$(441)$(461)$(4,793)
NET TECHNOLOGY FUND $1,600 $639 $354 $139 $139 $2,871
Electric Fund
Distribution System - Customer Design and Connection Services
EL-10008 Advanced Metering Infra-
structure (AMI) System 100 $100
Enterprise Funds (67)$(67)
EL-89028 Electric Customer Connec-
tions 1,900 2,000 2,100 2,200 2,300 $10,500
Others (800) (850) (900) (925) (950)$(4,425)
NET TOTAL DISTRIBUTION SYSTEM -
CUSTOMER DESIGN AND
CONNECTION SERVICES
$1,133 $1,150 $1,200 $1,275 $1,350 $6,108
Distribution System - System Improvements
EL-13003 Rebuild UG District 16 300 $300
EL-14002 Rebuild UG District 20 500 500 $1,000
EL-11015 Reconductor 60kV Over-
head Transmission System 450 700 700 700 $2,550
EL-11014 Smart Grid Technology
Installation 500 2,000 3,000 3,000 3,000 $11,500
Enterprise Funds (333)(1,333)(2,000)(2,000)(2,000)$(7,667)
EL-11010
UG District 47 - Middlefield,
Homer Avenue, Webster
Street and Addison Avenue
150 2,000 200 $2,350
Others (700)$(700)
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
85
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201130
EL-14000 Coleridge/Cowper/Tenny-
son 4/12 kV Conversion 12 120 400 $532
EL-08000 E. Charleston 4/12 kV Con-
version 450 $450
EL-13000 Edgewood / Wildwood 4 kV
Tie 300 100 $400
EL-98003 Electric System Improve-
ments 2,100 2,200 2,300 2,400 2,450 $11,450
Others (140) (145) (150) (160) (170)$(765)
EL-11004 Hewlett Subdivision Rebuild
Los Trancos Road 400 $400
EL-09002 Middlefield / Colorado 4/12
kV Conversion 150 250 $400
EL-09000 Middlefield Underground
Rebuild 550 $550
EL-11007 Rebuild Greenhouse Condo
Area 150 350 $500
EL-12000 Rebuild UG District 12 80 700 300 $1,080
EL-11003 Rebuild UG District 15 80 400 270 $750
EL-09003 Rebuild UG District 17
(Downtown)100 $100
EL-11006 Rebuild UG District 18 350 $350
EL-10006 Rebuild UG District 24 750 $750
EL-13002
Relocate Quarry Road/Hop-
kins Substations 60 kV Line
(Lane A & B)
100 $100
EL-02010 SCADA System Upgrades 40 300 50 55 60 $505
EL-11000 Seale/Waverley 4/12 kV
Conversion 40 400 $440
EL-11002
St. Francis/Oregon/Ama-
rillo/Louis 4/12 kV Conver-
sion
50 450 $500
EL-89044 Substation Facility Improve-
ments 160 165 170 180 185 $860
EL-89038 Substation Protection
Improvements 250 250 260 270 280 $1,310
EL-11001 Torreya Court Rebuild 100 $100
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
86
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 31
EL-08001
UG District 42 - Embar-
cadero Rd. (Between Emer-
son & Middlefield)
150 2,000 $2,150
Others (750)$(750)
EL-11009 UG District 43 - Alma/
Embarcadero 150 2,000 500 $2,650
Others (700)$(700)
EL-06002 UG District 45 - Downtown V 350 $350
EL-12001 UG District 46 - Charleston/
El Camino Real 150 1,000 150 $1,300
Others (400)$(400)
NET TOTAL DISTRIBUTION SYSTEM -
SYSTEM IMPROVEMENTS $6,697 $7,517 $6,562 $7,265 $6,655 $34,695
General Services - Street Lights
EL-10009 Street Light System Conver-
sion Project 800 800 800 800 800 $4,000
NET TOTAL GENERAL SERVICES -
STREET LIGHTS $800 $800 $800 $800 $800 $4,000
General Services - Communications
EL-89031 Communications System
Improvements 115 120 125 130 135 $625
NET TOTAL GENERAL SERVICES -
COMMUNICATIONS $115 $120 $125 $130 $135 $625
ELECTRIC FUND $10,085 $12,615 $12,137 $13,255 $12,810 $60,902
TOTAL REIMBURSEMENTS $(1,340)$(3,028)$(3,450)$(3,785)$(3,870)$(15,473)
NET ELECTRIC FUND $8,745 $9,587 $8,687 $9,470 $8,940 $45,429
Fiber Optics Fund
Commercial Telecommunications
FO-10000
Fiber Optics Customer Con-
nections (formerly EL-
06006)
200 200 200 200 200 $1,000
Others (200) (200) (200) (200) (200)$(1,000)
FO-10001
Fiber Optics Network Sys-
tem Improvements(formerly
EL-06005)
200 200 200 200 200 $1,000
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
87
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201132
NET TOTAL COMMERCIAL
TELECOMMUNICATIONS $200 $200 $200 $200 $200 $1,000
FIBER OPTICS FUND $400 $400 $400 $400 $400 $2,000
TOTAL REIMBURSEMENTS $(200)$(200)$(200)$(200)$(200)$(1,000)
NET FIBER OPTICS FUND $200 $200 $200 $200 $200 $1,000
Gas Fund
Distribution System - Customer Design and Connection Services
GS-80017 Gas System Extensions 700 710 720 730 752 $3,612
Others (700) (710) (720) (730) (713)$(3,573)
NET TOTAL DISTRIBUTION SYSTEM -
CUSTOMER DESIGN AND
CONNECTION SERVICES
$0 $0 $0 $0 $39 $39
Distribution System - System Improvements
GS-10004 Automating Test Stations
(Cathodic Protection)100 $100
GS-11002 Gas System Improvements 195 200 206 212 219 $1,032
GS-14001 GMR - Project 24 492 $492
GS-15000 GMR-Project 25 542 $542
GS-03007 Directional Boring Equip-
ment 60 64 68 $192
GS-02013 Directional Boring Machine 185 45 250 $480
GS-80019 Gas Meters and Regulators 297 306 315 325 335 $1,578
GS-11001 Gas Station 4 Rebuild 337 $337
GS-09002 GMR - Project 19 5,800 $5,800
GS-10001 GMR - Project 20 5,970 $5,970
GS-11000 GMR - Project 21 457 6,150 $6,607
GS-12001 GMR - Project 22 468 3,200 $3,668
GS-13001 GMR - Project 23 482 3,300 $3,782
GS-03008 Polyethylene Fusion Equip-
ment 32 34 36 $102
GS-03009 System Extensions - Unreim-
bursed 162 167 172 178 184 $863
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
88
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 33
NET TOTAL DISTRIBUTION SYSTEM -
SYSTEM IMPROVEMENTS $7,625 $7,111 $7,468 $4,657 $4,683 $31,544
GAS FUND $8,325 $7,821 $8,188 $5,387 $5,435 $35,156
TOTAL REIMBURSEMENTS $(700)$(710)$(720)$(730)$(713)$(3,573)
NET GAS FUND $7,625 $7,111 $7,468 $4,657 $4,722 $31,583
Water Fund
Distribution System - Customer Design and Connection Services
WS-80013 Water System Extensions 410 420 430 440 450 $2,150
Others (692) (700) (709) (718) (728)$(3,547)
NET TOTAL DISTRIBUTION SYSTEM -
CUSTOMER DESIGN AND
CONNECTION SERVICES
$(282)$(280)$(279)$(278)$(278)$(1,397)
Distribution System - System Improvements
WS-11001 Vacuum Excavation Equip-
ment 275 $275
WS-11003 Water Distribution System
Improvements 200 206 212 218 225 $1,061
WS-11004 Water System Supply
Improvements 200 206 212 218 225 $1,061
WS-15002 WMR - Project 29 334 $334
WS-08002 Emergency Water Supply
Project 3,500 $3,500
Bonds (3,500)$(3,500)
WS-02014 W-G-W Utility GIS Data 100 100 100 100 100 $500
Enterprise Funds (67) (67) (67) (67) (67)$(333)
WS-80015 Water Meters 209 215 222 229 236 $1,111
WS-07001 Water Recycling Facilities 500 750 750 8,000 16,000 $26,000
WS-80014 Water Service Hydrant
Replacement 212 217 222 229 236 $1,116
WS-10001 WMR - Project 24 2,950 $2,950
WS-11000 WMR - Project 25 292 3,060 $3,352
WS-12001 WMR - Project 26 305 3,150 $3,455
WS-13001 WMR - Project 27 314 3,245 $3,559
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
89
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201134
WS-14001 WMR - Project 28 324 3,300 $3,624
NET TOTAL DISTRIBUTION SYSTEM -
SYSTEM IMPROVEMENTS $4,871 $4,992 $5,115 $12,496 $20,590 $48,065
WATER FUND $8,848 $5,479 $5,612 $13,003 $21,106 $54,048
TOTAL REIMBURSEMENTS $(4,259)$(767)$(776)$(785)$(795)$(7,380)
NET WATER FUND $4,589 $4,712 $4,836 $12,218 $20,312 $46,668
Wastewater Collection Fund
Collection System - Customer Design and Connection Services
WC-80020 Sewer System Extensions 330 340 350 361 372 $1,753
Others (730) (740) (750) (761) (771)$(3,752)
NET TOTAL COLLECTION SYSTEM -
CUSTOMER DESIGN AND
CONNECTION SERVICES
$(400)$(400)$(400)$(400)$(399)$(1,999)
Collection System - System Improvements
WC-15002 Wastewater System
Improvements 200 206 212 218 225 $1,061
WC-15001 WW Collection Sys. Rehab/
Aug. Project 28 330 $330
WC-99013 Sewer Lateral/Manhole
Rehab/Replacement 560 565 570 617 636 $2,948
WC-12001 WW Collection Sys. Rehab/
Aug. Project 25 300 2,912 $3,212
WC-13001 WW Collection Sys. Rehab/
Aug. Project 26 310 3,000 $3,310
WC-10002 WW Collection Sys. Rehab/
Aug. Project 23 2,750 $2,750
WC-11000 WW Collection Sys. Rehab/
Aug. Project 24 290 2,830 $3,120
WC-14001 WW Collection Sys. Rehab/
Aug. Project 27 320 3,090 $3,410
NET TOTAL COLLECTION SYSTEM -
SYSTEM IMPROVEMENTS $3,800 $3,901 $4,004 $4,155 $4,281 $20,141
WASTEWATER COLLECTION FUND $4,130 $4,241 $4,354 $4,516 $4,653 $21,894
TOTAL REIMBURSEMENTS $(730)$(740)$(750)$(761)$(771)$(3,752)
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
90
2011-15 Capital Improvement Projects
Capital Budget FY 2011 City of Palo Alto 35
NET WASTEWATER COLLECTION
FUND $3,400 $3,501 $3,604 $3,755 $3,882 $18,142
Refuse Fund
Miscellaneous
RF-11001 Landfill Closure 600 6,100 $6,700
NET TOTAL MISCELLANEOUS $600 $6,100 $0 $0 $0 $6,700
Collection System - System Improvements
RF-10003 Drying Beds, Material Stor-
age and Transfer Area 750 $750
Enterprise Funds (375)$(375)
RF-10002 Flare Relocation Project 300 $300
NET TOTAL COLLECTION SYSTEM -
SYSTEM IMPROVEMENTS $675 $0 $0 $0 $0 $675
REFUSE FUND $1,650 $6,100 $0 $0 $0 $7,750
TOTAL REIMBURSEMENTS $(375)$0 $0 $0 $0 $(375)
NET REFUSE FUND $1,275 $6,100 $0 $0 $0 $7,375
Wastewater Treatment Fund
Wastewater Treatment - System Improvements
WQ-04011 Facility Condition Assess-
ment & Retrofit 1,050 1,050 1,050 1,100 1,100 $5,350
WQ-80021 Plant Equipment Replace-
ment 1,200 1,400 1,450 1,500 1,550 $7,100
WQ-80022 System Flow Meter 250 100 100 100 100 $650
NET TOTAL WASTEWATER
TREATMENT - SYSTEM
IMPROVEMENTS
$2,500 $2,550 $2,600 $2,700 $2,750 $13,100
NET WASTEWATER TREATMENT
FUND $2,500 $2,550 $2,600 $2,700 $2,750 $13,100
Storm Drainage Fund
Collection System - System Improvements
SD-11101
Channing Avenue/Lincoln
Avenue Storm Drain
Improvements
895 1,590 1,680 1,430 $5,595
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
91
2011-15 Capital Improvement Projects
City of Palo Alto Capital Budget FY 201136
SD-06104
Connect Clara Drive Storm
Drains to Matadero Pump
Station
$
SD-13002
Matadero Creek Storm
Water Pump Station and
Trunk Lines Improvements
315 1,840 $2,155
SD-10101 Southgate Neighborhood
Storm Drain Improvements $
SD-06101
Storm Drain System
Replacement and Rehabili-
tation
564 581 599 617 635 $2,996
NET TOTAL COLLECTION SYSTEM -
SYSTEM IMPROVEMENTS $1,459 $2,171 $2,279 $2,362 $2,475 $10,746
NET STORM DRAINAGE FUND $1,459 $2,171 $2,279 $2,362 $2,475 $10,746
($000)
CIP
Number Project Title FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total
92
APPENDIX 4
93
This page is intentionally left blank.
94
FY 2011 Internal Service Funds
City of Palo Alto Operating Budget FY 2011254
FY 2011 Internal Service Funds
FUND SUMMARY
($000)
Vehicle
Replacement
and
Maintenance
Fund
Technology
Fund
Printing
and
Mailing
Fund
General
Benefits and
Insurance
Fund
Retiree
Health
Benefit
Fund Total
Revenues
Operating Revenue 7,585 10,392 1,137 38,056 9,934 67,104
Interest Income 156 315 0 1,293 0 1,764
Other Revenue 191 1,718 2 290 0 2,201
TOTAL SOURCE OF FUNDS $7,932 $12,425 $1,139 $39,639 $9,934 $71,069
Expenditures
Operating Expenditures 4,861 9,638 1,137 39,639 9,934 65,209
Capital Improvement Program 20 3,517 0 0 0 3,537
TOTAL USE OF FUNDS $4,881 $13,155 $1,137 $39,639 $9,934 $68,746
NET TO/FROM
UNRESTRICTED ASSETS $3,051 $(730)$2 $0 $0 $2,323
95
Internal Service Funds Unrestricted Assets
Operating Budget FY 2011 City of Palo Alto 255
Internal Service Funds Unrestricted Assets
FUND SUMMARY
($000)
Vehicle
Replacement
and
Maintenance
Fund
Technology
Fund
Printing
and
Mailing
Fund
General
Benefits and
Insurance
Fund
Retiree
Health
Benefit
Fund Total
Changes to Unrestricted assets
JUNE 30, 2010
UNRESTRICTED ASSETS $332 $6,138 $30 $481 $10 $6,991
FY 2011 Projected Changes 3,051 (730)2 0 0 (2,323)
JUNE 30, 2011
UNRESTRICTED ASSETS $3,383 $5,408 $32 $481 $10 $9,314
96
APPENDIX 5
97
This page is intentionally left blank.
98
Debt Service Funds
City of Palo Alto Operating Budget FY 2011249
Debt Service Funds
FUND SUMMARY
($000)
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
Revenues
Property Tax 0 0 0 0 3,492 3,492
Other - Interest 59 54 54 54 54 0
SUBTOTAL REVENUES $59 $54 $54 $54 $3,546 $3,492
General Fund Operating Transfers
Golf Course Corporation 526 529 529 528 528 (1)
Public Improvement Corp. (Civic
Center)332 333 333 328 328 (4)
Parking 2002B COPS Taxable 225 225 225 224 224 (1)
University Avenue Permit Fund
Transfer 80 80 80 80 80 0
SUBTOTAL OPERATING
TRANSFERS IN $1,162 $1,167 $1,167 $1,160 $1,160 $(6)
TOTAL SOURCE OF FUNDS $1,222 $1,221 $1,221 $1,214 $4,706 $3,486
Expenses
Debt Service:
Golf Course Corporation - Principal 335 355 355 370 370 15
Golf Course Corporation - Interest 221 206 206 190 190 (16)
Public Improvement Corporation -
Principal 365 380 380 390 390 10
Public Improvement Corporation -
Interest 59 46 46 31 31 (14)
Parking 2002B COPS Taxable - Prin-
cipal 100 105 105 110 110 5
Parking 2002B COPS Taxable -
Interest 135 129 129 123 123 (6)
Library 2010 General Obligation -
Interest 0 0 0 0 1,472 1,472
TOTAL USE OF FUNDS $1,215 $1,221 $1,221 $1,214 $2,686 $1,465
NET TO (FROM) RESERVES $7 $0 $0 $0 $2,020 $2,020
99
This page is intentionally left blank.
100
APPENDIX 6
101
This page is intentionally left blank.
102
103
2
Adjustments to Date in the General Fund
This section summarizes actions made by the Finance Committee to date. Detail for each
adjustment and follow-up information is provided later in the memo. A page is
referenced where additional information is available later in the memo. The next section
after this one begins on page five and summarizes the actions still needed.
General Fund
The General Fund FY 2011 Proposed Budget includes the following changes totaling
$1,095,000 outlined in the tables below. The first table reflects recommended and
approved changes by the Finance Committee. The second table reflects changes
recommended by staff and approved by the Finance Committee to correct or update the
Proposed Budget. The changes now provide a total of $8.4 million (originally $9.4
million) in budget solutions to cover the $7.3 million budget gap, therefore providing
$1,012,000 more than needed to close the budget gap. The shaded lines reflect items
adding to the budget solutions non shaded lines reduce from the budget solutions.
Table 1
Date
Finance Committee Adjustments to Proposed
Budget
FY 2011
($000) Department
6-May
Reopen College Terrace Library in FY11 75 LIBRARY
Reduce City Council general expense budget (This
includes travel budget) -17 COUNCIL
11-May
Limit park fee increases (Entrance fees reduced, but
staff projects same revenue) N/C
COMMUNITY
SERVICE
DEPARTMENT
Maintain Art Center support staff 61
COMMUNITY
SERVICE
DEPARTMENT
Reinstate summer concert series 27
COMMUNITY
SERVICE
DEPARTMENT
Reinstate HSRAP funding 50
COMMUNITY
SERVICE
DEPARTMENT
Reinstate 1 FTE Code Enforcement Officer 122 PLANNING
18-May
Reinstate school crossing guards 345 POLICE
Reinstate traffic team (4 FTE, net rev) 645 POLICE
25-May
Children's Theatre new revenue (Show production
participation fee $50-$300) -35
COMMUNITY
SERVICE
DEPARTMENT
Restore 4 FTE tree trimmers 316 PUBLIC WORKS
Restore trees planting materials 10 PUBLIC WORKS
Reduce 1 FTE Supr. Project Engineer -162 PUBLIC WORKS
Total of Finance Committee Adjustments $1,437
104
3
Table 2
Date Staff Adjustments to Proposed Budget
FY 2011
($000) Department
6-May
Labor negotiations contract services 68
HUMAN
RESOURCES
DEPARTMENT
11-May
Full FTE elimination savings from positions being
contracted out (Full year savings instead of 9 months) -273
COMMUNITY
SERVICES
DEPARTMENT
Stanford revenue -35 ATTORNEY
Temporary salaries 15 ATTORNEY
18-May
IT rent lease agreement cost savings -51
ADMINISTRATIVE
SERVICES
DEPARTMENT
25-May
Correct Fiber Optic allocation expense -66
ADMINISTRATIVE
SERVICES
DEPARTMENT
Total of Staff Adjustments -342
The current status of the “temporary surplus” included within the General Fund, based
upon those adjustments by the Finance Committee and proposed by staff which are
summarized in the preceding Tables 1 and 2, is restated in Table 3 below. As a result of
all changes that have been acted upon by the Finance Committee, the General Fund
temporary surplus currently amounts to $1,012,000.
Table 3
Date Draft Adjustments to Budget FY 2011 Balance
($000)
May 6 Beginning Balance $2,107
Table 1 Summary Finance Committee Adjustments -1,437
Table 2 Summary Staff Adjustments 342
June 14 Current Balance $1,012
The FY 2012 deficit is currently estimated at $1.1 to $1.5 million in the Long Range
Financial Forecast. The Fiscal Year 2011 Proposed Budget includes one-time revenue
increases and expenditure reductions totaling $553,000. When added to the projected FY
2012 deficit, the preliminary estimate of the FY 2012 budget shortfall is $1.7 to $2.1
million.
The Finance Committee has made several changes to the City Manager's Proposed
Budget and has been utilizing the “parking lot” system, where items needing further
105
4
information are parked for discussion at a later date or for decision at the budget wrap up
meeting on June 14, 2010. In order to add items to the parking lot, two members of the
Committee must be in agreement.
Discussion of each of the parking lot items is included within the following departmental
summaries of recommended changes to the City Manager’s Proposed Budget except for
discussion of the Police Investigator positions. Police staff will address questions and
provide additional information related to the Police Investigator positions at the budget
wrap-up meeting on June 14. The following table (Table 3) summarizes the parking lot
items for which decisions are needed from the Finance Committee.
Table 4
Date Parking Lot Items
Amount
($000) Department
6-May
Monday closure of library branches *Staff to
review partial closures, staffing, and calculate
savings TBD LIBRARY
11-May
Reduce City Attorney legal secretary (1FTE).
(Attorney's Office to return with additional
information on support) -117 ATTORNEY
18-May Add Police Investigators (2 FTEs) 332 POLICE
25-May
Sidewalk Replacement - Property owner pays 100%
repair costs 598
PUBLIC
WORKS
Reduce Traffic Control Maintainer -89
PUBLIC
WORKS
In addition, staff has been asked to provide additional information on the following items,
these items are neither part of the changes nor parking lot items for later discussion.
Please see the referenced page numbers within this memo for additional detail on the
items summarized here:
Provide a Fire Department budget that includes a 4 percent reduction equivalent
to the salary reductions for SEIU and Professional and Management employees
(see page 13).
Provide a list of Fire Department reductions that could be made if there were no
labor contract limitations (see page 13).
Provide a legal opinion on whether the City Council salaries can be reduced by
10 percent or if this decision must be voluntary. The City Attorney has
researched the issue of Council Member reduction in pay and concluded that
any Council Member may reduce their pay voluntarily by informing the City
Manager of the requested reduction. A change to the ordinance making the
reduction in pay permanent should only be made effective for future office
holders. The approximate annual savings would be $6,500 if all Council
members participate in this reduction (see page 8-9 or attachment 5).
106
5
Provide additional information on potentially increasing noise abatement fees
which could potentially cover the full cost of the program (see page 10).
Provide additional information on the possibility of implementing a two-tier
parking violation system (see page 9).
Provide additional information regarding the provision of security at City-
sponsored events (see page 10).
The additional information requested by the Finance Committee for each of the matters
discussed above is included within the following departmental summaries of
recommended changes to the City Manager’s Proposed Budget.
Finally, regarding position changes, the Finance Committee has added 9.75 FTE to the
General Fund. The additions include a Senior Auditor in the City Auditor’s Office at a
cost of $156,000, which will be funded from the Utilities Enterprise Funds. The position
is intended to focus on the Enterprise Fund and their operations. As a result of the
changes in the tables above (not including the parking lot items) the following table
reflects reinstated, additions and eliminated positions for all departments. In addition, 2
positions were proposed for the Enterprise Fund, but later withdrawn by the Department.
Table 5
Position Changes to City Manager's Proposed Budget
Reinstated (9.75 FTE)
Program Assistant I (.75)
Code Enforcement Officer
Police Sergeant
Police Agent
Police Officers (2)
Tree Trimming/Line Clearers (4)
Additions (1 FTE)
Sr. Auditor (Funded by Enterprise Funds)
Elimination (1 FTE)
Supr. Project Engineer
Withdrawn (2 FTE)
Customer Service Specialist
Customer Service Representative
Actions Needed
This section summarizes the outstanding decision points that need to be addressed by the
Finance Committee. The list represents items from the Parking Lot as well as staff
recommended adjustments. Additional information on each item can be found at the
referenced page number.
107
6
Table 6
Item Council
Review/Follow-
up Needed
Description Amount Page
Number
for Details
Parking Lot Items/Decision Points
1 City Attorney
Consider
proposal to
eliminate one
FTE Legal
Secretary
Finance
Committee voted
2-2 on the proposal
to reduce one
Legal Secretary,
which sent the item
to the parking lot
$117,000 8 or
Attachment
5
2 Library
Consider options
for shortening
library hours
Finance
Committee voted
to put in the
Parking Lot
shortening of
Library hours until
financial impact
could be assessed
Options
range from
$78,384 to
$164,548
11-13 or
Attachment
3
3 Fire
Approval of
Department
Budget with
additional
budget
reductions
Finance
Committee voted
to not approve the
Fire Department
budget until
additional budget
reductions options
were provided
$821,000
and
$647,294
13-14
4 Police
Consider
Elimination of 2
FTE in Police
Investigations
Finance
Committee voted
to put this proposal
in the Parking Lot
for
$332,000 11
5
Public Works
General Fund
Consider
elimination of
one FTE Traffic
Control
Maintainer
Finance
Committee voted
to put the
elimination of the
Traffic Control
Maintainer in the
Parking Lot
$89,000 16
6
Public Works
Capital
Approval of
sidewalk cost
sharing
percentage and
new CIP project
Committee was
split as to the
resident’s share of
sidewalk repair
costs - should be
50% or 100%
$298,970
(50%) or
$597,940
(100%)
20
108
7
Item Council
Review/Follow-
up Needed
Description Amount Page
Number
for Details
Staff Recommended Changes
7
Community
Services
Approval of
additional
appropriation for
severance pay
Employees laid off
receive one month
of severance pay
per SEIU labor
agreement
$140,000 21
8 Public Works
Approval of
additional
appropriation for
severance pay
Employees laid off
receive one month
of severance pay
per SEIU labor
agreement
$21,000 22
9
Printing/Mailing
ISF
Reinstating temp
and reclass
.48 FTE, Reclass
Mailing Services
Specialist to Offset
Equipment
Operator
$0
($35,400
funding
provided
from non-
salary
reductions)
24
10 Table of Org. FSLA Changes Title changes only $0 * 25
11 Water Fund
Approval of
increased
operating
transfer to CIP
Correction of error
in the amount of
the draw on the
Water Fund
reserves for CIP
projects
$67,000 23
12 IT Tech Fund
Approval of
increased
operating
transfer to CIP
Correction of error
in the amount of
the draw on the
Technology Fund
reserves for CIP
projects
$84,000 24
* The dollar impact is unknown at this time. Staff will return to Council as necessary
with recommended salary changes once determined.
Finance Committee-Recommended Changes to the City Manager’s
Proposed Budget
The items listed below are a summary of Finance Committee motions made and/or action
items that result in a financial change or other recommended change to the FY 2011
proposed budget.
109
8
General Fund
Finance Committee actions and information requests are summarized below by
department. Committee actions are included for reference purposes when reviewing each
of the departmental summaries.
City Attorney
Motions:
On May 11, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 City Attorney’s Office budget (3-1).
Motions:
On May 11, 2010, the Finance Committee recommended that the department reduce the
proposed budget by one legal secretary. The motion failed 2-2 resulting in placement of
this issue in the parking lot for reconsideration during budget wrap-up.
In response to the 2-2 vote of the Finance Committee, the City Attorney has prepared
additional information related to this matter for the Committee’s consideration. This
information is outlined in the attached report from the City Attorney dated June 9, 2010
(Attachment 5).
City Auditor
Motions:
On May 6, 2010, the Finance Committee recommended tentative approval of Fiscal Year
2011 City Auditor’s Office budget (4-0).
On May 6, 2010, the Finance Committee recommended tentative approval to add a
Senior Auditor position, at $156,115 in salary and benefit, funded by the Enterprise
Funds to provide continuous and on-going audits of the Enterprise Fund activities (4-0).
City Clerk
Motions:
On May 6, 2010, the Finance Committee recommended tentative approval of Fiscal Year
2011 City Clerk’s budget (4-0).
City Council
Motions:
On May 6, 2010, the Finance Committee recommended tentative approval of Fiscal Year
2011 City Council’s budget (4-0).
Motions:
On May 6, 2010, the Finance Committee recommended the reduction of the General
Expense category, by $17,000, to $30,000 and a voluntary reduction in salary by 10% or
$720.00 per Council member (3-1).
The City Attorney has researched the issue of Council Member reduction in pay and
concluded that any Council Member may reduce their pay voluntarily by informing the
110
9
City Manager of the requested reduction. A change to the ordinance making the
reduction in pay permanent should only be made effective for future office holders.
City Manager
Motions:
On May 6, 2010, the Finance Committee recommended tentative approval of Fiscal Year
2011 City Manager’s budget (4-0).
Administrative Services Department
Motions:
On May 18, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 Administrative Services Department budget (4-0)
Human Resources
The following is in response to the question from the Finance Committee regarding
the 38 percent budgeted expense increase in the FY 2011 Proposed Budget. The 38
percent increase to the Risk Management/Safety/Workers’ Compensation division is
not related to overall citywide workers compensation claims. Rather, this increase is a
result of FTE reallocation to Workers’ Comp/Safety/Risk Management division. In
addition, HR staff workers’ compensation leave usage increased compared to prior
years due to a recent injury.
Motions:
On May 11, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Human Resources Department Budget, including an at-places item in the
amount of $68,000 for the City’s labor negotiator contract (4-0).
The motion will result in the following budget changes:
Increase the Human Resources Department budget $68,000 in Fiscal Year 2011
Police Department
The following is in response to a question from the Finance Committee regarding
two-tier parking violation system. Councilmember Klein, referencing an article he
had read, raised the possibility of citing parking violations as City of Palo Alto
Municipal Codes so that the City would receive all the fine revenue. Staff looked into
this suggestion and, with the exception a few violations such as no front plate and no
registration tabs on vehicle, most parking violations are citied as City of Palo Alto
Municipal Code violations. However, by State statute, the county and State collect
$9.50 of each of those fine amounts as an assessment for court construction costs.
Further research by staff found, what is believed Councilmember Klein was
referencing, the more recent practice of issuing citations for Vehicle Code moving
violations, such as red light, stop sign, speeding, as a municipal code violations.
Several local governments including the county of Alameda, cities of Marysville,
Roseville, Riverbank, and Newman have elected to cite several moving violations
111
10
listed in the California Vehicle Code as local municipal code violations, thus
retaining all fines associated with each citation.
Existing law prohibits a local authority from enacting or enforcing an ordinance that
assesses a penalty for a violation of matters covered by the vehicle code that is
different than the penalty expressly provided for in that code unless expressly
authorized. Senate Bill No. 949 was introduced on February 4, 2010 and the
language in this bill further prohibits cities from enacting local ordinance on matters
covered by the Vehicle Code unless expressly authorized. It is Staff’s opinion that
SB 949 will pass and local jurisdictions will be prohibited from citing California
Vehicle Code violations as municipal code violations. Staff will monitor the
legislative actions on this bill.
The following is in response to questions from the Finance Committee regarding cost
recovery of the Leaf Blower Enforcement Program. The current administrative fine
for using a leaf blower in violation of the Palo Alto Municipal Code (PAMC) is $100.
In FY 2009, approximately 340 administrative citations were issued, but
approximately 200 administrative fines (about 59 percent) were actually paid. This is
a low collection rate in comparison to, for example, overtime parking citations which
have a collection rate of about 85 percent. Based on the current collection rate,
administrative fines would need to be raised to approximately $210 per violation to
make the program cost recovery. However, staff is confident that if fines were more
than doubled, not only would the collection rate percentage drop, but there would also
be fewer municipal code violations as gardeners may be more motivated to avoid
hefty fines.
Staff recommendation to cut this position would not eliminate the Department’s
response to leaf blower municipal code violations. Enforcement going forward will be
handled on a complaint basis by patrol officers, and as such, will be prioritized with
other calls-for-service, possibly resulting in longer response times then would a
centralized leaf blower enforcement officer.
The following is in response to questions from the Finance Committee regarding
coverage for security services in CSD’s FY 2011 proposed budget. The FY 2011
CSD proposed budget currently does not contain funding for private security services
at the “Moonlight Run” and the “May Fete Parade.” CSD may be able to use Park
Rangers to assist with limited traffic and crowd control in order to keep Police
overtime costs to a minimum.
Motions:
On May 18, 2010, the Finance Committee recommended to restore funding for School
Crossing Guards in the amount of $345,000 (3-1).
The motion will result in the following budget changes:
Increase to the Police Department budget $345,000 in Fiscal Year 2011
112
11
On May 18, 2010, the Finance Committee recommended to restore 4 FTE out of 5
positions in the Traffic Team (3-1). Budget Impact: $646,000.
The motion will result in the following budget changes:
Increase to the Police Department Budget $721,104 in Fiscal Year 2011
Reinstate 1 FTE Police Sergeant, 1 FTE Police Agent, and 2 FTE Police Officer
Reinstate $75,000 in traffic citation revenue in Fiscal Year 2011
On May 18, 2010, a motion was put forth to restore the Investigations unit and offset this
by a $6 increase to parking violations. The motion was tied and put into the parking lot
(2-2).
Police staff will address questions and provide additional information related to the
Police Investigator positions at the budget wrap-up meeting on June 14.
On May 18, 2010, the Finance Committee asked staff to return with information on how
much leaf blower citations would need to be increased to realize cost recovery (4-0).
On May 18, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Police Department budget (4-0).
Library
Motions:
On May 6, 2010, the Finance Committee recommended to the City Council to not
approve Staff recommendations to keep College Terrace Library closed past the
anticipated opening in November 2010 (3-1). Budget Impact: $75,893
On May 6, 2010, the Finance Committee recommended to place the shortening of the
Library hours in the Parking Lot to allow time to evaluate the financial impact of
partially opening on Mondays (4-0).
On May 6, 2010, the Finance Committee moved that Staff returns with a proposal to
develop a plan to have the libraries partially open on Mondays and that Staff should
work with the Library Advisory Commission to determine a more flexible staffing
schedule (4-0).
On May 6, 2010, the Finance Committee recommended to the City Council to reduce the
funding for book collections by $117,343 (4-0).
The above motions will result in the following budget changes:
113
12
Increase the budget for the Library Department $75,000
Decrease the Budget Stabilization Reserve $75,000
On May 6, 2010, the Finance Committee made a motion that Staff returns with a proposal
to develop a plan to have libraries open on Mondays. Staff provides three options to the
Finance Committee with alternatives to Monday closure of all library branches. Summary
of Staff proposals is as follows. (See Attachment 3 for details)
These options assume that recommendation regarding hours approved by FC
on May 6 are in effect.
o College Terrace reopens in FY 2011 after completion of its renovation
o Main and Mitchell Park close at 8pm instead of 9pm on Tuesday and
Thursday
o All libraries close on Sundays before Monday City holidays
OPTION 1
Open Main, Mitchell Park, and Children’s at 12 pm instead of 10 am on Monday;
close College Terrace on Monday.
Service Impacts: This option would maintain after school support at the three
principal libraries. Customers who prefer to visit the library during the morning
would be affected by the delayed opening. College Terrace would be open four,
instead of five, days per week.
Cost Impact: $106,672 (restores 1.0 FTE Library Associate and 0.39 FTE hourly
Clerk)
OPTION 2
Open Main and Mitchell Park at 12 pm instead of 10 am on Monday; close
Children’s and College Terrace on Monday.
Service Impacts: This would reduce service to children who use Children’s.
Customers who prefer to visit the library during the morning would be affected by
the delayed opening. College Terrace would be open four, instead of five, days
per week.
Cost Impact: $93,063 (restores 1.0 FTE Library Associate and 0.12 FTE hourly
Clerk)
OPTION 3
Close Main and College Terrace on Monday; close Mitchell Park and Children’s
on Friday
Service Impacts: This option has the greatest impact on users of all ages and
needs. Some libraries are open every day, but the schedule could be confusing for
some customers.
114
13
Labor Impacts: Will require discussion with SEIU regarding change to standard
work week as this schedule would not provide two days off in a row for all staff.
Cost Impact: $20,508 (restores 0.43 FTE hourly Clerk)
Planning and Community Environment
Motions:
On May 11, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 Planning and Community Environment Department budget (4-0).
On May 3, 2010, the Finance Committee recommended tentative approval of the
Community Development Block Grant (CDBG) Funding allocations for Fiscal Year
2011, per CMR 235:10 with a grant total of $731,566 (4-0).
Fire Department
Motions:
On May 18, 2010, the Finance Committee recommended to return the Fire Department
Budget to Staff for consideration of the model used in compensation reductions by other
City employee groups and to make recommendations for a budget with similar reductions
to those in other City departments (3-1).
Fire Budget Narrative for June 14, 2010
At the May 18, 2010 Finance Committee (FC) budget hearing, the Fire Department’s FY
2011 proposed budget had net revenue and expenditure increases, excluding one-time
adjustments, by $274,969 and $1,841,076, respectively. These amounts included
proposed revenue increase of $408,000 and net expenditure reductions of $257,412. As a
result of expenditure increases for firefighter salaries and benefits (contractually
obligated by the current MOA), the proposed budget for the department resulted in a net
expenditure increase of $754,399.
The FC directed staff to return with additional budget reductions. Given that negotiations
have only recently began with the Firefighters’ union, staff was further directed to
identify department reductions of approximately 4 percent which is equivalent to the
reductions already implemented for Management and Professional and the Service
Employees International Union (SEIU).
In addition, the Fire Chief was asked to provide options if contractual minimum staffing
requirements did not exist. It’s important to state that any reductions impacting members
of the IAFF is subject to negotiations. Should budgeted reductions not materialize
through the negotiations process, an additional FY 2011 mid-year revenue increase or
further operational reductions may be needed.
115
14
A 4 percent reduction in IAFF compensation concessions equals approximately $821,000
and would need to occur to be equivalent to the reductions already implemented for
Management and Professional and the Service Employees International Union (SEIU).
With regard to the direction to provide other suggestions if contractual conditions were
not a factor, the City would consider the following deployment and utilization options
achieve optimum staffing levels, among other ideas that could be identified at a later
date:
Cross-staff specialized or dynamic deployment units (e.g., deploy by need/calls
for service vs. minimum staffing);
Placing a unit out of service on a day-to-day basis where appropriate and based
on demand/need;
Selectively staff stations relative to low peak activity by actual call data from the
City’s CAD system; and
Placing unit(s) out of service on a permanent basis and/or close a fire station(s)
based on demand/need where appropriate – this option would require a
redeployment plan based on service area/district.
Since the above options require careful analysis, weighing the complex issues in
balancing service versus financial priorities, and considering the variables of each option,
staff recommends deferral of specific details or recommendations until the pending
Resources, Services, and Utilization study is completed (targeted completion by the end
of August, 2010).
Lastly, based on FC comments, below are additional reductions, if implemented, will
result in savings for FY 2011.
Reductions/Impacts that can be completed in FY 2011:
A B C D E
Description
Expenditure
Savings
Additional
Costs
(Contracting,
Temp. Staff, etc.)
Loss of
Stanford
Reimburse
ments
Net
Savings
1 Eliminate 3 FTE Fire Inspectors $590,991 ($120,000) ($142,710) $328,281
2 Eliminate 1 Deputy Fire Chief $243,895 ($12,200) ($70,204) $161,491
Totals $834,886 ($132,200) ($212,914) $489,772
Proposals that merit consideration for FY 2012 and beyond are as follows:
Special Assessment District to fund Station # 8 staffing
Cost-sharing of Station # 8 staffing from neighboring communities or in exchange
for services
Shared or contract administrative functions with other fire agencies (all or partial)
Consolidations / mergers of fire agencies (all or partial)
Shared resources with other fire agencies or joint staffing (all or partial)
116
15
Community Services Department
Motions:
On May 11, 2010 the Finance Committee moved that CSD staff return to the Finance
Committee with options for charging Children’s Theatre participants with affordable fees
(4-0).
Finance Committee requested additional data on the Children’s Theatre such
as number of unique participants, productions, differential rates, and other
relevant data with comparative prior years.
On May 11, 2010 the Finance Committee moved to accept Staff’s recommendations on
revenue enhancements with the exception of instituting a limitation for one day fees to $5
dollars and annual passes to $40 for open space parks (4-0).
On May 11, 2010 the Finance Committee recommended to the City Council that the Art
Center keep their current staffing level at one Full Time Employee and reduce the item
CS10 from 3 Full Time Employees to 2.25 Full Time Employees (3-1). Budget
impact:$61,114
On May 11, 2010 the Finance Committee recommended to the City Council the
preservation of the Summer Concert Series & solicit donations at the event (4-0). Budget
Impact: $27,000
On May 11, 2010 the Finance Committee recommended to the City Council to eliminate
the cuts to HSRAP and maintain full funding for the program (4-0). Budget Impact:
$50,000
On May 11, 2010 the Finance Committee recommended to the City Council to approve
the remainder of the budget for the Community Services Department (4-0).
In response to the motion by the Finance Committee on May 11, 2010, staff
returned to the Finance Committee on May 25, 2010 and provided the information
requested by the Finance Committee pertaining to the Children’s Theatre. (See
Attachment 1 – May 25, 2010 At Places Memo)
On May 25, 2010 the Finance Committee passed a motion that the Finance Committee
recommends the City Council adopt the Staff proposal to charge program based variable
participants fees for the Children’s Theatre, with a different fee for residents and non-
residents (4-0). Budget Impact: $35,000
The above motions will result in the following budget changes:
117
16
Increase in revenue for the Community Service Department $35,000
Increase the budget for the Community Services Department $138,114
Net decrease in the Budget Stabilization Reserve $103,114
Public Works
The following information about the Traffic Control Maintenance II position is being
provided in response to Finance Committee questions. This position was placed in the
parking lot for further consideration.
The Traffic Control Maintenance (TCM) crew is comprised of six full-time
employees and one part-time temporary employee. The TCM group
maintains the regulatory and guide signage, lane line and legend striping,
crosswalk markings, curb markings, and graffiti removal. One FTE is
dedicated to new work requests from the Transportation Division of the
Planning and Community Environment Department to improve public safety.
In the first five months of 2010 the TCM crew completed 30 work requests
from Transportation ranging from painting new red zones, fabricating and
installing new signs and poles, moving existing signs, taking traffic counts,
changing lane line striping, removing signs and poles, and installing new
pedestrian safety bollards. The true work load impact from the Transportation
Division includes the time spent on new installations as well as ongoing
maintenance needs which continue to grow as new devices are installed. If
the currently frozen Traffic Control Maintenance II position is eliminated,
then the traffic control section will have to redirect its efforts to the primary
responsibility of maintaining the devices that already exist and will not be able
to continue to support the new requests from the Transportation Division.
Motions:
On May 25, 2010, the Finance Committee recommended to restore funding of $390,104
for 4.0 FTE Tree Trimmer/Line Clearers and $10,000 for planting material for trees (4-
0).
On May 25, 2010, the Finance Committee was split in deciding between a reduction of
the sidewalk repair and replacement program in which residents would be responsible
for 100% of costs, and a reduction in which the City and residents would share the costs
50%-50%.
On May 25, 2010, the Finance Committee recommended to eliminate 1.0 FTE
Supervising Project Engineer of $161,525 (4-0). This recommended reduction was
included on the “list of alternative” reductions and not included in the proposed budget.
On May 25, 2010, the Finance Committee placed in the parking lot the elimination of 1.0
FTE Traffic Control Maintainer II of $89,421. This recommended reduction was
included on the “list of alternative” reductions and not included in the proposed budget.
118
17
On May 25, 2010, the Finance Committee recommended tentative approval of the
remainder of the Fiscal Year 2011 Public Works Department budget (4-0).
Enterprise Funds
Per the Finance Committee’s direction, 1.0 FTE Senior Auditor has been added to
the proposed budget. This position will be dedicated to issues related to the
Utilities Department. Funding for this position will be shared by the Electric,
Fiber Optics, Gas, Water, and Wastewater Collection Funds.
Electric Fund
Increase utilities administration charges by $68,011 for addition of 1.0 FTE
Senior Auditor in the City Auditor’s Office
Motion:
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 Electric Fund operating and capital budgets (4-0).
Fiber Optics Fund
In response to a Finance Committee request for information regarding a transfer
from the Fiber Optics Fund to the General Fund, the City Attorney believes that a
reasonable, limited transfer of about five percent of annual fiber optics revenue is
permitted under current law. It may be surmised that such a transfer could
amount to approximately $150,000.
Increase utilities administration charges by $4,379 for addition of 1.0 FTE Senior
Auditor in the City Auditor’s Office
Motions:
On May 25, 2010, the Finance Committee recommended tentative approval of Fiscal
Years 2011 Fiber Optics Fund operating and capital budgets (4-0).
On May 25, 2010, the Finance Committee recommended approval of a resolution
amending various fiber optic rate schedules to effect a fiber optics rate increase of 2.6%
based on the change in annual local CPI (4-0).
Gas Fund
Increase utilities administration charges by $34,254 for addition of 1.0 FTE
Senior Auditor in the City Auditor’s Office
Motion:
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Years 2011 Gas Fund operating and capital budgets (4-0).
119
18
Wastewater Collection Fund
Increase utilities administration charges by $18,520 for addition of 1.0 FTE
Senior Auditor in the City Auditor’s Office
Motion:
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Years 2011 Wastewater Fund operating and capital budgets (4-0).
Water Fund
Increase utilities administration charges by $30,951 for addition of 1.0 FTE
Senior Auditor in the City Auditor’s Office
Motion:
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Years 2011 Water Fund operating and capital budgets (4-0).
Refuse Fund
Motion:
On May 27, 2010, the Finance Committee voted to continue the discussion of Fiscal Year
2011 Refuse Fund operating and capital budgets (4-0). Staff will return with a proposal
for a rate increase for the Committee’s consideration.
Options for rate increases are presented for the Finance Committee’s
consideration as a separate agenda item (CMR 281:10). It is anticipated that a
final decision on rate increases will be proposed early in Fiscal Year 2011, and
the budget will be amended at that time.
Wastewater Treatment Fund
Motion:
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 Wastewater Treatment Fund operating and capital budgets (4-0).
Storm Drainage Fund
Motions:
On April 6, 2010, the Finance Committee recommended approval of a resolution
amending storm and surface water drainage rate schedules to effect a storm drainage
rate increase of 2.6% based on the change in annual local CPI (4-0).
On May 27, 2010, the Finance Committee recommended tentative approval of Fiscal
Year 2011 Storm Drainage Fund operating and capital budgets (4-0).
Internal Services Funds
Vehicle Replacement and Maintenance Fund
120
19
Motions:
On May 27, 2010, the Finance Committee recommended to not approve staff’s
recommended “at places” addition of CIP VR-11002 RFID Reader at MSC and Civic
Center of $50,000 (4-0).
On May 27, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Vehicle Replacement and Maintenance operating and capital budgets (4-0).
Technology Fund
Motions:
On May 18, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Technology Fund operating and capital budgets (4-0).
Printing and Mailing Fund
Motions:
On May 18, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Printing and Mailing Fund budget (4-0).
General Benefits and Insurance Fund
Motions:
On May 27, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 General Benefits and Insurance Fund budget (4-0).
Retiree Health Benefits Fund
Motions:
On May 27, 2010, the Finance Committee recommended tentative approval of the Fiscal
Year 2011 Retiree Health Benefits Fund (4-0).
Infrastructure/Capital Fund CIP
Motions:
On May 25, 2010, the Finance Committee recommended that the City Council approve
the proposed General Fund Capital Improvement Program Budget (4-0).
On May 25, 2010 Staff presented to the Finance Committee additional CIP
Project CC-11000 Cubberley Gym Activity Room for $65,000. The Finance
Committee approved the addition.
Finance Committee requested a six-month check-in on projects with lower
construction bids and list of likely projects by which potential savings can be used
to fund these projects
Finance Committee recommended another graphic presentation of funding
sources for the projects. Staff responded that additional chart can be included in
the adopted budget document.
121
20
The above motion will result in the following budget changes:
Drawdown from the Infrastructure Stabilization Reserve of $65,000
On May 25, 2010, the Finance Committee was split in deciding between a reduction of
the sidewalk repair and replacement program in which residents would be responsible
for 100% of costs, and a reduction in which the City and residents would share the costs
50%-50%.
Three options were presented for the Finance Committee’s consideration:
o The first option would maintain the “status quo” sidewalk program as
performed in prior fiscal years. The City performs 100% of the work with
no cost shift to residents. The budgetary impact of this option would be
$597,740 and would include adding back in to the budget a $500,000 CIP
project and one Engineering Tech III position at a cost of $97,740.
o The second option would transfer 100% of the responsibility for sidewalk
repair and replacement to the homeowner. Under this option, the City
would perform 100% of the work and bill the homeowner for the full cost
of sidewalk repair and replacement. The budgetary impact of this option
would be $0 and would include adding back into the budget a $500,000
CIP project, one Engineering Tech III position at a cost of $97,740 and
creation of a revenue estimate in the amount of $597,740 for sidewalk
replacement/repair reimbursement revenue.
o The third option would transfer 50% of the responsibility for sidewalk
repair and replacement to the homeowner. Under this option the City
would perform 100% of the work and bill the homeowner for 50% of the
full cost of sidewalk repair and replacement. The budgetary impact of this
option would be $298,970 and would include adding back into the budget
a $500,000 CIP project, one Engineering Tech III position at a cost of
$97,740 and creation of a revenue estimate for the sidewalk
replacement/repair reimbursement revenue in the amount of 50% of the
full project cost or $298,970.
Under all three options, the City would retain 100% of the legal liability for sidewalk
maintenance and repair.
Municipal Fee Schedule
The Finance Committee will consider the Municipal Fee Schedule on June 14, 2010.
Contracts Greater Than $85,000
The Finance Committee will consider the Contract Scopes of Consultant Services
Agreements Greater than $85,000 on June 14, 2010.
122
21
Staff-Recommended Changes to the City Manager’s Proposed Budget
The items listed below are a summary of “at places” items that result in a financial
change and other proposed changes included within the budget wrap-up memo.
General Fund
Per the City’s personnel rules and SEIU’s labor agreement, laid off SEIU and
management employees receive one month of severance pay at the time of separation
from service with the City. After all retirement applications were processed and bumping
rights exercised, a total of 19 employees will ultimately be laid off. This total is net of
the position changes summarized and discussed below. The total amount of the payoffs to
be paid to the 19 laid-off employees is estimated at $365,000. Of this amount, an
estimated $204,000 will be paid off to employees separating from service with the City
on June 30. An additional $161,000 appropriation is required for the FY 2011 Proposed
Budget to account for the estimated payoffs to laid-off employees in the Community
Services department and the Public Works department that are separating from service
with the City during the first quarter of FY 2011.
Infrastructure/CIP
General Fund infrastructure backlog in pages 292 is amended to include Public
Safety Building for $60,000,000 (Attachment 2). The change has no cost impact
in the FY 2011 budget. With this change, the total infrastructure backlog is
$510,000,000. The infrastructure backlog schedule is statistical data maintained
by staff to monitor the City’s progress in updating the infrastructure backlog.
Community Services Department
Staff is implementing changes in the salary and benefits reduction calculation.
The FY 2011 Proposed Budget assumes three month salary and benefits usage for
administrative position elimination transition. The attached calculation assumes
the department will realize the full-year savings for the identified eliminated
positions. The impact of the change is savings to the General Fund of $274,000.
Staff is recommending an additional appropriation of $140,000 be added to
salaries for payment of severance pay to laid off employees. Per the City’s
personnel rules and SEIU’s labor agreement, laid off employees receive one
month of severance pay at the time of separation from service with the City.
Public Works
Staff is recommending an additional appropriation of $21,000 be added to salaries
for payment of severance pay to laid off employees. Per the City’s personnel rules
and SEIU’s labor agreement, laid off employees receive one month of severance
pay at the time of separation from service with the City.
123
22
Human Resources
An existing contract in the amount of $68,000 with the City’s labor negotiation
consultant was not included in the proposed budget. This item was presented to
the Finance Committee on May 11, 2010 at places.
Debt Service
Library Bonds
In June 2010, the City sold $55,300,000 of 2010 General Obligation Library
Bonds to construct a new, energy efficient, environmentally friendly Mitchell
Park Library and Community Center, to renovate and expand the Main Library,
and renovate the Downtown Library. Annual debt service for FY 2011 is
$1,472,000 and will be paid by an ad valorem property tax levy assessed against
property owners. The property tax assessment will result in $3,491,539 in
property tax revenue to fund debt service payments.
Enterprise Funds
Changes to the proposed budget include the removal of 1.0 FTE Customer
Service Representative of $94,348, and 1.0 FTE Customer Service Specialist of
$103,768. The cost of these positions had been distributed among the Electric,
Gas, Water, and Wastewater Collection Funds. In lieu of these two permanent
positions, $134,657 has been shifted to temporary salaries.
Electric Fund
The change to the Calaveras Reserve has been updated to reflect a draw of
$4,108,000 in accordance with the annual stranded cost calculation. The
projected FY 2011 ending balance of the Calaveras Reserve is $55,757,000.
Correspondingly, the change to the Electric Supply Rate Stabilization Reserve
(RSR) has been updated to reflect a draw of $2,881,000. The ending Electric
Supply RSR is projected to be $33,387,000, which is within the revised guideline
range of $32,016,000 to $64,031,000.
Decrease salaries and benefits expense by $23,587 for removal of request to add
0.25 FTE Customer Service Representative
Decrease salaries and benefits expense by $25,942 for removal of request to add
0.25 FTE Customer Service Specialist
Increase temporary salaries and related medical stipend by $10,658 for customer
service and support
Gas Fund
Decrease salaries and benefits expense by $23,587 for removal of request to add
0.25 FTE Customer Service Representative
Decrease salaries and benefits expense by $25,942 for removal of request to add
0.25 FTE Customer Service Specialist
124
23
Increase temporary salaries and related medical stipend by $46,787 for customer
service and support
The projected FY 2011 beginning balance of the Gas Supply RSR has been
updated to $7,901,000
Fiber Optics Fund
Decrease temporary salaries and related medical stipend by $4,575 and
redistribute to other Utilities Funds for customer service and support
Water Fund
The draw on the Water Fund reserves for CIP projects included in the Proposed
Operating Budget did not match the total proposed CIP program expenditures for
the Water Fund in error. The draw on the Water Fund reserves should be
increased $67,000 to correct the amount of the draw included in the proposed
operating budget document (See page 154 in the Proposed Operating Budget and
page 33 in the Proposed Capital Budget). The change in the Water Fund draw on
reserves will change the draw from $8,781,000 to $8,848,000 and will result in an
additional draw on the Water Fund Reserve of $67,000.
Decrease salaries and benefits expense by $23,587 for removal of request to add
0.25 FTE Customer Service Representative
Decrease salaries and benefits expense by $25,942 for removal of request to add
0.25 FTE Customer Service Specialist
Increase temporary salaries and related medical stipend by $26,435 for customer
service and support
The projected FY 2011 beginning balance of the Water Rate Stabilization Reserve
has been updated to $14,191,000
Wastewater Collection Fund
Decrease salaries and benefits expense by $23,587 for removal of request to add
0.25 FTE Customer Service Representative
Decrease salaries and benefits expense by $25,942 for removal of request to add
0.25 FTE Customer Service Specialist
Increase temporary salaries and related medical stipend by $50,836 for customer
service and support
Refuse Fund
Options for rate increases are presented for the Finance Committee’s
consideration as a separate agenda item (CMR 281:10). It is anticipated that a
final decision on rate increases will be proposed early in Fiscal Year 2011, and
the budget will be amended at that time.
Internal Services Funds
Vehicle Replacement and Maintenance Fund
125
24
CIP VR-11000 Scheduled Vehicle and Equipment Replacements of $3,193,500
has been removed. An evaluation of the vehicle fleet will be made during FY
2011, and this CIP will be adjusted and reinstated accordingly.
Technology Fund
TE-11005 - Change in the name of the project from “Implementation of New
Utility Rates” to “Implementation of Restructure Tiered Rates on Bills”. Changes
are also made on the project description and supplementary information on the
CIP page of the project. See Attachment 1 for details of the changes. These
changes have no financial impact on the Proposed FY 2011 budget. This
technology project is managed by the Utilities Department.
The draw on the Technology Fund reserves for CIP projects included in the
Proposed Operating Budget did not match the total proposed CIP program
expenditures for the Technology Fund in error. The draw on the Technology Fund
reserves should be increased $84,000 to correct the amount of the draw included
in the proposed operating budget document (See page 254 in the Proposed
Operating Budget and page 21 in the Proposed Capital Budget). The change in the
Technology Fund draw on reserves will change the draw from $3,433,000 to
$3,517,000 and will result in an additional draw on the Technology Fund Reserve
of $84,000.
Printing and Mailing Fund
Reinstate the temporary hourly Print Shop Assistant position and reclass the
Mailing Services Specialist position to Offset Equipment Operator. These
changes will allow for proper coverage to meet the required operational demands
of departments’ and Council’s operations. There will be no financial impact on
the FY 2011 proposed budget. The funding for these changes is provided from
non-salary reductions of $35,400 in the FY 2011 proposed budget.
Staffing
Table of Organization
126
25
The following title changes will be incorporated into the City’s Table of
Organization and have no budgetary impact:
New Job Title Old Job Title
Communications Manager Public Communications Manager
Community Service Manager Supervisor Parks
Deputy Fire Chief Deputy Fire Chief-EMT
Hearing Officer Parking Examiner
Legal Services Administrator Legal Administrator
Library Services Manager Supervising Librarian
Senior Human Resources Administrator Administrator, Human Resources
Management Analyst Administrator, Public Works
Performance Auditor Auditor
Senior Electrical Engineer Senior Electric Project Engineer
Senior Management Analyst Senior Administrator
Senior Performance Auditor Senior Auditor
Accountant Staff Accountant
Community Services Senior Program Mgr Supervisor Junior Museum
Community Services Superintendent Supervisor Golf Course
Utilities Supervisor Supervisor Electric Systems
Deputy Director Technical Services Div Coordinator Police Technical Services
Senior Resources Planner Senior Resource Originator
Open Space and Parks Division Manager job classification will receive a 3.5
percent salary increase to correct the cost of living adjustment (COLA) increase
that was given in FY 2008. The budgetary impact of this increase is $6,700 and
will be adjusted in the FY 2011 midyear budget.
The Table of Organization will be corrected to reflect the elimination of 1.0 FTE
Administrative Associate I instead of the elimination of 1.0 FTE Administrative
Associate III which was originally included in the proposed budget. This change
resides within the Capital Fund under the purview of the Public Works
department.
Related Memos
Memos distributed “at-places”:
May 6
- Updated Proposed Budget Balancing Recommendations for Fiscal Year 2011
General Fund, pages xvii and xviii of the FY 2011 Proposed Budget document
- Revised Department Summary, Inputs, and Resource Level Changes, pages 97
to 100 for the Human Resources Department
May 11
- Community Services Department Fiscal Year 2011 Proposed Budget
Balancing Strategy
127
26
- Remove the 2 FTE Supervisor Recreation Programs to Senior Supervisor
Recreation Programs reclassification.
- Community Services Department Change in Salary and Benefits Reduction
Calculation
- Parks and Recreation Commission Special Meeting Preview Budget Proposal
/ Reductions FY 2011, April 22, 2010 meeting at Cubberley.
- Human Resources Department Fiscal Year 2011 Proposed Budget Balancing
Strategy
- Planning and Community Environment Department Fiscal Year 2011
Proposed Budget Balancing Strategy
- City Attorney’s Office Fiscal Year 2011 Proposed Budget Balancing Strategy
- Revised Department Summary, Inputs, and Resource Level Changes, pages 33
to 36, and Organizational Charge, page 30 for the City Attorney’s Office
- Change in Technology Fund Allocated Charges schedule
May 18
- General Fund Salary and Benefits summary by department
- Police Department Fiscal Year 2011 Proposed Budget Balancing Strategy
- Fire Department Fiscal Year 2011 Proposed Budget Balancing Strategy
- Administrative Services Department Fiscal Year 2011 Proposed Budget
Balancing Strategy
- Information Technology Internal Service Fund Fiscal Year 2011 Proposed
Budget Balancing Strategy
- Change in Technology Fund Allocated Charges for all General Fund
Departments
- Printing and Mailing Internal Service Fund Fiscal Year 2011 Proposed Budget
Balancing Strategy
May 25
- Summary of staff responses to the questions posed by the Finance Committee
during the public budget hearing of the Community Services Department on
May 11, 2010 regarding the Children’s Theatre
- Amended data on the cost recovery rates of various arts and recreation
programs of the Community Services Department
- Golf Course Financial Summary for FY 2011 with comparative figures for FY
2009 and FY 2010
- Public Works General Fund Fiscal Year 2011 proposed Budget Balancing
Strategy
- Review of Other Cities’ Sidewalk Replacement Programs
- A Letter from the Planning and Transportation Commission regarding the
Capital Improvement Plan (CIP) FY 2011-2015
- Minutes of meeting of the Planning and Transportation Commission (PTC) on
November 4, 2009, February 24, 2010 and May 12, 2010 (draft)
- CIP Page of Project CC-11000 – Cubberley Gym Activity Room
- Utilities Department Fiscal Year 2011 Proposed Budget Department
Highlights
128
27
- Annual Calaveras Reserve Stranded Cost Calculation memorandum from the
Utilities Department to the Utilities Advisory Commission
- Finance Committee Recommendation to Approve Proposed Changes to the
Electric Fund’s Calaveras Reserve Guidelines (CMR 275:09)
- Revised Enterprise Fund Reserves, pages 155 to 156 of the FY 2011 Proposed
Budget document
May 27
- CIP Page of Project VR-11002 – Installation of RFID Reader at MSC and
Civic Center
- Utilities Department Fiscal Year 2011 Proposed Budget Department
Highlights
June 14
- Wrap-up Memo and Attachments (see below for list of attachments)
City Manager’s Reports
April 6 - CMR: 182:10, Storm Drainage Fund rate increase
May 3 - CMR: 235:10, Proposed Fiscal Year 2011 CDBG Funding Allocations
May 25 - CMR: 237:10, Fiber Optic Fund rate increase
June 14 - CMR: 262:10, Proposed Amendments to the Fiscal Year 2011
Municipal Fee Schedule
- CMR: 258:10, Contract Scopes of Consultant Services Agreements
Greater than $85,000
Attachments:
Attachment 1: Implementation of Restructured Tiered Rates on
Bills (TE-1105)
Attachment 2: Infrastructure Future Needs – Backlog Schedule
Attachment 3: Library Alternatives to Monday Closure of All
Library Branches
Attachment 4: Correspondence (including emails) from citizens
and/or other interested parties regarding various
Fiscal Year 2011 Budget reduction proposals, and
notes from Community Outreach meetings
Attachment 5: Memorandum from City Attorney’s Office, dated
June 9, 2010
129
NEW
Description: This is a software modification project for the SAP-I5\J
customer Information and billing system, The project will require
significant programming to upgrade the SAP billing system and Pitney
Bowes bill print software allowing for new rate structures and time
differentiated pricing, This will also require a new system module,
Energy Data Management, to store time specific data, It "ilia!;" !'l1",lde
the lewest possible tl'aASaEtisA fee5Ief-tl;e.Qty'5-er€flit~ca,e p,sEe .. i,,!!
Gf Utilities payments. See Supplemental Information for more
information,
Justification: In support ofthe City's Climate Protection Goals the utility
will be proposing new rate structures that provide price incentives for
customers to conserve resources. Current rate structures for electriCt gas!
and water utilities have a limited or no tier pricing structure with
relatively small differentials in pricing, New rate structures will be
evaluated to determine if additional tiering and Increased price
differentials between the tiers will Incent the reduction of usage.
Supplemental Information: The City's EH,renWtllltJes.payment
pr:ocess-allow , for indMdll.1 c<edlt cal'd transactions eacn.mol'ltb.
Stan<laro ,roo it card t<ansa'tiG".we&, wlthQut the re;;w:r:In!J lIayment
optiGn, are "iE.d on • p@",.RtaS9 ~tfll+lSaGtiGn amGunt plus a f3er
t,aflsaction 'fee, Customers are Eu,renti)l-Uflilble to have their bills.
a_ati,ally ~aicl on a monthly, reEwrring, basis, Ifthe "IC'lrring
payment option is added, the fee is sliIf'lclardlzed at SQ,7' pel'-
transaction Based-OlLas51 'ming 20% aftbe! JtlJltlps Clistomers electing
to ray their Utilities bill by creglt card on a recurring (automatically
chargeg) ~he ,ecurrlng <r"<lit~ptiGlHan .a'/e approximately
$500,000 per¥ea r in ctedlt card tr~n5actlon fees
$100,000 has been budgeted In FY 20 11 for project scope, $1,000,000
has been budgeted In FY 2012 in anticipation of proJect implementation
which will include software enhancements, new hardware, and
consulting costs, This funding will be reevaluated upon completion of
the project scope
City of Palo Alto
Attachment 1
CIP •
-New
• Project Status: Design
• Timeline: FY 2011-2013
• Overall Project Completion: 0%
• Percent Spent: 0.00%
• Managing Department: Utilities
• Comprehensive Plan: Supports Goal N-4 and
N-9
• Environmental: Not a project under CEQA,
• Design Elements: None
• Operating: None
• Telecommunications: None
Capital Budget FY 2011
130
Source of Funds:
(tf~ City of Palo Alto
CIP •
Technology Fund with the following reimbursements: Electric Fund($516,040); Fiber Optics
Fund($l OB); Gas Fund($232,656); Refuse Fund($12S,B33); Storm Drainage Fund($26,B97);
Wastewater Collection Fund($67,725); Water Fund($130,741)
Capital Budget FY 2011
131
Attachment 2
Other Malor Infrastructure Projects
MSC Building Replacement
Fire Station 3
Fire Station 4
Animal Shelter
Junior Museum
Lytton Plaza
Charleston Arastradero Corridor
Civic Center Plaza Deck
Bxybee Park Phase II
Los Altos Treatment Plant Clean-up & Preparation2
San Antonio Road Median & Roadway Improvements Phase II
Roth Building Restrooms
Public Safety Building3
1 2008 Dollars
'Thls is the general fund portion only
3 Th!S project was added In fY 2011
Notes:
Prolect Cost'
$93,000.000
$6,700,000
$7.500,000
$6.350,000
$735,000
$350,000
$10,000,000
$16,000,000
$3,625,000
$2,040,000
$1,500,000
$250,000
$60,000,000
$208,050,000
• Library Bond to be on ballot In November 2008. If bond does not pass, major renovations ara
expected at Mitchell Park Library & Community Canter, Downtown & Main Libraries. The
renovations cost are not shown in the Infrastructure backlog .
• This list does not include future new Infrastructure such as an intermodaltranslt center, Callrain
grade separallons for pedestrians, elc.
Source: CMR:167:08 Page 292
132
Attachment 3
DATE: June 14, 2010
TO: Finance Committee
,FROM: Diane Jennings, Library Director
City of Palo Alto
Library Department
Memorandum
SUBJECT: Alternatives to Monday Closure of All Library Branches
The City Manager's Fiscal Year 2011 Proposed Budget included a recommendation to close all
libraries on Mondays to achieve a savings of $185,055, During the review on May 6, 2010 of the
Library Department's proposed FY2011 budget, the Finance Committee asked staff to prepare
altematives to this recommendation to maintain some Monday service hours,
Library staff examined a number of alternatives and developed three options that provide a
range of service hours and budget savings, While the service impacts vary by option, the
guiding principle used to develop the alternatives was to minimize the impact to the public,
These three options assume the other budget recommend,ations regarding hours approved by
the Finance Committee on May 6 are in effect -
• Reopen College Terrace in FY2011 after completion of its renovation
• Close Main & Mitchell Park at 8 pm, instead of 9 pm, Tuesday-Thursday
• Close all libraries on the Sundays before Monday City holidays (5 per year)
OPTION 1
Open Main, Mitchell Park, and Children's at 12 pm instead of 10 am on Monday; close College
Terrace on Monday
Service Impacts: This option would maintain after school support at the three principal
libraries, Customers who prefer to visit the library during the morning would be affected by
the delayed opening, College Terrace would be open 4, instead of 5, days per week.
Budget Savings: $78,384
OPTION 2
Open Main and Mitchell Park at 12 pm instead of 10 am on Monday; close Children'S and
College Terrace on Monday
Service Impacts: This would reduce service to children who use Children's. Customers who
prefer to visit the library during the morning would be affected by the delayed opening.
College Terrace would be open 4, instead of 5, days per week.
Budget Savings: $91,993
OPTION 3
Close Main and College Terrace on Monday; close Mitchell Park and Children's on Friday
Seryice Impacts: This option has the greatest impact on users of all ages and needs. Some
libraries are open every day, but the SChedule could be confusing for some customers,
Labor Impacts: Will require discussion with SEIU regarding change to standard work week
as this schedule would not provide two days off in a row for all staff.
Budget Savings: $164,548
1
133
The weekly schedule in FY2010, prior to the closing of the Downtown Library for renovation, and
the schedules for each of the three options for FY2011 are as follows:
FY2010· Current
211 hourslweek (does not include hours for Colle~ e Terrace'
t-#brary I Man I Tues Wed Thurs Frl Sat ' Sun
Main 11Oam-90m : lOam-80m 10a'm-gom 12·90m 10am-Bom lOam-Born 1-5pm
f"';:;MC;itc"'hC::e'I'C'1 "p-"a~r:Lk::~!t-·7.1D",a","m,-:-9~pm I 10am-9pm 10am-gpm 12-9pm1 Dam-apm 10am-Bpm 1-5pm
i Children's 10am-6om I 10am-Bom 10am-Bpm 12-6pm 10am-Bom 10am-Bpm 1-5pm
f-;<c':'iolT.'le=.g, e~T e=r::ra:::ce::-t·'C""lo=s=e':id7fo=.r':re~n'c:oC:':viiiiiOn since mid-July, Had .been open 35 hours per week ,'ij FY2009,
,-",-D",ow",n~to",w",n,--_--,-,C",lo",s",e:::d_---,Ic.:.l.()am-6pm I 10am-6om I 12-7pm 110am-8om I 10am-Bpm I Closed
FY2011· Option 1
Total Hrs, J
62 per",.!'.:-i
62 pefwk, :
48per~
I 39 perwk,
190 hours/week (does not include hours for Downtown) -10% reduction from FY2010
II/brarv Man Tues Wed Thurs Fri .. Sat Sun I Total firs:!
I Main 12-8pm 10am-8pm lOam-80m 12-8pm 10am-8pm 10am-8pm l-Spm J 56 perwk, J
(Mitchell Park 12-8pm lOam-80m 10am-8pm 12-8pm 10am-6pm 10am-8pm _ l-Spm '56 perwk,'i
U::hildreo's 12-6om 10am-Som 10am-6om 12-6om '10am-50m 10am-50m l-Som 146 oerwk, .
L20llege Terrace .Closed lOam-80m 10am-6rm Closed 110am-8pm 10am-8pm Closed I 32 perwkj
, Downtown Will be closed for renovation all of FY2011 ,
FY2011· Option 2
184 hours/week (does not include hours for Downtown) -13% reduction from FY2010
I LIbrary Man Tues Wed Thurs Fr' Sat Sun Total Hrs. I
• Main 12·8pm .. 10am-8em '".1 Oam-8pm 12-8pm 10am-8pm 10am-8pm 1-Spm 56 per wk. :
i Mitchell Park 12-8om lOam-80m .10am-8em 12-Som 10am·8om 10am-8om 1-50rn 56.oerwk, I
L?hildren's Closed 10am-6pm 10am-6om ' 12-6pm 10am-5pm 10am-50m 1-50m 40 perwk, !
, ColleQe Terrace Closed 10am-6r m 10am-6pm I Closed 10am-6pm 10am-6pm Closed 32 per wk.
LPowntown-~" Will be closed for renovati()n all of FY2011, I
FY2011· Option 3
171 hours/week (does not include hours for Downtown) -19% reduction from FY2010
Library Man Tues Wed I TllufS Frl Sat Sun Total Hrs, I ....
I Main closed 10am:8pm 10am-8pm I 12-8pm 10am-6em 10am-6pm 1::;p.!Tl. 48 oerwk. I
, Mitchell Park 10-8om 10am-Bp.l11_ 10am-8pm li2-8om ... Closed 10am-8om 1-50m 50oerwk.
Children's la-6om 10am-8pm 10am-8pm I, 12~6p"!... .. Closed TOam·5pm 1-5pm 41 PElf wk, i f-3C'''~~''-'''' Closed"'-. 10am-6om 10am·6pm Closed Collece Terrace 10am-6om I Closed 10am-6pm 32 perwk, ,
Jl()wntown Will be "lased for renovation all of FY2011. .. _ ... _~_::J
2
134
Correspondence from Citizens
and/or Other Interested Parties
Regarding FY 2011 Proposed
Budget Reductions
To see these pages on the City Website,
follow the link below:
http://www.cityofpaloalto.org/depts/asd/
budget.asp
Attachment 4
135
THE HONORABLE CITY COUNCIL
Palo Alto, California
Attention: Finance Committee
Attachment 5
FROM CITY ATIORNEY
Finance Committee: June 14, 20 10
June 8, 2010
RE: City Attorney's Office "Parking Lot" Proposal to Cut One Secretary Position
Dear Members of the Council:
In a 2-2 vote on May II the Finance Committee placed elimination ofa Senior Legal Secretary
position from the City Attorney's Office in the "parking lot" with the understanding that the City
Attorney would return with justification for maintaining the position. Our legal secretaries are vital to
the Office of the City Attorney's mission and to the City and we believe the Finance Committee should
not eliminate this position for the reasons explained in this letter.
Current Department Proposal Exceedsneguested Reduction: The City Manager requested
the City Attorney's Office reduce its budget by 7% or $181,000 to assist the City in eliminating the FY
2011 structural deficit. The City Attorney's Office submitted reductions of $326,956.00 or 12.5%.
These are structural reductions and unlike some department proposals, these are not one time
reductions. These are real cuts to the City Attorney's Office budget and to the General Fund. They are
among the highest percentage cuts of all City departments.
Generally, the Finance Committee has considered elimination of only those positions identified
by departments. No other department has been requested to cut a speeific department position. The
City Attorney's Office was presented with a percentage cut amount and told to utilize their
professional judgment in developing a budget. The City Manager and Administrative Services
Director requested additional cuts during the budget development process, which the Office made.
The reductions proposed by the City Attorney's Office are supported by the City Manager and the
Director of Administrative Services and reflect their knowledge of the needs of the organization. lbe
City Manager and the Director of Administrative Services did not request reduction in staffing in the
City Attorney's Office.
Comparison to Other Cities & City Departments: The number of legal secretaries within
the Office of the City Attorney is similar to that of other City Attorney's offices in surrounding cities.
We surveyed the same cities as last year and Palo Alto's 2 to I (attorney to legal secretary) ratio is still
the nonn for City Attorney offices in the Bay Area.
090311 3d! 01 11449 136
TIIE HONORABLE CITY COUNCIL
June 8,2010
Page 2
RE: City Attorney's Office "Parking Lot" Proposal to Cut One Secretary Position
Ratio of Attorneys to Legal Secretary
<R~dwood Sanl!!'
HayWard
"{jan Palo Wainul Mo'llsn MOllrllaln· 'cItY .' >Maleo crilej(. . ~, iJ'vermore
1
, SUnnyvale Cia .. Ano .Bar1<&ley Hili Fremom .
to 1 2to 1 2 to 1 2 to 1 2101 2to 1 2 to 1 2101 2 to 1 2.2 to 1 2.25 to 1 2.5 to 1
Larger attorney/secretary ratios of 3 to 1 or 4 to J were typically found to exist only in larger agencies
where additional support staffis dedicated to answer phones, file, etc. (Oakland 2.85 to 1; San Jose
2.9 to 1).
Similatly, while it is true that private law firms often have a 3 to 1 ratio for attomeys to legal
secretaries, the two arenas are not comparable. Private law firms have file clerks and dedicated
receptionists, while legal secretaries in City Attorney's Offices perform those tasks in addition to their
other duties. A true comparison should be based upon similar work completed in a similar fashion.
Private law firms simply do not function in the same fashion as public agency offices, which respond
to the varied needs of 1,056 on site employees and more than 60,000 residents.
Finally,.due to the small office, it is also necessary to have 3 legal secretaries to provide for
adequate coverage in the event someone is out ill or on vacation. This support staffing level is similar
to that found throughout the City in departments of a similar size. Due to the legal and confidential
nature of the work, the City Attorney's Office does not use temporary staff when someone is out of the
office. The work is divided between the remaining support staff.
Sophisticated Level of Duties: To use the term "secretary" to describe our legal secretaries is
misleading as a substantial part of the work is not clerical. All legal secretaries possess a minimum of
7 years legal experience. All legal secretaries perform advanced level para-professional and highly
technical administrative support duties. Their duties more closely match those of a paralegal or Legal
Assistant. However, their titles remains "secretary" instead of Legal Assistant so as not to run afoul of
Business & Professions Code Section § 6450, which requires certification and mandatory continuing
education to use the title of "Legal Assistant." These legal secretaries are members of the
Management & Professional Group defined as "confidential." They are trusted with the most
confidential information in the City. They all work on sensitive information related to labor
negotiations, disciplines, claims, litigation, etc.
Our legal secretaries arc also required to possess a strong knowledge of the Code of Civil
Procedure and Rules of Court. All legal secretaries assist in filing documents in State and Federal
Court. Their duties include researching legal information from readily available sources, assembling
data, preparing and transmitting documents, and providing technical or procedural information in
response to inquiries.
In addition to preparing initial drafts of Resolutions, Ordinances and some contracts, they
review final CMR's and attachments for incorporation of attorney comments. 1bey also work with
departments to prepare the initial draft of Certificates of Compliance, Subdivision Agreements, Dark
Fiber Licensing Agreements, Below Market Rate agreements. 'Ibey are the first line of support within
the Attorney's office. Our legal secretaries finalize all correspondence, memoranda and reports
09fl311 sdl OlllQQ9
137
THE HONORABLE CITY COUNCIL
June 8, 20!O
Page 3
RE: City Attorney's Office "Parking Lot" Proposal to Cut One Secretary Position
applying knowledge of correct processes. They review finished materials for completeness, accuracy,
fonnat, and compliance with policies and procedures.
Legal secretaries prepare initial drafts of routine pleadings. They finalize and process 'all
pleadings for litigation and appeals handled in-house, prepare draft responses to Pitchess motions and
subpoenas including obtaining proper signatures, verification and arrange for filing of legal briefs and
other paperwork with the court both electronically or via messenger. Our legal secretaries assist with
maintenance of data relating to litigation and claims matters. The infonnation is used for the City's
liability loss runs and to create the first draft of the semi annual litigation status reports. Every lawsuit
is also entered into a database and tracked by a secretary.
The legal secretaries are responsible for calendaring of all deadlines and court hearings,
including those for Municipal Code violations (55 matters in 2009 and 66 handled in 2008), Pitchess
Motions, public records requests and subpoenas for the attorneys. They routinely prepare draft Recall
of Warrant and Dismissals for the City'S Court Liaison. Our legal secretaries maintain attorney
calendars, schedule meetings, and maintain a tickler file. They maintain documentation which
sometimes only exists within our office. The legal secretaries also worked with the Purchasing
Department to crcate "Smart Documents" in order to automate the City's boilerplate contract forms
and the IFB process. Development of these form documents requires a high level of familiarity with
MSWord. They have assisted in training staff on contracts as well. '
Customer Service: Although they may appear to act as receptionistJor the City Attorney's
Office, the task at the front desk is more than one of greeting and taking phone messages. Not only do
they handle the basic calls but they assist callers with referrals to sources outside of city services
including the Santa Clara County Attorney Referral Service, the Courts or with claims. The legal
secretaries answer basic questions and refer legal issues to the appropriate attorney. On average, the
City Attorney's office receives 38 phone calls per day (I 73/week) with a high of 92 daily aod 295 calls
weekly. Callers are split equally between City staff and Palo Alto residents. Although this function is
not part of the Department's mission statement it is what our residents and staff have become
accustomed to. If one of the legal secretary positions is eliminated, our phones would need to go to
voice mail with call backs at a later time or referral to the City's main information line. Elimination of
a legal secretarial position would only limit the ability of the department to assist those callers, not
cause a decrease the number of phone calls to the City Attorney's Office.
Of even greater impact on the organization the loss of this position would create a delay in the
turnaround time of assignments flowing out of the attorney's office. The Office of the City Attorney
receives over 3,000 work requests per year. In addition to drafting agenda documents, each request is
logged in and tracked within the department to ensure timeliness with the public's business. Our legal
secretaries input and maintain information in a department database. They also work with City staff to
ensure that agenda items are ready for their scheduled Council, Board or Commission meeting. The
data maintained is used to create an automated bi-weekly status report of assignments for the City
Attorney to review.
09fi311 ,dJ OJ 11449
138
THE HONORABLE CITY COUNCIL
June 8, 2010
Page 4
RE: City Attorney's Office "Parking Lot" Proposal to Cut One Secretary Position
Cost Plan AllocationlRevenue Generation: Currently,. 95 FTE of one of the legal secretaries
is charged to the Enterprise funds through the cost plan allocation. Elimination of the senior legal
secretary .would reduce the cost plan charge to the Enterprise funds. Thus, only a portion of the
savings from eliminating the position would inure to the benefit of the General. Fund. The City
Attorney's Office processes Certificates of Compliance, a Subdivision Map Act document. The
processing is highly technical and requires substantial legal secretary assistance. The City Attorney's
Office generates approximately $10,000 pel' year in fecs from the processing of the Certificates of
Compliance. Elimination of this position would impair our ability to process the Cenificates and
greatly reduce this revenue.
If a legal secretarial position is eliminated, the work will not go away, it will only be delayed.
The impact on the department would be that the attorneys would need to do some of the tasks at a
much higher cost to the City. Departments would need training in order for some tasks to be assumed
by the departments. Some tasks would either go undone or take longer to be completed.
Since 2004, the Office of the City Attorney has made great strides to improve our turnaround
times and to not be the cause of delay for City departments. Where the City Attorney's Office was
once referred to as the ''black hole" because of the delays in turning around the work, we are now
running efficiently and to the satisfaction of those we serve. Last year's survey showed widespread
satisfaction with the performance of the City Attorney's Office. Elimination of this position would
impact our ability to timely meet the needs of our Council, staff and the residents.
City Attorney's Office Staff Previously Reduced by 21%: As was explained in our prior
staff report (attached) the City Attorney's OffIce, unlike any other City Department has already
reduced its headcount by 21% in the five years prior to this budget year, including a reduction in
attorney count from 7.5 to 6 FTE. The latest proposal to reduce another employee ignores the fiscal
prudence the City Attorney's Office has exercised in prior years. Essentially, the City Attorney's
Office is being penalized for making cuts in pdor years when it was notreq'uired to do so.
Summary ofOffi •• oflh. City Attor.ey ReOT •• iz.ti •• I.
FY02-l13 FY03~ FY04-O!i FY1l5006 V'Vn< ... W"';..; . FYOS..o9
City AU.rRey 1 1 1 1 I 1 J
LC2al Administrator 1 1 I J J I I
Sr. Asst. City Attorney 6.5 5.75 6.75 4.55 2.8 2 2
Assistant City Attorney 0 0 0 0 0 1 1
Sr. neputy City AUorney 0 0 0 2 2 2 2
Legal Secretary 3 3 3 2 2 2 2
Sccretary to City Attorney 0 0 0 I I I J
: Claims Investi •• lorlParal ••• 1 1 J 1 1 0.6 0.6 0.6
P"alegal 1 0 0 0 0 0 0
Total FTE 13.5 n.7S 12.75 12.55 10.4 IO.~ lUi
090311 ,dl 0111449
139
THE HONORABLE CITY COUNCIL
June 8, 2010
page 5·
RE: City Attorney) Office "Parking Lot" Proposal to Cut One Secretary Position
Other Proposed Cuts: Additionally, some of the Committee Members have asserted that a cut
to outside counsel contingency is not a true cut since should the need arise; the funding will need to be
made available. We respectfully disagree. We have made every effort to reduce outside counsel
costs where possible, including our recent effort to request hourly rate reductions. We continue to
monitor our outside counsel bills and closely monitor budgets and the work performed. The City
Attorney endeavors to stay within his budget and has only requested a Budget Amendment Ordinance
on two prior occasions (one in 2004 and one in 2005) since joining the City in 2004. The Committee
should trust that he will continue to avoid the necessity of a BAO as he has done in the past.
Elimination of a legal secretary will greatly impact the efficiency of botll the Department and
the organization. We strongly urge the Finance Committee to reconsider elimination of this position.
I recommend that the City Council approve our submittal as presented.
GMB:mb
Enclosure
cc: City CounCil Members
James Keene, City Manager
. Pamela W. Anti!, Assistant City Manager
Lalo Perez, Administrative Services Director
09Q311 sdl ·011l449
Respectfully submitted,
$~'~
~YM.BAUM
City Attorney
140
THE HONORABLE CITY COUNCIL
. Palo Alto, California
Attention: Finance Committee
FROM CITY ATIORNEY
Finance Committee: May 19.2009
May 14,2009
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
Dear Members of the Council:
In the course of this year's budget preparation, the City Manager asked the City
Attorney's Office to cut 2.5% of its overall budget in order to assist the City in balancing its
budget. In response, the City Attorney agreed and reduced the City Attorney's Of'fice budget by
$67,100. The reduction will come from outside counsei expense and will require additional
work to be performed in house and a mild reduction in service levels. This percentage reduction
meets or exceeds the cuts made by every other Council Appointed Officer (C.A.O.), Police or
Fire and compares favorably with other general fUBd department cuts.
Two members of the Finance Committce suggested that in addition to the 2.5% proposed
cut that one attorney and one support staff also be laid off in response to the City's fiscal
dif'ficuities. This would result in the layoff of two of the tenI members of the City Attorney's
Office or a 20% reduction in staff. No other department has been asked to cut 20% of present
staff. The additional dollar reduction would represent about 10% of the budget of the office and
bring the Office's total cuts to 12.5% of its overall budget. Again, no other department has been
directed to make budgetary reductions approaching double digits. The Office has already
eliminated three other positions since the arrival of the latest City Attorney. Prior position
reductions in the office totaled 21 %. With the prior and proposed cuts, the total reduction in
head count in the past Eve years would total more than five positions. For the reasons stated in
this report, the City Attorney recommends against these latest cuts.
Executive Summary:
The City Attorney recommends against the laying off of one legal secretary and one
attorney for the following reasons:
I The current total FTE for the City Attorney's Office is 10.6
090514 ,dt 0111)58
141
THE HONORABLE CITY COUNCIL
May 14,2009
Page 2
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
. Attorney's Office
1. In recent years the City Attorney's Office previously eliminated 1.5 attorney positions and 1.4
paralegals in order to "right size" the Office. These eliminations represent a 21 % reduction in
~~~ .
2. The City Attorney's Office has a similar level of attorney staffing to other cities based upon
comparison of general fund size (ratio of general fund dollars to attorneys).
3. The City Attorney's Office has a similar level of attorney sta1Img to other cities based upon
comparison of total employees (ratio of number of employees to attorneys).
4. The City AttorneY's Office has a similar number of attorneys in comparison to nearby similar
cities in the Bay Area. .
5. The number of assignments handled by the City Attorney's Office has tripled in the last five
years. The City is obtaining excellent results for every dollar spent.
6. Reduction in attorneys would likely lead to an increase in lawsuits due to the drop in
preventative law and result in an overall increase in dollars spent on legal costs.
7. Elimination of an attorney and one legal secretary staff would likely lead to an increase in
outside counsel costs th'lt would exceed the personnel cost savings. Outside counsel costs 100 •
200% more per hour than in·house legal talent.
8. The City Attorney's Office previously only had one job title for all attorneys other than the
City Attorney. The City Attorney introduced tiered job positions that has saved the City more
than $104,000 per year.
9. The City Attorney's Office currently handles many functions in-house that are commonly
contracted out by other cities.
10. The secretary to attorney ratio in the Palo Alto City Attorncy's Office matches or is close to
that of other cities.
Number of Attorneys:
In Fiscal Year 2001 -2002 the Palo Alto City Attorney's Office had 7.5 attorneys
including the City Attorney. In 2004 and 2005, the new City Attorney analyzed the office a.nd
ultimately decided, over time, to reduce the attorney count down to six attorneys. This was
based upon on analysis of workload and City needs.' It became apparent that the Utilities
Department had high outside counsel costs. Effectively one of the general fund attorneys was
shifted to work OIl Utilities matters. This resulted in a reduction in Utility Department outside
counsel costs.
090514Sd1 01l115&
142
TIIE HONORABLE CITY COUNCIL
May 14, 2009
Page 3
RE: ;'Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
The current structure consists of six attorneys, two of which work primarily for the
Utilities Department. The City of Palo Alto is unique in the State of California. It is the only
City with an Electric and Gas Utility, Water Utility and Storm Water Utility as well as a.
Wastewater Utility. Palo Alto combines these functions with all of our Utilities. In addition,
many cities do not have their own Police or Fire Departments. Some cities contract out or
consolidate one or both public safety functions with adjacent cities. Thus, Palo Alto is the
ultimate fuIl service city. Because the Utilities budget is separate from the general fund, it is
difficult to make precise comparisons between the City Attorney's Office in Palo Alto with other
cities that lack either the Utilities or the other functions that make Palo Alto a full serviee city.
Analysis of the City'S general fund services and the four-attorney head count supporting
those services shows that the Palo Alto City Attorney's Office compares favorably with other
cities: As mentioned at the Finance Committee meeting of May 5, 2009, one of the factors to
consider when determining attorney staffing for cities is the ratio of attorneys per $20 to $25
million of general fund expense. Utilizing this metric, the City of Palo Alto City Attorney's
Office compares well with other jurisdictions. The City Attorney's office surveyed nearby cities
and determined that Palo Alto falls within the higher end of this range -meaning that Palo Alto
has the same or fewer attorneys per dollar of general fund expenses than other cities.2
.\
,·~ttor.iws"j('·"··Flin"'Jj.iai!e(:,:~/;, c' ;J'erAtty ...... '
Oakland 40 $418,200,000 $ 10,455,000
Morgan Hill 2 $ 26,461,327 $ \3,230,664 t-::-.•
4.5 $ 80,881,240 $ 17,973,608 Livermore
: Berkeley 8 $ 147,681,742 $ 18460218
Hayward 6 $ 116,500,000 $ 19,416667 t-::-4.4 $ 88,200,000 $ 20045,454 Mountain View
San Jose 50.62 $ 1,160,988,879 $ 22,935,379 ---_. -
: Fremont 5 $ 134063,000 $ 26,812,600
Slin Mateo 3 $ 83,300,000 $ 27,766,666 .. -
Palo Alto 4 $ 141,170,000 $ 35292 sao
Santa. Clara' 4 $ 148,600,000 $ 37,150,000
Snnnyvale 4 $ 216491,798 $ 54,122,950 ._M .
. Redwood City 2 $ 138,685236 $ 69,324,618
, Even if the total number of Palo Alto attorneys of 6 were factored into this matrix, the result would be
$23,528,333, placing Palo Alto in the middle.
, All references to Santa Clara in this report are marked with an asterisk to denote that it provides some Utilities
services, however the in·house Utilities attorney is not included in these totals.
090514,dl 01111$8
143
THE HONORABLE CITY COUNCIL
May 14,2009
Page 4
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
Also a comparison of cities outside the area is informative:
'GenemlFurid' "'Ove~iI:Cl!iitftil:' .. ·:AdOrii~8··;:juiiltB~d 'et ..
Santa Mon~ic:!.a _-+ __ ~2:.::4:-::.5 __ +.::$-=.25::.:9:Ll:.:0:::9"",3743::.......-+~$~1 O",-,~57:.::5:.t:,8:..:9::.2 __ .:...----<
. Culver Ci 4.55 $ 85,577,084 $ 18,808,150
Further, a survey of nearby cities shows that the number of attorneys allocated to support
non-utilities legal work by Palo Alto is similar to that of surrounding agencies. Palo Alto falls
into the mid-range for comparable cities.
Current Attorneys and Their Work:
The current City Attorney's Offiee attorney roster includes: Senior Assistant City
Attorney Cara Silver, Senior Assistant City Attorney Grant Kolling, Assistant City Attorney
Donald Larkin, Senior Deputy City Attorney Melissa Tronquet and Deputy City Attorney Amy
Bartell.
Senior Assistant City Attorney Cara Silver handles the Public Works Department and the
Administrative Services Department. She is actively involved in the Stanford negotiations and
all work related to the Public Safety Building. While many City Attorney's Offices contract out
all construction contract work, Cara handles the vast majority of it in-house. Cara reviews many
of the City's contracts and assists on fiscal issues including the possible Business License Tax
adoption. Cara is an expert in the California Environmental Quality Act ("CEQA").
090514,dl 011115&
144
THE HONORABLE CITY COUNCIL
May 14, 2009
Page 5
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
Senior Assistant City Attorney Grant Kolling is involved primarily in supporting the
Utilities Department. This includes Cable and the Fiber Utility. Grant is an expert in many
issues related to the Electric Utility. Grant works with Community Services as well and is
involved in the future planning for the Palo Alto Municipal Airport. Grant has negotiated and
drafted most of the City'S public private partnerships.
Assistant City Attorney Donald Larkin represents the Platming and Community
Environment Department and the Police Department. Donald advises the Planning and
Transportation Committee at meetings. Many cities ccntract out Police Department advisory
work, while Palo Alto does this work in-house. Donald also personally works on the City's writ
litigation and quality of life prosecution. Donald is an expert in the Subdivision Map Act.
Many cities contract out all of their litigation. Palo Alto contracts out only tort litigation. Palo
Alto also handles its.municipal code prosecution in-house unlike many cities.
Senior Deputy City Attorney Melissa Tronquet is an expert in conflict of interest law.
Ibis has greatly reduced our outside counsel costs for conflict advice. Melissa spends a majority
of her time on Human Resource issues. Many cities contract out all their Human Resource
advisory work, but Palo Alto handles the vast majority in-house. Melissa represents the Library
Department. Melissa also works on code enforcement matters. Melissa is working on the
Mitchell Park Library and Community Center. By working on legal issues related to the new
library in-house we are ensuring that bond proceeds pay for construction of the Library and
Community Center and are not spent on outside counsel advising on construction issues.
Deputy City Attorney Amy Bartell primarily works for the Utilities Department. She
specializes in Water, Wastewater, Gas and Fiber issues. Much of Amy's work was previously
completed by outside counsel at a significantly higher hourly rate. In addition, Amy was
instnunental in drafting the City's Green Building ordinance. Amy is an expert in Proposition
218 issues and rate matters.
As is obvious from this list, each attorney has a full complement of work and cannot be
laid off without a significant impact to the City, staff and City Council. Each attorney is
currently working at capacity. Most of the attorney's work would not simply disappear if they ,
were laid off. Instead the work would need to be completed by outside counsel at a far higher
hourly rate. .
Finally, eliminating an attorney position will only increase the amount of the City'S
overall legal costs. A calculation of the average cost of outside counsel for transactional work
currently paid by the City revealed that the City pays an average of $283 per hour for
transactional work, $336 per hour for litigation and $458 per hour for utilities work.
The City pays between $76.00 to $114.00 per hour (including benefits) for an in-house
attorney. If the City were to eliminate one position and llse outside counsel to perfonn 1900
090514 sdl 0111158
145
THE HONORABLE CITY COUNCIL
May 14,2009
Page 6
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
hours (the average billable hours for attorneys in the private sector) the cost to the City would be
$538;333 for trartsactional work. The cost to the City is higher for litigation and utilities work.
Another way to look at this is to calculate the average cost to the City to have an in-house
attorney. The average cost with benefits for an in-house attorney working 1900 hours is
$192,960. That same budget would buy only 682 hours of transactional work, 574 hours of
litigation support and 421 hours of utilities work if outside counsel were retained to perfonn the
same work.
Cost of 1900 Billable Hours of Legal Services
In House
Outside r: :)je\Jilty~ . ··S\t.DeptY} . .. %:; .·Asst..; .... :~Sri !\sst;: ....
I Transactional $ 537,700 $ 157,838 $ 174,534 $ 203,175 $ 236292
Liti2ation $ 638,400 $ 157,838 $ 174 534 $ 203,175 $ 236,292
I Utilities $ 870,200 $ 157,838 $ 174,534 $. 203 175 $ 236292
Ratio of Attorneys to Support:
We surveyed 14 cities and found that the City of Palo Alto's 2 to 1 (attorney to legal
secretary) ratio is common for City Attorney offices in the Bay Area. The 3 to I and 4 to 1
attorney/secretary ratios were typically found to exist in the larger agencies and where other
support staff was available to answer phones, file, etc. Those agencies are noted with an asterisk
below.
Redwood City 1 to 1 :
:S~nDriaie':' '.':.' '.': 2 to 1 i
Santa Clara 2 to 1
Jl~mar.d~'> ,":,,' , . 2 to.]
San Mateo 2 tol
Palo Alto 2 to j
'walDutCreek ' .. ,.' 2 to 1
Berkeley 2 to 1
M .. .,gaiiUiII',; c, ;! 2 to 1
Mountain View 2.2 to 1
: Lffe'rUi6fe, 2.25 to 1
Fremont 2.5 to 1
'Qakland .. , •. 2.85 to I'
I San Jose 2.9 to 1*
Comparison cities outside of the area show similar results.
Culver City 2,1 to 1
Santa Monica 2.3 to l'
090514 sdl 0111158
146
THE HONORABLE CITY COUNCIL
May 14, 2009
Page 7
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City'
Attorney's Office
The City Attorney's office does not have a dedieated receptionist to answer phones;
instead the work is done by three Legal Secretaries. The City Attorney's office receives on an
average of at least 20 public inquiries by phone each day. These calls range from citizen's who
need assistance finding the ,correct public agency to call, those needing assistance with their
personal legal matters or needing assistance with getting to the correct department for their
questions. In addition, the Office routinely receives a number of walk-ins who either want to see
the City Attorney or need a claim form. The Legal Secretaries assist the public with all of these
inquiries.
Last year the Attorney's office processed over 3,000 work requests. Every agenda item
passes through the City Attorney's Office. The Legal Secretaries are responsible for preparing
the first draft of the legal documents such as resolutions, ordinances or contracts for the
attorney's review. On the second review, the City Manager Reports (staff reports or "CMR's")
are checked by the Legal Secretaries to confirm all changes have been made and the proper
documents are attached. Due to the high volume of assignments our office receives and the
varied deadlines, all assignments are tracked when they come into or go out of the office. The
Legal Secretaries work with the Administrative Assistants of the department they support to
ensure agenda items stay on track. 'There is a large amount of paper that comes through this
office and therefore there is a large amount of filing as well.
While it is true that the trend in private law firms is to have a ratio of 3: I for attorneys to
secretaries, the two arenas are not comparable. Typically law finns have file clerks and
receptionists and City Attorney's Offices do not. A true comparison should be based upon
similar work completed in a similar fashion. Private law firms simply do not function in the
same fashion responding to the needs of 1,056 on site employees and more than 60,000 residents
each day.
Due to the small size of the office, it is also necessary to have 3 legal secretaries to
provide for adequate coverage in the event someone is out ill or on vacation. This support
staffing level is similar to that found throughout the City. The City Attorney's office does not
use temporary staff when someone is out of the office. The work is divided between the
remaining support staff.
Prior 21 % Reduction in Staff
In 2006, as part of the Office of the City Attorney's restructuring effort, as attorney
vacancies arose, the Office used the opportunity to eliminate some attorney positions and to
reclass others in order to create a tiering in the Office that did not previously exist. Until 2005,
09{)514 wi 0111158
147
THE HONORABLE CITY COUNCIL
May 14,2009
PageS
RE: "Parking Lot" Proposal to Layoff one Secrctary and one Attorney from City
Attorney's Office
all attorneys within the office were the highest level attorney, that of Senior Assistant City
Attorney ..
Although it was a lUxury to have the highest possible title for all attorneys, the work
within the office does not require that all attorneys possess 12+ years legal experience. By
tiering positions, the Office can bring in less experienced and less expensive attorneys to perform
some of the work while providing an opportunity for upward mobility. Tiering attorney
positions also helps to preserve institutional knowledge since due to the various experience
levels for each position, employees are less likely to be eligible to retire all at the same time.
This structuring resulted in a 21 % reduction in staffing. The reduction from 7.5 attorneys to six
attorneys was accomplished previously. In addition, tiering of the position resulted in an annual
savings to the City of $104,422. The City Attorney's Office reduced head count in all of the
following years, FY03-04, FY05-06 and FY06-07. The latest proposal to reduce two more
employees ignores the fiscal prudence the City Attorney's Office has exercised in prior years.
Essentially, the City Attorney's Office is being penalized for making cuts in prior years.
Finally, the 21 % reduction resulted in a decrease in the ratio of attorneys to City staff,
meaning each attorney is supporting mere employees than it has in the past 4 These figures
include Utility Attorneys.
_ ..... _-------
, City Auditor's Service Efforts & Accomplishment Report 2007·08
090514 sdl QlllllS
148
THE HONORABLE CITY COUNCIL
May 14, 2009
Page 9
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
Palo Alto City Attomey's Office attorney to staff ratio compares very favorably with
other nearby cities as shown in the table below and is well below most nearby cities. In other
words, the City Attorney's Office has fewer attorneys per staff member than the majority of
nearby cities. The figure utilized for Palo Alto .is 6 attorneys including the two utilities
attorneys.
Number of Assignments and Productivity:
As can be seen from the chart below the City Attorney's Office has tripled the number of
assignments completed in the past five years. The figures are from the SEA data. In fiscal 2002
-2003 1000 assignments were completed. In fiscal 2007 .. -2008 nearly 3000 assignments were
completed with a 97% on time completion rate. The attorney/assignment ratio has also increased
from J 67 to 496. Each attorney is now averaging completion of 496 assignments per year. The
current attorneys and support staff are incredibly productive.
FY07-08
FY06-07
FY05-06
FY04-05
FY03-04
Annual Number of Assignments
FY 02-03 .'!==::::e===7':=±::::;z===Z::::==:;z':==':::7
o 500 1000 1500 2000 2500 3000
090514,dl Ol1ll58
149
THE HONORABLE CITY COUNCIL
May 14,2009
Page 10
RE: "Parking Lot" Proposal to layoff one Secretary and one Attorney from City
Attorney's Office .
Number of Lawsuits:
Although lawsuits filings are very cyclical the long term trend for the City of Palo Alto
has declined from an average over 20 to approximately 15 lawsuits at any given time. It is very
difficult to prove that the nature or volume of advice leads to fewer lawsuits. Nonetheless, the
average of over 20 was typical prior to the start of the latest City Attorney. Some aspect of this
is due to the preventative law practiced by the office in the course of providing advice to the City
Council and City staff. Laying off one attorney and one support staff will mean that the
rernaining attorneys will be less aecessible and available to provide preventative advice and will
I ikely result in more lawsuits due to less preventative law being practiced.
Claims:
The City of Palo Alto receives approximately 150 claims per year. Most cities contract
out the claims function. If handled in-house, the claims function is often placed in the Human
Resources or Administrative Services Department. Palo Alto has traditionally housed the claims
function in the City Attorney's Offiec. The City Attorney's Oflice briefly contracted out claims.
This experiment was not successful as outside handling of claims led to reduced eustomer
service with an accompanying 50% increase in the cost of claims handling. Proeessing claims
in-house does require a .6 Claims lllVestigator, whieh is part of the City Attorney's Office overall
10.6 FTE head count. In addition the Claims Investigator must be supervised and claims must be
monitored by other staff within the office. The City has experienced fewer small elaims court
filings in the last year due in part to exeellent elaims processing.
Role of the City Attorney's Office:
The City Attorney's Office is involved in virtually every initiative undertaken by the
City. Due to the myriad of state, federal and loeal laws and regulations every aspect of City
activity is highly scrutinized and regulated. The City Attorney's Office negotiates, edits or drafts
or reviews every City contract. The Office reviews and edits nearly every staff report and every
City Manager Report (CMR). The City Attorney's Office drafts or edits every ordinancc
considcred by the City Council or Planning and Transportation Commission. The City
Attorney's Office is on most internal committees and provides legal. guidance at every step of
every major project. There are few activities at the City that do not involve at least some brief
City Attorney advice or review.
This high level of City Attorney service to the City Council, staff and the community
could not occur without the present level of attorneys and support staff.
09Q5l4sdlOlllll8
150
THE HONORABLE CIIT COUNCIL
May 14,2009
Page 11
RE: "Parking Lot" Proposal to Layoff one Secretary and one Attorney from City
Attorney's Office
Conclusion:
The City Attorney recommends against laying off one attorney and one support staff as
the Office has already reduced department FTE by 21 % over the last four budget years. For the
current fiscal year the City Attorney has already reduced the Office budget by an additional
2.5%. Reducing FTE by another 20% would only increase outside counsel costs and decrease
level of service to City staff and the Community. The City Attorney's Office has a similar level
of attorney staffing compared to other cities based upon ratio of general fund dollars to attorneys;
ratio of city employees to attorneys and number of in-house attorneys in local, comparable
jurisdictions. Should the Office reduce the number of attorneys and support staff, chances are
that lawsuits would increase due to the drop in preventative law and result in an overall increase
in dollars spent on legal costs as most of the legal work would need to' be contracted to outside
firms at the highest cost. Lastly the City Attorney's Office manages many legal functions that
many cities contract out, and does so at a lower cost with a higher level of service.
GMB:sdl
cc: James Keene, City Manager
Steve Emslie, Deputy City Manager
Kelly Morariu, Deputy City Manager
Lalo Perez, Administrative Services Director
090311 3dl Ollli sa
Respectfully submitted,
dft1~ ~M.BAUM
City Attorney
151
This page is intentionally left blank.
152
APPENDIX 7
153
This page is intentionally left blank.
154
155
ATTACHMENT 1
PROPOSED STRATEGY
ESTIMATED
NET SAVINGS
Elimination of contract funding for the annual Sidewalk Replacement Program with shift
of responsibility for sidewalk repair to residents ($500,000)
Contracting out of some tree trimming/line clearing and elimination of four full-time
positions (386,000)
The elimination of the Traffic Team will cut five full-time Police Officer positions (887,000)
Elimination of one Program Coordinator position serving the centralized community
outreach program, including Neighborhood Watch, Citizen and Student Academies,
Community Newsletter, Community Events and Fairs, Community Education
Programs, Coordination of the Officer Request for Services Programs, coordinating
public education efforts in Emergency Preparedness with Block Coordinators,
Neighborhood Watch Captains and PANDA (103,000)
Funding for school crossing guards eliminated (345,000)
Reduction of HSRAP funding (50,000)
Library hours shortened and the closure of the Library on Mondays at Main, Mitchell
and the Children's Library will eliminate two full-time and one part-time position (215,000)
The re-opening of the College Terrace Library delayed an additional eight months to
June 30, 2011 (74,000)
Book collection funds for the Libraries reduced (117,000)
Partial cost recovery increases are proposed through increased participation and/or
admission fees for many programs including Junior Museum and Zoo, Art Center
Gallery, Children's Theatre productions, recreation classes, art classes, nature
interpretive program, and the science outreach program, Animal Services, HazMat
inspection fees and Planning fees.
Shuttle services will be reduced to hourly stops at limited locations eliminating the
service for the Noon shuttle and Marguerite shuttle and reducing the Cross-town
shuttle to one bus (196,000)
Elimination of the twilight concert and brown-bag summer concert series (27,000)
Elimination of one full-time Child care position and reduction of one Family Resources
Coordinator position to a half-time position in the Community Services Department (139,000)
The proposed contracting out of Lawn Bowling Maintenance eliminates one full-time
position (45,000)
Day use fees at Foothills, Arastradero and Baylands parks are proposed (100,000)
The proposed contracting out of park maintenance at Mitchell Park and Rinconada will
eliminate four full-time positions (147,000)
City of Palo Alto
Proposed Budget Balancing Recommendations for
Fiscal Year 2011
General Fund
Continued on next page
156
ATTACHMENT 1
PROPOSED STRATEGY
ESTIMATED
NET SAVINGS
Vehicle replacement funding for the City's fleet/equipment purchases was reduced by
$483,000. A review of the size of City's fleet has been undertaken to further reduce
future fleet/equipment expenditures.($483,000)
Employee training and education reduced Citywide across all departments (92,000)
Elimination of funding for building maintenance services resulting in the reduction of
three full-time building maintenance positions (230,000)
Contracting out custodial services will eliminate five positions (387,000)
The City will be seeking 50 percent cost sharing from the PAUSD for the School
Resource Officer position (83,000)
Elimination of two full-time positions in Police investigative services that investigate
cases of financial loss, and fraud (332,000)
Elimination of a Fire Hazmat Position with future plan checking services provided by
hourly employees (117,000)
The proposed contracting out of golf course maintenance includes the elimination of
seven full-time maintenance positions (236,000)
The proposed reorganization of the Community Services department eliminates one
Division Manager position (185,000)
Elimination of a building inspector and senior planner eliminates two positions in
Planning (295,000)
The reorganization and contracting out of the Print and Mail shop includes the
elimination of two full-time positions and one temporary position in the Administrative
Services Department (222,000)
Elimination of administrative support organization-wide resulting in the elimination of
seven positions (462,000)
Reductions in the City Attorney's outside legal funds (145,000)
Reduction of one full-time position in information technology (159,000)
Reduction of one full-time position responsible for customer service and revenue
collection (90,000)
Reduction in Overtime- Citywide (42,000)
Reduction in Office Machines and Equipment – Citywide (20,000)
Reduction in Office supplies, Books and Publications - Citywide (36,000)
Reduction in Advertising and Publishing - Citywide (27,000)
General Fund Cost Plan and Allocated Charges Reduction (1,016,000)
General Fund Position Reallocations to Utilities (4.35 FTE’s)(511,000)
Total Budget Balancing Recommendations ($8,501,000)
Proposed Budget Balancing Recommendations, continued
157
Operating Budget FY 2011 City of Palo Alto
Human Resources
97
COUNCIL PRIORITY IMPLEMENTATION
In Fiscal Year 2011, the Human Resources Department will address the City Council's Top Priorities as follows:
City Finances
• Human Resources will continue to explore opportunities for restructuring, controlling benefits costs, and
reducing workers' compensation costs, as well as pursuing other opportunities for cost reductions
Emergency Preparedness
• Participate directly in Emergency Operation Center (EOC), health/safety programs, and the coordination
of safety drills and other areas related to emergency preparedness
Environmental Sustainability
• Continued participation in City-wide environmental initiatives including the organization's Climate
Protection Plan
DEPARTMENT
SUMMARY
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
%
Chg
Administration/Employee-Org
Development and HR Systems 557,257 822,952 766,512 836,051 759,466 (7,046) (1%)
EmployeeRelations/Labor Relations 584,984 767,726 783,736 782,721 800,427 16,691 2%
Benefits/Compensation 471,773 435,554 441,350 444,427 344,899 (96,451) (22%)
Recruitment 635,547 483,256 479,123 495,757 465,363 (13,760) (3%)
Risk Mgmt/Safety/Worker's Com-
pensation 450,711 327,403 324,511 338,908 447,261 122,750 38%
TOTAL EXPENDITURES $2,700,272 $2,836,891 $2,795,232 $2,897,864 $2,817,416. $22,184 1%
TOTAL REVENUES $1,457,252 $1,351,604 $1,351,604 $1,400,888 $1,175,502 $(176,102) (13%)
INTERNAL REVENUES 1,429,252 1,351,604 1,351,604 1,400,888 1,175,502 (176,102) (13%)
EXTERNAL REVENUES 28,000 0 0 0 0 0 0%
158
Human Resources
City of Palo Alto Operating Budget FY 201198
INPUTS
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
Salaries and Benefits 2,195,702 2,341,135 2,341,135 2,402,108 2,366,884
Contract Services 295,408 222,535 175,975 222,535 167,071
Supplies and Materials 19,054 26,880 26,880 26,880 21,280
Facilities and Equipment Purchases 10,409 8,989 8,989 8,989 3,989
General Expense 71,366 44,159 47,228 44,159 27,924
Rents and Leases 43,000 43,000 43,000 43,000 43,000
Allocated Charges 65,344 150,193 152,025 150,193 187,268
TOTAL EXPENDITURES $2,700,283 $2,836,891 $2,795,232 $2,897,864 $2,817,416
TOTAL REVENUES $1,457,252 $1,351,604 $1,351,604 $1,400,888 $1,175,502
Total Full Time Positions 16.00 16.00 16.00 16.00 16.00
Total Temporary Positions 0.04 0.34 0.34 0.34 0.34
$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500
FY 2005-06
FY 2006-07
FY 2007-08
FY 2008-09
FY 2009-10
Workers' Compensation Estimated Incurred Cost (in $000's)
159
Operating Budget FY 2011 City of Palo Alto
Human Resources
99
BENCHMARKING MEASURES
FY 2009
Actuals
FY 2010
Adjusted
Budget
FY 2011
Proposed
Budget
Workload Outputs:
1. Number of training hours 8710 3250 2600
2. Number of new hires processed 130 125 100
3. Number of grievances filed 13 15 20
4. Number of labor agreements negotiated 1 4 4
5. Number of Workers' Compensation Claims 133 130 132
Efficiency:
1. Number of employees who completed a training course 716 260 200
2. Number of sick leave hours utilized by new hires 685 350 300
3. Number of grievances to arbitration 0 1 1
4. Number of unfair labor practices upheld by Public Employment
Relations Board 0 0 0
5. Average cost per Workers' Compensation claim $9048 $3754 $4000
Effectiveness:
1. Percent of classes offered and delivered 94% 94%95%
2. Percentage of first year turnover (SEA)8% 8%6%
3. Cost of settlement payout related to grievances $0 $5920 $8000
4. Number of labor agreements implemented within 90 days of Council
authorization 1 2 2
5. Number of Workers' Compensation claims closed 149 130 125
RESOURCE LEVEL CHANGES FY 2011
Ongoing
FY 2011
One-Time
FY 2011
Total
REVENUE CHANGES
Increase allocated revenues - internal 176,102 176,102
TOTAL REVENUE CHANGES $176,102 $0 $176,102
EXPENDITURE CHANGES
Salary and Benefits
Freeze Human Resources Director position beginning midyear (113,703)(113,703)
Personnel Benefit Costs Increase (Note 2) 139,452 139,452
Total Salary and Benefits Changes $0 $25,749 $25,749
Adjustments (Note 1)0
NET SALARY AND BENEFITS CHANGES $0 $25,749 $25,749
Non-Salary
Eliminate non-mandatory employee training (28,050)(28,050)
160
Human Resources
City of Palo Alto Operating Budget FY 2011100
RESOURCE LEVEL NOTES
Note 1: Adjustments include one-time revenue and appropriation changes from the prior year that did not
carry forward from the FY 2010 budget.
Note 2: Personnel benefit costs have changed mainly due to reductions in proposed staffing levels and a
change in methodology of estimating benefit costs.
Note 3: Allocated charges have increased due to changes in staffing levels, methodology of estimating benefit
costs, and reductions in non-salary appropriations.
SERVICE LEVEL CHANGES
There will be a reduction in Human Resources services due to budget cuts that will directly affect non-
mandatory employee training as well as other personalized employee services. Programs such as the
Management Talent Exchange Program (MTEP) and the Supervisor, Lead, and Management Academies have
been deferred.
Training will focus only on mandatory safety and other essential courses such as policy and procedures,
performance appraisal, and New Employee Orientation.
Annual Employee Recognition Event has been deferred.
Staff membership and participation in professional conferences or meetings have been reduced or eliminated.
Elimination of contract agency personnel funds may impede progress on the Management/Professional
Compensation Study.
Defer records retention and various equipment upgrades (13,000)(13,000)
Reduce compensation study resources (8,114)(8,114)
Reduce allocation for potential investigation (7,000)(7,000)
Reduce travel and meeting expense (6,585)(6,585)
Defer Employee Recognition Picnic (4,500)(4,500)
Reduction in other administrative expense (office supplies, advertising) (15,050)(15,050)
Allocated charge increase (Note 3) 35,243 35,243
Total Non-Salary $(25,942) $(21,114)$(47,056)
Adjustments (Note 1) 43,491 43,491
NET NON-SALARY CHANGES $(25,942) $22,377 $(3,565)
NET EXPENDITURE CHANGES $(25,942) $48,126 $22,184
RESOURCE LEVEL CHANGES FY 2011
Ongoing
FY 2011
One-Time
FY 2011
Total
161
162
163
ATTACHMENT 1
Community Services Department (CS)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Revenues:
CS1.1 Admission donation - Junior Museum and Zoo (JMZ)25,000 25,000
CS1.2. Admission donation -Art Center Gallery 25,000 25,000
CS1.3 Open Space day use fees (Foothills, Baylands and
Arastradero)100,000 100,000
CS1.4 Fund raising from Friends and support groups 50,000 50,000
200,000 200,000
CS2.1 Children's Theatre productions 100,000 100,000
CS2.2 JMZ education class 75,000 75,000
CS2.3 Art Classes 50,000 50,000
CS2.4 Science Outreach Program 79,000 79,000
CS2.5 Community Theatre 42,000 42,000
CS2.6 Nature Interpretive Program 50,000 50,000
CS2.7 Various recreation classes 50,000 50,000
Budget Balancing Revenue Summary 646,000 646,000
Expenditures:
Service Level Reduction
CS3. Family Resources Foundation reduction (50,836) (50,836)
CS4. Golf Course maintenance
Increase contract services 420,000 420,000
Reduce planting materials (50,000) (50,000)
Eliminate 7.0 FTEs (565,152) (565,152)
Total Cost Decrease - 9 months (195,152) (195,152)
Total Cost Decrease - full year (292,435) (292,435)
CS5. Parks and Lawn Bowling Green Maintenance.
Increase contract services 20,000 20,000
Eliminate 1.0 FTE (92,153) (92,153)
Total Cost Decrease - 9 months (72,153) (72,153)
CS6. Cubberley contract out maintenance (portion)
Increase contract services 100,000 100,000
Eliminate 2.0 FTEs (153,120) (153,120)
Total Cost Decrease (53,120) (53,120)
CS7. Mitchell and Rinconada park maintenance
Increase contract services 127,000 127,000
5/11/2010 4:48 PM164
ATTACHMENT 1
Community Services Department (CS)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Eliminate 4.0 FTE (368,614) (368,614)
Total Cost Decrease - 9 months (241,614) (241,614)
CS8. Reduce HSRAP funding (50,000) (50,000)
CS9. Eliminate summer concert series (27,000) (27,000)
CS10. Recreation and Art Center reorganization
Eliminate 3.0 FTE (276,105) (276,105)
CS11. Transfer management of Community Theatre to Children's
Theatre staff
Eliminate 1.0 FTE (118,912) (118,912)
CS12. Reorganize management of Cubberly Community Center
and Human Services division
Eliminate 2.0 FTE (336,385) (336,385)
Budget Balancing Expenditure Summary (1,421,277)
CS13. Revise "Fee Reduction Program" to limit eligibility to
youth, seniors and disabled; reduce the discount from a range of
50% and 75% to 25% or 50% based on income (60,000) (60,000)
Budget Balancing Summary 2,007,277
Total FTE Reductions:
Regular 20.50 FTE (12.5, filled)
5/11/2010 4:48 PM165
Community Services Department
Organizational Chart
1.0 COMMUNITY SERVICES DIRECTOR
Greg Betts
RECREATION AND CUBBERLEY
ADMINISTRATION
1.0-Division Mgr, Recreation & Golf
0.75-Admin Associate III
RECREATION
2.0-Supervisor, Recreation Programs
4.0-Coordinator, Recreation Programs
1.0-Building Service Person
175-Program Assistant I
CUBBERLEY CENTER
1.0-Sr Supervisor, Program Manager
2.0-Program Assistant I
2.0-Building Serviceperson-Lead
1.0-Building Serviceperson
1.0-Program Assistant II
0.75- Prod Arts/Science Program
Fiscal Year 2011 Position Totals:74.75 Full-time
54.96 Hourly
ARTS & SCIENCES
ADMINISTRATION
1.0- Division Mgr, Arts & Sciences
ART CENTER
1.0- Manager, Arts
4.25-Producer Arts
1.0-Program Assistant I
1.0- Program Assistant II
0.5-Volunteer Coordinator
CHILDREN’S & COMMUNITY
THEATRE
1.0- Manager, Arts
1.0-Theatre Specialist
1.0-Program Assistant I
3.0-Producer Arts
YOUTH SCIENCES & INTERPRETIVE
1.0- Supervisor, Jr Museum
4.0- Producer Arts/Science Program
1.0-Program Assistant I
2.25 - JMZ Educator
OPEN SPACE, PARKS & GOLF
ADMINISTRATION
1.0-Division Mgr, Open Space & Parks
1.0-Program Assistant II
OPEN SPACE
2.0-Supervisor, Open Space
5.0-Park Ranger
PARKS
ADMINISTRATION
1.0-Park Superintendent
CITY PARKS & FACILITIES
2.0-Inspector, Field Services
2.0-Sprinkler System Repair Person
1.0-Parks Crew-Lead
1.0-Parks Maintenance Person
ATHLETIC FIELD
MAINTENANCE PROGRAM
1.0-Supervisor, Parks
1.0-Parks Crew-Lead
2.0-Sprinkler System Repair Person
5.0-Park Maintenance Person
1.0-Park Maintenance Lead
CAPITAL PROJECTS
1.0 - Program Assistant 1
GOLF
1.0-Superintendent, Golf Course
Community Services Department
Organizational Chart
ADMINISTRATION
1.0-Administrative Assistant
1.0-Senior Administrator
HUMAN SERVICES
1.0-Sr Supervisor, Recreation Program
1.0-Management Assistant
0.5-Coordinator, Recreation Program
*Note: CSD Org Chart reflects a proposed restructure.
166
Summary of Position Changes
Operating Budget FY 2011 City of Palo Alto 1
Summary of Position Changes
FTE
GENERAL FUND
FY 2010 ADOPTED BUDGET 622.51
FY 2010 BAO Position Adjustments
Tree Maintenance Person (PWD)(2.00)
Tree Maintenance Specialist (PWD)2.00
FY 2010 ADJUSTED TOTAL 622.51
FY 2011 New Positions
Administrator (CMO)0.50
FY 2011 Total New Positions 0.50
FY 2011 Reclassified Positions
Supervisor, Recreation Programs (2.00)
Senior Supervisor, Recreation Programs 2.00
Transportation Manager (PCE)(1.00)
Chief Transportation Official (PCE)1.00
FY 2011 Total Reclassified Positions 0.00
FY 2011 Reallocated Positions
Business Analyst (ASD)(0.10)
Contracts Administrator (ASD)(0.60)
Senior Business Analyst (ASD)(0.20)
Senior Engineer (PWD)(0.10)
Senior Financial Analyst (ASD)(1.10)
Warehouse Supervisor (ASD)(0.50)
Assistant to City Manager (CMO)(0.45)
Planner (PCE)(0.30)
Senior Deputy City Attorney (ATT)(1.00)
FY 2011 Total Reallocated Positions (4.35)
FY 2011 Eliminated Positions
Accounting Specialist (ASD)(1.00)
Administrative Associate III (ASD)(0.96)
Administrative Associate II (CMO)(1.00)
Administrative Associate I (CSD)(2.00)
Building Serviceperson (CSD)(2.00)
Coordinator Child Care (CSD)(1.00)
Supervisor, Recreation Programs (2.00)
Senior Supervisor, Recreation Programs 2.00
167
Table of Organization
City of Palo Alto Operating Budget FY 20118
Senior Accountant 4.00 3.00 3.00 3.00 3.00 0.00
Senior Business Analyst (12) 0.20 0.20 0.20 0.20 0.00 (0.20)
Senior Financial Analyst (4), (5) 7.91 6.91 6.91 6.91 5.81 (1.10)
Senior Buyer 0.00 0.00 0.00 0.00 0.00 0.00
Staff Accountant 3.00 2.00 2.00 2.00 2.00 0.00
Staff Secretary 0.00 0.00 0.00 0.00 0.00 0.00
Storekeeper 1.00 0.00 0.00 0.00 0.00 0.00
Storekeeper - Lead 1.00 1.00 1.00 1.00 1.00 0.00
Warehouse Supervisor (6) 1.00 1.00 1.00 1.00 0.50 (0.50)
TOTAL ADMINISTRATIVE SERVICES 48.95 41.95 41.95 41.95 37.49 (4.46)
Community Services Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Administrative Associate I (9) 2.50 2.00 2.00 2.00 0.00 (2.00)
Administrative Associate III 0.00 0.75 0.75 0.75 0.75 0.00
Administrator Special Events 0.00 0.00 0.00 0.00 0.00 0.00
Arts and Culture Division Manager 1.00 1.00 1.00 1.00 1.00 0.00
Building Serviceperson (9) 4.00 4.00 4.00 4.00 2.00 (2.00)
Building Serviceperson - Lead 2.00 2.00 2.00 2.00 2.00 0.00
Coordinator, Child Care (9) 1.00 1.00 1.00 1.00 0.00 (1.00)
Coordinator, Recreation Programs (9) 5.00 5.00 5.00 5.00 4.50 (0.50)
Cubberley Center and Human Svc Div Mgr (9) 1.00 1.00 1.00 1.00 0.00 (1.00)
Director, Community Services 1.00 1.00 1.00 1.00 1.00 0.00
Division Manager, Golf & Parks 0.00 0.00 0.00 0.00 0.00 0.00
Division Manager, Recreation & Golf 1.00 1.00 1.00 1.00 1.00 0.00
Division Manager, Rec and Youth Sciences 0.00 0.00 0.00 0.00 0.00 0.00
Golf Course Equipment Mechanic (9) 1.00 1.00 1.00 1.00 0.00 (1.00)
Golf Course Maintenance Person (9) 5.00 4.00 4.00 4.00 0.00 (4.00)
Inspector, Field Services 2.00 2.00 2.00 2.00 2.00 0.00
Jr. Museum & Zoo Lead Educator 0.00 2.25 2.25 2.25 2.25 0.00
Jr. Museum & Zoo Lead Instructor 0.00 0.00 0.00 0.00 0.00 0.00
Management Assistant 1.00 1.00 1.00 1.00 1.00 0.00
Manager, Arts 2.00 2.00 2.00 2.00 2.00 0.00
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-
in-Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
168
Operating Budget FY 2011 City of Palo Alto
Table of Organization
9
Open Space and Parks Division Manager 1.00 1.00 1.00 1.00 1.00 0.00
Park Maintenance Lead 1.00 1.00 1.00 1.00 1.00 0.00
Park Maintenance Person (9) 11.00 11.00 11.00 11.00 6.00 (5.00)
Park Ranger 5.00 5.00 5.00 5.00 5.00 0.00
Parks and Open Space Assistant 0.00 0.00 0.00 0.00 0.00 0.00
Parks Crew - Lead (9) 3.00 3.00 3.00 3.00 2.00 (1.00)
Producer Arts/Science Programs (9)12.50 13.00 13.00 13.00 12.00 (1.00)
Program Assistant I (9) 12.00 7.75 7.75 7.75 6.75 (1.00)
Program Assistant II 3.00 3.00 3.00 3.00 3.00 0.00
Senior Administrator 1.00 1.00 1.00 1.00 1.00 0.00
Senior Ranger 1.00 0.00 0.00 0.00 0.00 0.00
Senior Supervisor, Recreation Program (14)0.00 0.00 0.00 0.00 0.00 0.00
Sprinkler System Repairer (9)5.00 5.00 5.00 5.00 4.00 (1.00)
Superintendent, Golf Course 1.00 1.00 1.00 1.00 1.00 0.00
Superintendent, Parks 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Junior Museum 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Open Space 1.00 2.00 2.00 2.00 2.00 0.00
Supervisor, Parks 1.00 1.00 1.00 1.00 1.00 0.00
Supervisor, Recreation Program (14)4.00 4.00 4.00 4.00 4.00 0.00
Theater Specialist 1.00 1.00 1.00 1.00 1.00 0.00
Volunteer Coordinator 0.50 0.50 0.50 0.50 0.50 0.00
TOTAL COMMUNITY SERVICES 96.50 94.25 94.25 94.25 73.75 (20.50)
Fire
Administrative Assistant (9)1.00 1.00 1.00 1.00 0.00 (1.00)
Administrative Associate II 4.00 4.00 4.00 4.00 4.00 0.00
Battalion Chief 3.00 3.00 3.00 3.00 3.00 0.00
Deputy Fire Chief/Fire Marshal 0.84 0.84 0.84 0.84 0.84 0.00
Deputy Fire Chief EMT 2.00 2.00 2.00 2.00 2.00 0.00
Deputy Fire Chief OPS/Support 0.00 0.00 0.00 0.00 0.00 0.00
EMS Chief 1.00 0.00 0.00 0.00 0.00 0.00
EMS Coordinator 1.00 1.00 1.00 1.00 1.00 0.00
EMT Basic 3.00 0.00 0.00 0.00 0.00 0.00
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-
in-Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
169
Table of Organization
City of Palo Alto Operating Budget FY 201116
3 Reallocate 0.60 FTE Contracts Administrator to Other Funds - Capital
4 Reallocate 0.50 FTE Senior Financial Analyst to Utilities
5 Reallocate 0.60 FTE Senior Financial Analyst to Other Funds - Capital
6 Reallocate 0.50 FTE Warehouse Supervisor to Utilities
7 Reallocate 0.05 FTE Assistant to City Manager to Planning and Community Environment, 0.10 FTE to Public
Works - Enterprise and 0.35 FTE to Utilities
8 Reallocate 0.30 FTE Planner to Utilities
9 Elimination of various positions due to budget constraints
10 Reallocate 1.0 FTE Senior Deputy City Attorney to Utilities
11 Transfer 0.10 FTE Business Analyst to Technology Fund
12 Transfer 0.20 FTE Senior Business Analyst to Technology Fund
13 Transfer 0.10 FTE Senior Engineer to Public Works - Enterprise Fund
14 Reclassification of 2.0 FTE Supervisor, Recreation Programs to Senior Supervisor, Recreation Programs
ENTERPRISE FUNDS
Public Works Department
Refuse, Storm Drainage and
Wastewater Treatment
Accounting Specialist 0.00 0.46 0.46 0.46 0.46 0.00
Administrator, Refuse 1.00 1.00 1.00 1.00 1.00 0.00
Assistant Director, Public Works 0.75 0.75 0.75 0.75 0.75 0.00
Assistant to City Manager (13) 0.00 0.00 0.00 0.00 0.10 0.10
Administrative Associate II 3.00 3.20 3.20 3.20 3.20 0.00
Asst Manager, Water Quality Control Plant 1.00 1.00 1.00 1.00 1.00 0.00
Associate Engineer 3.30 3.30 3.30 3.30 3.30 0.00
Associate Planner 1.00 1.00 1.00 1.00 1.00 0.00
Business Analyst 1.13 1.13 1.13 1.13 1.13 0.00
Buyer 1.00 1.00 1.00 1.00 1.00 0.00
Chemist 3.00 3.00 3.00 3.00 3.00 0.00
Coordinator Environmental Protection 0.00 0.00 0.00 0.00 0.00 0.00
Coordinator Recycling 0.00 0.00 0.00 0.00 0.00 0.00
Coordinator Zero Waste 2.00 2.00 2.00 2.00 2.00 0.00
Deputy Fire Chief/Fire Marshal 0.08 0.08 0.08 0.08 0.08 0.00
Electrician 3.00 3.00 3.00 3.00 3.00 0.00
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-
in-Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
14 Reclassification of 2.0 FTE Supervisor, Recreation Programs to Senior Supervisor, Recreation Programs
170
ATTACHMENT 3
Community Services Department
Proposed Amendment to the FY 2011 Proposed Budget
Change in Salary and Benefits Reduction Calculation
FY 2011 Proposed Full Salary and Benefits Savings Change Summary
Assumes 3 mo. Salary useage for tranisition period Proposed Amendment
Salary Benefits Total Salary Benefits Total Salary Benefits Total
Arts and Sciences
Elimination of 1.0 FTE Program Assistant I $47,018 $34,468 $81,486 $62,691 $35,420 $98,111 $15,673 $953 $16,625
Elimination of 1.0 FTE Producer, Arts and Science 56,987 41,776 98,762 75,982 42,930 118,912 18,996 1,154 20,150
104,005 76,243 180,248 138,673 78,350 217,023 34,668 2,107 36,775
Cubberley and Human Services
Elimination of 1.0 FTE Cubberley Center and
Human Services Division Manager 128,940 68,711 197,651 128,940 68,983 197,923 0 272 272
Elimination of 1.0 FTE Child Care Coordinator 90,501 48,233 138,734 90,501 48,418 138,919 0 185 185
Elimination of 2.0 FTE Building Service Person 98,800 54,320 153,120 98,800 55,822 154,622 0 1,502 1,502
Elimination of 0.5 FTE Coordinator, Recreation Programs
(Family Resources Program)32,802 18,035 50,836 32,802 18,533 51,334 0 498 498
351,043 189,299 540,341 351,043 191,756 542,798 0 2,457 2,457
Open Space and Parks
Elimination of 5.0 FTE Park Maintenance Person 264,978 147,159 412,137 294,420 166,347 460,767 29,442 19,188 48,630
Recreation and Golf
Elimination of 4.0 FTE Golf Maintenance Person 176,655 97,245 273,900 235,540 133,080 368,620 58,885 35,835 94,720
Elimination of 1.0 FTE Golf Course Equipment Mechanic 63,794 35,172 98,966 63,794 36,044 99,838 0 872 872
Elimination of 1.0 FTE Sprinkler System Repairer 59,883 33,021 92,904 59,883 33,834 93,717 0 813 813
Elimination of 1.0 FTE Parks Crew Lead 64,064 35,318 99,382 64,064 36,196 100,260 0 878 878
Elimination of 2.0 FTE Administrative Associate I 85,301 4,000 89,300 113,734 64,260 177,994 28,434 60,260 88,694
449,697 204,756 654,452 537,015 303,413 840,428 87,319 98,658 185,976
Total Salary and Benefits Changes $1,169,722 $617,456 $1,787,178 $1,321,151 $739,867 $2,061,017 $151,429 $122,411 $273,839
Additional Salary and Benefits Savings
5/11/2010 4:17 PM
171
172
173
174
175
176
177
178
179
180
181
ATTACHMENT 5
Human Resources Department (HR)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Expenditures:
HR1. Freeze HR Director position beginning midyear
Salary and benefits savings 122,566 122,566
WOC pay for Asst HR Director (8,863) (8,863)
113,703 113,703
Service Level Reduction
HR2. Eliminate non-mandatory training
Program and project expense 28,050 28,050
28,050 28,050
HR3. Various non-salary reductions
Defer purchase of equipment upgrades 13,000 13,000
Travel and meeting expense 6,585 6,585
Administrative expense
Office supplies 5,250 5,250
Books, films, and publications 500 500
Telephone and non-city utilities 1,300 1,300
Advertising and publishing 3,000 3,000
Recruitment expense 1,000 1,000
Relocation expense 4,000 4,000
Service Level Reductions:
Compensation study resources 8,114 8,114
Allocation for potential employee investigations 7,000 7,000
Defer Employee Recognition Picnic 4,500 4,500
46,135 8,114 54,249
Budget Balancing Expenditures 74,185 121,817 196,002
Budget Balancing Summary 196,002
Total FTE Reductions:
Regular none
Hourly none
5/11/2010 4:25 PM
182
ATTACHMENT 6
Planning and Community Environment (PCE)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Revenues:
Increase in Service Fees/Licensing 55,000 - 55,000
55,000 -
Decrease Permits (48,500) - (48,500)
(48,500) -
Expenditures:
Service Level Reduction
PCE1. Eliminate Shuttle Services
Noon Shuttle (30,300) - (30,300)
Marguerite Shuttle (20,000) - (20,000)
Crosstown Shuttle (145,782) - (145,782)
(196,082) -
PCE2. Eliminate Vacant Positions
1.0 FTE Building Inspector Specialist (135,742) - (135,742)
1.0 FTE Administrative Associate I (88,997) - (88,997)
1.0 FTE Senior Planner (158,886) - (158,886)
(383,625) -
PCE3. Eliminate Filled Positions
1.0 FTE Building/Planning Technician (104,329) - (104,329)
1.0 FTE Code Enforcement Officer (122,135) - (122,135)
(226,464) -
PCE4. Reallocations
0.30 FTE Planner to Utilities (41,260) - (41,260)
0.05 FTE Assistant to CM Sustainability
(41,260) -
PCE5. Increase in change from Transportation
Manager to Chief Transportation Official 30,077 - 30,077
30,077 -
5/11/2010 4:22 PM
183
ATTACHMENT 6
Planning and Community Environment (PCE)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
PCE6. Decrease Temporary Salaries (9,000) - (9,000)
(9,000) -
PCE7. Decrease GIS Planning (21,753) - (21,753)
(21,753) -
PCE8. Decrease various Non-salary expenses (36,460) - (36,460)
(36,460) -
Budget Balancing Expenditures (884,567) - (884,567)
Budget Balancing Summary (884,567)
Total FTE Reductions:
Regular 5.25 FTE (3 vacant, 2 filled, net .25 reallocation)
Hourly 0.71 FTE (increase)
5/11/2010 4:22 PM
184
ATTACHMENT 7
City Attorney's Office (ATT)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Revenues:
No changes
Expenditures:
Service Level Reduction
ATT1. Reallocate Sr Deputy City Attorney 116,356 - 116,356
116,356 -
ATT2. Decrease Temporary Salaries 21,200 - 21,200
21,200 -
ATT3. Decrease Arbitration 20,000 - 20,000
20,000 -
ATT4. Decrease various Non-Salary 24,400 - 24,400
24,400 -
ATT5. Decrease Legal Contingency 145,000 - 145,000
145,000 -
Budget Balancing Expenditures 326,956 - 326,956
Budget Balancing Summary 326,956
Total FTE Reductions:
Regular 1.0 FTE (1 position, filled - reallocation)
Hourly 0.41 FTE (1 position, temporary summer clerk)
5/11/2010 4:22 PM
185
Operating Budget FY 2011 City of Palo Alto
City Attorney
33
• Provide legal support on green purchasing initiatives
• Provide legal advice on compost options
• Draft recycling ordinance
• Provide legal advice related to green building ordinance and implementation of new California Green
Building code
Emergency Preparedness
• Assist in workplace violence prevention training
• Provide legal advice, review and support for emergency preparedness teams and related disaster/emergency
preparedness projects
• Community Collaborative for Youth Health and Wellbeing
• Work with the District Attorney to develop policies for Police Department interaction with juvenile crime
victims and suspects
• Assist with negotiation of management services agreement with Comcast for I-Net benefits on behalf of Palo
Alto Unified School District
DEPARTMENT
SUMMARY
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
FY 2011
Budget
Change
%
Chg
Administration 98,448 202,501 203,757 204,942 209,110 5,353 3%
Consultation and Advisory 1,822,147 1,766,540 1,766,540 1,802,893 1,554,614 (211,926) (12%)
Litigation and Dispute Resolution 413,693 466,250 419,692 470,647 476,897 57,205 14%
Official and Administration Duties 139,408 133,269 133,269 135,636 128,075 (5,194) (4%)
TOTAL EXPENDITURES $2,473,696 $2,568,560 $2,523,258 $2,614,118 $2,353,536 $(154,562) (6%)
TOTAL REVENUES $1,287,154 $1,159,170 $1,159,170 $1,175,622 $1,389,877 $230,707 21%
INTERNAL REVENUES 1,196,693 1,088,170 1,088,170 1,104,622 1,318,877 230,707 21%
EXTERNAL REVENUES 90,461 71,000 71,000 71,000 71,000 0 (0%)
186
City Attorney
City of Palo Alto Operating Budget FY 201134
INPUTS
FY 2009
Actuals
FY 2010
Adopted
Budget
FY 2010
Adjusted
Budget
FY 2011
Adopted-in-
Concept
Budget
FY 2011
Proposed
Budget
Salaries and Benefits 1,945,040 2,009,921 2,009,921 2,055,479 1,847,343
Contract Services 463,904 391,359 344,801 391,359 364,759
Supplies and Materials 22,802 38,000 38,000 38,000 26,500
Facilities and Equipment Purchases 760 2,000 2,000 2,000 1,000
General Expense 24,265 30,480 30,480 30,480 28,680
Rents and Leases 5,994 5,500 5,500 5,500 2,000
Allocated Charges 10,931 91,300 92,556 91,300 98,414
TOTAL EXPENDITURES $2,473,696 $2,568,560 $2,523,258 $2,614,118 $2,368,696
TOTAL REVENUES $1,287,154 $1,159,170 $1,159,170 $1,140,622 $1,389,877
Total Full Time Positions 10.60 10.60 10.60 10.60 9.60
Total Temporary Positions 0.95 0.95 0.95 0.95 0.54
0 500 1000 1500 2000 2500 3000 3500
FY04-05
FY05-06
FY06-07
FY07-08
FY08-09
Annual Number of Assignments
187
Operating Budget FY 2011 City of Palo Alto
City Attorney
35
BENCHMARKING MEASURES
FY 2009
Actuals
FY 2010
Adjusted
Budget
FY 2011
Proposed
Budget
Workload Outputs:
1. Number of work requests processed (SEA)2957 2750 2970
2. Number of claims opened and handled (SEA)135 135 150
3. Number of code enforcement matters referred to City Attorney 7 7 7
Efficiency:
1. Ratio of work requests per attorney 496 496 496
2. Percent of claims investigations commenced within 7 days of receipt of
claim by department 96% 96%96%
3. Percent of requests for code enforcement legal support responded to
within 10 working days 100% 100%100%
Effectiveness:
1. Percent of work requests completed within established time frames - time
frame varies based on type of work request 97% 97%97%
2. Percent of claims resolved within 9 months 97% 97%97%
RESOURCE LEVEL CHANGES FY 2011
Ongoing
FY 2011
One-Time
FY 2011
Total
REVENUE CHANGES
Increase allocated revenue-internal (230,707)(230,707)
TOTAL REVENUE CHANGES $(230,707)$0 $(230,707)
EXPENDITURE CHANGES
Salary and Benefits
Transfer 1.0 FTE Senior Deputy City Attorney to Utilities (116,356)(116,356)
Reduce Temporary Salaries (21,200)(21,200)
Personnel Benefit Costs Decrease (Note 2) (25,026)(25,026)
Total Salary and Benefits Increase $(162,582) $0 $(177,742)
Non-Salary
Decrease Arbitration (20,000)(20,000)
Decrease Instruction and Training (3,600)(3,600)
Decrease Programming, Computer, Equipment Maintenance, Software (4,500)(4,500)
Decrease Books, Films, Publication (10,000)(10,000)
Decrease various Telephone, Facilities, Office Machine and Furniture (6,300)(6,300)
Increase Allocated Charges (Note 3) 5,862 5,862
188
Operating Budget FY 2011 City of Palo Alto
City Attorney
36
RESOURCE LEVEL NOTES
Note 1: Adjustments include one-time revenues and appropriation changes from the prior year that did not carry
forward from the FY2010 budget.
Note 2: Personnel benefit costs have decreased mainly due to a change in methodology of estimating benefit costs.
Note 3: Allocated charges have increased due to the loan repayment to the Technology Fund.
SERVICE LEVEL CHANGES
A City Attorney contingency account, totaling $270,000, was created in FY2010 for unforseen legal services. In
FY2011, this contingency account was decreased by $145,000 to realign with the actual trending.
The Office of the City Attorney completed its restructuring effort during Fiscal Year 2007. The restructuring effort
resulted in a 21 percent reduction in staffing from the Fiscal Year 2003 staffing level. This represents a substantial
contribution from the City Attorney's Office to reducing general fund expenditures. The reduction in outside
councel budget may result in a reduction in service to City departments. In order to maintain a high level of
accurate legal services in a timely fashion, additional service level changes are not recommended.
Total Non-Salary Changes $(38,538) $0 $(38,538)
TOTAL EXPENDITURE CHANGES $(201,120)$0 $(216,280)
Adjustments (Note 1) 46,558 46,558
NET EXPENDITURE CHANGES $(201,120) $46,558 $(154,562)
RESOURCE LEVEL CHANGES FY 2011
Ongoing
FY 2011
One-Time
FY 2011
Total
189
30 City of Palo Alto Operating Budget FY 2011
1.0-CITY ATTORNEY
Gary Baum
Fiscal Year 2011 Position Totals - All Funds:10.60 Full-time
0.54 Hourly
City Attorney’s Office
Organizational Chart
2.0-Senior Asst City Attorney
1.0-Assistant City Attorney
2.0-Senior Deputy City Attorney
1.0-Legal Administrator
1.0-Secretary to City Attorney
2.0-Senior Legal Secretary
0.6-Claims Investigator
190
33
Proposed Budget FY 2011
Citywide Changes
Information Technology – Update and
Change to Allocated Charges
Allocated charges deferred in FY2009, Year 2 of GF Loan Repayment
Updated all maintenance and replacement schedules, including
Application Maintenance and Replacement, Infrastructure
Maintenance and Replacement, Desktop Maintenance and
Replacement, Telecommunication, and Support
Reclassified various line item categories
Changed cost allocation methodology, where necessary
FY2010 Budget 8,867,674
FY2011 Proposed 9,194,993
Operating Increase 327,319
2nd year Loan Repay from GF 1,220,693
Total IT Fund Operating Revenue 10,415,686
191
ATTACHMENT 9CHANGE IN TECHNOLOGY ALLOCATED CHARGES
BETWEEN FY2010 ADJUSTED BUDGET AND FY2011 PROPOSED BUDGET
COMMUNITY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
SERVICES 39370 Desktop Replacement 32,267 23,889 (8,378) -26%
39380 Desktop Maintenance 19,969 28,667 8,698 44%
39420 IT-Infrastructure Replacement 28,300 19,620 (8,680) -31%
39430 IT-Infrastructure Maintenance 15,070 14,244 (826) -5%
39440 IT Support 578,257 429,537 (148,720) -26%
* 39450 Telecommunications - 53,237 53,237 #DIV/0!
** 39510 Application Replacement 25,796 - (25,796) -100%
39520 Application Maintenance 41,289 17,287 (24,002) -58%
740,948 586,481 (154,467) -21%decrease
HUMAN IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
RESOURCE 39370 Desktop Replacement 4,286 9,936 5,650 132%
39380 Desktop Maintenance 2,651 10,667 8,016 302%
39420 IT-Infrastructure Replacement 3,643 3,832 189 5%
39430 IT-Infrastructure Maintenance 2,457 2,963 506 21%
39440 IT Support 98,814 93,860 (4,954) -5%
* 39450 Telecommunications - 11,075 11,075 #DIV/0!
** 39510 Application Replacement 631 - (631) -100%
39520 Application Maintenance 1,010 3,597 2,587 256%
113,492 135,930 22,438 20%increase
PLANNING &IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
COMMUNITY 39370 Desktop Replacement 15,681 17,874 2,193 14%
DEVELOPMENT 39380 Desktop Maintenance 9,683 23,000 13,317 138%
39420 IT-Infrastructure Replacement 13,646 11,879 (1,767) -13%
39430 IT-Infrastructure Maintenance 8,868 8,412 (456) -5%
39440 IT Support 304,981 274,884 (30,097) -10%
* 39450 Telecommunications - 31,441 31,441 #DIV/0!
** 39510 Application Replacement 2,346 - (2,346) -100%
39520 Application Maintenance 3,756 23,604 19,848 528%
358,961 391,094 32,133 9%increase
ATTORNEY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 4,264 7,882 3,618 85%
39380 Desktop Maintenance 2,624 3,667 1,043 40%
39420 IT-Infrastructure Replacement 3,701 2,372 (1,329) -36%
39430 IT-Infrastructure Maintenance 3,130 1,835 (1,295) -41%
39440 IT Support 65,484 58,989 (6,495) -10%
* 39450 Telecommunications - 6,858 6,858 #DIV/0!
** 39510 Application Replacement 496 - (496) -100%
39520 Application Maintenance 795 2,229 1,434 180%
80,494 83,832 3,338 4%increase
* In FY2011, 39510 Telecommunications is separated from 39440 IT Support to provided increased transparency.
** Application Replacement charge to the General Fund departments is deferred by one year in FY2011.
ATT changes primarily due to the net of 2nd year loan payment $25,579 and decrease due to FTE
reductions.
CSD changes primarily due to the net of 2nd year loan payment $218,479 and decrease due to FTE
reductions and midyear loan payment.
HRD changes primarily due to the net of 2nd year loan payment $37,283.
PCE changes primarily due to the net of 2nd year loan payment $118,603 and decrease due to FTE
reductions and midyear loan payment.
5/11/2010 4:57 PM
192
ATTACHMENT 9CHANGE IN TECHNOLOGY ALLOCATED CHARGES
BETWEEN FY2010 ADJUSTED BUDGET AND FY2011 PROPOSED BUDGET
LIBRARY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 10,356 56,825 46,469 449%
39380 Desktop Maintenance 6,373 52,000 45,627 716%
39420 IT-Infrastructure Replacement 8,732 18,646 9,914 114%
39430 IT-Infrastructure Maintenance 5,340 8,078 2,738 51%
39440 IT Support 261,248 448,586 187,338 72%
* 39450 Telecommunications - 30,191 30,191 #DIV/0!
** 39510 Application Replacement 17,261 - (17,261) -100%
39520 Application Maintenance 27,628 79,594 51,966 188%
336,938 693,920 356,982 106%increase
AUDITOR IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 1,367 2,429 1,062 78%
39380 Desktop Maintenance 842 1,667 825 98%
39420 IT-Infrastructure Replacement 1,195 989 (206) -17%
39430 IT-Infrastructure Maintenance 835 765 (70) -8%
39440 IT Support 24,718 21,995 (2,723) -11%
* 39450 Telecommunications - 2,857 2,857 #DIV/0!
** 39510 Application Replacement 169 - (169) -100%
39520 Application Maintenance 271 928 657 242%
29,397 31,630 2,233 8%increase
CLERK IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 2,225 3,167 942 42%
39380 Desktop Maintenance 1,377 3,333 1,956 142%
39420 IT-Infrastructure Replacement 1,934 1,669 (265) -14%
39430 IT-Infrastructure Maintenance 1,130 1,291 161 14%
39440 IT Support 41,711 36,483 (5,228) -13%
* 39450 Telecommunications - 4,823 4,823 #DIV/0!
** 39510 Application Replacement 304 - (304) -100%
39520 Application Maintenance 487 1,566 1,079 222%
49,168 52,332 3,164 6%increase
MANAGER IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 3,120 3,921 801 26%
39380 Desktop Maintenance 1,924 5,333 3,409 177%
39420 IT-Infrastructure Replacement 2,696 2,658 (38) -1%
39430 IT-Infrastructure Maintenance 1,889 2,055 166 9%
39440 IT Support 64,799 54,909 (9,890) -15%
* 39450 Telecommunications - 7,681 7,681 #DIV/0!
** 39510 Application Replacement 474 - (474) -100%
39520 Application Maintenance 759 2,494 1,735 229%
75,661 79,051 3,390 4%increase
* In FY2011, 39510 Telecommunications is separated from 39440 IT Support to provided increased transparency.
** Application Replacement charge to the General Fund departments is deferred by one year in FY2011.
LIB changes primarily due to the net of 2nd year loan payment $118,660, and net of FTE reductions and
change in methodology for desktop replacement and maintenance.
AUD changes primarily due to the 2nd year loan payment $9,036.
Prior methodology used was FTE and % of prior year budget, which did not factor the use of public
desktops and understated the allocated charges. Also, Library's application and infrastructure costs
increased as a result of direct department allocation rather than cost averaging citywide.
MGR changes primarily due to the 2nd year loan payment $22,440.
CLK changes primarily due to the 2nd year loan payment $15,169.
5/11/2010 4:57 PM
193
194
City of Palo Alto
Salary and Benefit Totals
General Fund Departments
ATTACHMENT 1
2010 2010 Total 2011 2011 Total Change Change Total
Dept Salary Benefits Salary Benefits Salary Benefits $ %
Administrative Services 3,709,092 2,067,704 5,776,796 3,417,888 1,678,429 5,096,317 (291,204) (389,274) (680,478) -11.8%
City Attorney's Office 1,373,843 636,075 2,009,919 1,216,652 615,524 1,832,177 (157,191) (20,551) (177,742) -8.8%
City Auditor's Office 487,098 225,820 712,918 482,435 208,790 691,225 (4,663) (17,030) (21,693) -3.0%
City Clerk's Office 592,745 372,821 965,567 592,746 287,244 879,989 0 (85,578) (85,577) -8.9%
City Manager's Office 1,301,881 649,517 1,951,398 1,156,335 625,054 1,781,388 (145,547) (24,463) (170,010) -8.7%
Community Services Department 8,702,597 3,524,383 12,226,980 7,074,829 2,991,939 10,066,768 (1,627,768) (532,444) (2,160,212) -17.7%
Council 64,800 127,864 192,664 64,800 6,345 71,145 0 (121,519) (121,519) -63.1%
Fire Department 14,067,025 7,512,487 21,579,512 15,257,960 8,036,370 23,294,329 1,190,934 523,883 1,714,818 7.9%
Human Resources Department 1,544,085 797,049 2,341,134 1,553,893 812,993 2,366,886 9,808 15,944 25,752 1.1%
Library Department 3,372,630 1,526,986 4,899,616 3,207,876 1,469,926 4,677,801 (164,755) (57,060) (221,815) -4.5%
Non-departmental (3,016,932)1,900,000 (1,116,932) (1,168,640) (1,168,640)1,848,292 (1,900,000) (51,708) 4.6%
Planning and Community Development 4,528,793 2,215,805 6,744,597 4,433,499 2,022,859 6,456,358 (95,294) (192,946) (288,239) -4.3%
Police Department 16,771,269 8,468,718 25,239,987 16,216,603 8,054,417 24,271,020 (554,666) (414,301) (968,967) -3.8%
Public Works Department 4,814,023 2,751,372 7,565,395 4,639,856 2,247,549 6,887,404 (174,167) (503,823) (677,991) -9.0%
Grand Total 58,312,951 32,776,600 91,089,552 58,146,731 29,057,439 87,204,169 (166,221) (3,719,162) (3,885,382) -4.3%
5/18/2010 3:14 PM
195
ATTACHMENT 2
Page 1 of 2Police Department (POL)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
REVENUES
New Revenues and Increased Cost Recovery:
POL1 Reimbursement from PAUSD for School Resource Officer 83,570 83,570
POL2 Alarm services provided to Utilities (additional services)90,000 90,000
POL3 Increase Parking Violation Citation municipal fee 150,000 150,000
POL4 Increase in Animal Service municipal fees 47,200 47,200
370,770 - 370,770
Service Level Reductions:
Loss of revenue from eliminating the Traffic Team (100,000) (100,000)
Leaf blower (20,000) (20,000)
(120,000) - (120,000)
Other Items Included in Proposed Budget:
Parking violation revenue decline (125,000) (125,000)
Communications reimbursement from Stanford (67,316) (67,316)
(192,316) - (192,316)
Budget Balancing Revenue Summary 58,454 58,454
EXPENDITURES
Service Level Reductions:
POL5 Code Enforcement
POL5.1 0.5 FTE Code Enforcement Officer 61,068 61,068
POL6 Crime Analyst Program
POL6.1 1 FTE Crime Analyst 116,178 116,178
POL7 Traffic Team (see revenue impact)
POL7.1 1 FTE Police Sergeant 205,886 205,886
POL7.2 1 FTE Police Agent 183,139 183,139
POL7.3 3 FTE Police Officer 497,601 497,601
886,626 - 886,626
POL8 Investigations
POL8.1 2 FTE Police Officer 331,734 331,734
POL9 Technical Services
POL9.1 1 FTE Records Specialist II 86,360 86,360
POL10 Crime Prevention & Public Outreach
POL10.1 1 FTE Program Coordinator 102,669 102,669
POL11 Reduction in overtime budget 32,000 32,000
POL12 Reduction in leaf blower enforcement (see revenue impact)
POL12.1 0.46 FTE temp Project Specialist 41,587 41,587
5/18/2010 2:38 PM
196
ATTACHMENT 2
Page 2 of 2Police Department (POL)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
POL13 School Crossing Guard Program 345,000 345,000
2,003,222 - 2,003,222
Other Items Included in Proposed Budget:
POL14 Train Track Watch Program (30,000) (30,000)
PAPOA salary increase (808,429) (808,429)
Booking fees decrease 130,000 130,000
(708,429) - (708,429)
Citywide Changes
Personnel benefit and allocated (421,321) (421,321)
Budget Balancing Expenditures 873,472 - 873,472
Budget Balancing Summary (931,926)
Alternatives to Proposed Budget Balancing Actions
POL15 Parking Enforcement Program
POL15.1 1 FTE Community Service Officer 89,258 89,258
Total FTE Reductions:
Regular 10.5 FTE (11 positions, 8 filled)
Hourly 0.81 FTE (2 positions, 2 vacant)
5/18/2010 2:38 PM
197
ATTACHMENT 3
Page 1 of 2Fire Department (F)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
REVENUES
New Revenues and Increased Cost Recovery:
F1 Increase Hazardous Materials Inspection Fees 200,000 200,000
F2 Increase Stanford Fire Services Revenue 38,000 38,000
F3 Increase Paramedic Services Fees by 10% 50,000 50,000
F4 Increase Code Enforcement Fees 120,000 120,000
Sub-total New Revenues 408,000 - 408,000
Other Items Included in Proposed Budget:
Decrease Plan Checking Fee (270,000) (270,000)
Fire Services Reimbursement from Stanford 136,969 136,969
Sub-total Other Items (133,031) - (133,031)
Budget Balancing Revenue Summary 274,969 274,969
EXPENDITURES
Service Level Reductions:
F5 Administration
1.0 FTE Administrative Assistant 116,507 116,507
F6 HazMat Code Enforcement
0.95 FTE Hazardous Materials Specialist (GF portion)186,953 186,953
0.48 FTE Add Management Specialist (80,000) (80,000)
106,953 - 106,953
F7 Administration (Backfill Fire Chief vacancy)
0.25 Management Specialist (52,000) (52,000)
F8 Reduction in non-salary expenses
(i.e. Contract Svcs., Supplies, Equip., etc.)85,952 85,952
309,412 (52,000) 257,412
Other Items Included in Proposed Budget:
Salary and Benefit Increase (1/2 Year)(652,158) (652,158)
Decrease in Temporary Salaries 31,131 31,131
Incentive Pay Increase (EMT Certification)(9,069) (9,069)
(630,096) - (630,096)
Citywide Changes
Increase in Workers' Compensation Charges (479,668) (479,668)
Increase in Medicare (Employer) Contribution (12,965) (12,965)
Increase in Retiree Health Insurance Premiums (393,311) (393,311)
Increase in Benefit Allocation (390,237) (390,237)
Decrease in Information Technology Charges 95,076 95,076
Increase in Vehicle Maintenance and Replacement (254,272) (254,272)
5/18/2010 4:58 PM
198
ATTACHMENT 3
Page 2 of 2Fire Department (F)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Increase in Liab. Insurance & Printing/Mailing Services (33,015) (33,015)
(1,468,392) - (1,468,392)
Budget Balancing Expenditures (1,789,076) (52,000) (1,841,076)
Net Budget Impact Summary (Increase)(1,566,107)
Total FTE Reductions/Increase:
Regular 1.95 FTE (1 - Retiring, 1 filled)
Hourly 0.46 FTE Increase
5/18/2010 4:58 PM
199
Administrative Services Department (ASD)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Expenditures:
Service Level Reduction
ASD1-2. Eliminate Vacant Positions
0.96 FTE Administrative Associate (99,500) - (190,027)
1.00 FTE Accounting Specialist (90,527) -
(190,027) -
ASD3. Reallocations
0.50 FTE Warehouse Supervisor to Utls (52,857) - (347,272)
0.50 FTE Sr Financial Analyst to Utls (74,807)
0.60 FTE Contract Administrator to CIP (89,769)
0.60 FTE Sr Financial Analyst to CIP (89,769)
0.10 FTE Business Analyst to IT (12,240)
0.20 FTE Sr Business Analyst to IT (27,830)
(347,272) -
ASD4. Decrease Temporary Salaries (24,572) - (24,572)
(24,572) -
ASD5. Decrease Overtime (10,000) - (10,000)
(10,000) -
ASD6-8. Decrease various non-salary (25,292) - (25,292)
(25,292) -
Budget Balancing Expenditures (597,163) - (597,163)
Budget Balancing Summary (597,163)
Total FTE Reductions:
Regular 4.46 FTE (1.96 vacant 2.5 reallocation)
Hourly 0.42 FTE (increase)
200
Information Technology - ISF (IT)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Revenues:
IT1-3. Decrease in various revenues
Decrease in Investment Income (236,500) - (283,100)
Decrease in Stanford Revenue (37,000) -
Decrease in Miscellaneous Revenue (9,600) -
(283,100) -
IT4. Increase in allocated revenue - Loan repay 1,220,693 - 1,220,693
1,220,693 -
IT5. Increase in allocated revenue - Operating 303,391 - 303,391
303,391 -
IT6. Increase in Operating Tfrs In - CIP projects 970,594 - 970,594
970,594 -
Expenditures:
Service Level Reduction
IT7-8. Eliminate Vacant Positions
0.04 FTE Administrative Assoc III (4,146) - (164,562)
1.0 FTE Technologist (160,416) -
(164,562) -
IT9. Add 0.50 FTE Administrator (CM office)58,273 - 58,273
58,273 -
IT10. Reallocations
0.10 FTE Business Analyst from ASD 12,240 - 12,240
0.20 FTE Sr Business Analyst from ASD 27,830
40,070 -
201
Information Technology - ISF (IT)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
IT11-18. Redistrubutions
Increase Application Maintenance 506,425 - 303,392
Decrease Application Replacement (190,150)
Decrease Infrastructure Maintenance (90,287)
Decrease Infratstructure Replacement (888)
Increase Desktop Maintenance 130,000
Increase Desktop Replacement 99,575
Increase Telecommunication 682,500
Decrease IT Support (833,783)
303,392 -
IT19. Increase CIP project costs 2,295,859 - 2,295,859
2,295,859 -
Budget Balancing Expenditures 2,533,032 - 2,533,032
Budget Balancing Summary 2,533,032
Total FTE Reductions:
Regular .24 FTE net (1.04 vacant, 0.50 add, net 0.30 realloc)
Hourly 1.22 FTE (increase)
202
ATTACHMENT 6CHANGE IN TECHNOLOGY ALLOCATED CHARGES
BETWEEN FY2010 ADJUSTED BUDGET AND FY2011 PROPOSED BUDGET
POLICE IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 43,215 73,758 30,543 71%
39380 Desktop Maintenance 26,434 44,000 17,566 66%
39420 IT-Infrastructure Replacement 37,693 47,744 10,051 27%
39430 IT-Infrastructure Maintenance 24,156 28,200 4,044 17%
39440 IT Support 998,178 1,255,882 257,704 26%
* 39450 Telecommunications - 105,402 105,402 #DIV/0!
** 39510 Application Replacement 122,514 - (122,514) -100%
39520 Application Maintenance 196,098 293,104 97,006 49%
1,448,288 1,848,090 399,802 28%increase
FIR IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 60,101 47,072 (13,029) -22%
39380 Desktop Maintenance 37,122 26,668 (10,454) -28%
39420 IT-Infrastructure Replacement 52,744 32,969 (19,775) -37%
39430 IT-Infrastructure Maintenance 44,503 22,788 (21,715) -49%
39440 IT Support 1,436,388 586,788 (849,600) -59%
* 39450 Telecommunications - 85,172 85,172 #DIV/0!
39510 Application Replacement 292,612 81,300 (211,312) -72%
39520 Application Maintenance 411,934 200,858 (211,076) -51%
2,335,404 1,083,615 (1,251,789) -54%decrease
ADMINISTRATIVE IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
SERVICES 39370 Desktop Replacement 12,267 46,651 34,384 280%
DEPARTMENT 39380 Desktop Maintenance 7,464 44,667 37,203 498%
39420 IT-Infrastructure Replacement 9,933 10,626 693 7%
39430 IT-Infrastructure Maintenance 7,752 7,734 (18) 0%
39440 IT Support 266,056 334,109 68,053 26%
* 39450 Telecommunications - 28,905 28,905 #DIV/0!
** 39510 Application Replacement 3,879 - (3,879) -100%
39520 Application Maintenance 6,209 9,386 3,177 51%
313,560 482,078 168,518 54%increase
PUBLIC IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
WORKS 39370 Desktop Replacement 20,133 17,861 (2,272) -11%
39380 Desktop Maintenance 12,409 13,883 1,474 12%
39420 IT-Infrastructure Replacement 17,820 26,000 8,180 46%
39430 IT-Infrastructure Maintenance 9,534 10,974 1,440 15%
39440 IT Support 398,247 307,669 (90,578) -23%
* 39450 Telecommunications - 41,017 41,017 #DIV/0!
** 39510 Application Replacement 3,879 - (3,879) -100%
39520 Application Maintenance 6,209 13,319 7,110 115%
468,231 430,723 (37,508) -8%decrease
* In FY2011, 39510 Telecommunications is separated from 39440 IT Support to provided increased transparency.
** Application Replacement charge to the General Fund departments is deferred by one year in FY2011.
ASD changes primarily due to the net of 2nd year loan payment $135,121 and methodology change.
POL changes primarily due to the net of 2nd year loan payment $459,482.
FIR changes primarily due to a net of 1st year loan repayment at midyear FY2010 of $1,156,713 and a 2nd
year loan payment credit of $81,344.
PWD changes primarily due to the net of 2nd year loan payment $142,185 and methodology change.
5/18/2010 3:55 PM
203
ATTACHMENT 6CHANGE IN TECHNOLOGY ALLOCATED CHARGES
BETWEEN FY2010 ADJUSTED BUDGET AND FY2011 PROPOSED BUDGET
COMMUNITY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
SERVICES 39370 Desktop Replacement 32,267 23,889 (8,378) -26%
39380 Desktop Maintenance 19,969 28,667 8,698 44%
39420 IT-Infrastructure Replacement 28,300 19,620 (8,680) -31%
39430 IT-Infrastructure Maintenance 15,070 14,244 (826) -5%
39440 IT Support 578,257 429,537 (148,720) -26%
* 39450 Telecommunications - 53,237 53,237 #DIV/0!
** 39510 Application Replacement 25,796 - (25,796) -100%
39520 Application Maintenance 41,289 17,287 (24,002) -58%
740,948 586,481 (154,467) -21%decrease
HUMAN IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
RESOURCE 39370 Desktop Replacement 4,286 9,936 5,650 132%
39380 Desktop Maintenance 2,651 10,667 8,016 302%
39420 IT-Infrastructure Replacement 3,643 3,832 189 5%
39430 IT-Infrastructure Maintenance 2,457 2,963 506 21%
39440 IT Support 98,814 93,860 (4,954) -5%
* 39450 Telecommunications - 11,075 11,075 #DIV/0!
** 39510 Application Replacement 631 - (631) -100%
39520 Application Maintenance 1,010 3,597 2,587 256%
113,492 135,930 22,438 20%increase
PLANNING &IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
COMMUNITY 39370 Desktop Replacement 15,681 17,874 2,193 14%
DEVELOPMENT 39380 Desktop Maintenance 9,683 23,000 13,317 138%
39420 IT-Infrastructure Replacement 13,646 11,879 (1,767) -13%
39430 IT-Infrastructure Maintenance 8,868 8,412 (456) -5%
39440 IT Support 304,981 274,884 (30,097) -10%
* 39450 Telecommunications - 31,441 31,441 #DIV/0!
** 39510 Application Replacement 2,346 - (2,346) -100%
39520 Application Maintenance 3,756 23,604 19,848 528%
358,961 391,094 32,133 9%increase
ATTORNEY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 4,264 7,882 3,618 85%
39380 Desktop Maintenance 2,624 3,667 1,043 40%
39420 IT-Infrastructure Replacement 3,701 2,372 (1,329) -36%
39430 IT-Infrastructure Maintenance 3,130 1,835 (1,295) -41%
39440 IT Support 65,484 58,989 (6,495) -10%
* 39450 Telecommunications - 6,858 6,858 #DIV/0!
** 39510 Application Replacement 496 - (496) -100%
39520 Application Maintenance 795 2,229 1,434 180%
80,494 83,832 3,338 4%increase
* In FY2011, 39510 Telecommunications is separated from 39440 IT Support to provided increased transparency.
** Application Replacement charge to the General Fund departments is deferred by one year in FY2011.
ATT changes primarily due to the net of 2nd year loan payment $25,579 and decrease due to FTE
reductions.
CSD changes primarily due to the net of 2nd year loan payment $218,479 and decrease due to FTE
reductions and midyear loan payment.
HRD changes primarily due to the net of 2nd year loan payment $37,283.
PCE changes primarily due to the net of 2nd year loan payment $118,603 and decrease due to FTE
reductions and midyear loan payment.
5/18/2010 3:55 PM
204
ATTACHMENT 6CHANGE IN TECHNOLOGY ALLOCATED CHARGES
BETWEEN FY2010 ADJUSTED BUDGET AND FY2011 PROPOSED BUDGET
LIBRARY IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 10,356 56,825 46,469 449%
39380 Desktop Maintenance 6,373 52,000 45,627 716%
39420 IT-Infrastructure Replacement 8,732 18,646 9,914 114%
39430 IT-Infrastructure Maintenance 5,340 8,078 2,738 51%
39440 IT Support 261,248 448,586 187,338 72%
* 39450 Telecommunications - 30,191 30,191 #DIV/0!
** 39510 Application Replacement 17,261 - (17,261) -100%
39520 Application Maintenance 27,628 79,594 51,966 188%
336,938 693,920 356,982 106%increase
AUDITOR IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 1,367 2,429 1,062 78%
39380 Desktop Maintenance 842 1,667 825 98%
39420 IT-Infrastructure Replacement 1,195 989 (206) -17%
39430 IT-Infrastructure Maintenance 835 765 (70) -8%
39440 IT Support 24,718 21,995 (2,723) -11%
* 39450 Telecommunications - 2,857 2,857 #DIV/0!
** 39510 Application Replacement 169 - (169) -100%
39520 Application Maintenance 271 928 657 242%
29,397 31,630 2,233 8%increase
CLERK IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 2,225 3,167 942 42%
39380 Desktop Maintenance 1,377 3,333 1,956 142%
39420 IT-Infrastructure Replacement 1,934 1,669 (265) -14%
39430 IT-Infrastructure Maintenance 1,130 1,291 161 14%
39440 IT Support 41,711 36,483 (5,228) -13%
* 39450 Telecommunications - 4,823 4,823 #DIV/0!
** 39510 Application Replacement 304 - (304) -100%
39520 Application Maintenance 487 1,566 1,079 222%
49,168 52,332 3,164 6%increase
MANAGER IT Allocated Charges FY2010 Adj FY2011 Prop Diff Chg %
39370 Desktop Replacement 3,120 3,921 801 26%
39380 Desktop Maintenance 1,924 5,333 3,409 177%
39420 IT-Infrastructure Replacement 2,696 2,658 (38) -1%
39430 IT-Infrastructure Maintenance 1,889 2,055 166 9%
39440 IT Support 64,799 54,909 (9,890) -15%
* 39450 Telecommunications - 7,681 7,681 #DIV/0!
** 39510 Application Replacement 474 - (474) -100%
39520 Application Maintenance 759 2,494 1,735 229%
75,661 79,051 3,390 4%increase
* In FY2011, 39510 Telecommunications is separated from 39440 IT Support to provided increased transparency.
** Application Replacement charge to the General Fund departments is deferred by one year in FY2011.
LIB changes primarily due to the net of 2nd year loan payment $118,660, and net of FTE reductions and
change in methodology for desktop replacement and maintenance.
AUD changes primarily due to the 2nd year loan payment $9,036.
Prior methodology used was FTE and % of prior year budget, which did not factor the use of public
desktops and understated the allocated charges. Also, Library's application and infrastructure costs
increased as a result of direct department allocation rather than cost averaging citywide.
MGR changes primarily due to the 2nd year loan payment $22,440.
CLK changes primarily due to the 2nd year loan payment $15,169.
5/18/2010 3:55 PM
205
Printing and Mailing - ISF (IT)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Revenues:
PM1. Decrease Mailing Allocated Revenue 91,778 - 91,778
91,778 -
PM2. Decrease Printing Allocated Revenue 106,835 - 106,835
106,835 -
Expenditures:
Service Level Reduction
PM3-5. Eliminate Filled Positions
1.0 FTE Supervisor Repro and Mail (110,440) - (221,984)
1.0 FTE Offset Equip Op Lead (91,894)
0.48 FTE Print Shop Assistant (19,650)
(221,984) -
PM6. Reallocate 0.48 FTE Offset Equip Op (45,031) - (45,031)
(45,031) -
Budget Balancing Expenditures (267,015) - (267,015)
Budget Balancing Summary (267,015)
Total FTE Reductions:
Regular 2.96 FTE (2.48 filled and 0.48 reallocation)
Hourly none
206
207
208
Children’s Theatre-Fee Setting Discussion
The policy of requiring participants to pay a fee to appear in productions is often referred to as
"pay to play". This policy has the potential to raise revenue; however, it relies on large numbers
to raise significant funds. The chart below describes the participation fee and ticket price of other
Bay Area Children’s Theaters:
Organization Participation Fee Ticket Price Remarks
Peninsula Youth Theatre $265 per production $16 - $18 Multiple casts; Volunteer hours
required
San Carlos Children’s Theatre $175 per production $10 - $12 Does not include costumes;
Volunteer hours required
CMT San Jose $150 per production $15 - $30 Volunteer hours required
Rainbow Theatre (Milpitas) $65 - $85 per production $6 - $8 Tickets cost $6 - $8; Volunteer
hours required
Below are participation fees for Palo Alto youth activities:
Organization Participation Fee Ages
Palo Alto AYSO Camp $167 per week Ages 5 - 18
Palo Alto AYSO Competitive Athletics $350 per season Ages 5 - 18
Palo Alto Little League $195 per season Ages 9 - 12
Jr. Museum & Zoo Summer Camp $335 per week Ages 6 - 13
Listed below is the revenue stream that is possible at different fee levels for participants.
An alternate scheme would be to develop a fee
menu for each production that would price individual
performing parts based on the amount of stage time.
This scheme could be structured to raise similar
revenue; however, this plan would likely suppress
the number and diversity of children participating in
the program while essentially guaranteeing that the same children, from families that could afford
the higher fees, would lead every production. The level of this suppression would logically be tied
to the fee amount.
The participation fee would be charged to performers and could also be charged to stage crew
members and technicians operating the production. This may reduce volunteerism and require
the use of paid staff to operate the productions. This added cost cannot be accurately forecast.
All gross revenue amounts must be reduced by the administration cost of collection, record
keeping, cash handling, etc.
Fee Range Children’s Theatre
Potential Revenue
$50-$300 $35,000
209
Childrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and AudienceChildrenʼs Theatre Production Participation and Audience
Revenue % Δ from prev year Audience % Δ from prev year Participants % Δ from prev year
Unique
Participants
# of
Productions
# of
Performances
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2009 - 2010
Season
(YTD)
2008 - 2009
Season
2008 - 2009
Season
2008 - 2009
Season
2008 - 2009
Season
2008 - 2009
Season
2008 - 2009
Season
2008 - 2009
Season
2007 - 2008
Season
2007 - 2008
Season
2007 - 2008
Season
2007 - 2008
Season
2007 - 2008
Season
2007 - 2008
Season
2007 - 2008
Season
2006 - 2007
Season
2006 - 2007
Season
2006 - 2007
Season
2006 - 2007
Season
2006 - 2007
Season
2006 - 2007
Season
2006 - 2007
Season
Total Box Office $142,555 46%20,770 41%495 20%401 20 118
Hotdog / Summer $52,670 63%8,190 48%141 18%126 3 26
Wingspread $21,690 87%2,972 54%47 -23%39 2 17
Mainstage $36,280 46%4,853 45%100 22%87 3 30
Outreach $12,930 -4%2,141 15%98 1%98 3 12
Saturday Playhouse $11,055 -18%1,480 -18%37 28%23 6 11
Teen Shows $7,930 361%1,134 387%72 200%51 3 22
Total Box Office $97,419 -14%14,705 -28%413 -26%300 23 99
Hotdog / Summer $32,396 -27%5,522 -29%120 8%92 4 22
Wingspread $11,588 -12%1,928 -16%61 -46%30 3 14
Mainstage $24,785 -4%3,345 -29%82 -23%57 3 21
Outreach $13,400 -33%1,865 -47%97 -48%97 6 24
Saturday Playhouse $13,530 47%1,812 -17%29 -28%16 6 12
Teen Shows $1,720 n/a 233 n/a 24 n/a 24 1 6
Total Box Office $112,883 -4%20,469 2%556 -4%408 29 132
Hotdog / Summer $44,656 -9%7,748 -8%111 -11%79 4 35
Wingspread $13,208 13%2,297 14%113 45%49 5 23
Mainstage $25,722 22%4,689 18%107 -20%85 4 26
Outreach $20,111 1%3,546 45%185 9%185 8 32
Saturday Playhouse $9,186 17%2,189 27%40 -7%10 8 16
Teen Shows $0 n/a 0 n/a 0 -100%0 0 0
Total Box Office $117,135 19,986 581 422 26 131
Hotdog / Summer $48,920
no data
8,386
no data
125
no data
85 4 34
Wingspread $11,657
no data
2,019
no data
78
no data
42 5 24
Mainstage $21,076
no data
3,966
no data
133
no data
83 4 27
Outreach $19,976
no data
2,451
no data
170
no data
169 6 24
Saturday Playhouse $7,836
no data
1,725
no data
43
no data
11 6 15
Teen Shows $7,670
no data
1,439
no data
32
no data
32 1 7210
Childrenʼs Theatre Production Demographics
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Demographics
Age/Residency
FY 2010
Production Type
ParticipantsParticipants AudienceAudience
Production Type
Grade Residency Age Residency
Hotdog / Summer 2 - 6 86% Resident
14% Non-Resident All 57% Resident
43% Non-Resident
Wingspread 11 - College 15% Resident
85% Non-Resident All 71% Resident
29% Non-Resident
Mainstage 2 - 6 84% Resident
16% Non-Resident All 68% Resident
32% Non-Resident
Outreach 3 - 5 98% Resident
2% Non-Resident
8 - 11;
Parents
83% Resident
17% Non-Resident
Saturday Playhouse 9 - 12 91% Resident
9% Non-Resident 3 - 6 55% Resident
45% Non-Resident
Teen Shows 9 - 12 95% Resident
5% Non-Resident All 73% Resident
27% Non-Resident
211
Note: FY 2010 Year-End values are projections as of 5/21/2010.
Childrenʼs Theatre: Change in Revenue, Attendance, and Participation
Program Area FY 2007 FY 2008 FY 2009 FY 2010 FY 2010
Projected
FY 2011
Projected
Childrenʼs Theatre
Class Revenue $50,265 $60,206 $70,014 $81,686 $91,442 $120,000
Childrenʼs Theatre
# of Classes 27 73 73 85
Childrenʼs Theatre
Class Registration 472 407 492 616 680 750
Childrenʼs Theatre
Class Residency
(NR: Nonresident; R Resident)
368 R
104 NR
305 R
102 NR
407 R
85 NR
525 R
91 NR
Arts Education
In-school Outreach 1,415 1,550 1,700
Arts Education
Residency
1,399 R
16 NR
1,450 R
100 NR
1,550 R
150 NR $0K
$25K
$50K
$75K
$100K
Q1 Mid-Year Q3 Year-End
1099 1465
20298
50265
4311
10824
23379
58528
7612
15315
43943
70014
16901
26924
79637
91442
Class Revenue by Fiscal Year
FY 2010
FY 2009
FY 2008
FY 2007
212
City of Palo Alto
Community Services Department
Cost Recovery Data
FY 2011 Proposed Budget
Program
Direct Cost
Recovery
Full Cost
Recovery
Income (subsidy)
based on full cost
Number of
Participants
Arts and Science
Children's Music and Dance 159%130%$16,958
Adult Music and Dance 105%92%($5,739)
Visual Arts /Studio Classes 95%75%($67,357)12,065
Visual Arts /Exhibitions 13%9%($248,325)15,830
JMZ classes/outreaches 78%54%($245,178)
JMZ camps 121%93%($19,903)
Baylands Interpretation 59%43%($127,060)2,615
JMZ exhibits 14%10%($223,638)
JMZ animal care 17%13%($166,581)
Children's Performing Arts
Education 73%33% 53%($284,979)
($85,217)
1,442 participants
Wingspread 58%27%
49%
($49,175)
($24,633)
34 participants; 2,972
audience
Outreach 21%9% 15%($192,620)
($114,677)
139 participants; 1,853
audience
Teen Programs 0%0%($82,713)
($52,392)
188 participants; 1,690
audience
Core Productions 24%11%
17%
($771,228)
($453,465)
440 participants;
19,743 audience
Administration 15%11%0 ($556,185)0
Recreation
Sports-Aquatics 295%158%
94%
$42,385
($6,897)
44,360
Sports - Sports League 91%61%
34%
($ 53,558)
(158,340)
1,128
Adult Program - Special Interest Classes 113%74%
42%
($44,712)
($178,120)
693
Sports-Individual Sports 0%0%($95,021)
($165,085)
3,000
Youth Teen Programs- Aquatics 97%78%
81%
($77,760)
($67,722)
19,186
Youth Teen Programs- Special Interest
Classes
136%108% 111%$33,347
$44,940
2,877
Youth Teen Programs- Middle School 61%45%
47%
($168,253)
($160,298)
1,393
Youth Teen Programs- Teen Center
Programs and Youth Outreach
40%27%
28%
($288,119)
($278,890)
6,540
Youth Teen Programs- Sports Camps 122%106%
109%
$11,049
$16,881
1,138
Youth Teen Programs- Day Camp 119%89%
91%
($24,686)
($19,019)
694
Special Needs Program - Senior 53%33%
20%
($7,121)
($14,480)
7,650
Special Needs Program - Therapeutics
Recreation
84%53%
31%
($4,902) ($12,075)165
Special Events 7%5%($150,164)5,000 +
Notes:
1. Direct costs equal direct salaries and non-salary costs.
2. Full costs equal direct costs plus CSD administration allocation and city-wide cost plan allocation charges.
4. Corrections are being made due to error in the formula in the original computations. Strike-out numbers are
being replaced by the correct numbers.
964
5,354
125,000
3. CSD administration costs and city-wide cost plan allocation charges were allocated to individual program based
on regular FTE. In cases where programs have no regular FTE allocated, the direct costs become the basis of
the allocation.
213
GOLF COURSE FINANCIAL SUMMARY
1
2
3
4
5
6
7
8
9
10
11
12
13
15
16
17
20
21
25
26
27
28
29
30
31
32
33
34
35
37
38
39
40
41
42
43
44
45
48
49
51
52
B S W X Y
ACTUAL
Adopted
Budget
Adjusted
Budget
Proposed
Budget
FY 2009 FY 2010 FY 2010 FY 2011
Revenues
Tournament fees 2,651 3,600 2,518 3,600
Green fees 2,073,809 2,194,250 1,981,442 1,994,250
Monthly play cards 161,544 170,000 160,000 170,000
Driving range 365,908 415,000 415,000 390,000
Cart/club rentals 313,224 370,000 360,207 370,000
Proshop lease 29,482 32,000 29,482 32,000
Restaurant lease 43,811 67,200 43,811 67,200
Coffee Shop utilities 19,440 25,920 19,440 25,920
Interest Income - Debt Service 32,855 32,200 32,200 32,200
TOTAL REVENUE 3,042,724 3,310,170 3,044,100 3,085,170
Expenditures
Debt Expenses
Net Debt Service--New 555,686 560,674 560,674 559,539
Loan payment to General Fund for CIP
Projects PG-08001 and PG-07700 94,849 94,849 47,684 94,849
Subtotal 650,535 655,523 608,358 654,388
Operating Expenses
Salaries 518,627 493,493 493,493 86,840
Benefits 410,728 394,422 394,422 41,003
Miscellaneous -
- Supplies and Materials 144,037 181,853 140,000 131,853
- General Expense 1,618 1,988 1,988 1,988
- Rents and Leases 0 300 300 300
- Facilities and Equipment Purchases 1,117 5,000 5,000 5,000
Allocated Charges 580,458 479,719 516,608 612,025
Cost Plan Charges 318,969 312,500 332,155 41,455
Subtotal 1,975,554 1,869,275 1,883,966 920,464
Contract Services
Golf Maintenance 0 0 0 420,000
Miscellaneous 45,879 72,930 45,000 72,930
Range fees 152,745 157,700 157,700 157,700
Cart rentals 127,835 148,000 144,083 148,000
Club rentals 6,197 6,800 5,951 6,800
Fixed Incentives and Miscellaneous
Management Fees 376,989 353,333 353,333 353,333
Credit Card Fees 33,000 38,000 38,000 38,000
Subtotal 742,645 776,763 744,067 1,196,763
TOTAL EXPENSES 3,368,734 3,301,561 3,236,391 2,771,615
Change from Prior Year 5.4%-2.0%-4%-14%
ANNUAL NET ($326,010)$8,609 ($192,291) $313,555
GOLF ROUNDS 72,170 76,000 72,000 72,000
214
ATTACHMENT 4
Public Works Department (PW)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
Expenditures:
Service Level Reduction
PW1. Contracting out custodial services
Regular staff reduction 3.0 FTE (one vacant) 231,933 231,933
Increase custodial contract services (155,700) (155,700)
76,233 76,233
PW2. Contracting out tree trimming
Regular staff reduction 4.0 FTE 390,104 390,104
Increase contract services for tree trimming (73,900) (73,900)
316,204 316,204
PW3.1 Decrease construction materials- asphalt
supply 10,000 10,000
PW3.2 Decrease planting materials- trees 10,000 10,000
PW3.3 Decrease contract services- cleaning 8,000 8,000
PW3.4 Decrease contract services- facilities
maintenance for non-essential requests 8,000 8,000
PW3.5 Decrease various contract services 100,000 100,000
PW4. Elimination of 1.0 FTE Project Manager -
CIP Parks Infrastructure (vacant)142,271 142,271
PW5. Elimination of 1.0 FTE Admin. Associate III
- CIP Engineering (retirement)103,645 103,645
215
ATTACHMENT 4
Public Works Department (PW)
2011 Proposed Budget
Budget Balancing Summary
Ongoing One-time Total
PW6. Decrease CIP sidewalk repair and
replacement
Regular staff reduction 1.0 FTE 97,940 97,940
Decrease contract services for sidewalk repair 500,000 500,000
597,940 597,940
Budget Balancing Expenditures 1,372,293 - 1,372,293
Budget Balancing Summary 1,372,293
Total FTE Reductions:
Regular 10.0 FTE (10 positions, 7 filled)
216
ATTACHMENT 4
Public Works Department (PW)
2011 Proposed Budget
Alternatives to Proposed Budget Balancing Actions
Ongoing One-time Total
Expenditures:
Service Level Reduction
PW7. Decrease facilities rehabilitation program
Regular staff reduction 1.0 FTE (0.5 General
Fund, 0.5 Capital Fund)142,271 142,271
Decrease non-salary expense 154,000 154,000
296,271 296,271
PW8. Elimination of 1.0 FTE Supervising Project
Engineer - Private Development 161,525 161,525
PW9. Elimination of 1.0 FTE Traffic Control
Maintainer II 89,421 89,421
PW10. Elimination of half-time hourly
Maintenance Assistant- graffiti removal 15,795 15,795
Budget Balancing Expenditures 563,012 - 563,012
Alternatives to Proposed Budget Balancing Actions 563,012
Total FTE Reductions:
Regular 3.0 FTE (3 positions filled)
Hourly 0.48 FTE (1 position, filled)
217
May 20, 2010 Table 2
Review of Other Cities' Sidewalk Replacement Programs
ATTACHMENT 5
CITY
Homeowner responsible for
sidewalk repair?Comments
Albany YES http://www.albanyca.org/index.aspx?page=525#24
Berkeley YES
16.04.170 Construction costs a lien against property when--
Procedures.: ....lien shall attach at the time of the failure to make
payment as agreed, and the amount due shall be billed and shall be
payable with the next ensuing tax bills against said property. (Ord. 4109
NS § 9, 1965)
Burlingame YES http://www.burlingame.org/Index.aspx?page=970
Campbell NO
East Palo Alto YES
El Cerrito YES, except for tree damage http://www.el-cerrito.org/maintenance/streetsandlights.html Damage from street trees
is repaired by the City.
Foster City YES
Foster City is updating an existing policy for private sidewalks that
coincides with the California Streets and Highways Code where property
owners have the responsibility for maintaining the sidewalks adjacent to
their property in a safe condition.
Fremont NO, not for Single-Family
Residential property
As a service, the City provides the sidewalk repair project as a way to
relieve the burden of maintenance from single family homeowners. All
other property owners (e.g., owners of apartments, commercial
properties, condominium complexes, churches, etc.) are responsible for
any necessary repairs to the sidewalk adjoining their property.
Hayward Shared http://user.govoutreach.com/hayward/faq.php?cid=11144
Los Altos NO Sidewalk repairs are prioritized in busy pedestrian areas, such as
downtown.
Menlo Park YES
Milbrae YES City administers the contract and pays for ADA ramps and curb & gutter
repairs
Milpitas NO Program is only funded for $150,000 per year
Page 1 of 2
218
May 20, 2010 Table 2
Review of Other Cities' Sidewalk Replacement Programs
ATTACHMENT 5
CITY
Homeowner responsible for
sidewalk repair?Comments
Mountain View NO
For sidewalks not on the prioritized replacement list, a voluntary cost-
sharing program is in place at a block-by-block level whereby property
owners pay 50% of the replacement costs and the City covers the other
half.
Newark YES
g
The maintenance of curb and gutter and sidewalk shall be the
responsibility of the property owner. The city may participate with the
maintenance of the curb and gutter and sidewalk under the [certain]
conditions. (Ord. 226 § 5, 1987: Ord. 177 § 9, 1982)
Oakland YES, except for tree damage
Maintenance and repair of sidewalks is the property owner’s
responsibility, except when damage is caused by an official City street
tree.
Pacifica YES http://www.cityofpacifica.org/depts/pw/streets/sidewalks.asp
Redwood City NO For sidewalks not on the program’s boundaries, a 50-50 voluntary cost-
sharing program with the City is available to individual property owners.
Rohnert Park NO
San Carlos NO
San Francisco YES http://www.sfgov.org/site/sfdpw_page.asp?id=89724
San Jose YES Liens are used to recover City costs for sidewalk repairs.
San Leandro YES, except for tree damage http://www.sanleandro.org/civica/filebank/blobdload.asp?BlobID=4742
Cost for damage from
street trees is shared
50/50 by the City
San Mateo NO Redevelopment Agency Funds about half the annual program at
~$125,000
Santa Clara NO
Santa Cruz YES
South San Francisco YES, except for tree damage http://www.ssf.net/index.aspx?NID=501
Sunnyvale NO
Town of Ross YES As a matter of practice, sidewalk damage from street trees is repaired
by the City.
Page 2 of 2
219
220
221
Public Transportation
Commission
Meeting Minutes
These documents were originally distributed in Council Packets.
To see these pages on the City Website,
follow the links below:
Special Meeting of Wednesday, November 4, 2009
http://www.cityofpaloalto.org/civica/filebank/blobdload.asp?BlobID=18897
Special Meeting of Wednesday, February 24, 2010
www.cityofpaloalto.org/civica/filebank/blobdload.asp?BlobID=18860
Special Meeting of Wednesday, May 12, 2010
www.cityofpaloalto.org/civica/filebank/blobdload.asp?BlobID=21237
Attachment 7
222
Draft Revision: 233 User: ajavelo
Timestamp: May 24, 2010 10:25 am
Capital Budget FY 2011 City of Palo Alto 98
CC-11000Cubberley Gym Activity Room NEW
CUBBERLEY GYM ACTIVITY ROOM (CC-11000)
CIP FACTS:
• New
• Project Status: Pre-Design
• Timeline: FY 2011-2011
• Overall Project Completion: 0%
• Percent Spent: 0.00%
• Managing Department: Community Services
• Comprehensive Plan: Goal C-4, Policy C-22,
Policy C-24
IMPACT ANALYSIS:
• Environmental: This project is categorically
exempt from CEQA under 15301.
• Design Elements: This project is interior and
does not require ARB nor PTC review.
• Operating: Annual maintenance for this project
will be covered by an existing maintenance bud-
get for the Cubberley complex.
• Telecommunications: None
Description: This project renovates a large, but old locker room at
Cubberley Gym into an activity room. Tiled half wall partitions, showers,
locker furniture, a urinal, and uneven flooring will be removed and
replaced with new wall surfaces, flooring, and carpet. In addition, new
doors will be added for accessibility.
Justification: With the Cubberley Auditorium housing a temporary
library, tenants and renters are being displaced. The renovation of the
old locker room into an activity room allows for placement of tenants
and renters while providing rental revenue. The locker room is unsafe
due to the poor condition of the uneven floors and tiles falling off as
some are no longer secured to the walls. Renovation into an activity
room and adding doors will make this a usable space with accessibility.
FUTURE FINANCIAL REQUIREMENTS
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total Funding
Pre-Design Costs
Design Costs
Construction Costs $65,000 $65,000
Other
Total Budget Request $65,000 $65,000
Revenues:
Source of Funds:General Fund
223
ATTACHMENT 9
Utilities (UTL)
2011 Proposed Budget
Department Highlights
Ongoing One-time Total
Expenditures:
UTL1. Add 1.0 FTE Compliance Manager 192,698 192,698
UTL2. Add 2.0 FTE Installer/Repairer 218,032 218,032
UTL3. Add 1.0 FTE Senior Business Analyst 169,921 169,921
UTL4. Add 1.0 FTE Manager, Compliance 153,383 153,383
Expenditures for Total Position Requests 734,034 - 734,034
Budget Balancing Summary 734,034
Total FTE Addtions:
Regular 5.0 FTE
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
Enterprise Fund Reserves
Operating Budget FY 2011 City of Palo Alto 7
Draft Revision: 506 User: dwong
Timestamp: May 11, 2010 2:21 pm
Enterprise Fund Reserves
RESERVES
($000)
FY 2011
Projected
Beginning
Balance
FY 2011
Changes
FY 2011
Projected
Ending
Balance
FY 2011
Reserve
Guideline
Range
Electric Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Distribution Rate Stabilization 9,073 (17)9,056 6,355 - 12,710
Supply Rate Stabilization 36,268 (2,881)33,387 32,016 - 64,031
Calaveras 59,865 (4,108)55,757 0
Public Benefit 2,309 0 2,309
Central Valley O&M 153 0 153
Underground Loan 717 0 717
Subtotal $109,385 $(7,006)$102,379
Gas Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Distribution Rate Stabilization 6,072 (2,169)3,903 3,230 - 6,461
Supply Rate Stabilization 7,901 (3,138)4,763 6,149 - 12,298
Debt Service Reserve 952 0 952
Subtotal $15,925 $(5,307)$10,618
Wastewater Collection Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 5,554 (968)4,586 2,156 - 4,311
Subtotal $6,554 $(968)$5,586
Water Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 14,191 (1,877)12,314 4,300 -8,600
Bond Proceeds (Restricted)5,874 (3,500)2,374
Debt Service Reserve 780 0 780
Subtotal $21,845 $(5,377)$16,468
Refuse Fund
Rate Stabilization (3,561) (6,519)(10,080) 2,614 - 5,228
Landfill Closure and Postclosure Care Liability 11,289 (475)10,814
Landfill Corrective Action Reserve 650 0 650
Subtotal $8,378 $(6,994)$1,384
246
Enterprise Fund Reserves
City of Palo Alto Operating Budget FY 20118
Draft Revision: 506 User: dwong
Timestamp: May 11, 2010 2:21 pm
Storm Drainage Fund
Rate Stabilization 300 122 422
Subtotal $300 $122 $422
Wastewater Treatment Fund
Emergency Plant Replacement 2,160 (413)1,747 1,747 (max.)
Rate Stabilization (14,163) (330)(14,493) 2,990 - 5,980
Bond Proceeds (Restricted)0 0 0
Subtotal $(12,003) $(743)$(12,746)
Fiber Optics Fund
Emergency Plant Replacement 1,000 0 1,000 1,000 (min.)
Rate Stabilization 7,831 1,149 8,980 609 - 1,522
Subtotal $8,831 $1,149 $9,980
TOTAL RESERVES $159,215 $(25,124)$134,091
Emergency Plant Replacement 7,160 (413)6,747
Rate Stabilization 69,466 (16,628)52,838
Bond Proceeds (Restricted)5,874 (3,500)2,374
Debt Service Reserve 1,732 0 1,732
Calaveras 59,865 (4,108)55,757
Public Benefit 2,309 0 2,309
Central Valley O&M 153 0 153
Underground Loan 717 0 717
Shasta Rewind Loan 0 0 0
Conservation Loan 0 0 0
Landfill Corrective Action Reserve 650 0 650
Landfill Closure and Postclosure Care Liability 11,289 (475)10,814
TOTAL RESERVES $159,215 $(25,124)$134,091
RESERVES
($000)
FY 2011
Projected
Beginning
Balance
FY 2011
Changes
FY 2011
Projected
Ending
Balance
FY 2011
Reserve
Guideline
Range
247
248
City of Palo Alto Capital Budget FY 201189
Draft Revision: 208 User: ajavelo
Timestamp: May 27, 2010 10:27 am
VR-11002Installation of RFID Reader at MSC and Civic Center NEW
INSTALLATION OF RFID READER AT MSC AND CIVIC
CENTER (VR-11002)
CIP FACTS:
• New
• Project Status: Other
• Timeline: FY 11-12
• Overall Project Completion: 0%
• Managing Department: Public Works
• Comprehensive Plan: Program C-12
• Potential Board/Commission Review: N/A
IMPACT ANALYSIS:
• Environmental: This project is categorically
exempt from CEQA.
• Design Elements: None
• Operating: Periodic hardware and software
upgrades
• Telecommunications: None
Description: This project will replace the current radio frequency
identification (RFID) system installed at Municipal Service Center and
install a new RFID reader at the Civic Center, and will allow for the
installation of RFID tags on all equipment and rolling stock.
Justification: One of the recommendations noted in the recently
concluded Audit of Fleet Utilization and Replacement is to improve
vehicle and equipment utilization. The installation of RFID readers at the
MSC and the Civic Center will allow the monitoring of the movements of
all rolling stock and equipment, including trailers. Vehicles and
equipment that pass the RFID readers will record a transaction, therefore
providing an efficient way to track and document the number of days
each vehicle is used.
Supplemental Information: RFID is an inexpensive way to monitor the
movements of vehicles and equipment without the need for more
sophisticated (and expensive) systems such as GPS. The RFID system will
provide data on usage of vehicles and equipment that enter and exit the
MSC and the Civic Center garage. This will automatically create a record
of daily usage. The information collected from the RFID system will be
utilized by Equipment Management and the Fleet Review Committee to
help assess vehicle and equipment utilization, and determine the
appropriate size for the City fleet. An additional advantage of the RFID
system is that it will allow vehicle access into the MSC without requiring
employees to use their city identification badge. This will reduce delays
at the entrance gate of the MSC.
Funding of this project will be provided by a transfer of appropriation
from an existing CIP Project VR-06801 (Replace City-wide Fuel
Transaction and Inventory Management System).
FUTURE FINANCIAL REQUIREMENTS
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total Funding
Pre-Design Costs
Design Costs
Construction Costs $50,000 $50,000
Other
Total Budget Request $50,000 $50,000
Revenues:
Source of Funds:Vehicle Replacement Fund
249
ATTACHMENT 2
Utilities (UTL)
2011 Proposed Budget
Department Highlights
Ongoing One-time Total
Expenditures:
UTL1. Add 1.0 FTE Compliance Manager 192,698 192,698
UTL2. Add 2.0 FTE Installer/Repairer 218,032 218,032
UTL3. Add 1.0 FTE Senior Business Analyst 169,921 169,921
UTL4. Add 1.0 FTE Manager, Compliance 153,383 153,383
Expenditures for Total Position Requests 734,034 - 734,034
Budget Balancing Summary 734,034
Total FTE Addtions:
Regular 5.0 FTE
250
251
Patron Facility Use Fee for Community Theatre
Children's Theatre Adults
Children's Theatre Children
Special Workshops and Presentations (including
Children’s Theatre workshop fees)
FEE Non-Resident
Fee
FEE Non-Resident Fee
Junior Museum Science Outreach Program
$1,000.00-
$50,000.00 per
program Fee plus 15%
$1,000.00-
$50,000.00 per
program Fee plus up to 50%
Junior Museum Science Outreach Unit
$50.00 - $1,000.00
per unit
Fee plus 15% (if
more than 51% of
participants are
non-residents)
$50.00 - $1,000.00
per unit
Fee plus up to 50%
(if majority of
participants are non-
residents)
Junior Museum and Zoo Group Admission (for
organized groups of 15 or more 15 to 25, larger
groups shall be subdivided with additional group
admission fee) $50.00 - $100.00 Fee plus 15% $50.00 - $100.00 Fee plus up to 50%
Junior Museum & Zoo birthday parties $275.00-$500.00 Fee plus 15% $275.00-$500.00 Fee plus up to 50%
Children's Theatre birthday parties none none $275.00-$500.00 Fee plus up to 50%
Children's Theatre show production participation
fee (SUSPENDED ****) none none $50.00-$300.00 Fee plus up to 50%
Administrative fee per registration, additional
Children's Theatre Enrichment
$50.00-
$250.00/day
$100.00-
$500.00/day
$50.00-
$250.00/day $100.00-$500.00/day
Project LOOK! Tours
Palo Alto &
Ravenswood
School Districts,
$2.00/student $55.00/group
Palo Alto &
Ravenswood
School Districts,
$3.00/student $75.00/group
Instructional Classes and camps (see notes*&**) $2.00-$800.00
Fee plus up to
50% $5.00-$800.00 Fee plus up to 50%
Drop-in Activities (see notes** & ***)
Workshop Supplies
Cancellation Charge
Locker Rental
Up to 100% of fees paid Up to 100% of fees paid
$1.00 - $25.00
$1.00-$17.50
$1.00 - $25.00
Arts and Sciences Activities
$.50-$50.00$.50-$50.00
Permits
Permit to perform in Arts and Sciences sponsored concert series. (Interested parties must apply and be selected by Program
Coordinator.)
Registrations
$5.00-$10.00
$1.00-$1,000.00 $5.00-$2,000.00
Visual and Performing Arts
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
$1.00-$5.00
Admissions
$2.00
$3.00-$10.00 $10.00-$20.00
Performing Arts
$3.00-$35.00
$1.00
$15.00 - $20.00 per season
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-1252
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
Notes
**** Pending in-lieu funding agreement with Friends of Palo Alto Children's Theatre.
* Art Center Foundation members are eligible for a 20% discount on one (1) Studio class per Foundation membership year ($100.00
and above) to be reimbursed to the City from the Art Center Foundation.
** Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth, seniors, and/or disabled adult residents. Income eligibility is determined using the Community
Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are established at 80% of the Santa Clara
County median income level. The income level for disabled residents is established as 100% of the Santa Clara County Median
Income. Each family or individual accepted into the program can access a maximum annual subsidy of $300 for an individual or
$300 times each individual family member for a family. (Example: A family of 4 would have a total of $1,200 usable subsidy. 4
Family Members X $300 = $1,200) Each youth, senior, and/or disabled adult accepted into the program may recieve an annual
subsidy up to $300. Discount percentage will be based on income level. Discount may not be applied in conjunction with any other
discount program.
*** For every 10 hours of time purchased in a Visual Arts Studio drop-in program, one hour is given free.
The Director of Community Services is authorized to offer promotional fee discounts of up to 25% for purposes of promotion and
marketing of programs. Such discounts are intended to maximize revenue and/or participation.
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-2253
Golf Course-Special Fees *
League Reservation Fee
Tournament Reservation Fee
Back 9 Holes (9-hole rate applies only 1.5 hours after
daylight)
Daily Fee
Senior (non-resident 60 and over)
Senior (resident 60 and over)
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 3:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Back 9 Holes (rate applies only 1.5 hours after Daylight)
Daily Fee
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 4:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Resident: $46.00 - $51.00
Non-Res: $48.00 - $53.00
$48.00 - $53.00
Super Twilight
$29.00 - $32.00 $29.00 - $32.00
Twilight
$32.00 - $35.00 $33.00 - $37.00
Super Twilight
$24.00 - $27.00
Twilight
$28.00 - $31.00 $28.00 - $31.00
$24.00 - $27.00
$10.00
WEEKEND/PRIME TIME RATES (Daily fees unless otherwise noted): New Years Day, Martin Luther King Jr. Day, President’s Day,
Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving and the day after Thanksgiving, Christmas
$26.00 - $29.00 $26.00 - $29.00
$23.00 - $25.00
$26.00 - $29.00
$32.00 - $35.00
$23.00 - $25.00
$37.00 - $39.00
$32.00 - $35.00
Resident: $36.00 - $40.00
Non-Res: $38.00 - $42.00
$26.00 - $29.00
$27.00 - $30.00 $27.00 - $30.00
January 1- December 31, 2010 January 1- December 31, 2011
$250.00-$450.00 per team $250.00 - $450.00 per team
$1.00 - $5.00 per player$1.00 - $5.00 per player
Green Fee - Admissions
WEEKDAYS – (Daily fees unless otherwise noted)
COMMUNITY SERVICES DEPARTMENT
Golf Services
2010 FEE 2011 FEE
$26.00 - $30.00$25.00 - $28.00
$18.00 - $22.00
$10.00
$16.00 - $20.00
City of Palo Alto 2011 Proposed Municipal Fee Schedule 5-1254
Dance parties*
Group rate*
Individual entry rate*
Special Events*
Card replacement fee
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00 $3.00-$6.00 $4.00-$7.00
Adult (18 and over)$3.00-$5.00 $4.00-$7.00 $4.00-$6.00 $5.00-$8.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00 $3.00-$5.00 $3.00-$5.00
Lap Swimming $3.00-$5.00 $3.00-$5.00 $4.00-$6.00 $4.00-$6.00
Youth (17 and under) $20.00-$27.00 Not Applicable
Adult (18 and over)$30.00-$40.00 Not Applicable
Senior (60 and over)$20.00-$30.00 Not Applicable
Non-Resident Non-Resident
Fee Fee
Youth (17 and under)$2.50 - $5.00 per
admission
$2.50 - $6.00 per
admission
Adult (18 and over) $3.00 - $6.00 per
admission
$3.00 - $7.00 per
admission
Senior (60 and over)$2.00 - $4.00 per
admission
$2.00 - $5.00 per
admission
Youth (17 and under)$10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$500.00 $10.00-$500.00
Senior (60 and over)$10.00-$500.00 $10.00-$500.00
Youth (17 and under) $10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$750.00 $10.00-$750.00
Senior (60 and over)$10.00-$750.00 $10.00-$750.00
Family $10.00-$750.00 $10.00-$750.00
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00
Adult (18 and over) $3.00-$5.00 $4.00-$7.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00
Lap Swimming (18 and over)$3.00-$5.00 $3.00-$5.00
$25.00-$35.00
$18.00-$25.00
Facility Admissions
COMMUNITY SERVICES DEPARTMENT
Recreation Activities
2010 FEE
$5.00-$25.00
2011 FEE
Resident Coupon Book-10 tickets (available to Palo Alto Residents only)*
January 1 - December 31, 2010 January 1 - December 31, 2011
$.50-$10.00
General Recreation
$.50-$10.00
$15.00-$75.00
$15.00-$25.00
See "Swimming Pools" fee above
$15.00-$75.00
$5.00-$25.00
$.50-$20.00
$1.00-$5.00
Swimming
$1.00-$5.00
$.50-$20.00
Swimming Pools – PAUSD Pool Facilities (Ages 2 and under -- Free)
Fee Fee
Recreation Activities (Junior Museum related-activity items previously listed below relating to Science program were
moved to Arts & Sciences activity fees due to department restructure.)
Lap Swim Pass* Rinconada Pool Only
Swimming Pools – Rinconada Complex and PAUSD pools when operated by the City – Ages 2 & under -- Free
Membership Card / Swim Pass* Rinconada Pool Only
Fee replaced by "Membership Card" above
Fee replaced by "Membership Card" above
Recreation Swim Pass* Rinconada Pool Only
City of Palo Alto 2011 Proposed Municipal Fee Schedule 6-1255
Open Space and Parks Special Use Permit
Individual entry rate*
Special Events (asterisk removed)
Playground Inspection Fee
Field Inspector Hourly Fee
Vehicle Entry Fee **
Annual Resident Vehicle Entry Pass **
Organic Garden Plots*
Senior rate
Garden Plot Clean-up/Security Deposit
Fee Non-Resident Fee Fee Non-Resident Fee
Cancellation Charge
Drop-in Activities*
Excursion Fee*$2.00-$700.00 $2.00-$750.00 $2.00-$700.00 $2.00-$750.00
Instructional Classes* and Camps*$2.00-$800.00 Fee plus up to 50% $2.00-$800.00 Fee plus up to 50%
Interpretive Tours (asterisk removed)$30.00-$100.00/hour $30.00-$120.00/hour $30.00-$100.00/hour $30.00-$120.00/hour
Birthday Parties at Foothills Park $106.00-$318.00 Not Available $106.00-$318.00 Not Available
** Fee does not apply to vehicles with valid disabled placard or license plate, vehicles of registered volunteers, City service vehicles,
and vehicles of City staff when performing city business.
Registrations
none $5.00
$40.00
Community Garden
$100.00 per garden plot
$.36/square foot/year $.40/square foot/year
25% discount 25% discount
$.50-$100.00 $.50-$100.00
$150.00/inspection $150.00/inspection
$77.00/hour $77.00/hour
none
$5.00-$25.00 $5.00-$25.00
$300.00-$2,000.00 $300.00-$2,000.00
* Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth (17 and under), senior (60 and over), and/or disabled adult residents. Income eligibility is
determined using the Community Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are
established at 80% of the Santa Clara County median income level. The income level for disabled residents is established as 100%
of the Santa Clara County Median Income. Each family or individual accepted into the program can access a maximum annual
subsidy of $300 for an individual or $300 times each individual family member for a family. (Example: A family of 4 would have a
total of $1,200 usable subsidy. 4 Family Members X $300 = $1,200) Each youth (17 and under), senior (60 and over), and/or
disabled adult accepted into the program may recieve an annual subsidy up to $300. Discount percentage will be based on income
level. Discount may not be applied in conjunction with any other discount program.
Open Space Activities
Up to 100% of fees paidUp to 100% of fees paid
$.50-$100.00$.50-$100.00
$100.00 per garden plot
COMMUNITY SERVICES DEPARTMENT
Open Space and Parks
2010 FEE 2011 FEE
Facility Admissions
General Recreation
City of Palo Alto 2011 Proposed Municipal Fee Schedule 7-1256
257
Patron Facility Use Fee for Community Theatre
Children's Theatre Adults
Children's Theatre Children
Special Workshops and Presentations (including
Children’s Theatre workshop fees)
FEE Non-Resident
Fee
FEE Non-Resident Fee
Junior Museum Science Outreach Program
$1,000.00-
$50,000.00 per
program Fee plus 15%
$1,000.00-
$50,000.00 per
program Fee plus up to 50%
Junior Museum Science Outreach Unit
$50.00 - $1,000.00
per unit
Fee plus 15% (if
more than 51% of
participants are
non-residents)
$50.00 - $1,000.00
per unit
Fee plus up to 50%
(if majority of
participants are non-
residents)
Junior Museum and Zoo Group Admission (for
organized groups of 15 or more 15 to 25, larger
groups shall be subdivided with additional group
admission fee) $50.00 - $100.00 Fee plus 15% $50.00 - $100.00 Fee plus up to 50%
Junior Museum & Zoo birthday parties $275.00-$500.00 Fee plus 15% $275.00-$500.00 Fee plus up to 50%
Children's Theatre birthday parties none none $275.00-$500.00 Fee plus up to 50%
Children's Theatre show production participation
fee (SUSPENDED ****) none none $50.00-$300.00 Fee plus up to 50%
Administrative fee per registration, additional
Children's Theatre Enrichment
$50.00-
$250.00/day
$100.00-
$500.00/day
$50.00-
$250.00/day $100.00-$500.00/day
Project LOOK! Tours
Palo Alto &
Ravenswood
School Districts,
$2.00/student $55.00/group
Palo Alto &
Ravenswood
School Districts,
$3.00/student $75.00/group
Instructional Classes and camps (see notes*&**) $2.00-$800.00
Fee plus up to
50% $5.00-$800.00 Fee plus up to 50%
Drop-in Activities (see notes** & ***)
Workshop Supplies
Cancellation Charge
Locker Rental
Up to 100% of fees paid Up to 100% of fees paid
$1.00 - $25.00
$1.00-$17.50
$1.00 - $25.00
Arts and Sciences Activities
$.50-$50.00$.50-$50.00
Permits
Permit to perform in Arts and Sciences sponsored concert series. (Interested parties must apply and be selected by Program
Coordinator.)
Registrations
$5.00-$10.00
$1.00-$1,000.00 $5.00-$2,000.00
Visual and Performing Arts
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
$1.00-$5.00
Admissions
$2.00
$3.00-$10.00 $10.00-$20.00
Performing Arts
$3.00-$35.00
$1.00
$15.00 - $20.00 per season
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-1258
COMMUNITY SERVICES DEPARTMENT
Arts and Sciences
2010 FEE 2011 FEE
Notes
**** Pending in-lieu funding agreement with Friends of Palo Alto Children's Theatre.
* Art Center Foundation members are eligible for a 20% discount on one (1) Studio class per Foundation membership year ($100.00
and above) to be reimbursed to the City from the Art Center Foundation.
** Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth, seniors, and/or disabled adult residents. Income eligibility is determined using the Community
Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are established at 80% of the Santa Clara
County median income level. The income level for disabled residents is established as 100% of the Santa Clara County Median
Income. Each family or individual accepted into the program can access a maximum annual subsidy of $300 for an individual or
$300 times each individual family member for a family. (Example: A family of 4 would have a total of $1,200 usable subsidy. 4
Family Members X $300 = $1,200) Each youth, senior, and/or disabled adult accepted into the program may recieve an annual
subsidy up to $300. Discount percentage will be based on income level. Discount may not be applied in conjunction with any other
discount program.
*** For every 10 hours of time purchased in a Visual Arts Studio drop-in program, one hour is given free.
The Director of Community Services is authorized to offer promotional fee discounts of up to 25% for purposes of promotion and
marketing of programs. Such discounts are intended to maximize revenue and/or participation.
City of Palo Alto 2011 Proposed Municipal Fee Schedule 4-2259
Golf Course-Special Fees *
League Reservation Fee
Tournament Reservation Fee
Back 9 Holes (9-hole rate applies only 1.5 hours after
daylight)
Daily Fee
Senior (non-resident 60 and over)
Senior (resident 60 and over)
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 3:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Back 9 Holes (rate applies only 1.5 hours after Daylight)
Daily Fee
Student (21 and under 18-21)
Junior (17 and under)
NCGA Jr. Fee (Northern California Golf Association Jr.)
Must also be a member of NCGA after 4:00 p.m.
(Sept. 1 through Oct. 31) after 1:30 p.m.
(Nov. 1 through March 31) after 12:30 p.m.
(April 1 through Aug. 31) after 3:00 p.m.
(Sept. 1 through Oct. 31) 6:00 p.m. to dark
(Nov. 1 through March 31) 3:00 p.m. to dark
(April 1 through Aug. 31) 6:00 p.m. to dark
Resident: $46.00 - $51.00
Non-Res: $48.00 - $53.00
$48.00 - $53.00
Super Twilight
$29.00 - $32.00 $29.00 - $32.00
Twilight
$32.00 - $35.00 $33.00 - $37.00
Super Twilight
$24.00 - $27.00
Twilight
$28.00 - $31.00 $28.00 - $31.00
$24.00 - $27.00
$10.00
WEEKEND/PRIME TIME RATES (Daily fees unless otherwise noted): New Years Day, Martin Luther King Jr. Day, President’s Day,
Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving and the day after Thanksgiving, Christmas
$26.00 - $29.00 $26.00 - $29.00
$23.00 - $25.00
$26.00 - $29.00
$32.00 - $35.00
$23.00 - $25.00
$37.00 - $39.00
$32.00 - $35.00
Resident: $36.00 - $40.00
Non-Res: $38.00 - $42.00
$26.00 - $29.00
$27.00 - $30.00 $27.00 - $30.00
January 1- December 31, 2010 January 1- December 31, 2011
$250.00-$450.00 per team $250.00 - $450.00 per team
$1.00 - $5.00 per player$1.00 - $5.00 per player
Green Fee - Admissions
WEEKDAYS – (Daily fees unless otherwise noted)
COMMUNITY SERVICES DEPARTMENT
Golf Services
2010 FEE 2011 FEE
$26.00 - $30.00$25.00 - $28.00
$18.00 - $22.00
$10.00
$16.00 - $20.00
City of Palo Alto 2011 Proposed Municipal Fee Schedule 5-1260
Dance parties*
Group rate*
Individual entry rate*
Special Events*
Card replacement fee
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00 $3.00-$6.00 $4.00-$7.00
Adult (18 and over)$3.00-$5.00 $4.00-$7.00 $4.00-$6.00 $5.00-$8.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00 $3.00-$5.00 $3.00-$5.00
Lap Swimming $3.00-$5.00 $3.00-$5.00 $4.00-$6.00 $4.00-$6.00
Youth (17 and under) $20.00-$27.00 Not Applicable
Adult (18 and over)$30.00-$40.00 Not Applicable
Senior (60 and over)$20.00-$30.00 Not Applicable
Non-Resident Non-Resident
Fee Fee
Youth (17 and under)$2.50 - $5.00 per
admission
$2.50 - $6.00 per
admission
Adult (18 and over) $3.00 - $6.00 per
admission
$3.00 - $7.00 per
admission
Senior (60 and over)$2.00 - $4.00 per
admission
$2.00 - $5.00 per
admission
Youth (17 and under)$10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$500.00 $10.00-$500.00
Senior (60 and over)$10.00-$500.00 $10.00-$500.00
Youth (17 and under) $10.00-$500.00 $10.00-$500.00
Adult (18 and over) $10.00-$750.00 $10.00-$750.00
Senior (60 and over)$10.00-$750.00 $10.00-$750.00
Family $10.00-$750.00 $10.00-$750.00
Resident Admission
Daily
Non-Resident
Admission Daily
Resident Admission
Daily
Non-Resident
Admission Daily
Youth (17 and under)$2.00-$5.00 $3.00-$6.00
Adult (18 and over) $3.00-$5.00 $4.00-$7.00
Senior (60 and over) and Senior Lap $2.00-$4.00 $2.00-$4.00
Lap Swimming (18 and over)$3.00-$5.00 $3.00-$5.00
$25.00-$35.00
$18.00-$25.00
Facility Admissions
COMMUNITY SERVICES DEPARTMENT
Recreation Activities
2010 FEE
$5.00-$25.00
2011 FEE
Resident Coupon Book-10 tickets (available to Palo Alto Residents only)*
January 1 - December 31, 2010 January 1 - December 31, 2011
$.50-$10.00
General Recreation
$.50-$10.00
$15.00-$75.00
$15.00-$25.00
See "Swimming Pools" fee above
$15.00-$75.00
$5.00-$25.00
$.50-$20.00
$1.00-$5.00
Swimming
$1.00-$5.00
$.50-$20.00
Swimming Pools – PAUSD Pool Facilities (Ages 2 and under -- Free)
Fee Fee
Recreation Activities (Junior Museum related-activity items previously listed below relating to Science program were
moved to Arts & Sciences activity fees due to department restructure.)
Lap Swim Pass* Rinconada Pool Only
Swimming Pools – Rinconada Complex and PAUSD pools when operated by the City – Ages 2 & under -- Free
Membership Card / Swim Pass* Rinconada Pool Only
Fee replaced by "Membership Card" above
Fee replaced by "Membership Card" above
Recreation Swim Pass* Rinconada Pool Only
City of Palo Alto 2011 Proposed Municipal Fee Schedule 6-1261
Open Space and Parks Special Use Permit
Individual entry rate*
Special Events (asterisk removed)
Playground Inspection Fee
Field Inspector Hourly Fee
Vehicle Entry Fee **
Annual Resident Vehicle Entry Pass **
Organic Garden Plots*
Senior rate
Garden Plot Clean-up/Security Deposit
Fee Non-Resident Fee Fee Non-Resident Fee
Cancellation Charge
Drop-in Activities*
Excursion Fee*$2.00-$700.00 $2.00-$750.00 $2.00-$700.00 $2.00-$750.00
Instructional Classes* and Camps*$2.00-$800.00 Fee plus up to 50% $2.00-$800.00 Fee plus up to 50%
Interpretive Tours (asterisk removed)$30.00-$100.00/hour $30.00-$120.00/hour $30.00-$100.00/hour $30.00-$120.00/hour
Birthday Parties at Foothills Park $106.00-$318.00 Not Available $106.00-$318.00 Not Available
** Fee does not apply to vehicles with valid disabled placard or license plate, vehicles of registered volunteers, City service vehicles,
and vehicles of City staff when performing city business.
Registrations
none $5.00
$40.00
Community Garden
$100.00 per garden plot
$.36/square foot/year $.40/square foot/year
25% discount 25% discount
$.50-$100.00 $.50-$100.00
$150.00/inspection $150.00/inspection
$77.00/hour $77.00/hour
none
$5.00-$25.00 $5.00-$25.00
$300.00-$2,000.00 $300.00-$2,000.00
* Effective December 27, 2005, a 25%, 50%, or 75% * A 25% or 50% fee discount through the Fee Reduction Program is may be
provided for low-income youth (17 and under), senior (60 and over), and/or disabled adult residents. Income eligibility is
determined using the Community Development Block Grant (CDBG) Low-Income Guidelines. The Low-Income Guidelines are
established at 80% of the Santa Clara County median income level. The income level for disabled residents is established as 100%
of the Santa Clara County Median Income. Each family or individual accepted into the program can access a maximum annual
subsidy of $300 for an individual or $300 times each individual family member for a family. (Example: A family of 4 would have a
total of $1,200 usable subsidy. 4 Family Members X $300 = $1,200) Each youth (17 and under), senior (60 and over), and/or
disabled adult accepted into the program may recieve an annual subsidy up to $300. Discount percentage will be based on income
level. Discount may not be applied in conjunction with any other discount program.
Open Space Activities
Up to 100% of fees paidUp to 100% of fees paid
$.50-$100.00$.50-$100.00
$100.00 per garden plot
COMMUNITY SERVICES DEPARTMENT
Open Space and Parks
2010 FEE 2011 FEE
Facility Admissions
General Recreation
City of Palo Alto 2011 Proposed Municipal Fee Schedule 7-1262
City of Palo Alto Capital Budget FY 2011275
TE-11005Implementation of New Utility Rates NEW
IMPLEMENTATION OF NEW UTILITY RATES
RESTRUCTURED TIERED RATES ON BILLS
(TE-11005)
CIP FACTS:
• New
• Project Status: Design
• Timeline: FY 2011-2013
• Overall Project Completion: 0%
• Percent Spent: 0.00%
• Managing Department: Utilities
• Comprehensive Plan: Supports Goal N-4 and
N-9
IMPACT ANALYSIS:
• Environmental: Not a project under CEQA.
• Design Elements: None
• Operating: None
• Telecommunications: None
Description: This is a software modification project for the SAP-ISU
customer information and billing system. The project will require
significant programming to upgrade the SAP billing system and Pitney
Bowes bill print software allowing for new rate structures and time
differentiated pricing. This will also require a new system module,
Energy Data Management, to store time specific data. It will also provide
the lowest possible transaction fees for the City’s credit card processing
of Utilities payments. See Supplemental Information for more
information.
Justification: In support of the City's Climate Protection Goals the utility
will be proposing new rate structures that provide price incentives for
customers to conserve resources. Current rate structures for electric, gas,
and water utilities have a limited or no tier pricing structure with
relatively small differentials in pricing. New rate structures will be
evaluated to determine if additional tiering and increased price
differentials between the tiers will incent the reduction of usage.
Supplemental Information: The City’s current Utilities payment
process allows for individual credit card transactions each month.
Standard credit card transactions fees, without the recurring payment
option, are based on a percentage of the transaction amount plus a per
transaction fee. Customers are currently unable to have their bills
automatically paid on a monthly, recurring, basis. If the recurring
payment option is added, the fee is standardized at $0.75 per
transaction. Based on assuming 20% of the Utilities customers electing
to pay their Utilities bill by credit card on a recurring (automatically-
charged) basis, the recurring credit card option can save approximately
$500,000 per year in credit card transaction fees.
$100,000 has been budgeted in FY 2011 for project scope. $1,000,000
has been budgeted in FY 2012 in anticipation of project implementation
which will include software enhancements, new hardware, and
consulting costs. This funding will be reevaluated upon completion of
the project scope
263
276 City of Palo Alto Capital Budget FY 2011
IMPLEMENTATION OF NEW UTILITY RATES
RESTRUCTURED TIERED RATES ON BILLS
FUTURE FINANCIAL REQUIREMENTS
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Total Funding
Pre-Design Costs
Design Costs
Construction Costs $100,000 $1,000,000 $1,100,000
Other
Total Budget Request $100,000 $1,000,000 $1,100,000
Revenues: $100,000 $1,000,000 $1,100,000
Source of Funds:
Technology Fund with the following reimbursements: Electric Fund($516,040); Fiber Optics
Fund($108); Gas Fund($232,656); Refuse Fund($125,833); Storm Drainage Fund($26,897);
Wastewater Collection Fund($67,725); Water Fund($130,741)
264
APPENDIX 8
265
This page is intentionally left blank.
266
1
City Manager’s Proposed Budget
for Fiscal Year 2011
City of Palo Alto
Finance Committee
May 6, 2010
2
Budget Schedule
DATE DESCRIPTION TIME/LOCATION DEPARTMENTS ATTENDING
Monday,
May 3
City Council
City Manager
Proposed Budget
7pm
Council Chambers
Presentation and Transmittal of FY2011 Proposed
Budget - Referral to Finance Committee
Tuesday, May
4
Budget Outreach
Boards/Commissions
Meeting
City Manager
6 – 7:30pm
Council Chambers
Discussion and input on the Proposed Budget by
Boards, Commissions and Friends groups
Thursday,
May 6
Finance Committee
Special Meeting
Budget Review
Kick-Off
7pm
Council Chambers
Transmittal of 2011 General Fund budget –
Council Appointed Officers (except City Attorney),
Council, Human Resources, Library
Tuesday,
May 11
Finance Committee
Special Meeting
7pm
Council Chambers Community Services, City Attorney, Planning
Saturday, May
15
Budget Outreach
Communitywide
Meeting
City Manager
9:30 – 11am
Lucie Stern Ballroom
Discussion and public input by all community
members
Tuesday,
May 18 Finance Committee 7pm
Council Chambers Police, Fire, ASD, ASD Internal Service Funds
2
3
Budget Schedule
DATE DESCRIPTION TIME/LOCATION DEPARTMENTS ATTENDING
Tuesday,
May 25
Finance Committee
Special Meeting
7pm
Council Chambers
Utilities and Utilities CIP, Public Works General
Fund Operating, General Fund CIP
Thursday,
May 27
Finance Committee
Special Meeting
7pm
Council Chambers
Public Works - Enterprise Funds (Storm Drain,
Refuse, Wastewater Treatment), Internal Service
Fund and related CIP
Tuesday,
June 8 Finance Committee 7pm
Council Chambers
Municipal Fee Schedule
Contracts Greater than $85k, Wrap-Up
Monday,
June 21 City Council 7pm
Council Chambers Budget Review and Public Hearing
Monday,
June 28
City Council
Special Meeting –
Budget Adoption
7pm
Council Chambers BUDGET ADOPTION
Tuesday,
June 29
City Council
Special Meeting –
Budget Adoption
7pm
Council Chambers BUDGET ADOPTION –if needed
Wednesday
June 30
City Council
Special Meeting –
Budget Adoption
7pm
Council Chambers BUDGET ADOPTION –if needed
3
4
BUDGET SUMMARY –
All Funds
Operating Capital Total
FY 11 Est. Rev. $ 414.0 $ 44.5 $458.5
Util. of F.B. 28.3 20.0 48.3
Total Resources $ 442.3 $ 64.5 $506.8
FY 11 App. $ 442.3* $ 64.5* $506.8*
* Net of Interfund Transfers and Cost Allocations
5
TOTAL OPERATING BUDGET
SUMMARY –General Fund
FY 11 Estimated Revenues $ 139,200,000
FY 10-11 Appropriations $ 137,093,000*
Temporary Surplus $ 2,107,000
*Includes $1.1 million in one-time expenses
6
TOTAL OPERATING BUDGET
General Fund ($000)
Proposed FY 11 $ 137,093 $137,093
Adjusted FY 10 145,602
Adopted-in-concept $146,711
Amount of Decrease $ (8,509) $ (9,618)
Percent Decrease ( 5.8%) ( 6.5%)
267
2
7
Proposed Budget FY 2011
Source of Funds
(in 000's)2010 2011 2011 2011
Summary Level Detail Adjusted Proposed Changes % Change
Sales Taxes Sales Taxes 17,313 18,218 905 5.23%
Property Taxes Property Taxes 25,778 25,907 129 0.50%
Utility Users Tax City Utilities 7,966 7,943 (23) -0.29%
Telephone 3,451 3,486 35 1.01%
Transient Occupancy Tax Transient Occupancy Tax 6,639 7,021 382 5.75%
Other Taxes and Fines Vehicle In-Lieu 200 205 5 2.50%
Documentary Transfer 3,250 3,613 363 11.17%
Parking Violations 1,520 1,545 25 1.64%
Other Taxes & Fines 614 505 (109) -17.74%
Charges for Services Stanford 7,632 7,902 270 3.53%
(Reimbursements)Golf Related Fee 2,919 2,928 9 0.30%
Class Program 2,727 2,419 (308) -11.30%
Paramedic 1,754 1,954 200 11.43%
Plan Checking 1,460 1,218 (243) -16.61%
Cable Franchise 600 600 - 0.00%
Other Fees 1,925 2,930 1,005 52.19%
Permits and Licenses Street Cut Fee 703 638 (65) -9.27%
Permits 3,736 3,777 41 1.10%
Licenses 73 77 4 5.21%
8
Proposed Budget FY 2011
Source of Funds
(Continued)
(in 000's)2010 2011 2011 2011
Summary Level Detail Adjusted Proposed Changes % Change
Charges to Other Funds Cost Plan 8,233 7,959 (274) -3.33%
Police to Utl Communication 497 602 105 21.13%
Pwd to Parking Dist PW Admin 563 634 71 12.61%
Other Reimbursements 1,252 1,427 175 13.94%
Rental Income Utilities 10,311 10,238 (73) -0.70%
Cubberley Tenants Property Rental 1,774 1,866 92 5.18%
Use of City Facilites Facilities 1,440 1,288 (152) -10.59%
Other 81 324 243 300.42%
From Other Agencies Other Agencies 323 156 (167) -51.70%
Return on Investments Interest Income 1,662 1,646 (16) -0.97%
Other Revenue Other Revenue 1,739 1,491 (248) -14.26%
Total Revenues 120,145 122,527 2,382 1.98%
Operating Transfers-In Equity Transfer 16,420 16,534 114 0.69%
Parking Districts 1,044 1,069 25 2.40%
Other 5,445 1,081 (4,364) -80.15%
Total Source of Funds 143,054 141,211 (1,843) -1.29%
9
Proposed Budget FY 2011
Use of Funds
(Continued)
2010 2011 2011 2011
(in 000's)Department Adjusted Proposed Changes % Change
ATT 2,523 2,354 (169) -6.70%
AUD 987 982 (5) -0.51%
CLK 1,596 1,093 (503) -31.52%
COU 298 159 (139) -46.64%
MGR 2,436 2,154 (282) -11.58%
ASD 6,713 6,359 (354) -5.27%
HRD 2,795 2,749 (46) -1.65%
Total Admin 17,348 15,850 (1,498) -8.64%
CSD 21,694 20,142 (1,552) -7.15%
FIR 26,254 27,007 753 2.87%
LIB 6,370 6,421 51 0.80%
PCE 9,863 9,078 (785) -7.96%
POL 30,010 29,181 (829) -2.76%
PWD 13,426 13,000 (426) -3.17%
NON 6,071 6,088 17 0.28%
Total Non-Admin 113,688 110,917 (2,771) -2.44%
Operating Transfers-Out CIP 9,900 9,204 (696) -7.03%
Debt Service 988 1,080 92 9.32%
Other 42 42 (0) -0.69%
Total Use of Funds 141,966 137,093 (4,873) -3.43%
Net Surplus (Deficit) 1,088 4,118 3,030 278.51%
10
FY 2011General Fund
Revenues by Type
Total $120,516,000
11
SALES TAX
-General Fund
FY 2011 Estimated Revenue $ 18,218,000
FY 2010 Estimated Revenue 17,313,368*
Amount Increase $ 904,632
Percent Increase 5.23 %
* As revised at Mid Year
12
SALES TAX HISTORY
General Fund
268
3
13
SALES TAX COLLECTIONS
By Business Category
Calendar Year 2009
12.4%
14
PROPERTY TAX
General Fund
FY 2011 Estimated Revenue $ 25,884,000
FY 2010 Estimated Revenue 25,755,000*
Amount Increase $ 129,000
Percent Increase 0.50 %
* As revised at Mid Year
15
PROPERTY TAX HISTORY
General Fund
16
DOCUMENTARY TRANSFER TAX
General Fund
FY 2011 Estimated Revenue $ 3,613,000
FY 2010 Estimated Revenue 3,250,000*
Amount Increase $ 363,000
Percent Increase 11.17 %
* As revised at Mid Year
17
DOCUMENTARY TRANSFER TAX
HISTORY -General Fund
18
TRANSIENT OCCUPANCY TAX
HISTORY -General Fund
269
4
19
UTILITY USERS TAX
HISTORY -General Fund
20
General Fund Expenditures by Department –
Fiscal Year 2011 Proposed Budget
Total $137,100,000
21
Summary of Appropriations by Expenditures Category –
Fiscal Year 2011 Proposed Budget
Total $137,100,000
22
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions $ 8.5 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Temporary “surplus”$ 2.1 million*
*Flexibility for decision making process ($1.1
million one-time)
22
23
Four-Year View
($millions)FY 2009 FY 2010
(adopted)
FY 2010
(mid-year)
FY 2011
(proposed)
FY 2012
(projected)
Gap $8.0 $10.0 $6.2 $7.3 $1.1?
(additional gap)
One-time
adjustments
$8.8 $3.0 $6.2
Structural
adjustments
$7.0 $7.3
recommended
$1.1?
(recommended)
Final 09 CAFR
adjustments
Bottom line
$0.8
$0.8 $0 $0 $0 $0
24
Balancing the Budget
Structural Deficits and Ongoing
Changes
City is facing a long-term structural funding gap
FY 2010 $7 million in structural cost savings
New two tier pension SEIU and
Management/Professional
Ongoing pay and benefits reduction of approximately
4%
Non-safety employees contributing towards medical
premiums
24
270
5
25
Balancing the Budget
Outside the Proposed Budget/On Top
of the $9.4 Million Proposal
Budget balancing alternatives $0.9
million
Potential budget savings $1 million?
Regionalized services
Consolidated services
Transition services to non-profits via
public/private partnerships
Increase rents for City facilities to be closer
to market
25
26
Balancing the Budget
Criteria
Areas where costs could be reduced and
the level of service would stay the same
Areas where costs could be reduced and
the service would be performed at a
reduced level
Areas where the cost of providing the
service could be shifted to residents or
participants
26
27
PROPOSED STRATEGY
ESTIMATED
NET SAVINGS
Elimination of contract funding for the annual Sidewalk Replacement Program with
shift of responsibility for sidewalk repair to residents ($500,000)
Contracting out of some tree trimming/line clearing and elimination of four full-time
positions (386,000)
The elimination of the Traffic Team will cut five full-time Police Officer positions (887,000)
Elimination of one Program Coordinator position serving the centralized community
outreach program, including Neighborhood Watch, Citizen and Student Academies,
Community Newsletter, Community Events and Fairs, Community Education
Programs, Coordination of the Officer Request for Services Programs, coordinating
public education efforts in Emergency Preparedness with Block Coordinators,
Neighborhood Watch Captains and PANDA (103,000)
Funding for school crossing guards eliminated (345,000)
Reduction of HSRAP funding (50,000)
Library hours shortened and the closure of the Library on Mondays at Main, Mitchell
and the Children's Library will eliminate two full-time and one part-time position (215,000)
The re-opening of the College Terrace Library delayed an additional eight months to
June 30, 2011 (74,000)
Book collection funds for the Libraries reduced (117,000)
Partial cost recovery increases are proposed through increased participation and/or
admission fees for many programs including Junior Museum and Zoo, Art Center
Gallery, Children's Theatre productions, recreation classes, art classes, nature
interpretive program, and the science outreach program, Animal Services, HazMat
inspection fees and Planning fees.
City of Palo Alto
Proposed Budget Balancing Recommendations for
Fiscal Year 2011
General Fund
28
PROPOSED STRATEGY
ESTIMATED
NET SAVINGS
Shuttle services will be reduced to hourly stops at limited locations eliminating the
service for the Noon shuttle and Marguerite shuttle and reducing the Cross-town
shuttle to one bus (196,000)
Elimination of the twilight concert and brown-bag summer concert series (27,000)
Elimination of one full-time Child care position and reduction of one Family Resources
Coordinator position to a half-time position in the Community Services Department (139,000)
The proposed contracting out of Lawn Bowling Maintenance eliminates one full-time
position (45,000)
Day use fees at Foothills, Arastradero and Baylands parks are proposed (100,000)
The proposed contracting out of park maintenance at Mitchell Park and Rinconada will
eliminate four full-time positions (147,000)
Vehicle replacement funding for the City's fleet/equipment purchases was reduced by
$483,000. A review of the size of City's fleet has been undertaken to further reduce
future fleet/equipment expenditures.($483,000)
Employee training and education reduced Citywide across all departments (92,000)
Elimination of funding for building maintenance services resulting in the reduction of
three full-time building maintenance positions (230,000)
Contracting out custodial services will eliminate five positions (387,000)
The City will be seeking 50 percent cost sharing from the PAUSD for the School
Resource Officer position (83,000)
Elimination of two full-time positions in Police investigative services that investigate
cases of financial loss, and fraud (332,000)
Elimination of a Fire Hazmat Position with future plan checking services provided by
hourly employees (117,000)
The proposed contracting out of golf course maintenance includes the elimination of
seven full-time maintenance positions (236,000)
Proposed Budget Balancing Recommendations, continued
29
PROPOSED STRATEGY
ESTIMATED
NET SAVINGS
The proposed reorganization of the Community Services department eliminates one
Division Manager position (185,000)
Elimination of a building inspector and senior planner eliminates two positions in
Planning (295,000)
The reorganization and contracting out of the Print and Mail shop includes the
elimination of two full-time positions and one temporary position in the Administrative
Services Department (222,000)
Elimination of administrative support organization-wide resulting in the elimination of
seven positions (462,000)
Reductions in the City Attorney's outside legal funds (145,000)
Reduction of one full-time position in information technology (159,000)
Reduction of one full-time position responsible for customer service and revenue
collection (90,000)
Reduction in Overtime- Citywide (42,000)
Reduction in Office Machines and Equipment – Citywide (20,000)
Reduction in Office supplies, Books and Publications - Citywide (36,000)
Reduction in Advertising and Publishing - Citywide (27,000)
General Fund Cost Plan and Allocated Charges Reduction (1,016,000)
General Fund Position Reallocations to Utilities (4.35 FTE’s)(511,000)
Total Budget Balancing Recommendations ($8,501,000)
Proposed Budget Balancing Recommendations, continued
30
Position Reduction Summary
30
Full Time Equivalent (FTE) Reductions
Position Reduction
Salary/Benefits Cost
Reduction
General Fund 50.41 $5,640,766
Enterprise Funds 0.15 $20,722
Other Funds/Internal
Service Funds 5.94 $710,752
Total 56.50 $6,372,240
Temporary Position Reductions
Position Reduction Cost Reduction
General Fund 8.71 $518,150
Other Funds 9.81 $561,227
Total 18.52 $1,079,377
271
6
31
Proposed Budget FY 2011
Citywide Changes
Changes to Health Benefits and
Pension Cost Allocation Methodology
Health Benefits allocation based upon census
of existing employees’ current benefit plans
versus incremental increase in total budgeted
base benefits for all employees
Pension benefit cost allocations based upon
current contribution rates for existing
employees rather than budgeted salaries at
control point for employees at full strength
32
Proposed Budget FY 2011
Citywide Changes
Effects of Cost Allocation on
Budget Balancing Strategies
Decreases due to corresponding decrease in
administrative expense in all General Fund
departments
If proposed budget balancing strategies not
approved, there are cost allocation plan
impacts in addition to programmatic costs
33
Proposed Budget FY 2011
Citywide Changes
Information Technology – Update and
Change to Allocated Charges
Allocated charges deferred in FY2009, Year 2 of GF Loan Repayment
Updated all maintenance and replacement schedules, including
Application Maintenance and Replacement, Infrastructure
Maintenance and Replacement, Desktop Maintenance and
Replacement, Telecommunication, and Support
Reclassified various line item categories
Changed cost allocation methodology, where necessary
FY2010 Budget 8,867,674
FY2011 Proposed 9,194,993
Operating Increase 327,319
2nd year Loan Repay from GF 1,220,693
Total IT Fund Operating Revenue 10,415,686 34
Proposed Budget FY 2011
Reserves
Budget Stabilization Reserve
Reserve is for one-time unexpected needs, not meant to fund
ongoing operating expense
Range 15-20% of GF expenditures; 18.5% is the target
FY 11 proposed reserve level 17.4 %
Infrastructure Reserve
$2.6 million projected ending balance in FY 11
35
Proposed Budget FY 2011
General Fund CIP Overview
Total CIP: $ 20.4 million in FY 2011
General Fund Contribution to CIP FY 2011 $9.2 million
GF CIP program discussed on May 25
Citywide CIP: $64.5 million in FY 2011
City Council Top 5 Priorities – CIPs
City Finances
Land Use and Transportation Planning
Environmental Sustainability
Emergency Preparedness
Community Collaboration for Youth and Well-Being
36
Proposed Budget FY 2011
Enterprise Funds
CIP program
Electric: $10.1 million
Gas: $8.3 million
Water: $8.8 million
Fiber Optics: $0.4 million
Wastewater Collection: $4.1 million
Refuse: $1.7 million
Wastewater Treatment: $2.5 million
Storm Drainage: $1.5 million
Total: $37.4 million in FY 2011
Enterprise CIP discussed
May 25 – Utilities
May 27 – Public Works
272
7
37
Proposed Budget FY 2011
Enterprise Funds
In Fiscal Year 2011 the average residential utility bill is increasing by $0.28 or 0.1 percent
No Rate Increase Included in Proposed Budget for:
Gas service
Electric service
Water service
Wastewater collection service
Refuse service – Rates are not currently covering fund’s operating costs. Fund has had an operating deficit for the last four years and may have negative cash at the fund level in FY 2011 unless a rate increase is approved.
Rate Increase Included in Proposed Budget for:
Storm Drainage rates are based on CPI as prescribed in the voter-approved fee increase. CPI showed growth of 2.6% so there is a proposed rate change of 2.6% for FY 2011
38
Proposed Budget FY 2011
Average Residential Utility Bill
Average Projected Residential Monthly Utility Bills
Current Proposed
Utility FY 2010 Bill FY 2011 Bill $ Difference % Difference
Electric (650KWH) $76.33 $76.33 $0.00 0.0%
Water (14CCF) 72.01 72.01 $0.00 0.0%
Gas (100/30TH) 99.42 99.42 $0.00 0.0%
Wastewater 24.65 24.65 $0.00 0.0%
Refuse 31.00 31.00 $0.00 0.0%
Storm Drain 10.95 11.23 $0.28 2.6%
User Tax 12.39 12.39 $0.00 0.0%
Total Monthly Bill 326.75$ 327.03$ 0.28$ 0.1%
FY2011 Storm drain will increase by CPI at 2.6%
39
Proposed Budget FY 2011
Questions?
40
Proposed Budget FY 2011
Department Changes
Library Department:
Revenue
Increase in revenues generated by a
collection agency (one-time)$14,878
Increase in revenues to reflect
historical trend $ 4,170Decrease in revenues from State ($42,840)
Decrease local agency funding ($67,000)
Total Decrease ($ 90,792)
41
Proposed 2011 Changes
Department Changes
Library Department
Citywide Changes
Allocated charges increase – due to change in methodology
in allocating IT expenses $369,800
Expense
Elimination of 2.5 FTEs
1.0 FTE Sr. Librarian (filled) ($110,440)
1.0 FTE Library Associate (filled) ($ 89,971)
0.5 FTE Library Assistant (filled) ($ 38,990)
Elimination of 3.57 FTE hourly positions
(equivalent to 15 positions; 3 vacant) ($186,506)
Increase in hourly salary to reflect current pay rate $ 69,203
Reduction in collection purchases ($117,343)
42
Proposed Budget FY 2011
Department Changes
Library Department
Service Level Reductions
Elimination of 2.5 FTEs (regular) and 3.57 FTEs Hourly
College Terrace Library will remain closed in FY 2011 past the anticipated opening in November 2010
Downtown Library will be closed in FY 2011 due to renovation
Mitchell Park, Main and Children’s will be closed on Mondays
Main and Mitchell will close at 8 pm on Tuesdays, Wednesdays and Thursdays
Reduced programming for all ages
Reduce library collection
The number of items added to the library collection will
decrease by 3,500 books
Reduced electronic resources
273
8
43
Proposed Budget FY 2011
Department Changes
City Auditor
Citywide Changes
Cost Plan Revenue increasing $160,200
Personnel Benefits Costs decreasing $25,125
Allocated Charge Costs increasing $4,328
Revenue
Increase in Operating Transfer $35,000
Expense
Decrease in revenue auditing expense $5,400
Increase in office supplies $500
44
Proposed Budget FY 2011
Department Changes
City Clerk
Citywide Changes
Cost Plan Revenue decreasing $100,010
Personnel Benefits Costs decreasing $85,577
Allocated Charge Costs increasing $12,913
Expense
Decrease various non-salary expense $42,200
Service Level Impact
Propose reduction of Board and Commission recruitment
ads to one, requiring Municipal Code change
Proposed eliminating the publishing of the agenda in the
newspaper, requiring Municipal Code change
45
Proposed Budget FY 2011
Department Changes
City Council
Citywide Changes
Personnel Benefits Costs decreasing $121,519
Allocated Charge Costs increasing $56,769
Expense
Contract Service budget for FY2011 does not include funding
for the CAO Evaluator. Prior years increase of $16,250 was
a one-time increase.
46
Proposed Budget FY 2011
Department Changes
City Manager
Citywide Changes
Cost Plan Revenue decreasing $64,559
Personnel Benefits Costs increasing $33,270
Expense
Decrease in salary expense $164,140
Decrease in various non-salary expense $72,427
FTE Reduction/Changes
Reduction of 1.0 FTE Administrative Associate II
Reallocation of 0.50 FTE Assistant to City Manager – Sustainability
Addition of 0.50 FTE Administrator
Service Level Impact
Reduction of hours at City Hall lobby customer service desk
47
Proposed Budget FY 2011
Department Changes
Human Resources Department
Citywide Changes
Cost Plan Revenue increase $176,000
Personnel Benefits Costs increase $139,000
Allocated Charges increase $ 35,000
Expense
Freeze 1 FTE Human Resources Director position beginning midyear ($114,000)
Suspend non-mandatory employee training ($ 28,000)
Various non-salary reductions ($ 55,000)
48
Proposed Budget FY 2011
Questions
274
1
City Manager’s Proposed Budget
for Fiscal Year 2011
City of Palo Alto
Finance Committee
May 11, 2010
2
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions ($ 8.5 million)
Salary & Benefits $ 5.6 million
Non-Salary 2.9 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Temporary “surplus”$ 2.1 million
2
3
Balancing the Budget
New Revenues/ Revenue Increases
New Revenues: $200,000
- Day Use Fees at Foothills,
Arastradero, and Baylands 100,000
- Entrance fees JMZ, Art Gallery 50,000
- Fundraising from Friends 50,000
Increased Revenues: $712,270
- Alarm monitoring services provided to Utilities 90,000
- Increased Cost Recovery for
various CSD programs. 446,000
- Increase Animal Service Fees 38,200
- School Resource Officer (SRO) reimbursement
from PAUSD 83,570
- Decline in Parking Violation Revenues (125,000)
- $3 Increase in Parking Violation Citations 150,000
4
Balancing the Budget
Increased Revenues (Continued)
- Increase Advance Life Support (ALS) /
Basic Life Support (BLS) ambulance
transport fees by 10% $200,000
- Increase Hazmat fees 10% 38,000
- Increase Use & Occupancy permit fees
for facilities with fire protection systems 120,000
- Charge Hazmat fees to PAUSD ($18k) and
and City Enterprise Funds ($30k) 48,000
- Decrease in Fire Plan Checking Fees (270,000)
- Decrease in PCE and PW Plan Check Fees (106,500)
Total $912,270
5
General Fund BSR
Total Sources $ 139,200 $139,200
Total Uses 137,093 137,093
Temporary Surplus $ 2,107 $ 2,107
+Programs/Services $ - 0 -$ (2,107)
Budget Surplus $ 2,107 $ - 0 -
BSR Est. 06/30/10 23,874 23,874
BSR Proj. 06/30/11 $ 25,981 $ 23,874
BSR 18.95% 17.41%
6
Non-Departmental Expenses (000)
PAUSD lease- Cubberley $ 6,878
Attrition Savings ($ 1,500)
Mgt. Comp, $310 & VMC, $21K $ 331
Contingency Accounts (CM $250, CC $250,$125) $ 625
Annual park lease of El Camino Real $ 156
Fleet Review offset to Vehicle Replacement Allocation ($ 483)
Special Assessment – Univ. Ave. Parking Assess. Dist. $ 81
Total Budgeted Expenses $ 6,088
275
2
7
Proposed Budget FY 2011
Department Changes
Community Services Department:
Budget Balancing Summary
Revenues
CS1. New revenues $200,000
1.1 Admission donation – JMZ $ 25,000
1.2 Admission donation – Art Center Gallery 25,000
1.3 Open Space days use fees, Foothills,
Baylands and Arastradero ($5 to $10 or $40 annual) 100,000
1.4 Fund Raising from Friends and Support Groups 50,000
CS2. Increased Cost recovery $446,000
2.1 Children’s Theatre productions ($5-$20) $100,000
2.2 JMZ education class ($5 - $800) 75,000
2.3 Art classes ($5 - $800) 50,000
8
Proposed 2011 Changes
Department Changes
Community Services Department
Revenue (continued)
CS2. Increased Cost Recovery
2.4 Science Outreach Program ($1,000 - $50,000) $79,000
2.5 Community Theatre ($2 per attendee) 42,000
2.6 Nature Interpretive Program ($5 - $800) 50,000
2.7 Various recreation classes ($2 - $800) 50,000
Total New and Increased Cost Recovery Revenues $646,000
Service Level Reductions
CS3. Family Resources Foundation reduction
Supports only 0.5 FTE instead of 1.0 FTE Family
Resources Coordinator position. ($50,836)
9
Proposed 2011 Changes
Department Changes
Expenses (continued)
Service Level Reductions
CS4. Golf Course maintenance
•Increase Contract services - $420,000
•Reduce planting materials – ($50,000)
•Eliminates 7 FTEs ($565,152)
Total Cost Decrease ( 9 mos.) ($195,152)
Full Year cost decrease ($292,435)
CS5. Lawn Bowling Green maintenance
•Increase contract services -net $ 20,000
•Eliminates 1.0 FTE ($92,153)
Total Cost Decrease ($72,153)
10
Proposed 2011 Changes
Department Changes
Expenses (continued)
Service Level Reductions
CS6. Cubberley: contract out maintenance
•Increase Contract services - $100,000
•Eliminates 2.0 FTEs ($153,120)
Total Cost Decrease ($ 53,120)
CS7. Mitchell and Rinconada maintenance
•Increase contract services $127,000
•Eliminates 4.0 FTE ($368,614)
Total Cost Decrease ($241,614)
11
Proposed 2011 Changes
Department Changes
Expenses (continued)
Service Level Reductions
CS8. Human Resources
•Reduce HSRAP funding - ($50,000)
CS9. Arts and Sciences
•Eliminate Summer Concert series ($27,000)
CS10. Recreation and Art Center proposed
reorganization to a more centralized
customer service model -eliminates 3.0 FTEs
Total Cost Decrease ($276,105)
12
Proposed Budget FY 2011
Department Changes
Expenses (continued)
Service Level Reductions
CS11. Transfer management of Community Theatre
to Children’s Theatre staff
•eliminates 1.0 FTE
•Total Cost Decrease ($118,912)
CS12. Reorganize management of Cubberley Community
Center and Human Services
•Eliminates 2.0 FTE ($336,385)
276
3
13
Proposed Budget FY 2011
Department Changes
Expenses (continued)
Service Level Reductions
CS13. Revise “Fee Reduction Program” to limit
eligibility to youth, seniors and disabled;
reduce the discount from a range of
50% and 75% to 25% or 50% based on income ($60,000)
Total Proposed Budget Balancing Actions
•Revenues ($ 646,000)
•Expenses ($1,421,277)
•Fee Reduction Program $ 60,000
($2,007,277)
Total of 20.5 FTEs Eliminated ($2,061,017)
Reduction -0.5 FTE ($ 50,836)
Vacant/Retirement - 8.0 FTE ($863,699)
Filled/Layoff – 12.0 FTE ($1,146,482)
14
Proposed Budget FY 2011
Cost Recovery Data
Community Services Department
*Direct costs equal direct salaries and benefits and non-salary costs.
Full cost equals direct cost plus CSD admin. allocation and city-wide cost
plan allocation charges.
($19,903)93%121%JMZ camps 5,354
($245,178)54%78%JMZ classes/outreaches
9%
75%
92%
130%
Full Cost
Recovery
($248,325)
($67,357)
($5,739)
$16,958
Income
(subsidy)
based on full
cost
12,06595%Visual Arts/Studio/Classes
15,83013%Visual Arts/Exhibitions
105%Adult Music and Dance 964
159%Children’s Music and Dance
Number of
Participants
( 2009)
Direct
Costs
Recovery
Program
Arts and Science
15
Proposed Budget FY 2011
Cost Recovery Data
More details
to follow
($1,286,569)19%26%Children’s Performing Arts
125,000
($223,638)10%14%JMZ exhibits
($166,581)13%17%JMZ animal care
1,128($158,340)34%91%Sports – Sports Leagues
Recreation
44,360($6,897)94%295%Sports - Aquatics
2,615($127,060)43%59%Baylands Interpretation
Number of
Participants
( 2009)
Income
(subsidy)
based on full
cost
Full Cost
Recovery
Direct
Cost
Recovery
Program
Arts and Science
Community Services Department
16
Proposed Budget FY 2011
Cost Recovery Data
Community Services Department
Children’s Performing Arts
188 participants
1,690 audience
($52,392)0%0%Teen Programs
139 participants;
1,853 audience
($114,677)15%21%Outreach
440 participants;
19,743 audience
($453,465)17%24%Core Productions
34 participants;
2,972 audience
($24,633)49%58%Wingspread
11%
53%
Full Cost
Recovery
($556,185)
($85,217)
Income
(subsidy)
based on
full cost
015%Administration
1,442
participants
73%Education
Number of
Participants (
2009)
Direct
Costs
Recovery
Program
Children’s Performing
Arts
17
Proposed Budget FY 2011
Cost Recovery Data
Community Services Department
3,000($165,085)0%0%Sports – Individual Sports
19,186($67,722)81%97%Youth/Teen Program -
Aquatics
1,393($160,298)47%61%Youth/Teen Program –
Middle School
2,877$44,940111%136%Youth/Teen Program –
Special Interest Classes
693($178,120)42%113%Adult Program–Special
Interest Classes
Number of
Participants
( 2009)
Income
(subsidy)
based on
full cost
Full Cost
Recovery
Direct
Cost
Recovery
Program
Recreation
18
Proposed Budget FY 2011
Cost Recovery Data
Community Services Department
694($19,019)91%119%Youth/Teen Program – Day Camps
7,650($14,480)20%53%Special Needs Program – Senior
5,000+($150,164)5%7%Special Events
165($12,075)31%84%Special Needs Program –
Therapeutics Recreation
1,138$16,881109%122%Youth/Teen Program – Sports
Camps
6,540($278,890)28%40%Youth/Teen Program – Teen Center
Programs and Youth Outreach
Number of
Participant
s ( 2009)
Income
(subsidy)
based on
full cost
Full Cost
Recovery
Direct
Cost
Recovery
Program
Recreation
277
4
19
Proposed Budget FY 2011
Department Changes
Human Resources Department
Budget Balancing Summary
Service Level Reductions
HR1. Freeze 1 FTE Human Resources
Director position for six months ($114,000)
HR2. Suspend non-mandatory employee
training ($ 28,000)
HR3. Various non-salary reductions ($ 54,000)
Total Proposed Budget Balancing Actions ($196,000)
Citywide Changes
Cost Plan Revenue increase $176,000
Personnel Benefits Costs increase $139,000
Allocated Charges increase $ 35,000
20
Proposed Budget FY 2011
Department Changes
Planning & Community Environment
Revenues
Increase Service Fees/Licensing $ 55,000
Zoning Plan Check Fee (-$10,000)
Architectural Review Board Fee (+$40,000)
Plan Checking Fee (+$25,000)
Decrease Permits ($48,500)
Valet Parking Fee (-$3,500)
Parking Permit-construction/maintenance
Vehicles fee (-$20,000)
Building Permit-new construction permit
fee (-$25,000)
Net Revenue Increase $6,500
21
Proposed Budget FY 2011
Department Changes
Planning & Community Environment -Budget
Balancing Summary
Service Level Reductions
PCE1 Eliminate Shuttle Services ($196,082)
Noon Shuttle ($30,300)
Marguerite Shuttle ($20,000)
Crosstown Shuttle ($145,782)
PCE2 Eliminate Vacant Positions ($384,625)
1.0 FTE Building Inspector Specialist ($136,742)
1.0 FTE Administrative Associate I ($88,997)
1.0 FTE Senior Planner ($158,886)
PCE3 Eliminate Filled Positions ($226,464)
1.0 FTE Building/Planning Technician ($104,329)
1.0 FTE Code Enforcement Officer ($122,135)
PCE4 Reallocate 0.30 FTE Planner ($ 41,260)
22
Proposed Budget FY 2011
Department Changes
Planning & Community Environment –(cont.)
Service Level Reductions
PCE5 Increase in change from Transportation
Manager to Chief Transportation Official $30,077
PCE6 Decrease Temporary Salaries ($ 9,000)
PCE7 Decrease GIS Planning ($21,753)
PCE8 Decrease various Non-salary expenses
(ie. Supplies, Printing, Travel and Training) ($36,460)
Total Proposed Budget Balancing Actions ($884,567)
Total of 5.0 FTE Regular (2 filled, 3 vacant) positions
eliminated and 0.30 FTE Regular (filled) position reallocated
23
Proposed Budget FY 2011
Department Changes
Planning & Community Environment –(cont.)
Citywide changes
Increase Personnel Benefit Costs $342,033
Increase Allocated Charges $ 3,951
Total Net Departmental
Reductions Proposed: ($538,583)
24
Proposed Budget FY 2011
Cost Recovery Data
Planning & Community Environment (Based on FY 2010 data)
*Direct costs equal direct salaries and benefits and non-salary costs. Full cost equals direct cost plus PCE admin. allocation and city-wide cost plan allocation charges.
6.64($1,936,354)10%13%Transportation
74%
106%
30%
9%
89%
0%
Full
Cost
($106,263)
$19,706
($904,900)
($211,412)
($438,925)
($1,652,513)
Income
(subsidy)
based on full
cost
1.65109%Current Planning – Indiv
Review
5.3845%Current Planning – General
2.40243%Current Planning – Zone
Checks
0.8013%Code Enforcement
15.15116%Building
4.030%Advance Planning – General
Program
FTE
Direct
Costs
Program
278
5
25
Proposed Budget FY 2011
Department Changes
City Attorney’s Office -Budget Balancing Summary
Revenues
No revenue changes
Service Level Reductions
ATT1 Reallocate Sr. Deputy City Attorney to
Enterprise Funds ($116,356)
ATT2 Decrease Temporary Salaries (0.41 FTEs) ($ 21,200)
ATT3 Decrease Arbitration ($ 20,000)
ATT4 Decrease various Non-salary expenses
(i.e. Supplies, Printing, Travel and Training) ($ 24,400)
ATT5 Decrease Legal Contingency ($145,000)
Total Proposed Budget Balancing Actions ($326,956)
Total of 1.0 FTE Regular (filled) reallocated to Utilities
26
Proposed Budget FY 2011
Department Changes
City Attorney’s Office –(cont.)
Citywide changes
Increase Allocated Revenue $230,707
Decrease Personnel Benefit Costs ($ 25,026)
Increase Allocated Charges $ 5,862
Total Net Departmental
Reductions Proposed: $346,120
27
Proposed Budget FY 2011
Questions
279
1
City Manager’s Proposed
Budget for Fiscal Years 2011
City of Palo Alto
Finance Committee
May 18, 2010
2
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions ($ 8.5 million)
Salary & Benefits $ 5.6 million
Non-Salary 2.9 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Temporary “surplus”$ 2.1 million
2
City Manager’s Proposed
Budget for Fiscal Years 2011
City of Palo Alto
Finance Committee
May 18, 2010
Police Department
Fire Department
Administrative Services Department
4
Proposed Budget FY 2011
Department Changes
150,000POL3. Increase Parking Violation Citations - $3
90,000POL2. Alarm monitoring services provided to Utilities
197,200Increased Cost Recovery
83,570POL1. Reimbursement from PAUSD for School Resource Officer
$173,570New Revenues
Revenues
Budget Balancing Summary
Police Department
5
Proposed Budget FY 2011
Department Changes
$370,770Total New and Increased Cost Recovery Revenues
$47,200POL4. Increase in Various Animal Services municipal fees
POL4.1. Adoptions: $25 - $150 for dogs, cats, and rabbits
POL4.2. Impoundment Fees: $25 - $55
POL4.3. License & Pet Identification Late Fee: $30
POL4.4. Bandages/Splints: $25 - $95
POL4.5. Various Permits: $50 - $300
POL4.6. Spay & Neuter: $55 - $215
POL4.7. Various Surgeries, Testing, Therapies, & Vaccines:
$5 - $75
POL4.8. Trap Rental: $100
Increased Cost Recovery (continued)
Revenues
6
Proposed Budget FY 2011
Department Changes
86,360POL9. Technical Services
POL9.1. Eliminate 1 FTE Records Specialist II
331,734POL8. Investigations
POL8.1. Eliminate 2 FTE Police Officer
786,626
205,886
183,139
497,607
(100,000)
POL7. Traffic Team
POL7.1. Eliminate 1 FTE Police Sergeant
POL7.2. Eliminate 1 FTE Police Agent
POL7.3. Eliminate 3 FTE Police Officer
Associated Revenue Reduction
116,178POL6. Crime Analyst Program
POL6.1. Eliminate 1 FTE Crime Analyst
$61,068POL5. Code Enforcement
POL5.1. Eliminate 0.5 FTE Code Enforcement Officer
Service Level Reductions
280
2
7
Proposed Budget FY 2011
Department Changes
345,000POL13. School Crossing Guard Program
Consider program cost transfer to PAUSD
$1,883,222Total Service Level Reductions
21,587
41,587
(20,000)
POL12. Leaf Blower Enforcement
POL12.1. Eliminate 0.46 temporary FTE Project Specialist
Associated revenue reduction
32,000POL11. Reduction in Budgeted Overtime
Police presence at various City sponsored events
$102,669POL10. Crime Prevention & Outreach
POL10.1. Eliminate 1 FTE Program Coordinator
Service Level Reductions (continued)
8
Proposed Budget FY 2011
Department Changes
Expense
Revenues
($30,000)POL14. Train Track Watch Program (Exhibit B)
130,000Decrease in booking fees
(67,316)Decrease in Communications reimbursement from Stanford
(125,000)Parking violation revenue decline
($900,745)Other Items Included in Proposed Budget
(808,429)PAPOA salary increase
9
Proposed Budget FY 2011
Department Changes
$89,258Alternatives to Proposed Budget Balancing Actions
$89,258
POL15. Parking Enforcement Program
POL15.1. 1 FTE Community Service Officer
($421,321)Citywide Changes
$55,813Personnel Benefit Cost Decrease
(477,134)Allocated Charge Increase
Technology Fund repayment: $459,482
10
Proposed Budget FY 2011
Department Changes
(41,587)
(250,100)
(1,265,573)
Temporary FTE: 0.46 FTE
Vacancy or Retirement: 2.5 FTE
Layoff: 8 FTE
($1,557,260)Total of 10.96 FTEs Eliminated
($931,926)Total Proposed Budget Balancing Actions
370,770
(1,883,222)
900,745
421,321
New and Increased Cost Recovery Revenues
Service Level Reductions
Other Items Included in Proposed Budget
Citywide Changes
11
Proposed Budget FY 2011
Department Changes
Regionalize Dispatch Services with Other Cities
Red Light Cameras
Budget Balancing Alternatives
12
Proposed Budget FY 2011
Cost Recovery Data (Fiscal Year 2011)
Police Department
*Direct costs equal direct salaries and benefits and non-salary costs. Full cost equals direct cost plus Police admin. allocation and city-wide cost plan allocation charges.
12.2
(Regular)
1.22
(Temporary)
9.65
(Full-time Regular)
FTE Income
(subsidy)%%Program
Cost Recovery
66%**
123%
Full
(614,755)
$298,795132%Parking Enforcement Program
71%**Animal Services
Direct
**Not included in cost recovery percentages is $100k/yr the City normally receives in SB90 funds
for State mandated activities performed by Animal Services staff.
281
3
13
Proposed Budget FY 2011
Parking Citations Data
0
5
10
15
20
25
2007 2008 2009 2010 2011
Iss
u
e
d
C
i
t
a
t
i
o
n
s
(
t
h
o
u
s
a
n
d
s
)
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
Re
v
e
n
u
e
(
m
i
l
l
i
o
n
s
)
Cited Vehicles Actual Revenue Projected Revenue
9.65 FTE8.65 FTE9.15 FTE9.15 FTE8.9 FTE
14
Proposed Budget FY 2011
Overtime Data
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
2007 2008* 2009 2010 2011
Bu
d
g
e
t
D
o
l
l
a
r
s
(
m
i
l
l
i
o
n
s
)
0
5
10
15
20
25
30
35
Ho
u
r
s
(
t
h
o
u
s
a
n
d
s
)
Actual Projected Budget Proposed Hours
* One-time budget adjustment in response to increased citywide residential burglaries.
15
Proposed Budget FY 2011
Introduction
16
Proposed Budget FY 2011
Background/Staffing History
107 sworn officer positions in 1975
85 sworn officers positions in 2011
Eliminated since 2003:
12 sworn positions
14.5 civilian positions
17
Proposed Budget FY 2011
Background/Staffing History (cont)
Previous cuts include:
Community Relations Officer
Crime Suppression Team
Crime Prevention Program
Downtown Health and Safety Detail
Homeland Security Coordinator
Police Volunteer Program
Patrol Community Service Officers
Staff Support Positions
School Resource Officer
Police Lieutenant
Communications Manager
Health Resources Coordinator
Master Social Worker
Victim Services Coordinator
18
Proposed Budget FY 2011
The Challenges and Uniqueness of Serving Palo Alto
Resident population of 65,000 which increases to over 110,000 daytime
Daytime officer to population ratio lowest in the County
Third busiest Dispatch Center in the County
Parking Enforcement program issues the second highest number of citations in Santa Clara and San Mateo counties
One of a few departments in the State that offers a comprehensive Animal Services Division
282
4
19
Proposed Budget FY 2011
Regionalization of Services
Current Regional Efforts
Dispatching
Stanford – contributes 16% of Dispatching costs and related CIPs
Animal Services
Animal Control and Care services for Mt. View, Los Altos, and Los Altos Hills –contributes 45% of costs.
Regional Mobile Command Vehicle – grants contributed $300kP
Regional Computer Forensics Laboratory (RCFL) with the FBI
Santa Clara County Crime Lab
Arson Task Force
Training
Crime Scene Investigation
Technology
COP Link
Silicon Valley Regional Interoperability Project (SVRIP)
CAD and 9-1-1 systems
Virtual consolidation with Mountain View and Los Altos
Potential Future Efforts
Expanded Regional Dispatch
20
Proposed Budget FY 2011
Questions
21
Proposed Budget FY 2011
Department Changes
Fire Department:
Budget Balancing Summary
Revenues
F1. Increase Transport (Ambulance) Fees by 10% $200,000
F2. Increase in Hazmat Fees by 10% 38,000
F3. Increase Permit Fees 50,000
(Proposed PAUSD - $20K and Enterprise Fund - $30K)
F4. Increase Use & Occup. Permits and Tracking Fees 120,000
Proposed Revenue Increase $408,000
22
Proposed Budget FY 2011
Department Changes
Fire Department (budget balancing summary cont.)
Service Level Reductions
F5. Elimination of Administrative Assistant
Savings
1.0 FTE Regular (Retiring)$116,507
F6. Elimination of Hazardous Materials Specialist (Filled)
Add Hourly Management Specialist (contract)
Savings
1.0 FTE Regular (0.95 FTE in General Fund) $186,953
Additions
0.48 FTE Hourly Management Specialist ( 80,000)
Net Savings $106,953
23
Proposed Budget FY 2011
Department Changes
Fire Department (budget balancing summary cont.)
Service Level Reductions
F7. Add Resource to Facilitate Fire Chief Retirement Transition
(6 month Fire Chief vacancy savings -$138,186)
Additions
0.25 FTE Hourly (One-Time) ($ 52,000)
F8. Reduction in non-salary expenses $ 85,952
(i.e. Contract Svcs., Supplies, Equip., etc.)
Total Proposed Budget Balancing ActionsRevenues Increase $408,000Expense (Net) Reduction $257,412
$665,412
24
Proposed 2011 Changes
Department Changes
Fire Department
Other Revenue Changes
Decrease Plan Checking Fee ($ 270,000)
Increase in Stanford Fire Services Reimbursement 136,969
Net Decrease in Other Revenues ($133,031)
Other Salary Changes
Contractual Salary and Benefit Increase (1/2 year) ($ 652,158)
Decrease in temporary salaries 31,131
Incentive Pay Increase (EMT Certification)(9,069)
Increase Workers' Compensation Charges (479,668)
Increase Medicare (Employer) Contribution (12,965)
Increase Retiree Health Insurance Premiums (393,311)
Increase Benefit Allocation (390,237)
Other (Net) Salary Increase ($1,906,277)
283
5
25
Proposed 2011 Changes
Department Changes
Fire Department (cont.)
Citywide Changes in Allocated Charges
Decr. in Information Technology Charges $ 95,076
Incr. in Vehicle Maintenance and Replacement (254,272)
Incr. in Liab. Insurance & Printing/Mailing Svcs. (33,015)
Allocated Charges (Net) Increase (192,211)
26
Proposed 2011 Changes
Department Changes
Fire Department
Summary of Total Net Departmental Proposed:
Revenues:
Proposed Revenue Increase $ 408,000
Net Decrease in Other Revenues (133,031)
Net Revenue Increase $ 274,969
Expenditures:
Expense Reduction (Net) $ 257,412
Other (Net) Salary Increase (1,906,277)
Allocated Charges (Net) Increase (192,211)
Net Expense Increase ($1,841,076)
Palo Alto Fire Department
Proposed Budget FY 2011
28
Background/Staffing History
117 line firefighter positions in 1976
at time of fire consolidation (83 Palo
Alto firefighters and 34 firefighters
from the Stanford Fire Department)
103 line positions in 2009
Call volume has more than doubled
between 1976 (approximately 3000)
and 2009 (7549)
29
Challenges and Uniqueness of
Serving Palo Alto
Resident population of 77,779 between
the communities of Palo Alto (64,484)
and Stanford (13,295) which increases
to well over 125,000 with the influx of
workers, employees, and Stanford
student population on campus
Responses for medical aid have
increased 24 percent in the last 5 years
30
Revenue Generated/Revenue Costs
Revenue generated by the department has increased 28 percent over the last 5 years*
The department budget has increased 23 percent in the last 5 years*
The department achieved 49 percent cost recovery for 2009*
General Fund cost of $212 per capita for fire and emergency medical services*
The City of Palo Alto has one of the lowest net fire and EMS expenditures per capita in Santa Clara County $190/per resident (FY 2007 from Cities Annual Report from the State Controller’s Office
*Above information taken from 2009 SEA Report
284
6
31
Proposed Budget FY 2011
Questions
32
Proposed Budget FY 2011
Department Changes
Administrative Services Department –
Budget Balancing Summary
Service Level Reductions
ASD1 Eliminate 0.96 FTE Administrative Associate
position (vacant) ($ 99,500)
ASD2 Eliminate 1.00 FTE Accounting Specialist
position (filled) ($ 90,527)
ASD3 Reallocate 2.50 FTEs to Other Funds ($347,272)
0.50 Warehouse Supervisor to Utilities ($52,857)
0.50 Sr Financial Analyst in Treasury to Utilities ($74,807)
0.60 Contract Administrator in Purchasing to CIP ($89,769)
0.60 Sr Financial Analyst in Budget to CIP ($89,769)
0.10 Business Analyst to Technology ($12,240)
0.20 Sr Business Analyst to Technology ($27,830)
ASD4 Decrease Temporary Salaries ($ 24,572)
ASD5 Decrease Overtime ($ 10,000)
33
Proposed Budget FY 2011
Department Changes
Administrative Services Department –(cont.)
Service Level Reductions
ASD6 Decrease Instruction/Training and
Travel/Meeting ($ 6,900)
ASD7 Decrease Contract Services ($ 9,592)
ASD8 Decrease various Non-Salary ($ 8,800)
Total Proposed Budget Balancing Actions ($597,163)
Total of 1.96 FTE Regular (1 filled, 0.96 vacant) positions
eliminated and 1.50 FTE Regular (filled) positions reallocated
34
Proposed Budget FY 2011
Department Changes
Administrative Services Department –(cont.)
Other Budget changes
Increase Other Contract Services for
Banking Service Fees $ 50,000
Citywide changes
Decrease Personnel Benefit Costs ($173,569)
Increase Allocated Charges $246,501
Total Net Departmental
Reductions Proposed: ($474,231)
35
Proposed Budget FY 2011
Questions
36
Proposed Budget FY 2011
Department Changes
Information Technology –Internal Service Fund
Revenue
IT1 Decrease Investment Income ($ 236,500)
IT2 Decrease Stanford Revenue ($ 37,000)
IT3 Decrease Miscellaneous Revenue ($ 9,600)
IT4 Increase Allocated Revenue – 2nd
Year Loan Repayment $ 1,220,693
IT5 Increase Allocated Revenue $ 303,391
IT6 Increase Operating Tfr. In - CIP projects $ 970,594
Total Proposed Revenue Increase $ 2,211,578
285
7
37
Proposed Budget FY 2011
Department Changes
Information Technology –Internal Service Fund
Service Level Reductions
IT7 Eliminate 0.04 FTE Administrative Assoc III ($ 4,146)
IT8 Eliminate 1.0 FTE Technologist ($ 160,416)
IT9 Add 0.50 FTE Administrator (0.50 shared with
City Manager’s Office) $ 58,273
IT10 Reallocate 0.30 FTE from Administrative Svcs $ 40,070
Business Analyst – 0.10 FTE ($12,240)
Sr Business Analyst – 0.20 FTE ($27,830)
Total of 1.04 FTE Regular (1.04 vacant) positions eliminated,
0.50 FTE Regular position added, and 0.30 FTE Regular
(filled) positions reallocated
38
Proposed Budget FY 2011
Department Changes
Information Technology –Internal Service Fund
Service Level Reductions
The following increases and decreases primarily result from redistributions:
IT11 Increase Application Maintenance $ 506,425
IT12 Decrease Application Replacement ($ 190,150)
IT13 Decrease Infrastructure Maintenance ($ 90,287)
IT14 Decrease Infrastructure Replacement ($ 888)
IT15 Increase Desktop Maintenance $ 130,000
IT16 Increase Desktop Replacement $ 99,575
IT17 Increase Telecommunication $ 682,500
IT18 Decrease IT Support ($ 833,783)
IT19 Increase CIP Project costs $2,295,859
Total Proposed Expenditure Increase $2,533,032
39
Proposed Budget FY 2011
Department Changes
Information Technology –(cont.)
Citywide changes
Decrease Personnel Benefit Costs ($482,829)
Decrease Allocated Charges ($150,567)
Total Net Proposed:$1,899,636
40
Proposed Budget FY 2011
Department Changes
Printing and Mailing –Internal Service Fund
Revenue
PM1 Decrease Mailing Allocated Revenues ($ 91,778)
PM2 Decrease Printing Allocated Revenues ($ 106,835)
Total Proposed Revenue Decrease ($ 198,613)
Service Level Reductions
PM3 Eliminate 1.0 FTE Supervisor Repro and Mail ($110,440)
PM4 Eliminate 1.0 FTE Offset Equip Operator Lead ($ 91,894)
PM5 Eliminate 0.48 FTE Print Shop Assistant ($ 19,650)
PM6 Reallocate 0.48 FTE Offset Equip Operator ($ 45,031)
Total Proposed Expenditure Decrease ($267,015)
Total of 2.48 FTE Regular (2.48 filled) positions eliminated and 0.48 FTE Regular (filled) positions reallocated
41
Proposed Budget FY 2011
Department Changes
Printing and Mailing –(cont.)
Citywide changes
Increase Personnel Benefit Costs $12,564
Decrease Allocated Charges ($15,063)
Total Net Proposed:$269,514
42
Proposed Budget FY 2011
Questions
286
8
43
Proposed Budget FY 2011
Citywide Changes-General Benefits/Insurance and Retiree Health
Insurance Internal Service Funds
Changes to Health Benefits and Pension Cost Allocation Methodology
Pension benefit cost allocations based upon current contribution rates for existing employees rather than budgeted salaries at control point for employees at full strength
FY 2011 pension expense - $19.3 million
FY 2010 budget, $23.5 million
$1.0 million - staff downsizing
$3.2 million – budgeting at control point at full strength
$800k increase from FY2010 projected of
$18.5 million
44
Proposed Budget FY 2011
General Benefits and Insurance Fund
Pension Contribution Percentages
* SEIU employees pay 5.75%, Management, 2%
Public Safety PlanMiscellaneous Plan
9.0024.695*8.0017.5552011
9.0023.9388.0017.0632010
9.0024.5128.0017.0052009
9.0023.6117.0011.4762008
9.0024.2087.0011.4362007
9.0027.7787.0012.4102006
EmployeeEmployerEmployeeEmployerFiscal Year
45
Proposed Budget FY 2011
Citywide Changes-General Benefits/Insurance and Retiree Health
Insurance Internal Service Funds
Changes to Health Benefits and Pension Cost
Allocation Methodology
Health Benefits allocation based upon census of
existing employees’ current benefit plans versus
incremental increase in total budgeted base
benefits for all employees
FY 2011 medical expense - $11.7 million
FY 2010 budget, $13.2 million
$325k – staff downsizing
$1.2 million – budgeting at control point at full
strength
46
Proposed Budget FY 2011
General Benefits and Insurance Fund
Average Monthly/Annual Medical Cost
Per Participant
*Includes Mgt. and SEIU contribution of ½ of increased premium costs
$13,570
$ 640
*Fiscal Year 2011
(860 Active Participants) $1,131
4.95% Increase $ 53
Annual
$12,930
Monthly
Fiscal Year 2010 $1,078
(projected year end –
916 Active Participants)
47
Proposed Budget FY 2011
Department Changes
General Benefits/Insurance and Retiree
Health Insurance Internal Service Fund
FY 2011 other benefits - $6.6 million
$3.2 million in Claims payments ($2.6 million,
W/C, $600k, General Liability)
$1.6 million – Dental
$380k – Life Insurance
$200k – Unemployment Insurance
$520k – Administrator Fees –$200k, Dental mgt.
flex, Vision, $260k W/C TPA, $60k Alliance Risk Pool/George Hills, Inc.
$400k – Workers Compensation Insurance
$300k – Vision, EAP, Commute Program
48
Proposed Budget FY 2011
Department Changes
General Benefits/Insurance and Retiree
Health Insurance Internal Service Fund
$1.1 million - Umbrella Excess and Special Liability
Incurred But Not Reported adjustment budgeted - $638k
$335k – Workers Compensation
$303k – General Liability
Accounting Change for Fiscal Year 2011
General Benefits, Workers Compensation and General Liability Funds to be presented separately in financial reports such as the Comprehensive Annual Financial Report (CAFR)
Increase in citywide retiree medical $600k from
$9 million in FY 2010 to $9.6 million in FY 2011
287
9
49
Proposed Budget FY 2011
General Benefits and Insurance Fund
Workers’ Compensation and General Liability Claims Paid
No. of ClaimsPaidNo. of ClaimsPaidFiscal Year
136882,9841461,736,8965-year Avg
1301,352,9441561,815,4712004
144391,6921551,980,7632005
107646,2791511,746,0942006
1491,280,5791391,641,3282007
160934,4231391,418,2952008
126$691,986134$1,819,4242009
General LiabilityWorkers’ Comp
50
Proposed Budget FY 2011
Questions
51
Proposed Budget FY 2011
Next Meetings
May 25 – Utilities and Utilities CIP, Public Works General
Fund Operating, General Fund CIP
May 27 – Public Works Enterprise Funds (Storm Drain,
Refuse, Wastewater Treatment), Internal Service Fund, and related CIP
June 14 – Municipal Fee Schedule, Contracts greater than
$85k , Wrap-up
June 21 – City Council Budget Review and Public Hearing
June 28 – Budget Adoption
52
Proposed Budget FY 2011
Questions
53
Proposed Budget FY 2011
Department FTE Allocations
Administrative Services Department –
Direct Indirect
by fund
approx
24% Utl
& 10% PW
direct & indirect
allocation % of fund
General Fund 37.49 (12.75) 24.74 29%
Total General Fund 37.49 (12.75) 24.74 29%
Technology Fund 30.41 30.41 35%
Print & Mail Fund 1.57 1.57 2%
Enterprise Fund 15.83 12.75 28.58 33%
CIP 1.20 1.20 1%
Total Other Funds 49.01 12.75 61.76 71%
TOTAL 86.50 86.50 100%
Total Allocation
288
1
City Manager’s Proposed
Budget for Fiscal Year 2011
City of Palo Alto
Finance Committee
May 25, 2010
CSD Follow-Up
Public Works Department/General Fund CIP
Utilities Department/Utilities CIP
2
Proposed Budget FY 2011
Cost Recovery Data
Community Services Department
Children’s Performing Arts
188 participants
1,690 audience
($52,392)0%0%Teen Programs
139 participants;
1,853 audience
($114,677)15%21%Outreach
440 participants;
19,743 audience
($453,465)17%24%Core Productions
34 participants;
2,972 audience
($24,633)49%58%Wingspread
11%
53%
Full Cost
Recovery
($556,185)
($85,217)
Income
(subsidy)
based on
full cost
015%Administration
1,442
participants
73%Education
Number of
Participants
( 2009)
Direct
Costs
Recovery
Program
Children’s Performing
Arts
3
Community Services -Children’s
Theatre
Cost Recovery Data for the Children’s Performing Arts
(000)
29%26%22%15%13%18%Direct Cost
Recovery
$1,253$1,288$1,422$1,514$1,489$1,302Subsidy
437437513418465429Allocated Cost
1,1461,1461,1591,2931,1821,064Direct Costs
$1,583$1,583$1,672$1,711$1,647$1,493Total Full Costs
$330$295$250$197$158$191Revenues
Full Cost
Recovery
Cost Recovery
21%19%15%12%10%13%
FY 2011
(Proposed
with fees)
FY 2011
(Proposed)
FY 2010
(Estimated)
FY 2009
(Actual)
FY 2008
(Actual)
FY 2007
(Actual)
4
Community Services -Children’s
Theatre
Pay to Play policy – requiring participants to pay a fee to appear in
production
Alternate scheme to develop a fee menu for each production – price
individual performing parts based on the amount of stage time
Pay to Play policy may likely suppress the number and diversity of
theatre participants
The level of suppression would be logically tied to the fee amount
Pay to Play policy may result in the same children (from families that
could afford the higher fees) leading every production
$35,000$50 - $300
Children’s Theatre
Potential Revenue
Fee Range
5
Community Services -Children’s
Theatre
Participation fee and ticket price of other Bay Area Children’s
Theaters
Volunteer hours
required
$6 - $8 $65 - $85 per
production
Rainbow Theatre
(City operated - Milpitas)
Volunteer hours
required$15 - $30$150 per
production
CMT San Jose
(non-profit)
Does not include
costumes; Volunteer
hours required
$10 - $12 $175 per
production
San Carlos Children’s
Theatre
(non-profit)
Multiple casts;
Volunteer hours
required
$16 - $18 $265 per
production
Peninsula Youth Theatre
(non-profit)
Remarks Ticket
Price
Participation
Fee
Organization
6
Community Services –Children’s
Theatre
Participation Fees for Palo Alto Youth activities
Ages 6 - 13$335 per weekJr. Museum & Zoo
Summer Camp
Ages 9 - 12$195 per seasonPalo Alto Little League
Ages 5 - 18$350 per seasonPalo Alto AYSO
Competitive Athletics
Ages 5 - 18$167 per weekPalo Alto AYSO Camp
AgesParticipant FeeOrganization
289
2
7 8
Children’s Theatre Production
Demographics
9
CSD: Children’s Theatre
Note: FY 2010 Year-end values are projections as of May 21, 2010 10
Proposed Budget FY 2011
Questions
11
Proposed Budget FY 2011
Department Changes
Public Works Department
Budget Balancing Summary
Expenses
PW1. Contracting out custodial services- net impact ($76,233)
Elimination of 3.0 FTE Building Servicepersons-
one vacant ($231,933)
Increase custodial contract services $155,700
PW2. Contracting out tree trimming- net impact ($316,204)
Elimination of 4.0 FTE Tree Trimmer/Line
Clearers ($390,104)
Increase contract services for tree trimming $ 73,900
12
Proposed Budget FY 2011
Department Changes
Public Works Department
Budget Balancing Summary- Expenses (continued)
PW3. Decrease non-salary expense ($136,000)
PW3.1 Decrease construction materials-
asphalt supply ($10,000)
PW3.2 Decrease planting materials- trees ($10,000)
PW3.3 Decrease contract services- cleaning ($ 8,000)
PW3.4 Decrease contract services- facilities
maintenance for non-essential requests ($ 8,000)
PW3.5 Decrease various contract services- ($100,000)
General Fund Reductions ($529,437)
(7.0 FTEs eliminated, 1.0 vacant)
290
3
13
Proposed Budget FY 2011
Department Changes
Public Works Department
Budget Balancing Summary- Expenses (continued)
The following CIP reductions assume that the transfer from the
General Fund to Capital Fund will be reduced:
PW4. Elimination of 1.0 FTE Project Manager ($142,271)
Vacant position- CIP Parks Infrastructure
PW5. Elimination of 1.0 FTE Admin. Associate III ($103,645)
Retirement- CIP Engineering
PW6. Decrease CIP sidewalk repair and replacement ($597,940)
Elimination of 1.0 FTE Engineering Tech III ($ 97,940)
Decrease contract services ($500,000)
100% responsibility to residents
General Fund CIP Reductions ($843,856)
(3.0 positions eliminated, 1.0 vacant, 1 pending retirement)
14
Public Works –
PW6: Sidewalk Repair Program
Proposed Changes
CITY COST
SCENARIO (City to retain liability in all scenarios):SAVINGS
Scenario 1 - Property Owner is 100% responsible for repair costs.
Alternative A - City administers an annual construction contract for
repairs and bills the property owner including full cost recovery for
City administration costs.$597,940
Alternative B – Property owner responsible for repair and coordination
of work. City’s involvement would be limited to the property owner
notification procedures outlined in California Streets and Highways Code. $500,000
Scenario 2 - City and Property Owner share costs 50/50.
City administers an annual construction contract for repairs and bills
the property owner for 50% of the costs including full cost recovery for City
administration.$298,870
1.0 FTE Engineering Tech would be added back
Contract funding for sidewalk repair would be reduced by
$250,000 (instead of $500,000)
15
Proposed Budget FY 2011
Department Changes
Public Works Department
Budget Balancing Summary- Expenses (continued)
Total Proposed Budget Balancing Actions:
Expenditure reductions ($1,372,293)
General Fund Reductions ($529,437)
Reduction of General Fund transfer
to Capital Fund ($843,856)
Elimination of 10.0 FTE
(2 vacant, 1 pending retirement, 7 filled)
16
Proposed Budget FY 2011
Department Changes
Public Works Department
Alternatives to Sidewalk Replacement Program
PW7. Decrease facilities rehabilitation program ($296,271)
Elimination of 1.0 FTE Project Manager ($142,271)
0.5 FTE General Fund, 0.5 FTE Capital Fund
Decrease non-salary expense ($154,000)
Funds are typically used for mechanical equipment
replacement, electrical upgrades, some tenant
improvement work, efficiency projects, etc.
PW8. Elimination of 1.0 FTE Supervising Project Engineer ($161,525)
Currently filled with incumbent working out of class in
Supervising Project Manager position, which is vacant due to
retirement
Would impact plan review in Private Development section
17
Proposed Budget FY 2011
Department Changes
Public Works Department
Alternatives to Sidewalk Replacement Program
PW9. Elimination of 1.0 FTE Traffic Control
Maintainer II ($89,421)
Would not be able to complete work requests from
Planning Transportation Division
Impacts include fabricating and placing new signs,
painting new red curbs and any new legend painting
along roads and assisting with placement of new traffic
calming devices.
PW10. Elimination of half-time hourly Maintenance
Assistant- graffiti removal ($15,795)
Graffiti removal would only be completed if it is
offensive and as staff time becomes available
Total Proposed Alternatives -($563,012)
18
Proposed Budget FY 2011
Department Changes
Public Works Department
General Overview Items
Revenue - highlights
Decrease Plan Check Fee ($100,000)
Decrease Building/New Construction Permit Fee (35,000)
Decrease Encroachment Permit Fee (50,000)
Decrease Street Opening Permit Fee (70,000)
Allocated Revenue Decrease (77,645)
Increase Street Cut Fees 85,000
($247,645)
Citywide Changes
Personnel Benefits Costs decrease ($ 55,954)
Allocated charges increase 100,532
$44,578
291
4
19
Proposed Budget FY 2011
Questions
20
Proposed GF CIP Budget FY 2011
Total General Fund Proposed Projects - $20.4 million
2
1
3
4
1.Land, Buildings & Facilities ($9.0 M) - 44%
2. Streets and Sidewalks ($6.9 M) - 34%
3. Parks and Open Space ($1.2 M)- 6%
4. Miscellaneous($3.3 M) - 16%
(Salaries and Benefits)
21
Proposed GF CIP Budget FY 2011
Total General Fund Proposed Funding Sources - $20.4 million
3
4
5 6
2
1
1 - Infrastructure Reserve ($15.2 M) - 75%
2 - Street Improvement Fund/Development Impact
Fees Fund ($1.0 M) - 4%
3 - General Obligation Bonds ($1.4 M) - 7%
4 - Other Agencies ($1.2 M) - 6%
5 - General Fund ($1.4 M) - 7%
6 - Transfers from Enterprise Funds ($0.2) - 1%
General Fund transfer to IR - $9.2 million
22
Proposed GF CIP Budget FY 2011
Infrastructure Reserve
FY 2011 General Fund contributions - $9.2 million
$7.8 million for on-going replacement and rehabilitation
$0.2 million designated for individual projects
$1.2 for Salary and Benefits
IR can support the current five-year plan
Transfer from GF to IR is reduced by $0.7 million –
$0.5 Million (shift cost to residents) for the Sidewalk Maintenance
$0.2 million; elimination of 1.9 FTE
Infrastructure Reserve is projected to be in the range of $2.0 to $5.0 million (FY 2011 through FY 2015)
23
Proposed CIP Budget FY 2011
Infrastructure Reserve (IR) Five year projection
Infrastructure Reserve Projected Balance
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
2011 2012 2013 2014 2015
Fiscal Year
Ba
l
a
n
c
e
24
Proposed GF CIP Budget FY 2011
General Fund Financial Summary
*Includes $16.9 million in Library General Obligation Bond proceeds
8,9674,1982,8772,4172,6128,967IR balance, beginning
$4,904$4,904$4,198$2,877$2,417$2,612IR balance, ending
(4,063)7061,321460(195)(6,355)Sources Over (short)
85,91612,23611,67812,25529,33820,409CIP Projects
Uses
81,85312,94212,99912,71529,14314,054Total Sources
24,6678509001,12017,982*3,815Reimbursements
3,6513458057437231,035Interest Income
$53,535$11,747$11,294$10,852$10,438$9,204General Fund Annual
transfer
Sources
TotalFY
2015
FY
2014
FY
2013
FY
2012
FY
2011
Description
($000)
292
5
25
Proposed GF CIP Budget FY 2011
CIP Committee Process
CIP Committee began meetings in October 2009
Identified existing projects in the current year that had remaining appropriations that could be returned to reserves
•$2.8 million returned to Infrastructure Reserve
•$3.2 million returned to Budget Stabilization Reserve (includes the $2.7 million from the Public Safety Building project)
Reviewed prioritization criteria and prioritized projects
Reviewed projected Infrastructure Reserve Balance
Reviewed current capacity - staff’s ability to start and complete projects as budgeted
Met twice in November and February with the Planning and Transportation Commission to get input on the CIP Plan as part of new process (minutes provided at places)
Met with Planning and Transportation Commission May 12 for annual conformity with Comprehensive Plan review of proposed CIP (letter report and minutes provided at places)
26
Proposed GF CIP Budget FY 2011
CIP Prioritization Criteria
Council direction
Leveraged funding (Public/Private Partnership/Grants/Impact Fees)
Health and safety requirements
Code/legal requirements
Operational needs and efficiency
Sustainability
Community Priorities
Revenue generating potential
27
Proposed GF CIP Budget FY2011
Staffing Capacity to accomplish Projects
Committee evaluates proposed program to ensure staff’s
capacity to accomplish projects is not exceeded
Current capacity is $10 to $14 million in capital projects
each year (per Black and Veatch study)
When new projects are added other projects are deferred
or additional capacity can be added through professional
service contracts for project design and construction
management
28
Proposed GF CIP Budget FY2011
Highlights of Changes to CIP Projects
Annual Street Maintenance Project - $2
million increase each year (total of $10
million increase for the five year plan)
Annual Sidewalk Maintenance Project – $.5
million proposed elimination and shift cost
to the City residents.
29
Proposed GF CIP Budget FY 2011
Projects Funded in FY 2011
Main Library Improvements-design (Measure N): $1.4 million
Art Center Electrical & Mechanical Upgrade: $2.6 million
Civic Center Improvements: $3.0 million
Annual Street Maintenance (increase of $2 million): $3.8 million
Annual Sidewalk Repairs (net of $0.5 million): $0.2 million
Monroe Park: $0.3 million
Cubberley Restroom Upgrades: $0.3 million
El Camino Real/Stanford Avenue Streetscape and
Intersection Improvements: $1.7 million
Dinah SummerHill Pedestrian/Bicycle Path : $0.3 million
San Antonio Medians: $0.6 million
Lucie Stern Community Theatre - new sound system: $0.2 million
Civic Center Level 1 -master plan study: $0.3 million
30
Proposed GF CIP Budget FY 2011
Update on Backlog
•Total Backlog (20 years)$ 301,669
•Infrastructure Future Needs 208,280
•Total Estimated Backlog 509,949
•2011-15 GF CIP appropriations (85,917)
•Total Estimated Unfunded Backlog $424,032
293
6
31
Proposed GF CIP Budget FY 2011
Update on the Infrastructure Blue Ribbon
Commission (IBRC)
Citizens task force to evaluate infrastructure needs
Will make recommendations on potential bond measure or other financing measures
Timeframe
Additional CIP Project – amendment to the
proposed budget document (CSD – At places)
Cubberley Gym Activity Room $65,000
Renovation of large locker room into activity room
Will house tenants and renters displaced by Cubberley
Auditorium housing a temporary library
32
Proposed Budget FY 2011
Questions
33
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Highlights
FY 2011 Changes
No rate changes proposed
(Adopted in concept budget included rate increases – 15%, Electric,
15%, Gas, 7% Water, and 5%, Wastewater)
Position Requests
1.0 Customer Service Representative and 1.0 Customer
Service Specialist withdrawn ($201,985)
1.0 Senior Auditor (approved in City Auditor’s Office) $149,615
5.0 FTE additions requested (allocated across funds) $734,034
Compliance and Reporting
1.0 Compliance Manager $192,698
2.0 Utility Installer/Repairer $218,032
Customer Service and Support
1.0 Senior Business Analyst $169,921
Communication and Media Relations
1.0 Manager, Communications $153,383
Total Cost (6.0 positions) $883,649
34
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Compliance and Reporting
FY 2011 Changes
New positions
1.0 Compliance Manager (All Funds)
2.0 Utility Installer/Repairer (Gas, Wastewater Collection)
Ensure compliance with increasing regulations
Electric – North American Reliability Corporation, Western Electricity Coordinating Council, California Public Utilities Commission
Gas - US Department of Transportation
Water - CA Department of Public Health Services (Cross Connection, Water Quality, Operations)
Wastewater Collection - State and Regional Water Quality Control Boards (Sanitary Sewer Management Plan)
Oversight of reporting, deadline tracking, and data compilation
35
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Customer Support Services
FY 2011 Changes
New positions
1.0 Senior Business Analyst
Support utility billing system (technical)
Resolve complex system issues
Develop new functionality and enhancements
(mandated legislation)
Configure and test system
Process system exceptions (i.e. high or low reads/high or low invoices)
Improves quality control
Support more complex processes and new communication channels
Continue to staff with full-time temporary FTE’s
Enhance and evaluate system efficiencies
Revisit new position requests in FY2012 after two full years of implementation
36
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Communication and Media Relations
FY 2011 Changes
New position- 1.0 Manager, Communications
(Restoration of 1 FTE that existed in department 1997-2007)
Develop Departmental Communications Plan
Conduct an effective & proactive communications strategy
Cultivate effective relationships with, and timely response to, local and industry media
Communicate Utilities Strategic Vision and Goals
Centralize and manage coordinated utility-wide messaging
Enhance coordination with other City departments
Advise senior managers/technical experts to effectively communicate to stakeholders
294
7
37
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Electric Fund
FY 2011 Changes
Revenue decrease – ($4.8 million)
No proposed rate change (15% increase in AIC)
One-time adjustments from midyear ($3.4 million)
Expense decrease – ($6.9 million)
Decrease Electric Commodity Purchase ($3.6 million)
Increase Joint Agency Debt Service 1.1 million
Increase Capital Improvement Program 0.6 million
Increase Operating Transfer to Technology Fund 0.4 million
Decrease Solar Rebates (0.5 million)
One-time adjustments from midyear (3.6 million)
Citywide Changes $ 64,000
Personnel Benefits Costs decrease ($401,000)
Allocated Charges increase 465,000
Total FY 2011 Rate Stabilization Reserves are projected to decrease ($7.0 million) or (14.1%) to $42.4 million
38
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Electric Fund
Capital Improvement Program
FY 2011 Expenditures – $10.1 million
EL-89028 Electric Customer Connections $1.9 million
EL-98003 Electric System Improvements $2.1 million
EL-10006 Rebuild Underground District 24 $ 750,000
EL-09000 Middlefield Underground Rebuild $ 550,000
Other New Multi-year CIPs $1.75 million
EL-11014 Smart Grid Technology $500,000
EL-11015 Re-conductor 60kV Overhead Line $450,000
EL-10009 Street Light System Conversion
Project $800,000
39
Electric Supply Rate Stabilization Reserves
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
Fiscal Year
$'0
0
0
FY Ending Reserve Balance Min & Max Guidelines
40
Electric Distribution Rate Stabilization Reserves
-
2,500
5,000
7,500
10,000
12,500
15,000
17,500
20,000
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
Fiscal Year
$'0
0
0
FY Ending Reserve Balance Min & Max Guidelines
41
2011 Expected Average System Revenue Per KWh (in $/KWh)
Last Update: May 11, 2010 (Draft)
0.1025
0.1151
0.1178
0.1235
0.1250
0.1277
0.1290
0.1298
0.1323
0.1340
0.1356
0.1367
0.1370
0.1421
0.1436
0.1450
0.1540
0.1541
0.1597
0.1740
0.1543
0.1570
0.1642
0.1182
Santa Clara
Palo Alto
Merced ID
SMUD
Turlock ID
Redding
Roseville
LADWP
Alameda
Imperial ID
Rancho Cucam.
Anaheim
Modesto ID
Azusa
Pasadena
Riverside
Burbank
Lompoc
Lodi
Glendale
Banning
SCE**
PGE
SDG&E**
Based on self reported data
by members of California
Municipal Rates Group
(CMRG)
42
Proposed Budget FY 2011
Questions
295
8
43
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Fiber Optics Fund
FY 2011 Changes
Revenue increase – $0.3 million
Increased marketing activity and customer projects
2.6% CPI rate adjustment for rate schedules EDF-1 and EDF-2
Expense increase – $0.6 million
Increase Salaries and Benefits $0.3 million, primarily
due to the reallocation of personnel from other funds
Citywide Changes $280,000
Personnel Benefits Costs increase $ 79,000
Allocated Charges increase 201,000
Total FY 2011 Rate Stabilization Reserves are projected to increase $1.1 million or 13.9% to $9.0 million
44
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department – Fiber Optics Fund
Capital Improvement Program
FY 2011 Expenditures - $0.4 million
FO-10000 Fiber Optics Customer
Connections $200,000
FO-10001 Fiber Optics Network
System Improvements $200,000
Columbia Telecommunications Corp. currently assisting
with engineering and system design of the business plan
Contract amended $50k at mid year to $135k.
remaining $59k balance of the contract will be
carried forward to complete the initial cost assessment
45
Proposed Budget FY 2011
Questions
46
Utilities Department - Gas Fund
FY 2011 Changes
Revenue decrease – ($1.3 million)
No proposed rate change (15% increase
included in Adopted In Concept)
One-time adjustments from midyear ($1.0 million)
Expense increase – $4.8 million
Decrease Gas Commodity Purchase ($2.3 million)
Increase Capital Improvement Program $6.0 million
Citywide Changes $684,000
Personnel Benefits Costs increase $ 66,000
Allocated Charges increase $618,000
FY 2010 Rate Stabilization Reserves are projected to decrease 37.9% or ($5.3 million) to $8.7 million
Proposed Budget FY 2011
Department Changes - Operating
47
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Gas Fund
Capital Improvement Program
FY 2011 Expenditures – $8.3 million
GS-11001 Gas Station 4 Rebuild $ 337,000
GS-80017 Gas System Extensions 700,000
GS-09002 Gas Main Replacement- Project 19 5.8 million
GS-11000 Gas Main Replacement- Project 21 457,000
48
Gas Supply Rate Stabilization Reserves
-
2,500
5,000
7,500
10,000
12,500
15,000
17,500
20,000
22,500
2 0
0
0
2 0
0
1
2 0
0
2
2 0
0
3
2 0
0
4
2 0
0
5
2 0
0
6
2 0
0
7
2 0
0
8
2 0
0
9
2 0
1
0
2 0
1
1
Fiscal Year
$ '0
0
0
FY Ending Reserve Balance Min & Max Guidelines
296
9
49
Gas Distribution Rate Stabilization Reserves
-
2,500
5,000
7,500
10,000
12,500
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
Fiscal Year
$'0
0
0
FY Ending Reserve Balance Min & Max Guidelines
50
City of Palo Alto - Gas Bill Comparison with PG&E
Average Residential Customer Annual Bill
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
FY 98 FY 99 FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10
PG&E Palo Alto
51
Proposed Budget FY 2011
Questions
52
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Wastewater Collection Fund
FY 2011 Changes
Revenue decrease – ($0.1 million)
No proposed rate change (5% increase included in AIC)
Expense increase – $0.5 million
Decrease Wastewater Treatment charges ($0.4 million)
Increase Capital Improvement Program 0.2 million
Increase Operating Transfer to Technology Fund 0.1 million
Increase Operating Transfer to Refuse Fund 0.4 million
Citywide Changes $220,000
Personnel Benefits Costs increase $ 22,000
Allocated Charges increase 198,000
FY 2011 Rate Stabilization Reserves are projected to decrease 17.9% or ($1.0 million) to $4.6 million
53
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department – Wastewater Collection Fund
Capital Improvement Program
FY 2011 Expenditures – $4.1 million
WC-99013 Sewer Lateral/Manhole Rehab/Repl $560,000
WC-10002 WWC System Rehab/Aug.
Project 23 $2.8 million
WC-11000 WWC System Rehab/Aug.
Project 24 $290,000
WC-80020 Sewer System Extensions $330,000
54
Wastewater Collection Rate Stabilization Reserves
-
2,500
5,000
7,500
10,000
12,500
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
Fiscal Year
$'0
0
0
FY Ending Reserve Balance Min & Max Guidelines
297
10
55
$‐$20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140
Alameda (City)
Oro Loma SDLos Altos
Santa ClaraCentral Marin Sanitation Agency (CMSA)
West County WDCastro Valley SD (CVSD)
OaklandCounty SDs 2‐3
Union SDBerkeley
West Valley SDHarbor Industrial SMD (San Carlos)
Mountain ViewHayward
Palo AltoMill Valley
BelmontCupertino SD
AlbanyFairfield‐Suisun Sewer Dist
ConcordCentral Contra Costa SD
BrisbaneBay Point
San LeandroAntioch
SunnyvalePleasanton
San JosePittsburg
Sausalito, City ofMilpitas
Fair Oaks SMD (RWC)Napa SD
Novato SDSan Francisco PUC
American CanyonVallejo SFCD
South San Francisco/San Bruno POTWLas Gallinas Valley SD
Tiburon SDMt. View Sanitary District (MVSD)
LivermoreMarin SD #2 (Corte Madera)
Yountville, Town ofSanitary District No. 1 of Marin County (Ross Valley)
CalistogaSan Carlos, City of
Foster City/Estero MIDDublin‐San Ramon SD (DSRSD)
Airport‐Larkfield‐Wikiup Sanitary District No. 1 of Marin County (City of Larkspur)
EBMUD, Special Dist No. 1Redwood City
San Rafael SDCrockett Sanitary Dept.
Scenic Heights CSD (San Carlos)West Bay Sanitary District
Sonoma Valley Co San DistOak Knoll CSD (RWC)
South Park San DistTamalpais Community Svcs Dist (TCSD)
MillbraeDaly City
Los Altos HillsEmerald Lake ‐Zone 2 (RWC)
Kensington Square SMD (RWC)Geyserville
San Mateo, City ofDevonshire CSD (San Carlos)
Sea Ranch San ZoneEdgewood SMD (RWC)
BurlingameCrystal Springs CSD
San BrunoPenngrove San Zone
Russian River Co San DistEmerald Lake ‐Zone 1 (San Carlos)
Burlingame Hills SMDHalf Moon Bay
Occidental County San DistHillsborough
Port Costa Sanitary Dept.
2010 Average Residential Monthly Wastewater Charges
56
Proposed Budget FY 2011
Questions
57
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Water Fund
FY 2011 Changes
Revenue decrease – ($35.0 million)
No proposed rate change (7% increase included in AIC)
Prior year- Utility Revenue Bonds for Emergency Water
Supply Project ($35 million)
Expense decrease – ($15.0 million)
Increase commodity costs $1.7 million
Decrease Capital Improvement Program ($19.0 million)
Correction to increase CIP Expenditures by $67,000
Increase Debt Service $2.2 million
Citywide Changes
Personnel Benefits Costs decrease ($229,000)
Allocated Charges increase $346,000
Total FY 2011 reserves are projected to decrease 24.3% or ($5.3 million) to $16.5 million
58
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Water Fund
Capital Improvement Program
FY 2011 Expenditures – $8.8 million
WS-08002 Emergency Water Supply Project $3.5 million
WS-10001 Water Main Replacement- Project 24 2.9 million
WS-07001 Water Recycling Facilities 500,000
59
Water Rate Stabilization Reserves
-
2,500
5,000
7,500
10,000
12,500
15,000
17,500
20,000
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
Fiscal Year
$'0
0
0
FY Ending Reserve Balance Min & Max Guidelines
60
298
11
61
Proposed Budget FY 2011
Average Residential Utility Bill
Average Projected Residential Monthly Utility Bills
Current Proposed
Utility FY 2010 Bill FY 2011 Bill $ Difference % Difference
Electric (650KWH) $76.33 $76.33 $0.00 0.0%
Water (14CCF) 72.01 72.01 $0.00 0.0%
Gas (100/30TH) 99.42 99.42 $0.00 0.0%
Wastewater 24.65 24.65 $0.00 0.0%
Refuse 31.00 31.00 $0.00 0.0%
Storm Drain 10.95 11.23 $0.28 2.6%
User Tax 12.39 12.39 $0.00 0.0%
Total Monthly Bill 326.75$ 327.03$ 0.28$ 0.1%
FY2011 Storm drain will increase by CPI at 2.6%62
Proposed Budget FY 2011
Questions
63
Proposed Budget FY 2011
Next Meetings
May 27 – Benefits/General Liability ISFs, Public Works
Enterprise Funds (Storm Drain, Refuse,
Wastewater Treatment), Internal Service Fund,
and related CIP
June 14 – Municipal Fee Schedule, Contracts greater than
$85k , Wrap-up
June 21 – City Council Budget Review and Public Hearing
June 28 – Budget Adoption
299
1
1
City Manager’s Proposed
Budget for Fiscal Years 2011
City of Palo Alto
Finance Committee
May 27, 2010
2
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions ($ 8.5 million)
Salary & Benefits $ 5.6 million
Non-Salary 2.9 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Temporary “surplus”$ 2.1 million
2
3
City Manager’s Proposed
Budget for Fiscal Year 2011
City of Palo Alto
Finance Committee
May 27, 2010
Utilities Department/Utilities CIP
ASD ISFs - Benefits/Liability/Workers Comp.
Public Works Department – Enterprise Funds
Public Works Department – Vehicle Fund
4
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Highlights
FY 2011 Changes
No rate changes proposed
(Adopted in concept budget included rate increases – 15%, Electric,
15%, Gas, 7% Water, and 5%, Wastewater)
Position Requests
1.0 Customer Service Representative and 1.0 Customer
Service Specialist withdrawn (4 Temporary staff maintained) ($53,032)
1.0 Senior Auditor (approved in City Auditor’s Office) $149,615
5.0 FTE additions requested (allocated across funds) $734,034
Compliance and Reporting
1.0 Compliance Manager $192,698
2.0 Utility Installer/Repairer $218,032
Customer Service and Support
1.0 Senior Business Analyst $169,921
Communication and Media Relations
1.0 Manager, Communications $153,383
Total Cost (6.0 positions) $883,649
5
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Compliance and Reporting
FY 2011 Changes
New positions
1.0 Compliance Manager (All Funds)
2.0 Utility Installer/Repairer (Gas, Wastewater Collection)
Ensure compliance with increasing regulations
Electric – North American Reliability Corporation, Western Electricity Coordinating Council, California Public Utilities Commission
Gas - US Department of Transportation
Water - CA Department of Public Health Services (Cross Connection, Water Quality, Operations)
Wastewater Collection - State and Regional Water Quality Control Boards (Sanitary Sewer Management Plan)
Oversight of reporting, deadline tracking, and data compilation
6
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Customer Support Services
FY 2011 Changes
New positions
1.0 Senior Business Analyst
Support utility billing system (technical)
Resolve complex system issues
Develop new functionality and enhancements
(mandated legislation)
Configure and test system
Process system exceptions (i.e. high or low reads/high or low invoices)
Improves quality control
Support more complex processes and new communication channels
Continue to staff with full-time temporary FTE’s
Enhance and evaluate system efficiencies
Revisit new position requests in FY2012 after two full years of implementation
300
2
7
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Communication and Media Relations
FY 2011 Changes
New position- 1.0 Manager, Communications
(Restoration of 1 FTE that existed in department 1997-2007)
Develop Departmental Communications Plan
Conduct an effective & proactive communications strategy
Cultivate effective relationships with, and timely response to, local and industry media
Communicate Utilities Strategic Vision and Goals
Centralize and manage coordinated utility-wide messaging
Enhance coordination with other City departments
Advise senior managers/technical experts to effectively communicate to stakeholders
8
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Electric Fund
FY 2011 Changes
Revenue decrease – ($4.8 million)
No proposed rate change (15% increase in AIC)
One-time adjustments from midyear ($3.4 million)
Expense decrease – ($6.9 million)
Decrease Electric Commodity Purchase ($3.6 million)
Increase Joint Agency Debt Service 1.1 million
Increase Capital Improvement Program 0.6 million
Increase Operating Transfer to Technology Fund 0.4 million
Decrease Solar Rebates (0.5 million)
One-time adjustments from midyear (3.6 million)
Citywide Changes (net) $ 64,000
Personnel Benefits Costs decrease ($401,000)
Allocated Charges increase 465,000
Total FY 2011 Rate Stabilization Reserves are projected to decrease ($7.0 million) or (14.1%) to $42.4 million
9
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Electric Fund
Capital Improvement Program
FY 2011 Expenditures – $10.1 million
EL-89028 Electric Customer Connections $1.9 million
EL-98003 Electric System Improvements $2.1 million
EL-10006 Rebuild Underground District 24 $ 750,000
EL-09000 Middlefield Underground Rebuild $ 550,000
Other New Multi-year CIPs $1.75 million
EL-11014 Smart Grid Technology $500,000
EL-11015 Re-conductor 60kV Overhead Line $450,000
EL-10009 Street Light System Conversion
Project $800,000
10
Proposed Budget FY 2011
Questions
11
Utilities Department - Gas Fund
FY 2011 Changes
Revenue decrease – ($1.3 million)
No proposed rate change (15% increase
included in Adopted In Concept)
One-time adjustments from midyear ($1.0 million)
Expense increase – $4.8 million
Decrease Gas Commodity Purchase ($2.3 million)
Increase Capital Improvement Program $6.0 million
Citywide Changes $684,000
Personnel Benefits Costs increase $ 66,000
Allocated Charges increase $618,000
FY 2010 Rate Stabilization Reserves are projected to decrease 37.9% or ($5.3 million) to $8.7 million
Proposed Budget FY 2011
Department Changes - Operating
12
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Gas Fund
Capital Improvement Program
FY 2011 Expenditures – $8.3 million
GS-11001 Gas Station 4 Rebuild $ 337,000
GS-80017 Gas System Extensions 700,000
GS-09002 Gas Main Replacement- Project 19 5.8 million
GS-11000 Gas Main Replacement- Project 21 457,000
301
3
13
Proposed Budget FY 2011
Questions
14
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department – Wastewater Collection Fund
FY 2011 Changes
Revenue decrease – ($0.1 million)
No proposed rate change (5% increase included in AIC)
Expense increase – $0.5 million
Decrease Wastewater Treatment charges ($0.4 million)
Increase Capital Improvement Program 0.2 million
Increase Operating Transfer to Technology Fund 0.1 million
Increase Operating Transfer to Refuse Fund 0.4 million
Citywide Changes $220,000
Personnel Benefits Costs increase $ 22,000
Allocated Charges increase 198,000
FY 2011 Rate Stabilization Reserves are projected to decrease 17.9% or ($1.0 million) to $4.6 million
15
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department – Wastewater Collection Fund
Capital Improvement Program
FY 2011 Expenditures – $4.1 million
WC-99013 Sewer Lateral/Manhole Rehab/Repl $560,000
WC-10002 WWC System Rehab/Aug.
Project 23 $2.8 million
WC-11000 WWC System Rehab/Aug.
Project 24 $290,000
WC-80020 Sewer System Extensions $330,000
16
Proposed Budget FY 2011
Questions
17
Proposed Budget FY 2011
Department Changes - Operating
Utilities Department - Water Fund
FY 2011 Changes
Revenue decrease – ($35.0 million)
No proposed rate change (7% increase included in AIC)
Prior year- Utility Revenue Bonds for Emergency Water
Supply Project ($35 million)
Expense decrease – ($15.0 million)
Increase commodity costs $1.7 million
Decrease Capital Improvement Program ($19.0 million)
Correction to increase CIP Expenditures by $67,000
Increase Debt Service $2.2 million
Citywide Changes
Personnel Benefits Costs decrease ($229,000)
Allocated Charges increase $346,000
Total FY 2011 reserves are projected to decrease 24.3% or ($5.3 million) to $16.5 million
18
Proposed Budget FY 2011
Department Highlights - Capital
Utilities Department - Water Fund
Capital Improvement Program
FY 2011 Expenditures – $8.8 million
WS-08002 Emergency Water Supply Project $3.5 million
WS-10001 Water Main Replacement- Project 24 2.9 million
WS-07001 Water Recycling Facilities 500,000
302
4
19
Proposed Budget FY 2011
Questions
20
Proposed Budget FY 2011
Citywide Changes-General Benefits/Insurance and Retiree Health
Insurance Internal Service Funds
Changes to Health Benefits and Pension Cost Allocation Methodology
Pension benefit cost allocations based upon current contribution rates for existing employees rather than budgeted salaries at control point for employees at full strength
FY 2011 pension expense - $19.3 million
FY 2010 budget, $23.5 million
Staff downsizing - $1.0 million
Budgeting at control point
at full strength - $3.2 million
$800k increase from FY2010 projected of
$18.5 million
21
Proposed Budget FY 2011
General Benefits and Insurance Fund
Pension Contribution Percentages
* SEIU employees pay 5.75%, Management, 2%
Public Safety PlanMiscellaneous Plan
9.0024.695*8.0017.5552011
9.0023.9388.0017.0632010
9.0024.5128.0017.0052009
9.0023.6117.0011.4762008
9.0024.2087.0011.4362007
9.0027.7787.0012.4102006
EmployeeEmployerEmployeeEmployerFiscal Year
22
Proposed Budget FY 2011
Citywide Changes-General Benefits/Insurance and Retiree Health
Insurance Internal Service Funds
Changes to Health Benefits and Pension Cost
Allocation Methodology
Health Benefits allocation based upon census of
existing employees’ current benefit plans versus
incremental increase in total budgeted base
benefits for all employees
FY 2011 medical expense - $11.7 million
FY 2010 budget - $13.2 million
$325k – staff downsizing
$1.2 million – budgeting at control point at full
strength
23
Proposed Budget FY 2011
General Benefits and Insurance Fund
Average Monthly/Annual Medical Cost
Per Participant
*Includes Mgt. and SEIU contribution of ½ of increased premium costs
$13,570
$ 640
*Fiscal Year 2011
(860 Active Participants) $1,131
4.95% Increase $ 53
Annual
$12,930
Monthly
Fiscal Year 2010 $1,078
(projected year end –
916 Active Participants)
24
Proposed Budget FY 2011
Department Changes
General Benefits/Insurance and Retiree
Health Insurance Internal Service Fund
FY 2011 other benefits -$6.6 million
$3.2 million in Claims payments ($2.6 million,
W/C, $600k, General Liability)
$1.6 million – Dental
$380k – Life Insurance
$200k – Unemployment Insurance
$520k – Administrator Fees –$200k, Dental mgt.
flex, Vision, $260k W/C TPA, $60k Alliance Risk Pool/George Hills, Inc.
$400k – Workers Compensation Insurance
$300k – Vision, EAP, Commute Program
303
5
25
Proposed Budget FY 2011
Department Changes
General Benefits/Insurance and Retiree
Health Insurance Internal Service Fund
$1.1 million expenses - Umbrella Excess and Special Liability
Incurred But Not Reported adjustment budgeted - $638k
$335k – Workers Compensation
$303k – General Liability
Accounting Change for Fiscal Year 2011
General Benefits, Workers Compensation and General Liability Funds to be presented separately in financial reports such as the Comprehensive Annual Financial Report (CAFR)
Increase in citywide retiree medical $600k from
$9 million in FY 2010 to $9.6 million in FY 2011
26
Proposed Budget FY 2011
General Benefits and Insurance Fund
Workers’ Compensation and General Liability Claims Paid
No. of ClaimsPaidNo. of ClaimsPaidFiscal Year
136882,9841461,736,8965-year Avg
1301,352,9441561,815,4712004
144391,6921551,980,7632005
107646,2791511,746,0942006
1491,280,5791391,641,3282007
160934,4231391,418,2952008
126$691,986134$1,819,4242009
General LiabilityWorkers’ Comp
27
Proposed Budget FY 2011
Questions
28
Proposed Budget FY 2011
Department Changes - Operating
Public Works Department – Storm Drainage Fund
FY 2011 Changes
Revenue increase – $82,000
2.6 percent rate increase for local CPI changes $140,000
Decrease interest income (58,000)
Expense increase – $38,000
Decrease Operating Transfer to General Fund ($99,000)
Increase Capital Improvement Program 89,000
Increase Operating Transfer to Technology Fund 25,000
Citywide Changes ($37,000)
Personnel Benefits Costs decrease ($33,000)
Allocated Charges decrease (4,000)
Total FY 2011 reserves are projected to increase $122,000 or 40.7% to $422,000
29
Proposed Budget FY 2011
Department Highlights - Capital
Public Works Department – Storm Drainage Fund
Capital Improvement Program
FY 2011 Expenditures – $1.5 million
SD-11101 Channing Avenue/Lincoln Avenue
Storm Drain Improvements $895,000
SD-06101 Storm Drain System Replacement
and Rehabilitation 564,000
30
Proposed Budget FY 2011
Questions
304
6
31
Proposed Budget FY 2011
Public Works Department - Refuse Fund
Statement of Net Assets as of June 30, 2009 – (000s)
Assets
Cash $9,499
Capital Assets 3,975
Other Assets 3,122
Total Assets $16,596
Liabilities
Landfill Closure/Postclosure $10,991
Other Liabilities 803
Total Liabilities $11,794
Invested in Capital Assets $3,975
Rate Stabilization Reserve ($2,844)
Committed CIP Reapprop. 3,671
Unrestricted 827
Total Net Assets $4,802
32
Proposed Budget FY 2011
Public Works Department - Refuse Fund
Refuse Fund- Change in Net Assets (Revenues less Expenses)
FY Budget Actual Variance
2004 (3,193,175.00)(3,005,051.00)188,124.00
2005 (3,762,753.00)(1,220,766.00)2,541,987.00
2006 (155,066.00)(2,669,003.00)(2,513,937.00)
2007 (295,250.00) 565,595.00 860,845.00
2008 (1,214,280.00)(171,093.00)1,043,187.00
2009 (1,348,648.00)(5,410,646.00)(4,061,998.00)
2010 588,286.00 (4,239,564.00)(4,827,850.00)
Note: FY 2010 actual amounts are projected
33
Proposed Budget FY 2011
Public Works Department - Refuse Fund
Refuse Fund- Rate Stabilization Reserve and Cash Year-end Balances
FY RSR Cash
2004 6,135,000.00 13,103,000.00
2005 3,842,000.00 11,609,000.00
2006 3,099,000.00 9,189,000.00
2007 4,414,000.00 10,625,000.00
2008 3,832,000.00 11,825,000.00
2009 (2,844,000.00)9,499,000.00
2010 (7,084,000.00) 6,600,000.00 Cash balance of $7.0 million at 5/27/2010
Note: FY 2010 actual amounts are projected
34
Proposed Budget FY 2011
Department Changes - Operating
Public Works Department - Refuse Fund
FY 2011 Changes
Revenue decrease – ($7.2 million)
Rate changes pending rate analysis Fall 2010
Increase Operating Transfer from Wastewater Collection Fund $0.4 million
Expense decrease –Changed from Proposed ($0.5 million)
Decrease Waste Hauling Contract- GreenWaste ($1.0 million)
Increase Capital Improvement Program $1.7 million
Increase Operating Transfer to Technology Fund $0.1 million
Decrease Operating Transfer to General Fund ($0.1 million)
Decrease various non-salary expenses ($0.6 million)
Citywide Changes ($303,000)
Personnel Benefits Costs decrease ($160,000)
Allocated Charges decrease ($143,000)
Total FY 2011 Proposed expenses exceed revenues by $6.2 million
35
Proposed Budget FY 2011
Department Highlights - Capital
Public Works Department - Refuse Fund
Capital Improvement Program
FY 2011 Expenditures – $1.65 million
RF-11001 Landfill Closure $600,000
RF-10003 Drying Beds, Material Storage,
and Transfer Area $750,000
RF-10002 Flare Relocation Project $300,000
36
Proposed Budget FY 2011
Department Changes - Operating
Public Works Department - Refuse Fund
Projected Cash as of June 30, 2010 $6.6 Million
FY 2011 Proposed Budget (6.2 Million)
(Excess of expenses over revenues)
Projected Cash as of June 30, 2011 $ 400,000*
Landfill Closure Liability – $6.1 Million
*The State Government Code requires that the City provide financial assurance for the landfill closure/post-closure costs
305
7
37
2011 PROPOSED REFUSE FUND REVENUE
29,897,824TOTAL
0.20%60,000Royalty Payments
0.48%144,500Service Fees/Permits/Licenses
1.01%300,600Investment Income
1.30%390,000Landfill charges to City Depts
3.37%1,007,788Reimbursements/Transfers In
6.21%1,856,000Utility Fees (includes landfill revenues)
87.43%26,138,936Customer Sales (Greenwaste)
% BUDGETPROPOSEDREVENUES
38
2011 PROPOSED REFUSE FUND EXPENSES
36,094,722TOTAL
1.52%547,751Permitting/Enforcement
1.86%671,606HHW
3.03%1,092,744Zero Waste
4.57%1,650,000Capital Projects
5.70%2,057,399Street Sweeping
8.40%3,033,431Admin/Allocated Charges
9.78%3,529,135Landfill Operations
11.88%4,288,747Landfill Rent
14.47%5,223,909SMaRT Station & Kirby Canyon Agreements
38.79%14,000,000GreenWaste Agreement
% BUDGETPROPOSEDEXPENSES
39
FY 2010 PROJECTED REFUSE FUND REVENUE
SHORTFALL
22.10%($8,194,994)Total Reduction in Projected Revenue
31.00%($402,488)Other Revenue
35.00%($524,956)PA Landfill (at gate)
42.86%($600,000)Debris Boxes
19.59%($169,296)City Facilities
47.64%($1,560,971)Industrial
23.91%($4,714,995)Commercial
3.04%($222,288)Residential
% ReductionReduction in $Revenue Category
40
REASONS FOR SHORTFALL
Economic downturn – commercial and
industrial businesses closing or reducing
service
Economic downturn – less residential and
commercial construction
Commercial garbage ban at landfill
Implementation of commercial organic
collection services
41
GARBAGE TONNAGE REDUCTIONS
46.65%33,781 43,070 63,325 Total Tons
46.70%6,542 8,44312,275 Debris Box
44.74%14,097 18,681 25,509
Commercial/Industri
al
0.04%9,059 9,543 9,063 Residential
SMaRT Station
75.22%4,083 6,403 16,478 Landfill
% Reduction
2008 to 2010
2010
(est.)20092008Calendar Year:
42
RATE INCREASE SCENARIO 1
$0 $6,100,000 $6,100,000 $6,100,000 $11,124,497
Landfill Closure/
Post-closure
$8,087,457 $1,736,948 ($4,063,690)($6,069,453)($7,083,967)
Rate Stabilization
Reserve
$6,181,855 $5,631,983 $1,880,763 ($4,134,983)($4,239,564)
Change in Net
Assets
$31,185,375 $31,985,247 $34,666,640 $36,094,722 $33,127,693 Expenses
$37,367,229 $37,617,229 $36,547,404 $31,959,739 $28,888,129 Revenue
FY 2014FY 2013 FY 2012FY 2011
FY 2010
Projected
0%5%17%8%Rate Increase
306
8
43
RATE INCREASE SCENARIO 2
$0 $6,100,000 $6,100,000 $6,100,000 $11,124,497
LandfillClosure/
Post-closure
$8,639,093 $2,276,337 ($3,536,547)($5,553,974)($7,083,967)
RateStabilization
Reserve
$6,194,101 $5,644,229 $1,892,427 ($3,619,504)($4,239,564)
Change in Net
Assets
$31,185,375 $31,985,247 $34,666,640 $36,094,722 $33,127,693 Expenses
$37,379,476 $37,629,476 $36,559,067 $32,475,218 $28,888,129 Revenue
FY 2014FY 2013 FY 2012FY 2011
FY 2010
Projected
0%5%15%10%Rate Increase
44
RATE INCREASE SCENARIO 3
$0 $6,100,000 $6,100,000 $6,100,000 $11,124,497
Landfill Closure/
Post-closure
$7,395,088 $3,302,500 ($240,216)($1,687,884)($7,083,967)
Rate stabilization
Reserve
$3,923,933 $3,374,061 $1,322,668 $246,586 ($4,239,564)
Change in Net
Assets
$31,185,375 $31,985,247 $34,666,640 $36,094,722 $33,127,693 Expenses
$35,109,308 $35,359,308 $35,989,308 $36,341,308 $28,888,129 Revenue
FY 2014FY 2013 FY 2012FY 2011
FY 2010
Projected
0%0%0%25%Rate Increase
45
Proposed Budget FY 2011
Questions
46
Proposed Budget FY 2011
Department Changes - Operating
Public Works Department – Wastewater Treatment Fund
FY 2011 Changes
Revenue decrease – ($1.4 million)
Decrease in Customer Revenues ($1.4 million)
Expense increase – $0.8 million
Increase Capital Improvement Program $0.8 million
Increase in Plant Operations Costs $0.2 million
Decrease in Operating Transfer to General Fund ($0.1 million)
Citywide Changes $64,000
Personnel Benefits Costs decrease ($150,000)
Allocated Charges increase $214,000
Total FY 2011 reserves are projected to decrease ($0.7 million) to $16.8 million
47
Proposed Budget FY 2011
Department Highlights - Capital
Public Works Department – Wastewater Treatment Fund
Capital Improvement Program
FY 2011 Expenditures – $1.5 million
WQ-04011 Facility Condition Assessment
and Retrofit $1.0 million
WQ-80021 Plant Equipment Replacement $1.2 million
WQ-80022 System Flow Meter $250,000
48
Proposed Budget FY 2011
Questions
307
9
49
Proposed Budget FY 2011
Department Changes - Operating
Public Works Department – Vehicle Replacement Fund
FY 2011 Changes
Revenue increase – $0.4 million
Increase in Reimbursements from Other Funds for
Vehicle Maintenance and Replacement $0.6 million
(net of $483k reduction pending fleet review)
Decrease sale of salvage ($0.1 million)
Decrease interest income ($0.1 million)
Expense decrease – ($0.6 million)
Decrease Capital Improvement Program ($0.7 million)
Vehicle Replacement CIP has been removed as
an amendment to the Proposed Budget (page 268)
Citywide Changes - $46,000
Personnel Benefits Costs decrease ($21,000)
Allocated Charges increase $67,000
Total FY 2011 fund balance is projected to decrease
($0.2 million) to $19.5 million
50
Proposed Budget FY 2011
Department Highlights - Capital
Public Works Department – Vehicle Replacement Fund
Capital Improvement Program
FY 2011 Expenditures –$70,000
VR-07001 Automated Motor Pool Reservation
and Vehicle Key Management System $20,000
VR-11002 RFID Reader at MSC and Civic Center $50,000
Implemented in response to audit recommendation #4 from the
recently completed Fleet Utilization and Replacement Audit
Funding will be provided by a transfer from an existing project, VR-
06801 Replacement of City-Wide Fuel Transaction and Inventory
Management System
VR-11000 Vehicle Replacement CIP, $3.2 million, has been
removed as an amendment to the Proposed Budget pending
further review of fleet utilization by Fleet Review Committee
51
Proposed Budget FY 2011
Questions
52
Proposed Budget FY 2011
Next Meetings
June 14 – Municipal Fee Schedule, Contracts greater than
$85k , Budget Wrap-up
June 21 – City Council Budget Review and Public Hearing
June 28 – Budget Adoption
308
City Manager’s Proposed
Budget for Fiscal Years 2011
City of Palo Alto
Finance Committee
June 14, 2010
Budget Wrap-up
2
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions ($ 8.5 million)
Salary & Benefits $ 5.6 million
Non-Salary 2.9 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Balance for Alternatives $ 2.1 million
2
3
Date Finance Committee Adjustments to Proposed Budget
FY 2011
($000)Department
6-May
Reopen College Terrace Library in FY11 75 LIBRARY
Reduce City Council general expense budget (This includes travel
budget)-17 COUNCIL
11-May
Limit park fee increases (Entrance fees reduced, but staff projects
same revenue)N/C
COMMUNITY SERVICE
DEPARTMENT
Maintain Art Center support staff 61
COMMUNITY SERVICE
DEPARTMENT
Reinstate summer concert series 27
COMMUNITY SERVICE
DEPARTMENT
Reinstate HSRAP funding 50
COMMUNITY SERVICE
DEPARTMENT
Reinstate 1 FTE Code Enforcement Officer 122 PLANNING
18-May
Reinstate school crossing guards 345 POLICE
Reinstate traffic team (4 FTE, net rev)645 POLICE
25-May
Children's Theatre new revenue (Show production participation fee
$50-$300)-35
COMMUNITY SERVICE
DEPARTMENT
Restore 4 FTE tree trimmers 316 PUBLIC WORKS
Restore trees planting materials 10 PUBLIC WORKS
Reduce 1 FTE Supr. Project Engineer -162 PUBLIC WORKS
Total of Finance Committee Adjustments $1,437
4
Date Staff Adjustments to Proposed Budget
FY 2011
($000)Department
6-May
Labor negotiations contract services 68
HUMAN RESOURCES
DEPARTMENT
11-May
Full FTE elimination savings from positions being
contracted out (Full year savings instead of 9
months)-273
COMMUNITY
SERVICES
DEPARTMENT
Stanford revenue -35 ATTORNEY
Temporary salaries 15 ATTORNEY
18-May
IT rent lease agreement cost savings -51
ADMINISTRATIVE
SERVICES
DEPARTMENT
25-May
Correct Fiber Optic allocation expense -66
ADMINISTRATIVE
SERVICES
DEPARTMENT
Total of Staff Adjustments -342
5
Summary adjustments to the
FY 2011 Proposed Budget
Date Draft Adjustments to Budget FY 2011 Balance ($000)
May 6 Beginning Balance $2,107
Table 1 Summary Finance Committee Adjustments -1,437
Table 2 Summary Staff Adjustments 342
June 14 Current Balance for Alternatives $1,012
6
FY 2011 Proposed Budget
Date Parking Lot Items
Amount
($000) Department
6-May
Monday closure of library branches *Staff to review partial
closures, staffing, and calculate savings TBD LIBRARY
11-May
Reduce City Attorney legal secretary (1FTE). (Attorney's
Office to return with additional information on support)-117 ATTORNEY
18-May Add Police Investigators (2 FTEs)332 POLICE
25-May
Sidewalk Replacement - Property owner pays 100% repair
costs 598
PUBLIC
WORKS
Reduce Traffic Control Maintainer -89
PUBLIC
WORKS
309
7
Position Changes to City Manager's
Proposed Budget
Reinstated (9.75 FTE)
Program Assistant I (.75)
Code Enforcement Officer
Police Sergeant
Police Agent
Police Officers (2)
Tree Trimming/Line Clearers (4)
Additions (1 FTE)
Sr. Auditor (Funded by Enterprise Funds)
Elimination (1 FTE)
Supervisor Project Engineer
New positions withdrawn by Staff (2 FTE)
Customer Service Specialist
Customer Service Representative
8
Proposed Budget FY 2011
Department Changes –
Parking Lot Items (General Fund)
City Attorney’s Office –
Proposal to reduce staff by 1.0 FTE Legal Secretary
($117,000)
Attachment 10 from the City Attorney responds to
proposal and recommends against the reduction in
staffing
City Council – (no action required)
Proposal to reduce City Council salary by 10% or
$720.00 per council member ($6,480)
City Attorney researched matter and determined that
Council may voluntarily reduce pay
9
Proposed Budget FY 2011
Questions
10
Proposed Budget FY 2011
Parking Lot Item - Monday Closure of Library Branches
•Three options are provided to Monday
closure of all library branches
•These options assume that recommended
hours approved by the Finance Committee
on May 6 are in effect
o College Terrace reopens in FY 2011 after completion of its
renovation
o Main and Mitchell Park close at 8pm instead of 9pm on
Tuesday and Thursday
o All libraries close on Sundays before Monday City holidays
11
Proposed Budget FY 2011
Library Department
OPTION 1
Open Main, Mitchell Park, and Children’s Library at 12
pm instead of 10 am on Monday; close College Terrace
on Monday
Service Impacts:
This option would maintain after school support at the
three principal libraries.
Customers who prefer to visit the library during the
morning would be affected by the delayed opening.
College Terrace would be open 4, instead of 5, days per
week.
Budget Impacts: $106,672 (restores 1.0 FTE Library
Associate and 0.39 FTE hourly Clerk)
12
Proposed Budget FY 2011
Library Department
OPTION 2
Open Main and Mitchell Park Libraries at 12 pm instead
of 10 am on Monday; close Children’s and College
Terrace Libraries on Monday
Service Impacts:
This would reduce service to children who use Children’s
Library.
Customers who prefer to visit the library during the
morning would be affected by the delayed opening.
College Terrace would be open 4, instead of 5, days per
week.
Budget Impacts: $93,063 (restores 1.0 FTE Library
Associate and 0.12 FTE hourly Clerk)
310
13
Proposed Budget FY 2011
Library Department
OPTION 3
Close Main and College Terrace Libraries on Monday;
close Mitchell Park and Children’s Libraries on Friday
Service Impacts:
Has the greatest impact on users of all ages and needs.
Some libraries are open every day, but the schedule could
be confusing for some customers.
Labor Impacts: May require a change to the SEIU MOA
regarding standard work week as this schedule would
not provide two days off in a row for all staff.
Budget Impacts: $20,508 (restores 0.43 FTE hourly
Clerk)
14
FY 2011 Library Department (Monday Schedule)
Library Department (Monday Schedule)Description FY 2010
Current
FY 2011
Proposed
Option 1 Option 2 Option 3
Main 10am-9pm closed 12-8pm 12-8pm closed
Mitchell Park 10am-9pm closed 12-8pm 12-8pm 10am - 8pm
Friday (closed)
Children’s 10am-6pm closed 12-6pm closed 10am-6pm
Friday (closed)
College Terrace Closed for
renovation
Reopens
after
completion
of renovation
Closed Closed Closed
Total hours opened per
week
211 hours 181 hours 190 hours 184 hours 171 hours
% of hrs. reduced from
FY 2010
N/A 14%10%13%19%
Budget Impacts N/A N/A $106,672 (1.0
FTE Regular
0.39 FTE
Hourly)
$93,063 (1.0
FTE Reg.
0.12 Hourly)
$20,508 (0.43
Hourly)
Estimated Savings
versus FY2010 Adjusted
N/A $185,055 $78,384 $91,993 $164,548
Positions Eliminated N/A 2.5 FTE
Regular
1.93 FTE
Hourly
1.29 FTE Hourly 1.56 FTE
Hourly
1.0 FTE Regular
1.93 FTE Hourly
15
Proposed Budget FY 2011
Questions
16
Proposed Budget FY 2011
Budget Wrap-Up
Police Department
Parking Lot Item
Investigation Services Division
- Elimination of 2 FTE Police Officer
$331,734
Follow Up Items (page 9-10)
Two Tier Parking Violation System
Leaf Blower Enforcement Program –
Administrative fine would increase from
$100 to $210 for full cost recovery
Overtime for CSD city sponsored events
17
Proposed Budget FY 2011
Questions
18
Proposed Budget FY 2011
Budget Wrap-Up
Public Works Department
Parking Lot Item
PW9. Elimination of 1.0 FTE Traffic Control Maintainer II ($89,421)
Would not be able to complete work requests from
Planning Transportation Division
Impacts include fabricating and placing new signs,
painting new red curbs and any new legend painting
along roads and assisting with placement of new traffic calming devices.
311
19
Proposed Budget FY 2011
Questions
20
Public Works –
PW6: Sidewalk Repair Program
Parking Lot Item
CITY COST
SCENARIO (City to retain liability in all scenarios):SAVINGS
Scenario 1 - Property Owner is 100% responsible for repair costs.
Alternative A - City administers an annual construction contract for
repairs and bills the property owner including full cost recovery for
City administration costs.$597,940
Alternative B – Property owner responsible for repair and coordination
of work. City’s involvement would be limited to the property owner
notification procedures outlined in California Streets and Highways Code. $500,000
Scenario 2 - City and Property Owner share costs 50/50.
City administers an annual construction contract for repairs and bills
the property owner for 50% of the costs including full cost recovery for City
administration.$298,870
1.0 FTE Engineering Tech would be added back
Contract funding for sidewalk repair would be reduced by
$250,000 (instead of $500,000)
Will require addition of CIP project - $500,000
Restoration of 1.0 FTE Engineering Tech
21
Proposed Budget FY 2011
Questions
22
Recap-Proposed 2011 Changes
Follow-up
Fire Department
Summary of Total Net Departmental Proposed:
Total Proposed Budget Balancing ActionsRevenues Increase $ 408,000Expense (Net) Reduction $ 257,412
$ 665,412
Total Revenues Changes:Proposed Revenue Increase $ 408,000Net Decrease in Other Revenues (133,031)
Net Revenue Increase $ 274,969
Total Expenditures Changes:Expense Reduction (Net)$ 257,412Other (Net) Salary & Benefit Increase (1,906,277)Allocated Charges (Net) Increase (192,211)
Net Expense Increase ($1,841,076)
23
Proposed Budget FY 2011
Department Changes
Fire Department:
Budget Balancing Summary
Revenues
F1. Increase Transport (Ambulance) Fees by 10% $200,000
F2. Increase in Hazmat Fees by 10% 38,000
F3. Increase Permit Fees 50,000
(Proposed PAUSD - $20K and Enterprise Fund - $30K)
F4. Increase Use & Occup. Permits and Tracking Fees 120,000
Proposed Revenue Increase $408,000
24
Proposed Budget FY 2011
Department Changes
Fire Department (budget balancing summary cont.)
Service Level Reductions
F5. Elimination of Administrative Assistant
Savings
1.0 FTE Regular (Retiring)$116,507
F6. Elimination of Hazardous Materials Specialist (Filled)
Add Hourly Management Specialist (contract)
Savings
1.0 FTE Regular (0.95 FTE in General Fund) $186,953
Additions
0.48 FTE Hourly Management Specialist ( 80,000)
Net Savings $106,953
312
25
Proposed Budget FY 2011
Department Changes
Fire Department (budget balancing summary cont.)
Service Level Reductions
F7. Add Resource to Facilitate Fire Chief Retirement Transition
(6 month Fire Chief vacancy savings -$138,186)
Additions
0.25 FTE Hourly (One-Time) ($ 52,000)
F8. Reduction in non-salary expenses $ 85,952
(i.e. Contract Svcs., Supplies, Equip., etc.)
Total Proposed Budget Balancing ActionsRevenues Increase $408,000Expense (Net) Reduction $257,412
$665,412
26
Proposed 2011 Changes
Department Changes
Fire Department
Other Revenue Changes
Decrease Plan Checking Fee ($ 270,000)
Increase in Stanford Fire Services Reimbursement 136,969
Net Decrease in Other Revenues ($133,031)
Other Salary Changes
Contractual Salary and Benefit Increase (1/2 year) ($ 652,158)
Decrease in temporary salaries 31,131
Incentive Pay Increase (EMT Certification)(9,069)
Increase Workers' Compensation Charges (479,668)
Increase Medicare (Employer) Contribution (12,965)
Increase Retiree Health Insurance Premiums (393,311)
Increase Benefit Allocation (390,237)
Other (Net) Salary Increase ($1,906,277)
27
Proposed 2011 Changes
Department Changes
Fire Department (cont.)
Citywide Changes in Allocated Charges
Decr. in Information Technology Charges $ 95,076
Incr. in Vehicle Maintenance and Replacement (254,272)
Incr. in Liab. Insurance & Printing/Mailing Svcs. (33,015)
Allocated Charges (Net) Increase (192,211)
28
Finance Committee May 18th Direction to
Staff Regarding Fire Department Proposed
Budget
1) Identify departmental reductions of approximately 4%
equivalent to the reductions already implemented for
Management and Professional employees and the
Service Employees International Union (SEIU)
represented employees
2) Additional options that could be put into place if there
were no minimum staffing requirements
29
1) Identify departmental reductions of
approximately 4 percent
FY 2011 Proposed Expense (Net) Reductions $257,412
Additional Reductions Proposed 489,772
Total Proposed Reductions $747,184
4% Departmental reduction $821,000
1a) Identify departmental reductions
of approximately 4 percent
Placeholder of $821,000 pending
outcome of collective bargaining with
International Association of Fire Fighters
(IAFF)
30
313
31
2) Additional options that could be put into
place if there were no minimum staffing
requirements
Overview of Minimum Staffing
1) State, Federal, various professional organizations (e.g.
National Fire Protection Association, etc.)
a. Recommend staffing levels
- three Fire Fighters per unit & two per ambulance
2) City’s current contract with International Association of
Fire Fighters Association (IAFF)
a. Minimum of 29 fire suppression staff per
shift (31 when Station # 8 is staffed)
3) Example of an alternatives model: Sunnyvale has 2
persons per unit but sent 2 two units per call
32
2) Additional options that could be put into place
if there were no minimum staffing requirements
Options if Minimum Staffing Requirement didn’t Exist:
1) Cross-staff specialized or dynamic deployment units
2) Placing a unit out of service on a day-to-day basis
where appropriate and based on needs/demands
3) Selectively staff stations relative to low peak activity by
actual call data from CAD system
4) Placing unit(s) out of service on a permanent basis
and/or close fire station(s) based on demand/need
where appropriate – would require a redeployment plan
based on service areas/district
33
Long Term Cost Reduction Ideas
(FY 2012 and Beyond)
1) Special assessment district to fund Station # 8 staffing
2) Cost-sharing of Station # 8 staffing from neighboring
communities or in exchange for services
3) Shared or contract administrative functions with other fire
agencies
4) Consolidations / mergers of fire agencies
5) Shared resources with other fire agencies or joint staffing
34
Proposed Budget FY 2011
Questions
35
Proposed Budget FY 2011
Department Changes
Action Item 9: Internal Service Funds
ASD Printing and Mailing –Staff Recommended
The recommended changes will allow for proper
coverage to meet required operational demands of the
departments’ and Council’s operations.
There is no financial impact as the funding is provided
through the reduction of non-salary expenditures.
Reinstate 0.48 FTE temporary hourly Print Shop
Assistant position ($25,277)
Reclass Mailing Services Specialist position to
Offset Equipment Operator ($10,123)
36
Proposed Budget FY 2011
Budget Wrap-Up
Table of Organization
Proposed Staff Adjustments to Proposed Budget:
1) Management/Professional Title Changes
Unknown budgetary impact
2) Correction to Management/Professional Compensation Plan
Open Space and Parks Division Manager
Omitted from 2008 salary resolution in error
Salary and benefits impact - $6,700 (adjust FY 2010 midyear)
3) Public Works – eliminate 1 FTE Administrative Associate
I instead of 1 FTE Administrative Associate III – title
correction only, no financial impact
314
37
Proposed Budget FY 2011
Department Changes
Water Fund –Staff Recommended
The draw on the Water Fund reserves for CIP
projects did not match the total proposed CIP
program expenditures for the Water Fund in error.
The draw on the Water Fund reserves should be
increased from $8,781,000 to $8,848,000, as a
correction to balance the Proposed Operating
Budget to the CIP program expenditures
No action Required
Additional draw on reserves - $67,000
38
Proposed Budget FY 2011
Department Changes
Internal Service Funds
ASD: Technology Fund –Staff Recommended
The draw on the Technology Fund reserves for CIP
projects did not match the total proposed CIP program
expenditures for the Technology Fund in error. The draw
on the Technology Fund reserves should be increased
from $ 3,433,000 to $3,517,000 as a correction to balance
the Proposed Operating Budget to the CIP program
expenditures
No action Required
Additional draw on reserves - $84,000
Change name of CIP project TE-11005 from “Implementation of New Utility Rates” to “Implementation of Restructure Tiered Rates on Bills
(no financial impact)
39
Approval of FY 2011 Contract Scopes of
Consultant Services Agreements Greater than
$85,000
Purchasing Manual provides that as part of budget process, Finance Committee shall review and approve the scope of services for CIP consultants over $85,000 (excluding recurring, routine service-related agreements)
Public Works/Facilities:Art Center Electrical and Mechanical
Upgrades (PF-07000)
Consultant cost: $200,000
Project cost: $4,387,046
Public Works/Facilities:Art Center Electrical and Mechanical Upgrades (PF-07000)
Consultant cost: $400,000
Project cost: $4,387,046
Planning/Transportation:El Camino Real/Stanford Avenue Streetscape and Intersection Improvements (PL 07002)
Consultant cost: $150,000
Project cost: $1,818,000
40
Proposed Budget FY 2011
Questions
41
Proposed Budget FY 2011
Municipal Fee Schedule
Summary of all fees discussed during budget hearings
Majority of changes provide for increased cost recovery
Projected increases for new and existing fees - $868k
New Fees -
Community Services
Children’s Theatre: Registration for birthday parties and show production participation, space and package rental and reservation
Locker Rental
Green Fee admission for Junior and NCGA Junior (restructured)
Membership Card/Swim Pass (restructured)
Facility Admission Vehicle entry fee/pass
Community Theatre rental and reservation
Athletic Grass Fields rental and reservation
Cubberley Community Center Gym A facility rental (restructured), and Cubberley Banner Marquee
42
Proposed Budget FY 2011
Department Changes
Municipal Fee Schedule
New Fees
Library
Damaged and Lost Senior Care Kit
CD-R (compact disc recordable)
Planning & Community Environment
Residential Inspection Guideline and other publications
Application and Permit Reactivations
Certified Access Specialist (CASp) Review/Consultation
Environmental Impact Assessment (EIA) mitigated negative
declaration
CEQA Categorical Exemption
Individual Review of Minor Revisions to approved projects
Public Noticing
315
43
Proposed Budget FY 2011
Department Changes
Municipal Fee Schedule
New Fees
Police
Animal Adoption (restructured)
Rat Spay
City Veterinarian services
Vaccinations
Public Works - Refuse
Demolitions (restructured)
44
Proposed Budget FY 2011
Questions
45
Proposed Budget FY 2011
Next Meetings
June 21 – City Council Budget Review and
Public Hearing
June 28 – Budget Adoption
316
City Manager’s Proposed
Budget for Fiscal Years 2011
City of Palo Alto
Finance Committee
June 15, 2010
Budget Wrap-up
2
Balancing the Budget
Proposed Budget
Budget gap (revised) $(7.3 million)
Proposed reductions ($ 8.5 million)
Salary & Benefits $ 5.6 million
Non-Salary 2.9 million
New revenues, revenue increases $ 0.9 million
Total recommendations $ 9.4 million
Balance for Alternatives $ 2.1 million
2
3PUBLIC WORKS-89Eliminate 1.0 FTE Traffic Control Maintainer
PUBLIC WORKS299Implement 50/50 Sidewalk Replacement/Repair Program
POLICE332Restore 2 FTE Police Officer Investigators
LIBRARY107Library Closures – Option 1 (Open Mondays)
14-June
CITY COUNCIL-2Voluntary Council Pay Reduction (reflects 3 Finance Committee members)
Date Finance Committee Adjustments to Proposed Budget
FY 2011
($000)Department
6-May
Reopen College Terrace Library in FY11 75 LIBRARY
Reduce City Council general expense budget (This includes travel budget)-17 COUNCIL
11-May
Limit park fee increases (Entrance fees reduced, but staff projects same revenue)N/C
COMMUNITY SERVICE
DEPARTMENT
Maintain Art Center support staff 61
COMMUNITY SERVICE
DEPARTMENT
Reinstate summer concert series 27
COMMUNITY SERVICE
DEPARTMENT
Reinstate HSRAP funding 50
COMMUNITY SERVICE
DEPARTMENT
Reinstate 1 FTE Code Enforcement Officer 122 PLANNING
18-May
Reinstate school crossing guards 345 POLICE
Reinstate traffic team (4 FTE, net rev)645 POLICE
25-May
Children's Theatre new revenue (Show production participation fee
$50-$300)-35
COMMUNITY SERVICE
DEPARTMENT
Restore 4 FTE tree trimmers 316 PUBLIC WORKS
Restore trees planting materials 10 PUBLIC WORKS
Reduce 1 FTE Supr. Project Engineer -162 PUBLIC WORKS
Total of Finance Committee Adjustments $2,084
4
14-June
HUMAN RESOURCES49Severance Pay – Laid off employees
Date Staff Adjustments to Proposed Budget
FY 2011
($000)Department
6-May
Labor negotiations contract services 68
HUMAN RESOURCES
DEPARTMENT
11-May
Full FTE elimination savings from positions being contracted out
(Full year savings instead of 9 months)-273
COMMUNITY
SERVICES
DEPARTMENT
Stanford revenue -35 ATTORNEY
Temporary salaries 15 ATTORNEY
18-May
IT rent lease agreement cost savings -51
ADMINISTRATIVE
SERVICES
DEPARTMENT
25-May
Correct Fiber Optic allocation expense -66
ADMINISTRATIVE
SERVICES
DEPARTMENT
Planning Department – External Revenues -200
PLANNING AND
COMMUNITY
ENVIRONMENT
Total of Staff Adjustments -493
5
Summary adjustments to the
FY 2011 Proposed Budget
Date Draft Adjustments to Budget FY 2011 Balance ($000)
May 6 Beginning Balance $2,107
Table 1 Summary Finance Committee Adjustments -2,084
Table 2 Summary Staff Adjustments 493
June 15 Current Balance for Alternatives $516
6
Position Changes to City Manager's
Proposed Budget
Reinstated (13.75 FTE)
Program Assistant I (.75)
Code Enforcement Officer
Police Sergeant
Police Agent
Police Officers (4) – 2 Traffic Team, 2 Investigations
Tree Trimming/Line Clearers (4)
Library Associate
Engineering Tech
Additions (1 FTE)
Sr. Auditor (Funded by Enterprise Funds)
Elimination (2 FTE)
Supervisor Project Engineer
Traffic Control Maintainer
New positions withdrawn by Staff (2 FTE)
Customer Service Specialist (Enterprise Funds)
Customer Service Representative (Enterprise Funds)
317
Proposed Budget FY 2011
Budget Wrap-Up
Table of Organization
Proposed Staff Adjustments to Proposed Budget:
1) Management/Professional Approve Title Changes Only
Administrative Clean-up with no budget impact
2) Correction to Management/Professional Compensation Plan
Administrative correction to incorporate 3.5% COLA increase previously approved by City Council but omitted from 2008 salaryresolution in error for the Open Space and Parks Division Manager
position – No budget impact
3) Public Works – eliminate 1 FTE Administrative Associate I
from Table of Org instead of 1 FTE Administrative Associate
III – title correction only, no financial impact, budget is
correct
CIP – Implementation of Restructured
Tiered Rates on Bills (TE-11005)
Change in project description only (Attachment 5 of “At Places” memo)
No budgetary impact due to change
$1.1 million CIP Project (subject to UAC and Council approval)
$100k – FY 2011 (to develop rate structures and scope of work)
$1 million – FY 2012
In support of City’s Climate Protection Goals, new rate structures will be proposed to provide incentives for customers to conserve resources
New rate structures will be evaluated to determine if additional tiers and price differentials will incentivize reduction of usage
Funding source – Enterprise Funds (electric, fiber optic, gas, water, wastewater collection, storm drainage, refuse)
Proposed Budget FY 2011
Budget Wrap-Up
Debt Service Funds
Staff Adjustment to Proposed Budget
2010 General Obligation Library Bonds - $55 million
Sale of bonds closed on June 9
Debt Service Fund 370 – Library Projects created
CIP construction project already exists
Budget Impact – Add Property Tax Assessment Revenue and Debt Service Payment
FY 2011 Annual Debt Service (Interest expense only) $1,472,000
FY 2011 Property tax assessment revenue 3,491,539
FY 2012 Annual Debt Service 3,267,719
Semi-annual debt service payments
due February 1 and August 1
Official Statement requires property tax assessment
to be collected in advance of debt service due dates
10
Proposed Budget FY 2011
Questions
11
Approval of FY 2011 Contract Scopes of
Consultant Services Agreements Greater than
$85,000
Purchasing Manual provides that as part of budget process, Finance Committee shall review and approve the scope of services for CIPconsultants over $85,000 (excluding recurring, routine service-related agreements)
Public Works/Facilities:Art Center Electrical and Mechanical Upgrades
(PF-07000 Scope: Architect to check compliance with design documents)
Consultant cost: $200,000
Project cost: $4,387,046
Public Works/Facilities:Art Center Electrical and Mechanical Upgrades (PF-07000 Scope: Construction oversight and management)
Consultant cost: $400,000
Project cost: $4,387,046
Planning/Transportation:El Camino Real/Stanford Avenue Streetscape and Intersection Improvements (PL 07002 Scope: Construction oversight and management)
Consultant cost: $150,000
Project cost: $1,818,000
12
Proposed Budget FY 2011
Questions
318
13
Proposed Budget FY 2011
Municipal Fee Schedule
Summary of all fees discussed during budget hearings
Majority of changes provide for increased cost recovery
Projected increases for new and existing fees - $668k + $200k
New Fees -
Community Services
Children’s Theatre: Registration for birthday parties and show production participation (recommended suspensionpending agreement with Friends of the Children’s Theatre), space and package rental and reservation
Locker Rental
Green Fee admission for Junior and NCGA Junior (restructured)
Membership Card/Swim Pass (restructured)
Vehicle entry fee/pass
Community Theatre rental and reservation
Athletic Grass Fields rental and reservation (restructured)
Cubberley Community Center Gym A facility rental (restructured), and Cubberley Banner Marquee
14
Proposed Budget FY 2011
Department Changes
Municipal Fee Schedule
New Fees
Library
Damaged and Lost Senior Care Kit
CD-R (compact disc recordable)
Planning & Community Environment
Residential Inspection Guideline and other publications
Application and Permit Reactivations
Certified Access Specialist (CASp) Review/Consultation
Environmental Impact Assessment (EIA) mitigated negative declaration
CEQA Categorical Exemption
Individual Review of Minor Revisions to approved projects
Public Noticing
Police
Animal Adoption (restructured)
Rat Spay
City Veterinarian services
Vaccinations
15
Proposed Budget FY 2011
Questions
16
Proposed Budget FY 2011
Next Meetings
June 21 – City Council Budget Review and
Public Hearing
June 28 – Budget Adoption
319