HomeMy WebLinkAboutStaff Report 13801
City of Palo Alto (ID # 13801)
City Council Staff Report
Meeting Date: 2/7/2022 Report Type: Action Items
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Title: Discuss the FY 2022 Mid-Year Budget Review and Approve the
Following: 1) FY 2022 Budget Amendments in Various Funds, and 2)
Amendments to the FY 2022 Table of Organization to Add 11.00 FTE Positions
From: City Manager
Lead Department: Administrative Services
Recommendation
Staff recommends that the City Council review, discuss, and act on the following items for
consideration:
1) Amend the Fiscal Year 2022 Budget Appropriation for various funds and various capital
projects, as identified in Attachment A and Attachment A, Exhibit 1 (requires a
supermajority, 2/3 approval); and
2) Amend the FY 2022 Table of Organization in Attachment B consistent with the budget
amendments in Attachment A.
Executive Summary
This report continues the City Council’s discussions on the City’s financial situation and fiscal
outlook. While the information contained in this report share some short-term positive news,
the City’s long-term financial sustainability continues to be an important focus and priority. As
outlined in the FY 2023-FY 2032 Long-Range Financial Forecast, the City remains unable to
restore services to pre-pandemic levels. However, the recommendations contained in this
report recognize the unsustainable resource levels and makes strategic investments in key
areas as well as City Council priorities.
The City’s fiscal sustainability strategy continues to be addressed through a series of Council
considerations and actions both contained within the City’s budget process, including the Mid-
Year budget recommendations set forth in this report, and through the City’s Community and
Economic Recovery plan progress and adoption of the recent Long-Range Financial Forecast.
It should be noted that several actions have come before the Council and more are planned
over the next five months. These series of conversations together work towards the important
work of addressing the City’s long-term structural budget realities.
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• Ongoing: Progress continues on the City’s Community and Economic Recovery Plan
• September 2021: Community and Economic Recovery plan Economic Development
actions approved
• October 2021: Q1 Preliminary Financial update approved
• December 2021: Q1 Financial Status approved and review of the City’s Long-Range
Financial Forecast
• January 2022: Potential local tax ballot measure actions adopted
• January 2022: Approved City’s Long-Range Financial Forecast
• February 2022: Consideration of Mid-Year Budget recommendations
• February/March 2022: 2nd Polling on potential local tax ballot measure
• March/April 2022: Local tax ballot measure update following focus group outreach
• April/Early May 2022: Release of the Proposed FY 2022-23 Budget
• May 2022: 3rd Polling on potential local tax ballot measure
• May/June 2022: FY 2022-23 Budget hearings and community outreach and engagement
• June 2022: FY 2022-23 Budget Adoption
• June 2022: Potential local tax ballot measure actions
• June 2022: Economic Development contract approval
These general steps outlined above further the City Council’s progress to address the City’s
long-term financial sustainability to maintain and enhance a high quality of City services.
Each year staff bring forward recommendations to adjust the budget as part of the Mid-Year
Budget review. . In light of the cautiously optimistic economic outlook previously discussed
with the City Council as part of the Preliminary Q1 Financial Status Report (CMR 13439), staff
have modified this FY 2022 Mid-Year Budget Review to be a more robust and significant action
for review as directed by the City Council. Significant adjustments are recommended to realign
the FY 2022 budget with current projections and proactively fund reinvestment activities in FY
2022 and beyond to address the most immediate needs of the City and its residents. The
budget appropriation actions require a supermajority approval by the City Council (PAMC
2.28.080(c)(1)).
Staff continues to actively report the status of the City’s finances considering the ongoing
uncertainties from the pandemic and related economic challenges. The City has adapted
operations to best support and serve the community, however, these changes impact both the
cost of delivering City services and the revenues that pay for them (both taxes and fees). Staff
continues to manage resource availability and demands for extreme flexibility and nimbleness
in an environment that requires increased resources to deliver the same quantity of service in
modified ways to ensure the safety of the community and employees.
Although the economic outlook is more positive than it was a year or even six months ago, this
report is being written as the Omicron variant of the COVID-19 virus is again increasing the
number of cases around the world. Currently, this wave has not resulted in restricting daily
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activities to levels seen at this time last year; however, it is important to reiterate that there
remain several risks and uncertainties, including:
• The pace of consumer confidence in the economic recovery, and its stability and safety;
• The length and pace of the recovery period; this will significantly impact the City’s most
sensitive tax bases;
• The structural changes as a result of the societal adaptations due to COVID-19, including
impacts to daytime population, whether it be workers, students/faculty/staff at
Stanford University, or changes to the City’s resident population.
The City continues to adjust to the economic impacts of the pandemic while being mindful of
the opportunity to reinvest in the most immediate needs of the City as a result of the more
positive economic indicators discussed in the FY 2023-2032 Long Range Financial Forecast
(LRFF) (CMR 13800). Included in this report are updates on the status of major tax revenue
estimates in the FY 2022 operating budget, and appropriate funding for immediate needs to be
addressed in FY 2022, rather than waiting for the FY 2023 budget process.
This report contains: (a) several technical adjustments that are recommended to realign the
FY 2022 budget with current projections, (b) reinvestment of funds for programs impacted by
the COVID-19 pandemic, and (c) a preliminary 2nd Quarter Financial status. This report is
organized as follows:
• FY 2022 Mid-Year Budget Adjustments in the General Fund
o Technical Adjustments
o Reinvestment Actions
o Adjustments to the Table of Organization
• Preliminary Q2 Financial Status:
o General Fund
o Other Funds
o Capital Funds
• Timeline and Next Steps
In these sections, adjustments to realign the FY 2022 Budget are recommended to work to
strategically adjust revenues which are tracking higher than the conservatively positioned
adopted levels and reinvest expenses for activities and services impacted as part of the FY 2022
budget process. The balancing strategy works to continue the practice of funding ongoing
activities with ongoing revenue sources to preserve reserves to the extent possible, however, it
should be acknowledged that there is some use of reserve funding in excess of target levels in
alignment with the Council balancing strategy for the FY 2022 Adopted Budget. Staff will
continue to monitor these estimates and may bring forward a year-end budget adjustment
report in June with any additional refinements to budgeted levels based on the most current
information available.
Background
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As discussed in the FY 2023-2032 Long Range Financial Forecast (LRFF) (CMR 13800), the FY
2022 Mid-Year Report brings forward items that are more than just ministerial in order to
address Council direction to begin reinvestment in the City as a result of the cautiously
optimistic economic outlook. However, this practice is not expected to be ongoing, rather an
adjustment to accommodate the uncertainty the organization continues to face.
This report focuses on recommended changes to the FY 2022 Operating and Capital Budgets.
Where possible, budget change recommendations are brought forward for City Council
consideration as part of the approval of the Mid-Year Budget Report to consolidate requests
and streamline changes to budget appropriations. These adjustments are necessary as
revenues and expenditures vary from the original budget plan for many reasons, including, but
not limited to, changes in economic factors, project estimates and scope, and City Council
policy and direction. The Mid-Year Budget Report reflects adjustments for prior City Council
approved direction, clean-up actions based on FY 2021 actual experience or current FY 2022
actual activities.
The FY 2022 budget extended reductions taken in FY 2021 to address the loss of approximately
$40 million in General Fund tax revenues resulting from the COVID-19 pandemic (CMR 11315).
To align expenditures with continued lower revenue in FY 2022, staff and resource reductions
were unavoidable. As a result, nearly $20 million in service and staffing reductions were
included in the FY 2022 budget on an ongoing basis. Although these reductions were needed,
the City continued to focus on services with the greatest community impact, maintaining core
City services, and managing vulnerabilities and risks associated with a shrinking organization.
The FY 2022 Adopted budget balancing strategy also used one-time Federal funding and one-
time use of the General Fund Budget Stabilization Reserve to mitigate further and more steep
service reductions. The continued reduction of $20 million in services reflects an approximate
10% decline from the General Fund pre-pandemic level.
As part of the Preliminary Q1 FY 2022 Financial Status Report (CMR 13439), staff was optimistic
that revenues would meet or exceed FY 2022 Adopted Budget levels and recommended several
adjustments to begin to realign resources with the priorities identified by the City Council after
the FY 2022 Adopted Budget. These adjustments were funded by reserves that were
established as part of the Adopted Budget to anticipate unbudgeted needs. Below is a summary
of the position changes and funding adjustments approved by the Council.
Positions
• 2.00 FTE Assistant to the City Manager positions to add resources for City Council
priorities such as housing support initiatives and economic development.
• 1.00 FTE Administrative Associate III position to restore front desk reception staffing at
the Development Center, in alignment with increased activity levels.
• 1.00 FTE Public Safety Communications Officer position to restore management
resources for dispatch staff and operations.
Budget Adjustments
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• Funding for Council priorities: Ballot Measure Consultant Contracts and Legal Counsel
($250,000), Economic Development Coordination and Management ($150,000), Support
for Unhoused Services and Emergency Shelter Operations ($550,000).
• Support for administration due to changes in service levels and adaptation to COVID-19
recovery: Geographic Information System (GIS) Software Support ($125,000), additional
City Hall Lobby Support ($100,000), Development Center Front Desk Staffing ($65,000),
and Public Safety Communications Management ($120,000).
• Proactive funding of the Reserve: Utilities Transfer Litigation (Equity Transfer) ($4.0
million).
Additionally, forecasts for FY 2023 and beyond have been discussed with the City Council to
assist in providing a longer outlook beyond June 30, 2022, and to begin work on planning for FY
2023 and the continued contraction of available resources. Prior staff reports providing various
fiscal updates for Council deliberations are below. However, this does not include informational
items that have been distributed for quarterly reporting, such as investments.
• September 21, 2021, Finance Committee (CMR 13440): Accept CalPERS Pension Annual
Valuation as of June 30, 2020
• October 25, 2021, City Council (CMR 13439): Preliminary Q1 Fiscal Year (FY) 2022 Financial
Status and Amendments in Various Funds and the Table of Organization to add 4.00 FTE
Positions
• November 2, 2021, Finance Committee (CMR 13499): Receive and Discuss Report on Public
Safety Long Term Financial Trends
• November 30, 2021, Finance Committee (CMR 13501): Recommendation to the City Council
to Approve the Fiscal Year (FY) 2021 Annual Comprehensive Financial Report (ACFR) and FY
2021 Budget Amendments in Various Funds
• December 7, 2021, Finance Committee (CMR 13502): Review and Recommend that the City
Council Accept the FY 2023 – FY 2032 Long Range Financial Forecast (LRFF) and FY 2023
Budget Development Guidelines
• December 7, 2021, Finance Committee (CMR 12394): First Quarter Financial Report FY 2022
• January 10, 2021, City Council (CMR 13800): Review and Accept the FY 2023 – FY 2032 Long
Range Financial Forecast (LRFF) and FY 2023 Budget Development Guidelines
• January 24, 2021, City Council (CMR 13876): Approval of the FY 2021 Annual Comprehensive
Financial Report (ACFR); and Amendment of the FY 2021 Budget in Various Funds
As discussed with the City Council on January 10 in reviewing potential financial scenarios, data
is gathered and reviewed throughout the fiscal year.
Discussion
This item serves as a continuation of the many touch points as the City balances responding to
emergent priorities with following through on established commitments. This report highlights
several areas of staff work ahead and outlines next steps and timing for a series of City Council
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conversations planned to focus on fiscal monitoring, community and economic recovery, and
more. Further strategic work continues aside from the financial reporting discussed above,
focused on a Community and Economic Recovery Strategy as well as actively working on a
potential tax ballot measure for the November 2022 General Election with the Council and
Finance Committee. Findings and recommended adjustments in this report are based on the
data available at the time of reporting and reflect preliminary 2nd Quarter financial activity in FY
2022. Final Q2 data will not be available until the end of March 2022.
FY 2022 Mid-Year Budget Adjustments
The following is an overview of the status for the General Fund, Enterprise Funds, and other
funds including recommended budget adjustments as they pertain to the City’s FY 2022
Operating and Capital Budgets.
Overview of Mid-Year Balancing Strategy
The General Fund ended FY 2021 with funding in excess of the 18.5% Budget Stabilization
Reserve (BSR) for FY 2022. The BSR is currently at $43.3 million or $4.6 million above the 18.5%
Council recommended target. Use of this excess BSR funding is recommended to fund actions in
this memorandum. In addition to this funding, a few of the major tax revenue categories are
tracking at or above the FY 2022 budget, most significantly Property Tax. An adjustment to
Property Tax revenue is recommended to align the budget with current projections for this
category, and staff will continue to monitor other more volatile revenue sources. The following
table outlines the major drivers of the General Fund mid-year recommended balancing strategy
to offset the collective impact of these activities:
Table 1: General Fund Mid-Year Adjustments and Balancing Solutions
Summary of General Fund Adjustments
Net $ Impact
(Cost)/Benefit
Reinvestment Actions:
Neighborhood, Community and Library Services $(0.1) M
Public Safety $(1.2) M
Planning and Transportation Services $(0.2) M
Infrastructure and Environment
(Sustainability and Climate Action Plan (S/CAP) costs in Enterprise Funds)
-
Internal Services/Strategic Support $(0.3) M
Subtotal Reinvestment Actions: $(1.8) M
Technical Adjustments:
Major Tax Revenues
(Property Tax)
$2.0 M
Department Revenues
(Foothills Preserve Entry Fees, County Task Force, Other Grants/Donations)
$(0.2) M
Golf Course Revenues and Contract Services Alignment $(0.1) M
Supplemental Pension 115 Trust Contribution $(2.0) M
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(Approximately 50% of the excess FY 21 Budget Stabilization Reserve)
Utility Equity Transfer $(0.3) M
Public Safety Employee Appreciation Leave $(0.4) M
Consultancy Services
(Project Homekey, OPEB valuation, inspections and application processing)
$(0.5) M
Code Enforcement Litigation – Edgewood Plaza $(0.4) M
Gas Commodity Purchase/Utility Allocated Charges $(0.1) M
Subtotal Technical Adjustments $(2.0) M
Total Net Impact General Fund Mid-Year Adjustments $(3.8) M
Recommended Use of Reserves
Development Services Reserve $(0.2) M
Use of Budget Stabilization Reserve (BSR)
(BSR remains at 19.0% and $1.0 M above the 18.5% target level)
$(3.6) M
Recommended Use of Reserves $(3.8) M
Reinvestment Actions, Recommended Adjustments to the Budget and Table of Organization
This report includes budget adjustments, grouped by service area, to continue to realign
resources with the priorities identified by the City Council after the FY 2022 Adopted Budget.
Major changes are recommended as directed by the City Council and/or recommended by staff
are below, and all transactions can be found in greater detail in Attachment A. It should be
noted that recommended budget adjustments have been prorated for the remainder of the
fiscal year, or approximately five (5) months.
Neighborhood, Community and Library Services: $46,000 est. revenue $208,000 expense
0.25 full-time; 0.48 part-time staffing
The Community Services Department has resumed most programming and operations as public
health restrictions continue to ease. Community demand for classes has returned with the
desire and willingness for in-person participation, though some programs and classes continue
to be offered in both virtual and in-person formats. At this time, several programs and classes
are experiencing high demand and sell out or result in waitlists. Therefore, this report includes
staffing and other reinvestments to facilitate additional classes and programs to meet higher
demands in areas such as child and youth-oriented ceramics, and children’s spring and summer
camps. Libraries are expected to continue to operate at reduced hours while the department
completes a community needs assessment and grapples with impacts of COVID-19 on staffing
and consequently facility availability with a focus on safety. This assessment will focus on
staffing and operating strategies and will inform the development of a new service-model that
best meets the needs of the community. Additional resources are expected to be
contemplated as part of the FY 2023 Proposed Budget regarding library hours. Additional
actions are included in this report to restore funding for Library collections, and parks
maintenance and landscaping to pre-pandemic levels.
Public Safety Services $0 est. revenue $1.2 M expense
1.00 full-time; 0.00 part-time staffing
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The elimination of the Deputy Director and Communications (Dispatch) Manager positions in FY
2022 has created significant operational disruptions throughout the Police Department. Actions
were taken in the first quarter (Q1) FY 2022 report to restore the Communications Manager to
provide direct management of dispatchers. This report includes actions to restore the Deputy
Director of Technical Services to oversee Communications, Records, and Technical Support
units. This position will play a critical role in the configuration and moving of all
communications, telecommunications, radio, and other equipment to the new Public Safety
Building project.
Additionally, this report includes recommendations in the Fire Department to purchase a
temporary training facility, pilot a paramedic training certification program, and provides
funding for promotional opportunities for sworn employees. Recruitment and retention are top
priorities in the immediate term for the Fire Department as well as continuing to review and
tighten operations for Fire Inspection services. To support these activities, incremental
investments are recommended in this Mid-Year Report including funding for hiring of new
firefighters (additional information below), a temporary training facility, and support for
promotional processes. These investments are all focused on ensuring the Department can
continue to provide suppression and rescue services for the City while meeting necessary
staffing levels and training requirements. The department is currently reviewing its
management structure among suppression, prevention, and support roles and expects to have
recommendations as part of the FY 2023 Proposed Operating Budget to realign and stabilize the
executive management structure.
Planning and Transportation Services: $0 est. revenue $159,000 expense
1.00 full-time; 0.00 part-time staffing
This report includes City Council action at the October 25, 2021 meeting to add a Code
Enforcement Officer position to investigate inquires, requests, and complaints, including leaf
blower concerns by the community. With this addition if approved, the Code Enforcement
Team will be comprised of one (1) Code Enforcement Officer and one (1) Code Enforcement
Lead. This report also includes recommendations to increase capacity of the Building and Fire
Inspection Programs and Planning application processing, resolves outstanding code
enforcement litigation in light of recent court decisions, and recognizes grant funding in support
of the Housing Element update.
For the Office of Transportation, this report recommends adjustments in Safe Routes to School
contract funding for the conversion of a longtail cargo bike into a mobility information kiosk, to
provide information and materials on upcoming active transportation infrastructure projects
and Safe Routes to School education, and to engage in mobility-related conversations with
members of the public who might not otherwise attend community meetings. Additional
funding is included for the reclassification of a 1.00 FTE Traffic Engineering Lead to a 1.00 FTE
Senior Engineer for the management of complex engineering design and construction projects
related to roadways, as the duties of the position now require professional certification as an
engineer. Information on the Parking Funds can be found in the Special Revenue Fund section
of this report.
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Infrastructure and Environment: General Fund All Funds
$0 est.
revenue
$42,000
expense
$0 est.
revenue
$425,000
expense
-0.09 Full-time Staffing 5.25 Full-time Staffing
Resources for contractual work to clear brush and vegetation along the road in order to
mitigate fire danger in the foothills area. Although a number of adjustments for S/CAP work are
happening in the Enterprise Funds, a complete list of recommendations is included here to
summarize them all in one place.
Sustainability and Climate Action Plan (S/CAP):
The City’s Sustainability and Climate Action Plan (S/CAP) includes a goal to achieve an 80%
reduction in carbon emissions from 1990 levels by 2030. Accomplishing this requires behavioral
modifications for the community to move away from natural gas towards electric, adopt biking
and public transit over individual vehicles, and increasing use of electric vehicles over vehicles
with emissions. Various departments (Office of Sustainability, Public Works, Utilities, Office of
Transportation) are tasked with achieving these goals and several will have their operations
impacted by these changes (Utilities, Planning and Development Services, Fire, Public Works).
While discussions about the S/CAP work plan and implementation approach are still underway,
these FY 2022 Mid-Year requests represent some of the highest impact resource requests
related to S/CAP communications, beginning to address the impact of electric system
infrastructure upgrades, and beginning to address non-residential building electrification. More
detailed information about specific changes in each fund can be found in Attachment A.
• The Office of Sustainability in the Public Works Department requires additional staffing
(net 1.25 FTE) to manage S/CAP plan development, community engagement, leadership of
the inter-departmental Sustainability Leadership Team, and sustainability partnerships
with other agencies, nonprofits, and inter-agency working groups. The higher level of
attention to the S/CAP and the ambitious goals have required an expanded level of effort,
including but not limited to a greater number of partners, more engagement, and
extremely ambitious goals that require increased management attention. Staffing
adjustments include reclassifying a 0.75 FTE Management Analyst position to a 1.00 FTE
Manager Environmental Control Program and adds a 1.00 FTE Environmental Specialist
position. This work will be supported by the General Fund and various Enterprise Funds.
• The Utilities Department recommends additional staffing (net 4.00 FTE) to assess and
upgrade the electric distribution infrastructure and develop electrification programs for
residential and non-residential customers, including developing custom partnerships to
address major employer building electrification and commuter emissions. Staffing
adjustments consist of 1.00 FTE Electric Project Coordinator and 3.00 FTE Electric Project
Engineers for increasing workload capacity in the Electric engineering and operations
project management work functions; 1.00 FTE Utilities Programs Services Manager to
focus on commercial energy efficiency and electrification; and 1.00 FTE Senior Engineer
for technical oversight and scaling up the electrification program. These position additions
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are offset by the elimination of 1.00 FTE Metering Technician and 1.00 FTE Power
Engineer. This work will be supported by the Electric Funds.
Internal Services/Strategic Support: $250,000 est. revenue $545,000 expense
1.00 full-time; 0.96 part-time staffing
The Human Resources Department continues to provide support for COVID-19 activities and
devoting resources to the prioritization and recruitment of essential positions. The City
Attorney’s Office is pursuing additional staffing capacity and employee development by
recommending reclassification of 2.00 FTE Deputy City Attorney positions into 2.00 FTE
Assistant City Attorney positions. This will allow junior level attorneys the opportunity to work
on higher level projects and continue to grow with the City as their years and knowledge
increase.
The Information Technology department recommendations can be found in the Internal Service
Funds section of this document. As an internal service fund, costs for the Technology Fund are
allocated across the City and the General Fund is responsible for $432,000 of the costs.
Development Services related Technology expenses account for $250,000 of these costs and
are offset by increased development revenue.
Position/Table of Organization Changes:
Critical staffing challenges remain citywide. This report includes recommendations to add 11.00
full-time and 0.96 part-time positions. This is in addition to the 9.00 FTE added in prior Council
actions subsequent to the FY 2022 budget adoption in CMR 13439 (4.00 FTE) and CMR 13643
(5.00 FTE). The cumulative impact of current year staffing additions previously directed by
Council and the recommendations in this report increase full-time staffing levels in the General
Fund Table of Organization from the FY 2022 adopted level of 506.80 FTE to 519.46 FTE (956.00
FTE to 976.00 FTE Citywide). A restated Table of Organization with all full-time position actions
taken after the FY 2022 Adopted Budget can be found in Attachment B.
Technical Adjustments and Previous Council Direction
This report includes actions that are technical in nature and are needed to align budget with
current trends, and previous direction approved by the Council. Major changes are
recommended as directed by the City Council and/or recommended by staff are below, and all
transactions can be found in greater detail in Attachment A.
Department Revenue and Major Tax Revenue: $1.8 M est. revenue $66,000 expense
Staff evaluated departmental and major tax revenue through Q2 and recommends a number of
actions that result in a net $1.8 million increase. As noted in the Q1 Financial Report, Property
Tax revenue is trending higher than budgeted in FY 2022, and a $2.0 million increase is
recommended. Other adjustments in this area include reductions to Foothills Park entrance
fees due to connectivity issues with an onsite payment kiosk, reduction of revenue from Santa
Clara County for decreased participation in the Regional Auto Theft Task Force, and recognition
and appropriation of funds for various grants and donations.
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Golf Course Services: $258,000 est. revenue $362,000 expense
Contract expenditures increased to reflect amounts owed to the management company
including (a) $83,000 for a 3 percent allowable annual increase in service costs; and (b)
$280,000 for 20 percent of the calculated FY 2021 difference between Gross Revenue and
Target Revenue. These expenditures are partially offset by a revenue increase based on current
projections for FY 2022 Golf Course operations.
Supplemental Pension Trust Contribution: $0 est. revenue $2.0 M expense
Increase the contribution to the Section 115 Pension Trust fund by $2.0 million to bring the
total principal contributions to $39.3 million ($26.1 million from the General Fund). Staff will
work to true up proportional contributions from other funds as part of the FY 2022 year-end
process. This reflects approximately 50% of the excess BSR from FY 2021, and is in alignment
with strategies outlined in the Council Approved Pension Funding Policy.
Utility Equity Transfer: ($349,000) est. revenue $0 expense
This action reduces the equity transfer to the General Fund from the Electric ($160,000) and
Gas ($189,000) Funds in FY 2022 as a result of lower than anticipated fixed assets in FY 2021.
This action is in alignment with the FY 2021 Annual Comprehensive Financial Report (ACFR) as
of June 30, 2021 (CMR 13501).
Public Safety Employee Appreciation Leave: $0 est. revenue $400,000 expense
The City Council approved three days of employee appreciation leave for City staff on
December 13, 2021. Due to the nature of work in the Police and Fire Departments to provide
essential services and emergency response, many employees were unable to take the leave
time and the hours were cashed out as compensation in their paychecks in early January 2022.
This funding will right-size the departments for these expenses. Other departments are
anticipated to be able to absorb these costs through vacancy savings.
Consultancy Services: $0 est. revenue $515,000 expense
Funding for consultant work is needed to accomplish some administrative services and planning
and development related tasks in a timely manner in FY 2022 as directed by Council or required
by regulations. Project funding includes: support Project Homekey real estate work, complete
the bi-annual Other Post-Employment Benefits (OPEB) actuarial valuation report; increase
capacity for Building and Fire Inspections and planning application processing. The cost for
inspections will be funded out of the Development Center Reserve.
Code Enforcement Litigation-Edgewood Plaza: $0 est. revenue $353,000 expense
Based on the Court of Appeal's decision on Edgewood Plaza, the City is obligated to refund
administrative penalties that were previously collected, with interest.
Gas Commodity Purchases/Utility Allocated Charges: $0 est. revenue $82,000 expense
Gas commodity purchases increased in the Gas Fund consistent with the preliminary gas supply
forecast, which reflects fluctuating market prices and anticipated demand. This action aligns
revenue in the Gas Fund and City gas expenses accordingly.
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Proposed Balancing Solutions
With the approval of these amendments the BSR would be reduced by $3.6 million. The
projected ending balance of the General Fund Budget Stabilization Reserve is anticipated to be
$39.7 million, which is above the City Council recommended 18.5 percent level of $38.7 million
by $1.0 million.
In order to fund contract expenses for consulting services in the Planning and Development
Services Department to increase the capacity of both the building and fire inspection programs.
$240,000 will be used from the Development Services reserve. This will reduces that reserve to
approximately$2.3 million.
Other Funds Adjustments
The Technology Fund will add 2.00 FTE Senior Technologists to provide enhanced
security/network management and GIS capacity, CODE42 software to improves security of staff
technological devices and data, FME Safe software to allow for multiple GIS licenses in all City
departments, Laserfiche software to serve as a searchable record repository for permanent City
generated records, and contract expenses to replace the City's current public meeting agenda
management system. These costs will be allocated across the City’s departments and funds in
alignment with the allocation methodology used as part of the FY 2022 Adopted Budget. More
details for these adjustments can be found in Attachment A.
Preliminary 2nd Quarter Financial Status: Operating Budget
General Fund
Overall, the General Fund is tracking at or above adopted estimated revenues and at or below
adopted expenses. Based on the uncertainty of impacts from new COVID-19 variants, consumer
behaviors continue to evolve, impacting the financial forecasts. As a result of the City Council’s
leadership and adoption of a fiscally conservative budget, the identification of critical priority
projects, and current projected financial trends, staff have included in this report
recommended adjustments to the FY 2022 budget. Although economic trends and data
continue to be uncertain, staff believe that these recommended adjustments are measured and
necessary.
General Fund: Revenues
The FY 2022 Adopted Operating Budget approved a $206.5 million estimate for revenue
sources, of which $81.5 million has been collected to date, or 39 percent of the budgeted
estimate. The overall tax revenue estimates in the FY 2022 Adopted Budget remain relatively
constant to FY 2021 Adopted Budget levels of approximately $110 million. Adjustments to
realign revenue estimates such as increasing estimates for Sales Tax receipts and lowering
estimates for Transient Occupancy Tax receipts were adopted in FY 2022 to align with actual
activities in FY 2021. Highlights of current data on major revenue sources are included below.
Overall, staff is optimistic that revenues will meet or exceed FY 2022 Adopted Budget levels and
will continue to monitor results closely.
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Property Tax
The FY 2022 Adopted Budget assumed an estimate of $51.2 million, a $0.8 million or 1.5%
decrease from the FY 2021 budgeted level of $55.0 million. Property Tax receipts of $56.6
million were received in FY 2021 due to higher than anticipated assessed value growth and a
favorable settlement of the calculation for excess Educational Revenue Augmentation Fund
(ERAF) distributions1 contributed to these increased receipts. Consistent with the County of
Santa Clara Assessor’s Office, revenues are expected to meet or exceed FY 2022 budget levels
due to excess ERAF of approximately $1.7 - $2.0 million from the favorable resolution regarding
Excess ERAF distributions. In November 2021, the County of Santa Clara notified the cities that
the California School Boards Association and its Education Legal Alliance filed a lawsuit against
the Controller of the State of California arguing that the settlement reached with the counties is
unlawful. The County estimates that 20 percent of ERAF in FY 2022 is subject to this litigation.
Property Tax is anticipated to generate more than the budgeted $51.2 million in FY 2022 and
staff recommends increasing the FY 2022 budget by $2.0 million in this report.
Sales Tax
The FY 2022 Adopted Budget included an estimate of $28.2 million, an assumed growth of
12.6% from the FY 2021 budgeted level of $25.0 million. Actual Sales Tax receipts of $29.1
million in FY 2021 were above year end estimated levels; however, overall receipts remained
20% below pre-pandemic actuals of $36.5 million in FY 2019. In the Preliminary Q1 Financial
Report, the City’s sales tax consultant expected receipts to exceed FY 2022 budgeted levels by
$2.5 to $3.5 million. However, the consultant recently revised their estimate to lower
anticipated receipts in FY 2022 due to a recent slow-down of the economy in this area. It is
important to note that typically during a downturn period, the consultant is more optimistic
and staff continue to evaluate financial impacts of the changing economic base in Palo Alto.
Transient Occupancy Tax (TOT)
The FY 2022 Adopted Budget assumed an estimate of $8.4 million, a 74.5% increase from FY
2021 actual receipts of $5.2 million or $3.6 million above. FY 2021 actual receipts were slightly
higher than revised budget levels of $4.8 million by $0.4 million but remained significantly
lower than pre-pandemic actuals of $25.7 million in FY 2019. This revenue remains extremely
low compared to typical levels, up to a 90% reduction or more over the course of the pandemic.
Current receipts indicate that this revenue category continues to have robust growth from the
unprecedented lows seen during the pandemic; optimistically, if current activity levels continue
through the full fiscal year, staff expects revenues to exceed FY 2022 budget estimates.
However, this revenue source continues to remain volatile and no adjustments to the budget
are recommended at this time.
Actual receipts as of November 2021 are over 200 percent compared to FY 2021; however, due
to the on-going surge in COVID-19 and the economic uncertainty this has created, staff is
conservatively forecasting for the remainder of FY 2022. Included in the capital portion is the
revenue from the two new hotels (AC Hotel Palo Alto and Hotel Citrine Palo Alto).
City of Palo Alto Page 14
The open hotels average daily room and occupancy rates, as of November 2021 were $181 per
day and 59.6 percent, respectively. For the open hotels, occupancy percentage ranges from
31.0 percent to 96.1 percent. Year-over-year (for the same period), daily average room rates
increased by half, from $117 per day to $181 per day, while the occupancy rate has increased
from 40.2 percent to 59.6 percent.
Documentary Transfer Tax (DTT)
The FY 2022 Adopted Budget assumed an estimate of $7.1 million, a 3.8 percent increase from
the FY 2021 adjusted level of $6.9 million or $0.3 million above. FY 2021 experienced record
receipts of $10.6 million in this category, significantly above adjusted budget levels by $3.7
million. This high level of receipts was primarily attributed to six large commercial transactions
during the year. To date, receipts of $4.6 million are approximately 65 percent of the budget.
Staff will continue to monitor these receipts closely as this revenue source is highly volatile and
dependent on sales volume and the mix of commercial and residential sales. Therefore,
significant fluctuations can occur month to month depending on real estate transactions.
As in past years, this revenue source is challenging to forecast since it is highly dependent on
sales volume and the mix of commercial and residential sales. Although the total value of these
transactions has decreased by 4.6 percent, the number of transactions through December 2020
(365) are running significantly higher than those through December 2019 (285). A proposed
$2.2 million revenue budget increase is included in Attachment A to account for this increased
activity and estimate moderate sale activity for the remainder for the year.
Utility User Tax (UUT)
The FY 2022 Adopted Budget assumed an estimate of $14.4 million, a 2.1 percent increase from
the FY 2021 adjusted level of $14.1 million or $0.3 million above. FY 2021 receipts of $14.6
million were higher than the adjusted budget level by $0.5 million. Revenue in this category is
impacted by consumption levels and has experienced reductions in prior periods due to water
reduction programs and reduced workforces and business closures due to the pandemic. This
revenue was showing early signs of recovery as public health orders eased and workers
returned to the office; however, with the emergence of the COVID-19 Omicron variant the
previous return to office may be slowed. UUT is anticipated to remain in line with overall
expectations assumed in the FY 2022 Adopted budget at this time.
Charges for Services & Permits and Licenses
The FY 2022 Adopted Budget assumed an estimate of $23.9 million in Charges for Services,
consistent with the FY 2021 adjusted level. The FY 2022 Adopted Budget assumed an estimate
of $8.4 million in permit and license revenue, a 5.9 percent reduction from the FY 2021
adjusted level of $8.9 million or $0.5 million below. Together, these revenue categories make
up nearly half of all non-tax revenues. In total, $32.4 million was received during FY 2021,
slightly below the revised budget estimates by $0.4 million. These revenue categories consist of
charges to Stanford for fire services and paramedic services, fees related to the City’s golf
course, arts and science classes, plan check fees, and payments to the City for issuance of
Building Permits, Fire Permits, and miscellaneous health and safety-related licenses. Several
City of Palo Alto Page 15
adjustments to revenue in Charges for Service are recommended in this report; however,
overall revenues in these categories are in line with activity levels anticipated thus far.
Community Services (CSD): CSD has resumed most programming and operations in accordance
with the lifting of many State and County Public Health restrictions. At the end of the second
quarter, CSD revenue reached 35 percent of levels assumed in the adopted budget, at
approximately $4.7 million. The department continues to offer programming as anticipated and
detailed in the Winter Enjoy! catalog despite the unpredictable course of the pandemic. This is
similar to this same time last fiscal year. Outdoor recreation activities specifically golf, middle
school athletics, aquatics at Rinconada Pool, tennis and pickleball have been very popular for
the first six months of FY 2022 demonstrating community members’ comfort with outdoor
activities during the pandemic. Programming at the Arts Center, Children’s Theatre and special
interest classes have begun to take place inside with the rainy weather and have proven to be
very popular. Many classes sold out the weekend that Fall and Winter registration opened, and
waitlists were established. Lucie Stern continues to exceed revenue targets for facilities rentals,
and demand is growing for rentals at Michell Park Community Center and the Art Center.
Despite the Omicron variant, Winter classes are taking place in person, with most classes
operating as scheduled. CSD has not seen an increase in the number of withdrawals from
classes in the Winter 2022 session that began in January 2022, as compared to Fall 2021. CSD
anticipates enrollment in Spring classes and Summer camps across all CSD programs will result
in achieving budgeted revenue targets in the third and fourth quarter.
Golf Course: Golf revenue continues to perform well in the first and second quarter of FY 2022.
To reflect this and in alignment with Council direction in June 2021 (CMR 12343), the revenue
target is recommended to be raised by $260,000. However, the outlook for the remainder of
the fiscal year is dependent upon the COVID-19 pandemic and winter weather. Should Omicron
or a different COVID variant bring player hesitancy or necessitate another course closure, the
revenue loss per month could be up to $500,000. The multiple atmospheric river rainstorms in
December brought heavy rain periods surpassing the Year to Date rainfall of prior drought
winters. Should a wet winter continue, there will be fewer days available for ideal golf play and
inferior playing conditions. For FY 2023, the department is proposing an assessment of the
driving range by a consultant to explore the potential feasibility of expanding with construction
of a second deck. The assessment would include revenue potential, operating costs, and use
projection.
Junior Museum & Zoo (JMZ): The new JMZ opened with its full schedule (Tuesday through
Sunday) on December 21. Ticket sales were negatively impacted by the COVID-19 pandemic
due to measures taken to improve visitor and staff safety. Admission to the facility was
arranged into two sessions per day with a cleaning-closure between sessions, on-line
reservations for tickets and member access were strongly encouraged, and the number people
allowed into the facility during each session was limited to 250 to enable social distancing. As a
consequence, these protocols limited the total maximum visits to 500 per day as compared to a
historic visitor count of up to 1,100 visits per day in the old, smaller facility during weekends
and the winter holidays. Then in January, the Omicron- wave caused people to stay home and
City of Palo Alto Page 16
visitors decreased. Despite the soft opening and pandemic; however, the JMZ has received an
enthusiastic reception. All dates in November and December 2021 sold out. Over 1,000
memberships have sold since memberships went on sale in October 2021, with membership
sales on track to reach the FY 2022 goal of 2,000 memberships. The JMZ is experiencing
complications in tracking non-membership ticket sales, and CSD does not have the exact count
of ticketed sales at this time. CivicRec, the software that CSD uses for class and camp
registration, has been challenging to use for ticket sales. CSD is proposing a new ticketing
software in the FY 2023 budget proposals that will make ticket purchase and sales reporting
significantly easier. Due to its delayed opening, and the pandemic, JMZ revenues are tracking at
approximately 10 percent of target, but CSD anticipates that this percentage will significantly
increase in the next six months now that the JMZ is open six days per week and Spring and
Summer JMZ camps will take place. CSD looks forward to returning to the Finance Committee
with a report on JMZ operations and revenues after six months of operations.
Development Services: Preliminary FY 2022 Development Services revenue is up two percent
compared to last year and is currently at 38 percent of the FY 2022 revenue target. Due to
seasonality and significant fluctuations in development activity, staff is unable to anticipate
whether this pace will continue into the spring. Department-managed expenses are currently
under or on pace to meet the budget. The Department is monitoring this category closely as
Development Services strives to remain cost neutral. The table below articulates development
services revenues from January through December from 2019 to 2021. Note that Q2 of 2019 is
not an accurate pre-Covid baseline comparison as it was a code change year, resulting in the
surge of activity in December 2019.
Table 2: Development Services Revenue – 2020 vs 2021
Other Revenues
City of Palo Alto Page 17
Rent Forgiveness Program: On June 7, 2021, Council approved a rent forgiveness program (CMR
12234) to forgive three months of rent for active non-profit tenants. Staff is continuing to
evaluate applications from tenants to determine eligibility for the program. Funding for this
program ($744,000) was reappropriated to FY 2022 in order to limit impacts to rental income
revenue in FY 2022. Since the program was established, 31 tenants have applied as of
December 30, 2021. The total amount of rent requested to be forgiven by those tenants that
have applied is approximately $286,000, with the program culminating on June 30, 2022.
General Fund: Expenses
Overall General Fund expenses are currently expected to remain within the FY 2022 Adjusted
budget levels of $210.6 million. General Fund expenses (excluding operating transfers) for
second quarter are 0.5 percent higher than the prior year and are tracking at 45.0 percent of
the Adjusted Budget (excluding encumbrances).
Salaries and Benefits
As a service driven organization, the largest expenses are salaries and benefits. Preliminary
salary and benefits expenditures through December 2021 are approximately $64.3 million, or
48.9 percent of the $131.5 million FY 2022 Adopted Budget, compared to $64.1 million in the
same period in the prior year. The City continues to maintain vacancies of approximately 121
positions, though this changes frequently, which reflects approximately a 12.6% vacancy rate.
When comparing staff capacity to deliver services to the community beyond the authorized
staffing levels, looking at December 2020 to December 2021, the City has 40 fewer full-time
employees and is approximately 11% below pre-pandemic benefitted employee (typically full-
time) counts. If looking at all employees, including part-time staffing from March 2020 (pre-
pandemic) to December 2021, the total number of City employees is down over 12%. Use of
leaves2 also impacts service capacity. Looking at the six-month period ending December 2021
versus that same period in December 2020, use of leave has increased over 31%. Use of leave in
the six-month period ending December 2021 exceeded pre-pandemic holiday season, which
included the use of Employee Appreciation Leave.
Public Safety Overtime
For the Police Department, overtime has tracked higher than expected through Q2 due to
backfilling vacancies and adding staffing resources to the 24/7 dispatch center as an operational
necessity, as well as servicing a utility team and extra retail patrols. However, the number of
workers’ compensation cases and disability days are tracking lower compared to FY 2021. As of
this writing, the Department has 11 vacancies: five police officers, four dispatchers, two records
specialists, and approximately 10 staff members on various categories of leave. Although
Overtime is tracking higher, overall the Department is tracking within budget and anticipates
continuing to do this through the remainder of FY 2022. For more information, see Attachment
C.
Fire Department overtime has also tracked higher than expected, primarily due to vacancies
and employees on disability leave. During this time, the Department had six employees on
City of Palo Alto Page 18
leave and six employees separated from the Department, creating 12 effective on-shift
vacancies that require overtime backfill. This has generated significant strain on current
employees having to work additional backfill overtime. However, the Department is hiring six
new firefighters to begin a Joint Fire Academy at the start of the year, which is anticipated to
alleviate the need for as much backfill overtime. The number of workers’ compensation cases
and disability days are tracking similarly to that of FY 2021. As a result, net overtime cost is
higher through Q2 than it was for FY 2021. Actions in this report are recommended to adjust
the Department’s overtime budget to address the need for backfill, and at this time the
Department anticipates staying within budget in FY 2022. For more information, see
Attachment C.
General Fund: Budget Stabilization Reserve
The General Fund Budget Stabilization Reserve is anticipated to be $39.7 million, which is above
the City Council recommended 18.5 percent level of $38.7 million by $1.0 million.
Below is a summary of the remaining reserve balances in the General Fund that Council
designated as part of the FY 2022 Adopted Budget after adjusting for the recommended uses in
this report:
• Reserve: Administrative Support $175,000, from $300,000
• Reserve: Strategic Investments $275,000, from $750,000
• Reserve: Transition Costs $515,000, from $1.1 million (it is expected that an additional
up to $200,000 will be recommended for executive and contractual recruitment
services, to be considered with the contract award at a later date)
Other Funds
Parking Funds
On November 1, 2021, Council approved parking permit pricing adjustments and the expansion
of employee permit allocations in City garages and lots (CMR 11795). Staff had projected that
demand for employee parking permits in all districts would begin to trend upwards toward pre-
pandemic levels and did not anticipate or factor the Omicron variant.
A new and major sales cycle began in December 2021 for employee parking permits in all
districts (including garages and lots and RPPs). This sales cycle was a restart to the parking
programs that have been primarily on hold throughout the pandemic. Unlike prior permit
cycles, where a certain level of permits typically sell out within a week or two, permit sales have
continued into the new year and a second sales cycle should increase permit sales assuming
COVID-19 concerns and/or restrictions are lifted.
However, as of January 2022, the anticipated increase in revenue levels has not materialized,
demand for permits is down due to the Omicron variant and its effects on local business,
including continued remote work, labor supply shortages, and temporary business closures. At
this time, sales are down in all programs (see table below). An uptick in sales remains largely
dependent upon business/commuter reactions to future COVID effects/variants. It is expected
City of Palo Alto Page 19
that the resident permits that have upcoming sales cycles, should not see a decrease in the
same manner that employee permits have.
Table 3: Parking Permit Sales as of FY 2022 Q2
Program Inventory Active Permits % Sold
Residential
Parking Permits
660 370 56%
University Ave. 3,878 1,670 43%
California Ave. 1075 361 34%
Internal Service Funds
Technical adjustments in several internal service funds such as the General Benefit Fund, the
General Liabilities Fund, and the Retiree Health Care Fund are recommended to align budget
with current estimates. More details for these adjustments can be found in Attachment A.
The Technology Fund will add 2.00 FTE Senior Technologists to provide enhanced
security/network management and GIS capacity, CODE42 software to improves security of staff
technological devices and data, FME Safe software to allow for multiple GIS licenses in all City
departments, Laserfiche software to serve as a searchable record repository for permanent City
generated records, and contract expenses to replace the City's current public meeting agenda
management system. These costs will be allocated across the City’s departments and funds in
alignment with the allocation methodology used as part of the FY 2022 Adopted Budget. More
details for these adjustments can be found in Attachment A.
The Vehicle Replacement and Maintenance Fund will be augmented to purchase several new
vehicles for Code Enforcement activities, Airport grounds maintenance, and replacement of a
Police vehicle that was totaled as a result of an accident. More details for these adjustments
can be found in Attachment A.
Enterprise Funds
Mid-year actions being recommended in these funds are primarily related to the alignment of
the Utilities Department budgets with current market conditions for revenues and expenses
related to the purchase of commodities and the operation of utilities. The actions
recommended for FY 2022 mid-year will align revenues and expenses for the maintenance
contract for the cooperatively owned back-up generator (COBUG); contract for tree and
vegetation clearing from the overhead electric distribution system; Fiber Fund revenue
projections; interfund transfers for the Gas and Electric Fund Utilities Equity Transfers; Electric
and Gas commodity costs; and S/CAP electrification initiatives as detailed above in the
Reinvestment Actions Infrastructure and Environment section of this report.
Adjustments in the Airport Fund are recommended to improve the ability to manage airport
operations, revenue collection, and facility maintenance needs through the purchase of a new
software system. In addition, the purchase of a tractor to maintain the grounds at the airport is
City of Palo Alto Page 20
recommended to replace the tractor that is currently leased. The costs for these actions are
mostly offset by federal grant funds.
Preliminary 2nd Quarter Financial Status: Capital Budget
Overall, most Capital Improvement projects are anticipated to remain within budgeted levels in
FY 2022. Two adjustments to the City’s 2022 Capital Improvement Plan are noted in
Attachment A. In the Capital Improvement Fund, $75,000 will be shifted from the Traffic Signal
and Intelligent Transportation Systems capital project (PL-05030) to the Street Lights
Improvements capital project (PO-05054). This adjustment will allow staff to fix street light
poles that are damaged due to accidents or must be replaced immediately due to safety issues.
Planned work in PL-05030 will not be completed in FY 2022, so there is capacity to shift funding
between these projects to address the most critical needs related to street lights and traffic
signals.
In the Vehicle Replacement and Maintenance Fund, $75,000 will be added to the Emergency
Repair and Replacement capital project (VR-15001) to fund the replacement of a Police vehicle
that was totaled in an accident earlier in FY 2022. This will allow Fleet Staff to replace the
vehicle with a current year model, instead of a potentially more expensive future year model,
and get the vehicle back in service more quickly.
Timeline and Next Steps
Staff expect to continue to diligently manage financials across the organization, providing City
Council updates as information becomes available. As we continue into the 2022 fiscal year,
staff is actively working on the FY 2023 budget as well as several regular reporting activities
over the coming months. Below is a list of expected reports and Council updates planned over
the next few months. The Council will continue to be updated on the financials of FY 2022
through these planned discussions with adjustments brought forward as necessary once more
information in available and known. Expected upcoming financial status, budget reporting and
Community and Economic Recovery Strategy conversations include:
March/April 2022:
• Various Utility rate and financial forecast review with Utility Advisory Commission and
Finance Committee
May 2022:
• Release of the FY 2023 Proposed Operating and Capital Budgets
• Public Budget Hearings on the Proposed Budgets with Finance Committee
June 2022:
• FY 2023 Operating and Capital Budget Adoption
• FY 2023 Municipal Fee Adoption
• FY 2023 Utility Rates adoption
City of Palo Alto Page 21
Resource Impact
Approval of the attached transactions is required to amend the FY 2022 budget appropriation.
With the approval of these amendments, the projected ending balance of the General Fund
Budget Stabilization Reserve is anticipated to be $39.7 million, which is above the City Council
recommended 18.5 percent level of $38.7 million by $1.0 million. The projected changes to the
fund balance for all other funds including Enterprise Funds, Internal Services Funds, Special
Revenue Funds, and Capital Funds are outlined in Attachment A and accompanying exhibits and
impacts to fund balance summarized as follows:
Table 4: Resource Impact (Non-General Fund)
Fund Type Fund Amount
Capital Capital Improvement Fund $69,000
Enterprise Airport Fund $(2,000)
Electric Fund $(7.8 M)
Fiber Optics Fund $(0.8 M)
Gas Fund $0.2 M
Refuse Fund $(15,000)
Stormwater Management Fund $(12,000)
Utility Administration Fund $(0.1 M)
Wastewater Treatment Fund $(76,000)
Internal Service General Liabilities Insurance Fund $(0.7 M)
Information Technology Fund $0.3 M
Print and Mail Services Fund $(1,000)
Retiree Health Fund $1.4 M
Vehicle Replacement Fund $(0.1 M)
Special Revenue University Avenue Parking Fund $46,000
Stakeholder Engagement
The Office of Management and Budget has coordinated with all departments city-wide and the
City Manager’s Office, as appropriate, to bring forward the changes discussed and
recommended in this report.
Environmental Review
This is not a project under Section 21065 for purposes of the California Environmental Quality
Act (CEQA).
Attachments:
• Attachment A - Recommended Budget Adjustments
• Attachment A, Exhibit 1 - Central Adjustments in Various Funds
• Attachment B - Amended Table of Organization
• Attachment C - Public Safety Overtime Analysis
Revenues
Department FTE Adjustment Adjustment
GENERAL FUND (102)
Administrative
Services
Project Homekey
This action appropriates $143,000 for work was previously approved by the Council on September 27, 2021
(CMR 13595). The funding will be used to perform work such as an appraisal report, survey and
environmental reporting, and design consultation to build an emergency shelter for the unhoused at 1237
San Antonio Road. Staff in partnership with LifeMoves has submitted for reimbursable Project Homekey grant
funding from the State of California and should it be awarded will seek to offset these costs with recognizing
the grant revenues. However, if the City and LifeMoves is unsuccessful in their application, these costs will be
financial impacts to support the development and evaluation of a complete grant application. (Ongoing costs:
$0)
0.00 -$ 143,000$
Administrative
Services
OPEB Valuation Report
This action appropriates $64,500 to complete a bi-annual Other Post Employment Benefits (OPEB) actuarial
valuation report to meet California Employers' Retiree Benefit Trust (CERBT) Fund requirements. Information
from this report will be used to develop the FY 2023 Budget as well as inform future planning for Long Range
Financial Forecasts. (Ongoing costs: $0)
0.00 -$ 64,500$
City Attorney City Attorney's Office Staffing Reclassification
This action modifies the authorized staffing levels in the City Attorney's Office, reclassifying two (2.0) Deputy
City Attorney positions to two (2.0) Assistant City Attorney positions. This adjustment in the authorized
staffing levels will allow junior level attorneys the opportunity to work on higher level projects and continue
to grow with the City as their years and knowledge increase. There is no immediate financial impact
associated with this actions, however, the salary of an Assistant City Attorney classification is approximately
27% higher than a Deputy City Attorney classification maximum salary (Approx. $169,000 annually) and
therefore may result in increased costs eventually. (Ongoing costs: $0)
0.00 -$ -$
Community
Services
Art Center Staffing: Child and Youth Oriented Ceramics Classes
This action increases Art Center capacity to meet community demand for children and youth oriented
Ceramics classes that are held at the Art Center. Salary expenses are increased to add one Junior Museum &
Zoo Educator position (0.75 FTE) and eliminate two hourly Instructor positions (total 0.5 FTE), for a net
increase of 0.25 FTE. Additionally, this action increases revenues for fees generated by new Ceramics classes
that will become available. (Ongoing costs: $0)
0.25 8,965$ 2,656$
Community
Services
Art Center Staffing: Spring Classes and Summer Camps
This action adds one (1) Arts and Sciences Professional I - Hourly position (0.48 FTE) in order to meet
increased community demand for children's art classes in Spring 2022 and camps in Summer 2022. These
expenses are fully offset by increased class and camp enrollment revenue resulting from this increase in
staffing capacity, which would allow the Art Center to facilitate an additional 25 spring classes and 12 summer
camps. Children's classes at the Art Center have been exceeding revenue projections for FY 2022, driven by
high level of demand for classes and camps, most of which have been selling out and have waitlists. This
position will provide support for the day-to-day operations of the Children's Fine Art program, supporting
afterschool, weekend and summer camp programs. (Ongoing savings: $33,000)
0.48 37,500$ 11,968$
Community
Services
Art Center Foundation Donation Revenue Estimate
This technical clean-up action restores $21,500 for the Art Center Foundation donation to the City, which was
erroneously eliminated in the FY 2022 Adopted Budget. As part of the adoption of the FY 2022 Budget, the
Finance Committee included a recommendation to restore a Junior Museum & Zoo Educator position that
staffs the Art Center; however, that recommendation did not include a restoration of the donation revenue
that partially offsets the cost of this position. (Ongoing savings: $43,000)
0.00 21,500$ -$
Community
Services
Restore Park Maintenance Contract Services
This action restores the park maintenance contract service levels back to pre-COVID levels, the amount
requested for approval here is prorated for the current Fiscal Year. Funding for services under this contract
was reduced by approximately 25 percent as part of the FY 2021 Adopted Budget. Services under this
contract include landscape maintenance of parks, athletic fields, courts, roadsides, medians, City buildings,
community centers, and other facilities throughout Palo Alto. (Ongoing costs: $275,000)
0.00 -$ 68,711$
Community
Services
Golf Course Green Fee Revenue/Management Contract Services Alignment
This action increases revenues and expenditures related to City Golf Course operations. Contract
expenditures are increased by $362,000 to reflect amounts owed to OB Sports per the terms of the
agreement with the City, which includes (a) $83,000 for a 3 percent allowable annual increase in service
costs; and (b) $280,000 for the calculated FY 2021 revenue share, or 20% of the difference between Gross
Revenue and Target Revenue for that fiscal year. These expenditures are partially offset by a revenue
increase of $260,000, based on current Staff projections for FY 2022 Golf Course operational revenue. Staff
expect in the future to address the revenue share calculation as part of the annual fiscal year closing
proceedures moving forward. (Ongoing costs: $84,000)
0.00 257,646$ 362,216$
Community
Services
Foothills Nature Preserve Vehicle Entry Fee Revenue/Supervising Ranger Vacancy Savings
This action reduces Foothills Nature Preserve entry fee revenue budgeted estimates due to connectivity
issues with the on-site payment kiosk, which relies on an unreliable cellular service for payment processing. A
self-service payment system is anticipated to be installed in Spring 2022 for weekday vehicle entry fee
collection to supplement the current weekend fee collection by staff. This revenue reduction is partially offset
by six months of estimated salary savings for one vacant Manager Community Services position that was
added as part of the FY 2022 Adopted Budget as a Supervising Ranger at Foothills and Pearson-Arastradero
Preserves. (Ongoing costs: $0)
0.00 (137,200)$ (70,000)$
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Revenues
Department FTE Adjustment Adjustment
GENERAL FUND (102)
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Fire 0.00 -$ 135,000$
Fire 0.00 -$ 805,000$
Fire 0.00 -$ $150,000
Fire 0.00 -$ 150,000$
Human
Resources 0.96 -$ 62,724$
Human
Resources 1.00 -$ 50,691$
Library
0.00 -$ 50,000$
Library
0.00 -$ 75,000$
Office of
Transportation 0.00 -$ 60,000$
Office of
Transportation
Temporary Fire Training Facility
This action appropriates $135,000 for the purchase of a temporary training trailer to provide required training
for new firefighters and to meet mandatory training requirements for current firefighters as options for a
future permanent training facility are studied and identified. This trailer allows staff to remain in Palo Alto and
respond to incidents during training exercises instead of traveling to another juristiction. (Ongoing costs: $0)
Firefighter Academy Overtime and Personal Protective Equiment (PPE)
This action appropriates $682,500 for backfill overtime costs estimated for the hire of up to 7.0 FTE firefighters
planned to be hired and attend the Academy during FY 2022. Backfill overtime is used to maintain minimum
staffing levels on assigned units while new firefighters attend the academy. This action anticipated filling four
vacancies and allows for a hire ahead program of up to three candidates in anticipation of future attrition.
This action also appropriates $122,500 for corresponding personal protective equipment (PPE) for each of the
new employees. This does not contemplate the additional 5.0 new fire fighter positions added with the recent
award of the SAFER grant as backfill for these new position is not necessary. (Ongoing costs: $0)
Sworn Fire Paramedic Training and Promotional Opportunities
This action appropriates funding for a paramedic certification pilot program ($120,000) and various costs
related to promoting sworn Fire Department staff ($30,000). The paramedic program includes the cost of
attending the program as well as backfill overtime to maintain line staffing. This will help the Department to
meet its required proportion of 60% paramedics for all line personnel. The Department currently has 59% of
paramedics for all line personnel but anticipates upcoming difficulties maintaining and increasing that number.
Funding for promotional opportunities will be used to cover costs for testing and evaluating employees that
want to apply for promotions within the sworn Fire position classifications. This will allow the Department to fill
higher level positions to have more management support and create vacancies in lower level positions to fill
with employees in the Academy.(Ongoing costs: $135,000)
Public Safety Employee Appreciation Leave
The City Council approved three days of employee appreciation leave for City staff on December 13, 2021. Due
to the nature of work in the Fire Department to provide essential services and emergency response, many
employees were unable to take the leave time and the hours were cashed out as compensation in their
paychecks in early January 2022. This funding will right-size the Department for these expenses. (Ongoing
costs: $0)
Human Resources Administrative and Special Project Staffing
This action restores two hourly Management Specialist positions of 0.48 FTE each that were eliminated in the
FY 2021 Adopted Budget. These positions will provide support for special projects and administrative tasks and
allow more senior staff to focus their efforts toward Employee/Labor Relations, Recruitment and Selection,
Benefits, Human Resources Information Systems, Workers’ Compensation, and Risk. (Ongoing costs: $154,000)
Human Resources Recruitment Staffing
This action adds 1.00 FTE Human Resources Technician position that was eliminated from the Recruitment
Division in the FY 2022 Adopted Budget. This position will assist with streamlining the recruitment process.
Currently, the Department is actively recruiting to fill two existing Human Resources Technician positions by
February 2022 to assist with Council priorities, such as staff development, long-term succession planning, and
enhancing the Citywide training program. (Ongoing costs: $125,000)
Community Needs Assessment and Staff Analysis
This action adds $50,000 for contract services to conduct a community needs assessment and staff analysis to
develop an updated service-model that addresses current and future challenges impacting Library services and
operations. To meet community demands for increased library operating hours and new services, Staff will
procure a consultant to evaluate the existing Library system and recommend a service-model focussing on
updated staffing strategies. Timeline for this study is still being determined and changes will be brought
forward in the annual budget process as appropriate. (Ongoing costs: $0)
Library Collections
This action adds $75,000 in contract services to update the Library Collections that were reduced in previous
fiscal years, due to impacts of COVID-19. Staff will purchase an estimated 3,000 items, including fiction
acquisitions that include additional copies of popular titles to reduce the length of waiting time for customers.
Non-fiction acquisitions will focus on updating the collection on subject matters of computer science, social
science, medicine, technology, and biography. The Library continues to maintain a viable, well-rounded library
collection to meet customers’ perennial needs, which were identified in the Library’s Collection Development
Plan. (Ongoing costs: $75,000)
Safe Routes to School
This action appropriates $60,000 for Safe Routes to Schools outreach and education contract services. Funding
would be used to convert a longtail cargo bike into a mobility information kiosk, provide information and
materials on upcoming active transportation infrastructure projects and Safe Routes to School education, and
engage in mobility-related conversations with members of the public who might not otherwise attend
community meetings. (Ongoing costs: $60,000)
Reclassify Traffic Engineering Lead to Senior Engineer
This action reclassifies of a vacant 1.00 FTE Traffic Engineering-Lead position to a 1.00 FTE Senior Engineer
position in the Engineering Division. The nature of the position has evolved to require professional certification
as an engineer and tasks requiring certification are currently being performed by another Senior Engineer in
the Department, which has led to other duties being absorbed by other staff. The reclassification will also
allow for the position to perform management administrative duties, management of complex engineering
design and construction projects, and to ensure that the City’s roadways are appropriately signed and marked,
and safe. (Ongoing costs: $11,000)
0.00 -$ 4,146$
Revenues
Department FTE Adjustment Adjustment
GENERAL FUND (102)
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Planning and
Development
Code Enforcement Staffing
This action adds one Code Enforcement Officer position (1.00 FTE) to address code violations, including leaf
blower concerns by the community. As part of the October 25, 2021 Council Meeting, a recommendation was
made to return to Council as part of the Mid-Year Review to add staff to address code enforcement.
Additionally, this action adds one vehicle to the City's fleet for the officer to be able to execute job duties.
(Ongoing costs: $138,000)
1.00 -$ 94,605$
Planning and
Development
Regional Early Impact Planning (REAP) Grant
This action recognizes the acceptance of the Regional Early Impact Planning (REAP) Grant for the amount of
$62,232 and aligns expenses to procure consulting support services for the current Housing Element update.
The REAP grant is funded through the Association of Bay Area Governments - Metropolitan Transportation
Commission (ABAG-MTC). A Housing Element is a City’s primary planning document to address its housing
needs for the future. Through goals, policies and programs in the Housing Element, the City must
demonstrate that it is able to provide housing opportunities to adequately meet its housing needs for all
income levels. State law requires that all jurisdictions adopt a Housing Element as part of their general or
comprehensive plan. The Housing Element must be updated every eight years. The City’s current Housing
Element for the period of 2015-2023 was adopted on November 10, 2014 and was certified by the California
Department of Housing and Community Development (HCD) on January 20, 2015. (Ongoing costs: $0)
0.00 63,262$ 63,262$
Planning and
Development
Increase Capacity of Building and Fire Inspection Programs
This one-time action adds $240,000 in contract expenses for consulting services to increase the capacity of
both the building and fire inspection programs to address the current and ongoing volume of outstanding
inspections. This action is fully offset by the use of the Development Services reserve, intended to complete
prior year works in progress, and reduces the remaining balance to approximately $2.26 million.
During peak times, wait time for building inspections can increase to more than 2 weeks. The building
inspection program is currently staffed with 6.0 FTE and is not augmented by any additional consultant
support. $105,000 will allow 1,040 consultant hours to manage variability in the volume of inspection
requests. This request will also create a temporary consultant budget for the fire inspection program,
specifically in Hazmat services. In the FY 2021 Adopted Budget, the fire inspection team was reduced from 6.0
FTE inspectors (2 hazmat, 4 fire) to 4.0 FTE inspectors (2 hazmat, 2 fire). Out of approximately 1,000 total
inspections, roughly 50 hazmat inspections had been completed as of December 2021. $135,000 will allow
1,040 hours of consultant resources to assist with reducing the number of outstanding inspections. (Ongoing
costs: $0)
0.00 -$ 240,000$
Planning and
Development
Increased Capacity for Planning Application Processing
This one-time action adds $67,500, or a 35 percent increase from the FY 2022 Adopted Budget of $193,000, in
support of increased capacity for Planning application processing. From FY 2020 to FY 2021, this budget was
reduced by 61% from $495,000 to $193,000. This action will provide approximately 500 hours of consulting
support services to allow the program to keep up with application processing and maintain current
turnaround times, which are impacted due to the return of planning activity over the past year. (Ongoing
costs: $0)
0.00 -$ 67,500$
Police Uniforms and Equipment Funding
This action appropriates funding for the uniforms and equipment budget that had been previously reduced in
FY 2021. This action also recognizes federal grant funding for approximately 15 bullet proof vests that will be
purchased with this action. Agencies apply for funding annually based on the number of vests needing
replacement (due to damage, wear, date of expiration) or vests purchased for new police officers. (Ongoing
costs: $0)
0.00 7,612$ 36,000$
Police Technical Services Division Staffing
This action restores 1.00 FTE Deputy Director position to oversee the Technical Services Division (TSD),
allocated 0.80 FTE - Police and 0.20 FTE - Fire. Since its elimination in FY 2021, management staff were
realigned from the Patrol Division to TSD. Restoring this position will provide support to both Technical
Services and Patrol, with TSD benefitting from a subject matter expert and Patrol with increased oversight.
Should the position not be restored, the City would maintaining reduced costs in the short run but would
likely increase costs due to unmitigated risks in the the Department. Given near-term changes in executive
staffing, it is important to recruit and hire for this position as soon as is practical. (Ongoing costs: $262,000)
1.00 -$ 106,211$
Police Santa Clara County Auto Theft Task Force
This action decreases revenue related to the County Auto Theft Task Force, as the City's participating officer
has been brought back onto the Investigative Division. Law enforcement departments often combine
resources to combat regional issues such as auto related crimes such as stolen automobiles, stolen catalytic
converters or stolen license plates. Prior to reducing sworn staffing in FY 2021, the Department deployed one
officer to the task force and would receive reimbursement for the officer’s salary through a State grant.
While the funding and opportunity remain, the Department can not maintain current service levels in the
Detective Division with current authorized staffing, and called back this resource. (Ongoing costs: $103,000)
0.00 (103,004)$ -$
Police Public Safety Employee Appreciation Leave
The City Council approved three days of employee appreciation leave for City staff on December 13, 2021.
Due to the nature of work in the Police Department to provide essential services and emergency response,
many employees were unable to take the leave time and the hours were cashed out as compensation in their
paychecks in early January 2022. This funding will right-size the Department for these expenses. (Ongoing
costs: $0)
0.00 -$ 250,000$
Revenues
Department FTE Adjustment Adjustment
GENERAL FUND (102)
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Public Works Foothills Road Brush Clearing
This action restores funding for brush clearing services on Pagemill Road that was reduced as part of the FY
2021 Mid-Year Review. Previously it was assumed in-house staff would take over this work; however, the
Department has determined that staff does not have capacity. This funding will be used for contractual work
to clear brush and vegetation along the road in order to mitigate fire danger in the foothills area. (Ongoing
costs: $55,000)
0.00 -$ 54,800$
Public Works Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager Environmental Control
Program and adds a 1.00 FTE Environmental Specialist position. These positions will provide technical
oversight and support of the Council priority S/CAP program. As discussed at the December 13, 2021 Council
meeting (CMR 13765) these positions will address Council’s request and accelerate elements of S/CAP
implementation and coordination as well as additional work items, such as long-range sustainability planning,
increased collaboration with Department Heads, increased regional collaboration, developing and
implementing the Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the General Fund
and Utility and Public Works Enterprise funds. (Ongoing savings: $32,000)
(0.09)-$ (13,134)$
Non-
Departmental
Utilities Equity Transfer to the General Fund
This action reduces the equity transfer to the General Fund from the Electric and Gas Funds in FY 2022. The
decrease of $349,000 is the result of lower than anticipated fixed assets and is in alignment with the FY 2021
Annual Comprehensive Financial Report (ACFR) as of June 30, 2021 (CMR 13501). This alignment reduces
transfers from the Electric Fund by $160,000 and the Gas Fund by $189,000 for a total decrease of $349,000.
(Ongoing costs: $0)
0.00 (349,000)$ -$
Non-
Departmental
Code Enforcement Litigation - Edgewood Plaza
Based on the Court of Appeal's decision on Edgewood Plaza, the City is obligated to refund administrative
penalties that were previously collected, with interest. (Ongoing costs: $0)
0.00 -$ 352,646$
Non-
Departmental
Transfer to the General Benefits Fund for Supplemental Pension Contributions
This action transfers funds to the General Benefits Fund to increase the contribution to the Section 115
Pension Trust fund. This brings the total contributions to $39.3 million ($26.1 million from the General Fund).
Staff will work to true up proportional contributions from other funds as part of the FY 2022 year-end
process. (Ongoing costs: $0)
0.00 -$ 2,000,000$
Non-
Departmental
Property Tax Revenue
This action recognizes adjustments to estimates for the Property Tax revenue category based on trends
experienced through the first half of FY 2022. (Ongoing savings: $0)
0.00 2,000,000$ -$
Non-
Departmental
Development Services Reserve
This action funds actions above related to consulting support services to address the current and ongoing
volume of outstanding building and fire inspections. The Development Services Reserve will have $2.26
million remaining. (Ongoing savings: $0)
0.00 -$ (240,000)$
Various Employee Parking Permit Transfer to the University Avenue Parking Fund
This action appropriates $36,600 for the General Fund's share of City employee parking permit in the
University Avenue Parking Fund. (Ongoing costs: $37,000)
0.00 -$ 36,600$
Various Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately $273,000 for
staffing support for security/network managment and the City's Geographic Information System (GIS),
updated security software, new records management software, and updated licensing requirements. The
costs of these services are budgeted as allocated charges in citywide departments and funds; therefore,
corresponding increases in various departments’ allocated charges for internal services provided by the
Information Technology Department are also recommended. For the General Fund, this action also includes
technical corrections for direct allocations to the Planning and Development Services Department (PDS) to
support existing department-specific technology ($324,000) and the Police and Public Works Departments for
dedicated IT staff (net zero impact). To remain cost neutral, Development Services revenue will be increased
by $250,000 to offset the costs related to development specific technology. The impact to the General Fund
in FY 2022 is approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $320,000)
0.00 250,000$ 431,645$
Various Gas Commodity Purchase/Utilities Allocated Charges
Expenses for gas commodity purchases increased by $7.7 million in the Gas Fund. This adjustment is
consistent with the preliminary gas supply forecast, which reflects fluctuating market prices and anticipated
demand. The City's cost of gas is budgeted as allocated charges in citywide departments and funds; therefore,
corresponding increases in various departments' allocated charges are recommended. The impact to the
General Fund in FY 2022 is approximately $82,000; other funds $29,000. A detailed list of impacts by
department and fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $82,000)
0.00 -$ 82,246$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ $ ( 3,630,711)
GENERAL FUND (102) SUBTOTAL 4.60 2,057,281$ 2,057,281$
Revenues
Department FTE Adjustment Adjustment
CAPITAL IMPROVEMENT FUNDS
GENERAL FUND CAPITAL IMPROVEMENT FUND (471)
Office of
Transportation
Reclassify Traffic Engineering Lead to Senior Engineer
This action reclassifies of a vacant 1.00 FTE Traffic Engineering-Lead position to a 1.00 FTE
Senior Engineer position in the Engineering Division. The nature of the position has evolved to
require professional certification as an engineer and tasks requiring certification are currently
being performed by another Senior Engineer in the Department, which has led to other duties
being absorbed by other staff. The reclassification will also allow for the position to perform
management administrative duties, management of complex engineering design and
construction projects, and to ensure that the City’s roadways are appropriately signed and
marked, and safe. (Ongoing costs: $16,000)
0.00 -$ (68,781)$
Public Works Streetlight Repair and Installation
This action shifts $75,000 from the Traffic Signal and Intelligent Transportation Systems capital
project (PL-05030) to the Street Lights Improvements capital project (PO-05054). Funding in PO-
05054 was reduced as part of the development of the FY 2022 Capital Budget and the
remaining budget has already been exhausted. Additional funding is needed to fix street light
poles that are damaged due to accidents or must be replaced immediately due to safety issues.
Planned work in PL-05030 will not be completed in FY 2022, so there is capacity to shift funding
between these projects to address the most critical needs related to street lights and traffic
signals. (Ongoing costs: $0)
0.00 -$ -$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ 68,781$
GENERAL FUND CAPITAL IMPROVEMENT FUND (471) SUBTOTAL 0.00 -$ -$
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
AIRPORT ENTERPRISE FUND (530)
Public Works Gas Commodity Purchase/Utilities Allocated Charges
Expenses for gas commodity purchases increased by $7.7 million in the Gas Fund. This
adjustment is consistent with the preliminary gas supply forecast, which reflects fluctuating
market prices and anticipated demand. The City's cost of gas is budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments'
allocated charges are recommended. The impact to the General Fund in FY 2022 is
approximately $82,000; other funds $29,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $1,000)
0.00 -$ 1,083$
Public Works Airport Management Software
This action adds funding to purchase software to manage rental and administrative functions
at the airport. The software will provide an interactive platform in which customers can view
their account information, view and pay their invoices and/or report issues with facilities, and
allow staff to streamline their day to day workload, and better track costs of maintenance
projects. This action also recognizes federal grant funding to offset the cost of the software.
(Ongoing costs: $12,000)
0.00 45,000$ 45,000$
Public Works Airport Fleet Tractor
This action adds funding to purchase a tractor at the Airport. The Airport is currently leasing a
tractor to maintain approximately 100 acres of land. Long term the cost of leasing a vehicle is
more expensive than purchasing a tractor, and legally the Airport is obligated by Federal
Aviation Administration standards to maintain the infields and movement areas to be kept free
from vegetation and debris in order to keep signs and lighting free from obstructions. This
action also recognizes federal grant funding to offset the cost of the vehicle. (Ongoing costs:
$4,500)
0.00 69,000$ 69,000$
Public Works Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $3,000)
0.00 -$ 1,259$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (2,342)$
AIRPORT ENTERPRISE FUND (530) SUBTOTAL 0.00 114,000$ 114,000$
ELECTRIC FUND (513 & 523)
Utilities Cooperatively Owned Back-Up Generator (COBUG)
This action increases net expenses to the Electric Fund and decreases revenue to the Vehicle
Replacement and Maintenance (VRM) Fund for year two of the service contract for the
Cooperatively Owned Back-Up Generator (COBUG), as approved by City Council on June 6,
2021 (CMR 12055). Prior to the service contract, all standard maintenance was performed by
City staff and costs were budgeted as allocated charges from the VRM Fund. The current
service model includes a lower level of VRM activity, therefore adjustments include a contract
services expense increase and a decrease in allocated charges in the Electric Fund and a
corresponding revenue decrease in the VRM Fund. (Ongoing costs: $22,000)
0.00 -$ 92,305$
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Utilities Net Sales Revenue/Electric Commodity Purchase
This action increases expenses for electric commodity purchase based on market price, load,
supply, and cost projections. The commodity purchase budget is developed from historic
averages and usage trends. This action aligns the budget to better reflect actuals, which had
less hydro-generated electricity and was offset by spot market purchases. Net supply cost
consists of costs incurred from purchasing activities, joint agency debt service, net surplus
energy, and net revenue. The primary drivers of changes in net supply costs in FY 2022 are due
to lower hydro output, which leads to more on the spot market purchases; increases in market
prices; a decrease in California Independent System Operator (CAISO)/Transmission costs due
to anticipated settlement and potential backdated adjustments; and increased regulatory
requirements and higher priced resource adequacy products for calendar year 2022 and
onwards. (Ongoing cost: $0)
0.00 1,558,000$ 8,793,600$
Utilities Gas Commodity Purchase/Utilities Allocated Charges
Expenses for gas commodity purchases increased by $7.7 million in the Gas Fund. This
adjustment is consistent with the preliminary gas supply forecast, which reflects fluctuating
market prices and anticipated demand. The City's cost of gas is budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments'
allocated charges are recommended. The impact to the General Fund in FY 2022 is
approximately $82,000; other funds $29,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $3,000)
0.00 -$ 2,999$
Utilities Tree Line Clearing Contract Adjustment
This action increases contract services expenses in the Electric Fund by $272,000, in
accordance with the five-year contract approved by the City Council in June 2020 (CMR 10883).
This adjustment will fund the remaining anticipated expenses for year two of contract work
planned for clearing trees and other vegetation from the overhead electric distribution system
throughout the City. Clearing vegetation from power lines is an on-going operation necessary
to ensure the City provides safe, reliable power to the City’s utility customers. Clearance
requirements have been established by the California Public Utilities Commission for Investor
Owned Utilities and these requirements have been accepted as the applicable standard for
vegetation clearance in the City of Palo Alto. (Ongoing costs: $1.7 million)
0.00 -$ 272,000$
Utilities Utilities Equity Transfer to the General Fund
This action reduces the equity transfer to the General Fund from the Electric and Gas Funds in
FY 2022. The decrease of $349,000 is the result of lower than anticipated fixed assets and is in
alignment with the FY 2021 Annual Comprehensive Financial Report (ACFR) as of June 30, 2021
(CMR 13501). This alignment reduces transfers from the Electric Fund by $160,000 and the Gas
Fund by $189,000 for a total decrease of $349,000. (Ongoing costs: $0)
0.00 -$ (160,000)$
Utilities Sustainability and Climate Action Plan (S/CAP) Phase I - Electrification Programs
This action increases staffing by net 4.00 FTE in support of the Sustainability and Climate Action
Plan (S/CAP), a Council priority item that includes a goal to achieve an 80% reduction in carbon
emissions from 1990 levels by 2030. Council approved the work plan on December 13, 2021
(CMR 13765) along with a request for staff to return with staffing resource requests to
implement the work plan. To address Council’s request and accelerate elements of S/CAP
initiatives, staff recommends 1.00 FTE Electric Project Coordinators, 3.00 FTE Electric Project
Engineers for increasing workload capacity in the Electric engineering and operations project
management work functions, 1.00 FTE Utilities Programs Services, Manager to focus on
commercial energy efficiency and electrification, and 1.00 FTE Senior Engineer for technical
oversight and scaling up the electrification program. These position additions are offset by the
elimination of 1.00 FTE Metering Technician and 1.00 FTE Power Engineer. This represents
phase one of a multi-phased approach to build capacity in project management, build in-house
resources, and design and implement infrastructure upgrades such as increasing capacity in the
electric distribution grid for electrification of single-family residences (SFR) as a part of S/CAP
initiatives. (Ongoing costs: $842,000)
4.00 -$ 343,192$
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Utilities Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager
Environmental Control Program and adds a 1.00 FTE Environmental Specialist position. These
positions will provide technical oversight and support of the Council priority S/CAP program. As
discussed at the December 13, 2021 Council meeting (CMR 13765) these positions will address
Council’s request and accelerate elements of S/CAP implementation and coordination as well
as additional work items, such as long-range sustainability planning, increased collaboration
with Department Heads, increased regional collaboration, developing and implementing the
Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the
General Fund and Utility and Public Works Enterprise funds. (Ongoing costs: $60,000)
0.34 -$ 24,353$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (7,810,449)$
ELECTRIC FUND (513 & 523) SUBTOTAL 4.34 1,558,000$ 1,558,000$
FIBER OPTICS FUND (533)
Utilities Fiber Revenues Adjustment
This action decreases Fiber revenues by a net value of $796,533 to align with anticipated
revenue receipts based on current active accounts. Fiber revenue changes are primarily driven
by new accounts, deleted accounts, or large customers, such as Stanford, moving to different
rate schedule. Fiber revenue consists of fiber backbone provided to internal City departments,
commercial fiber, and industrial fiber. (Ongoing costs: $797,000)
0.00 (796,533)$ -$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (796,533)$
FIBER OPTICS FUND (533) SUBTOTAL 0.00 (796,533)$ (796,533)$
GAS FUND (514 & 524)
Utilities Gas Commodity Purchase/Utilities Allocated Charges
This action increases expenses for gas commodity purchase by $7.7 million in the Gas Fund and
aligns revenue and City gas expenses accordingly. This adjustment is consistent with the
preliminary gas supply forecast, which reflects fluctuating market prices and anticipated
demand. Most components of the gas commodity costs behave as a pass-through and are
offset by gas revenues. The cost of gas is budgeted as allocated charges in citywide
departments and funds; therefore, corresponding increases in various departments' allocated
charges are also recommended to offset this expense. The expense impact to the General Fund
in FY 2022 is approximately $82,000; other funds $29,000. A detailed list of impacts by
department and fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $0)
0.00 7,373,134$ 7,373,134$
Utilities Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager
Environmental Control Program and adds a 1.00 FTE Environmental Specialist position. These
positions will provide technical oversight and support of the Council priority S/CAP program. As
discussed at the December 13, 2021 Council meeting (CMR 13765) these positions will address
Council’s request and accelerate elements of S/CAP implementation and coordination as well
as additional work items, such as long-range sustainability planning, increased collaboration
with Department Heads, increased regional collaboration, developing and implementing the
Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the
General Fund and Utility and Public Works Enterprise funds. (Ongoing costs: $60,000)
0.34 -$ 24,353$
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Utilities Utilities Equity Transfer to the General Fund
This action reduces the equity transfer to the General Fund from the Electric and Gas Funds in
FY 2022. The decrease of $349,000 is the result of lower than anticipated fixed assets and is in
alignment with the FY 2021 Annual Comprehensive Financial Report (ACFR) as of June 30, 2021
(CMR 13501). This alignment reduces transfers from the Electric Fund by $160,000 and the Gas
Fund by $189,000 for a total decrease of $349,000. (Ongoing costs: $0)
0.00 -$ (189,000)$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ 164,647$
GAS FUND (514 & 524) SUBTOTAL 0.34 7,373,134$ 7,373,134$
REFUSE FUND (525)
Public Works Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager
Environmental Control Program and adds a 1.00 FTE Environmental Specialist position. These
positions will provide technical oversight and support of the Council priority S/CAP program. As
discussed at the December 13, 2021 Council meeting (CMR 13765) these positions will address
Council’s request and accelerate elements of S/CAP implementation and coordination as well
as additional work items, such as long-range sustainability planning, increased collaboration
with Department Heads, increased regional collaboration, developing and implementing the
Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the
General Fund and Utility and Public Works Enterprise funds. (Ongoing costs: $18,000)
0.10 -$ 7,163$
Public Works Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $15,000)
0.00 -$ 7,945$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (15,108)$
REFUSE FUND (525) SUBTOTAL 0.10 -$ -$
STORMWATER MANGEMENT FUND (528)
Public Works Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager
Environmental Control Program and adds a 1.00 FTE Environmental Specialist position. These
positions will provide technical oversight and support of the Council priority S/CAP program. As
discussed at the December 13, 2021 Council meeting (CMR 13765) these positions will address
Council’s request and accelerate elements of S/CAP implementation and coordination as well
as additional work items, such as long-range sustainability planning, increased collaboration
with Department Heads, increased regional collaboration, developing and implementing the
Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the
General Fund and Utility and Public Works Enterprise funds. (Ongoing costs: $14,000)
0.08 -$ 5,730$
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Public Works Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $12,000)
0.00 -$ 6,219$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (11,949)$
STORMWATER MANGEMENT FUND (528) SUBTOTAL 0.08 -$ -$
UTILITIES ADMINISTRATION FUND (521)
Utilities Reclassification Deputy City Attorney to Assistant City Attorney
This action reclassifies two Deputy City Attorney positions to two Assistant City Attorney
positions. This will allow junior level attorneys the opportunity to work on higher level projects
and continue to grow with the City as their years and knowledge increase. The current salary of
the employees in these positions will not change as a result of this reclassification. (Ongoing
costs: $0)
0.00 -$ -$
Utilities Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $199,000)
0.00 -$ 102,808$
Various Employee Parking Permit Transfer to the University Avenue Parking Fund
This action appropriates $36,600 for the Utility Administration Fund's share of City employee
parking permit in the University Avenue Parking Fund. (Ongoing costs: $6,000)
0.00 -$ 6,298$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (109,106)$
UTILITIES ADMINISTRATION FUND (521) SUBTOTAL 0.00 -$ -$
Revenues
Department FTE Adjustment Adjustment
ENTERPRISE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
WASTEWATER TREATMENT FUND (526)
Public Works Gas Commodity Purchase/Utilities Allocated Charges
Expenses for gas commodity purchases increased by $7.7 million in the Gas Fund. This
adjustment is consistent with the preliminary gas supply forecast, which reflects fluctuating
market prices and anticipated demand. The City's cost of gas is budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments'
allocated charges are recommended. The impact to the General Fund in FY 2022 is
approximately $82,000; other funds $29,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $4,000)
0.00 -$ 4,039$
Public Works Sustainability and Climate Action Plan (S/CAP) Oversight Staffing
This action reclassifies a 0.75 FTE Management Analyst position to a 1.00 FTE Manager
Environmental Control Program and adds a 1.00 FTE Environmental Specialist position. These
positions will provide technical oversight and support of the Council priority S/CAP program. As
discussed at the December 13, 2021 Council meeting (CMR 13765) these positions will address
Council’s request and accelerate elements of S/CAP implementation and coordination as well
as additional work items, such as long-range sustainability planning, increased collaboration
with Department Heads, increased regional collaboration, developing and implementing the
Sustainability Impact Statement requested in the Council Motion, and evaluating the City’s
sustainability work through an equity lens. The costs for these positions will be spread over the
General Fund and Utility and Public Works Enterprise funds. (Ongoing costs: $85,000)
0.48 -$ 34,381$
Public Works Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $73,000)
0.00 -$ 37,631$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (76,051)$
WASTEWATER TREATMENT FUND (526) SUBTOTAL 0.48 -$ -$
Revenues
Department FTE Adjustment Adjustment
INTERNAL SERVICE FUNDS
GENERAL BENEFITS FUND (687)
Non-
Departmental
Charges to Other Funds / Healthcare and Pension Expense
This net-neutral action increases the estimate for charges to other funds by $0.8
million due to staffing restorations approved as part of the FY 2022 Adopted Budget (CMR
12307). During budget hearings, the Finance Committee and City Council recommended
significant adjustments to the FY 2022 Proposed Budget to restore staffing in Community,
Library, Public Safety, and Planning service areas and the administrative staff necessary to
support these functions. The General Benefits Fund acts as a pass-through for pension and
healthcare costs; therefore, this action increases expenditures by a corresponding amount.
(Ongoing costs: $0)
0.00 756,128$ 756,128$
Non-
Departmental
Supplemental Pension Contribution - Transfer from General Fund/Pension Expense
This action increases the revenue estimate and expense appropriation for additional
contributions to the City's irrevocable Section 115 Pension Trust Fund. This brings the total
contributions to $39.3 million ($26.1 million from the General Fund). Staff will work to true up
proportional contributions from other funds as part of the FY 2022 year-end process. (Ongoing
costs: $0)
0.00 2,000,000$ 2,000,000$
GENERAL BENEFITS FUND (687) SUBTOTAL - 756,128$ 756,128$
GENERAL LIABILITIES INSURANCE FUND (689)
Human
Resources
Umbrella Excess Liability Insurance Expense
This action increases the estimate for umbrella excess liability insurance to align
with higher than anticipated premium costs, from $2.8 million to $3.2 million. (Ongoing costs:
$0)
0.00 -$ 480,500$
Human
Resources
Property Loss Insurance Expense
This action increases the estimate for property loss insurance to align
with higher than anticipated premium costs, from $0.3 million to $0.5 million. (Ongoing costs:
$0)
0.00 -$ 220,225$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (700,725)$
GENERAL LIABILITIES INSURANCE FUND (689) SUBTOTAL 0.00 -$ -$
INFORMATION TECHNOLOGY FUND (682)
Information
Technology
Security and GIS Administration Staffing
This action appropriates $164,739 for 1.0 FTE Senior Technologist to perform network and
security administration, and 1.0 FTE Senior Technologist to manage the City's geographic
information system (GIS). (Ongoing costs: $406,000)
2.00 -$ 164,739$
Information
Technology
Security Software
This action appropriates $64,600 for the restoration of the data center cloud backup software,
CODE42, which improves security of staff technological devices and data. (Ongoing costs:
$65,000)
0.00 -$ 64,600$
Information
Technology
Citywide Geographinc Information System Licensing
This action appropriates $9,500 for an upgrade of the City's GIS license with FME Safe Software
to allow for multiple users in all City departments. (Ongoing costs: $15,000)
0.00 -$ 9,500$
Information
Technology
Public Records Management Software
This action adds $19,000 in contract expenses for the purchase and initial implementation of a
web-based program, Laserfiche, to serve as a searchable record repository for permanent City
generated records. Implementation will include a searchable, public-facing portal to enhance
public access to City and City council records." (Ongoing costs: $12,000)
0.00 $ - 18,770$
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Revenues
Department FTE Adjustment Adjustment
INTERNAL SERVICE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
Information
Technology
Agenda Management System Software
This action adds $15,000 in contract expenses to replace the City's current public meeting
agenda management system, "MinuteTraq", which is no longer supported. Staff has issued an
Request for Proposals and can implement the new system within FY 2022. The new system will
include workflows, publication, and record-management for all City public meetings. (Ongoing
costs: $30,000)
0.00 $ - 15,000$
Information
Technology
Information Technology Reinvestment Actions and Allocated Charges
This action increases expenses in the Information Technology Fund by $272,609 for staffing
support reinvestments, software, and licensing: 2.00 FTE Senior Technologists to provide
enhanced security/network management and GIS capacity, CODE42 software to improves
security of staff technological devices and data, FME Safe software to allow for multiple GIS
licenses in all City departments, Laserfiche software to serve as a searchable record repository
for permanent City generated records, and contract expenses to replace the City's current
public meeting agenda management system. This action also includes technical corrections for
direct allocations to the Planning and Development Services Department (PDS) to support
existing department-specific technology and the Police and Public Works Departments for
dedicated IT staff. With this adjustment, Development Services continues to be cost neutral.
The costs of these services are budgeted as allocated charges in citywide departments;
therefore, corresponding increases in various departments’ allocated charges for internal
services provided by the Information Technology Department are also recommended to offset
this expense. The impact to the General Fund in FY 2022 is $431,645, other funds is $164,923.
A detailed list of impacts by department and fund can be found in Attachment A, Exhibit 1.
(Ongoing costs: $528,000)
0.00 596,568$ -$
Information
Technology
Employee Parking Permit Transfer to the University Avenue Parking Fund
This action appropriates $36,600 for the Utility Administration Fund's share of City employee
parking permit in the University Avenue Parking Fund based on changes approved by Council in
CMR 11795. (Ongoing costs: $3,000)
0.00 -$ 2,820$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ 321,139$
INFORMATION TECHNOLOGY FUND (682) SUBTOTAL 2.00 596,568$ 596,568$
RETIREE HEALTH FUND (694)
Non-
Departmental
Supplemental Retiree Healthcare / Other Post Employment Benefit (OPEB) Contribution (for
the FY 2021 period)
This action aligns the expense appropriation for an additional planned contribution of $1.4
million ($0.9 million in the General Fund) to the City's California Employers' Retiree Benefit
Trust (CERBT) Fund. In May 2020, the City Council directed staff to budget retiree healthcare
costs at a more conservative 6.25 percent discount rate and transmit the additional amount as
a discretionary payment to the CERBT Fund (CMR 11284). Though additional funds were
collected from departments in FY 2021, the payment was not made to CERBT before the end of
the fiscal year. Subsequently, staff inadvertently recommended duplicate corrective actions to
appropriate funds for the FY 2021 payment to the CERBT; $1.4 million in the FY 2021 to 2022
Reappropriation process (CMR 12397) and $1.4 million in the first quarter (Q1) FY 2022 update
(CMR 13439). This action corrects that duplication and aligns the appropriation to the planned
contribution amount. (Ongoing costs: $0)
0.00 -$ (1,358,000)$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ 1,358,000$
RETIREE HEALTH FUND (694) SUBTOTAL 0.00 -$ -$
Revenues
Department FTE Adjustment Adjustment
INTERNAL SERVICE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
VEHICLE REPLACEMENT & MAINTENANCE FUND (681)
Public Works Gas Commodity Purchase/Utilities Allocated Charges
Expenses for gas commodity purchases increased by $7.7 million in the Gas Fund. This
adjustment is consistent with the preliminary gas supply forecast, which reflects fluctuating
market prices and anticipated demand. The City's cost of gas is budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments'
allocated charges are recommended. The impact to the General Fund in FY 2022 is
approximately $82,000; other funds $29,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $0)
0.00 -$ 20,694$
Public Works Emergency Repair and Replacement (VR-15001)
This action increases the Emergency Repair and Replacement capital project (VR-15001) to
fund the replacement of 2017 Ford Explorer for the Police Department that was totaled in an
accident in FY 2022. VR-15001 only has approximately $40,000 remaining in FY 2022 for any
additional emergency replacement or repair needs. This additional funding will allow Fleet Staff
to purchase a current year model replacement vehicle and return a vehicle to active status
more quickly while retaining funding for any other repair or replacement needs in FY 2022.
(Ongoing costs: $0)
0.00 -$ 75,000$
Public Works Code Enforcement Staffing
This action adds one Code Enforcement Officer position (1.00 FTE) to address code violations,
including leaf blower concerns by the community. As part of the October 25, 2021 Council
Meeting, a recommendation was made to return to Council as part of the Mid-Year Review to
add staff to address code enforcement. Additionally, this action adds one vehicle to the City's
fleet for the officer to be able to execute job duties. (Ongoing costs: $0)
0.00 40,000$ 40,000$
Public Works Cooperatively Owned Back-Up Generator (COBUG)
This action increases net expenses to the Electric Fund and decreases revenue to the Vehicle
Replacement and Maintenance (VRM) Fund for year two of the service contract for the
Cooperatively Owned Back-Up Generator (COBUG), as approved by City Council on June 6,
2021 (CMR 12055). Prior to the service contract, all standard maintenance was performed by
City staff and costs were budgeted as allocated charges from the VRM Fund. The current
service model includes a lower level of VRM activity, therefore adjustments include a contract
services expense increase and a decrease in allocated charges in the Electric Fund and a
corresponding revenue decrease in the VRM Fund. (Ongoing costs: 27,800)
0.00 (27,807)$ -$
Public Works Airport Fleet Tractor
This action adds funding to purchase a tractor at the Airport. The Airport is currently leasing a
tractor to maintain approximately 100 acres of land. Long term the cost of leasing a vehicle is
more expensive than purchasing a tractor, and legally the Airport is obligated by Federal
Aviation Administration standards to maintain the infields and movement areas to be kept free
from vegetation and debris in order to keep signs and lighting free from obstructions. This
action also recognizes federal grant funding to offset the cost of the vehicle. (Ongoing costs:
$0)
0.00 100,000$ 100,000$
Public Works Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $15,000)
0.00 -$ 8,090$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (131,591)$
VEHICLE REPLACEMENT & MAINTENANCE FUND (681) SUBTOTAL 0.00 112,193$ 112,193$
Revenues
Department FTE Adjustment Adjustment
INTERNAL SERVICE FUNDS
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
PRINT AND MAIL SERVICES FUND (683)
Administrative
Services
Information Technology Reinvestment Actions and Allocated Charges
Expenses for reinvestment actions in the Information Technology Fund cost approximately
$273,000 for staffing support for security/network managment and the City's Geographic
Information System (GIS), updated security software, new records management software, and
updated licensing requirements. The costs of these services are budgeted as allocated charges
in citywide departments and funds; therefore, corresponding increases in various departments’
allocated charges for internal services provided by the Information Technology Department are
recommended. For the General Fund, this action also includes technical corrections for direct
allocations to the Planning and Development Services Department (PDS) to support existing
department-specific technology ($324,000). The impact to the General Fund in FY 2022 is
approximately $432,000; other funds $165,000. A detailed list of impacts by department and
fund can be found in Attachment A, Exhibit 1. (Ongoing costs: $2,000)
0.00 -$ 971$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ (971)$
PRINT AND MAIL SERVICES FUND (683) SUBTOTAL 0.00 -$ -$
Revenues
Department FTE Adjustment Adjustment
SPECIAL REVENUE FUNDS
UNIVERSITY AVENUE PARKING FUND (236)
Office of
Transportation
Transfer from General Fund
This action recognizes $36,600 in revenue from the General Fund for it's share of City employee
parking permit in the University Avenue Parking Fund. (Ongoing savings: $37,000)
0.00 36,600$ -$
Office of
Transportation
Transfer from Utilities Administration Fund
This action recognizes $6,298 in revenue from the Utility Administration Fund for it's share of City
employee parking permit in the University Avenue Parking Fund. (Ongoing savings: $6,000)
0.00 6,298$ -$
Office of
Transportation
Transfer from Technology Fund
This action recognizes $2,820 in revenue from the Technology Fund for it's share of City employee
parking permit in the University Avenue Parking Fund. (Ongoing savings: $3,000)
0.00 2,820$ -$
Fund Balance Adjustment to Fund Balance
This action adjusts the fund balance to offset adjustments recommended in this report.
0.00 -$ 45,718$
UNIVERSITY AVENUE PARKING FUND (236) SUBTOTAL 0.00 45,718$ 45,718$
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
Expenses
ATTACHMENT A
ATTACHMENT A, EXHIBIT 1: Central Adjutments in Various Funds
Fund
Department/
Fund Title Revenue Expense Comments
General Fund Administrative
Services
Information Technology Adjustment $- $ 5,268 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund City Attorney Information Technology Adjustment $- $ 2,196 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund City Auditor Information Technology Adjustment $- $ 522 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund City Clerk Information Technology Adjustment $- $ 785 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund City Council Information Technology Adjustment $- $ 455 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund City Manager Information Technology Adjustment $- $ 1,991 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Community
Services
Information Technology Adjustment $- $ 17,867 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Community
Services
Utilities Commodity Purchase
Adjustments
$- $ 41,012 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
General Fund Fire Information Technology Adjustment $- $ 21,171 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Fire Utilities Commodity Purchase
Adjustments
$- $ 2,457 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
General Fund Human
Resources
Information Technology Adjustment $- $ 2,266 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Library Information Technology Adjustment $- $ 5,305 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Library Utilities Commodity Purchase
Adjustments
$- $ 4,076 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
General Fund Office of
Emergency
Services
Information Technology Adjustment $- $ 855 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Office of
Transportation
Information Technology Adjustment $- $ 1,200 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Planning and
Development
Services
Information Technology Adjustment $- $ 10,952 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Planning and
Development
Services
Information Technology Adjustment $- $ 323,769 Technical correction to technology allocated
charges.
General Fund Police Information Technology Adjustment $- $ 25,435 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
GENERAL FUND
Attachment A, Exhibit 1 page 1
ATTACHMENT A, EXHIBIT 1: Central Adjutments in Various Funds
Fund
Department/
Fund Title Revenue Expense Comments
CITY OF PALO ALTO
RECOMMENDED AMENDMENTS TO THE CITY MANAGER'S FY 2022 BUDGET
General Fund Police Information Technology Adjustment $- $ 211,034 Technical correction to technology allocated
charges.
General Fund Public Works Information Technology Adjustment $- $ 11,609 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
General Fund Public Works Information Technology Adjustment $- $ (211,034)Technical correction to technology allocated
charges.
General Fund Public Works Utilities Commodity Purchase
Adjustments
$- $ 34,701 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
$- $ 513,891
Airport
Enterprise Fund
530 Information Technology Adjustment $- $ 1,259 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Airport
Enterprise Fund
530 Utilities Commodity Purchase
Adjustments
$- $ 1,083 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
Electric Supply
Fund
513 Utilities Commodity Purchase
Adjustments
$- $ 1,416 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
Electric Fund 523 Utilities Commodity Purchase
Adjustments
$- $ 1,583 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
Refuse Fund 525 Information Technology Adjustment $- $ 7,945 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Stormwater
Management
Fund
528 Information Technology Adjustment $- $ 6,219 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Utilities
Administration
Fund
521 Information Technology Adjustment $- $ 102,808 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Wastewater
Treatment Fund
526 Information Technology Adjustment $- $ 37,631 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Wastewater
Treatment Fund
526 Utilities Commodity Purchase
Adjustments
$- $ 4,039 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
$- $ 163,982
Printing &
Mailing Services
Fund
683 Information Technology Adjustment $- $ 971 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Vehicle
Replacement &
Maintenance
Fd
681 Information Technology Adjustment $- $ 8,090 Adjustment to allocated charges for technology
services to align with mid-year restorations in
FY 2022.
Vehicle
Replacement &
Maintenance
Fd
681 Utilities Commodity Purchase
Adjustments
$- $ 20,694 Adjustment to allocated charges for gas
commodity purchase adjustment in FY 2022.
$- $ 29,755
TOTAL ADJUSTMENT $-$ 707,628
ENTERPRISE FUNDS SUBTOTAL
INTERNAL SERVICE FUNDS
INTERNAL SERVICE FUNDS SUBTOTAL
GENERAL FUND SUBTOTAL
ENTERPRISE FUNDS
Attachment A, Exhibit 1 page 2
ATTACHMENT B 1
Attachment B provides a comprehensive list of all staffing adjustments since FY 2022
budget adoption. A restated Table of Organization can be found below, which includes
all full-time adjustments. These changes include:
1.CMR 13439 Preliminary Q1 FY 2022 Financial Status in which 4.00 Full-Time Equivalent (FTE) were added:
a.2.00 FTE Assistant to the City Manager
b.1.00 FTE Administrative Associate III
c.1.00 FTE Communications Manager
2.CMR 13643 Staffing for Adequate Fire and Emergency Response (SAFER) Grant in
which 5.00 FTE Firefighters were added in the Fire Department;
3.CMR 13801 FY 2022 Mid-Year Budget Review in which net 11.00 FTE full-time and
0.94 FTE part-time positions are recommended. Position additions,
reclassifications and realignments include:
a.Reclassify 2.00 FTE Deputy City Attorney to 2.00 FTE Assistant City
Attorney
b.Add 0.75 FTE Junior Museum and Zoo Educator, offset by net 0.50 FTE
Instructor II - H part-time staffing eliminations
c.Add 0.48 FTE Arts & Sciences Professional I - H
d.Add 1.00 FTE Deputy Director of Technical Services
e.Add 1.00 FTE Human Resources Technician
f.Add 0.96 FTE Management Specialist, comprised of two 0.48 FTE positions
g.Add 2.00 FTE Senior Technologist
h.Reclassify 1.00 FTE Traffic Engineering-Lead to a 1.00 FTE Senior Engineer
i.Add 1.00 FTE Code Enforcement Officer
j.Add 1.00 FTE Environmental Specialist
k.Reclassify 0.75 FTE Management Analyst to a 1.00 FTE Manager Environmental Control Program
l.Reclassify 1.00 FTE Metering Technician to a 1.00 FTE Electric Project Coordinator
m.Add 3.00 FTE Electric Project Engineer, offset by the reduction of 1.00 FTE
Power Engineer
n.Add 1.00 FTE Utilities Program Services Manager
o.Add 1.00 FTE Senior Engineer
Attachment B
2 ATTACHMENT B
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
General Fund
Administrative Services
Account Specialist 4.63 4.63 3.13 4.13 1.00 31.9%
Account Specialist (Freeze)——1.50 —(1.50)(100.0)%
Account Specialist-Lead 3.45 3.45 3.45 3.45 ——%
Accountant 3.00 3.00 3.00 2.00 (1.00)(33.3)%
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Administrative Associate II 1.00 1.00 0.50 0.50 ——%
Administrative Associate II (Freeze)——0.50 —(0.50)(100.0)%
Administrative Associate III 1.00 1.00 1.00 1.00 ——%
Assistant Director Administrative Services 1.65 1.65 1.65 1.65 ——%
Buyer 1.00 1.00 1.00 2.00 1.00 100.0%
Chief Procurement Officer 1.00 1.00 1.00 1.00 ——%
Contracts Administrator 2.70 2.70 2.30 1.70 (0.60)(26.0)%
Contracts Administrator (Freeze)——0.40 —(0.40)(100.0)%
Director Administrative Services/CFO 0.80 0.80 0.80 0.80 ——%
Director Office of Management and Budget 1.00 1.00 —1.00 1.00 —%
Director Office of Management and Budget
(Freeze)
——1.00 —(1.00)(100.0)%
Management Analyst 1.00 2.00 2.00 2.00 ——%
Manager Budget 2.00 2.00 2.00 2.00 ——%
Manager Real Property 1.00 1.00 1.00 1.00 ——%
Manager Revenue Collections 0.62 0.62 0.62 0.62 ——%
Manager Treasury, Debt & Investments 0.60 0.60 0.60 0.60 ——%
Manager, Finance 1.00 1.00 1.00 1.00 ——%
Payroll Analyst 2.00 2.00 2.00 2.00 ——%
Performance Auditor II (Freeze)——1.00 —(1.00)(100.0)%
Senior Accountant 3.00 3.00 3.00 3.00 ——%
Senior Buyer 1.00 1.00 1.00 1.00 ——%
Senior Management Analyst 2.30 2.30 2.30 2.30 ——%
Storekeeper 1.00 1.00 1.00 1.00 ——%
Storekeeper-Lead 0.20 0.20 0.20 0.20 ——%
Warehouse Supervisor 0.20 0.20 0.20 0.20 ——%
Total Administrative Services 38.15 39.15 40.15 37.15 (3.00)(7.5)%
Attachment B
ATTACHMENT B 3
City Attorney
Assistant City Attorney***3.00 3.00 3.00 4.00 1.00 100.0%
Chief Assistant City Attorney 1.00 1.00 1.00 1.00 ——%
City Attorney 1.00 1.00 1.00 1.00 ——%
Claims Investigator 1.00 1.00 1.00 1.00 ——%
Deputy City Attorney***1.00 1.00 1.00 —(1.00)(100.0)%
Legal Fellow 1.00 1.00 0.50 1.00 0.50 100.0%
Legal Fellow (Freeze)——0.50 —(0.50)(100.0)%
Secretary to City Attorney 1.00 1.00 1.00 1.00 ——%
Senior Management Analyst 1.00 1.00 1.00 1.00 ——%
Total City Attorney 10.00 10.00 10.00 10.00 ——%
City Auditor
City Auditor 1.00 1.00 1.00 —(1.00)(100.0)%
Performance Auditor I 1.00 —————%
Performance Auditor II 1.00 2.00 ————%
Senior Performance Auditor 1.00 1.00 2.00 —(2.00)(100.0)%
Total City Auditor 4.00 4.00 3.00 —(3.00)(100.0)%
City Clerk
Administrative Associate III 2.00 2.00 2.00 2.00 ——%
Assistant City Clerk 1.00 1.00 1.00 1.00 ——%
City Clerk 1.00 1.00 1.00 1.00 ——%
Deputy City Clerk 1.00 1.00 1.00 1.00 ——%
Total City Clerk 5.00 5.00 5.00 5.00 ——%
City Manager
Administrative Assistant 1.00 2.00 2.00 2.00 ——%
Administrative Associate III 1.00 —————%
Assistant City Manager —1.00 1.00 1.00 ——%
Assistant City Manager/Utilities General
Manager
0.25 —————%
Assistant to the City Manager***2.00 2.00 1.00 3.00 2.00 200.0%
Assistant to the City Manager (Freeze)——1.00 —(1.00)(100.0)%
Chief Communications Officer 1.00 1.00 1.00 1.00 ——%
Chief Sustainability Officer 1.00 —————%
City Manager 1.00 1.00 1.00 1.00 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
4 ATTACHMENT B
Deputy City Manager 2.00 1.00 1.00 1.00 ——%
Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 ——%
Management Analyst 0.75 0.75 ————%
Manager Communications 1.00 1.00 1.00 1.00 ——%
Total City Manager 12.00 10.75 10.00 11.00 1.00 10.0%
Community Services
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Administrative Associate III 1.00 1.00 ————%
Administrative Associate III (Freeze)——1.00 —(1.00)(100.0)%
Assistant Director Community Services 2.00 2.00 1.00 1.00 ——%
Assistant Director Community Services (Freeze)——1.00 —(1.00)(100.0)%
Building Serviceperson 1.25 1.25 1.00 1.00 ——%
Building Serviceperson-Lead 0.60 0.60 0.60 0.60 ——%
Coordinator Recreation Programs 3.00 4.00 4.00 4.00 ——%
Director Community Services 1.00 1.00 1.00 1.00 ——%
Division Manager Open Space, Parks and Golf 1.00 1.00 ————%
Heavy Equipment Operator 0.07 0.07 0.07 —(0.07)(100.0)%
Inspector, Field Services 2.00 2.00 2.00 2.00 ——%
Junior Museum & Zoo Educator***3.60 3.60 3.25 4.00 0.75 23.1%
Junior Museum & Zoo Educator (Freeze)——0.35 —(0.35)(100.0)%
Management Analyst 1.00 1.00 1.00 1.00 ——%
Management Assistant 1.00 1.00 1.00 1.00 ——%
Manager Community Services 5.00 5.00 4.00 5.00 1.00 25.0%
Manager Community Services (Freeze)——1.00 —(1.00)(100.0)%
Manager Community Services Senior Program 4.00 4.00 4.00 4.00 ——%
Manager Human Services 1.00 1.00 1.00 1.00 ——%
Park Maintenance Person 6.00 6.00 6.00 6.00 ——%
Park Maintenance-Lead 1.00 1.00 1.00 1.00 ——%
Park Ranger 5.00 5.00 5.00 5.00 ——%
Parks/Golf Crew-Lead 2.00 2.00 2.00 2.00 ——%
Producer Arts/Science Program 11.00 11.00 10.25 11.00 0.75 (12.0)%
Producer Arts/Science Program (Freeze)——1.75 —(1.75)(100.0)%
Program Assistant I 8.00 8.00 3.00 3.00 ——%
Program Assistant I (Freeze)——4.00 —(4.00)(100.0)%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 5
Program Assistant II 4.00 3.00 4.00 4.00 ——%
Project Manager 0.10 0.10 0.10 0.10 ——%
Senior Management Analyst 1.00 1.00 1.00 1.00 ——%
Sprinkler System Representative 4.00 4.00 4.00 4.00 ——%
Superintendent Community Services 2.00 2.00 2.00 2.00 ——%
Superintendent Recreation 1.00 1.00 ————%
Superintendent Recreation (Freeze)——1.00 —(1.00)(100.0)%
Theater Specialist 2.00 2.00 2.00 2.00 ——%
WGW Heavy Equipment Operator ———0.07 0.07 —%
Total Community Services 75.62 75.62 75.37 67.77 (7.60)(10.1)%
Fire
40-Hour Training Battalion Chief 1.00 1.00 1.00 1.00 ——%
40-Hour Training Captain 1.00 1.00 —1.00 1.00 100.0%
40-Hour Training Captain (Freeze)——1.00 —(1.00)(100.0)%
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Administrative Associate II 2.20 2.20 1.20 2.20 1.00 83.3%
Administrative Associate II (Freeze)——1.00 —(1.00)(100.0)%
Battalion Chief 3.00 3.00 3.00 3.00 ——%
Business Analyst 0.80 0.80 0.80 0.80 ——%
Deputy Chief/Fire Marshal 0.05 0.05 0.05 0.05 ——%
Deputy Director Technical Services Division***0.20 0.20 —0.20 0.20 100.0%
Deputy Director Technical Services Division
(Freeze)
——0.20 —(0.20)(100.0)%
Deputy Fire Chief 2.00 2.00 2.00 1.00 (1.00)(50.0)%
Emergency Medical Service Director 1.00 1.00 1.00 1.00 ——%
Emergency Medical Services Data Specialist 1.00 1.00 1.00 1.00 ——%
Fire Apparatus Operator 26.00 26.00 26.00 26.00 ——%
Fire Captain 21.00 21.00 21.00 20.00 (1.00)(4.8)%
Fire Chief 1.00 1.00 1.00 1.00 ——%
Fire Fighter***34.00 34.00 29.00 34.00 5.00 17.2%
Fire Fighter (Freeze)——5.00 —(5.00)(100.0)%
Fire Inspector 0.80 0.80 0.40 0.40 ——%
Fire Inspector (Freeze)——0.40 —(0.40)(100.0)%
Geographic Information System Specialist 0.50 0.50 0.50 0.50 ——%
Hazardous Materials Inspector 0.30 0.30 0.30 0.30 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
6 ATTACHMENT B
Senior Management Analyst 1.00 1.00 1.00 1.00 ——%
Total Fire 97.85 97.85 97.85 95.45 (2.40)(2.5)%
Human Resources
Assistant Director Human Resources 1.00 1.00 1.00 1.00 ——%
Director Human Resources/CPO 1.00 1.00 1.00 1.00 ——%
Human Resources Representative 3.00 3.00 2.50 2.00 (0.50)(20.0)%
Human Resources Representative (Freeze)——0.50 —(0.50)(100.0)%
Human Resources Technician***4.00 4.00 3.50 4.00 0.50 14.3%
Human Resources Technician (Freeze)——0.50 —(0.50)(100.0)%
Manager Employee Benefits 1.00 1.00 1.00 1.00 ——%
Manager Employee Relations 1.00 1.00 1.00 1.00 ——%
Senior Human Resources Administrator 3.00 3.00 3.00 3.00 ——%
Senior Management Analyst 2.00 2.00 2.00 2.00 ——%
Total Human Resources 16.00 16.00 16.00 15.00 (1.00)(6.3)%
Library
Administrative Associate III 1.00 1.00 ————%
Administrative Associate III (Freeze)——1.00 —(1.00)(100.0)%
Assistant Director Library Services 1.00 1.00 ————%
Assistant Director Library Services (Freeze)——1.00 —(1.00)(100.0)%
Business Analyst 1.00 1.00 1.00 1.00 ——%
Coordinator Library Programs 1.00 1.00 1.00 1.00 ——%
Director Libraries 1.00 1.00 1.00 1.00 ——%
Division Head Library Services 1.00 1.00 1.00 1.00 ——%
Librarian 7.00 6.00 6.00 6.00 ——%
Library Associate 7.00 7.00 6.00 6.00 ——%
Library Associate (Freeze)——1.00 —(1.00)(100.0)%
Library Specialist 11.50 11.50 10.50 10.50 ——%
Library Specialist (Freeze)——1.00 —(1.00)(100.0)%
Management Analyst 1.00 1.00 1.00 1.00 ——%
Manager Library Services 4.00 3.00 3.00 3.00 ——%
Senior Librarian 9.00 8.00 6.00 6.00 ——%
Senior Librarian (Freeze)——2.00 —(2.00)(100.0)%
Supervising Librarian 2.00 4.00 4.00 4.00 ——%
Total Library 47.50 46.50 46.50 40.50 (6.00)(12.9)%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 7
Office of Emergency Services
Director Office of Emergency Services 1.00 1.00 1.00 1.00 ——%
Office of Emergency Services Coordinator 1.00 1.00 1.00 1.00 ——%
Program Assistant II 1.00 1.00 ————%
Program Assistant II (Freeze)——1.00 —(1.00)(100.0)%
Total Office of Emergency Services 3.00 3.00 3.00 2.00 (1.00)(33.3)%
Office of Transportationb
Administrative Assistant —0.50 0.50 0.60 0.10 20.0%
Administrative Associate III 0.30 —————%
Associate Engineer 0.65 0.30 0.30 0.35 0.05 16.7%
Associate Planner 0.24 0.30 0.45 0.40 (0.05)(11.1)%
Chief Transportation Official 0.55 0.70 0.70 0.70 ——%
Coordinator Transportation Systems
Management
0.74 1.25 1.25 0.65 (0.60)(48.0)%
Management Analyst 0.02 0.50 0.50 0.50 ——%
Parking Operations-Lead 0.10 ——0.05 0.05 —%
Project Engineer 0.50 0.45 0.45 0.25 (0.20)(44.4)%
Senior Engineer***—0.20 0.20 0.55 0.35 175.0%
Senior Planner 0.28 0.50 0.50 0.15 (0.35)(70.0)%
Traffic Engineering-Lead***0.65 0.35 0.35 —(0.35)100.0%
Transportation Planning Manager 0.36 1.15 1.15 1.00 (0.15)(13.0)%
Total Office of Transportation 4.39 6.20 6.35 5.20 (1.15)(18.1)%
Planning and Development Servicesc
Administrative Assistant 2.00 1.00 1.00 1.00 ——%
Administrative Associate I 1.00 1.00 1.00 1.00 ——%
Administrative Associate II 2.80 2.80 2.80 2.80 ——%
Administrative Associate III***3.29 4.00 4.00 4.00 ——%
Assistant Chief Building Official 1.00 1.00 1.00 1.00 ——%
Assistant Director PCE 1.00 1.00 1.00 1.00 ——%
Associate Engineer 0.02 0.22 0.20 —(0.20)(100.0)%
Associate Planner 3.03 3.15 3.00 3.25 0.25 8.3%
Building Inspector Specialist 4.00 4.00 6.00 6.00 ——%
Building/Planning Technician 3.00 3.00 2.00 2.00 ——%
Building/Planning Technician (Freeze)——1.00 —(1.00)(100.0)%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
8 ATTACHMENT B
Business Analyst 1.00 —————%
Chief Building Official 1.00 1.00 1.00 1.00 ——%
Chief Planning Official 1.00 1.00 1.00 1.00 ——%
Chief Transportation Official 0.09 —————%
Code Enforcement Officer***2.00 2.00 —1.00 1.00 100.0%
Code Enforcement Officer (Freeze)——2.00 —(2.00)(100.0)%
Code Enforcement-Lead 1.00 1.00 1.00 1.00 ——%
Deputy Chief/Fire Marshal 0.80 0.80 0.80 0.80 ——%
Development Project Coordinator II 2.00 2.00 2.00 2.00 ——%
Development Project Coordinator III 3.00 3.00 3.00 3.00 ——%
Development Services Director 1.00 —————%
Director Planning/Community Environment 1.00 1.00 1.00 1.00 ——%
Engineer 0.64 0.64 0.52 0.52 ——%
Engineering Technician III 1.78 1.78 1.50 1.50 ——%
Fire Inspector 3.20 3.20 1.60 1.60 ——%
Fire Inspector (Freeze)——1.60 —(1.60)(100.0)%
Hazardous Materials Inspector 1.60 1.60 1.60 1.60 ——%
Industrial Waste Inspector 0.01 0.01 ————%
Industrial Waste Investigator 0.35 0.35 0.35 0.35 ——%
Inspector, Field Services 0.68 0.68 0.68 0.68 ——%
Landscape Architect Park Planner 0.50 0.50 0.50 0.50 ——%
Management Analyst 1.79 0.01 ————%
Manager Development Center 1.00 —————%
Manager Environmental Control Program 0.10 0.10 ————%
Manager Planning 3.00 5.00 4.00 4.00 ——%
Manager Urban Forestry 0.04 0.04 ————%
Planner 4.00 4.00 4.00 4.00 ——%
Planning Division Manager 1.00 —————%
Principal Management Analyst —1.00 ————%
Principal Planner 1.00 2.00 1.00 1.00 ——%
Principal Planner (Freeze)——1.00 —(1.00)(100.0)%
Program Assistant —1.00 ————%
Program Assistant I (Freeze)——1.00 —(1.00)(100.0)%
Project Engineer 0.33 0.13 0.10 —(0.10)(100.0)%
Senior Business Analyst —1.00 1.00 1.00 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 9
Senior Engineer***0.46 0.46 0.40 0.45 0.05 12.5%
Senior Industrial Waste Investigator 0.01 0.01 ————%
Senior Management Analyst 1.88 2.00 2.00 2.00 ——%
Senior Planner 3.60 3.60 2.60 3.65 1.05 40.0%
Senior Planner (Freeze)——1.00 —(1.00)(100.0)%
Supervisor Inspection and Surveying 0.27 0.27 0.25 0.25 ——%
Traffic Engineering-Lead***—0.10 0.10 —(0.10)(100.0)%
Transportation Planning Manager 0.05 ——0.05 0.05 —%
Total Planning and Development Services 62.32 62.45 61.60 56.00 (5.60)(9.1)%
Police
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Administrative Associate II 3.00 3.00 2.00 2.00 ——%
Administrative Associate II (Freeze)——1.00 —(1.00)(100.0)%
Animal Control Officer 3.00 3.00 2.00 2.00 ——%
Animal Control Officer (Freeze)——1.00 —(1.00)(100.0)%
Animal Control Officer-Lead 1.00 1.00 1.00 1.00 ——%
Animal Services Specialist II 2.00 —————%
Assistant Police Chief 1.00 1.00 1.00 1.00 ——%
Business Analyst 1.20 1.20 1.20 1.20 ——%
Code Enforcement Officer 1.00 1.00 1.00 1.00 ——%
Communications Manager 1.00 1.00 ————%
Communications Manager (Freeze)——1.00 —(1.00)(100.0)%
Communications Technician 1.00 1.00 ————%
Communications Technician (Freeze)——1.00 —(1.00)(100.0)%
Community Service Officer 7.50 7.50 5.63 5.63 ——%
Community Service Officer (Freeze)——1.87 —(1.87)(100.0)%
Court Liaison Officer 1.00 1.00 1.00 1.00 ——%
Crime Analyst 1.00 1.00 1.00 1.00 ——%
Deputy Director Technical Services Division***0.80 0.80 —0.80 0.80 100.0%
Deputy Director Technical Services Division
(Freeze)
——0.80 —(0.80)(100.0)%
Geographic Information System Specialist 0.50 0.50 0.50 0.50 ——%
Police Agent 19.00 19.00 19.00 19.00 ——%
Police Captain 2.00 2.00 2.00 2.00 ——%
Police Chief 1.00 1.00 1.00 1.00 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
10 ATTACHMENT B
Police Lieutenant 5.00 5.00 4.00 4.00 ——%
Police Lieutenant (Freeze)——1.00 —(1.00)(100.0)%
Police Officer 50.00 50.00 39.00 39.00 ——%
Police Officer (Freeze)——11.00 —(11.00)(100.0)%
Police Records Specialist II 6.00 6.00 6.00 6.00 ——%
Police Records Specialist-Lead 1.00 1.00 1.00 1.00 ——%
Police Sergeant 14.00 14.00 14.00 14.00 ——%
Program Assistant II 1.00 1.00 1.00 1.00 ——%
Property Evidence Technician 2.00 2.00 2.00 2.00 ——%
Public Safety Communications Manager***1.00 1.00 —1.00 1.00 100.0%
Public Safety Communications Manager
(Freeze)
——1.00 —(1.00)(100.0)%
Public Safety Dispatcher 16.00 16.00 12.00 12.00 ——%
Public Safety Dispatcher (Freeze)——4.00 —(4.00)(100.0)%
Public Safety Dispatcher-Lead 4.00 4.00 4.00 4.00 ——%
Public Safety Program Manager 2.00 2.00 2.00 1.00 (1.00)(50.0)%
Senior Management Analyst 1.00 1.00 1.00 1.00 ——%
Superintendent Animal Services 1.00 —————%
Veterinarian 1.00 —————%
Veterinarian Technician 2.00 —————%
Total Police 155.00 149.00 149.00 126.13 (22.87)(15.3)%
Public Works
Administrative Assistant 1.00 1.00 1.00 0.50 (0.50)(50.0)%
Administrative Associate I 0.60 0.10 0.10 —(0.10)(100.0)%
Administrative Associate II 2.65 2.65 2.65 2.65 ——%
Administrative Associate III 0.01 0.01 0.01 —(0.01)(100.0)%
Assistant Director Public Works 0.87 0.73 0.73 0.73 ——%
Associate Engineer 0.30 —————%
Building Serviceperson-Lead 1.00 1.00 1.00 1.00 ——%
Cement Finisher 2.00 2.00 2.00 2.00 ——%
Cement Finisher-Lead 0.26 0.26 0.26 0.26 ——%
Coordinator Public Works Projects 1.50 1.50 1.50 1.50 ——%
Director Public Works/City Engineer 1.00 1.00 1.00 1.00 ——%
Electrician 0.80 0.80 0.80 0.80 ——%
Engineer 0.66 0.36 0.48 0.48 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 11
Engineering Technician III 1.47 1.47 1.75 1.75 ——%
Environmental Specialist***———0.33 0.33 100.0%
Equipment Operator 2.46 2.46 2.46 2.46 ——%
Facilities Carpenter 1.00 1.00 1.00 1.00 ——%
Facilities Maintenance-Lead 1.85 1.85 1.85 1.85 ——%
Facilities Painter 1.75 1.75 1.75 1.75 ——%
Facilities Technician 4.05 4.05 4.05 4.05 ——%
Heavy Equipment Operator 2.33 2.33 2.33 2.10 (0.23)(9.9)%
Heavy Equipment Operator-Lead 0.85 0.85 0.85 0.85 ——%
Inspector, Field Services 0.11 0.11 0.11 0.11 ——%
Landscape Architect Park Planner 0.60 0.60 0.60 0.60 ——%
Management Analyst***0.70 0.70 1.45 0.70 (0.75)51.7%
Manager Environmental Control Program***———0.33 0.33 100.0%
Manager Facilities 0.90 0.90 0.90 0.90 ——%
Manager Maintenance Operations 1.20 1.20 1.20 1.20 ——%
Manager Urban Forestry 0.96 0.96 1.00 1.00 ——%
Manager Watershed Protection 0.05 0.05 0.05 0.05 ——%
Project Engineer 0.50 —————%
Project Manager 2.65 2.65 2.00 2.00 ——%
Project Manager (Freeze)——0.65 —(0.65)(100.0)%
Senior Engineer 0.79 0.59 0.60 0.60 ——%
Senior Management Analyst 1.11 1.11 1.11 1.11 ——%
Senior Project Manager 0.10 —————%
Supervisor Inspection and Surveying 0.10 0.10 0.10 0.10 ——%
Surveyor, Public Works 0.33 0.33 0.33 0.33 ——%
Traffic Controller Maintainer I 1.94 1.94 1.94 1.94 ——%
Traffic Controller Maintainer II 2.00 2.00 2.00 1.00 (1.00)(50.0)%
Tree Maintenance Person 1.00 1.00 1.00 1.00 ——%
Tree Trim/Line Clear 7.00 7.00 7.00 7.00 ——%
Tree Trim/Line Clear-Lead 1.00 1.00 1.00 1.00 ——%
WGW Heavy Equipment Operator ———0.23 0.23 —%
Total Public Works 51.45 49.41 50.61 48.26 (2.35)(4.6)%
Total General Fund 582.28 574.93 574.43 519.46 (54.97)(9.6)%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
12 ATTACHMENT B
Enterprise Fund
Public Works
Account Specialist 0.30 0.30 0.30 —(0.30)(100.0)%
Accountant 0.40 0.40 0.40 0.70 0.30 75.0%
Administrative Associate I 0.10 0.10 0.10 —(0.10)(100.0)%
Administrative Associate II 2.15 2.15 2.15 2.15 ——%
Administrative Associate III 0.10 0.10 0.10 0.20 0.10 100.0%
Assistant Director Public Works 1.30 1.30 1.30 1.30 ——%
Assistant Manager WQCP 2.00 2.00 2.00 2.00 ——%
Associate Engineer 2.99 2.99 3.00 3.00 ——%
Chemist 3.00 3.00 3.00 2.00 (1.00)(33.3)%
Deputy Chief/Fire Marshal 0.07 0.07 0.07 0.07 ——%
Electrician 3.00 3.00 3.00 3.00 ——%
Electrician-Lead 2.00 2.00 2.00 2.00 ——%
Engineer 0.90 0.90 0.90 0.90 ——%
Engineering Technician III 0.25 0.25 0.25 0.25 ——%
Environmental Specialist***2.00 2.00 2.00 2.33 0.33 16.5%
Equipment Operator 0.54 0.54 0.54 0.54 ——%
Facilities Maintenance Lead 1.00 1.00 1.00 1.00 ——%
Facilities Technician 1.50 1.50 1.50 1.50 ——%
Hazardous Materials Inspector 0.04 0.04 0.04 0.04 ——%
Heavy Equipment Operator 0.90 0.90 0.90 0.90 ——%
Heavy Equipment Operator-Lead 1.15 1.15 1.15 1.15 ——%
Industrial Waste Inspector 2.99 2.99 3.00 3.00 ——%
Industrial Waste Investigator 1.15 1.15 1.15 1.15 ——%
Laboratory Technician WQC 3.00 3.00 3.00 3.00 ——%
Landfill Technician 1.00 1.00 1.00 1.00 ——%
Management Analyst 2.30 2.30 2.30 2.30 ——%
Manager Airport 1.00 1.00 1.00 1.00 ——%
Manager Environmental Control Program***4.90 4.90 5.00 5.33 0.33 6.6%
Manager Laboratory Services 1.00 1.00 1.00 1.00 ——%
Manager Maintenance Operations 1.96 1.96 1.96 1.96 ——%
Manager Solid Waste 1.00 1.00 1.00 1.00 ——%
Manager Water Quality Control Plant 1.00 1.00 1.00 1.00 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 13
Manager Watershed Protection 0.95 0.95 0.95 0.95 ——%
Plant Mechanic 7.00 7.00 7.00 7.00 ——%
Program Assistant I 1.00 1.00 1.00 1.00 ——%
Program Assistant II 2.00 2.00 2.00 2.00 ——%
Project Engineer 1.83 1.83 1.83 1.83 ——%
Project Manager 1.35 1.35 1.35 1.35 ——%
Senior Accountant 0.30 0.30 0.30 0.30 ——%
Senior Buyer 1.00 1.00 1.00 1.00 ——%
Senior Chemist 1.00 1.00 1.00 2.00 1.00 100.0%
Senior Engineer 3.76 3.76 3.76 3.76 ——%
Senior Industrial Waste Investigator 0.99 0.99 1.00 1.00 ——%
Senior Management Analyst 0.21 0.21 0.21 0.21 ——%
Senior Mechanic 1.00 1.00 1.00 1.00 ——%
Senior Operator WQC 6.00 6.00 6.00 6.00 ——%
Senior Technologist 1.00 1.00 1.00 1.00 ——%
Storekeeper 1.00 1.00 1.00 1.00 ——%
Street Maintenance Assistant 1.00 1.00 1.00 1.00 ——%
Street Sweeper Operator 1.63 1.63 1.63 1.63 ——%
Supervisor WQCP Operations 3.00 3.00 3.00 3.00 ——%
Surveyor, Public Works 0.12 0.12 0.12 0.12 ——%
Technologist 1.00 1.00 1.00 1.00 ——%
Traffic Controller Maintainer I 0.06 0.06 0.06 0.06 ——%
WQC Plant Operator II 16.00 16.00 16.00 16.00 ——%
Zero Waste Coordinator 1.00 1.00 1.00 1.00 ——%
Total Public Works 101.19 101.19 101.32 101.98 0.66 0.7%
Utilities
Account Specialist 1.70 1.70 1.70 1.00 (0.70)(41.2)%
Accountant 0.60 0.60 0.60 1.30 0.70 116.7%
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Administrative Associate II 7.00 6.00 6.00 6.00 ——%
Assistant City Attorney***———1.00 1.00 100.0%
Assistant City Manager/Utilities General
Manager
0.75 —————%
Assistant Director Administrative Services 0.25 0.25 0.25 0.25 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
14 ATTACHMENT B
Assistant Director Utilities Customer Support
Services
1.00 1.00 1.00 1.00 ——%
Assistant Director Utilities Engineering 1.00 1.00 —1.00 1.00 100.0%
Assistant Director Utilities Engineering (Freeze)——1.00 —(1.00)(100.0)%
Assistant Director Utilities Operations 1.00 1.00 1.00 1.00 ——%
Assistant Director Utilities/Resource
Management
1.00 1.00 1.00 1.00 ——%
Business Analyst 6.00 6.00 5.00 6.00 1.00 20.0%
Business Analyst (Freeze)——1.00 —(1.00)(100.0)%
Cathodic Protection Technician Assistant 1.00 1.00 1.00 1.00 ——%
Cathodic Technician 1.00 1.00 1.00 1.00 ——%
Cement Finisher 2.00 2.00 2.00 2.00 ——%
Contracts Administrator 0.70 0.70 0.70 0.70 ——%
Coordinator Utilities Projects***6.00 6.00 6.00 7.00 1.00 16.7%
Customer Service Representative 7.00 7.00 7.00 7.00 ——%
Customer Service Specialist 2.00 2.00 2.00 2.00 ——%
Customer Service Specialist-Lead 2.00 2.00 2.00 2.00 ——%
Deputy Chief/Fire Marshal 0.08 0.08 0.08 0.08 ——%
Deputy City Attorney***1.00 1.00 1.00 —(1.00)(100.0)%
Director Administrative Services/CFO 0.20 0.20 0.20 0.20 ——%
Electric Heavy Equipment Operator ——2.00 2.00 ——%
Electric Project Engineer***2.00 4.00 4.00 7.00 3.00 75.0%
Electric Underground Inspector 2.00 2.00 2.00 2.00 ——%
Electric Underground Inspector-Lead 1.00 1.00 1.00 1.00 ——%
Electrical Equipment Technician 1.00 1.00 1.00 1.00 ——%
Electrician Assistant I 3.00 3.00 3.00 3.00 ——%
Engineer 4.00 4.00 4.00 4.00 ——%
Engineering Manager - Electric 1.00 1.00 1.00 1.00 ——%
Engineering Manager - WGW 1.00 1.00 1.00 1.00 ——%
Engineering Technician III 3.00 3.00 3.00 3.00 ——%
Environmental Specialist***———0.34 0.34 100.0%
Gas and Water Meter Measurement and
Control Technician
4.00 4.00 4.00 4.00 ——%
Gas and Water Meter Measurement and
Control Technician - Lead
1.00 1.00 1.00 1.00 ——%
Hazardous Materials Inspector 0.06 0.06 0.06 0.06 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 15
Heavy Equipment Operator 6.70 6.70 ————%
Heavy Equipment Operator - Install/Repair 4.00 4.00 4.00 4.00 ——%
Human Resources Representative ———1.00 1.00 —%
Industrial Waste Investigator 0.50 0.50 0.50 0.50 ——%
Inspector, WGW Utilities Field Services 5.00 5.00 5.00 5.00 ——%
Lineperson/Cable Specialist 11.00 11.00 10.00 10.00 ——%
Lineperson/Cable Specialist-Lead 4.00 4.00 4.00 4.00 ——%
Maintenance Mechanic-Welding 2.00 2.00 2.00 2.00 ——%
Manager Communications 1.00 1.00 1.00 1.00 ——%
Manager Customer Service 1.00 1.00 1.00 1.00 ——%
Manager Electric Operations 1.00 1.00 1.00 1.00 ——%
Manager Environmental Control Program***———0.34 0.34 100.0%
Manager Treasury, Debt & Investments 0.40 0.40 0.40 0.40 ——%
Manager Utilities Compliance 1.00 1.00 1.00 1.00 ——%
Manager Utilities Credit & Collection 1.00 1.00 1.00 1.00 ——%
Manager Utilities Operations WGW 1.00 1.00 1.00 1.00 ——%
Manager Utilities Program Services***1.00 1.00 1.00 2.00 1.00 50.0%
Manager Utilities Strategic Business 1.00 1.00 1.00 1.00 ——%
Manager Utilities Telecommunications 1.00 1.00 1.00 1.00 ——%
Meter Reader 6.00 6.00 6.00 6.00 ——%
Meter Reader-Lead 1.00 1.00 1.00 1.00 ——%
Metering Technician***3.00 3.00 3.00 2.00 (1.00)(33.3)%
Metering Technician-Lead 1.00 1.00 1.00 1.00 ——%
Offset Equipment Operator 0.48 0.48 0.48 0.48 ——%
Overhead Underground Troubleman 2.00 2.00 2.00 2.00 ——%
Power Engineer***3.00 1.00 1.00 —(1.00)(100.0)%
Principal Business Analyst 1.00 1.00 1.00 1.00 ——%
Program Assistant I 1.50 1.50 1.50 1.50 ——%
Program Assistant II —1.00 1.00 1.00 ——%
Project Engineer 5.00 5.00 5.00 5.00 ——%
Project Manager 0.75 0.75 0.75 0.75 ——%
Resource Planner 6.00 5.00 5.00 5.00 ——%
Restoration Lead 1.00 1.00 1.00 1.00 ——%
SCADA Technologist 2.00 2.00 2.00 2.00 ——%
Senior Accountant 0.70 0.70 0.70 0.70 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
16 ATTACHMENT B
Senior Business Analyst 3.00 3.00 3.00 3.00 ——%
Senior Electrical Engineer 4.00 4.00 4.00 5.00 1.00 25.0%
Senior Engineer***5.00 5.00 5.00 6.00 1.00 20.0%
Senior Management Analyst 0.70 0.70 0.70 0.70 ——%
Senior Mechanic 1.00 1.00 1.00 1.00 ——%
Senior Performance Auditor 1.00 1.00 1.00 —(1.00)(100.0)%
Senior Resource Planner 6.00 6.50 6.50 6.50 ——%
Senior Utilities Field Service Representative 1.00 1.00 1.00 1.00 ——%
Senior Water Systems Operator 2.00 2.00 2.00 2.00 ——%
Storekeeper 1.00 1.00 1.00 1.00 ——%
Storekeeper-Lead 0.80 0.80 0.80 0.80 ——%
Street Light, Traffic Signal & Fiber Technician 5.00 5.00 5.00 5.00 ——%
Street Light, Traffic Signal & Fiber-Lead 2.00 2.00 2.00 2.00 ——%
Substation Electrician 6.00 6.00 5.00 6.00 1.00 20.0%
Substation Electrician (Freeze)——1.00 —(1.00)(100.0)%
Substation Electrician-Lead 2.00 2.00 2.00 2.00 ——%
Supervising Electric Project Engineer 1.00 1.00 1.00 —(1.00)(100.0)%
Sustainability Programs Administrator ———4.00 4.00 —%
Tree Maintenance Person 1.00 1.00 1.00 1.00 ——%
Utilities Chief Operating Officer 1.00 1.00 —1.00 1.00 100.0%
Utilities Chief Operating Officer (Freeze)——1.00 —(1.00)(100.0)%
Utilities Compliance Technician 2.00 2.00 3.00 3.00 ——%
Utilities Compliance Technician-Lead 1.00 1.00 1.00 1.00 ——%
Utilities Credit/Collection Specialist 2.00 2.00 2.00 2.00 ——%
Utilities Director —1.00 1.00 1.00 ——%
Utilities Engineer Estimator 5.00 5.00 5.00 5.00 ——%
Utilities Field Services Representative 5.00 5.00 5.00 5.00 ——%
Utilities Install Repair-Lead-Welding Certified 2.00 2.00 2.00 2.00 ——%
Utilities Install Repair-Welding Certified 3.00 3.00 3.00 3.00 ——%
Utilities Install/Repair 10.00 10.00 10.00 10.00 ——%
Utilities Install/Repair Assistant 1.00 1.00 1.00 1.00 ——%
Utilities Install/Repair-Lead 5.00 5.00 5.00 5.00 ——%
Utilities Key Account Representative 3.00 3.00 3.00 3.00 ——%
Utilities Locator 3.00 3.00 3.00 3.00 ——%
Utilities Marketing Program Administrator 3.00 4.00 4.00 —(4.00)(100.0)%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 17
Utilities Safety Officer 1.00 1.00 1.00 1.00 ——%
Utilities Supervisor 12.00 12.00 11.00 12.00 1.00 100.0%
Utilities Supervisor (Freeze)——1.00 —(1.00)(100.0)%
Utilities System Operator 5.00 5.00 5.00 5.00 ——%
Utility Engineering Estimator - Lead 1.00 1.00 1.00 1.00 ——%
Warehouse Supervisor 0.80 0.80 0.80 0.80 ——%
Water System Operator II 4.00 4.00 4.00 4.00 ——%
WGW Heavy Equipment Operator ——4.70 4.70 ——%
Total Utilities 256.67 257.42 257.42 262.10 4.68 1.8%
Total Enterprise Fund 357.86 358.61 358.74 364.08 5.34 1.5%
Other Funds
Capital Project Fund
Administrative Assistant —0.15 0.15 0.65 0.50 333.3%
Administrative Associate I 0.80 0.80 0.80 —(0.80)(100.0)%
Administrative Associate III 1.09 0.89 0.89 0.80 (0.09)(10.1)%
Assistant Director Public Works 0.58 0.72 0.72 0.72 ——%
Associate Engineer 3.04 2.49 1.50 1.65 0.15 10.0%
Associate Engineer (Freeze)——1.00 —(1.00)(100.0)%
Associate Planner 0.31 0.30 0.30 0.35 0.05 16.7%
Building Serviceperson 0.75 0.75 1.00 1.00 ——%
Building Serviceperson-Lead 1.40 1.40 1.40 1.40 ——%
Cement Finisher-Lead 0.74 0.74 0.74 0.74 ——%
Chief Transportation Official 0.36 0.30 0.30 0.30 ——%
Contracts Administrator 0.60 0.60 0.60 0.60 ——%
Coordinator Public Works Projects 1.30 1.30 1.30 1.30 ——%
Coordinator Transportation Systems
Management
0.76 0.75 0.75 1.35 0.60 80.0%
Engineer 2.80 3.10 2.10 2.10 ——%
Engineer (Freeze)——1.00 —(1.00)(100.0)%
Engineering Technician III 0.50 0.50 0.50 0.50 ——%
Facilities Technician 1.50 1.50 1.50 1.50 ——%
Inspector, Field Services 1.21 1.21 1.21 1.21 ——%
Landscape Architect Park Planner 0.90 0.90 0.90 0.90 ——%
Management Analyst 0.82 0.94 0.95 0.95 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
18 ATTACHMENT B
Manager Facilities 0.10 0.10 0.10 0.10 ——%
Manager Maintenance Operations 0.65 0.65 0.65 0.65 ——%
Parking Operations-Lead 0.35 0.40 0.40 0.30 (0.10)(25.0)%
Project Engineer 6.84 7.59 7.62 7.92 0.30 3.9%
Project Manager 1.15 1.15 0.80 0.80 ——%
Project Manager (Freeze)——0.35 —(0.35)(100.0)%
Senior Engineer***1.99 2.99 4.04 4.64 0.60 14.9%
Senior Management Analyst 0.72 0.60 0.60 0.60 ——%
Senior Planner 0.72 0.50 0.50 0.80 0.30 60.0%
Senior Project Manager 0.90 1.00 ————%
Supervisor Inspection and Surveying 0.63 0.63 0.65 0.65 ——%
Surveyor, Public Works 0.55 0.55 0.55 0.55 ——%
Traffic Engineering-Lead***0.35 0.55 0.55 —(0.55)(100.0)%
Transportation Planning Manager 0.35 0.35 0.35 0.45 0.10 28.6%
Total Capital Project Fund 34.76 36.40 36.77 35.48 (1.29)(3.5)%
Printing and Mailing Services
Manager Revenue Collections 0.10 0.10 0.10 0.10 ——%
Offset Equipment Operator 1.52 1.52 1.52 1.52 ——%
Total Printing and Mailing Services 1.62 1.62 1.62 1.62 ——%
Special Revenue Funds
Account Specialist 1.87 1.87 1.37 1.37 ——%
Account Specialist (Freeze)——0.50 —(0.50)(100.0)%
Account Specialist-Lead 0.55 0.55 0.55 0.55 ——%
Administrative Assistant —0.35 0.35 0.25 (0.10)(28.6)%
Administrative Associate II 0.20 0.20 0.20 0.20 ——%
Administrative Associate III 0.21 —————%
Associate Planner 0.42 0.25 0.25 —(0.25)(100.0)%
Community Service Officer 0.50 0.50 0.37 0.37 ——%
Community Service Officer (Freeze)——0.13 —(0.13)(100.0)%
Coordinator Public Works Projects 0.20 0.20 0.20 0.20 ——%
Electrician 0.20 0.20 0.20 0.20 ——%
Facilities Maintenance-Lead 0.15 0.15 0.15 0.15 ——%
Facilities Painter 0.25 0.25 0.25 0.25 ——%
Facilities Technician 0.45 0.45 0.45 0.45 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
ATTACHMENT B 19
Management Analyst 0.17 0.35 0.35 0.35 ——%
Manager Community Services Senior Program 1.00 1.00 1.00 1.00 ——%
Manager Maintenance Operations 0.19 0.19 0.19 0.19 ——%
Manager Revenue Collections 0.28 0.28 0.28 0.28 ——%
Parking Operations-Lead 0.55 0.60 0.60 0.65 0.05 8.3%
Senior Planner 0.40 0.40 0.40 0.40 ——%
Street Maintenance Assistant 2.00 2.00 2.00 2.00 ——%
Street Sweeper Operator 0.37 0.37 0.37 0.37 ——%
Transportation Planning Manager 0.24 0.50 0.50 0.50 ——%
Total Special Revenue Funds 10.20 10.66 10.66 9.73 (0.93)(8.7)%
Technology Fund
Administrative Assistant 1.00 1.00 1.00 1.00 ——%
Assistant Director Administrative Services 0.10 0.10 0.10 0.10 ——%
Business Analyst 1.00 1.00 1.00 1.00 ——%
Desktop Technician 6.00 6.00 6.00 6.00 ——%
Director Information Technology/CIO 1.00 1.00 —1.00 1.00 100.0%
Director Information Technology/CIO (Freeze)——1.00 —(1.00)(100.0)%
Manager Information Technology 3.00 3.00 3.00 3.00 ——%
Manager Information Technology Security 1.00 1.00 1.00 —(1.00)(100.0)%
Principal Business Analyst 1.00 1.00 1.00 —(1.00)(100.0)%
Senior Business Analyst 2.00 2.00 2.00 2.00 ——%
Senior Management Analyst 1.00 1.00 1.00 1.00 ——%
Senior Technologist***18.00 18.00 16.00 16.00 ——%
Senior Technologist (Freeze)——2.00 —(2.00)(100.0)%
Technologist 1.00 1.00 ————%
Technologist (Freeze)——1.00 —(1.00)(100.0)%
Total Technology Fund 36.10 36.10 36.10 31.10 (5.00)(13.9)%
Vehicle Replacement and Maintenance Fund
Administrative Associate III 1.00 —————%
Assistant Director Public Works 0.25 0.25 0.25 0.25 ——%
Assistant Fleet Manager 1.00 1.00 1.00 1.00 ——%
Equipment Maintenance Service Person 2.00 2.00 2.00 1.00 (1.00)(50.0)%
Fleet Services Coordinator 2.00 1.00 1.00 1.00 ——%
Management Analyst 0.20 0.20 0.20 0.20 ——%
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
20 ATTACHMENT B
Management Assistant —1.00 1.00 1.00 ——%
Manager Fleet 1.00 1.00 1.00 1.00 ——%
Motor Equipment Mechanic II 6.00 6.00 5.00 5.00 ——%
Motor Equipment Mechanic II (Freeze)——1.00 —(1.00)(100.0)%
Motor Equipment Mechanic-Lead 2.00 2.00 2.00 2.00 ——%
Project Manager 1.00 1.00 1.00 1.00 ——%
Senior Management Analyst 0.08 0.08 0.08 0.08 ——%
Total Vehicle Replacement and
Maintenance Fund
16.53 15.53 15.53 13.53 (2.00)(12.9)%
Workers' Compensation Program Fund
Senior Human Resources Administrator 1.00 1.00 1.00 1.00 ——%
Total Workers’ Compensation Program
Fund
1.00 1.00 1.00 1.00 ——%
Total Other Funds 100.21 101.31 101.68 92.46 (9.22)(9.1)%
Total Citywide Positions 1,040.35 1,034.85 1,034.85 976.00 (58.85)(5.7)%
a.The FY 2021 Adopted Budget includes position freezes that reduced the funding equivalent to holding a position
vacant. The positions impacted by this action are identified with “(Freeze)” following the job classification title and
summarized in two rows; one to reflect the total FTE authorized (less freezes), and another to reflect FTE freezes. The
FY 2022 Adopted Budget includes City Council direction to eliminate these positions (CMR 11872).
b.The Office of Transportation was created within the City Manager’s Office in FY 2020 through the reallocation of staff
and resources from the Planning and Development Services Department (previously the Planning and Community
Environment Department). Prior year staffing levels have been restated for demonstrative purposes.
c.The Planning and Development Services Department was established in FY 2020 through the merging of the
Development Services Department and Planning and Community Environment Department and the reallocation of
resources to create a dedicated Office of Transportation within the City Manager’s Office. Prior year staffing levels
have been restated for demonstrative purposes.
*** Indicates position additions subsequent to the adoption of the FY 2022 budget, consistent with
recommendations in the following City Manager Reports (CMRs):
1.CMR 13439 Preliminary Q1 FY 2022 Financial Status - In total, 4.00 Full-Time Equivalent (FTE) positions are added in
the City Manager's Office (2.00 FTE), Planning and Development Services Department (1.00 FTE), and Police
Department (1.00 FTE).
2.CMR 13643 Staffing for Adequate Fire and Emergency Response (SAFER) Grant - In total, 5.00 Firefighter
positions are added in the Fire Department.
3.CMR 13801 FY 2022 Mid-Year Budget Review - In total, 11.00 FTE Full-Time Equivalent (FTE) positions are added
in the Community Services, Fire, Human Resources, Office of Transportation, Planning and Development Services,
Police, Public Works, and Utilities Departments.
Overall, these actions resulted in staffing increases from 506.80 FTE to 519.46 FTE in the General Fund (956.00 FTE to
976.00 FTE Citywide).
Table of Organization
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
Budgeta
FY 2022
Amended
Budget
FY 2022
Change FTE
FY 2022
Change %
Attachment B
Q2
2020 2021 2022
POLICE DEPARTMENT
Overtime Expense
Adopted Budget (A)$1,842,231 $944,186 $944,186
Modified Budget 1,842,231 944,186 1,244,186
Net Overtime Cost - see below 441,197 366,045 270,078
Variance to Budget 1,401,034 578,141 974,108
Overtime Net Cost
Actual Expense $2,566,590 $1,431,959 $1,010,504
Less Reimbursements
California OES/FEMA (Strike Teams)- - -
Stanford Communications 110,177 64,906 52,550
Utilities Communications Reimbursement 54,086 33,191 26,615
Local Agencies (B)9,329 2,412 2,701
Police Service Fees 205,126 467,167 68,134
Total Reimbursements 378,717 567,676 150,000
Less Department Vacancies (A)1,746,677 498,238 590,426
Net Overtime Cost $441,197 $366,045 $270,078
Department Vacancies (number of days)6,192 1,494 1,647
Workers' Compensation Cases 30 18 3
Department Disabilities (number of days)700 1324 320
FIRE DEPARTMENT
Overtime Expense
Adopted Budget $1,672,872 $1,931,121 $1,931,121
Modified Budget (C)2,086,872 2,971,460 2,613,621
Net Overtime Cost - see below 1,831,059 1,792,228 2,235,282
Variance to Budget 255,813 1,026,424 378,339
Overtime Net Cost
Actual Expense $2,018,548 $2,840,968 $2,352,625
Less Reimbursements
California OES/FEMA (Strike Teams) 114,000 887,531 -
Total Reimbursements 114,000 887,531 -
Less Department Vacancies 73,489 161,208 117,343
Net Overtime Cost $1,831,059 $1,792,228 $2,235,282
Department Vacancies (number of days)173 1,942 755
Workers' Compensation Cases 33 17 6
Department Disabilities (number of days)227 629 254
NOTES:
(A)The FY 2022/23 Police Department budget was reduced by 1.0 FTE Parking Management position.
(B)Includes Animal Control Services contract with Los Altos and Los Altos Hills.
(C)The FY 2022 Modified Budget includes overtime adjustments recommended as part of the FY 2022 Mid-Year review for
additional backfill overtime ($682,500).
Attachment C
Public Safety Departments
Overtime Analysis for Fiscal Years 2020 through 2022