CITY OF ELK GROVEelkgrovecity.org/UserFiles/Servers/Server_109585/File... · time since the Great...

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DEVELOPMENT SERVICES

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City Council

City Manager

City Attorney

City Clerk

Assistant City ManagerDevelopment Services

Police Chief

Human ResourceDirector

Transit

Animal Services

CodeEnforcement

Building

Planning

Public Works

Information Technology

Finance Director

Fleet

Accounting

Financial Planning

Utility Billing

Purchasing

Planning Commission

Administration

Patrol

InformationTechnology

Investigations

Support Services

IntegratedWaste

Facilities

GIS

Budget

EconomicDevelopment

Public Affairs

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TABLE OF CONTENTS

Introduction Transmittal Letter ................................................................................................................................................. 1 Budget Development Strategies ........................................................................................................................... 9 Long Range financial Plans................................................................................................................................ 13 Financial Summaries .......................................................................................................................... 17 General Fund Revenues ..................................................................................................................... 23 General Fund – 101 ............................................................................................................................. 311100 City Council 1200 City Manager 1300 City Attorney 1400 City Clerk 1500 Finance 1600 Human Resources 1900 Non-Departmental 1910 Revenue Neutrality

1920 Community Service Grants 1950 City Event Sponsorship 2200 Police 3120 General Fund Planning 3540 Code Enforcement 105 Economic Development Fund 106 Facility Reserve Fund

Special Revenue Funds - 200s ........................................................................................................... 75 201 Recycling Grant 202 Used Oil Recycling Grant 203 Vehicle Abatement 206 Tire Collection and Disposal 210 BSCC Local Police 212 Cops Universal 213 Police Off-Duty 215 Asset Seizure 216 OTS Grants 217 Local Police Grants 218 SLESF 221 Gas Tax Fund 231 Affordable Housing 233 Agricultural Preservation Mitigation Fee 234 Swainson Hawk Mitigation Fee 235 Tree Mitigation 238 Street Trench Cut

241 Community Development Block Grant 251 CFD 2003-1 Police Services 252 CFD 2003-2 Police Services 255 CFD 2006-1 Maintenance Services 256 CFD 2005-1 Maintenance Services 261 Street Maintenance District No. 1, Zone 1 262 Street Maintenance District No. 1, Zone 2 263 Street Maintenance District No. 1, Zone 3 264 Street Maintenance District No. 1, Zone 4 265 Street Maintenance District No. 1, Zone 5 267 Street Lighting Maintenance District 1, Zone 1 268 Street Lighting Maintenance District 1, Zone 2 275 Federal Asset Forfeiture 280 Library Ownership 284 HUD Home Grant 285 Neighborhood Stabilization 294 Measure A Maintenance

Development Services Fund – 295 .................................................................................................... 87 Capital Funds - 300s ........................................................................................................................... 97301 Federal Capital Grants 302 State Grants 305 Local Transportation Fund – Bikes & Pedestrian 311 Capital Facilities Fee (CFF) – Civic Center

312 CFF – Police 313 CFF – Corp Yard 315 CFF – Library 317 CFF – Transit Facilities

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TABLE OF CONTENTS

319 CFF - Admin 324 East Franklin Landscape Corridor Fee 325 East Franklin Supplemental Drainage Fee 326 East Franklin Fee – Administration 328 Elk Grove Roadway Fee 329 Impact Fee Administration 332 LRSP Supplemental Park Facilities Fee 333 Laguna Ridge Parks 335 Laguna Ridge Infrastructure Facilities Fee 336 Lakeside Service Area 338 External Agencies Fund

339 In-Lieu Roadway 341 CFD 2002-1 East Franklin 343 CFD 2003-1 Poppy Ridge 344 CFD 2005-1 Laguna Ridge 347 Laguna Area CFD 348 Laguna West CFD 349 Lakeside CFD 360 Laguna Ridge Park Fee 393 Measure A SSPBF 394 Measure A Construction

Debt Service Funds - 400s ............................................................................................................... 109 402 Debt Service – CFD 2002-1 403 Elk Grove Finance Authority

404 Debt Service – CFD 2003-1

Enterprise Funds - 500s .................................................................................................................. 111501 Integrated Waste 501 Utility Billing 502 Commercial Haulers 503 Drainage & Flood Control

506 Special Waste Collection Center 511 Transit 512 Transit Prop B 514 Transit Capital Improvements

Internal Service Funds - 600s .......................................................................................................... 119 601 Risk Management 602 Facilities/Fleet

603 Information Technology/GIS 604 State Unemployment Insurance

Agency Funds - 700s ........................................................................................................................ 129730 Employee Sunshine Fund 740 HRA Trust Fund

756 Debt Service – CFD 2005-1

Capital Improvement Program ......................................................................................................... 131WAC - Accessibility Improvements Program WCC - Civic Center Program WCE - Community Enhancement Program WCY - Corporation Yard Facility Capital

Improvements WDR - Drainage Improvement & Repair Program WFC - Facilities Capital Improvements Program WFL - East Franklin Area Landscape Improvements

WIW - Integrated Waste Facility Improvements WMI - Miscellaneous Programs WPR - Pavement Resurfacing Program WSC - Speed Control Program WTC - Traffic Control Program WTL - Bicycle and Pedestrian Improve Program WTR - Transportation Capital Improvement Program

Fiscal Policies ............................................................................................................................................. 171 Debt Policy, Limit and Outstanding Debt Obligations ........................................................................................ 177 Community Profile ...................................................................................................................................... 181 Resolution .................................................................................................................................................... 185 Position Listing ................................................................................................................................................ 187 Glossary of Terms ........................................................................................................................................... 191

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May 28, 2014

Mayor and Council Members:

I am pleased to submit the Fiscal Year 2014-15 Proposed Budget for your review and consideration. The total Proposed Budget for FY 2014-15 is $247 million, which is $83 million (51%) more than the FY 2013-14 Budget of $164 million. Behind the large increase are more accurate planning of the City’s Capital Improvement Programming through full 5-year cash flow analysis and more accurate estimation of Fiscal Year 2013-14 year end expenses that allows for full programming of capital funds. The City’s proposed General Fund budget, which provides discretionary funds for services, is $59.0 million, which is $4.2 million (7.6%) more than the FY 2013-14 Budget of $54.8 million. The Proposed Budget:

• Maintains the current level of service to the residents of Elk Grove, with focused efforts on public safety and economic development;

• Avoids the use of fund balance to fund operations or one-time special projects and initiatives; and • Implements a cautiously optimistic approach to economic recovery while preparing for increased labor

costs, driven largely by increased contribution to employee retirement (PERS) beginning in FY 2016-17.

The Proposed FY 2014-15 Budget was developed from the fiscal plan adopted within the current year’s budget. The fiscal plan called for moderately optimistic increase in revenues as the local economy continues recovery and expansion. Operating expenses were held at a moderate increase as the City prepared for what was at the time of the plan’s adoption proposed changes to employer contributions to PERS that have now become a reality beginning in FY 2016-17.

As economists look to various factors to predict the timing and intensity of continued recovery, the following activity suggests continued strong revenue growth:

• Nationally, real gross domestic product (GDP) increased 0.1 percent in the first quarter of 2014, with increased personal consumption expenditures that was partly offset by negative contributions from exports, private inventory investment, nonresidential fixed investment, residential fixed investment and state and local government spending. In California, personal income in 2014 grew 2.8 % over the prior year and the unemployment decreased to 8.4% percent in March 2014. For the Sacramento area, the unemployment rate decreased to 8.1% in March. The fastest growing employment sectors in the County include various construction trades; manufacturing; meeting, convention and event planners, and certain health services. Elk Grove’s recent additions of health care facilities, a medical school, and Cosumnes River College’s satellite campus should prove beneficial for resident workers and the local economy; however, government jobs continue to decline, which could contribute to uncertainty for the large portion of Elk Grove’s workforce employed by the State of California.

• Sales tax revenues also continue a positive trend. FY 2013-14 is projected to realize nearly 8.5 % more sales tax revenues than the prior year, with another 5.0 % increase projected for FY 2014-15. FY 2013-

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14 is projected to finish slightly above the City’s pre-recession highs in sales tax receipts experienced in 2005-06. Both the general consumer goods, fuel and automobile sectors continue to perform well. Continued strong sales are anticipated in these sectors in the coming fiscal year as pent-up demand from the recession continues to be relieved. As the demand is sated, for automobiles in particular, sales tax revenue increases are projected to slow in FY 2015-16. Another indicator of the health in the City’s retail sector is the decreasing amount of vacant space. Banner stores like BuyBuy Baby, Hobby Lobby, DSW and Fresh Market are taking their place among Elk Grove’s broad base of destination and target retail.

• In recent months, the residential real estate market shows significant signs of improvement for the first

time since the Great Recession. Home prices in the City are over 11% higher than they were a year ago, from a median of $265,000 in March 2013 to $290,000 in March 2014, and the supply of homes for sale remains historically low. The Sacramento County Assessor’s Office projects an increase in assessed valuation for Elk Grove nearing double digits in terms of year over year growth. In addition, due to the City’s Revenue Neutrality agreement with Sacramento County, the City benefits from receipt of an additional 5% share of property tax in 2014-15, bringing the total to 25%. This additional increase represents a 25% increase in the base assessed value of approximately 60% of the City’s property valuation.

As economic recovery continues, major revenue sources will trend at moderate to strong growth. The Proposed FY 2014-15 Budget proposes cautiously optimistic growth in operations as those revenue sources stabilize. Fund Balance resources are preserved in this second year of steady growth to prepare to weather the next economic storm.

FY 2014-15 Service Plan

With the incorporation of feedback from Elk Grove residents, the City Council has established five primary goals to guide City operations in FY 2014-15:

Create a vibrant, diverse economy

• Economic Development: The Proposed FY 2014-15 Budget reflects increased efforts by the City’s Economic Development Director to lead job creation and business retention efforts for the City, establish a convention and visitors bureau, and increase the City’s regional and statewide presence. Also proposed is the continued funding of collaborative partnerships, including the Elk Grove Economic Development Corporation, and the Sacramento Area Commerce & Trade Organization.

• Economic Development Incentive Fund: The Proposed FY 2014-15 Budget includes a $200,000 transfer from the General Fund to the Economic Development Incentive Fund. This fund allows the City to offer grants or low-interest loans for specific projects meeting program criteria, as approved by the City Council.

• Expanded Educational Opportunities: The City began a collaboration with the Northstate College of Pharmacy in 2010 as a result of the Open Up to Elk Grove economic development awareness campaign. To further the success of the College’s future medical school, the City will seek to create a symbiotic network between the school and the existing medical centers in Elk Grove. Additionally, the City will capitalize on this initial success to attract additional high-level educational institutions and develop the foundations for a research and development network in Elk Grove.

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• Southeast Policy Area: Staff continues its strategic planning of the 1,200-acre portion of the City known as the Southeast Planning Area. The primary objective for the Southeast Planning area is to plan for a range of job opportunities that are supported by a balanced mix of residential densities and locally-oriented retail uses. This planning effort includes the development of a Community Plan document, community design guidelines, and preliminary infrastructure studies and financing plans.

• Small Business Loan Program: The FY 2014-15 work plan includes the anticipated roll out of a Small

Business Loan Program this summer. The Program will provide much needed capital in the form of low interest loans to small businesses looking to open or expand within Elk Grove.

• Façade Improvement Program: Per Council request, the FY 2014-15 work plan promotes economic development within Old Town Elk Grove with an appropriation for a façade improvement program. The program will be designed to liven the storefront in this critical resource to redevelop Old Town as a more vibrant and prosperous participant in the City’s economy.

Grow and support safe, livable, attractive neighborhoods

• Ask Elk Grove: In 2011, the City debuted Ask Elk Grove, a customer service and information program. The FY 2014-15 work plan calls for marketing the service as a “one call does it all” resource for residents. Service responses will also be tracked to ensure that questions, concerns, and requests for service are addressed in a reliable and timely manner.

• Public Safety in the Community: The Police Department will continue to host a multi-week Citizen’s Academy, hold bi-annual Neighborhood Beat Meetings, and participate in the annual summer Safety Town program for kindergarten bound students as a means of educating and involving residents in the community and keeping their neighborhoods safe.

• Street Maintenance: An interdisciplinary team will focus on addressing the long-term street maintenance shortfall that many communities throughout California are also facing. Although Elk Grove has a relatively young network of roads, ongoing maintenance resources are insufficient to keep the network in acceptable condition. As street conditions decline, the cost to perform improvements increase. Left unaddressed, staff forecasts that future funding deficits could reach $275 million in deferred maintenance in 15 years. Options to better maintain the City’s infrastructure will be developed and presented to the City Council.

• Special Waste Facility: The City’s new collection facility for special household-related wastes, such as paints, batteries, pesticides, and used oil was opened on Earth Day 2014. In this first full year of operations, the facility will serve Elk Grove residents as well as the southern portion of Sacramento County.

• Climate Action Plan: In 2013, the City Council adopted its Climate Action Plan and added a Sustainability Element to the General Plan. While there’s work to be done, it gives the City the opportunity to reduce emissions, improve air quality and our quality of life. We want to ensure that it also offers streamlined reviews, in keeping with our commitment to jobs, and sharing the Governor’s interests in updating the process by which we protect the environment. To this end, the proposed budget again includes a Compliance Review Analyst position in Development Services, although this position is currently unfunded.

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Promote Elk Grove as a recreational and cultural center that attracts visitors

• Aquatic Complex: The FY 2014-15 work plan includes construction of an aquatic complex as part of the future Civic Center. The resulting Olympic-quality pool and ten-meter diving platform will host tournaments and draw competitors from the entire region and beyond. These competitive facilities will complement a commercial outdoor recreation park that will serve both residents and visitors.

• Sports Complex: The FY 2014-15 budget includes appropriations for purchasing land sufficient to construct a destination tournament sports complex and stadium. Once constructed, the resulting fields will host tournaments and draw both youth and adult sports teams from the entire region and beyond. The chance to compete against Elk Grove’s strong youth sports programs will only enhance the draw of this facility. The facility will also give home grown talent a home field advantage in this competition. The FY 2014-19 Capital Improvement Program includes a plan for future financing and construction of the facility beginning in FY 2015-16.

• Travel and Tourism: In FY 2013-14, the City Manager’s launched www.inelkgrove.com, a website to promote Elk Grove as a recreational and cultural center that attracts visitors and tourists. The website and corresponding ad campaign allows site visitors to picture themselves in Elk Grove, playing, shopping, dining, staying, or meeting. The site serves as a portal for news and information about events, activities and amenities that promote Elk Grove as a regional cultural and tourism destination. The website could serve as a foundation for a future Convention and Visitors Bureau, and can be expanded to promote the Civic Center, aquatics center and sports complex.

In FY 2014-15, the City Manager’s Office will continue to enhance the website and promote it extensively through website advertising and social media. Staff will continue to leverage the existing series of videos promoting shopping, dining, staying and playing in Elk Grove, as well as developing a more comprehensive marketing program.

Serve as wise, responsible stewards of fiscal resources

• Sustainability of Current Operations: The sustainability of current operations will continue to be reviewed and addressed through the development and analysis of five-year financial forecasts for the General Fund and the major enterprise funds. Partnerships with other local agencies to share constrained resources and restructure operations will be evaluated.

• Expand and Diversify the City’s Tax Base: The FY 2014-15 work plan proposes coordination with the Elk Grove Economic Development Corporation, Chamber of Commerce and Economic Development staff to encourage business retention and the creation of new businesses that provide high quality jobs, new taxable sales, and economic diversity.

• Asset Maintenance Management: Public Works will continue development of a fully functional asset maintenance management system in FY 2014-15. The system will enable tracking of historical maintenance information vital to programs such as traffic signal re-lamping, traffic sign replacement, and pavement marking replacement.

• Increased Fiscal Accountability: Both the Transit Fund (511) and the Development Services Fund (295) are budgeted to make contributions towards correcting their respective negative fund balances in FY 2014-15. Transit staff will continue to manage the service contract closely to minimize cost while

http://www.inelkgrove.com/

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providing efficient and effective service. Development Services is expected to end the year positive with no operations subsidy from the General Fund.

Develop an efficient and effective City organization with a regional perspective

• Performance Measurement and Evaluation: The FY 2014-15 work plan includes the continued implementation of meaningful performance measurement in support of the Council-adopted goals and objectives. The City continues its collaboration with the International City/County Management Association’s Center for Performance Measurement to measure Elk Grove’s performance against other cities in the region and nation. Activities specific to Elk Grove will be monitored through the expansion of the City’s own custom database. When appropriate, results analysis will be conducted and strategies for improvement implemented.

• Regional Partnerships: In order to further develop and maintain Elk Grove’s relationships with regional agencies, “2x2” meetings between the Elk Grove City Council and both the Elk Grove Unified School District and Cosumnes Community Services District will be continued. Additionally, the City Council and staff continue to actively participate in regional boards and special initiatives, such as the Sacramento region’s “Next Economy”.

Financial Overview

The Proposed FY 2014-15 Budget reflects cautiously optimistic growth in the City’s major revenue sources and commensurate growth in operating expenses. The General Fund budget, which primarily funds public safety, administration, and governance, proposes balanced operations with no use of reserve funding. Fund Balance Analysis. In FY 2008-09, the City Council adopted a Fund Balance Reserve Policy, which states that the General fund reserve will fall no lower than 15% of adjusted appropriations. The optimum level is 20% of adjusted appropriations. The adopted FY 2013-14 Budget assumed an appropriation of $829,000 from fund balance to provide for the following:

• Transfer to Economic Development Fund ($200,000) to fund the economic development incentive program, from unassigned fund balance

• Appropriation for long-range planning projects ($529,000), including the South Sacramento Habitat

Conservation Plan and the Sphere of Influence, from unassigned fund balance • Appropriation for Police Department overtime ($100,000) in the event of an emergency or unexpected

event, from unassigned fund balance

In October 2013, the City Council appropriated $50,000 from unassigned fund balance for a comprehensive review of the planning guidelines for the Sheldon Commercial Area. In December 2013, the City Council appropriated an additional $375,000 for master planning activities in the Southeast Policy Area. In February 2014, the Council also appropriated $30,000 to fund an animal control center project feasibility study. In addition, the Council approved recognition that property tax revenues were projected to net an additional $664,713 transfer to fund balance due to higher than anticipated increases in assessed values. Finally, in March 2014, the Council appropriated $420,000 to fund financial planning activities in the South East Policy Area. Of the net $1.0 million in expenditures budgeted to come from reserves this year, staff has determined that no fund balance expenditures will be necessary. The savings were primarily realized in reduced departmental operations and leaving vacant positions open for extended periods of time. The resulting level of fund balance

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anticipated at June 30 prior to appropriations in the FY 2014-15 Budget is approximately $3.0 million greater than originally anticipated, as shown in the table below:

Fund Balance 6/30/13

FY2014 Appropriation

Fund Balance at 7/1/13 after

FY2014 Appropriation

Add to/(Take From) Fund Balance at

6/30/14

Estimated Fund Balance

at 7/1/14

Restricted 13,244,396 - 13,244,396 - 13,244,396

Unassigned 3,192,375

(1,039,287) 2,153,088 2,093,904 5,286,279

Total $ 16,436,771 $ (1,039,287) $ 15,397,484 $ 2,093,904 $18,530,675

The Proposed FY 2014-15 Budget assumes no use of fund balance. The increased adjusted appropriations results in a slight decrease of fund balance as a percentage of adjusted appropriations, but the resulting balance still indicates a healthy reserve fund exists. The following table demonstrates that the planned use of fund balance in the Proposed FY 2014-15 Budget is compliant with the City Council’s fund balance policy:


at 7/1/14 FY 2015

Appropriation


at 7/1/15

Restricted 13,244,396 - 13,244,396

Unassigned 5,286,279

- 5,286,279

Total $18,530,675 - $18,530,675

Appropriations

$ 59,019,450 Less: Debt Service ($105,282) Adjusted Appropriations $58,914,168 Fund Balance as % of adjusted appropriations 31.5%

The resulting 31.5% percent fund balance as a percentage of adjusted appropriations is quite healthy and positions the City to strategically take brace against future economic uncertainty, or to take advantage of opportunities for economic development, infrastructure delivery or service enhancement as needs arise. This level of reserves will help position the City for developing the FY 2015-16 Budget and FY 2016-17 Fiscal Plan, when changes to the rate calculation methodology for the California Public Employees’ Retirement System (PERS) are known to significantly increase compensation costs. Five-Year Projection. The current five-year forecast for the General Fund indicates that fund balance should not be needed to maintain daily operations in FY 2014-15; however, slowing revenue growth and increased compensation costs in FY 2015-16 and beyond could require use of reserves for ongoing expenses.

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The projected draw on General Fund reserves in FY 2015-16 through FY 2018-19 would not deplete the fund balance beyond the upper and preferred limit of the fund balance reserve policy. The projection is based on sustained revenue growth and mostly known expense assumptions. Economic uncertainty during the 5 year period could potentially draw further on reserves. Of note, beginning in FY 2019-20 (not shown), the City gains an additional 10% share of property tax revenue each year through FY 2025-2026 when the Revenue Neutrality agreement with Sacramento County expires.

Organizational Issues

Compensation. The Proposed FY 2014-15 Budget assumes no changes to the non-represented employee compensation costs. Labor negotiations with are ongoing between the City and the Police Officer’s Association. Should those negotiations result in significant changes in compensation for FY 2014-15 it could have an impact on the General Fund’s balanced status for FY 2014-15. An issue of concern across the State is rising health care costs as the Affordable Care Act is implemented. Industry experts estimate that health care premiums will increase in 2015. Most experts expect increases in the double digit percentage. The Proposed FY 2014-15 Budget has factored in these projected increases.

The Proposed FY 2014-15 Budget also includes $855,000 in transfer to the City’s employee Health Retirement Account to prepay future obligations this fund will have to meet. This sound fiscal practice will keep the City in a position to continue offering these benefits to remain attractive to future employees, as well as to meet these obligation in a reasonable manner in the future without relying on the more expensive pay as you go option.

Position Management. The Proposed FY 2014-15 Budget includes funding for an additional two and one half full-time equivalents (FTEs) across various funds. This change represents the following additions:

A new Customer Service Specialist is proposed to administer customer services for the E-Tran system and provide a valuable check on the contract service provider’s responsiveness to customer needs. Bringing this function in house allows the City to more closely monitor, manager and respond to rider needs in the most efficient way.

An additional Police Officer in the City’s Problem Oriented Policing unit is proposed to consolidate the duties of two current temporary workers. The Officer provides strategic advantage with the ability to conduct follow up investigations related to ABC license, CUP and TUP permits, special business licenses and special events policing, in addition to other duties.

A part-time Graphics Designer has been added to the Integrated Waste Division to assist the City’s current Graphics Designer with administering the various outreach programs conducted by the Integrated Waste Division.

$ in 1,000s FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19

Total Revenues 59,019$ 61,563$ 64,225$ 67,012$ 70,905$

Total Expenditures 59,019 62,205 65,178 68,643 71,054 Fund Balance Used to Balance Operations - 642 953 1,631 149

Estimated Fund Balance 18,530$ 17,888$ 16,935$ 15,304$ 15,155$ Fund Balance as a % of Adjusted Appropriations 31.5% 28.8% 26.0% 22.5% 21.4%

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These programs include numerous educational pieces, mailing inserts, various ad campaigns promoting proper waste disposal, and on site promotion of existing City programs.

Conclusions/Acknowledgements

During FY 2013-14, departments were vigilant in limiting their spending and prioritizing those services directly affecting the citizens of Elk Grove. Their sustained dedication through the FY 2014-15 budget process facilitated the balanced plan I am proposing, which once again could not have been achieved without their assistance.

I wish to acknowledge Budget Manager Andrew Keys and the staff of the Finance Department for their perseverance and dedication in preparing this document. I also want to thank the City Council for their support of our workforce.

I have scheduled a budget workshop during the June 11 City Council meeting to facilitate the Council’s deliberation of the Proposed FY 2014-15 Budget, with adoption opportunities at either regularly scheduled meeting in June.

My staff and I look forward to working with you as you review the proposed budget. During your review, please contact me with any questions that you or the public may have concerning the Proposed FY 2014-15 Budget.

Respectfully submitted,

Laura S. Gill

City Manager

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BUDGET DEVELOPMENT STRATEGIES

City Council Goals The involvement of the City Council in setting major City goals is essential to the budget process. These goals provide short-term and long-term direction to staff, determine the allocation of resources, and establish priorities. These goals will provide focus to the organization-wide efforts of staff and ensure that the most important, highest-priority objectives are accomplished and that these priorities are communicated to the public. The City Council adopted the following goals on March 25, 2009, and they were reaffirmed on April 27, 2011. These goals are the driving force behind all budget recommendations made by the City Manager and City Staff in presenting this budget document for Council consideration.

Create a vibrant, diversified economy

Significant employment growth, through both recruitment of new high quality job opportunities and continued growth of existing businesses, will fuel future prosperity. We will create a balance between jobs and housing by targeting industry sectors that support stable employment and a healthy local economy. Creating innovative public-private partnerships, collaborating with local and regional economic development agencies, and enhancing City business practices will promote success.

Grow and support safe, livable, attractive neighborhoods

The City of Elk Grove will work collaboratively with neighborhood groups and individual homeowners and business owners to maintain and improve safety, aesthetics, and property values throughout the City. The City’s public spaces will be beautiful, well-designed, and well-maintained. The City will promote the co-location of commercial, recreational, and social amenities that encourage residents to live, work, and play. While planning for new development, the City will recognize the needs of existing neighborhoods.


The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City’s heritage and character. The City will invite residents and visitors to enjoy our natural resources in a responsible manner as they build and expand their awareness and respect for our natural habitat. We will develop facilities, activities, and amenities that promote Elk Grove as a regional cultural and tourism destination.


City Council and staff will serve as wise stewards of the City’s fiscal resources in safeguarding assets, planning long-term financial stability and maintaining adequate contingency reserves. Fiscal activities will be justifiable, efficient, effective, transparent and accountable.

Develop an efficient and effective City organization with regional perspective

In regional partnerships with other agencies, the City of Elk Grove is committed to improving service delivery to our residents and businesses. Our commitment is to our customers, both internally and externally. We provide a positive organizational culture where we recruit, retain, and promote the best employees who are regionally focused and always willing to work with all stakeholders in achieving success.

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Budget Strategies To implement the Council goals identified, staff has enlisted the strategies below in making budget decisions: • Strategic Focus – The City’s financial management should be strategic, reflecting the Council’s and the

community’s priorities for service while providing resources that realistically fund routine operations. • Fiscal control and accountability – The City’s financial activities should be fiscally sound and accountable to

the City Council through the City Manager. • Clarity – The City’s financial planning and reporting should be clear and easy to understand so that all

participants, the Council, the community, and staff can productively participate in making good decisions. • Long-term planning – The City’s financial planning should emphasize multi-year horizons to promote long-

term planning of resource uses. • Flexible and cost effective responses – The City’s financial management practices should encourage a

mission-driven organization that responds quickly and straightforwardly to community demands. The City’s management should flexibly respond to opportunities for better service, should proactively manage revenues, and should cost-effectively manage ongoing operating costs.

• Staff philosophy – The City Council desires to retain a mix of contract staff and employment staff in order to ensure a cost effective and flexible service delivery system. A core group of City employees create the oversight and administrative guidance necessary for contractual staff.

Annual Budget and Financial Plan The City Manager will present an annual budget and financial plan and periodic financial information to the City Council setting from the following information; • Actual revenues, expenditures, reserve balances, and fund balances for the prior fiscal year. Fund balance is

the difference between assets and liabilities in any given fund. • Estimated revenues, expenditures, reserve balances, and fund balances for the current fiscal year. • Projected revenues, expenditures, reserve balances, and fund balances for the next fiscal year. • Articulated priorities and service levels to be achieved by the organization over the next year. • Long-range financial plan, which will include projected revenues, expenditures, and reserve balances for the

next seven years. • Capital Improvement Program for the next five years.

Budget Development and Administration

The City's annual budget represents the official financial and organizational plan by which City policies and programs are implemented. It is also an action and financial plan of services to be provided to the citizens of Elk Grove. Budget Development and Calendar

The budget is prepared by City staff under the direction of the City Manager. The annual budget process commences in January with the City Manager and the Budget Manager providing to the department managers information on the financial condition of the City and establishing general parameters for budget submittal.

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The department managers prepare their operating and capital budget requests in accordance with the general parameters. The City Manager, along with the budget review team, reviews each manager’s requests and proposals and formulates them into a "Proposed Budget" for submission to the City Council. The proposed budget is balanced when expenditures are equal to or less than the sum of total revenues and the use of reserves, according to Council adopted policy. Budget study sessions between the City Council, City Manager and City staff are scheduled in April or May. In May or June, a public hearing is scheduled by the City Council to receive public input for consideration regarding the proposed budget. The budget is then adopted by Council Resolution and becomes the City's action plan for the ensuing fiscal year. If the City Council fails to adopt the budget by July 1, the City Council may elect one of the following courses of action until passage of a budget and the appropriation of funds: • Provide the City Manager with Continuing Resolution Authority to allow continued services at expenditure levels

not greater than those levels approved in the prior year budget; or • Require staff to obtain prior approval for the expenditure (disbursement) of City funds.

Copies of the City budget as adopted are public records and shall be made available to the public upon request. The Calendar below shows the budget timelines and process in brief for Fiscal Year 2015.

Date Item February Revenue assumption development March Capital improvement project requests due March Department budget & personnel requests due March Community grant applications due to City Staff April Community grants awarded by City Council April Cost allocation plan development April Special event sponsorship applications due to City Staff

May 2015-2019 Capital Improvement Program reviewed by Planning Commission

May Present Proposed FY 2014-15 Budget to City Council

June City Council Budget Work Session and opportunities for budget adoption

Appropriation Control

Appropriations of fiscal resources are the responsibility of the City Council and the City Manager. Appropriations requiring Council action are: • Appropriation of reserves, except replacement reserves • Transfers between funds • Appropriations of any unassigned revenues – assigned revenues are those revenues that are not associated

with a particular business or service unit • Inter-fund multi-year loans over $500,000

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Appropriations requiring City Manager action are: • Transfers within a fund or department • Appropriation of unbudgeted assigned revenues – unassigned revenues support a specific business or

service unit and allow expansion or contraction of that unit in response to demand as manifested by receipt of assigned revenues

• Appropriation of replacement reserves • Inter-fund loans under $500,000

Administration

City departments perform the following budgetary control functions: • Reviews purchasing transactions and payment requests for compliance with City rules, regulations, and

budgetary limits; • Administers the City's payment system to review, process, and pay purchasing transactions and expense claims; • Receives and deposits all City receipts, which are invested by the City Treasurer; • Maintains records for all these transactions and their effect on cash balances; • Maintains a position control system, based on the budget, to control City staffing in conjunction with the City

Manager Department; • Administers the City's payroll system to process personnel transactions and to review and pay personnel

expenses.

Monthly detail budget reports are prepared and distributed to the City Council, department managers, and support staff. These reports are organized by department, division, and line item showing the authorized budget amount as well as expenditures and encumbrances to date. As a matter of policy, expenditures are not to exceed the appropriated budget. In the course of the fiscal year, it may become necessary to amend, transfer, or adjust the amounts appropriated in the adopted budget. Any subsequent appropriation of additional monies for a fiscal year requires approval by the City Council, as does the transfer of appropriations between departments in the operating budget or between capital project accounts.

Basis of Budgeting

The budget is developed on a modified accrual basis, consistent with generally accepted accounting principles. Under the modified accrual basis, revenues are recognized when they are measurable and available. “Measurable” means the amount can be determined and “available” means collectible within the current period. Expenditures are recorded when the related fund liability is incurred.

13

LONG-RANGE FINANCIAL PLANS

Long-Range Planning The budget presented to Council is currently for Fiscal Year 2014-15 only. This practice is in line with the City’s historical practice of adopting annual budgets. However, the City recognizes the need to look beyond the next fiscal year and develop long range financial plans. As with any forecast, the further out one goes from the current time period, the less reliable the forecast is likely to be. However, a forecast based on reasonable estimates of future activity given known information, is a valuable decision making tool. With that said, the City has prepared the following Five-Year forecast to help guide decision making and financial resource prioritization in the long-range. In addition, scenarios have been developed for large scale unknowns that may or may not materialize during that five year time frame. The five-year forecast shown in the table below represents the baseline scenario for all long range financial plans. In this scenario, current assumptions for revenue and expense growth, employment agreements and service level provision are assumed to continue in the four years beyond the FY 14-15 budget. The current five-year forecast for the General Fund indicates that fund balance should not be needed to maintain daily operations in FY 2014-15, however, increased compensation costs beginning in FY 2015-16 cause the City to use reserves for these ongoing expenses.

14


The projected sustained draw on General Fund reserves in FY 2015-16 through FY 2018-19 does not deplete the fund balance beyond the upper and preferred limits of the fund balance reserve policy. The forecast assumes steady growth in both revenue and expenses. Expense growth outpaces revenue growth due primarily to increased labor costs driven by increased funding requirement for employee pension obligations. Major Scenarios that Could Affect the Five Year Forecast Potential Opening of the Promenade Mall The City anticipates the opening of the Promenade Mall at some point during the next five years. The opening of the mall will have a significant impact on both operating costs and revenues. The timing of the opening is uncertain, but it is not likely to be earlier than year three of the Five Year forecast. Preliminary indications are that a mall would provide a significant financial benefit to the City, however uncertainty surrounding both the opening date and the development agreement between the mall developers and the City make assumptions unreliable at this point. Soccer The City continues to pursue negotiations surrounding a potential location of a professional soccer team in Elk Grove. A soccer stadium would provide a significant draw to the City, however the costs of land acquisition and stadium construction could approach $150 Million. Annual debt service costs could exceed $6 Million dollars based on preliminary estimates. No decision has been made obligating debt issuance, land acquisition for or construction of the stadium. At such time, more detailed fiscal analysis would be available. Labor Negotiations Current labor contracts with the City’s Police Management Association and Police Officer’s Association terminate on June 30, 2015, and June 30, 2014, respectively. The baseline forecast assumes negotiations will result in only minor adjustments to POA compensation from the agreement terminating June 30, 2014. Any change in cost from future agreements will have an impact on the five-year forecast.

15


Known variables beyond 5 year term Favorable Revenue Neutrality Schedule In Fiscal Year 2014-15, the City begins to receive 25% of the City’s property tax share. This represents a 5% increase over the previous fiscal year. The remaining amount is transferred to the County of Sacramento per a revenue neutrality agreement executed at the time of the City’s incorporation in 2000. In Fiscal Year 2018-19, the City will begin to receive 30% of the City’s share. Beginning in Fiscal Year 2019-20, and each subsequent year through Fiscal Year 2026, the City will receive an additional 10% of the City share each year until in Fiscal Year 2026 the City receives 100%. This increase in the City’s “slice of the pie” presents a significant opportunity for future decision makers to plan enhancements to existing services, service level increases or modifications. CalPERs Employer Contribution Rate Increases The CalPERs board of directors has adopted employer contribution rate increase through year 2020-21. Annual increases are expected each year through Fiscal Year 2020-21 for all employee tiers except the tier 3 categories. Tier 3 represents only employees hired into the CalPERs system after January 1, 2013, which currently represents only a small fraction of all City employees. The increases in Fiscal Years 2019-20 and 2020-21 will have a significant impact on available operating budgets during those years. The corresponding increase to the City share of property tax should offset these increased costs, however the CalPERs cost increases will limit the benefit to the increased neutrality share.

16


17

SUMMARY OF ESTIMATED FINANCIAL ACTIVITY & FUND BALANCE SCHEDULE 1

FINANCIAL SUMMARIES

Estimated Estimated Estimated EstimatedFund Balance Revenues Expenses BalanceNo. 7/1/2014 6/30/2015 6/30/2015 6/30/2015

General Fund Undesignated 101 18,530,675 59,019,450 59,019,450 18,530,675

Total General Fund 18,530,675$ 59,019,450$ 59,019,450$ 18,530,675$

Economic Development FundOperations 105 367,057$ 200,000$ 490,000$ 77,057$

Total Economic Development Fund 367,057$ 200,000$ 490,000$ 77,057$

Facilities Reserve FundOperations 106 7,348,834$ 6,000,000$ 10,700,000$ 2,648,834$

Total Facilities Reserve Fund 7,348,834$ 6,000,000$ 10,700,000$ 2,648,834$

Development Services Fund Operations 295 2,776,118$ 12,350,281$ 12,252,825$ 2,873,574$ Total Development Services Fund 2,776,118$ 12,350,281$ 12,252,825$ 2,873,574$

Special Revenue Funds Recycling Grant 201 35,492 41,135 41,135 35,492 Used Oil Recycling Grant 202 70,802 44,538 44,500 70,840 Vehicle Abatement 203 381,024 60,000 300,000 141,024 Tire Collection and Disposal 206 - 51,872 51,872 - BSCC - Local Police Grant 210 68,100 200,000 241,945 26,155 Cops Universal 212 (18,056) 18,056 - - Police Off-Duty 213 11,597 185,000 185,000 11,597 State Seizure 215 340,831 - 340,831 - Federa Grants 216 14,943 298,691 251,915 61,719 Local Police Grants 217 17,528 41,250 103,276 (44,498) SLESF 218 5,413 71,891 121,223 (43,919)

Gas Tax Fund 221 7,194,701 7,461,346 13,135,937 1,520,110 Affordable Housing 231 4,387,642 2,657,387 3,453,500 3,591,529 Agricultural Preservation 233 1,925,652 - 1,127,569 798,083 Swainson Hawk 234 629,165 294,246 137,660 785,751 Tree Mitigation 235 529,143 75,000 152,093 452,050 Street Trench Cut 238 308,293 33,800 100,735 241,358 CDBG 241 129,075 1,203,542 1,332,617 - CFD 2003-1 Police Services 251 139,645 757,817 766,266 131,196 CFD 2003-2 Police Services 252 502,562 1,489,544 1,509,147 482,959 CFD 2006-1 Maintenance Services 255 216,635 709,599 854,202 72,032

CFD 2005-1 Maintenance Services 256 3,301,790 1,149,538 804,375 3,646,953 Street Maintenance D1 Zone 1 261 3,403,085 547,129 508,664 3,441,550 Street Maintenance D1 Zone 2 262 14,769 24,948 13,347 26,370 Street Maintenance D1 Zone 3 263 178,437 171,760 726,879 (376,682) Street Maintenance D1 Zone 4 264 12,745 22,078 22,231 12,592 Street Maintenance D1 Zone 5 265 347,015 239,605 245,064 341,556 Street Light Maintenance Zone 1 267 213,872 5,326,358 5,288,970 251,260 Street Light Maintenance Zone 2 268 123,328 631,301 594,149 160,480

Federal Asset Forfeiture 275 118,469 - 118,469 - Library Ownership 280 499,037 105,000 12,918 591,119 HUD Home Grant 284 - 656,000 656,000 - Neighborhood Stablization 285 291,006 66,796 357,802 - Measure A Maintenance 294 1,614,848 3,296,000 3,455,727 1,455,121

Total Special Revenue Funds 27,008,588$ 27,931,227$ 37,056,018$ 17,883,797$

18

SUMMARY OF ESTIMATED FINANCIAL ACTIVITY & FUND BALANCE SCHEDULE 1

FINANCIAL SUMMARIES

Estimated Estimated Estimated EstimatedFund Balance Revenues Expenses TotalNo. 7/1/2014 6/30/2015 6/30/2015 6/30/2015

Capital Project Funds Federal Grants 301 (1,643,857) 15,818,663 14,174,806 - State Grants 302 (250,161) 6,309,419 6,059,258 -

Local Transportation Fund 305 43,154 99,450 153,308 (10,704) CFF - Civic Center 311 1,957,142 120,000 679,793 1,397,349 CFF - Police 312 3,647,418 198,500 483,728 3,362,190 CFF - Corp Yard 313 651,004 136,600 210,096 577,508 CFF - Library 315 7,561,881 244,600 623 7,805,858 CFF - Transit 317 2,110,649 214,000 891,831 1,432,818 CFF - Admin 319 120,650 20,500 2,021 139,129 East Franklin Landscape Corridor 324 10,344,939 30,000 9,878,781 496,158 East Franklin Supplemental Drainage 325 858,374 105,000 360 963,014

East Franklin Fee - Admin 326 40,904 13,300 1,091 53,113 Elk Grove Roadway Fee 328 30,951,372 2,997,214 26,082,834 7,865,752 Impact Fee Administration 329 89,442 15,500 12,748 92,194

LRSP Supplemental Park Faclilities 332 4,923,845 1,420,000 5,644,102 699,743 Laguna Ridge Parks 333 59,451 27,600 12,594 74,457

Laguna West Service Area 335 450,358 62,366 172,311 340,413 Lakeside Service Area 336 83,363 1,000 555 83,808

External Agencies Fund 338 1,168,563 616,099 1,784,662 - In-Lieu Roadway 339 232,798 2,500 54,479 180,819 CFD 2002-1 East Franklin 341 1,042,789 1,670,334 2,203,262 509,861 CFD 2003-1 Poppy Ridge 343 5,112,538 2,246,491 7,240,986 118,043 CFD 2005-1 Laguna Ridge 344 5,129,209 134,000 5,117,416 145,793 Laguna Area CFD 347 (18,930) 40,000 351 20,719 Laguna West CFD 348 1,062,577 3,500 1,574 1,064,503 Lakeside CFD 349 (246,731) 25,000 596 (222,327) Laguna Ridge Park Fee 360 4,774,518 660,700 3,300,281 2,134,937 Measure A SSPBF 393 369,890 430,937 502,417 298,410 Measure A Construction 394 705,317 377,727 803,807 279,237

Total Capital Project Funds 81,332,466$ 34,041,000$ 85,470,671$ 29,902,795$

Debt Service Fund Debt Service - CFD 2002-1 402 9,354,153$ 3,801,139$ 4,793,769$ 8,361,523 Debt Service - Financing Authority 403 2,275,964 1,805,273 1,805,273 2,275,964 Debt Service - CFD 2003-1 404 8,162,650 3,221,897 4,534,283 6,850,264

Total Debt Service Fund 19,792,767$ 8,828,309$ 11,133,325$ 17,487,751$

Enterprise Fund Integrated Waste 501 12,165,730$ 13,169,519$ 12,295,818$ 13,039,431$ Commercial Hauler 502 2,152,430 349,200 480,498 2,021,132 Drainage 503 19,500,705 6,495,000 22,593,452 3,402,253 Special Waste Collection Center 506 5,719,894 2,517,913 1,508,811 6,728,996 Transit Operations 511 (8,077,116) 9,817,989 9,586,227 (7,845,354) Transit - Prop 1B 512 245,749 790,233 1,290,487 (254,505) Transit Equipment 514 - 334,488 118,488 216,000

Total Enterprise Fund 31,707,392$ 33,474,342$ 47,873,781$ 17,307,953$

Internal Service Funds Risk Management 601 906,041$ 3,892,868$ 3,251,587$ 1,547,322$ Facilities & Fleet 602 (43,923) 4,561,841 4,415,373 102,545 IT & GIS 603 227,992 3,076,905 3,099,811 205,086 State Unemployment Insurance 604 202,702 75,000 75,000 202,702

Total Internal Service Fund 1,292,812$ 11,606,614$ 10,841,771$ 2,057,655$

Agency Funds Employee Sunshine Fund 730 38,159 12,500 35,000 15,659 HRA Trust Fund 740 2,149,759 1,900,000 4,049,759 - Debt Service CFD 2005-1 756 7,315,578 4,140,478 4,034,650 7,421,406

Total Agency Fund 9,503,496$ 6,052,978$ 8,119,409$ 7,437,065$

GRAND TOTAL 199,660,205$ 199,504,201$ 282,957,250$ 116,207,156$

19

GENERAL FUND ACTIVITY SCHEDULE 2

FINANCIAL SUMMARIES

FY 2013 Actual

FY 2014Budget

FY 2014 Estimate

FY 2015Budget

Change FromFY 2014

Revenues

Property Taxes 10,741,058$ 9,172,000$ 10,438,463$ 12,535,331$ 3,363,331$ Sales & Use Tax 18,419,141 19,701,000 19,965,580 20,966,656 1,265,656 Other Taxes 8,101,793 8,173,000 8,017,270 8,017,264 (155,736) Intergovernmental 8,835,959 9,051,000 9,644,259 10,505,521 1,454,521 Fines & Forfeitures 1,759,782 2,261,000 1,092,709 1,200,657 (1,060,343)$ License, Fees & Permits 706,440 331,000 296,344 293,500 (37,500) Other Revenue 557,961 337,000 595,968 985,695 648,695 Cost Allocation 1,582,310 2,148,000 2,156,610 2,184,826 36,826 Transfers In 1,999,000 2,782,000 2,691,915 2,330,000 (452,000)

Revenue Total 52,703,444$ 53,956,000$ 54,899,118$ 59,019,450$ 5,063,450$

Expenses by FunctionCity Council 283,811$ 343,000$ 284,895$ 328,114$ (14,886)$ City Manager 2,573,372 2,887,000 2,781,158 3,085,691 198,691 City Attorney 950,545 1,207,000 1,164,743 1,251,316 44,316 City Clerk 574,225 519,000 481,644 636,995 117,995 Finance 2,058,329 2,280,000 2,100,786 2,376,330 96,330 Human Resources 730,112 799,000 790,282 620,227 (178,773) Non-Departmental 5,782,127 1,631,000 2,446,399 1,813,265 182,265 Revenue Neutrality 5,189,751 5,135,000 5,500,000 5,367,220 232,220 Community Service Grants 336,380 320,000 318,277 330,560 10,560 Event Sponsorship - - - 530,251 530,251 Police Department 32,387,276 36,130,000 33,158,490 39,833,836 3,703,836 Code Enforcement 998,585 1,157,000 1,004,050 1,239,455 82,455 Development Services 1,459,456 1,598,000 1,995,636 765,074 (832,926) Transit 736,966 779,000 778,854 841,116 62,116

Expenses by Function Total 54,060,935$ 54,785,000$ 52,805,214$ 59,019,450$ 4,234,450$

Expenses by Category

Compensation 32,006,561$ 34,372,000$ 31,674,993$ 37,223,122$ 2,851,122$ Operating Expenses 10,649,245 12,669,000 12,049,860 13,743,097 1,074,097 Internal Services 3,863,647 4,833,000 4,832,528 5,820,776 987,776 Capital Outlay 1,076,722 265,000 264,561 358,500 93,500 Debt Service - 105,000 105,580 105,582 582 Transfers Out 6,464,760 2,541,000 3,877,692 1,768,373 (772,627)

Expenses by Category Total 54,060,935$ 54,785,000$ 52,805,214$ 59,019,450$ 4,234,450$

Change in Fund Balance (1,357,491) (829,000) 2,093,904 - 829,000

Beginning Fund Balance 17,794,262 16,436,771 16,436,771 18,530,675 2,093,904

Ending Fund Balance 16,436,771 15,607,771 18,530,675 18,530,675 2,922,904

20

APPROPRIATED FUNDS IN TOTAL FISCAL YEARS 2013-14 SCHEDULE 3

FINANCIAL SUMMARIES

FY 2013 Actual

FY2014 Budget

FY2015 Budget

FY 2013 Actual

FY2014 Budget

FY2015 Budget

Revenues:Property tax 10,741,058$ 9,172,000$ 12,535,331$ 1,069,216$ 1,030,500$ -$ Sales tax 18,419,141 19,701,000 20,966,656 - - -$ Other tax 8,101,793 8,173,000 8,017,264 19,566,099 18,448,285 21,899,252$ Intergovernmental 8,835,959 9,051,000 10,505,521 13,613,217 15,837,931 42,809,711$ Licenses, fees & permits 706,440 331,000 293,500 11,861,621 10,022,250 11,541,741$ Charges for services - - - 30,935,785 32,475,240 39,030,350$ Fines and forfeitures 1,759,782 2,261,000 1,200,657 526,889 345,000 -$ Use of money & property - - - 908,972 508,178 443,533$ Other revenue 557,961 337,000 985,695 2,461,623 1,129,159 1,714,612$ Other financing sources 3,581,310 4,930,000 4,514,826 12,460,704 6,805,121 23,045,552$

Total 52,703,444$ 53,956,000$ 59,019,450$ 93,404,126$ 86,601,664$ 140,484,751$

Expenditures:General government 12,308,474$ 9,560,420$ 10,136,916$ 11,756,720$ 6,756,271$ 14,692,862$ Public safety 32,387,276 36,130,000 39,833,836 1,702,469 4,886,447 494,378 Public ways & facilities 191,427 - - 23,665,674 34,732,923 116,822,879 Community development 3,247,041 3,075,000 2,734,780 10,829,799 15,693,807 28,853,640 Solid waste - - - 13,164,360 14,153,484 14,422,634 Transit 736,966 779,000 841,116 11,301,933 8,253,694 10,995,202 Drainage - - - 4,395,545 12,203,809 22,593,812 Revenue neutrality 5,189,751 5,135,000 5,367,220 - - - Debt service - 105,580 105,582 13,638,834 12,218,680 15,062,393

Total 54,060,935$ 54,785,000$ 59,019,450$ 90,455,334$ 108,899,115$ 223,937,800$

Change in fund balance (1,357,491) (829,000) - 2,948,792 (22,297,451) (83,453,049)

GENERAL FUND NON-MAJOR FUNDS

21

APPROPRIATED FUNDS IN TOTAL FISCAL YEARS 2013-14 SCHEDULE 3

FINANCIAL SUMMARIES

FY 2013 Budget

FY2014 Budget

FY2015 Budget

11,810,274$ 10,202,500$ 12,535,331$ 18,419,141$ 19,701,000 20,966,656 27,667,892$ 26,621,285 29,916,516 22,449,176$ 24,888,931 53,315,232 12,568,061$ 10,353,250 11,835,241 30,935,785$ 32,475,240 39,030,350 2,286,671$ 2,606,000 1,200,657

908,972$ 508,178 443,533 3,019,584$ 1,466,159 2,700,307

16,042,014$ 11,735,121 27,560,378

146,107,570$ 140,557,664$ 199,504,201$

24,065,194$ 16,316,691$ 24,829,778$ 34,089,745 41,016,447 40,328,214 23,857,101 34,732,923 116,822,879 14,076,840 18,768,807 31,588,420 13,164,360 14,153,484 14,422,634 12,038,899 9,032,694 11,836,318 4,395,545 12,203,809 22,593,812 5,189,751 5,135,000 5,367,220

13,638,834 12,324,260 15,167,975

144,516,269$ 163,684,115$ 282,957,250$

1,591,301 (23,126,451) (83,453,049)

TOTAL FUNDS

22

SUMMARY OF COST ALLOCATION SCHEDULE 4

FINANCIAL SUMMARIES

Fund 101General

Fund 295Dev Services

Fund 601Risk

Fund 602Facilities

Fund 602Fleet

Fund 603IT

Fund 603GIS Total

General Fund - 165,074 1,114,194 1,374,459 2,133,331 750,846 447,946 5,985,850

295 DS - Admin 14,660 32,001 26,225 1,558 74,444 295 Planning 292,839 - 18,326 80,759 144,237 46,653 612,592 295 Building 85,364 - 10,995 137,257 249,136 19,560 517,201 295 PW - Eng 58,045 71,352 4,284 55,240 1,247 85,386 24,149 329,481 Dev Services Fund 33,605 273,256 1,247 478,759 90,362 1,459,273

221 Gas Tax 17,863 87,820 5,413 69,796 1,576 107,886 30,513 320,866 238 Street Trench 534 21 1 17 0 26 7 606 251 CFD 12,306 - - - - - - 12,306 252 CFD 21,236 - - - - - - 21,236 255 CFD 33,868 7,953 490 6,321 143 9,770 2,763 61,308 256 CFD 11,124 8,899 548 7,073 160 10,932 3,092 41,828 261 St Maint Dist 6,900 8,349 515 6,635 150 10,257 2,901 35,706 262 SMD 1,818 526 32 418 9 646 183 3,633 263 SMD 6,943 5,151 317 4,094 92 6,328 1,790 24,715 264 SMD 1,210 555 34 441 10 682 193 3,125 265 SMD 1,822 1,454 90 1,156 26 1,786 505 6,839 267 SLMD 15,196 17,068 1,052 13,565 306 20,968 5,930 74,085 268 SLMD 3,673 1,931 119 1,535 35 2,372 671 10,335 280 Library Ownership 1,016 733 45 583 13 900 255 3,545 294 Measure A Maint 10,809 78,677 4,849 62,529 1,412 96,654 27,336 282,266 305 LTF Bike & Ped 898 224 14 178 4 275 78 1,671 319 CFF Admin 1,992 - - - - - - 1,992 326 EF Admin 660 109 7 87 2 134 38 1,036 329 CCSD IF Admin 1,826 - - - - - - 1,826 333 LR Parks 1,704 - - - - - - 1,704 335 Laguna West SA 2,039 1,893 117 1,504 34 2,326 658 8,570 336 Lakeside SA 499 5 0 4 0 6 2 516 338 External Agencies 754 - - - - - - 754 339 In-Lieu 483 - - - - - - 483 341 East Franklin CFD 21,833 14,391 887 11,437 258 17,679 5,000 71,486 343 Poppy Ridge CFD 27,838 51,727 3,188 41,110 928 63,546 17,972 206,310 344 Laguna Ridge CFD 2,445 209 13 166 4 257 73 3,166 347 Laguna Area CFD 303 14 1 11 0 17 5 351 348 Laguna W CFD 671 131 8 104 2 161 46 1,123 349 Lakeside CFD 47 159 10 126 3 195 55 596 360 LR Park Fee 1,470 292 18 232 5 359 101 2,477 393 Measure A SSPBF 6,981 4,474 276 3,556 80 5,496 1,554 22,418 394 Measure A TCS 4,529 3,972 245 3,157 71 4,880 1,380 18,233 501 Solid Waste 169,176 90,927 4,887 33,901 6,387 61,191 12,363 378,831 501 Utility Billing 187,728 3,047 18,326 28,985 - 118,012 14,151 370,249 502 Commercial Haul 23,538 869 4,887 33,901 - 61,191 12,363 136,748 503 Drainage 108,915 55,028 3,083 71,461 898 113,910 106,187 459,483 506 SWCC 169,176 90,927 4,887 33,901 6,387 61,191 12,363 378,831 511 Transit 303,731 215,073 14,660 163,587 - 118,012 26,053 841,116 601 Insurance 263,844 4,955 - 7,645 - 12,726 685 289,855 602 Facilities 84,095 3,488 12,461 - 24,304 19,089 5,789 149,226 602 Fleet 72,291 2,455 3,665 63,273 - 19,089 1,028 161,801 603 IT 107,687 4,364 14,660 33,418 - - - 160,129 603 GIS 12,013 933 - 4,727 - 38,179 - 55,852

2,161,732 1,005,229 1,262,263 2,390,348 2,171,493 2,242,957 833,948 11,257,496

23

GENERAL FUND DISCRETIONARY REVENUES

GENERAL FUND REVENUES

The FY 2014-15 Budget projects $59,019,450 in General Fund Revenues. Revenues in the General Fund

are shown in two categories: • Discretionary – Revenues that are not derived from or dependent upon direct activity from a single

department. Examples include property taxes and business license fees.

• Program – Revenues that are derived from or dependent upon direct activity from a single department. Examples include animal license fees, code enforcement citations, event sponsorships, and vehicle code fines.

35.5%

21.2% 17.8%

13.6%

4.2% 7.6%

FY 2014-15 General Fund Revenues $59,019,450

Sales Tax

Property Tax

Intergovernmental

Other Taxes

Operating

Other Funds

93%

7%

DiscretionaryRevenues

Program Revenues

FY 2014-15 General Fund Revenues $59,019,450

24

GENERAL FUND DISCRETIONARY REVENUES SCHEDULE 5


FY 2013 Actual

FY 2014Budget

FY 2014 Estimate

FY 2015Budget

Change (Est. to Budget)

TaxesProperty Taxes 9,146,554$ 9,173,750$ 10,438,463$ 12,535,331$ 20.09%Sales & Use Tax 18,419,141 19,701,098$ 19,965,580 20,966,656$ 5.01%Utility User's Tax 5,552,235 5,858,000$ 5,617,464 5,617,464$ 0.00%Franchise Fees 1,285,489 1,265,000$ 1,265,000 1,265,000$ 0.00%Transient Occupancy Tax 1,184,134 1,050,000 1,134,806 1,134,800 0.00%Subtotal 35,587,554$ 37,047,848$ 38,421,313$ 41,519,251$ 12.07%

IntergovernmentalProperty tax in lieu VLF 8,806,717$ 9,030,455$ 9,544,259$ 10,405,521$ 9.02%VLF 79,937 - 80,000 80,000 0.00%Mandates 29,242 20,000 20,000 20,000 0.00%Subtotal 8,915,896$ 9,050,455$ 9,644,259$ 10,505,521$ 16.08%

Licenses & PermitsGeneral Business Licenses 59,963$ 17,500$ 26,420$ 18,000$ -31.87%Special Business Licenses 65,864 60,300 56,257 57,000 1.32%Subtotal 125,827$ 77,800$ 82,677$ 75,000$ -3.60%

Investment IncomeInterest 216,949$ 100,000$ 100,000$ 100,000$ 0.00%Change in Market Value 3,021 - 49 - -100.00%Subtotal 219,970$ 100,000$ 100,049$ 100,000$ 0.00%

Other RevenueFinance Charges 9,609$ 10,000$ (11,947)$ 7,500$ -162.78%Sale of Property - - - - 0.00%Miscellaneous Revenues 448,522 179,700 178,883 171,000 -4.41%Subtotal 458,131$ 189,700$ 166,936$ 178,500$ -5.90%

Transfers from Other FundsTransfers In 1,999,000 2,591,915 2,591,915 2,225,000 -14.16%Subtotal 1,999,000$ 2,591,915$ 2,591,915$ 2,225,000$ -14.16%

Appropriation from Fund Balance -$ 829,000$ -$ -$ 0.00%

Total Discretionary Revenues 47,306,378$ 49,886,718$ 51,007,149$ 54,603,272$ 7.05%

Discretionary Revenues

25



Property Taxes Historically, property tax revenues have been a stable source of funds for California municipalities. In Sacramento County, slow steady growth averaging 6% is the norm. Three factors contribute to the outsized increase of 20.9% expected for Elk Grove in FY 2014-15. First, the City has experienced continuously strong price appreciation following the steep decline in home prices during the Great Recession. Assessed Values, the basis for the ad valorem property tax revenue, is estimated to increase about 9% year over year. The second and largest factor is the City’s Revenue Neutrality Agreement. Beginning in Fiscal Year 2014-15, the City will receive an additional 5% of its share of property tax revenue, bringing the total share to 25%. This is a 25% increase in the base revenue stream for properties affected by the neutrality agreement, or approximately 60% of the City’s assessed value. The third factor is continued development which adds new value to the tax rolls. Sales Taxes Sales tax is a volatile revenue source, yet it is the City’s largest single source for general operations budgeted at 35.5 percent of General Fund revenue. Although retail sales declined during the Great Recession and its aftermath, sales tax revenues have stabilized and are projected to increase over FY 2013-14 estimated receipts by 5 percent in FY 2014-15. The continued recovery is largely attributed to a more stable, lower unemployment rate, continued diversification of the City’s retail base and strong projected auto sales. In particular, the auto, fuel stations, and general consumer goods sectors have performed well in the past year. Elk Grove has also seen numerous store openings, back filling previously empty retail space. Currently, the sales tax rate in Elk Grove is 8%. For every dollar spent on taxable goods in the City, sales tax revenue is distributed as follows:

• 4.19% - State of California • 0.25% - State Fiscal Recovery (Triple Flip) • 0.75% - City General Fund (Bradley Burns) • 0.50% - Public Safety (Prop 172)

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2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

General Fund Tax Revenues Actual, Estimated and Projected

Sales Tax

Property Tax

Other Taxes

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• 1.56% - County Realignment (Mental Health/Welfare/Public Safety) • 0.25% - Countywide Transportation Fund • 0.50% - Sacramento Transportation Authority (Measure A)

Other Taxes Utility User’s Tax. A tax of 2.25% is levied on electricity, gas, sewer, communications technology, and video services. Flat growth in this revenue is projected for FY 2014-15. UUT revenue has experienced a modest increase in Fiscal Year 2013-14. The population continues to shift towards mobile technologies, and continues to shift the way in which mobile technologies are purchased. UUT is assessed based on the service or billing address a utility is assigned to. With the shift toward prepaid wireless services, the collection and remittance of UUT is often lost. Currently there is not legislation that clearly defines the responsibilities between user, carrier and retail outlet in prepaid sales as it pertains to UUT remittance. As such, UUT revenue is projected to be flat in FY 2014-15 due to the uncertainty in the market. Changes in utility rates would have a positive effect on this revenue stream. Franchise Taxes. Gas and cable franchise taxes are collected from those utility companies operating within the City limits. These revenues are based on agreements with Sacramento County prior to the City’s incorporation. The franchise fee revenues are projected to remain flat. Transient Occupancy Tax. A tax of 12% is levied on hotel and motel rentals in the City limits. As tourism recovers post-recession, flat growth is projected for FY 2014-15.

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2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

General Fund Tax Revenues Actual, Estimated and Projected

Property Tax in lieu ofVLF

MandateReimbursement

VLF

27



Intergovernmental Property tax in lieu of VLF. In 2004, most of the Vehicle License Fee (VLF) revenues traditionally received by local governments was swapped with the State of California for an additional property tax share. This amount grows annually with the change in assessed valuation for each jurisdiction. With the large projected increase in assessed value, property tax in lieu of VLF revenue is projected at a 9% increase. VLF. In 2011, the California State budget raided the remaining 0.65% VLF rate that had provided discretionary revenues to cities, distributed on a per capita basis. The effect to the City of Elk Grove was a loss of over $500,000. In recent years, the City has seen a modest return of VLF revenues due to strong auto sales. The trend is projected to continue and this sources is budgeted at $80,000. Mandates. Activities mandated to local governments by the State of California are reimbursable by law; however, many reimbursement claims over a period of several years remain unpaid as those funds are retained by the State to balance its budget. Despite the State’s improved budget position this year, mandate reimbursements are projected at flat growth. Licenses and Permits In 2012, the City Council changed the function of business licenses to no longer be regulatory. The fee for business licenses was reduced, commensurate with the diminished level of effort required of City staff. Due to strong economic growth, more applications were received in FY 2013-14 than in FY 2012-13. Despite this, a 34.2% decrease in revenue is anticipated at year end. Revenues are projected at a 3.5% decrease in FY 2014-15. Investment Income Revenues into the General Fund do not occur evenly over the fiscal year. For example, most property taxes are received in January and May of each year. The Finance Director is authorized to invest these funds in short-term investments. The resulting interest accrued on the invested funds is considered revenue for the City. Interest income is budgeted at no growth over estimated prior year returns due to continued lower interest rates. Other Revenue Finance Charges. These revenues are miscellaneous charges accrued on various customers’ charges for services. The FY 2014-15 budget assumes similar activity to historical norms. Miscellaneous Revenues. This category is used to record those revenues that are miscellaneous in nature and unrelated to specific departmental activities. These revenues are projected at flat growth. Transfers from Other Funds The General Fund receives transfers from other funds that share in the cost of activities performed in the General Fund. Specifically, the 2003-1 and 2003-2 Police Services community facilities districts contribute to the costs of providing public protection. Continued growth in the tax base means continuously larger transfers to the General fund. Appropriation from Fund Balance The FY 2014-15 budget is balanced and assumes no appropriations from the Fund Balance. The resulting estimated Fund Balance as a percentage of adjusted appropriations is 31.5%.

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GENERAL FUND PROGRAM REVENUES SCHEDULE 6


FY 2013 Actual

FY 2014Budget

FY 2014 Estimate

FY 2015Budget

Change

GovernanceCharges for Service

City Clerk 4,840$ 200$ 3,005$ 10,850$ 261.06%Event Sponsorships 57,609 25,000 60,000 168,957 181.60%Subtotal 62,449$ 25,200$ 63,005$ 179,807$ 613.52%

Transfers from Other FundsCost Allocation 1,582,310 2,238,000 2,156,610 2,184,826 1.31%Subtotal 1,582,310$ 2,238,000$ 2,156,610$ 2,184,826$ -2.38%

Subtotal Governance 1,644,759$ 2,263,200$ 2,219,615$ 2,364,633$ 6.53%

Public ProtectionLicenses & Permits

Alarm Permits 97,145$ 100,000$ 88,000$ 95,000$ 7.95%Transportation Permits 10,475 3,500 23,450 15,000 -36.03%Animal Licenses 140,217 142,000 102,217 108,500 6.15%Subtotal 247,837$ 245,500$ 213,667$ 218,500$ 2.26%

Charges for ServiceFalse Alarms 60,665 65,000 58,248 60,000 3.01%Towing Services 263,943 265,750 190,000 237,498 25.00%Fingerprinting 600 - 0.00%Civil Subpoenas 2,875 3,500 2,750 2,700 -1.82%Off-Duty Administration Fees 21,774 21,000 18,000 21,000 16.67%Copies (105) 300 190 190 0.00%Subtotal 349,152$ 356,150$ 269,188$ 321,388$ 19.39%

Fines & ForfeituresVehicle Code Fine 224,788$ 200,000$ 150,000$ 190,000$ 26.67%Red Light Violation Fines 790,310 775,000 675,000 670,000 -0.74%Parking Violations 257,522 200,000 160,143 186,357 16.37%Other Citations 159,489 141,500 105,066 144,300 37.34%Subtotal 1,432,109$ 1,316,500$ 1,090,209$ 1,190,657$ 9.21%

Subtotal Public Protection 2,029,098$ 1,918,150$ 1,573,064$ 1,730,545$ 10.01%

Code EnforcementCharges for Services

Abatement 27,729$ 25,000$ 6,500$ 25,000$ 284.62%Property Registrations 10,400 8,000 6,500 6,000 -7.69%Inspections 262,525 535,000 (16,210) 175,000 -1179.60%Subtotal 300,654$ 568,000$ (3,210)$ 206,000$ -6517.99%

Fines & ForfeituresProcessing Fees 14,740$ 50,000$ 2,500$ 10,000$ 300.00%Subtotal 14,740$ 50,000$ 2,500$ 10,000$ 300.00%

Transfers from Other FundsTransfer from Integrated Waste 100,000$ 100,000$ 100,000$ 105,000$ 5.00%Subtotal 100,000$ 100,000$ 100,000$ 105,000$ 5.00%

Subtotal Code Enforcement 415,394$ 718,000$ 99,290$ 321,000$ 223.29%

Total Program Revenues 4,089,251$ 4,899,350$ 3,891,969$ 4,416,178$ 13.47%

Program Revenues

29

GENERAL FUND PROGRAM REVENUES


Governance The FY 2014-15 budget includes Governance revenues from the City Clerk’s operations, event sponsorships, and cost allocation. Cost allocation comprises the most significant portion of the Governance revenues and is expected to increase by 1.3%. The cost allocation plan incorporated into the 2014-15 budget relies on FY 2012-13 financial data to recover costs expended on providing services to departments and activities outside the General Fund. Public Protection Public protection revenues are a direct result of activities and services of the Police Department. Examples of public protection revenues include animal licenses, false alarm fees, and vehicle code fines. The FY 2014-15 budget assumes flat to modest growth for most of the public protection revenues. Of note is an increase in towing services revenue, which represents an increased referral fee charged to tow companies who receive business from the City and vehicle code fines. Vehicle code fines have historically generated significantly more revenue than is projected in FY 2013-14. Code Enforcement The FY 2014-15 budget assumes substantial growth in most Code Enforcement revenues, which are largely derived from citations, abatement fees, and inspections. Large write-offs in FY 2013-14 skewed Code Enforcement revenues substantially negative. Code Enforcement also receives a transfer from the Integrated Waste Fund to provide one Code Enforcement Officer dedicated to solid waste inspections and enforcement.

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General Fund Program Revenues Actual, Estimated and Projected

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31

101-1100 GOVERNANCE

CITY COUNCIL

MISSION The mission of the City Council is to create a superior quality of life for Elk Grove residents through increased services, safety, and quality local amenities. The Council works for improved services for today’s residents, while maintaining and preserving history for our children and future residents.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 135,386 175,242 132,413 152,800 (22,442) Operating Expenses 47,350 62,312 47,456 68,788 6,476 Capital Outlay - - - - - Transfers - - - - -

Expense Total 182,736 237,554 179,869 221,588 (15,966)

POSITION LISTING

PROGRAM DESCRIPTION $221,588 The City Council serves as a five-member policy board of the City. As an elected body, the City Council provides direction, establishes goals and sets priorities for the City. The City Council is the chief legislative body in City government. Councilmembers are elected at-large and serve four-year terms. The City Council is charged with a variety of duties and responsibilities, which include:

• Established community goals and objectives • Adopting an annual balanced budget • Generally setting forth policies of the City • Appointing personnel as provided by state law or other municipal code • Adopting ordinances and resolutions • Approving contracts • Providing grant recognition to outside agencies

AuthorizedPosition FY2013 FY2014 FY2015 Change

1100 Council Assistant 5 5 5 01100 City Council Total 5 5 5 0

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101-1100 GOVERNANCE

CITY COUNCIL

FY 2014-15 CITY COUNCIL GOALS

Significant employment growth, through both recruitment of new high quality job opportunities and continued growth of existing businesses, will fuel future prosperity. We will create a balance between jobs and housing by targeting industry sectors that support stable employment and a healthy local economy. Creating innovative public-private partnerships, collaborating with local and regional economic development agencies, and enhancing City business practices will promote success.

Grow and support safe, livable, attractive neighborhoods.

The City of Elk Grove will work collaboratively with neighborhood groups and individual homeowners and business owners to maintain and improve safety, aesthetics, and property values throughout the City. The City’s public spaces will be beautiful, well-designed, and well-maintained. The City will promote the co-location of commercial, recreational, and social amenities that encourage residents to live, work, and play. While planning for new development, the City will recognize the needs of existing neighborhoods.

Promote Elk Grove as a recreational and cultural center that attracts visitors.

The City of Elk Grove will capitalize on our diverse, family-oriented community and our respect for the City’s heritage and character. We recognize that natural resources and constructed facilities should be available to serve our residents and invite visitors. We will develop facilities, activities, and amenities that promote Elk Gore as a regional cultural and tourism destination.

Serve as wise, responsible stewards of fiscal resources.

City Council and staff will serve as wise stewards of the City’s fiscal resources in safeguarding assets, planning long-term financial stability and maintaining adequate contingency reserves. Fiscal activities will be justifiable, efficient, effective, transparent, and accountable.

Develop an efficient and effective City organization with regional perspective.

In regional partnerships with other agencies, the City of Elk Grove is committed to improving service delivery to our residents and businesses. Our commitment is to our customers, both internally and externally. We provide a positive organizational culture where we recruit, retain, and promote the best employees who are regionally focused and always willing to work with all stakeholders in achieving success.

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101-1200 GOVERNANCE

CITY MANAGER

MISSION

The City Manager’s Office ensures efficient day-to-day operations throughout the City while overseeing programs that provide residents with high quality housing, shopping, working and recreating opportunities. The City Manager continually strives to keep the City in a fiscally strong and economically sound environment. The Office includes Public Affairs, Economic Development, Federal and State Legislative programs, Ask Elk Grove customer service program, as well as the Office of Management and Budget.

BUDGET SUMMARY

FY 2013

ActualFY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 1,290,268 1,539,478 1,408,181 1,713,809 174,331 Operating Expenses 1,101,350 1,107,646 1,133,071 1,101,106 (6,540) Capital Outlay - - - Transfers - - -

Expense Total 2,391,618 2,647,124 2,541,252 2,814,915 167,791

POSITION LISTING

PROGRAM DESCRIPTIONS

City Manager’s Office $842,141 11.5 FTEs The City Manager is charged with a variety of duties and responsibilities, which include: carrying out policies and direction from the City Council; enforcing ordinances of the City; preparing and recommending to the City Council a balanced municipal budget annually; appointing and supervising all City personnel except as provided by State law or other municipal code; administering the personnel system; creating a healthy and safe working environment for all personnel; and being responsive and available to the community.


1200 Administrative Assistant 1 1 0 -11200 Assistant to the City Manager 1 1 0 -11200 Budget Analyst I 0 1 1 01200 Budget Manager 1 1 1 01200 City Manager 1 1 1 01200 Community Events & Projects Coordinator 1 1 1 01200 Deputy City Manager 0 0 1 11200 Economic Development Coordinator 1 1 1 01200 Economic Development Director 1 1 1 01200 Emergency Operations Manager 0 0 0 01200 Executive Administrative Assistant 0 0 1 11200 Graphic Designer 1 1 1 01200 Graphics Assistant-PT 0 0 0.5 0.51200 Public Affairs Manager 0 1 1 01200 Public Information Officer 1 0 0 01200 Sr. Customer Service Specialist 1 1 1 0

1200 City Manager Total 10 11 11.5 0.5

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CITY MANAGER

The City Manager’s office is also charged with the following responsibilities:

State and Federal Legislative Programs $105,500

The State and Federal Legislative programs are closely monitored for impacts to the City, State, and nation. Each year, the City works to advance critical public safety and high priority projects. The City also works closely with the California Legislature to advance State legislation as well as monitor bills that impact local government. Public Affairs $640,237 The Public Affairs Office is responsible for the City’s monthly newsletter, community calendar, press releases, advertising, marketing, public and community relations, speech writing, special events, community outreach and public meetings. Additionally, the Office organizes all citywide festivals, groundbreakings and grand openings for city projects, and provides marketing/public information support to all City departments and programs. Economic Development $853,737 The Economic Development Department functions as a liaison to local businesses, prospective businesses, and developers to help minimize barriers to local economic development. The Department is responsible for marketing the City to potential employers through advertising, attendance at trade shows, direct meetings, and general networking. Department staff work directly with businesses to assist them in obtaining information, navigating the permitting and business license process, and assisting them throughout the development process. The Department also works closely with the Elk Grove Economic Development Corporation to encourage the retention and expansion of existing businesses and to attract new employers. This department also administers City economic development incentive programs.

Ask Elk Grove $74,825 Ask Elk Grove is the City’s customer service program which connects residents with specially-trained customer service representatives. Ask Elk Grove makes local government open and accessible to everyone. The program’s goal is to provide the best customer service possible and get residents the help or information they need – quickly and easily through one point of contact. Ask Elk Grove utilizes a variety of methods for residents to contact City Hall which include: mobile phone application, phone, e-mail, and through the City’s website.

Office of Management and Budget $298,475 The Office of Management and Budget is responsible for preparation, delivery, and monitoring of annual budgets, multi-year fiscal plans, and five-year capital improvement programs. The OMB develops and analyzes financial forecasts to ensure sustainability of current operations. Also charged with measuring performance in order to facilitate resource allocation decisions, the OMB assists departments with performance benchmarking, identifies opportunities for improved efficiency and efficacy, and coordinates participation in International City/County Management Association’s Center for Performance Measurement. Budget Issues

The budget also includes the following:

• Based on historical expenses, the Youth Commission budget is reduced from $20,000 to $10,000. • City events budget is now housed in a new account (1950) and monitored by the Public Affairs Division.

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CITY MANAGER

FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS

Create a vibrant diversified economy.

• Coordinate Economic Development activities with SACTO, EGEDC, SARTA, and other applicable partners.

• Work with regional and private partners to develop the future Civic Center as a high profile cultural economic driver.

• Continue fostering positive relationships with employers in key economic sectors within the City to (1) create a symbiotic network between employers and suppliers, workforce training organizations, and other services; (2) attract additional employers; and (3) develop the foundations of a thriving technology, medical, and Research and Development network in Elk Grove.

• Expand the City’s Business Retention Program to include targeted business visitations. • Develop an interagency Economic Development Incentive Program. • Continue implementing the recommendations of the 2010 Elk Grove Market Study and the 2014 Progress

Evaluation. • Continue to improve Elk Grove’s competitive position by facilitating a major business park within the

Southeast Policy Area. • Identify and prioritize viable transit-oriented development and infill sites. • Review and revise existing Incentive Programs and create new ones as needed to attract desired

employers. • Expand the City’s new marketing campaign to target specific employment sectors, garner additional

positive media coverage, and educate prospective businesses about Elk Grove and its opportunities. • The City will be launching a new Small Business Loan Program funded through CDGB. Loan sizes range

from $3,000 to $25,000 and collateral requirements will be based upon credit worthiness. Loan recipients must demonstrate that funds will be used to increase employment. 51% of total jobs created through this program will be filled by persons from low-income households.

• The City will be developing a façade improvement program for businesses and commercial properties in the Old Town Special Planning Area. The program will be aimed at preserving and improving the overall Old Town environment to increase the customer experience and drive additional visitors to the area.

Grow and support safe, livable, attractive neighborhoods.

• Market Ask Elk Grove as “one call does it all” for resident customer service and track service response. • Enhance online resources for residents seeking neighborhood information.

Promote Elk Grove as a recreational and cultural center that attracts visitors.

• Complete market and development analyses to guide the future development of the Civic Center and Community Park, including the involvement of private sector partners in the development of the project.

• Execute City “wayfinding” program to direct visitors to City landmarks and attractions. • Continue to develop and promote marketing videos about Elk Grove to reach prospective residents,

businesses and visitors. • Market “In Elk Grove” web platform for future Elk Grove Visitor’s Bureau. • Promote new sporting tournaments, conferences and special events held in Elk Grove to promote tourism

through the “In Elk Grove” program.

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101-1200 GOVERNANCE

CITY MANAGER

• Continue implementing the “Join the Movement” sports and fitness program to promote the vast array of

amenities in Elk Grove that support an active, healthy lifestyle. • Expand social media and multimedia programs to promote Elk Grove’s high quality of life to business and

residential communities. • Continue collaborating with City committees that promote Elk Grove as a recreational and cultural center that

attracts visitors, including the Trails Committee, Committee for the Arts and Multicultural Committee. • Host events that foster a sense of community pride, including the Multicultural Festival, Salute to the Red,

White and Blue fireworks show, Big Truck Day and Go Fest. • Facilitate City event sponsorship grant support for community organizations producing local events. Serve as wise, responsible stewards of fiscal resources. • Develop a five-year financial forecast for the General Fund and enterprise funds; analyze forecasts for trends

to monitor. • Track performance measures that provide feedback in the achievement of Council goals. • Partner with other agencies (CCSD, Sacramento County, other cities within the Sacramento region) to share

constrained resources and restructure operations. • Continue to work with the Elk Grove Chamber of Commerce and Elk Grove Economic Development

Corporation to encourage the creation of new businesses that provide high quality jobs, new taxable sales, and economic diversity.

Develop an efficient and effective organization with a regional perspective. • Strategically align the organization to support the currently adopted City Council Goals, Objectives and

Strategies. • Continue to strengthen relationships with regional partners, particularly those related to economic

development. • Have regularly meetings with Cosumnes Community Services District, Sacramento County Supervisor and

staff, and participate in regional meetings and events. • Conduct customer satisfaction surveys (internal and external, resident and business community). • Identify meaningful performance measurement in support of Council-adopted goals and objectives;

communicate progress through the budget process.

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101-1200 GOVERNANCE

CITY MANAGER

PERFORMANCE MEASURES Public Affairs

Economic Development

Council Goal and Measure FY2013 Actuals

FY2014 Adopted

FY2014 Estimated

Create a vibrant, diversified economy Number of new jobs gained from Sewer Fee Credit recipients Not Tracked 200 75 Nonresidential Space Occupancy Index Not Tracked 60 66.1 Number of prospective businesses assisted Not Tracked 40 50

Ask Elk Grove

FY2013-14 ACCOMPLISHMENTS Economic Development

• Revised the City’s marketing to refocus advertisements on Elk Grove’s attributes and offerings. The

campaign has generated positive feedback, particularly the placement of an advertisement in the Houston Business Journal targeted at the State of Texas’ efforts to lure California Businesses. The ad resulted in

Council Goal and MeasureFY2013 Actuals

FY2014 Adopted

FY2014 Estimated

Total Number of Event Attendees Not Tracked 200,000 184,929 Total non resident attendees at events Not Tracked 30,000 30,565 Grant dollars support provided to community organizations Not Tracked $80,000 $131,364Number of new Twitter followers Not Tracked 1,000 2,000 % of non residents attending sponsored events Not Tracked 15 18 Visits to www.elkgrovecity.org Not Tracked 2,500,000 2,900,000 Number of new Facebook Friends Not Tracked 1,200 1,300 % increase in Twitter followers Not Tracked 20 100 % increase in Facebook Friends Not Tracked 20 43 # of Promotional contacts at special events Not Tracked 200,000 100,000



FY2014 Adopted

FY2014 Estimated

Total Number of Calls Handled 10,936 10,000 11,000 Average Speed in Seconds to Answer In-Coming Calls (AEG) per Week 4 6 6 Number of Ask Elk Grove Emails 1,743 1,500 1,759 Average Number of Dropped Calls per Day 1 3 1 Number of Ask Elk Grove Mobile App Requests 394 240 454


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101-1200 GOVERNANCE

CITY MANAGER

coverage in the Sacramento Business Journal, KCRA, News 10, CBS 13, Fox 40, Capital Public Radio and KFBK.

• In cooperation with Public Works, completed programming and phasing for a City-wide wayfinding program. Phase 1 sign installation will begin in the summer of 2014.

• Conducted the third annual Elk Grove Business Walk, in cooperation with the Metro Chamber and the Elk Grove Chamber of Commerce.

• Established relationships with over 100 additional prospects through Economic Development staff participation in more than 20 trade shows, seminars, conferences, and regional marketing events.

• Continued to work with the California Northstate University College of Pharmacy and College of Medicine regarding construction of their new campus and proposed research laboratory.

• Continued to fulfill the Market Study’s Strategic Economic Development Plan by working with the Planning Department to pursue a business park in the south area of the City, commonly known as the Southeast Policy Area.

Office of Management and Budget • Created the one-page Budget Fact Sheet and podcast to better communicate with residents about important

budget issues. • Garnered the Government Finance Officers Association’s Distinguished Budget Presentation award. • Continued improvement on performance measurement system to enhance monitoring of progress towards

achieving City Council goals. Public Affairs/Special Events • Continued to promote local spending by leading and supporting the Think, Shop, Live Elk Grove program, and

offered new programs, online directories, holiday shopping opportunities, community donation programs and a welcome program involving more than 100 local businesses for new state employees locating in Elk Grove.

• Submitted award applications on behalf of the City of Elk Grove Public Information Office, resulting in three awards from the California Association of Public Information Officials.

• Coordinated the second annual “Big Truck Day” at Elk Grove City Hall for hundreds of participants to promote National Public Works Week and educate the community about the role of the Public Works Department.

• Facilitated the Multicultural Committee and planned and implemented the second annual citywide Multicultural Festival. More than 7,000 participants attended the day-long Multicultural Festival in August 2013. The event featured a wide variety of ethnic foods, music, entertainment, fashion shows and activities for kids, and more than 20 performances representing Elk Grove’s cultural diversity.

• Promoted a comprehensive citywide awareness program that aims to bring together the Elk Grove community in a unified appreciation of the city’s rich cultural diversity. The program has resulted in more than 4,000 diversity pledges.

• Continue producing a bi-monthly City of Elk Grove newsletter that reaches more than 54,000 businesses and residents. Refreshed the design of the City of Elk Grove newsletter to ensure it is fresh, current and consistent with the City’s brand.

• Hosted a grand opening ceremony for the Special Waste Collection Center, which was attended by more than 800 participants, resulting in positive news coverage in multiple news outlets for the City of Elk Grove.

• Continued utilizing social media, including Facebook and Twitter, to promote City of Elk Grove news and information to more than 7,000 viewers.

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101-1200 GOVERNANCE

CITY MANAGER

• Planned and hosted more than 14,000 guests at the 17th annual Salute to the Red, White and Blue event on July 4th at Elk Grove Regional Park. Raised more than $30,000 in event sponsorships and entrance parking.

• Planned and hosted the East Stockton Boulevard Soundwall Ribbon Cutting celebration “A Community Vision Brought to Fruition” with opening remarks, ribbon cutting ceremony, a short walk down the wall and refreshments to commemorate the completion of this long-awaited project. The event resulted in coverage on News 10, and in the Elk Grove Citizen and Elk Grove Patch.

• Coordinated the City of Elk Grove Rain Garden Plaza Helen Putnam Display at the League of California Cities Conference to showcase the city’s award-winning Rain Garden Plaza to city leaders from throughout the state.

• Facilitated services and support for 40 community events produced by local non-profit organizations through the City’s Event Sponsorship Grant Program. These events are estimated to have attracted more than 160,000 guests.

• Activated City event marketing booths at 10 local events promoting City services and programs reaching more than 119,108 guests with City of Elk Grove news and information.

• Coordinated 18 uses of the Old Town Plaza property by local events in collaboration with City Facilities staff. • Produced additional community events, including the Storybook Wood Park Opening Celebration, Earth Day

Pre-Grand Opening of the Special Waste Collection Center, 5K Over the Freeway, and GO Fest. • Conducted the biannual Citywide Survey with ICMA and The National Research Center, Inc. to survey

resident opinion for program planning, goal setting, budgeting and performance measurement. • Launched “In Elk Grove” Tourism Program that offers a new tool to find places to dine, shop, stay, meet and

play in Elk Grove. Developed a series of videos promoting Elk Grove as a destination. Advertised the program on YouTube and through a network of 35+ Sacramento region lifestyle websites and calendars generating nearly 250,000 impressions.

• Launched “Join the Movement” health and wellness program to promote the vast array of amenities in Elk Grove that support an active, healthy lifestyle.

• Hosted three professional development workshops with the California Association of Public Information Officials, reaching more than 100 representatives from California cities about public information and social media techniques.

• Supported community event organizers working to produce or improve upon local events through offering free events training workshops.

• Hosted the City’s first Performing Arts Program, Musical History of the Blues, in April and July 2013. These two free performances were held at local high schools and include young musicians playing in a nightclub style jam format. Approximately 450 residents attended each event.

Legislative Program • Organized a successful City specific Legislative Advocacy visit to Washington D.C. in September 2013 for two

members of the City Council and staff which the goal of advancing City priority projects at the federal level. • Attended the Sacramento Metro Chamber of Commerce Capitol-to-Capitol visit in Washington D.C. in May

2014 to represent the City of Elk Grove on a regional basis as well as discuss City specific projects.

40

101-1300 GOVERNANCE

CITY ATTORNEY

MISSION Our mission is to provide expert legal counsel for the City on a wide variety of complex legal matters to assist departments in implementing the City Council’s goals and objectives.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 505,597 578,942 538,843 611,153 32,211 Operating Expenses 322,112 501,700 499,076 499,500 (2,200) Capital Outlay - - - - - Transfers - - - - -

Expense Total 827,709 1,080,642 1,037,919 1,110,653 30,011

POSITION LISTING

PROGRAM DESCRIPTION $1,110,653

4.0 FTEs The City Attorney’s office investigates, evaluates, and resolves complex legal matters for the City. Additionally, we provide legal advice to the City Council, Planning Commission, City Departments and other boards and committees on a wide range of municipal law topics. The City Attorney’s office remains current on cases and legislation affecting the conduct of the people’s business and actively participates in meetings with internal and external stakeholders to achieve desired results. FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS Grow and support safe, livable, attractive neighborhoods.

• Prosecute as appropriate and necessary Municipal Code violations through the administrative process and court system.

• Amend the Municipal Code as needed to achieve the City’s goal of safe, livable, and attractive neighborhoods.


1300 Assistant City Attorney 1 2 2 01300 City Attorney 1 1 0 -11300 Deputy City Attorney II 1 0 0 01300 Executive Administrative Assistant 1 1 1 01300 Legal Assistant 1 1 1 0

1300 City Attorney Total 5 5 4 -1

41

101-1300 GOVERNANCE

CITY ATTORNEY Serve as wise, responsible stewards of fiscal resources.

• Pursue all available remedies for the collection of amounts owed to the City. • Continue to monitor consultant contracts to ensure that there are no budget overages in the use of

outside services.

Develop an efficient and effective organization with a regional perspective.

• Work cooperatively with Sacramento County District Attorney and other City Attorneys in the County to share ideas and work cooperatively to resolve issues in the region.

42

101-1400 GOVERNANCE

CITY CLERK

MISSION

While operating under statutory provisions of the California Government Code, the Elections Code, and City ordinances and policies:

• Ensure the City’s legislative processes are open and public by providing a link between citizens and government through the dissemination of information;

• Accurately record and preserve Elk Grove’s legislative history, safeguarding vital, historic, and permanent records of the City; and

• Serve with courtesy, promptness, and integrity – the public, City Council, and City staff in an unbiased and fiscally responsible manner.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 345,541 392,361 355,044 411,485 19,124 Operating Expenses 92,517 24,000 23,791 113,025 89,025 Capital Outlay - - - - - Transfers - - - - -

Expense Total 438,058 416,361 378,835 524,510 108,149

POSITION LISTING

PROGRAM DESCRIPTION $524,510

3.0 FTEs

Administration The City Clerk, appointed by and under the direction of the City Council, serves as the Clerk to the City Council, and Secretary to the Finance Authority, and Parking Authority. It is the responsibility of the City Clerk to provide support to the legislative body, as well as to respond and to implement processes responsive to the Brown Act, the Public Records Act, the Political Reform Act, Election laws and various other statutes. The City Clerk is the filing officer and official for Statements of Economic Interests and Campaign Disclosure Statements. The City Clerk is the custodian of the City Seal, and attests and acknowledges official City documents as required.


1400 Assistant City Clerk 1 1 1 01400 City Clerk 1 1 1 01400 Deputy City Clerk/Records Manager 1 1 1 0

1400 City Clerk Total 3 3 3 0

43

101-1400 GOVERNANCE

CITY CLERK

Operations The Office of the City Clerk is responsible for agenda preparation and posting, as well as coordinating distribution of agenda materials to the City Council, senior executives and the public. Public notice is achieved as mandated by various statutes through posting, publication and mailing processes. The Office of the City Clerk receives for tracking and processing to other departments subpoenas, motions, claims against the City, capital improvement bids, consultant service proposals, contracts, as well as appeals to decisions of the Planning Commission and administrative appeals of the agency. Records The Office of the City Clerk is the repository for the legislative records of the City Council, as well as contracts and a variety of other recorded documents. Records Division staff receives and processes for review and release, public requests for records under the Public Records Act. The Records Division staff is also responsible for securing records in an optical imaging system for citywide staff access and makes records available utilizing the City’s website. Elections The City Clerk is responsible for administering General Municipal Elections, as well as any Special Elections that may be called, in addition to annexation elections to Street Maintenance Districts and Community Facility Districts. Budget Issues

• The November 4, 2014 General Municipal Election for the Directly Elected Mayor and Council Member Residency Districts 2 and 4 is budgeted at $90,000.

DEPARTMENT WORK PLAN FOR FY 2014-15 Administer the November 4, 2014 General Municipal Election (Directly Elected Mayor and Council Member Residency Districts 2 and 4)

• Prepare for City Council consideration, appropriate resolutions and ordinances for election consolidation with the November 4, 2014 General Election;

• Prepare 2014 Candidate’s Instruction Manual; • Prepare and maintain informational webpage throughout the 2014 Election process; • Issue and receive nomination papers from candidates for the office of the Directly Elected Mayor and

candidates residing in City Council Districts 2 and 4; • Prepare all necessary publications and notices related to the election and Fair Political Practices

Commission filing obligations; • Prepare and present resolution for certification of the November 4, 2014 General Municipal Election

results, administer oaths of office, and compile all information necessary for City Council reorganization procedures.

2014 Conflict of Interest Code Biennial Review The Political Reform Act requires that each city review its Conflict of Interest (COI) Code during even-numbered years and bring forward any necessary amendments to the City Council for adoption within 90 days of its review. To this end, the Office of the City Clerk will prepare required notifications to departments, compile results, and present necessary documents to the City Council in order to receive the Biennial Notice of Intention to Amend the Elk Grove COI Code and to adopt the 2014 COI Code Revision no later than December 10, 2014.

44

101-1400 GOVERNANCE

CITY CLERK

Records Management Program Expansion

• Build on Department Continuity of Operations Plan and refine files and template format for the

Documentation Unit under the City Emergency Operations Plan; • Provide technical advice regarding recommended records management practices to City departments; • Explore digital filing systems for Fair Political Practices Commission filings; • Conduct annual records retention review in accordance with Resolution No. 2008-63 (records maintained

by the Office of the City Clerk); • Increase effective use, by staff, of the citywide records archive program; • Expand digital retention and archiving of daily operational, administrative records.

Information Accessibility through the Digital Records Initiative

• Reduce costs of producing, distributing, and reproducing hard copy materials • Explore opportunities to conduct outreach on information resources to staff and the community.

PERFORMANCE MEASURES

The Office of the City Clerk will also track:

• Information Use (measuring sustained use of records archive system, use of online record resources, number of subscribers to e-alerts, number of updated online user accounts)

• Record Retention (measuring physical storage space needs, reduction in number of hardcopy filing systems, and citywide annual retention review volume)

• Time Response (measuring time to complete processing of office tasks) • Voter Participation (measuring annual trends in voter registration, voter participation, and education

outreach on election issues)

COMPLETED INITIATIVES FOR FY 2013-14 Development / Expansion of Records Management Program Continued annual City record retention review with retention schedules developed for Police, Fleet and Facilities, Public Works, Planning, and Building Departments, and destruction of over 15 linear feet of records during Fiscal Year 2013-14 (Resolution No. 2013-235 authorizing the destruction of certain records retained by the Office of the City Clerk). Information Accessibility through the Digital Records Initiative

• Continued operation of a fully updated online, text searchable, and downloadable version of the Elk Grove Municipal Code to the City website;

• Added 24 City Council meeting and other video webcasts and corresponding sets of Closed Caption transcription notes to the City website;


FY2014 Adopted

FY2014 Estimated

% of Staff Reports Compiled one day prior to Publish Date 76.46 88 88.36% of Requests for Information responded to 48 hours prior to statutory timeframes 53.45 65 65.57% of Records Scanned and Indexed within same month 92.71 95 96.87% of Notifications for FPPC 700 statutory filing compliance 75.15 60 73.96


45

101-1400 GOVERNANCE

CITY CLERK

• Posted Fair Political Practices Commission (FPPC) filings to the City website (18 Campaign Disclosure

Statements and 113 Statements of Economic Interest covering 2013-14); • Posted and maintained the FPPC Form 806 Agency Report of Public Official Appointments Form on the

City website.

46

101-1500

FINANCE

MISSION

The Finance department provides innovative leadership in the financial management of the public resources entrusted to the City in order to enhance the quality of life in Elk Grove.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 1,390,129 1,463,728 1,384,685 1,545,165 81,437 Operating Expenses 259,609 368,320 268,478 411,066 42,746 Capital Outlay - - - - - Transfers - - - - -

Expense Total 1,649,738 1,832,048 1,653,163 1,956,231 124,183

POSITION LISTING

PROGRAM DESCRIPTION $1,956,231 15.0 FTEs Finance supports the City Council, management, and other departments with financial planning and administration, cash management, accounting and reporting, payroll processing, purchasing, and cash receipting. Budget Issues: • The Finance budget includes $215,000 in professional services for audit services, technical financial services

consulting, outside internal audit services and support to the Council audit committee.


1500 Accounting Manager 1 1 1 01500 Accounting Technician 3 3 3 01500 Administrative Analyst 1 1 1 01500 Administrative Assistant 0 0 1 11500 Customer Service Specialist 1 1 1 01500 Finance Analyst 1 0 0 01500 Finance Analyst I 0 1 2 11500 Finance Analyst II 0 1 0 -11500 Director of Finance & Admin Services 1 1 1 01500 Payroll Technician 1 1 1 01500 Purchasing Agent 1 1 1 01500 Purchasing Manager 1 1 1 01500 Sr. Customer Service Specialist 1 1 1 01500 Sr. Administrative Assistant 1 1 0 -11500 Sr. Accountant 1 1 1 0

1500 Finance Total 14 15 15 0

47

101-1500

FINANCE

FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS Serve as wise, responsible stewards of fiscal resources. • Audit utility user tax remittances for compliance • Assist with new facility and program planning by providing feasibility analysis and financing alternatives • Continue to analyze and implement effective reconciliations of City financial transactions. • Implementation of the new software “OneSolution” for the City financial systems • Assist with establishing a City grant coordination/administration system


The Finance Department will also track:

• Investment Portfolio Return to Market • 100% external funding requisitioned within 30 days of period end

COMPLETED INITIATIVES FOR FY 2013-14

• Supported Internal Audit consultant’s review of grant management practicing, Utility Billing/Cashier, and Transit RFP review.

• Provided fiscal analysis for the Special Waste Collection Facility. • Administered delinquent Mello-Roos special tax accounts per bond covenants, including collection

demand process, continuing disclosure obligations and advancement to judicial foreclosure. • Provided assessment/Mello-Roos district information for interested local homeowners associations. • Administered fee credits and processed reimbursement requests for financing infrastructure

improvements. • Provided fiscal analysis for various operational improvements and proposed capital projects. • Published the Comprehensive Annual Financial Report (CAFR).

Council Goal and Measure FY2013 ActualsFY2014

AdoptedFY2014

Estimated

Dollar amount of stale dated checks that are more than 6 months old $415,891 $90,238 $260,000% of Payroll ACH & Positive Pay files uploaded on time 100 100 100% of Payroll taxes & Benefits payments submitted & paid on time 100 100 100Number of responses to formal solicitations from Elk Grove businesses 18 10 1Number of purchase orders for non-local vendors 554 600 745Average number of responses to formal solicitations 4.88 4 3.43Number of formal solicitations (RFP/BID) 43 35 31Number of responses to formal solicitations 217 200 179% of total purchase orders (non-local vendors) 68.33 65 69Number of purchase orders processed 1,984 2,000 1,997% of total purchase orders (local vendors) 31.67 31 31Number of purchase orders for local vendors 243 300 368

Average wait time in minutes until incoming call is picked up by Customer Service Specialis 1.4 1 2.33Number of Cashier Transactions 56,710 55,360 53,000Number of new service applications processed 1,907 2,000 1,355 % of incoming calls handled by IVR without transfer 33.38 33 25.8Average talk time per call in minutes 2.785 2.75 3.22Number of delinquency reinstate applications processed 548 550 570.67



48

101-1500

FINANCE

• Published Annual Financial Report to the Community summarizing technical document. • Participated in regional fiscal officers meetings to foster relationships and sharing of information. • Supported the Council Audit Committee. • Continued to refine City tools that enable purchases of goods and services from Elk Grove vendors to be

tracked. • Represented the City on the board of the Northern California Cities Self Insurance Fund (NCCSIF). • Completed Single Audit resolving all issues and received a clean opinion. • Collaborated with Transit to improve communication and analysis of recordkeeping and assisted in the

creation of a Transit procedural and policy manual as requested by the Federal Transportation Administration.

• Supported State Controller’s Audit of restricted transportation revenue. • Website for surplus equipment designated as eligible for donation to non-profits. • Completed graphic design upgrade and printed the “How to Do Business with the City of Elk Grove”

brochure for release to the business community. • Established an Other Post Employee Benefit (OPEB) trust account and began prefunding of the trust. • Established the Charge and Write-Off, Land Secured Financing, Mobile Device and Security Incident

Response Plan Policies.

49

101-1600

HUMAN RESOURCES

MISSION

The Human Resources Department provides key internal services to City Departments and employees. Our focus is on attracting, developing and retaining a diverse, well-qualified and professional workforce that is reflective of the community we serve.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 578,737 595,044 539,105 387,484 (207,560)Operating Expenses 57,549 106,847 154,080 117,145 10,298

Expense Total 636,286 701,891 693,185 504,629 (197,262)

POSITION LISTING

PROGRAM DESCRIPTION $504,629 4.0 FTEs The Human Resources Department is responsible for providing the City with well-trained and motivated employees by maximizing employee potential through proactive employee relations and development. The primary functions include recruitment, selection and retention of qualified employees; monitoring and administering the City’s classification, compensation and benefits plans; coordinating Citywide training and development; labor relations (including the negotiation and administration of agreements with recognized employee organizations and administration of personnel rules and procedures); and to present strategies for organizational development. Budget Issues: Fiscal Year 2014 – 2015 will be a year of change for staff as we move toward updating and implementing both technical and process improvements for many of the Human Resources’ programs. The Human Resources team will focus on maintaining its standard of excellence while implementing these technical changes as well as identifying how services may be streamlined and improved upon. The process to begin upgrading our HR information system will begin during this fiscal year.


1600 Management Analyst 1 0 0 01600 Human Resources Director 1 1 0 -11600 Human Resources Manager 0 0 1 11600 Human Resource Specialist 1 1 1 01600 Sr. Administrative Assistant 1 1 1 01600 Sr. Management Analyst 0 1 1 0

1600 Human Resources Total 4 4 4 0

50

101-1600

HUMAN RESOURCES


Develop an efficient and effective organization with a regional perspective

Employee/Employer relations – Work closely with our bargaining groups to position the City to recruit, hire and retain highly qualified staff while maintaining fiscal responsibility for our citizens’ tax dollar. Recruitment and Hiring – The Human Resource staff will focus on creating a Diversity Recruiting Strategy to enhance our outreach and promote a workforce that closely mirrors the diversity of our community.

Succession Planning – Staff will provide more and varied professional development opportunities to different levels within the organization. These efforts will focus on providing skillsets that promote and enhance employees’ existing abilities and better prepare them to compete for future openings within the organization. Training and Development – Staff will continue to build upon Elk Grove University to offer a more robust training program to all City staff. Risk Management – We will monitor workers’ compensation claims to ensure the City’s exposure is minimized while providing timely and thorough response to claimants. A focus on analysis of injury trends will assist departments in developing prevention practices to reduce injuries and continue to make safety a top priority in the workplace. Performance Measures


FY2014 Adopted

FY2014 Estimated

Develop an efficient and effective City organization with regional perspective % of Staff receiving professional development (HR sponsored) 5.3 30 110 Average # of Days - Conditional offer to hire date (Non PD) 24 20 22 Average # of Days - Conditional offer to hire date (PD) 16.14 20 28.5 Average Days - Recruitment to conditional offer term (non-PD) 36.35 50 30.6 Serve as wise, responsible stewards of fiscal resources Avg. Cost of Recruitments - $ per recruitment $143.66 $250.00 $110.00


Talent Exchange Program • Developed an internal professional growth program wherein employees may participate in special

projects throughout the City to enhance their knowledge, skills, and abilities in areas of interest outside of his/her normal work assignment while completing projects that the City may not have been able to attain without the additional staff hours. We completed 1 TEP and currently have 1 active TEP for an approximate cost savings of $10,000.

Internship Programs

• Continued with Cristo Rey High School to engage 1 student Intern annually • Coordinated with University Enterprises CSUS to engage 6 Student Assistants giving them

exposure to careers in government

51

101-1600

HUMAN RESOURCES

Recruitments:

• Successfully recruited and filled 25 City positions • Reviewed 2839 applications • Interviewed 269 applicants

• Filled 22 positions within the City • Processed 8 promotions

Total Compensation Review

• Completed an extensive total compensation review for all positions within the Police Officers Association

Position Control: • Reclassified 8 positions • Created 7 new classifications

Workers Compensation:

• Managed 29 workers’ compensation claims. Due to our Return to Work program, 13 injured employees were able to participate in modified duty assignments while they healed from their injuries.

Leave Management - Effectively coordinated 22 FMLA/CFRA leave requests

Open Enrollment – Accurately processed 69 open enrollment changes.

City Wide Training: • Created and rolled out The Elk Grove University training website • Offered 22 Training Opportunities • Successfully having 465 participants in those 22 trainings • We increased our available training by 46% over last year • Conducted City wide Customer Service training (statistics not available at the time of printing this

document)

HR Workload Performance

Category Measure FY2014 Year to Date

Recruitments

City Positions recruited and filled 25

Applications Reviewed 2,839

Applicants Interviewed 269

Positions filled within the City 22

Promotions Processed 8

Position Control Positions Re-classified 8

New classifications created 7

Leave Management FMLA/CFRA leave requests coordinated 22

Open Enrollment Open enrollment changes processed 69

City Wide Training Training opportunities offered 22

Total training participants 465

% Increase in available training 46

52

101-1900

NON-DEPARTMENTAL

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 62,443 40,050 70,000 - (40,050)Operating Expenses 562,549 1,258,299 1,161,620 1,481,500 223,201 Internal Services 3,863,647 4,832,528 4,832,528 5,820,776 988,248 Capital Outlay 865,000 - - - - Debt Service - 105,580 105,580 105,582 2 Transfers 5,921,853 1,966,692 2,883,692 1,232,373 (734,319)

Expense Total 11,275,492 8,203,149 9,053,420 8,640,231 477,132

PROGRAM DESCRIPTION The non-departmental section includes appropriations that are not directly attributable to any one function. Internal Service Fund Allocation $5,820,776 The Risk Management (601), Facilities & Fleet (602), and Information Technology & Geographic Information Systems (603) functions have been segregated as internal service funds for cost recognition and allocation to other funds that benefit from services provided. The following table reflects those charges allocated to the General Fund:

Risk Management Facilities Fleet Information

Technology

Geographic Information

SystemsTotal

City Council 7,330$ 29,739$ -$ 65,562$ 3,895$ 106,526$ City Manager 36,651 82,920 - 118,012 33,193 270,776 City Attorney 18,326 38,988 - 78,675 4,674 140,663 City Clerk 10,995 45,925 - 52,450 3,115 112,485 Finance 54,977 149,220 - 183,574 32,328 420,099 Human Resources 14,660 45,372 - 52,450 3,116 115,598 Police 930,938 919,733 2,098,242 69,000 357,455 4,375,368 Code Enforcement 40,317 62,562 35,089 131,123 10,170 279,261

Total 1,114,194$ 1,374,459$ 2,133,331$ 750,846$ 447,946$ 5,820,776$

53

101-1900

NON-DEPARTMENTAL

Transfers Out $1,232,373 The General Fund makes transfers to other funds for overhead and operating purposes. Of note, the FY 2014-15 budget does not reflect an operating transfer to fund 295 Development Services as fund 295 is projected as self-supporting. Transfers for FY 2014-15 from the General Fund are summarized below.

Contingency $100,000 $100,000 of Contingency Funds is available for unexpected needs or events that may arise throughout the fiscal year. Other Post-Employment Benefits $855,000 The city funds its obligation to health insurance programs for retirees through annual required contributions. Debt Service $105,582 The General Fund received an advance from the Drainage Fund in 2012 to purchase the Old Town Plaza property.

Transfer To Purpose Amount105 Funding for economic development incentive program 200,000 295 Development Services Fund Cost Allocation 165,074 501 Funding for LifeLine rate subsidy 26,183 511 Transit operations subsidy 841,116

1,232,373$

54

101-1900

REVENUE NEUTRALITY

BUDGET SUMMARY

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Operating Expenses 5,189,751 5,135,000 5,500,000 5,367,220 232,220 Expense Total 5,189,751 5,135,000 5,500,000 5,367,220 232,220

PROGRAM DESCRIPTION

Under the terms of incorporation, the City transfers a percentage of its property tax revenues from the original City boundary to Sacramento County for a period of 25 years. During Fiscal Year 2013-14, 80% was transferred to the County of Sacramento. Beginning in Fiscal Year 2014-15 through 2017-18, only 75% will be transferred to the County.

55

101-1920

COMMUNITY SERVICE GRANTS

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

FY 2015 Projected

Operating Expenses 336,380 320,000 318,277 330,560 12,283 351,461 Expense Total 336,380 320,000 318,277 330,560 12,283 351,461

PROGRAM DESCRIPTION City Council Committee for the Arts $20,000 The City Council-appointed Committee for the Arts locates and recommends specific pieces of art to be installed at City-owned facilities, provides recommendations to the City Council for arts and entertainment within the City, and dialogues with regional and local entities interested in arts and entertainment. City Council Community Service Grants $310,560 Awards granted by the City Council to organizations to fund activities for the betterment and improvement of the community.

COMMUNITY SERVICE GRANT REQUESTS

2014-15

Funding

Alchemist CDCCalFresh: Connecting Families to Farmers

Continue program allowing CalFresh (food stamp) users to use their benefits at the Laguna Gateway Center Farmers' Market, and do additional community outreach.

8,785$ 19,373$ 8,628$ 8,785$

Big Brothers/Big Sisters of Greater Sacramento Youth Mentoring

Provide a mentoring program that matches 58 Elk Grove disadvantaged youth with a stable, caring adult to increase school performance and decrease risky behavior. 40,095$ 49,927$ -$ -$

City of Elk Grove - Code Enforcement Graffiti Fighters

Remove graffiti from private property within 24 hours of receiving a report. Funds will cover half the cost of one code enforcement officer and materials and supplies.

46,800$ 82,000$ 46,800$

City of Elk Grove - Economic Development Small Business Loan Program

Provide loans to small businesses looking to expand and create jobs for low-income persons. 50,000$ 50,000$ 50,000$

City of Elk Grove - Housing Minor Home Repair Program

Provide low-income owner-occupants with financial assistance to rehabilitate their homes to help eliminate critical health hazards and make repairs necessary to safety.

40,000$ 40,000$ 60,000$

City of Elk Grove - Housing Duplex PurchasePurchase a duplex property to rent as affordable permanent housing to households exiting transitional housing. 200,000$ 200,000$ -$

City of Elk Grove - Housing/Transit Nonprofit Bus Pass Program

Provide Etran bus passes to nonprofit agencies serving low-income clients. City will distribute passes for free; grant will subsidize cost of printing and managing passes.

5,000$ 5,000$ -$ -$

City of Elk Grove - Public Works

Curb Ramp Accessibility Upgrades

Remove barriers to accessibility for disabled persons by installing ADA-compliant curb ramps at 25 priority locations throughout the City. 150,000$ 150,000$ 178,849$

City of Elk Grove - Public Works

East Stockton Blvd. Sidewalk Extension

Extend the sidewalk about 500 feet along East Stockton Blvd. from the terminus of the existing sidewalk at the northern edge of Elk Grove Regional Park to the northern parking lot of the park.

263,000$ 332,000$ -$

City of Elk Grove - TransitBus Stop Signage Improvements

Improve bus stop signs and infrastructure to enhance compliance with ADA standards, facilitating the mobility of disabled and senior persons. 20,000$ 20,000$ -$

2013-14 Amount

Received

Total Activity CostOrganization Activity Activity Description Requested

Funding

56

101-1920

COMMUNITY SERVICE GRANTS

2014-15

Funding

Cosumnes Fire DepartmentCommunity Emergency Response Team (CERT)

Recruit and train volunteers in disaster preparedness and response. CERT volunteers provide emergency stand-by support to public events, and may respond to emergencies if needed.

15,799$ 31,598$ -$ 10,000$

Elk Grove Adult Community Training Classroom Remodel

Complete a classroom remodel that includes a kitchen and restroom upgrades, removal of walls to create more open space, and addition of laundry room to teach independent living skills.

45,000$ 45,000$ 10,500$ -$

Elk Grove Food BankFood Closet and Clothes Closet

Provide a variety of programs/services to low-income persons, including a three-day food supply once per month, clothing assistance, and counseling/referral services.

75,000$ 255,000$ 68,045$ 71,000$

Elk Grove Food Bank Support WorksOffer case management and education regarding finances, employment, health and nutrition, and housing to Food Bank clients, particularly the homeless and senior citizens.

32,000$ 32,000$ 35,214$

Elk Grove Police Activities League

Program Support / Youth Job Corps

Provide support to youth athletic, recreational, and educational programs. Establish a new Youth Job Corps focused on teaching at-risk and foster youth green technology skills.

156,000$ 226,000$ 43,000$ 43,000$

Elk Grove United Methodist Church Weekend Meal Program

Purchase food for a Saturday breakfast and Sunday lunch open to any member of the community. Most attendees are low-income or homeless. 5,250$ 16,225$ 5,000$ 5,000$

Elk Grove Youth Baseball League Community Office

Fund half of rent and utilities cost for a new warehouse office space for the League. Space will provide walk-up registration, community events/services, and equipment storage.

8,000$ 16,000$ -$ -$

Hope for Healthy FamiliesIndividual and Family Counseling

Provide funding for a part-time clinical supervisor to oversee trainees/interns offering counseling services to lower-income residents, with the goal of creating healthy coping skills.

14,400$ 14,400$ -$ -$

Kitty Karma RefugeManaged Community Cat Colony

Fund management of feral cat colonies by offering trap-neuter-release services, and by building feeding stations and shelters for the cats. Request includes cat food and other supplies.

16,660$ 16,660$ -$ -$

Meals on Wheels by ACC Meals on Wheels Provide five hot or frozen home-delivered meals per week to homebound seniors and provide weekday meals at the Elk Grove Senior Center. 49,545$ 187,144$ 40,185$ 22,775$

Project R.I.D.E.Therapeutic Horseback Riding Lessons

Provide children and adults with special needs a safe, educational, and recreational equine experience to enrich their physical and emotional development. 15,000$ 30,000$ 10,000$ 10,000$

Sacramento County Office of Education

LINKS Group Mentoring Program

Provide a mentoring program for 45 students at Calvine High School (continuation school). Students participate in weekly structured mentoring sessions with an adult.

81,790$ 143,578$ -$ -$

Sacramento Self-Help HousingGrace House Case Management

Provide case management for the residents of the Grace House, the City's only transitional housing resources for homeless persons. 9,050$ 17,450$ -$

Sacramento Self-Help Housing Housing CounselingProvide housing counseling to low-income Elk Grove homeless or at-risk of becoming homeless. Provide housing mediation (tenant/landlord dispute resolution) to low-income households.

30,000$ 35,400$ 32,500$ -$

Senior Center of Elk Grove Senior Services Provide staffing and operations support to the Elk Grove Senior Center, including the Dial-A-Ride program and daily meal service. 100,000$ 160,239$ 112,000$ 100,000$

Teen Center USA Youth/Teen ServicesProvide after school services such as tutoring, interviewing, job readiness, etiquette and personal development skills, mentoring relationship building, counseling, etc. to Elk Grove teens.

60,000$ 184,385$ 40,000$ 40,000$

TOTAL $1,537,174 $2,359,379 740,721$ 310,560$

2013-14 Amount

ReceivedOrganization Activity Activity Description Requested

FundingTotal Activity

Cost

57

101-1950

CITY EVENT SPONSORSHIP

BUDGET SUMMARY

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total - - - 168,957 168,957 Compensation - - - 141,168 Operating Expenses - - - 389,083 389,083

Expense Total - - - 530,251 389,083 Current Year Excess (Deficiency) - - - (361,294) (220,126)Net Cost - - - (361,294)

PROGRAM DESCRIPTION Event Sponsorship was previously housed in the 101-1900 Non-Departmental and 101-1920 Community Service Grants departments. It is managed by the City Manager’s office. Due to the increase in this activity it has been separated for reporting and transparency purposes.

Police Public Works Integrated Waste

CA Association of Resource Conservation Dist. Elk Grove Greener Gardens Expo & Garden Tour

750 600 $ 3,920 $ 2,000

2 staff @ 2 hours each for a compost workshop and 2 staff @

5 hours for a stormwater and recycling booth.

$ - $ - $ - $ 2,000

CAN-Sirs, Inc CAN-Sirs Benefit Senior Softball Tournament

900 135 $ 5,000 $ 4,000 Market/promote the event through media and social media outlets. $ - $ - $ - $ 4,000

Cosumnes CSD Parks & Recreation Hot Summer Nights Concert Series

5,000 4,000 $ - $ - 5 Officers, 1 Sgt. 4 Hours Per

Event, 5 events $ 10,440 $ - $ - $ 10,440

Cosumnes CSD Parks & RecreationGiant Pumpkin Festival

30,000 22,500 $ - $ - 5 Officers, 1 Sgt, 8 hours per day,

2 days; Waste Disposal Containers

$ 8,400 $ - $ 3,525 $ 11,925

Cosumnes CSD Fire Department Santa & Sirens Parade

300 297 $ - $ - Officers for rolling street closures

along parade route, 3 nights $ 5,100 $ - $ - $ 5,100

Courage Worldwide Elk Grove Turkey Trot

1500 1050 $ 750 $ - Officers for Traffic Management $ 2,125 $ 2,000 $ - $ 4,125

Elk Grove American Legion Post 233, Inc. Elk Grove Veterans Day Parade

6000 5700 $ 3,000 $ 2,000

Police services for traffic control…Public Works for road closures…Integrated Waste to provide trash containers at the

CSD parking lot.

$ 7,650 $ 3,500 $ 175 $ 13,325

Elk Grove Chamber of Commerce Elk Grove Rod, Custom and Motorcycle Show

1000 - 5000 500 - 2500 $ 5,000 $ 5,000 $ - $ - $ - $ 5,000

Elk Grove Chamber of Commerce Small Business Expo

1000 800 $ 3,000 $ - None $ - $ - $ - $ -

Elk Grove Chamber of Commerce 63rd Annual Recognition & Board Installation Gala

150 112 $ 1,500 $ 1,500 None $ - $ - $ - $ 1,500

Elk Grove Chamber of Commerce Biz Workshop Series

250 225 $ 500 $ - $ - $ - $ - $ -

Elk Grove Chamber of Commerce Leadership Elk Grove

20 18 $ 1,500 $ - None $ - $ - $ - $ -

Elk Grove Chamber of Commerce 15th Annual State of the City

200 175 $ 4,000 $ 3,000 Mayor giving his speech $ - $ - $ - $ 3,000

Elk Grove Chamber of Commerce 9th Annual Salute to Education

100 90 $ 1,000 $ - None $ - $ - $ - $ -

Description of Recommended In-Kind Services

Total Proposed Support

Proposed Level of In-Kind SupportOrganization & Event

Total Number ofAnticipated Attendees

Number of Elk Grove Residents

Anticipated

Cash Sponsorship Request

Proposed Cash Sponsorship

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Police Public Works Integrated Waste

Elk Grove Chamber of Commerce Women in Business

130 117 $ 2,500 $ - None $ - $ - $ -

Elk Grove Fine Arts Center 3rd Annual Art Tour

400 360 $ 1,500 $ 1,000 None $ - $ - $ - $ 1,000

Elk Grove Fine Arts Center Open Fine Arts Competition

300 255 $ 4,000 $ 1,500 None $ - $ - $ - $ 1,500

Elk Grove Food Bank ServicesRun 4 Independence

2,000 1,900 $ 10,000 $ 10,000

Police and Public Works support for road closure; Use of traffic

management equipment. Integrated Waste providing trash

and recycle cans at various locations.

$ 1,360 $ 3,500 $ 700 $ 15,560

Elk Grove Historical Society Elk Grove Haunted House

3000 2000 $ 3,000 $ 1,000 $ - $ - $ - $ 1,000

Elk Grove Historical Society Antique Flea Market and Vintage Trailer Show

2500-3000 1875-2250 $ 1,500 $ 1,500 Use of Old Town Plaza and utilities; 2 Police Officers for Patrol; Trash Carts for Event

$ 1,360 $ - $ 1,575 $ 4,435

Elk Grove Regional Scholarship Foundation Spotlight Elk Grove

800 600 $ - $ 1,200 2 Officers, 5 Hours $ 850 $ - $ 1,350 $ 3,400

Elk Grove Regional Scholarship Foundation Spotlight at the Ranch

500 400 $ - $ 500 2 Officers, 7 Hours $ 1,360 $ - $ 350 $ 2,210

Elk Grove Soap Box Derby Soap Box Derby

125 87 $ 15,000 $ - $ - $ - $ - $ -

Elk Grove Unified School District Map Your Future

500 500 $ 1,500 $ - $ - $ - $ - $ -

Elk Grove Western Festival, Inc. Elk Grove Western Festival

18000 13500 $ 10,000 $ 10,000

Police Services for Parade and Festival; Traffic control for

Parade; Trash Carts for Parade; Promotion

$ 15,110 $ 4,500 $ 2,230 $ 31,840

Elk Grove Youth Baseball League Cal Ripken 12y/o State Championship

1000 300 $ 5,000 $ 5,000 $ - $ - $ - $ 5,000

Elk Grove Youth Sports Foundation (EGYSF) 4th Annual Running of the Elk

5000 3750 $ 10,000 $ 5,000

Police Services; Crowd control, traffic management and patrol of

festival. Public Works: Route equipmentand control; Waste

Management: large trash disposal; Marketing/Promotion

$ 7,225 $ 3,500 $ 2,550 $ 18,275

Franklin High School Band Boosters 3rd Annual Franklin Band Review

3000 600 $ 10,000 $ 2,000

Police Services; 3 Officers @ 3 Hours for Parade; Traffic

Management: Electronic signs, barricades, cones prior to and

during event dates; Marketing/Promotion

$ 765 $ 2,500 $ - $ 5,265

MAS/MCYC of Elk Grove Outreach Interfaith Iftar

200 180 $ 10,000 $ - $ - $ - $ - $ -

Old Town Elk Grove Foundation Dickens Faire

29,000 23,200 $ 10,000 $ 10,000

Use of Old Town Plaza and Utilities; Police Services for Street

Closure and Patrol; Traffic Equipment and Controls for

Street Closure; Trash Carts for Event Area

$ 11,473 $ 6,500 $ 1,185 $ 29,158

Old Town Elk Grove Foundation Farmers Market & First Saturday

800-1000 640-800 $ 5,000 $ 2,000 Use of Old Town Plaza; Marketing $ - $ - $ - $ 2,000

Old Town Elk Grove Foundation Chili Festival

8000-10000 6000-7500 $ 10,000 $ 10,000

Use of Old Town Plaza and Utilities; Police Services for Street

Closure and Patrol; Traffic Equipment and Controls for

Street Closure; Trash Carts for Event Area

$ 6,070 $ 6,500 $ 1,650 $ 24,220

Strauss Festival of Elk Grove Strauss Festival

20,000-25,000 15,000-18,750 $ 15,000 $ 15,000 Waste Disposal Containers;

Inclusion in City Newsletter and Event Calendar

$ - $ - $ 875 $ 15,875

$ 153,170 $ 93,200 79,288$ 32,500$ 16,165$ 221,153$

Deduction of Franchise Agreement Events 14,590$ 206,563$

Description of Recommended In-Kind Services

Proposed Level of In-Kind Support Total Proposed

SupportOrganization & EventTotal Number of

Anticipated Attendees

Number of Elk Grove Residents

Anticipated

Cash Sponsorship Request

Proposed Cash Sponsorship

Total

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POLICE

MISSION The mission of the Elk Grove Police Department is to improve public safety through enforcement, education, and vigilance. We are dedicated to serving the community and having a presence that is reassuring to residents. We continuously seek opportunities for community partnerships that will enhance the quality of life for those who make the city of Elk Grove their choice to live, work, and play. We maintain the public trust through our integrity, transparency, and commitment to excellence.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 26,987,068 28,722,381 26,307,107 31,025,414 2,303,033 Operating Expenses 2,578,043 3,654,958 3,100,252 4,074,554 419,596 Capital Outlay 211,722 265,500 264,561 358,500 93,000 Debt Service - - - - -

Expense Total 29,776,833 32,642,839 29,671,920 35,458,468 2,815,629

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POSITION LISTING

PROGRAM DESCRIPTION Administrative Services $ 6,304,036 The Administrative Services Division provides executive, management, and logistical support to EGPD. The Chief’s Office is responsible for coordinating activities of the Department in furtherance of the City’s overall goals in partnership with the City Manager’s Office and other City of Elk Grove Departments. The Chief’s Office responds to requests for information from Elk Grove City Council, the media, and the public. The Chief’s Office is also responsible for long-range planning and budgeting, administrative systems, and providing policy guidance for employees of the Department.

Authorized

Position FY2013 FY2014 FY2015 ChangePolice Chief 1 1 1 0Captains 2 2 2 0Captain 0 0 0 0Lieutenants 7 7 7 0Sergeants 18 18 18 0Police Officers 102.5 102.5 103.5 1

Total Sworn 130.5 130.5 131.5 1Authorized

Position FY2013 FY2014 FY2015 ChangeAdministrative Assistant 6 5 5 0Animal Services Officer 4 4 4 0Animal Services Supervisor 1 1 1 0Community Services Officer 11 11 11 0Crime Analyst 1 1 1 0Crime Prevention Specialist 1 1 1 0Customer Service Specialist 1 1 1 0Dispatcher 18 18 18 0Dispatch Manager 0 1 1 0Dispatch Supervisor 3 3 3 0Emergency Operations Manager 1 1 0 -1Forensic Investigator 3 3 3 0IT Analyst 1 1 1 0IT Manager 1 1 1 0Management Analyst 1 1 0 -1Police Administrative Manager 1 1 1 0Policy Equipment/SupplyTechnician 1 1 1 0Police Records Manager 1 1 1 0Police Records Supervisor 1 1 1 0Police Records Technician 8 8 8 0Police Services Analyst 1 1 1 0Police Support Services Manager 1 1 1 0Police Volunteer Coordinator 1 1 1 0Property & Evidence Manager 1 1 1 0Property & Evidence Tech 2 2 2 0Security Officer 2 2 2 0Sr. Administrative Assistant 2 3 3 0Sr. IT Analyst 3 3 3 0Sr. Management Analyst 0 0 1 1

Subtotal Non-Sworn 78 79 78 -1Police Total 208.5 209.5 209.5 0.0

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The Chief of Police is responsible for maintaining proactive, responsive, and effective police services to the City of Elk Grove and coordinating EGPD’s activities with other law enforcement agencies and community organizations.

The Administrative Services Division consists of the following sections:

Office of the Chief

• Finance – Budget – Procurement The Finance Unit is responsible for oversight of all Department fiscal activities, including budget, purchasing, facilities, cost recovery, special events, and grants. Finance provides timely financial management and analysis as well as support services to other service areas within the Police Department. This unit also works closely with other City departments to coordinate and maintain the overall health of the City’s budget.

• Information Technology The Information Technology (IT) Unit supports the Police Department by providing and maintaining various computer systems and data that are critical to the operational needs of a police department. The IT Unit is a lead and active partner in regional data-sharing networks and is dedicated to providing quality service to its internal and external customers as well as its regional partners.

• Off-Duty Program The Off-Duty Program provides the community with access to off-duty uniformed officers for specialized police security details.

• Public Information

The Public Information Officer’s role is to provide accurate, appropriate, and timely information regarding police incidents, activities, and programs to members of the community, staff, and media.

Office of Professional Standards

• Internal Investigations Internal Investigations conducts prompt and thorough investigations of personnel complaints; monitors high risk and high liability activities such as employee vehicle collisions, use of force incidents, and pursuits. This unit is responsible for maintaining policies and procedures that are current and represent the best law enforcement practices available.

• Pre- and Post-Employment Professional Standards is responsible for coordinating the activities of hiring Police Department personnel, such as; recruitment, application screening, interview panels, background investigations, and issuance of all necessary equipment and uniforms. Upon an employee’s separation from the Department, this unit ensures all final documentation is completed and Department issued equipment is returned.

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• Training Manager

The Training Manager coordinates, develops, and monitors all mandated and compulsory training required to meet state and professional standards; the Training Manager ensures police personnel have access to continuing education opportunities that will further develop their skills, thereby complementing the Department’s commitment to excellence.

• Reserve Program The Reserve Program maintains and utilizes a team of reserve officers to provide additional police support and expertise as needed.

Budget Issues

• Effective May 2014, the 2010 Department of Justice COPS Hiring Grant Program will end. The six officers hired under this grant program will be funded through the General Fund, consistent with the terms of the COPS Grant.

• The “Moment of Impact” driving safety program for teens continues to be a regional success. In partnership with the Sacramento County District Attorney’s Office, grant funding for this program allows for one EGPD Community Service Officer to conduct this valuable educational program. A grant application for continuation funding for Fiscal Year 2014-2015 will be submitted to the California Office of Traffic Safety.

• The Elk Grove Domestic Violence Team (DVRT) has been re-instated as a result of a successful grant application to the U.S. Department of Justice. EGPD has once again partnered with Women Escaping A Violent Environment (WEAVE) to offer advocacy and assistance to victims of domestic violence.

• Due to technological obsolescence, all police agencies in the county of Sacramento, including Elk Grove will be transitioning over to a new radio system called “P25.” The move is expected to be completed by October 2019. Although each agency is responsible for the lease purchase of their radio equipment, the terms of the ten-year lease have been negotiated by the County of Sacramento with Motorola for best consortium pricing. Replacing radios for the Elk Grove Police Department will cost the City a total of $1,078,595 (includes principal and interest). Annual lease payments of $107,859 will be due July 1 of each year beginning with Fiscal Year 2013-2014. Future payments will be included in the Department’s annual budget.

Field Services $ 16,699,523 The Field Services Division provides basic call response and police patrol services to the City of Elk Grove, including; emergency incident response, routine call response, traffic and vehicle enforcement, and collision investigation. Personnel assigned to the Field Services Division also conduct law, ordinance, and regulation enforcement as well as preliminary crime scene investigations, nuisance and criminal investigations, and proactive patrol activities. The Field Services Division consists of the following sections:

• Patrol Services (Three shifts: Days, Swing, Graveyard) Patrol is the largest component of the Field Services Division and includes three lieutenants, nine sergeants, 53 patrol officers, six canine officers, and 10 community services officers. These personnel provide continuous delivery of police services to the community through numerous and varied functions,

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which include: response to citizens’ requests for service, proactive patrol, maintenance of public order, discovery of hazards, investigation of crimes and incidents, arresting offenders, traffic enforcement and control, emergency services, and the reporting of information to other appropriate organizational units.

• Traffic Bureau (Motor Unit, Commercial Vehicle Enforcement Unit, Collision Investigation Unit)

The Traffic Bureau is dedicated to improving traffic and pedestrian safety, reduction of traffic collisions, and improvement of traffic flow. The Traffic Bureau works to keep all drivers in Elk Grove safe through enforcement, education, and engineering. The Traffic Bureau consists of one lieutenant, two sergeants, 10 motor officers, two commercial enforcement officers, two traffic investigators, and one administrative assistant. The Traffic Bureau manages the Red Light Camera Program, which currently has five camera systems in operation. The Traffic Bureau also manages several traffic safety grants funded by the California Office of Traffic Safety and other sources. The Traffic Bureau is involved in community outreach programs with local high schools, Union Pacific Railroad, “Every 15 Minutes” program, National Night Out, and the Sacramento Youth and Alcohol Coalition. The commercial vehicle enforcement officers provide daily enforcement of commercial vehicles that travel through Elk Grove ensuring commercial vehicle code compliance.

• Canine Unit

The Canine Unit is comprised of six sworn canine handlers and their canine partners. Each handler is assigned a specific shift in patrol and works under the supervision of a sergeant and lieutenant. This program is an essential element to a successful police agency by significantly reducing the amount of time an officer spends on calls for service, particularly associated with the canine’s ability to track, locate, and apprehend people. The Canine Unit also reduces officer safety risks, risks to the public at large, and is often used as a conduit to educate the public on canines and their use in law enforcement. The unit has a full-time sergeant responsible for day to day supervision and training oversight.

• Crisis Response Unit (SWAT Team, Hostage Negotiations Team, Tactical Dispatchers, and Tactical Medics) The primary objective of this unit is the preservation of life during high-risk incidents and events. This is an auxiliary assignment; all members of this unit have full-time assignments in other areas of the Department. The SWAT Team consists of one lieutenant, two team leaders, and 15 operators. The Hostage Negotiations Team has nine members, and its role is to act in concert with the SWAT Team to resolve critical incidents. There are five tactical dispatchers who work at the scene of a critical incident to gather, document, and provide information for the various components of the Crisis Response Unit. There are also Tactical Medics who provide emergency medical care to those who are injured during a critical incident.

• Crime Analysis Crime Analysis is responsible for systematic, analytical processes directed at providing timely and pertinent information relative to crime patterns and trend correlations. The Crime Analyst assists operational and administrative personnel with the planning and deployment of resources used in preventing and suppressing criminal activity. The Analyst provides officers with daily crime data which aides in the investigative process and ultimate apprehension of criminals.

Budget Issues

• A Selective Traffic Enforcement Program (STEP) grant application was submitted in January 2014; if awarded, this grant will fund overtime hours to conduct six DUI/Driver’s License checkpoints in Elk Grove

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from October 2014 through September 2015. This grant will also fund overtime hours for one Sergeant to conduct illegal street racing/modified vehicle training for up to 80 officers throughout the region.

Investigative Services $8,768,398 The Investigative Services Division provides follow-up investigation and support to identify, apprehend and aid in the prosecution of those responsible for criminal conduct. Personnel of the Investigative Services Division also provide information and services to aid in the overall prevention of crime. The Investigative Services Division consists of the following sections: Detectives

• General Investigations (Personal and Property Crimes) General Investigations is responsible for the investigation of crimes against persons, such as; homicide, felony assault, robbery, kidnapping, domestic violence, sexual assault, child abuse, elder abuse and missing persons. They are also responsible for the investigation of property crimes such as; burglary, theft, receiving stolen property, forgery, credit card fraud, embezzlement, identity theft, auto theft and the monitoring of pawn shops. One detective in this section is also assigned to the Central Valley Hi-Tech Task Force (part-time basis) and is responsible for computer forensics. Grant funding through the Department of Justice allowed the Department to resume its Domestic Violence Response Team. In partnership with Women Escaping A Violent Environment (WEAVE), Investigations is once again providing victims of domestic violence crises intervention, support, and advocacy. The project period for this is October 2013 through September 2016.

• Narcotics Unit

Narcotics detectives are primarily responsible for investigating those individuals who participate in the sales, possession, and creation of illegal drugs. These detectives are also responsible for undercover drug operations, handling of informants, drug related search warrants and case presentation to the District Attorney’s Office. This unit handles vice related crimes and asset forfeiture investigations. One narcotics detective is currently assigned to the Sacramento Sheriff’s Department IMPACT Regional Gang Team, a partnership to address gang related crime in the region.

• Street Crimes Unit

Street Crimes detectives are primarily responsible for dealing with those individuals who have been identified as gang members, or those who choose to follow a gang lifestyle pattern. They work proactively throughout the City to identify gang members and their associates, gang activity, and gang related issues. This unit focuses its efforts in three major areas: prevention, intervention and suppression. Outreach and education are the key components of prevention and intervention, while high impact operations aid in the suppression of gang and other illegal activity. One detective from this unit is also assigned to the Sheriff’s Department IMPACT Regional Gang Team.

• Forensic Services Unit The Forensic Unit is comprised of specially trained forensic investigators who are responsible for the detection, collection and preservation of evidence at crime scenes. Forensic investigators process physical evidence such as, fingerprints, blood, fibers and hair. Crime scenes are processed using a

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variety of tools and technologies to protect the integrity of items of evidence. Forensic investigators take both still photographs and video to document a crime scene and are often subpoenaed to testify in court regarding the collection and preservation of evidence.

• Sacramento IMPACT Regional Gang Task Force Two EGPD detectives are assigned to the Sacramento IMPACT Regional Gang Task Force. The mission of this Task Force is to eliminate violent street gangs and the criminal means by which they support their lifestyle. The Task Force has three main components: enforcement, intelligence, and diversion. The EGPD detectives are assigned to one of four enforcement teams that focus on the southwest portion of Sacramento County that encompasses Elk Grove and the surrounding neighborhoods.

Community Resources

• Volunteers in Police Service (VIPS) Police volunteers are an integral component of the customer service counter at the Police Service Center. At the Service Center, volunteers take reports, consult with citizens in need of assistance on a variety of topics, and assist with special Department projects. Volunteers also provide support in the field by conducting vacation house checks; assisting at DUI checkpoints; issuing disabled vehicle parking violations; and performing other duties which provide assistance to officers in the field. Additionally, volunteers provide administrative support to the Police Department as well as the City’s Code Enforcement Department, and Building Division. In total, police volunteers provide over 11,000 hours of service to the community annually.

• Problem Oriented Policing (POP)/Youth Services Unit POP Officers are responsible for working closely with residents and business owners to proactively address specific areas on concern in the City. With a Community Policing approach, these officers work with Code Enforcement, Animal Control, VIPS, and other State and local agencies to investigate neighborhood complaints and resolve chronic and often complex long term neighborhood problems. One POP officer is also dedicated to conducting the Police Department’s Citizen Academy to educate the citizens about the inner workings of the Police Department. The Youth Services Officers focus on matters affecting and involving the youth of Elk Grove. One of their main assignments is the Juvenile Diversion Program which targets first time juvenile offenders. Juveniles in this program learn life skills such as how to make good choices and to be accountable by attending lectures and participating in community service. These officers coordinate curfew sweeps and conduct operations targeting the illegal sale of alcohol and tobacco to minors. The Youth Services Officer is also integral to the Department’s Police Explorer Program.

• Crime Prevention Unit The Crime Prevention Specialist is responsible for working with residents and business owners to prevent crime throughout the City of Elk Grove. The primary programs of this unit are Neighborhood Watch, Business Watch, Crime Free Multi-Housing, Safety Town and National Night Out. The Crime Prevention Specialist is also responsible for reviewing building plans to ensure that Crime Prevention through Environmental Design (CPTED) principles are applied.

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• Animal Control Unit

Animal Control Officers patrol within the City of Elk Grove limits and respond to loose or stray animals. This unit investigates reported animal abuse, neglect, bites and dangerous or vicious animals. Officers provide education and enforcement of the City Municipal Codes and State laws as they pertain to animal control. In addition, the City contracts with Sacramento County for animal sheltering services.

Budget Issues

• Investigative Services has no significant budget issues this fiscal year.

Support Services $4,134,457 The Support Services Division answers incoming emergency and routine calls for police services from the public and provides dispatch support for field personnel responding to calls for service. This unit also collects, maintains, and manages all records, evidence and personal property coming into possession of the Department during the course of police business. The Support Services Division consists of the following sections:

• Dispatch Bureau The Dispatch Bureau uses state-of-the-art equipment to operate the 9-1-1 Public Safety Answering Point (PSAP) in Elk Grove and EGPD’s Dispatch Center. Dispatchers process emergency and routine calls for service while providing information and communications support to officers in the field. The Bureau also provides dispatch support to Animal Control and Code Enforcement. Fire and Emergency Medical System (EMS) calls are routed to the Sacramento Regional Fire/EMS Communications Center for dispatch to Cosumnes Community Services District (CCSD) Fire Department.

• Property and Evidence Bureau The Property and Evidence Bureau is responsible for custody of a wide variety of property including personal property held for safekeeping, found property, and physical evidence associated with a crime. The primary role of this bureau is to maintain the integrity and condition of all property received, ensuring it is not compromised for court exhibit or damaged before it is released to its rightful owner. All property received must be documented in a case file along with the strict maintenance of chain of custody records. This bureau must document all movement of the property from the time it is received until its final release, disposal, or other disposition.

• Records Bureau The Records Bureau securely maintains, disseminates, and protects the official law enforcement records of the City of Elk Grove. Records Technicians ensure that all case documentation necessary for criminal prosecution is compiled and transmitted to the District Attorney’s Office meeting critical filing mandates. Technicians respond to records requests from the District Attorney, law enforcement agencies and the general public; they also manage Computer Aided Dispatch (CAD) call printouts and background reports. Records Bureau staff coordinates daily operations of the City’s Alarm and Parking Bureaus as well as assist employees and citizens with other official law enforcement records.

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The Service Center is part of the Records Bureau and is operated during normal business hours. Staff in the Service Center includes Security Officers, Records Technicians and Volunteers who conduct business at the public counter and by telephone, assisting the public with a variety of issues and concerns. The Service Center takes non-priority reports via telephone, online, or in person. They provide public assistance that ranges from having a ticket signed off, to releasing vehicles from storage/impound. Security Officers are responsible for maintaining identification, security, and access systems at the Service Center and other City and Police facilities.

Budget Issues

• Staff continues to closely monitor technical, operational, and funding issues associated with migration of emergency dispatch to the Next Generation 9-1-1 (NG9-1-1) state-wide infrastructure. NGEN911 is intended to improve public emergency communications in a wireless and computerized society. Funding for technical and operational costs has yet to be identified.


Grow and support safe, livable, attractive neighborhoods. • Appropriately and expeditiously respond to calls from the public for police services. • Continue to reach out to the community to provide a self-registration portal for the Sacramento Regional

Community Notification System. This system will provide citizens the opportunity to register cell and/or VOIP phones.

• Begin self-registration and community education for the Smart 911/Smart Prepare systems. Smart 9-1-1/ Smart Prepare is a service that allows citizens to create a safety profile or registry for their household that includes important information they want 9-1-1 Dispatcher to view in the event of an emergency. This information will be used to facilitate the proper response and deployment of resources in case of emergency.

• Continue to offer the Citizen’s Academy and hold bi-annual Neighborhood Beat Meetings as a means of educating and involving citizens in keeping their neighborhoods safe.

• Maintain a positive relationship with the community by investigating all complaints and concerns brought forward to the Police Department by the community and internally.

• Identify beats and subsectors warranting high visibility patrols; encourage and oversee active policing through regular patrols and citizen contacts to provide increased public safety.

Serve as wise, responsible stewards of fiscal resources. • Ensure that Department spending is within budget and financial resources are being used appropriately by

identifying cost saving measures within the Department. • Continue to actively pursue grant opportunities that support organizational strategies.

Promote Elk Grove as a recreational and cultural center that attracts visitors. • Continue support of Elk Grove City sponsored and hosted events and Community sponsored and hosted

events through provision of top notch safety and crime prevention services at these events. Develop an efficient and effective organization with a regional perspective. • Officers will continue to participate in regional enforcement operations with a goal of improved community

safety throughout the region; examples include: auto theft operations, regional gang task force, probation/parole operations, sex offender compliance operations, and traffic safety operations.

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• The EGPD will continue to develop, certify, and host POST training that will permit more requisite training to

be held locally to benefit our law enforcement partners in the region. • Continue to reach out to the community to provide a self-registration portal for the Community Notification

System (Reverse 9-1-1). This will provide citizens the option to register cell and/or VOIP phones providing first responders crucial information in the event of a local, regional, or statewide emergency.

• The City is conducting an Animal Shelter Needs Assessment. Whether owned and/or operated by the City or another entity, the City’s primary concern is not who owns and operates the facility but rather there be a facility with adequate capacity for holding animals in a humane manner that promotes good health, prevents the transmission of contagious diseases and provides an adequate opportunity for each adoptable animal to find a home with a responsible individual or family.

ACCOMPLISHMENTS • Auditing firm Sjoberg Evashenk Consulting provided an evaluation of EGPD’s financial and administrative

procedures. The scope of the review included accounting processes, contracting and purchasing, fee and fine assessment, asset and fleet management, grant management, payroll and time-keeping, alarm permitting, and animal control activities for three fiscal years ending June 30, 2012. The audit resulted in no findings and a small number of recommendations.

• The Information Technology Unit coordinated the deployment of new hand-held ticketing systems for the Department’s motorcycle patrol unit. These systems allow officers to transmit traffic citation data electronically, eliminating most errors that occur due to penmanship, and creating a more efficient flow of information.

• The Traffic Unit received first place in the 2012 California Law Enforcement Challenge. • Field Services had four officers honored by MADD for their high number of DUI arrests made during the 2013

calendar year. • Citizens of Elk Grove continued to increase their rate of use of the convenient online crime reporting system,

Coplogic. • The Citizen’s Academy continues to graduate citizens and be a successful public education component of

the Police Department. • The Department established the Community Notification System (Reverse 9-1-1) self-registration portal for

citizens to register their cell and/or VOIP phones to receive emergency notification information.

COMPLETED INITIATIVES FOR FY 2013-14 Administrative Services • The Police Department partnered with Soroptimists International of Elk Grove and awarded them $5,000 in

community asset-seizure funds, which was used to fund a teen dating violence prevention program. • The IT Unit completed the installation and upgrade of in-car computer systems for the Department’s patrol

vehicles. • The IT Unit updated the Department’s Computer Aided Dispatch (CAD) and mobile communications

systems. • Professional Standards continues to offer an internal drivers training program. This is an eight hour P.O.S.T

approved training course led by EGPD officers certified as training instructors. This program saves the City an estimated $30,000 annually in training expenses.

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Field Services

• Patrol shift hours and shift configurations were altered to maximize existing staffing. • Field Services continued its focus on distracted driving enforcement, issuing 1044 citations in 2013. • A video surveillance trailer was purchased using Emergency Operations Center grant funding • A video surveillance trailer was purchased using California Emergency Management Agency funds. The

trailer was put into service to assist with real-time monitoring of critical incidents to benefit decision makers in the Elk Grove Emergency Operations Center (EOC). Additional, the trailer is a valuable asset that can be deployed to address criminal activity, traffic issues, etc.

• A joint committee of the Elk Grove Unified School District and the EGPD Traffic Unit was established to address emerging and ongoing school-related traffic issues.

Investigative Services • A Citizens’ Academy course was conducted for Elk Grove citizens. • The Volunteer Coordinator continued her aggressive campaign to recruit more volunteers for all areas of the

Police Department and the City. Currently, there are approximately 80 volunteers. • Safety Town, in partnership with Cosumnes Community Services District and Elk Grove Unified School

District was held for the third year in 2013. This is a two week long summer day camp which provides safety training and awareness for preschool-aged children.

Support Services • The 9-1-1 Customer Premise Equipment (CPE) used by dispatchers in the 9-1-1 Dispatch Center was

replaced with a technologically current, state of the art, voice over internet protocol (VoIP) system encompassing many NG9-1-1 features. The new equipment was installed in the fall of 2014 and was completely funded by the State 911 Branch.

• The MESA project continues to move forward and will provide increased evidence storage space as well as minimize the odors that emit from controlled substances that have been confiscated.

• Dispatch designed and developed an extensive recruitment and training program for entry level dispatchers. The first entry level dispatcher completed training in 50% less time than is the industry average. Prior to the development of this program, only lateral Dispatchers were eligible for hire by EGPD.



FY2014 Adopted

FY2014 Estimated

Number of Mandated POST training hours (24 hours per officer, per year) 40 40 40

% of emergency 911 calls answered within 10 seconds 97.93 90 97% of Part 1 crime reports cleared by investigators from cases assigned 79.9 80 65.5Average response time to Priority 1 calls in minutes 6.25 5 5.9

% Financial & Performance grant reporting 100 100 100


Grow and support safe, liveable, attractive neighborhoods.


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GENERAL FUND PLANNING

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation - 10,076 6,298 - (10,076)Operating Expenses 27,204 54,000 35,000 64,000 10,000 Transfers 539,500 574,000 994,000 536,000 (38,000)

Expense Total 566,704 638,076 1,035,298 600,000 (38,076)

PROGRAM DESCRIPTION Planning Commission $64,000 The Elk Grove Planning Commission is appointed by the City council to review and approve a wide variety of planning applications. The commission also makes recommendations to the City Council on zone changes, General Plan amendments, and other matters. Advanced Planning $536,000 The General Fund supports the Development Services Fund in the provision of advanced planning for the City. Advanced planning activities include continued work on the South East Policy Area, General Plan and zoning code amendments, Council-appointed historic preservation and trails committees, market studies, and community development.

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CODE ENFORCEMENT

MISSION

The Code Enforcement Division is committed to enhancing the quality of life for our residents by addressing concerns about unsafe, unhealthy or unsightly conditions in homes, neighborhoods, and the entire Elk Grove community.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 711,392 854,924 775,077 930,644 75,720 Operating Expenses 74,831 75,750 2,300 29,550 (46,200)

Expense Total 786,223 930,674 777,377 960,194 29,520

POSITION LISTING

PROGRAM DESCRIPTION $960,194

9 FTEs The Code Enforcement Division enhances the appearance and quality of life in Elk Grove through educating the public to adhere to the standards set forth in the Municipal and Zoning Code. The division focuses on concerns regarding unsafe or unsanitary conditions within dwellings or unhealthy, unsafe or blighted conditions throughout the community. Code Enforcement promotes interactive working partnerships within the City, County, State and private agencies to enforce these ordinances, and with active community awareness and involvement, the Elk Grove community can continue to be a place everyone feels proud to call home. If we do our job right, you’ll never think about us. DEPARTMENT WORK PLAN FOR FY 2014-15

• Develop a customer service survey to help establish levels of service as well as developing a regional comparison of appropriate performance with other nearby code enforcement agencies.

• Create “Quality of Life” award program to reward residents and businesses that go above and beyond to support the City’s efforts to lessen nuisances and combat blight.

• Continue to maintain high levels of responsiveness to reported nuisances through the monitoring and improving upon the division’s current performance measures.


3540 Administrative Assistant 1 1 1 03540 Code Enforcement Field Officer 6 4 4 03540 Code Enforcement Manager 1 1 1 03540 Customer Service Specialist 1 1 1 03540 Sr. Code Enforcement Officer 0 2 2 0

3540 Code Enforcement Total 9 9 9 0

72

101-3540

CODE ENFORCEMENT



• Enhanced use of GIS systems and division computer systems to improve tracking of trends and improve data used for division management and performance measures.

• Assisted in and fully utilized new hearing officer system that reduced the costs of holding administrative hearings from over $1500.00 each hearing to only the cost of staff time.

• Volunteers abate graffiti, deliver notices, and assist with case intake and processing in our office. Over 950 hours has been contributed to the Code Enforcement Division by volunteers. The year to date value of volunteer time is over $22,500.00

• Code Enforcement is continuing to hold semiannual landlord education meetings in an effort to educate rental housing owners about best practices and public nuisance issues. New topics added this year were medical marijuana cultivation, the introduction of the new Special Waste Collection Center, and changes to the California Building code in 2014.

• Implemented review systems that trigger a management review of any case that remains open over 45 days.

• Completed the division’s new policy and procedures manual. • Migrated division’s reporting system from Comcate software to One Solution software, saving 7800.00 in

technology costs annually. • Code Enforcement and Elk Grove Police Department generated approximately $85,000.00 in

reimbursement from the Sacramento Transportation Authority for abandoned vehicles and tows by Code Enforcement and the Elk Grove Police Department.


FY2014 Adopted

FY2014 Estimated

Number of Vounteer Hours Served 1,601 1,440 899% of Cases opened, assigned and noticed within 1 business day 98 95 97

% of Gang graffiti removal within 1 business day 99.5 95 88Number of resolved public nuisances 3,797 4,000 3,825% of Cases closed in 45 days or less 84.88 75 74% of Graffiti Abated within 72 hours 47.13 75 89% of Illegal Dumping Responded to within 1 hour 100 90 99% of Voluntary Compliance Level 96.75 80 77

% Rate of Revenue recovery 42 85 85




73

105 & 106

RESERVE FUNDS

Economic Development Fund – 105

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,842,579 200,000 201,886 200,000 - Operating Expense 3,163,856 340,000 125,000 490,000 150,000 Capital Outlay - - - - -

Expense Total 3,163,856 340,000 125,000 490,000 150,000 Current Year Excess (Deficiency) (1,321,277) (140,000) 76,886 (290,000) (150,000)

Available Fund Balance 290,171 150,171 367,057 77,057 Facility Reserve Fund - 106

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 59,774 - 324,778 6,000,000 6,000,000 Operating Expenses - - - - - Capital Outlay - - - 6,000,000 6,000,000 Transfers 3,751 - - 4,700,000

Expense Total 3,751 - - 10,700,000 6,000,000 Current Year Excess (Deficiency) 56,023 - 324,778 (4,700,000) -

Available Fund Balance 7,024,056 7,024,056 7,348,834 2,648,834

The Facility Reserve Fund is scheduled to receive a $6 million loan from the Drainage Fund (503) to fund land acquisition of the Elk Grove Sports Complex (WFC004). This loan is scheduled to be repaid over 10 years by future transfers from the General Fund. In addition, this fund is loaning $4.7 million to the Street Lighting Maintenance Assessment Districts (Funds 267 and 268) to prefund the capital costs of replacing existing street lights with energy efficient LED lights (WSL003). The loan is schedules to be repaid over 11 years through energy cost savings received by the assessment district funds as a result of the project.

74


75

200S

SPECIAL REVENUE FUNDS

201 - Recycling Grant Funds provided by the recycling division of the State Department of Conservation. Funds were made available through the 1986 California Beverage container Recycling and Litter Reduction Act for beverage container recycling and litter abatement programs. Grants are funded by the California refund Value (CRV) beverage container fees.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 42,186 50,000 8,851 41,135 (8,865)Compensation 8,852 - - - - Operating Expenses 42,487 - 8,851 41,135 41,135 Transfers Out - 50,000 - - (50,000)

Expense Total 51,339 50,000 8,851 41,135 (8,865) Current Year Excess (Deficiency) (9,153) - - - - Available Fund Balance 35,492 35,492 35,492 35,492

202 - Used Oil Recycling Grant Funds received from the Department of Resources Recycling and Recovery (CalRecycle) to comply with waste diversion. Funds are used to educate the public on oil recycling.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 44,493 44,000 44,538 44,538 538 Compensation - - - - - Operating Expenses 19,326 44,000 18,753 44,500 500 Transfers Out 24,189 - - -

Expense Total 43,515 44,000 18,753 44,500 500 Current Year Excess (Deficiency) 978 - 25,785 38 38 Available Fund Balance 45,017 45,017 70,802 70,840

203 - Vehicle Abatement Funds received from this Sacramento Abandoned Vehicle Service Authority to assist with the removal of abandoned vehicles from streets, parking lots, fields, and private parcels.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 98,212 60,000 49,000 60,000 - Compensation - 25,000 - - Operating Expenses 56,112 280,000 40,500 300,000 20,000 Capital Outlay 56,043 - - -

Expense Total 112,155 280,000 40,500 300,000 20,000 Current Year Excess (Deficiency) (13,943) (220,000) 8,500 (240,000) (20,000)

Available Fund Balance 372,524 152,524 381,024 141,024

76

200S


206 – Tire Collection and Disposal

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total - - 16,492 51,872 51,872 Operating Expenses - - 16,492 51,872 51,872

Expense Total - - 16,492 51,872 51,872 Current Year Excess (Deficiency) - - - - -

Available Fund Balance - - - -

210 BSCC – Local Police

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 100,000 - 200,000 200,000 200,000 Compensation - 44,500 28,945 84,000

Operating Expenses - - - - - Capital Outlay - 45,000 39,755 5,245 Transfers Out - 110,500 163,200 152,700

Expense Total - 200,000 231,900 241,945 - Current Year Excess (Deficiency) 100,000 (200,000) (31,900) (41,945) 200,000

Available Fund Balance 100,000 (100,000) 68,100 26,155

212 – Cops Universal

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 664,323 709,397 537,692 18,056 (691,341)Operating Expenses 678,251 709,397 579,716 - (709,397)

Expense Total 678,251 709,397 579,716 - (709,397)Current Year Excess (Deficiency) (13,928) - (42,024) 18,056 18,056

Available Fund Balance 23,968 23,968 (18,056) -

77

200S


213 - Police Off-Duty Funds received for the hiring of off-duty officers for event security, traffic control, and motorized traffic escorts .

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 180,906 200,000 170,056 185,000 (15,000)Compensation 155,245 125,000 165,647 185,000 60,000 Transfers 96,204 93,254 13,254 - (93,254)

Expense Total 251,449 218,254 178,901 185,000 (33,254)Current Year Excess (Deficiency) (70,543) (18,254) (8,845) - 18,254

Available Fund Balance 20,442 2,188 11,597 11,597 215 – State Asset Forfeiture The Asset Forfeiture funds are a percentage of proceeds from the sale of seized property. Funds are used for education and problem prevention projects aimed at the youth in our community.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 168,051 - - - Operating Expenses 15,327 346,884 295,947 (50,937)Capital Outlay 25,640 - 65,416 35,300 35,300 Capital Outlay Rollover Request - - - 9,584 Transfers out - - - - - Amount Available for Allocation - - - - -

Expense Total 40,967 346,884 65,416 340,831 (15,637) Current Year Excess (Deficiency) 127,084 (346,884) (65,416) (340,831) 15,637 Available Fund Balance 406,247 59,363 340,831 -

216 – Federal Grants

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 371,911 733,615 779,034 298,691 (434,924)Compensation 365,031 616,480 204,053 151,622 (464,858)Operating Expenses 8,580 421,394 99,241 100,293 (321,101)Capital Outlay 8,058 44,973 39,109 - (44,973)Transfers - - - - -

Expense Total 381,669 1,082,847 342,403 251,915 (830,932) Current Year Excess (Deficiency) (9,758) (349,232) 436,631 46,776 396,008 Available Fund Balance (421,688) (770,920) 14,943 61,719

78

200S


217 - Local Police Grants This fund is used to account for miscellaneous grants and donations from local businesses and organizations. The funds are used for programs specific to the donations, or for various police programs.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 104,469 72,000 104,585 41,250 (30,750)Compensaton 85,181 32,000 74,334 74,334 42,334 Operating Expenses 18,862 40,000 17,458 28,942 (11,058)

Expense Total 104,043 72,000 91,792 103,276 31,276 Current Year Excess (Deficiency) 426 - 12,793 (62,026) (62,026) Available Fund Balance 4,735 4,735 17,528 (44,498)

218 – SLESF

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 220,969 356,008 181,911 71,891 (284,117)Compensation 130,461 1,636 - - (1,636)Operating Expenses 228,263 60,637 1 1 (60,636)Capital Outlay 3,303 254,953 132,580 121,222 (133,731)

Expense Total 362,027 317,226 132,581 121,223 (196,003) Current Year Excess (Deficiency) (141,058) 38,782 49,330 (49,332) (88,114) Available Fund Balance (43,917) (5,135) 5,413 (43,919)

221 - Gas Tax Fund Gas Tax Street Maintenance provides a variety of transportation infrastructure maintenance services including implementation of the City’s Pavement Management Program, construction of capital projects, and coordination with other entities as needed. Gas Tax is the City’s share of the $0.18 per gallon California State gasoline tax and is restricted to street expenditures. The State Board of Equalization administers the tax and the State Controller distributes the proceeds to cities and counties using formulas based on population and lane-miles of maintained roadways. The legislation that governs the use of these funds is the State of California Streets and Highways Code Sections 2105, 2106, 2107 and 2107.5.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 3,370,600 4,517,880 4,055,148 7,461,346 2,943,466 Compensation 154,088 - 1,000 - - Operating Expense 898,123 940,600 297,322 2,347,715 1,407,115 Transfers 269,457 629,576 466,339 370,340 (259,236)Capital Outlay 564,489 3,673,956 1,989,914 4,835,941 1,161,985 Capital Outlay Rollover Request - - - 5,581,941 5,581,941 Debt Service Total 179,877 59,242 - (59,242)

Expense Total 2,066,034 5,303,374 2,754,575 13,135,937 7,832,563 Current Year Excess (Deficiency) 1,304,566 (785,494) 1,300,573 (5,674,591) (4,889,097) Available Fund Balance 5,894,128 5,108,634 7,194,701 1,520,110

79

200S


231 - Affordable Housing This Citywide fee is imposed on residential development to ensure that adequate housing opportunities exist for very low- and low-income households and sufficient funds are available to facilitate construction of these very low- and low-income housing units.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,699,818 959,138 2,562,419 2,657,387 1,698,249 Compensation 19,227 38,454 39,684 42,029 3,575 Operating Expenses 1,317,131 2,144,163 1,301,702 3,411,471 1,267,308 Transfers - 18,624 - - (18,624)Internal Services - 11,655 - - (11,655)

Expense Total 1,336,358 2,212,896 1,341,386 3,453,500 1,240,604 Current Year Excess (Deficiency) 363,460 (1,253,758) 1,221,033 (796,113) 457,645 Available Fund Balance 3,166,609 1,912,851 4,387,642 3,591,529

233 - Agricultural Preservation Mitigation Fee This fee is imposed upon the development in the East Franklin Specific Plan area. The fee revenue is used to purchase construction easements or other similar instruments on agricultural land and to provide for the ongoing monitoring and administration of these easements.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 21,609 10,000 - - (10,000)Compensation 26 14,205 8,730 11,723 Operating Expenses 11,977 73,558 96,993 115,846 42,288 Capital Outlay - 1,500,000 498,600 1,000,000 (500,000)Transfers - 18,624 - (18,624)Internal Services - 11,655 - (11,655)

Expense Total 12,003 1,618,042 604,323 1,127,569 (487,991) Current Year Excess (Deficiency) 9,606 (1,608,042) (604,323) (1,127,569) 477,991 Available Fund Balance 2,529,975 921,933 1,925,652 798,083

80

200S


234 - Swainson Hawk Mitigation Fee This mitigation fee is used to purchase/monitor land and/or easements on property the City and the State Department of Fish and Game determine to be suitable Swainson’s Hawk habitat as mitigation for the loss of habitat caused by development.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 288,566 175,000 3,694,656 294,246 119,246 Compensation 26 14,205 8,730 11,723 Operating Expenses 61,807 758,263 122,438 99,653 (658,610)Transfers 119,879 38,474 - - (38,474)Capital Outlay - 100,000 250,000 26,284 (73,716)Internal Services - 11,655 - (11,655)

Expense Total 181,712 922,597 381,168 137,660 (782,455) Current Year Excess (Deficiency) 106,854 (747,597) 3,313,488 156,586 901,701 Available Fund Balance (1,936,726) (2,684,323) 629,165 785,751

235 - Tree Mitigation This fund is to be used for preservation of oak trees.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 276,947 100,000 5,000 75,000 (25,000)Compensation 26 14,205 - 11,723 Operating Expenses 22,429 131,938 120,316 140,370 8,432 Transfers - 18,624 - - (18,624)Internal Services - 11,655 - -

Expense Total 22,455 176,422 120,316 152,093 (10,192) Current Year Excess (Deficiency) 254,492 (76,422) (115,316) (77,093) (14,808) Available Fund Balance 644,459 568,037 529,143 452,050

238 - Street Trench Cut This fee is used for the associated cost of cutting pavement and the future maintenance of roadways.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 39,890 30,000 15,000 33,800 3,800 Operating Expenses 182 20,250 110 100,129 79,879 Transfers 1,510 582 582 606 24

Expense Total 1,692 20,832 692 100,735 79,903 Current Year Excess (Deficiency) 38,198 9,168 14,308 (66,935) (76,103) Available Fund Balance 293,985 303,153 308,293 241,358

81

200S


241 - Community Development Block Grant Funds received from the U.S. Department of Housing and Urban Development (HUD) to develop viable urban communities by providing housing, a suitable living environment, and expanded economic opportunities, principally for low and moderate income persons.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 804,987 1,453,439 1,475,778 1,203,542 (249,897)Compensation 42,358 70,874 66,533 85,465 14,591 Operating Expenses 250,252 922,565 902,744 546,246 (376,319)Capital Outlay 389,442 250,000 290,586 404,954 154,954 Capital Outlay Rollover Request - - - 295,952 295,952

Expense Total 682,052 1,243,439 1,259,863 1,332,617 89,178 Current Year Excess (Deficiency) 122,935 210,000 215,915 (129,075) (339,075)

Available Fund Balance (86,840) 123,160 129,075 - 251 - CFD 2003-1 Police Services This fund is used to pay for a portion of the costs associated with providing police protection services in CFD 2003-1.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 712,912 742,726 745,000 757,817 15,091 Operating Expenses 2,714 4,150 60 3,960 (190)Transfers 701,209 887,367 887,367 762,306 (125,061)

Expense Total 703,923 891,517 887,427 766,266 (125,251)Current Year Excess (Deficiency) 8,989 (148,791) (142,427) (8,449) 140,342 Available Fund Balance 282,072 133,281 139,645 131,196

252 - CFD 2003-2 Police Services This fund is used to pay for a portion of the costs associated with providing police protection services in CFD 2003-2.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,406,637 1,378,765 1,390,000 1,489,544 110,779 Operating Expenses 5,853 8,825 182 8,662 (163)Transfers 1,200,534 1,740,251 1,740,251 1,500,485 (239,766)

Expense Total 1,206,387 1,749,076 1,740,433 1,509,147 (239,929) Current Year Excess (Deficiency) 200,250 (370,311) (350,433) (19,603) 350,708 Available Fund Balance 852,995 482,684 502,562 482,959

82

200S


255 - CFD 2006-1 Maintenance Services This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include public parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities, cultural arts center, water features and maintenance of other related facilities.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 658,515 617,175 616,715 709,599 92,424 Operating Expenses 565,429 792,650 808,431 792,894 244 Transfers 26,773 48,912 48,912 61,308 12,396

Expense Total 592,202 841,562 857,343 854,202 12,640 Current Year Excess (Deficiency) 66,313 (224,387) (240,628) (144,603) 79,784 Available Fund Balance 457,263 232,876 216,635 72,032

256 - CFD 2005-1 Maintenance Services This fund is used to pay a portion of maintenance costs. Maintenance costs in the CFD may include public parkways, public parks, open space, landscape setbacks, bike and other paths, landscaped medians in and adjacent to roadways, maintenance and operation of a community center, recreation center, sports facilities, cultural arts center, water features and maintenance of other related facilities.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 888,318 794,810 668,179 1,149,538 354,728 Compensation 31,862 32,286 25,503 32,237 (49)Operating Expenses 539,659 705,500 726,927 730,310 24,810 Transfers 53,264 44,494 44,494 41,828 (2,666)

Expense Total 624,785 782,280 796,924 804,375 22,144 Current Year Excess (Deficiency) 263,533 12,530 (128,745) 345,163 332,584 Available Fund Balance 3,430,535 3,443,065 3,301,790 3,646,953

261 - Street Maintenance District No. 1, Zone 1 This multi-zonal assessment district funds a portion of street maintenance costs in developing areas located within Zone 1 in the City.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 284,302 666,000 391,227 547,129 (118,871)Operating Expenses 18,779 98,151 95,148 120,842 22,691 Capital Outlay 278,152 - 62,192 207,000 207,000 Capital Outlay Rollover Request - - - 145,116 Transfers 17,383 8,441 8,441 35,706 27,265

Expense Total 314,314 106,592 165,781 508,664 49,956 Current Year Excess (Deficiency) (30,012) 559,408 225,446 38,465 (168,827)


83

200S



FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 24,510 17,030 24,000 24,948 7,918 Operating Expenses 10,355 9,967 9,889 9,714 (253)Transfers 7,117 12,015 12,015 3,633 (8,382)

Expense Total 17,472 21,982 21,904 13,347 (8,635) Current Year Excess (Deficiency) 7,038 (4,952) 2,096 11,601 16,553 Available Fund Balance 12,673 7,721 14,769 26,370


FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 101,547 205,300 124,000 171,760 (33,540)Operating Expenses 41,599 199,491 198,784 203,038 3,547 Capital Outlay 216,207 500,000 239,169 - (500,000)Capital Outlay Rollover Request - - - 490,282 Transfers 22,682 18,530 18,689 33,559 15,029

Expense Total 280,488 718,021 456,642 726,879 (481,424) Current Year Excess (Deficiency) (178,941) (512,721) (332,642) (555,119) 447,884 Available Fund Balance 511,079 (1,642) 178,437 (376,682)


FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 20,410 20,020 20,000 22,078 2,058 Operating Expenses 8,872 19,019 19,190 19,106 87 Transfers 1,610 2,537 2,537 3,125 588

Expense Total 10,482 21,556 21,727 22,231 675 Current Year Excess (Deficiency) 9,928 (1,536) (1,727) (153) 1,383 Available Fund Balance 14,472 12,936 12,745 12,592

84

200S



FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 69,679 268,074 128,000 239,605 (28,469)Operating Expenses 24,153 97,365 84,474 84,133 (13,232)Capital Outlay - - 5,908 - Capital Outlay Rollover Request - - - 154,092 Transfers 2,818 160,000 4,051 6,839 (153,161)

Expense Total 26,971 257,365 94,433 245,064 (166,393) Current Year Excess (Deficiency) 42,708 10,709 33,567 (5,459) 137,924 Available Fund Balance 313,448 324,157 347,015 341,556

267 - Street Lighting Maintenance District 1, Zone 1 The City Council on April 27, 2005 approved initiating the process of detaching the portion of County Service Area 1 which is within the City of Elk Grove. This assessment district funds a portion of street lighting costs.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 828,460 810,025 810,000 5,326,358 4,516,333 Operating Expenses 591,707 736,633 728,884 684,885 (51,748)Capital Outlay - - - 4,530,000 4,530,000 Transfers 113,038 108,032 108,032 74,085 (33,947)

Expense Total 704,745 844,665 836,916 5,288,970 4,444,305 Current Year Excess (Deficiency) 123,715 (34,640) (26,916) 37,388 72,028 Available Fund Balance 240,788 206,148 213,872 251,260

268 - Street Lighting Maintenance District 1, Zone 2 This assessment district funds street lighting costs in Laguna Ridge, Lent Ranch, and the future development areas in between.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 125,602 122,250 122,000 631,301 509,051 Operating Expenses 83,136 113,345 104,733 113,814 469 Capital Outlay - - - 470,000 470,000 Transfers 9,972 7,755 7,755 10,335 2,580

Expense Total 93,108 121,100 112,488 594,149 473,049 Current Year Excess (Deficiency) 32,494 1,150 9,512 37,152 36,002 Available Fund Balance 113,816 114,966 123,328 160,480

85

200S


275 – Federal Asset Forfeiture Federal Asset Forfeiture funds may be used to pay for expenses associated with forfeiture operations and investigations. Forfeiture operations and investigative expenses included but not limited to: Storage, Protection and Destruction of Controlled Substances, Training, Equipment, Protective Gear and Support of Community based programs.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 708 - 214,488 - - Operating Expenses 50,547 61,215 64,164 118,469 57,254 Transfers - - -

Expense Total 50,547 61,215 64,164 118,469 57,254 Current Year Excess (Deficiency) (49,839) (61,215) 150,324 (118,469) (57,254) Available Fund Balance (31,855) (93,070) 118,469 -

280 – Library Ownership Funds are received annually from the Sacramento Public Library Fund and used to enhance library services in Elk Grove.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 109,585 100,000 100,000 105,000 5,000 Operating Expenses 38,204 200,000 149 174 (199,826)Capital Outlay 20,719 - Capital Outlay Rollover Request - - - 7,281 Transfers - 1,992 1,992 5,463 3,471


284 – HUD Home Grant

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total - 700,000 51,001 656,000 (44,000)Operating Expenses - 700,000 51,001 656,000 (44,000)

Expense Total - 700,000 51,001 656,000 (44,000)Current Year Excess (Deficiency) - - - - -

Available Fund Balance - - - -

86

200S


285 - Neighborhood Stabilization The Housing and Economic Recovery Act grants funds to be used for neighborhood stabilization programs related to abandoned and foreclosed properties.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 573,268 300,000 2,000 66,796 (233,204)Compensation 6,705 23,001 20,178 27,673 4,672 Operating Expenses 237,613 330,000 110 330,129 129

Expense Total 244,318 353,001 20,288 357,802 4,801 Current Year Excess (Deficiency) 328,950 (53,001) (18,288) (291,006) (238,005)

Available Fund Balance 309,294 256,293 291,006 - 294 - Measure A Maintenance A portion of the proceeds from Sacramento County voter-approved Measure A are dedicated to local street maintenance. The half-cent sales tax, originally approved in 1988, was renewed for an additional 30 years in 2004. The new program begins in FY 2009-10, represented in the new fund 294.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 3,062,840 3,173,790 3,162,000 3,296,000 122,210 Compensation 127,441 128,146 102,001 128,449 303 Operating Expenses 2,069,475 2,645,175 2,438,066 1,678,360 (966,815)Capital Outlay - - 9,399 1,345,000 1,345,000 Capital Outlay Rollover Request - - - 21,652 21,652 Transfers 392,715 284,659 284,659 282,266 (2,393)

Expense Total 2,589,631 3,057,980 2,834,125 3,455,727 397,747 Current Year Excess (Deficiency) 473,209 115,810 327,875 (159,727) (275,537)


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DEVELOPMENT SERVICES FUND SUMMARY

FY 2013 Actual

FY 2014Budget

FY 2014 Estimate

FY 2015Budget

Change FromFY 2014

RevenueCharges for Services 2,034,122$ 2,122,000$ 3,370,258$ 3,669,800$ 87,878$ License Fees and Permits 2,653,295 3,182,300 3,123,245 3,608,331 529,005 Other Revenue 200,423 198,000 246,395 249,000 (2,423) Other Financing Sources 4,096,365 3,970,600 5,054,625 4,823,150 (125,765)

Revenue Total 8,984,205$ 9,472,900$ 11,794,523$ 12,350,281$ 488,695$

ExpensesDevelopment Services Admin 691,156$ 737,253$ 633,386$ 585,516$ 46,097$ Planning & Environmental 2,387,094 2,309,851 3,372,789 2,795,825 (77,243) Building Safety & Inspection Svcs 2,122,655 2,724,060 2,682,275 2,867,777 601,405 Public Works 1,570,775 1,603,437 1,641,170 1,657,725 32,662 Public Works Engineering 1,484,100 1,623,013 2,982,693 3,858,483 138,913 Capital Project Management - 720,848 250,058 487,499 720,848

Expenses Total 8,255,780$ 9,718,462$ 11,562,371$ 12,252,825$ 1,462,682$

Change in Fund Balance 728,425 (245,562) 232,152 97,456 (973,987)

Beginning Fund Balance 1,815,541 2,543,966 2,543,966 2,776,118 2,298,404

Ending Fund Balance 2,543,966 2,298,404 2,776,118 2,873,574 1,324,417

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MISSION

Development Services is responsible for all development-related activity in the City of Elk Grove, including Building, Planning, Public Works, and Water Resources.

Development Services Administration - 295:3110 $585,516 4.5 FTEs The Development Services Administration division provides oversight and support to all Development Services operations.

POSITION LISTING

BUDGET SUMMARY

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue 1,679,136 1,749,904 3,963,440 2,779,673 1,029,769 Compensation 553,931 602,198 503,495 469,488 (132,710)Operating Expenses 28,275 43,175 38,011 41,584 (1,591)Internal Services 108,950 91,880 91,880 74,444 (17,436)

Expense Total 691,156 737,253 633,386 585,516 (151,737)Net Cost (987,980) (1,012,651) (3,330,054) (2,194,157)

Budget Issues: Operating expenses include $21,000 for half the cost of the City’s state advocacy firm. Planning – 295:3120 $2,795,825 3.0FTEs Current Planning The Current Planning Division is responsible for current planning projects which encompasses reviewing all proposed development projects including new residential, commercial, and office development. This division provides customer assistance at the public counter, processes Business Licenses, and coordinates the review of projects with other City Departments and local, regional, state, and federal agencies. It also provides staff support to the Planning Commission, advisory committees, and the City Council regarding all land use matters.


3110 Assistant City Manager 1 1 1 03110 Accounting Technician 1 1 1 03110 Compliance Review Analyst 0 1 1 03110 Finance Analyst II 1 1 0.5 -0.53110 Management Analyst 1 1 1 0

295 Development Services Total 4 5 4.5 -0.5

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Advanced Planning The Advanced Planning Division provides planning expertise in the implementation of the General Plan, Zoning Code, and other specific plans as well as conducts special planning studies, including design guidelines and new ordinances. The division is responsible for City initiated long range projects, such as General Plan amendments, the establishment of Sphere of Influences and annexations, and habitat and natural resources conservation.. Environmental Services The Environmental Services division is responsible for completing and/or managing the review of all current planning projects for compliance with the California Environmental Quality Act (CEQA), reviewing improvement plans for mitigation compliance, and monitoring of developments during construction activities. This division also provides support to Public Works through environmental review of Capital Improvement Projects for CEQA compliance, and other regulatory permitting (State and Federal). Housing The Housing Division administers and implements the Affordable Housing program. This responsibility includes ensuring not only that adequate housing opportunities exist for very low- and low- income households but also that sufficient funds are available to assist the construction of these very-low and low-income housing units through loans and subsidies. This division administers the Community Development Block Grant programs which provide opportunities for development of housing, suitable living environments, and expanded economic opportunities, principally for low and moderate income persons. In addition, the Housing Division is responsible for implementing State law related to the Regional Housing Needs Allocation (RHNA), including updates to the General Plan Housing Element and Zoning Code, as needed.

POSITION LISTING

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 2,535,038 1,641,000 1,226,191 1,310,615 (330,385)Compensation 286,330 227,288 250,444 274,252 46,964 Operating Expenses 1,472,157 1,598,098 2,516,764 1,885,885 287,787 Internal Services 287,745 186,476 233,096 289,975 103,499 Transfers 340,862 297,989 372,485 345,713 47,724

Expense Total 2,387,094 2,309,851 3,372,789 2,795,825 485,974 Net Cost (147,944) 668,851 2,146,598 1,485,210

Budget Issues:

• The budget includes funds $536,000 for advanced planning projects which include the Southeast Policy Area Community Plan and Special Planning Area, climate change activities, historic preservation


3120 Administrative Assistant 1 1 1 03120 Housing Program Manager 1 1 1 03120 Planning Director 1 1 1 0

3120 Development Svcs/Planning Total 3 3 3 0

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ordinance, General Plan and zoning code amendments, State-required General Plan reports, and support for the Historic Preservation Committee.


Building Safety and Inspection – 295:3130 $2,867,777 3.0 FTEs The Building Safety and Inspection Services group provides building permit application processing, plan review, construction inspection and records maintenance. Public outreach is provided to promote awareness and education of the value in obtaining required building permits, to ensure safe, healthy and code compliant buildings.

POSITION LISTING

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 2,534,516 3,525,630 2,650,300 3,550,500 24,870 Compensation 279,410 367,872 353,807 405,576 37,704 Operating Expenses 1,396,409 1,866,100 1,836,380 1,945,000 78,900 Internal Services 360,659 393,212 393,212 416,948 23,736 Transfers 86,177 96,876 98,876 100,253 3,377

Expense Total 2,122,655 2,724,060 2,682,275 2,867,777 143,717 Net Cost (411,861) (801,570) 31,975 (682,723)


FY2014 Adopted

FY2014 Estimated

% Application Resubmittal Routing within 48 hours Not Tracked 80 100% Application Routing within 72 hours 94.25 100 95.25% Entitlement Processing between Planning Commission and City Council within one meeting 93.3 90 100% of calls and voice mail messages returned at Planner on Duty desk within 24 hours 90.75 90 89.25% of CDBG and CSG checks issued within 15 days of submission of complete and accurate invoice 85 90 95.5% of Public Inquiries Resolved within 48 hours 89.5 90 88.25% Plan Check review within 10 days 89.5 90 85

% of Housing Program applications reviewed within 10 business days 78.25 80 96

Total % of CDBG funds expended 47 70 59





3130 Administrative Assistant 1 1 1 03130 Building Official 1 1 1 03130 Permit Processing Coordinator 1 1 1 0

3130 Development Svcs/Building Total 3 3 3 0

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Public Works – 295:4100, 4110, 4120 $6,003,707 7.0 FTEs Project Delivery and Programming Division (Capital) The Project Delivery and Programming Division delivers the city's transportation, drainage, and building projects from inception to ribbon cutting. This Division manages the Department’s five year Capital Improvement Program (CIP) and pursues funding sources to leverage the city's local dollars. It works closely with other regional transportation partners (SACOG, STA, Caltrans, FHWA, etc) to coordinate transportation improvement plans. Project delivery activities include oversight and management of the environmental, design, right of way acquisitions, and construction phases of an array of capital and major maintenance projects including traffic signals, pavement maintenance, roadway widening, and interchange improvements. This division will also provide oversight of the Trails Committee for the City. FY 2013-14 ACCOMPLISHMENTS

• Major Projects Completed: o Special Waste Collection Center and Disposal Lane (SW0002 and SW0003) • Elk Grove Creek Trail Crossing at SR99 (PT0062 and PT062A) • Elk Grove/99 Interchange Modifications (PT0055A) • E Stockton Soundwall Renovation (WCE001) • Storybook Woods Park (WCE003) • Emerald Park Drive Storm Drain Improvements (WPR001)

• Total Projects Completed: 20 projects with a total value approximately = $17,390,000 • Grant Funds Awarded: 5 grants/projects awarded with total grant funds = $6,546,100

Development Engineering Division The Development Engineering Division supports private land development activity, including plan check, map check, construction inspection, storm water inspection, drainage review, and traffic engineering review. The Division provides customer support at the front counter; fee schedules maintenance; customer invoicing; contract administration; construction standard maintenance, ensures subdivision and street ordinances reflect changes in state law and general plan policies, maintains the City’s project management software, and issues special use permits, transportation permits, and encroachment permits.


FY2014 Adopted

FY2014 Estimated

% of Approved production home batch applications within 5 days of submital. 81 90 60% of Complete Commercial building plan reviews within 15 working days. 99.5 95 97

% of "same day" inspections completed the same day they are requested 100 95 100% of Complete Residential plan reviews within 10 days 98.75 95 0.95



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FY 2013-14 ACCOMPLISHMENTS

• Street Use Permits issued = 19 • Single-Use Transportation Permits issued = 152 • Annual Transportation Permits issued = 60 • Encroachment Permits issued = 52 • Annual Encroachment Permits issued = 35 • Improvement Plans reviewed = 57 (based on number of projects, not review cycles) • Final Maps reviewed = 39 (based on number of projects, not review cycles)

Water Resources Division (Drainage) The Water Resources Division manages the City’s Drainage System. Responsibilities include delivering drainage and flood control services, securing regional permits, maintaining data and monitoring requirements for the National Pollutant Discharge Elimination System (NPDES), partnering with the Sacramento Storm Water Quality Partnership, providing engineering support to Capital Improvement Projects, managing and providing response strategies to storm related issues, updating storm utility fees, and managing and resolving flooding issues. FY 2013-14 ACCOMPLISHMENTS

• This year the City received the following awards for the Elk Grove Rain Garden Plaza. The City has received

a total of nine awards to date:

o 2013 League of California Cities Helen Putnam Award for “Excellence for Planning and Environmental”

o 2013 American Society Of Civil Engineers Region 9, “Sustainability Project of the Year”

• Processed over 250 FEMA floodplain requests; average turnaround time was 48-hours from receipt of request

• Provided stormwater presentations at six public outreach events involving over 2,000 attendees • Dry Wells as Low Impact Development Project:

o Executed Agreement with the State Control Water Board (including one amendment) for a $490k grant.

o Developed and presented five technical presentations (oral and posters) to organizations including the State Water Board, Sacramento Central Groundwater Authority, and the Groundwater Association

o Created an informational brochure for the Beaver Management Program o Passed levee inspection with the Army Corps of Engineers with an “acceptable rating” and

remained in the PL8499 program • Planned and developed a City-wide awareness/training for Stormwater Quality. Presented to City staff

and received very positive feedback on presentations • Received the EPA Audit Report in September and provided a comprehensive response to the report in

October • Completed construction of the School Street Alley improvements project (WDR007) • Completed construction of the Campbell Road Improvements project (PD0010) • Submitted the 2012_2013 Annual Report to the Regional Water Quality Control Board • Submitted the 2014_2015 Annual Work Plan to the Regional Water Quality Control Board • Submitted the Routine Maintenance Agreement Annual Report to the Department of Fish and Wildlife

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• Continued to provide support to the Development Engineering, Project Delivery/Programming and Operations and Maintenance Divisions

• Continued collaboration with the Sacramento Stormwater Quality Partnership

Operations and Maintenance Division Operations and Maintenance (O&M) operates and maintains the City’s roadway and drainage infrastructure. Included is maintenance service contract oversight; annual work plan development; scheduling routine maintenance; implementation of maintenance programs; utility expense administration for landscaping, street lighting, traffic signals; managing and maintaining the City’s service request and electronic maintenance management system; updating City infrastructure inventory; providing emergency management and support during storm events and other emergencies; and responding to citizen service requests. O&M Service Call Statistics FY13 and FY14 to date.

Request Description Request Count FY13

Request Count FY14

Av. Days to Comp. FY13

Av. Days to Comp. FY14

Adopted Performance Level (Days)

Graffiti 258 190 .48 .58 <2 Landscape 66 160 2.03 1.48 <3 Pavement/Roadside 349 451 .68 1.32 <3 Sidewalk/Curb/Gutter 121 101 .69 .56 <3 Signs/Markings 506 559 1.12 1.91 <3 Street Lights 1,266 1,046 2.34 7.98 <5 Street Sweeping 29 29 .07 .03 <3 Traffic Signals 328 296 1.29 1.59 <1 Work for Others 43 14 5.35 1.93 <2

Grand Totals: 2966 2846 1.56 3.83 Traffic/Transportation Engineering Division The Traffic Engineering and Transportation Programming Division supports traffic planning associated with private and public projects. Services are funded through the Capital Improvements Program, Private Development, Maintenance Programs, and Gas Tax fund. Services include management and oversight of traffic operations within the City including traffic investigations, traffic signal operations, traffic volume counts, observation during peak hours, traffic control, establishing speed limits or modifying as necessary, transportation program management, securing on-call traffic consultants to perform traffic analysis, participation in outside agencies, grant writing efforts for various projects, and monitoring transportation.

FY 2013-14 ACCOMPLISHMENTS

• Implemented speed control on 3 Streets. • Conducted 128 Traffic Signal investigations • conducted 56 Traffic Signs and Markings investigations

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POSITION LISTING

BUDGET SUMMARIES

PUBLIC WORKS ADMINISTRATION: 4100

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,015,759 977,848 980,743 1,019,978 42,130 Compensation 304,124 354,689 391,709 368,244 13,555 Operating Expenses 253,972 270,900 271,613 269,500 (1,400)Internal Services 1,012,679 977,848 977,848 1,019,981 42,133 Capital Outlay - - - - - Transfers - - - - -

Expense Total 1,570,775 1,603,437 1,641,170 1,657,725 54,288 Net Cost 555,016 625,589 660,427 637,747

DEVELOPMENT ENGINEERING: 4110

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,215,106 1,330,000 2,255,000 3,202,016 1,872,016 Compensation 91,914 94,456 76,636 93,984 (472)Operating Expenses 1,081,787 1,222,500 2,600,000 3,435,018 2,212,518 Capital Outlay - - - - - Transfers 310,399 306,057 306,057 329,481 23,424

Expense Total 1,484,100 1,623,013 2,982,693 3,858,483 2,235,942 Net Cost 268,994 293,013 727,693 656,467


295 /503 Contract Manager #1 1 1 1 0256 /294 Contract Manager #2 1 1 1 0

221 Contract Manager #3 1 1 1 0Civil Engineer 0 1 1 0Finance Analyst I 0 1 1 0

4100 Public Works Director 1 1 1 04100 Sr. Administrative Assistant 1 1 1 0

4100 Development Svcs/Public Works Total 5 7 7 0

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CAPITAL PROJECT MANAGEMENT: 4120

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total - 720,848 718,849 487,499 (233,349)Compensation 391 335,848 250,058 392,499 56,651 Operating Expenses - 385,000 - 95,000 (290,000)Capital Outlay - 19,391 - - Capital Outlay Rollover Request - - 40,609 40,609

Expense Total 391 720,848 250,058 487,499 (290,000) FY 2014-2015 WORK PLAN SUPPORTING CITY COUNCIL GOALS

Create a vibrant diversified economy

• Draft and finalize a Development Processing Manual for processing entitlement applications, improvement plans, revisions, final maps and record drawings.

• Assign a project manager to coordinate with assigned project managers from other departments on larger development projects.

• Complete amendments to the Zoning Code to ensure land use regulations provide for economic development opportunities.

Grow and support safe, livable, attractive neighborhoods • Complete amendments to the Zoning Code to ensure clarity of the City’s regulations. • Facilitate continued processing of the City’s Sphere of Influence request including identification of

common interests and solutions with the County, continued public outreach, and support to LAFCO. • Administer the City’s Community Development Block Grant Program and Neighborhood Stabilization

Program. • Continue to develop the Elk Grove Civic Center in the Laguna Ridge Specific Plan. • Pursue the completion of the ITS Master Plan. • Administer the annual Pavement Markings Maintenance program to include striping, legends, and RPM’s. • Replace Traffic Signal Pedestrian push button at non-compliant locations. • Work collaboratively with the Elk Grove Unified School District to provide infrastructure to support the

“Safe Routes to Schools” program. • Implement traffic flow control measures using the Intelligent Transportation System to minimize traffic

congestion during peak commute hours. • Enforce traffic regulations at heavily trafficked intersections and other areas of high collisions or resident

complaints. • Construct I 5/ Kammerer Rd interchange and design future interchange improvement at CA 99/Whitelock

Parkway.

Serve as wise, responsible stewards of fiscal resources • Continued development of a fully functional asset maintenance management system (MMS) utilizing HTE

Work Order module. This MMS will enable the tracking of historical maintenance information vital to the development of annual and five year maintenance programs such as traffic signal re-lamping, traffic sign replacement, along with the development of the Pavement Markings Replacement Program.

Develop an efficient and effective organization with a regional perspective • Continue to implement electronic plan check and submittal software. • Coordinate a multi-jurisdictional Capital Improvement Program.

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Council Goal and Measure FY2013 Actuals FY2014 AdoptedFY2014

Estimated

% of Annual Encroachment Permits issued within 2 days 5 90 20% of Annual Transportation Permits issued in 24 hours 90 90 90% of entitlement applications reviewed within 3 weeks for first submittal and 2 weeks for subsequent submitt 92.5 90 95% of final maps reviewed within 3 weeks for first submittal and 2 weeks for subsequent submittal 22.5 90 56% of improvement plans reviewed within 3 weeks for first submittal and 2 weeks for subsequent submittal 55.75 90 72% of Major Encroachment Permits issued within 2 days 88 90 90% of Minor Encroachment Permits processed OTC or same day 86.25 90 86% of public assistance requests received at the public counter responded to within 24 hours 100 90 100% of public assistance requests received via phone or email responded to within 24 hours 100 90 100% of Single transportation permits processed same day 90 90 90% of Street Use Permits permits processed within 30 days 90 90 90

Average % deviation between engineer's cost estimates and the low bid. 11.8 15 13.5Average number of days to resolve any/all reported public works maintenance problems. 7.77 3 1.9Average number of days to resolve reported graffiti problems. 0.5775 2 0.58Average number of days to resolve reported hazardous materials problems. 0.58 1 0.58Average number of days to resolve reported pavement problems. 0.635 3 0.64Average number of days to resolve reported pothole problems. 0.635 3 0.64Average number of days to resolve reported road hazards. 0.5375 1 0.54Average number of days to resolve reported sidewalk problems. 0.46 3 0.46Average number of days to resolve reported streetlight problems. 3.6 5 3.6Average number of days to resolve reported traffic signal problems. 1.17 1 1.17% of drainage information requests processed within 4 business days. 100 90 100% of FEMA flood zone information requests responded to within 4 business days 100 90 100Perform Building Plan review for drainage and floodplain items within a given time frame. 100 90 100Total Expenditure of construction funds for capital improvements. $5,516,378 $18,000,000 $18,500,000

Represent the Stormwater Management Program at four Public Outreach events per FY. 5 4 6

Dollar value of grant awards received $11,780,000 $2,000,000 $6,546,100Number of grant applications submitted. 6 8 10Number of grant awards received. 8 4 7





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300S

CAPITAL FUNDS

301 – Federal Capital Grants

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,568,270 552,330 5,171,643 15,818,663 15,266,333 Operating Expenses 4,398 - - - - Capital Outlay 2,110,055 552,330 5,171,643 2,627,135 2,074,805 Capital Outlay Rollover Request - - - 11,547,671

Expense Total 2,114,453 552,330 5,171,643 14,174,806 2,074,805 Current Year Excess (Deficiency) (546,183) - - 1,643,857 13,191,528 Available Fund Balance (1,643,857) (1,643,857) (1,643,857) -

302 – State Grants

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 434,390 703,970 6,052,368 6,309,419 5,605,449 Capital Outlay 460,050 703,970 6,052,368 - (703,970)Capital Outlay Rollover Request - - - 6,059,258 6,059,258 Transfers Out - - - - -

Expense Total 460,050 703,970 6,052,368 6,059,258 5,355,288 Current Year Excess (Deficiency) (25,660) - - 250,161 250,161 Available Fund Balance (250,161) (250,161) (250,161) -

305 - Local Transportation Fund -Bikes & Pedestrian TDA funding is used for public transportation planning, public transportation services, and community transit purposes. LTF allocations: transit bicycle/pedestrian uses.

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 112,836 105,256 95,000 99,450 (5,806)Capital Outlay 17,582 88,144 211,412 - (88,144)Capital Outlay Rollover Request - - - 151,637 Transfers 411 500 - 1,671 1,171

Expense Total 17,993 88,644 211,412 153,308 (86,973) Current Year Excess (Deficiency) 94,843 16,612 (116,412) (53,858) 81,167 Available Fund Balance 159,566 176,178 43,154 (10,704)

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300S

CAPITAL FUNDS

311 - Capital Facilities Fee (CFF) – Civic Center Funds new development’s share of the construction/acquisition of civic center facilities.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 123,274 100,000 112,000 120,000 20,000 Operating Expenses 1,863 2,400 803 - (2,400)Transfers 511,150 515,365 515,744 514,793 (572)Capital Outlay 105,568 - - 165,000 165,000

Expense Total 618,581 517,765 516,547 679,793 162,028 Current Year Excess (Deficiency) (495,307) (417,765) (404,547) (559,793) (142,028)Total 2,361,689 1,943,924 1,957,142 1,397,349

Reserve for Debt Service Transfer 2,003,503 1,489,001 1,489,001 974,674 Available Fund Balance 358,186 454,923 468,141 422,675

312 - CFF – Police Funds new development’s share of the construction/acquisition of police facilities and related equipment.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 212,655 175,000 195,000 198,500 23,500 Operating Expenses 2,748 3,500 1,393 - (3,500)Transfers 318,639 321,592 331,198 320,620 (972)Capital Outlay 100,107 233,012 69,904 - (233,012)Capital Outlay Rollover Request - - - 163,108 163,108

Expense Total 421,494 558,104 402,495 483,728 (74,376) Current Year Excess (Deficiency) (208,839) (383,104) (207,495) (285,228) 97,876 Total 3,854,913 3,471,809 3,647,418 3,362,190 (101,376)

Reserve for Debt Service Transfer 3,114,318 2,793,589 2,793,589 2,472,969 Available Fund Balance 740,595 678,220 853,829 889,221

313 – CFF Corp Yard Funds new development’s share of the construction/acquisition of corporation yard facilities and equipment.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 166,185 130,000 134,000 136,600 6,600 Operating Expenses 321 400 228 - (400)Capital Outlay 16,953 - 78,198 31,775 31,775 Capital Outlay Rollover Request - - - 171,932 Transfers Out - 1,388 1,998 6,389

Expense Total 17,274 1,788 80,424 210,096 31,375 Current Year Excess (Deficiency) 148,911 128,212 53,576 (73,496) (24,775) Available Fund Balance 597,428 725,640 651,004 577,508

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300S

CAPITAL FUNDS

315 – CFF Library Funds new development’s share of the construction/acquisition of library facilities and equipment.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 291,671 230,000 241,000 244,600 14,600 Operating Expenses 794 1,000 533 623 (377)Transfers - 27 39 - Capital Outlay - - - - -

Expense Total 794 1,027 572 623 (377) Current Year Excess (Deficiency) 290,877 228,973 240,428 243,977 14,977 Available Fund Balance 7,321,453 7,550,426 7,561,881 7,805,858

317 – CFF Transit Facilities Funds new development’s share of the construction/acquisition of transit facilities and equipment.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 266,233 20,000 215,000 214,000 194,000 Operating Expense 1,226 1,750 735 - Capital Outlay 79,443 14,000 4,200 881,000 Capital Outlay Rollover Request - - - 9,800 Transfers - - 3,164 1,031 1,031 Debt Services Total - 2,198 - - (2,198)

Expense Total 80,669 17,948 8,099 891,831 (1,167) Current Year Excess (Deficiency) 185,564 2,052 206,901 (677,831) 195,167 Available Fund Balance 1,903,748 1,905,800 2,110,649 1,432,818

319 – CFF Admin This fee is levied to cover the cost of administering the citywide Capital Facilities Impact Fee Program.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 19,766 15,000 15,600 20,500 5,500 Operating Expenses 34 50 25 29 (21)Transfers - 1,574 1,574 1,992 418

Expense Total 34 1,624 1,599 2,021 397 Current Year Excess (Deficiency) 19,732 13,376 14,001 18,479 5,103 Available Fund Balance 106,649 120,025 120,650 139,129

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300S

CAPITAL FUNDS

324 – East Franklin Landscape Corridor Fee This fee is used to fund the design and construction of landscape corridors in the East Franklin Specific Plan.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 84,269 60,000 60,000 30,000 (30,000)Operating Expenses 6,772 8,500 3,545 10,000 1,500 Capital Outlay 449,855 5,046,575 734,913 3,213,200 (1,833,375)Capital Outlay Rollover Request - - - 6,617,165 Transfers Out - 831 - 38,416

Expense Total 456,627 5,055,906 738,458 9,878,781 (1,831,875) Current Year Excess (Deficiency) (372,358) (4,995,906) (678,458) (9,848,781) 1,801,875 Available Fund Balance 11,023,397 6,027,491 10,344,939 496,158

325 – East Franklin Supplemental Drainage Fee This fee is used to acquire land for the drainage channels in the East Franklin Specific Plan.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 226,735 - 105,000 105,000 105,000 Operating Expenses 443 600 308 360 (240)

Expense Total 443 600 308 360 (240) Current Year Excess (Deficiency) 226,292 (600) 104,692 104,640 105,240 Available Fund Balance 753,682 753,082 858,374 963,014

326 - East Franklin Fee – Administration This fee covers the City’s cost of administering the East Franklin Fee Program.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 28,156 10,000 17,000 13,300 3,300 Operating Expenses 81 125 47 55 (70)Transfers 8,707 15,696 15,696 1,036 (14,660)


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300S

CAPITAL FUNDS

328 - Elk Grove Roadway Fee The Elk Grove Roadway Fee is a Citywide, multi-zonal fee program that generally funds the center lanes and medians of major roadways, and funds major intersections, freeway interchanges, and bridges.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 2,642,274 2,650,000 2,998,000 2,997,214 347,214 Operating Expenses 28,016 30,500 692,747 96,126 65,626 Capital Outlay 2,319,121 466,670 7,055,384 6,839,904 6,373,234 Capital Outlay Rollover Request - - - 15,472,260 Transfers 443,717 308,286 443,717 3,674,544 3,366,258

Expense Total 2,790,854 805,456 8,191,848 26,082,834 9,805,118 Current Year Excess (Deficiency) (148,580) 1,844,544 (5,193,848) (23,085,620) (9,457,904) Available Fund Balance 36,145,220 37,989,764 30,951,372 7,865,752 Less Fee Credits* 628,333 250,000 250,000 800,000 Balance Including Fee Credits 35,516,887 37,739,764 30,701,372 7,065,752

329 - Impact Fee Administration The City receives a 50% share of the administrative fee component in two fee programs that the City administers on behalf of the Elk Grove Community Services District - the Laguna South Fire Fee Program and the East Elk Grove Park and Fire Fee Program. This fund includes a separate sub-account for each of these two fee programs. These funds are used to cover the City’s cost of administering these two fee programs.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 11,806 10,000 15,600 15,500 5,500 Compensation 22 14,697 8,229 10,885 (3,812)Operating Expenses 52 100 31 37 (63)Transfers 1,403 1,429 1,429 1,826 397


*Note per these agreements, the City Council has the ability to determine priority of when these credits are paid based on project priorities the Council identifies.

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300S

CAPITAL FUNDS

332 LRSP Supplemental Park Facilities Fee The Supplemental Park Facilities Fee provides a mechanism for collection and reimbursement of fees related to park facility construction in the LRSP. Facilities eligible for reimbursement through this program include neighborhood, local and portions of community parks. All parks facilities are eligible for funding from this source.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,560,169 1,400,000 1,030,000 1,420,000 20,000 Operating Expenses - - 1,465 6,713 6,713 Capital Outlay 218,187 2,600,000 1,624,983 1,694,664 (905,336)Capital Outlay Rollover Request - - - 3,924,093 3,924,093 Transfers - - - 18,632 18,632

Expense Total 218,187 2,600,000 1,626,448 5,644,102 3,044,102 Current Year Excess (Deficiency) 1,341,982 (1,200,000) (596,448) (4,224,102) (3,024,102) Available Fund Balance 5,520,293 4,320,293 4,923,845 699,743 Less Fee Credits* - - - 437,603 Balance Including Fee Credits 5,520,293 4,320,293 4,923,845 262,140

333 – Laguna Ridge Parks The Laguna Ridge Specific Plan Park Impact fee provides funding for local and neighborhood parks in the Laguna Ridge Specific Plan.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 15,836 27,500 22,900 27,600 100 Compensation 27 17,324 8,928 10,885 (6,439)Operating Expenses 6,883 22,510 2,614 5 (22,505)Transfers 1,411 3,532 3,532 1,704 (1,828)


335 - Laguna West Service Area Funds ongoing operations and maintenance costs for specialized services related to drainage, roadways, and street sweeping.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 38,636 74,000 66,366 62,366 (11,634)Operating Expenses 31,327 167,075 163,906 163,741 (3,334)Transfers 3,031 9,545 9,545 8,570 (975)

Expense Total 34,358 176,620 173,451 172,311 (4,309) Current Year Excess (Deficiency) 4,278 (102,620) (107,085) (109,945) (7,325) Available Fund Balance 557,443 454,823 450,358 340,413

*Note per these agreements, the City Council has the ability to determine priority of when these credits are paid based on project priorities the Council identifies.

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300S

CAPITAL FUNDS

336 - Lakeside Service Area This service area funds the review of the Home Owner’s Association mitigation/ compliance efforts of the Lakeside Lake.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,913 1,000 1,000 1,000 - Operating Expenses 66 50,100 33 39 (50,061)Transfers 356 15,755 15,755 516 (15,239)

Expense Total 422 65,855 15,788 555 (65,300) Current Year Excess (Deficiency) 1,491 (64,855) (14,788) 445 65,300 Available Fund Balance 98,151 33,296 83,363 83,808

338 - External Agencies Fund This fund holds contributions from external utility or local agencies towards major capital infrastructure improvements.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 96,534 530,000 360,000 616,099 86,099 Operating Expenses 753 1,000 434 508 (492)Capital Outlay - - 359,600 380,000 380,000 Capital Outlay Rollover Request - - - 1,403,400 Transfers Out - 15,473 15,473 754

Expense Total 753 16,473 375,507 1,784,662 379,508 Current Year Excess (Deficiency) 95,781 513,527 (15,507) (1,168,563) (293,409) Available Fund Balance 1,184,070 1,697,597 1,168,563 -

339 – In-Lieu Roadway Funds development’s share of roadway improvements in-lieu of constructing the enhancement.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 7,829 5,000 60,000 2,500 (2,500) Operating transfer out 135 250 85 99 (151)

Capital Outlay - - 23,099 - - Capital Outlay Rollover Request - - - 53,897 53,897 Transfers Out 420 7,068 7,068 483 (6,585)

Expense Total 555 7,318 30,252 54,479 47,161 Current Year Excess (Deficiency) 7,274 (2,318) 29,748 (51,979) (49,661) Available Fund Balance 203,050 200,732 232,798 180,819

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CAPITAL FUNDS

341 - CFD 2002-1 East Franklin The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain facilities. The planned public improvements eligible to be financed through the CFD include the costs of the construction, reconstruction, or reconfiguration of the following public facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, and other public facility improvements.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,223,269 263,411 164,000 1,670,334 1,406,923 Compensation 152 101,573 57,239 74,694 Operating Expenses 17,289 113,975 31,316 29,114 (84,861)Capital Outlay 882,434 269,500 2,355,955 173,000 (96,500)Capital Outlay Rollover Request - - - 1,840,314 Transfers 107,293 50,676 54,159 86,140 35,464

Expense Total 1,007,168 535,724 2,498,669 2,203,262 (145,897) Current Year Excess (Deficiency) 216,101 (272,313) (2,334,669) (532,928) 1,552,820 Available Fund Balance 3,377,458 3,105,145 1,042,789 509,861

343 - CFD 2003-1 Poppy Ridge The purpose of the CFD is to permit the levy of special taxes to fund the construction and acquisition of certain facilities and to fund eligible police protection operation services. The planned public improvements eligible to be financed through the CFD include the costs of the construction, reconstruction, or reconfiguration of the following public facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, and other public facility improvements.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,396,645 374,651 365,419 2,246,491 1,871,840 Compensation 158 104,196 57,938 74,694 (29,502)Operating Expenses 3,170,336 167,886 155,831 20,656 (147,230)Capital Outlay 261,422 1,523,641 1,101,173 110,000 (1,413,641)Capital Outlay Rollover Request - - - 6,807,393 6,807,393 Transfers 71,807 36,465 38,357 228,243 191,778

Expense Total 3,503,723 1,832,188 1,353,299 7,240,986 5,408,798 Current Year Excess (Deficiency) (2,107,078) (1,457,537) (987,880) (4,994,495) (3,536,958) Available Fund Balance 6,100,418 4,642,881 5,112,538 118,043

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CAPITAL FUNDS

344 - CFD 2005-1 Laguna Ridge CFD 2005-1 Laguna Ridge was formed for the purpose of levying special taxes to fund both infrastructure and operation and maintenance services related to Laguna Ridge. The infrastructure component funds construction, reconstruction, or reconfiguration of the following facilities: street improvements, wastewater system improvements, potable and non-potable water system improvements, drainage system improvements, parks and parkway facilities, and other public facility improvements. The services component funds maintenance of public parkways, public parks, open space, landscape setbacks, bike and other paths, landscape medians in and adjacent to roadways within the CFD, maintenance and operations of a community center, recreation center, sports (including aquatics) facilities, cultural arts center, water features, and maintenance of other related facilities.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 52,850 32,249 66,743 134,000 101,751 Operating Expenses 12,752 12,775 109,274 14,250 1,475 Capital Outlay - 700,000 - 100,000 (600,000)Capital Outlay Rollover Request - - - 5,000,000 5,000,000 Transfers 4,013 84,319 84,319 3,166 (81,153)

Expense Total 16,765 797,094 193,593 5,117,416 (79,678) Current Year Excess (Deficiency) 36,085 (764,845) (126,850) (4,983,416) 181,429 Available Fund Balance 5,256,059 4,491,214 5,129,209 145,793

347 - Laguna Area CFD This County Administered CFD funds the construction of roadway facilities located in the City of Elk Grove.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 16,832 40,000 - 40,000 - Operating Expenses - - - - - Capital Outlay - - - - - Transfer 1,105 2,363 2,363 351 (2,012)

Expense Total 1,105 2,363 2,363 351 (2,012) Current Year Excess (Deficiency) 15,727 37,637 - 39,649 2,012 Available Fund Balance (18,930) 18,707 (18,930) 20,719

348 - Laguna West CFD This County administered CFD funds the construction and reconstruction of certain roadway and transit related facilitates located in the City of Elk Grove.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 12,767 6,000 33,000 3,500 (2,500)Operating Expenses 712 1,000 386 451 (549)Capital Outlay - - - - - Transfers 9,848 1,743 1,743 1,123 (620)

Expense Total 10,560 2,743 2,129 1,574 (1,169) Current Year Excess (Deficiency) 2,207 3,257 30,871 1,926 (1,331) Available Fund Balance 1,031,706 1,034,963 1,062,577 1,064,503

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300S

CAPITAL FUNDS

349 - Lakeside CFD This County administered CFD funds the construction and reconstruction of certain roadway and transit related facilitates located in the City of Elk Grove.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 5,330 300,000 46,000 25,000 (275,000)Operating Expenses - - - - - Capital Outlay - - - - - Transfers 12,807 757 757 596 (161)

Expense Total 12,807 757 757 596 (161)Current Year Excess (Deficiency) (7,477) 299,243 45,243 24,404 (274,839)

Available Fund Balance (291,974) 7,269 (246,731) (222,327) 360 - Laguna Ridge Park Fee The Laguna Ridge Park fee program funds the construction of the Civic Center park located in the Laguna Ridge and funds a fair share portion of the construction costs of the Bartholomew Sports Park located in East Franklin.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 793,586 658,000 488,000 660,700 2,700 Compensation 12 10,761 7,174 10,885 124 Operating Expenses 2,615 3,500 1,642 286,919 283,419 Capital Outlay - 3,000,000 - - (3,000,000)Capital Outlay Rollover Request - - - 3,000,000 3,000,000 Transfers 20,830 1,692 1,692 2,477 785

Expense Total 23,457 3,015,953 10,508 3,300,281 284,328 Current Year Excess (Deficiency) 770,129 (2,357,953) 477,492 (2,639,581) (281,628)

Available Fund Balance 4,297,026 1,939,073 4,774,518 2,134,937 393 – Measure A SSPBF Measure A is funded by a countywide one-half percent sales tax, approved by voters in 2004 for a 30 year period. This fund is dedicated to the portion of Measure A revenues earmarked for streetscaping, pedestrian and bicycle facilities.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 396,209 421,958 418,542 430,937 8,979 Operating Expense 108 150 136 (9,841)Capital Outlay 115,995 - 273,534 63,000 63,000 Capital Outlay Rollover Request - - - 410,703 Transfers 65,165 42,309 42,309 38,555 (3,754)

Expense Total 181,268 42,459 315,979 502,417 59,246 Current Year Excess (Deficiency) 214,941 379,499 102,563 (71,480) (50,267) Available Fund Balance 267,327 646,826 369,890 298,410

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CAPITAL FUNDS

394 - Measure A Construction Measure A is funded by a countywide one-half percent sales tax, approved by voters in 2004 for a 30-year period. This fund is dedicated to the portion of Measure A revenues earmarked for traffic control and safety improvements.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 359,750 317,379 317,926 377,727 60,348 Operating Expense - - 243 10,284 10,284 Capital Outlay 88,345 290,901 151,886 476,200 185,299 Capital Outlay Rollover Request - - - 290,818 290,818 Transfers 50,914 27,872 27,872 26,505 (1,367)

Expense Total 139,259 318,773 180,001 803,807 485,034 Current Year Excess (Deficiency) 220,491 (1,394) 137,925 (426,080) (424,686) Available Fund Balance 567,392 565,998 705,317 279,237

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400S

DEBT SERVICE FUNDS 402 - Debt Service – CFD 2002-1 Principal and interest payments on CFD 2002-1 (East Franklin) debt issue.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 3,055,420 3,926,564 4,118,000 3,801,139 (125,425)Operating Expenses 4,400 3,500 1,111 2,200 (1,300)Debt Service 3,558,069 3,557,569 3,557,569 3,591,569 34,000 Transfers - - - 1,200,000 1,200,000

Expense Total 3,562,469 3,561,069 3,558,680 4,793,769 1,232,700 Current Year Excess (Deficiency) (507,049) 365,495 559,320 (992,630) (1,358,125)

Fund Balance Restricted for Debt Service 8,794,833 9,160,328 9,354,153 8,361,523 403 - Elk Grove Finance Authority Principal and interest payments on Elk Grove Finance Authority debt.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 1,794,580 1,805,764 1,805,764 1,805,273 (491)Operating Expenses 1,208 100 1,104 2,323 2,223 Debt Service 1,791,813 1,803,563 1,803,563 1,802,950 (613)Transfers Out - - - - -

Expense Total 1,793,021 1,803,663 1,804,667 1,805,273 1,610 Current Year Excess (Deficiency) 1,559 2,101 1,097 - (2,101)

Fund Balance Restricted for Debt Service 2,274,867 2,276,968 2,275,964 2,275,964 404 - Debt Service – CFD 2003-1 Principal and interest payments on CFD 2003-1 (Poppy Ridge) debt issue.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 2,377,199 374,651 3,357,769 3,221,897 2,847,246 Operating Expenses 4,117 3,500 1,101 1,500 (2,000)Debt Service 3,008,907 3,006,033 3,032,783 3,032,783 26,750 Transfer - - - 1,500,000 1,500,000

Expense Total 3,013,024 3,009,533 3,033,884 4,534,283 1,524,750 Current Year Excess (Deficiency) (635,825) (2,634,882) 323,885 (1,312,386) 1,322,496

Fund Balance Restricted for Debt Service 7,838,765 5,203,883 8,162,650 6,850,264

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111

501, 502 & 506

INTEGRATED WASTE

MISSION

The Integrated Waste Division provides Elk Grove residents with cost-effective, environmentally sound, high-quality, efficient services covering the full range of solid waste management through collection, recycling, and education.

BUDGET SUMMARIES

UTILITY BILLING: 501-1560

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Compensation 372,472 288,237 286,374 225,946 (62,291)Operating Expenses 272,941 337,200 280,930 320,373 (16,827)Internal Services 114,922 117,385 117,385 179,474 62,089 Capital Outlay - - - - - Transfers 25,893 276,508 - 190,775 (85,733)

Expense Total 786,228 1,019,330 684,689 916,568 (102,762)

INTEGRATED WASTE: 501-5110, 5120

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 12,159,301 11,979,512 13,411,865 13,169,519 1,190,007 Compensation 209,909 223,559 211,540 208,072 (15,487)

Operating Expenses 10,272,653 10,504,868 10,457,536 10,721,996 217,128 Internal Services 100,768 102,706 102,706 118,729 16,023

Capital Outlay - - - - - Debt Service Total - - - - - Transfers 1,096,561 566,596 566,596 330,453 (236,143)Expense Total 11,679,891 11,397,729 11,338,378 11,379,250 (18,479) Current Year Excess (Deficiency) 479,410 581,783 2,073,487 1,790,269 1,208,486 Available Fund Balance 9,407,554 9,989,337 11,481,041 11,779,606

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501, 502 & 506

INTEGRATED WASTE

COMMERCIAL HAULERS: 502

Revenue Total 459,847 369,000 349,200 349,200 (19,800)Compensation 145,544 161,912 155,431 185,650 23,738 Operating Expenses 58,397 177,050 114,918 121,501 (55,549)Internal Services 96,057 95,362 95,362 112,342 16,980 Capital Outlay - - - - - Transfers 65,772 48,666 33,000 61,005 12,339

Expense Total 365,770 482,990 398,711 480,498 (2,492) Current Year Excess (Deficiency) 94,077 (113,990) (49,511) (131,298) (17,308) Available Fund Balance 2,201,941 2,087,951 2,152,430 2,021,132

SPECIAL WASTE COLLECTION CENTER: 506

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 3,193,171 2,472,659 2,852,812 2,517,913 45,254 Operating Expenses - 29,083 1,907 911,960 882,877 Internal Services - - - 260,142 260,142 Capital Outlay (149,640) 280,000 62,000 - (280,000)Capital Outlay Rollover Request - - - 218,000 218,000 Transfers - - - 118,709 118,709 Debt Service 387,257 850,352 850,352 - (850,352)

Expense Total 237,617 1,159,435 914,259 1,508,811 863,019 Current Year Excess (Deficiency) 2,955,554 1,313,224 1,938,553 1,009,102 Available Fund Balance 3,781,341 5,094,565 5,719,894 6,728,996

POSITION LISTING


501 Integrated Waste Coordinator 2 2 2 0501 Integrated Waste Manager 1 1 1 0501 Waste and Recycling Technician 1 1 1 0

501/502 Integrated Waste Total 4 4 4 0


1560 Accounting Manager 1 1 0 -11560 Customer Service Specialist 3 3 4 11560 Revenue Manager 0 0 1 11560 Sr. Customer Service Specialist 1 1 0 -1

1560 Utility Billing Total 5 5 5 0

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INTEGRATED WASTE

PROGRAM DESCRIPTION

Waste and Recycling $14,019,345 4.0 FTEs The Integrated Waste Division manages the City’s residential solid waste franchise agreement, monitors the authorized commercial solid waste haulers, plans, coordinates, promotes, and implements city-wide solid waste reduction, recycling, composting, and public education activities. Additionally, the Division works with the Code Enforcement Division on illegal dumping, turn-off-trash, illegal hauling, and other issues of non-compliance, to ensure that our community is clean and safe. The Special Waste Collection Center (SWCC) will serve as a facility for residents and businesses to dispose of household hazardous waste. The new facility will improve environmental impact, making recycling more convenient, and encourage proper disposal of disposal materials. The Facilities budget is housed in Fund 506, but it is managed by the Integrated Waste Division. Budget Issues:

• The Special Waste Collection Center (SWCC) opened in April 2014; the City has contracted out all facility operations. This budget will reflect the first full year of operational costs of the facility.

• This budget reflects City Council authorization to not increase solid waste rates to pass through the Republic Services contract increase costs to residents.

• Staffing has been reduced by one full time personnel.

FY 2014-2015 WORK PLAN SUPPORTING CITY COUNCIL GOALS Grow and support safe, livable, attractive neighborhoods

• Educate residents and businesses regarding proper disposal of Household Hazardous Waste at the Special Waste Collection Center.

Serve as wise, responsible stewards of fiscal resources • A comprehensive rate study is planned to ensure assessed solid waste rates adequately recover costs for

service and are flexible to meet changing needs over time. • Review commercial hauler fee options to ensure revenue is captured.

Develop an efficient and effective City organization with regional perspectives • Collaborate with the Regional Solid Waste Working Group pertaining to solid waste, recycling, and

disposal needs within the Sacramento area.

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INTEGRATED WASTE


FY 2013-14 ACCOMPLISHMENTS • Completed construction and commenced operation of the Special Waste Collections Center. • Executed agreements between the City of Elk Grove and the City of Sacramento, the City of Rancho Cordova

and the County of Sacramento for the payment of household hazardous waste disposal costs. • Worked with the City/County of Sacramento to conduct and establish fees to be collected for the Conditionally

Exempt Small Quantity Generators Program of hazardous waste to cover the cost of accepting hazardous waste from small businesses at the Special Waste Collection Center.

• Participated in the Regional Used Oil & Filter Campaign and Holiday Recycling Campaign to promote waste reduction, personal action and behavior change.

• Continued composting workshops and offered composting bins at subsidized rates. • Held Prescription Drug Take-Back Days at City Hall for residents to properly dispose of their unwanted waste. • Successfully recycled 4,878 pounds of batteries collected from 20 satellite locations. • Awarded four grants from CalRecycle: Household Hazardous Waste Grant, Waste Tire Amnesty Grant

Program, Sharps Grant Project, and the Used Oil Recycling Grant. • Continued offering service learning mini-grants to local schools for environmental projects. • Completed seven public service announcements to educate residents regarding the various services provided

and how to properly transport household hazardous waste. • Recognized by the Sacramento Environmental Council along with Foulks Ranch Elementary School for

promoting a high quality environment by putting into practice programs that make a positive contribution towards the community.


FY2014 Adopted

FY2014 Estimated

Number of Outreach events attended targeting business and multifamily recycling. 3 4 6

Business and Multifamily Recycling education contacts. - # Face to face/phone conversation 11 20 29% of C&D plans received and reviewed within 3 days of submittal. 100 100 100

% of Construction and Demolition site visits resulting in an audit. 0 0 0% of missed residential pickups collected within 24 hrs 100 100 100% of residential carts delivered within 7 days of request 100 100 99% of residential complaints received as a % of total customers serviced 0.04 4 0.04% of scheduled residential pickups 99.50 99.5 99.96Average speed of answer for Allied Waste 65.00 30 61.7Avg. Hold time less than 120 seconds per call when calling Allied Waste 72.27 120 71.4

% of commercial hauler tonnage and revenue reports processed timely. 100 100 100Number of Construction & Demolition site visits conducted. 1 12 13





115

503

DRAINAGE & FLOOD CONTROL

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 6,344,221 6,250,000 6,410,502 6,495,000 245,000 Compensation 181,267 94,456 76,631 93,984 (472)Operating Expenses 3,031,514 3,941,100 3,123,600 3,648,600 (292,500)Internal Services 80,353 121,577 121,577 172,955 51,378 Capital Outlay 56,888 7,757,395 2,591,536 5,308,170 (2,449,225)Capital Outlay Rollover Request - - - 6,985,225 Transfers 1,045,523 288,681 288,681 6,384,518 6,095,837

Expense Total 4,395,545 12,203,209 6,202,025 22,593,452 3,405,018 Current Year Excess (Deficiency) 1,948,676 (5,953,209) 208,477 (16,098,452)Available Fund Balance 19,292,228 13,339,019 19,500,705 3,402,253

The expenditures within this fund include the management and delivery of drainage and flood control services. For information on the Drainage division’s responsibilities, accomplishments, and 2014-15 work plan, please refer to the Public Works Department within Development Services, on pages 91-96. In addition, the drainage fund is proposed to loan $6 million to the General Fund Capital Reserve (Fund 106) to cover the cost of land acquisition for the Elk Grove Sports Complex (WFC004). This loan is schedules to be paid back, with interest, by the General Fund over a 10 year period.

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511

Transit

MISSION Transit provides fixed route and paratransit services within the City of Elk Grove and beyond, featuring a strong commitment to on-time performance and customer service.

BUDGET SUMMARIES

511 Transit

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 10,385,273 8,340,278 8,586,480 9,817,989 1,477,711 Compensation 328,242 489,631 429,155 585,101 95,470 Operating Expenses 6,863,480 7,103,697 7,285,529 8,160,010 1,056,313 Internal Services 284,217 259,941 259,941 322,312 62,371 Capital Outlay 151,260 (118,488) - - 118,488 Debt Service - - - - - Transfers 497,185 518,913 518,913 518,804 (109)

Expense Total 8,124,384 8,253,694 8,493,538 9,586,227 1,332,533 Current Year Excess (Deficiency) 2,260,889 86,584 92,942 231,762 145,178 Available Fund Balance (8,170,058) (8,083,474) (8,077,116) (7,845,354)

512 Transit Prop 1B

FY 2013


FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 758,824 500,000 1,609,708 790,233 290,233 Operating Expense 34,506 150 218 254 104 Capital Outlay 158,748 500,000 2,116,350 1,290,233 790,233 Transfers Out 1,289,175 - - - -

Expense Total 1,482,429 500,150 2,116,568 1,290,487 790,337 Current Year Excess (Deficiency) (723,605) (150) (506,860) (500,254)Available Fund Balance 752,609 752,459 245,749 (254,505)

514 Transit Capital Improvements

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total (48,369) 687,746 1,870,771 334,488 (353,258)Operating Expense - - - - - Capital Outlay 1,695,120 118,488 2,179,318 118,488 - Transfers Out - - - - -

Expense Total 1,695,120 118,488 2,179,318 118,488 - Current Year Excess (Deficiency) (1,743,489) 569,258 (308,547) 216,000 Available Fund Balance - - - 216,000

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511

Transit

POSITION LISTING

PROGRAM DESCRIPTION $10,995,202 5.0FTEs The Transit Division is responsible for the operation of e-tran and e-van services within the City of Elk Grove, and the Sacramento region. e-tran commuter fixed route service operates 9 routes weekdays while the local fixed route service offers up to 9 routes daily. e-van provides Americans with Disabilities Act (ADA) Complementary Paratransit as well as Dial-A-Ride style responsive door-to-door, shared ride services within the City of Elk Grove and to destinations within urbanized Sacramento County. This service is for persons certified unable to utilize e-tran as well as passengers age 75 or older. Staff participates with the Sacramento Area Council of Governments, Federal Transit Administration, Air Resources Board, and fellow regional partner agencies regarding transit funding and coordination. The City’s Transit Division provides the foundation for the transit services. The operations are provided through a contractor, MV Transportation, Inc., that manages bus operators, dispatchers, and maintenance staff for services. The Transit Division and MV Transportation, Inc. report to the Transit System Manager who has primary oversight of all functions associated with Transit in the City. Supporting the Transit Manager are two transit planners; one manages grant activities and monitors the transit budget. The second transit planner is responsible for on-going route and schedule development and ensuring that routes are efficient and effective. Budget Issues: • The Proposed FY 2014-15 Budget reflects a continued upturn in regional sales tax receipts which is positively

affecting the Local Transportation Funds received for operations. • It reflects the receipt of Federal Transit Administration operating funds for 9% of the transit operations budget. • The Transit Budget also has $301,522 of capital match dollars to fund the purchase of two replacement 40’

buses and three replacement e-van minivans using Federal grant funds.


Create a vibrant, diversified economy • Create a vibrant transit system that assists residents to access work and school to contribute to a healthy

local economy.

Grow and support safe, livable, attractive neighborhoods • Assure that transit services meet the needs of the City’s residents and that the services help to foster

neighborhoods, homeowners, and businesses.


511 Administrative Assistant 1 1 1 0511 Customer Service Specialist 0 0 1 1511 Management Analyst 0 0 0 0511 Transit Services Planner 2 2 2 0511 Transit System Manager 1 1 1 0

511 Transit Total 4 4 5 1

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Serve as wise, responsible stewards of fiscal resources • Monitor service delivery of transit routes to ensure efficiencies are being accomplished. • Ensure that transit services are delivered within budget with minimum assistance from the City’s General

Fund. • Seek grant opportunities that support Council’s goals and initiatives. • Continue implementation of the Short Range Transit Plan, including service efficiency and improvements.


• Received $3,486,638 of Federal Transit Administration Funds to cover the cost for new buses, e-van operations and preventive maintenance for the transit service

• Completed RFP process for Transit operations contract and received Council direction on April 23 to negotiate terms with MV Transportation, Inc.

• Completed Short Range Transit Plan mapping out future transit investments in the City • Completed local route service changes improving connectivity among the City’s nine local routes • Purchased and received three new 40’ buses, delivered to the City in April 2014 using Proposition 1B

Bond Funds • Created new Transit Customer Comment Database to capture all comments in one location. Transit

System Manager monitors all complaints • Converted e-van application process from paper process to an internal online system using existing

ElkNet (intranet) interface • Awarded $1,284,000 of Congestion Mitigation Air Quality (CMAQ) funds through the SACOG regional

funding program to replace three aging 40’ buses in 2015 • Released RFP for the rehabilitation of six transit buses using Federal Funds – extending the buses life up

to six years and improving the comfort for our passengers.

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RISK MANAGEMENT

MISSION

Risk Management is committed to effectively handling General Liability, Property, and Worker’s Compensation claims, managing insurance in contracts requirements and compliance, recovering funds lost due to City property damage, and developing and promoting effective Risk Management, Americans with Disabilities Act (ADA) Coordination, and Safety programs.

BUDGET SUMMARY

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 2,024,507 2,676,249 2,605,753 3,892,868 1,216,619 Compensation 101,448 107,775 97,798 117,758 9,983 Operating Expenses 3,406,499 3,131,952 2,180,118 2,843,974 (287,978) Internal Services 20,915 20,252 20,252 21,056 804 Transfers Out 121,049 92,524 92,524 268,799 176,275 Expense Total 3,649,911 3,352,503 2,390,692 3,251,587 (100,916)Current Year Excess (Deficiency) (1,625,404) (676,254) 215,061 641,281 Available Fund Balance 690,980 14,726 906,041 1,547,322

POSITION LISTING

PROGRAM DESCRIPTION $3,251,587

1.0 FTE Risk Management is charged with the following responsibilities: General Liability Program This program includes negotiating and securing general liability insurance for the City, managing claims against the City, and managing lawsuits brought against the City. Worker’s Compensation Program Risk Management negotiates and secures worker’s compensation insurance for the City, administers the contract with the City’s insurer, coordinates the reporting and maintenance of claims, and administers the City’s Return to Work program. Property Insurance and Subrogation Programs These programs include negotiating and securing property insurance, reporting claims to the City’s insurer, and handling the subrogation of claims that fall below the insurer’s deductibles.


601 Risk Analyst 1 1 1 0601 Risk Management Total 1 1 1 0

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Miscellaneous Insurance Programs This includes negotiating and securing insurance coverage for the City including pollution insurance, cyber liability insurance, and employee crime insurance. Insurance in Contracts Administration Risk Management is charged with developing and maintaining appropriate insurance requirements in City contracts, ensuring compliance of contractors with their insurance requirements, and administering the City’s contract with its insurance certificate processor. Safety Programs Risk Management ensures the City’s compliance with CalOSHA safety requirements while striving to bring safety best practices to the City. Risk Management develops and maintains policies and procedures that reduce and prevent on the job injuries. Training efforts are designed to encourage staff to think “Safety First”. Americans with Disabilities Act (ADA) Coordination The City’s ADA Coordinator is charged with a variety of duties throughout the City including internal consultation to City staff on ADA issues, coordinating and developing ongoing efforts for full ADA compliance, arranging for and/or conducting training on ADA issues, coordinating and monitoring architectural barrier surveys, developing and maintaining the required Self-Evaluation Transition Plan to remove access barriers, and developing processes for ensuring the complete accessibility of City communications. The ADA Coordinator is involved with the City’s Disability Advisory Committee (DAC) to facilitate policy formation and to review existing policies such as reasonable accommodation.; Budget Issues

• FY 2014-15 general liability premium increased significantly over FY 2013-14 due to three large claim payouts in FY 2012-13 and FY 2013-14, increase in City payroll, and increase in premium rates.

• FY 2014-15 workers’ compensation premium is over 25% less than that budgeted for FY 2013-14 due to City self-insuring starting September 2013 through Northern California Cities Self-Insurance Fund (NCCSIF), a self-insured ‘pool’ with other cities.

FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS Serve as wise, responsible stewards of fiscal resources.

• Administer safety and loss control programs to reduce severity of worker’s compensation claims. • Develop, implement and maintain policies and procedures that reduce motor vehicle accidents and on the

job injuries.

Develop an efficient and effective organization with a regional perspective. • Represent the City on CSAC- Excess Insurance Authority’s Technology committee. • Represent the City in the California Association of ADA Professionals. • Represent the City on the NCCSIF (workers compensation) Board of Directors and Risk Management

Committee. COMPLETED INITIATIVES FOR FY 2013-14

• Transitioned City to self-insured workers’ compensation program. • Created and presented loss control module for Police Advanced Officer Training • Recovered $22,414 (YTD) for damage to City property • Provided 88 on-site flu vaccinations for City staff • Revised and updated Emergency Action, Hazard Communication, and Injury and Illness Prevention Plans • Partnered with Human Resources and Police to help craft Modified Duty Policy • Consulted Integrated Waste on Risk issues for the Special Waste Collection Center • Consulted with City staff on insurance and contractual issues on 144 (YTD) City contracts.

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FACILITIES AND FLEET

MISSION

The City’s facilities and fleet will be maintained and operated in a professional and presentable manner to serve City employees and the public.

BUDGET SUMMARIES

1810: Facilities

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Revenue Total 1,749,811 1,919,998 1,935,248 2,390,348 470,350

Compensation 235,062 260,994 190,204 222,931 (38,063)Operating Expenses 573,322 650,987 709,372 718,164 67,177 Internal Services 35,060 64,463 64,463 61,643 (2,820)Capital Outlay 13,341 36,000 413,388 120,600 84,600 Capital Outlay Rollover Request - - - 10,440 10,440 Transfers 1,113,561 1,065,052 1,065,052 1,057,909 (7,143)

Expense Total 1,970,346 2,077,496 2,442,479 2,191,687 114,191 Current Year Excess (Deficiency) (220,535) (157,498) (507,231) 198,661

1843: Fleet

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Revenue Total 1,142,741 1,795,273 1,802,753 2,171,493 376,220

Compensation 139,822 141,079 149,720 154,361 13,282 Operating Expenses 883,212 882,288 877,788 903,824 21,536 Internal Services Total 61,788 70,098 70,098 87,055 16,957 Capital Outlay 144,285 613,369 613,369 1,003,700 390,331 Transfers - 99,217 99,217 74,746 (24,471)

Expense Total 1,229,107 1,806,051 1,810,192 2,223,686 417,635 Current Year Excess (Deficiency) 86,366 (10,778) (7,439) (52,193)

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Available Fund Balance 602 470,747 302,471 (43,923) 102,545

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POSITION LISTING

PROGRAM DESCRIPTIONS

Facilities $2,191,687

3.4FTEs The Facilities Division maintains and repairs City-owned and leased properties. Current City-owned properties include the City Hall campus located at 8380, 8400, and 8401 Laguna Palms Way, the Fleet Facility at 10190 Iron Rock Way, the Corporation Yard at 10250 Iron Rock Way, the Elk Grove Library at 8900 Elk Grove Boulevard, the Old Courthouse (Teen Center) at 8978 Elk Grove Boulevard and The Special Waste Collection Center (SWCC) at 9255 Disposal Lane. The Facilities division also assists with long-term planning for future facilities, ongoing utilization planning, and modification of existing facilities. On Going Maintenance Expenses:

• The Facilities budget includes $30,000 for contract staffing services, $95,700 for janitorial services, $29,400 for HVAC services and $51,600 for landscaping services.

Fleet Services $2,223,686 1 FTEs Fleet Services provides all operational aspects to the City of Elk Grove’s fleet of vehicles and equipment. This includes procurement, maintenance, fueling, and disposal, effectively allowing other departments to perform their missions. Fleet Services also assists Transit Services to manage the City’s maintenance contract with MV Transportation and the procurement of new buses. Budget Issues:

• Extending vehicle replacement cycles will require additional maintenance and repair funding to keep

vehicles safe and reliable. Additional maintenance, repair and fuel funding will be required for additional vehicles added by departments.

• Deferral of previous fiscal year replacement vehicles has caused a spike in this fiscal year's request of 20 units at over $1,000,000. This represents an increase of approximately $390,000 over the previous year’s vehicle replacement budget.


1843 Administrative Assistant 1 1 0 -11810/ 1843 Facilities and Fleet Manager 1 1 1 0

1810 Facilities Technician 1 1 1 01810 Facilities Technician part-time 0.4 0.4 0.4 01810 Receptionist 1 1 1 01843 Sr. Administrative Assistant 0 0 1 1

602 Facilities and Fleet 4.4 4.4 4.4 0

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FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS Serve as wise, responsible stewards of fiscal resources. • Develop long-term master plan and implementation strategies for City Facilities • Investigate, recommend, and implement green and clean practices that create long term savings.

Develop an efficient and effective organization with a regional perspective.

• Install safety equipment, provide training, and create and publish policies for safe use of facilities. • Provide professional preventative maintenance and repair services for 182 City vehicles and equipment • Replace all budgeted vehicles in this year’s vehicle replacement program


FY 2013-14 ACCOMPLISHMENTS Facilities

• Re-organization, consolidation space planning for more efficient utilization. Completed PD Street Crime and PD Information Technology units to relocate to within existing facilities.

• Amended Landscaping Contract. Fleet

• Purchased 8 patrol vehicles, 6 unmarked and 3 Transit buses within the budgeted vehicle replacement program.


FY2014 Adopted

FY2014 Estimated

% of Event set up requests per Qtr 8.0625 15 9.33

% of Ticket Closed within 24 hrs 48.5 60 65Number of repair work orders opened 662 700 803Average Price Per Gallon of Gasoline $3.52 $3.37 $3.43Number of service work orders opened 568 400 388



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INFORMATION TECHNOLOGY

MISSION

The Information Technology division strives to be innovative in the manner in which we provide technical services so that our users may focus on serving the public. We will also be reliable, forward thinkers that provide solution to technical problems in a precise and timely fashion so that we may always be thinking ahead to ways in which we can better serve our customers.

BUDGET SUMMARIES

Information Technology: 1630

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Revenue Total 1,690,187 2,126,279 2,158,118 2,242,957 116,678

Compensation 140,921 504,760 473,710 547,331 42,571 Operating Expenses 1,862,854 1,632,774 1,657,235 1,480,240 (152,534)Internal Sevices Total 15,563 50,053 50,053 48,078 (1,975)Capital Outlay 18,978 33,600 85,529 75,084 41,484 Transfers Out 158,539 91,769 91,769 112,051 20,282

Expense Total 2,196,855 2,312,956 2,358,296 2,262,784 (92,743)Current Year Excess (Deficiency) (506,668) (186,677) (200,178) (19,827)Available Fund Balance 385,123 198,446 184,945 165,118

Geographic Information Systems: 1640

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Revenue Total 589,275 825,460 825,460 833,948 8,488

Operating Expenses 715,637 747,840 747,840 781,175 33,335 Internal Sevices Total 5,531 64,326 64,326 42,906 (21,420)Transfers Out 10,686 14,796 14,796 12,946 (1,850)

Expense Total 731,854 826,962 826,962 837,027 10,065 Current Year Excess (Deficiency) (142,579) (1,502) (1,502) (3,079)Available Fund Balance 44,549 43,047 43,047 39,968

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POSITION LISTING

PROGRAM DESCRIPTIONS Geographic Information Systems $837,027 Geographic Information Systems (GIS) is a technology that serves as a resource to store, analyze, integrate and display location based data. GIS resources are used in support of enterprise management systems. GIS Staff are responsible for maintaining and distributing the authoritative data for multiple geographic layers. As a necessity of this responsibility we are involved in the business workflows of nearly every City department. Budget Issues:

• The GIS budget includes $671,400 for contract professional services.

Information Technology $2,262,784 The Information Technology Services division works collaboratively with all departments to provide first class technical support. IT maintains desktops, printers, handheld devices, phones, and network infrastructure. We provide direction to the City’s Information Systems including long term planning, software and hardware refresh cycles, e-commerce availability and network security. IT Services maintains data integrity, remote access support, and GIS support.

Budget Issues:

• The IT Services budget includes $339,624 for technical professional services such as website maintenance, media services, and public meeting support; and $577,984 for annual maintenance of citywide software.

• 50 desktop computers are scheduled for replacement in FY 2014-15.

FY 2014-15 WORK PLAN SUPPORTING CITY COUNCIL GOALS Serve as wise, responsible stewards of fiscal resources.

• Continue to replace servers and desktops based on our replacement cycles while being fiscally responsible in our choices so that we may balance the hardware needs with our budgets.

Develop an efficient and effective organization with a regional perspective. • Work on implementing updated City wide software to increase efficiencies of staff and sharing of data.

The modules for FY14-15 Finance, Payroll, and HR will go live and we will begin on Fleet and Facilities,


603 IT Administrator 1 1 1 0603 Sr. IT Analyst 1 1 1 0603 IT Technician 1 1 1 0603 Network Engineer 1 1 1 0603 Graphic Designer 1 0 0 0

603 Information Technology Total 5 4 4 0

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Operations & Maintenance and CRM. • Continue to update and create IT policies to be consistent with current technologies and best practices. • Support the City’s EOC with new software that better connects staff with regional resources and

increases communication. • Create useful tools for our constituents to do business with the city without having to actually be at City

Hall. Continually analyze our mobile offerings and “Online City Hall” to assist residents 24-7. • Upgrade our current citywide software to take advantage of new technologies that allow a more global

view of information that constituents can utilize. • Continue to develop innovative solutions to business challenges utilizing GIS application functionality. • Participate in the Regional GIS Cooperative efforts focused on joint address management and shared

aerial image collection. • Support the upgrade of the mapping resources that are integrated with the Enterprise software of

Onesolution. PERFORMANCE MEASURES


Geographic Information Systems Improved Map Viewers For Staff – Utilizing ArcGIS Online staff now have access to map viewers that are focused on their specific business needs. This includes both desktop and mobile access. Examples include Floodplain data viewer and mobile access to streetlight inventory data for the LED upgrade initiative. Redesigned the GIS Web Pages – A new organization of the city’s GIS website now provides residents with an intuitive way to find information about their community. The site now incorporates links to dynamic maps that give the ability to interact with the map and its content. Transit System Map Development – Coordinated with the city’s graphic artist in the development of a high quality transit system map. SACOG recommended this as part of the city’s Transit services. This map takes into account the complex overlap of both local, commuter and limited service routes. Information Technology Continued to Grow an Interactive Intranet for Staff to Share Information We continue to grow our intranet adding workflow and pages to assist staff in communicating project information and processing. Over 15 new processes were added in the last fiscal year to assist staff in streamlining the flow of information. This allows staff to see the various stages of requests and projects and receive electronic notification as they move through the system.


FY2014 Adopted

FY2014 Estimated

Helpdesk Performance - % closed within 24 hours 82.25 75 84.5% of time connected to email systems from 7am to 7pm with no interruptions 98.5 95 99% of time new user accounts are created within 24 hours of request 100 100 100

% of budgeted computer replacements completed 100 100 100% of time connected to the Financial System 99 99 99



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Continued to be Fiscal Stewards in Regards to Equipment Replacement IT Services frugally replaced computers and worked extremely hard to make sure that we were getting every possible use out of a computer before it was replaced. We reduced the number of physical servers in our data center by choosing virtualization whenever possible. We have also been able to increase our failover and disaster recovery capability by adding an online back-up system. Providing a Regional Presence with the County’s WEBEOC System With the completion of our EOC, we are now working with the County on a regional EOC system. The city has participated at the admin level in setting up processes and training. This project will continue to develop over the next few years as agencies are added and we continue to train staff and utilize the system. Upgrading our City Wide Software This year we began the process of upgrading our City wide software. We completed Code Enforcement, Building Permits, Business Licenses, Land Management, and Planning and Engineering. These upgrades will give staff more tools to assist customers and have a more global view of the work that is being done in the City. We will continue these upgrades into the next fiscal year.

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STATE UNEMPLOYMENT INSURANCE The State Unemployment Insurance Fund is an internal service fund that collects unemployment insurance premiums from all departments with City employees and makes payments on their behalf to the California Employment Development Department.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change from

FY 2014Revenue Total 73,702 63,270 135,000 75,000 11,730 Compensation - 10,000 - 15,000 5,000 Operating Expenses - 53,270 6,000 60,000 6,730 Expense Total - 63,270 6,000 75,000 11,730 Current Year Excess (Deficiency) 73,702 - 129,000 - Available Fund Balance 73,702 73,702 202,702 202,702

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AGENCY FUNDS 730 - Employee Sunshine Fund

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 13,628 12,000 12,500 12,500 500 Operating Expenses 8,657 25,000 20,000 35,000 10,000 Transfers Out - - -

Expense Total 8,657 25,000 20,000 35,000 10,000 Current Year Excess (Deficiency) 4,971 (13,000) (7,500) (22,500) (9,500)

Available Fund Balance 45,659 58,659 38,159 15,659 740 – HRA Trust Fund

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 341,251 70,000 1,900,000 1,900,000 1,830,000 Compensation - - - - - Operating Expenses 76,280 70,000 1,271,728 4,049,759 3,979,759

Expense Total 76,280 70,000 1,271,728 4,049,759 3,979,759 Current Year Excess (Deficiency) 264,971 - 628,272 (2,149,759) (2,149,759)

Available Fund Balance 1,521,487 1,521,487 2,149,759 - 756 - Debt Service – CFD 2005-1 Principal and interest payments on CFD 2005-1 (Laguna Ridge) debt issue.

FY 2013 Actual

FY 2014 Budget

FY 2014 Estimate

FY2015Budget

Change fromFY 2014

Revenue Total 4,381,324 4,355,534 4,167,615 4,140,478 (215,056)Operating Expenses 210 1,050 584 1,000 (50)Debt Service 5,270,110 3,948,945 3,958,945 4,033,650 84,705 Transfers Out - - - - -

Expense Total 5,270,320 3,949,995 3,959,529 4,034,650 84,655 Current Year Excess (Deficiency) (888,996) 405,539 208,086 105,828 (299,711)Fund Balance Restricted for Debt Service 7,107,492 6,701,953 7,315,578 7,421,406

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CAPITAL IMPROVEMENT

INTRODUCTION

The 2014-19 Capital Improvement Program (CIP) describes transportation, drainage, and facility capital improvements planned by the City for the five-year period from Fiscal Year 2014-15 through Fiscal Year 2018-19 and sets forth a funding strategy for their implementation. The CIP also identifies, but does not strategize, the funding for projects beyond the five-year period in order to capture known long term improvement needs. The CIP will be updated each year and presented to the City Council for consideration in coordination with the City’s annual budget process. The capital improvements listed in the CIP necessitate the expenditure of public funds over and above the City’s annual operating expenditures. As a multi-year program which includes forecasts of anticipated capital improvement revenues and expenditures, the CIP links the project development process with the fiscal planning process of the City. The expenditures shown for the first year of the CIP comprise the Capital Budget for the upcoming fiscal year (FY 2014-15), which is adopted by the City Council as part of the annual Appropriation Resolution. Subsequent years are also included in the CIP, although these future years are subject to change due to more detailed engineering analyses becoming available, possible changes in priorities, updates or revisions to anticipated revenues, and/or changes in cost and funding projections. The information included in the CIP is based on the best information available at the time the program was developed (February – April, 2014). A new five-year CIP will be submitted for consideration to the City Council each year with recommended adjustments to project budgets, funding sources, descriptions, and/or schedules. Financial information included in the CIP is shown in 2014 dollars. The 2014-19 CIP presented in this budget document is an abridged version of the actual 2014-19 CIP. For a more complete presentation of CIP projects, funding assumptions and programming, please view the complete CIP on the City’s website at http://www.elkgrovecity.org/finance/index.asp 2014-19 CAPITAL IMPROVEMENT PROGRAM DEVELOPMENT The CIP includes transportation, drainage, and facility projects expected to be undertaken during the coming five fiscal years. Detailed information sheets for each project identify known funding sources as well as any funding that is currently unsecured (classified as Potential Grant or Unidentified), that if not secured would delay the project. Specific projects and their scheduled completions were selected based on:

• Implementation of the City’s General Plan; • Existing traffic patterns and associated improvement needs; • Projected traffic patterns, based on assumptions regarding the quantity and location of expected

development; • The need to establish a coherent transportation network, with strategic connections that distribute traffic

flows efficiently; • Minimizing disruptions associated with construction activity; • Citizen requests; • Input from the Trails Committee and Disability Advisory Committee; • Pavement Management System life cycle cost optimization output; • Availability of funding; and • City Council direction.

Capital projects involve expenditures of major value that recur irregularly, result in the acquisition of a fixed asset, and have a useful life of greater than ten years. Thus, the following thresholds were used to determine a project’s inclusion in the 2014-19 CIP:

• Involves the acquisition, renovation, and/or construction of a single fixed asset greater than $250,000 in value and with a useful life greater than ten years;

• Involves any land purchases not associated with or included in another CIP project; • And/or involves capital road maintenance or construction valued greater than $250,000 – excluding

recurring or routine maintenance projects.

http://www.elkgrovecity.org/finance/index.asp

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CAPITAL IMPROVEMENT

INTRODUCTION

The CIP does include some projects less than $250,000 funded from certain capital improvement funds in order to capture all project funding needs from those funds. Further, each project is evaluated based on three categories of prioritization:

• Priority 1 – Imperative (Must Do)

Corrects a condition dangerous to public health or safety Satisfies a legal obligation (law, regulation, court order, contract) Alleviates an emergency service disruption or deficiency Prevents irreparable damage to a valuable public facility

• Priority 2 – Essential (Should Do) Rehabilitates or replaces an obsolete public facility

Stimulates economic growth and private capital investment Reduces future operating and maintenance costs Leverages available state or federal funding

• Priority 3 – Important (Could Do) Provides a new or expanded level of service

Promotes intergovernmental cooperation Reduces energy consumption Enhances cultural or natural resources

It is important to note that the delivery of priority projects is not a linear process. In other words, many times a lessor priority project will be delivered sooner than a higher priority project because of many complicated and intertwined factors that impact project delivery. For example, obtaining regulatory permits or purchasing property can adversely impact the delivery of a project regardless of the priority of that project. Also, if there are insufficient funds to fund the highest priority project yet there are sufficient funds to fund lessor priority projects, the lessor priority projects may be funded in lieu of funding no projects. The proposed 2014-19 CIP projects range in priority from imperative to important. Examples of Priority 1 projects include accessibility improvements, bridge preventative maintenance, some major drainage repairs, and the Special Waste Collection Center, as they each address dangerous conditions or satisfy a legal obligation. Most of the proposed projects, however, position the City to enhance traffic capacity, invest in economic development, and leverage available funding sources. Priority assignments may be found on the individual project summaries that follow. OVERVIEW OF THE 2014-19 CAPITAL IMPROVEMENT PROGRAM The City of Elk Grove desires to invest nearly $252 million on transportation, drainage, and facilities over the next five years through the 2014-19 CIP. A summary of the proposed funding for the CIP, by funding source and fiscal year, follows.

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CAPITAL IMPROVEMENT

INTRODUCTION

2014-19 CAPITAL IMPROVEMENT PROGRAM FUNDING SOURCES

A variety of funding sources support the 2014-19 CIP, including impact fees, grant funds, and Community Facilities Districts (CFDs). Over the five-year period, Gas Tax, Drainage, and anticipated grant funds will make significant contributions to roadway rehabilitation and drainage repairs. Impact fees and CFDs, designed for development to fund necessary infrastructure improvements, are programmed towards the Civic Center and a comprehensive landscaping program in East Franklin.

The Roadway Fee fund will support a variety of projects in the improvement program. Of note is the continued widening of Grant Line Road, intersection improvements on Sheldon Rd, the widening and extension of Kammerer Road, and the extension of Big Horn Blvd. The initial study work for the Whitelock Parkway Interchange is commencing, to be followed by the design work in later years.

The 2014-19 CIP also includes projects with funding from unsecured sources, classified as Potential Grant or Unidentified. Potential Grants represent project funding needs that are reasonably anticipated to be available from grants or similar sources (such as Sacramento Transportation Authority revenues) in the future but is currently not secured nor is the timing certain. Some near-term projects with Potential Grant funding currently

Funding Source FY14/15 FY15/16 FY16/17 FY17/18 FY18/19 Total FY 14-19 % of Total

106 - GF Capital Reserve Fund 4,700,000 (52,270) (452,270) (452,270) (452,270) 3,290,920 1.3%221 - Gas Tax 4,950,786 1,100,000 830,000 830,000 825,000 8,535,786 3.4%241 - CDBG 404,954 380,000 380,000 380,000 380,000 1,924,954 0.8%261 - Street Maint District #1 Zone 1 207,000 - - - - 207,000 0.1%262 - Street Maint District #1 Zone 2 - - - - - - 0.0%263 - Street Maint District #1 Zone 3 - - - - - - 0.0%264 - Street Maint District #1 Zone 4 - - - - - - 0.0%265 - Street Maint District #1 Zone 5 - - - - - - 0.0%267 - SLMD Zone 1 300,000 407,043 407,043 407,043 407,043 1,928,172 0.8%268 - SLMD Zone 2 - 45,227 45,227 45,227 45,227 180,908 0.1%294 - Measure A Maintenance 1,345,000 3,155,000 1,275,000 1,275,000 1,275,000 8,325,000 3.3%301 - Federal Capital Grants 2,627,135 5,817,686 306,314 - - 8,751,135 3.5%302 - State Capital Grants - - - - - - 0.0%305 - L TF - Bikes & Pedestrian 30,000 98,000 98,000 98,000 98,000 422,000 0.2%311 - CFF - Civic Center 165,000 600,000 - - - 765,000 0.3%312 - CFF- Police - - - - - - 0.0%313 - CFF - Corporation Yard 31,775 - - - - 31,775 0.0%315 - CFF - Library - - - 2,500,000 - 2,500,000 1.0%317 - CFF - Bus Facilities 881,000 1,618,000 - - - 2,499,000 1.0%324 - E Franklin Landscape Fee 3,213,200 1,709,000 2,975,400 - - 7,897,600 3.1%328 - Elk Grove Roadway Fee 3,259,177 13,724,911 2,505,000 250,000 5,190,000 24,929,088 9.9%332 - Laguna Ridge Park Facilities Fee 1,694,664 474,000 3,222,414 - - 5,391,078 2.1%341 - CFD 2002-1 East Franklin 173,000 575,000 - - - 748,000 0.3%343 - CFD 2003-1 Poppy Ridge 85,000 850,000 - - - 935,000 0.4%344 - CFD 2005-1 Laguna Ridge 100,000 - 98,000 - - 198,000 0.1%360 - Laguna Ridge Park Fee - - 2,940,000 - - 2,940,000 1.2%393 - Meas A Safety/StrScape/Bike/Ped 63,000 72,000 97,611 129,887 297,500 659,998 0.3%394 - Meas A Traffic Control & Safety 426,200 250,000 250,000 250,000 250,000 1,426,200 0.6%501 - Solid Waste - - - - - - 0.0%503 - Drainage Fee 11,308,170 1,449,377 561,377 3,937,377 2,938,377 20,194,678 8.0%506 - EGFA HHW Facility Bonds - - - - - - 0.0%512 - Transit Prop 1B 500,000 1,700,000 - - - 2,200,000 0.9%997 - Debt Issuance - - 845,638 845,638 845,638 2,536,914 1.0%998 - Potential Grant 4,210,550 18,491,300 2,146,244 44,719,546 - 69,567,640 27.6%999 - Unidentified 8,000,000 9,000,000 8,562,000 21,620,000 25,800,000 72,982,000 29.0%Total 48,675,611 61,464,274 27,092,998 76,835,448 37,899,515 251,967,846 100.0%

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INTRODUCTION

have grant applications submitted and are awaiting replies. Unidentified funding captures known needs with unidentified funding sources. These projects are included in the CIP to demonstrate a known need or priority, although additional work must be completed to identify resources. If these funds are not secured or other sources identified the projects affected will be delayed or the scope reduced to match available funds.

Major construction activities for this year include completing construction of the Elk Grove Boulevard and State Route 99 Interchange project, and breaking ground on construction for the Grant Line Road Widening project. In addition to the identified major construction activities, two additional City Parks will be constructed and completed within the next few years for residents to enjoy. There will be an update to the city’s Trails Master Plan that will include new bicycle, pedestrian, and trail improvements. Over the next year, the City will begin and complete the LED streetlight replacement project.

Upon completion, most drainage and transportation improvements will be included in the annual maintenance budgets at relatively little cost initially; however, each asset contributes to the overall maintenance burden of the City’s roads and other facilities. While the City has funding sources dedicated to asset maintenance, there is currently a shortage of funding and available resources to complete the necessary work.

FY13/14 Accomplishments

• Major Projects Completed: o Special Waste Collection Center and Disposal Lane (SW0002 and SW0003) o Elk Grove Creek Trail Crossing at SR99 (PT0062 and PT062A) o East Stockton Sound Wall Renovation (WCE001) o Storybook Woods Park (WCE003) o Emerald Park Drive Storm Drain Improvements (WPR001)

• Total Projects Completed: 20 projects • Total value of projects completed = approximately $17,390,000 • Grant Funds Awarded

o 5 grants/projects awarded with total grant funds = $6,546,100

Notable New Projects Programmed in FY14/15

• Civic Center Senior Center (WCC010) • Civic Center Veteran’s Hall (WCC011) • Oasis Park Phase 1 (WCE008) • Strawberry Creek Detention Basin (WDR017) • Emerald Vista Drive Storm Drain Improvements (WDR024) • Franklin High/Machado Ranch Road Sewer Corridor (WFL005) • LED Streetlight Replacement (WSL001)

FY14/15 Goals and Major Activities

• GOALS Award a minimum of 18 construction contracts Secure at least 4 new grants for projects with a total value of at least $2,000,000 Expend at least $14,000,000 in construction funds for capital improvements.

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• MAJOR ACTIVITIES

Parks, Landscaping, Community Enhancements • Design and construction on multiple landscaping projects in the East Franklin

neighborhood • Complete construction of Island Park and begin construction of Horseshoe Park • Design of Madeira East Park and Oasis Park Phase 1 • Install wayfinding signage.

Facilities • Continue development of the Civic Center, including the Aquatics Center, Senior Center

and Veterans Hall • Continue planning work for the Elk Grove Sports Complex and Multi-Modal Station • Design and construction of parking and storage facilities at the Corporation Yard • Design and construction of an electric vehicle charging station at City Hall

Transportation • Continue construction of Grant Line Road Widening and Bridge project • Complete construction of Elk Grove Blvd./SR99 Interchange Modifications • Continue planning and environmental analysis for the Kammerer Rd Widening and

Extension project and Whitelock Interchange • Continue design work for the roundabout at Sheldon Rd/Waterman Rd and intersection at

Sheldon Road/Bradshaw Rd • Initiate design work for the Old Town Streetscaping project • Design and construct quiet zones at Dwight Rd and Sims Rd

Bicycle, Pedestrian and Trails • Complete Bicycle, Pedestrian, and Trails Master Plan Update • Continue design of Laguna Creek Trail Projects near the Camden neighborhood and

trails along the Shed A and Shed B drainage channels • Design and Construction of multiple sidewalk infill projects and curb ramp upgrades • Pursue grant funding for multiple new trail projects

Traffic and Speed Control • Design and construct the Sheldon Rd/Grant Line Rd Signal, Bond Rd/Bader Rd Signal,

Bruceville Road/Poppy Ridge Road Signal, Turn Pocket at Whitelock Pkwy and Bartholomew Park, and Speed Control projects

• Design of the Intelligent Transportation System Phase IV project and Whitelock Pkwy Improvements at Franklin High

• Replace streetlights with energy efficient LED lights Pavement Rehabilitation

• Seal various streets throughout the City and reconstruct sections on Waterman Rd, and Union Park Rd

• Design the rehabilitation and widening of Waterman Rd between Bond Rd and Sheldon Rd

Drainage • Continue design and construction of multiple culvert replacement projects • Initiate design to upgrade existing pump stations • Continue design of multiple detention basin and channel improvement projects.

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2014-2019 Capital Improvement Program Projected Expenditures by Program Type ($ Million)

Total CIP Expenditures = $176 Million

This chart represents funded projects only. 29% of all projects in the CIP are unfunded

for a total estimated cost of nearly $73 Million.

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2014-2019 Capital Improvement Program Appropriations by Funding Source ($ Million)

Total CIP Appropriations = $176 Million

This chart represents funded projects only. 29% of all projects in the CIP are unfunded

for a total estimated cost of nearly $73 Million.

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Gas Tax Expense by CIP Program

139

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140

CAPITAL IMPROVEMENT PROGRAM

Section 1 Program Title: Project #: WAC ProgramDivision: 1 and 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

6,097,095$ 1,683,341$ 1,270,068$ 1,025,754$ 524,000$ 478,000$ 478,000$ 478,000$

Section 2

Section 3Expenses Prior to FY 13/14

Prior Budget FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Future $ Total

Capital Costs140,978 182,683 40,000 - - - - - 363,661$ 17,613 14,727 13,000 - - - - - 45,340$ 58,517 144,427 98,000 - - - - - 300,944$

170,875 730,373 659,954 - - - - - 1,561,202$ 874 89,293 147,800 524,000 478,000 478,000 478,000 1,430,000 3,625,967$

24,415 108,565 67,000 - - - - - 199,980$ -$

413,273$ 1,270,068$ 1,025,754$ 524,000$ 478,000$ 478,000$ 478,000$ 1,430,000$ 6,097,095$



11,544 418,162 432,000 - - - - - 861,706$ - 3,000 - - - - - - 3,000$

313,553 585,011 404,954 380,000 380,000 380,000 380,000 1,130,000 3,953,518$ - - 30,000 98,000 98,000 98,000 98,000 300,000 722,000$

52,560 60,363 16,800 46,000 - - - - 175,723$ - - 40,000 - - - - - 40,000$

5,000 - - - - - - - 5,000$ 30,616 203,532 102,000 - - - - - 336,148$

-$ 413,273$ 1,270,068$ 1,025,754$ 524,000$ 478,000$ 478,000$ 478,000$ 1,430,000$ 6,097,095$

Type of Expenditure

Total Program Financing

241 CDBG305 L TF - Bikes & Pedestrian328 Elk Grove Roadway Fee338 External Agencies Fund394 Meas A Traffic Control & Safety

503 Drainage Fee

235 Tree Mitigation

Preliminary EngineeringEnvironmentalConstruction EngineeringConstruction ContractOther Capital ImprovementsLand/Right of Way Acquisition

Total Capital Costs

Method(s) of Financing

Funding Source(s)

221 Gas Tax

Renovation

Description of Capital ProjectThis program provides funding for the removal of barriers to accessibility, including upgrade and/or installation of curb ramps to meet current American's with Disablities Act standards along with similar improvements such as sidewalk infill that improve mobility for disabled citizens.

Program Justification

Estimated Program Costs

History-

Impact if Canceled or DelayedAccessibility improvements would be delayed or not be made. Certain legal oblilgations may not be met.

City is obligated to provide accessibility to persons with disabilities.

Total Requested

Funds

Total Appropriations thru FY 13/14

Prior Budget FY 13/14

Budget Year 1 FY 14/15

Unappropriated Subsequent Years Type of Project

Accessibility Improvements ProgramTransportationA high quality of life for all residents CI-5

141


Active Project List by Program

Program: WAC Program - Accessibility Improvements Program

Project Number Project DescriptionEstimated

Total Project Costs

Planned Engineering

Start Year

Planned Construction

Start YearWAC001 Elk Grove Blvd Sidewalk Infill, South Side

This project is to install PCC Sidewalk / AC path on the south side of Elk Grove Boulevard between Waterman Road and Kent Street. Location: Elk Grove Boulevard, south side, from 9180 to 9252, inclusive.

320,397 FY 11/12 FY 12/13

WAC003 Elk Grove Blvd Sidewalk Infill, North Side The project will improve accessibility for persons with mobility impairments and the elderly by constructing a new sidewalk which will close the last gap in the sidewalk along this section of Elk Grove Boulevard to be ADA-compliant. Location: Elk Grove Boulevard, north side, between Waterman Road and Porto Rosa Drive.

716,999 FY 12/13 FY 14/15

WAC004 Waterman Rd Accessibility Improvements North of Muffy Court The project consists of constructing a new sidewalk and drainage improvements to alleviate localized flooding. Location: Along the frontage of 9716 Waterman Road, north of Muffy Court and south of Chianti Way.

224,331 FY 12/13 FY 12/13

WAC005 Citywide Curb Ramps 2013 This project will remove accessibility barriers to persons using wheelchairs or other personal assistance devices by reconstructing up to 34 existing curb ramps to meet current ADA accessibility requirements. Location: Various location city-wide.

163,889 FY 12/13 FY 12/13

WAC006 East Stockton Blvd Sidewalk Extension to Elk Grove Park The proposed project will improve pedestrian access and safety along East Stockton Boulevard with construction of frontage (curb, gutter and sidewalk) and drainage improvements along the eastern side of the roadway from the newly constructed soundwall to Elk Grove Regional Park's northern driveway. The project will also provide a walkway to the adjacent Historical Society's Museum parking lot. Location: Along the eastern side of East Stockton Boulevard, approximately 500-feet south of Teresa Way, to Elk Grove Regional Park's northern driveway.

335,000 FY 13/14 FY 14/15

WAC007 Citywide Curb Ramps 2014 This project will remove accessibility barriers to persons using wheelchairs or other personal assistance devices by reconstructing existing curb ramps to meet current ADA accessibility requirements. Location: Various locations throughout the City.

223,849 FY 13/14 FY 13/14

WAC008 Southside Avenue Sidewalk The proposed Project will construct improvements to create an accessible path of travel along the south side of Southside Avenue from Elk Grove-Florin Road to Jessie Baker Elementary School. Location: Along the south side of Southside Avenue, between Elk Grove-Florin Road and Jessie Baker Elementary School.

277,000 FY 13/14 FY 14/15

WAC009 Elk Grove-Florin Road at West Camden Sidewalk Infill The proposed project will improve pedestrian access and safety along Elk Grove-Florin Road with construction of approximately 170-feet frontage (curb, gutter and sidewalk) and improve drainage improvements along the western side of the roadway from West Camden Drive to the existing improvements along the Save Mart Shopping Center. Location: Along the western side of Elk Grove-Florin Road, just south of West Camden Drive.

219,700 FY 13/14 FY 14/15

WAC010 Citywide Curb Ramps 2015 This project will remove accessibility barriers to persons using wheelchairs or other personal assistance devices by reconstructing approximately 25 curb ramps to meet current ADA accessibility requirements. Location: This is a city-wide project.

171,954 FY 14/15 FY 14/15

WAC016 Elk-Grove Florin Road Sidewalk Infill at Elk Grove Creek (East Side) The project will construct 125 feet of curb, gutter, and sidewalk south of Strawberry Creek connecting to the existing sidewalk terminus. It will also include 135 feet of AC path on the north side of Strawberry Creek connecting to another adjacent sidewalk terminus. Location: East side of Elk Grove Florin Road at Elk Grove Creek crossing

333,600 FY 14/15 FY 15/16

Program Cost Estimate: 2,986,720$

142


Section 1 Program Title: Project #: WCC ProgramDivision: 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

227,827,540$ 14,023,540$ 13,985,407$ 590,000$ 4,510,000$ 3,600,000$ 16,120,000$ 17,800,000$

Section 2



Capital Costs34,747 820,992 570,000 - 3,600,000 7,120,000 - - 12,145,739$ 3,386 246,613 20,000 - - - - - 269,999$

- 27,000 - 320,000 - - - - 347,000$ - 220,000 - 4,090,000 - 9,000,000 17,800,000 126,660,000 157,770,000$ - 12,670,802 - 100,000 - - - 44,524,000 57,294,802$

-$ 38,133$ 13,985,407$ 590,000$ 4,510,000$ 3,600,000$ 16,120,000$ 17,800,000$ 171,184,000$ 227,827,540$



- - - 400,000 - - - - 400,000$ - - 165,000 600,000 - - - 88,564,000 89,329,000$ - - - - - 2,500,000 - - 2,500,000$ - - 340,000 2,660,000 - - - - 3,000,000$

38,133 5,985,407 85,000 850,000 - - - - 6,958,540$ - 5,000,000 - - 98,000 - - - 5,098,000$ - 3,000,000 - - 2,940,000 - - - 5,940,000$ - - - - 562,000 13,620,000 17,800,000 82,620,000 114,602,000$

-$ 38,133$ 13,985,407$ 590,000$ 4,510,000$ 3,600,000$ 16,120,000$ 17,800,000$ 171,184,000$ 227,827,540$

Type of Expenditure


338 External Agencies Fund343 CFD 2003-1 Poppy Ridge344 CFD 2005-1 Laguna Ridge360 Laguna Ridge Park Fee999 Unidentified

315 CFF - Library

Preliminary EngineeringEnvironmentalConstruction EngineeringConstruction ContractOther Capital Improvements

Total Capital Costs


Funding Source(s)

106 GF Capital Reserve Fund311 CFF - Civic Center

New

Description of Capital ProjectThis program will address both long and short-term improvements necessary for implementation of the Civic Center.



HistoryThe City Council has approved a list of possible features that would eventually be developed on the site. A market analysis provided feedback about the local and regional need for these features, and the current activities involve discussing general site master planning (size/massing/location/interconnectivity) of the features. This will be followed by more specific market analysis and cost estimating of features and recommendations for possible private funding of some development and combined or separate City funding of some development. The current effort is focusing on an competition/training aquatic center and associated adventure park.

Impact if Canceled or DelayedAmenities and services to the citizens identified in the Laguna Ridge Specific Plan would not realized.

The Civic Center was approved by the City Council with the approval of the Laguna Ridge Specific Plan in 2004.

Total Requested FundsTotal

Appropriations thru FY 13/14




Civic Center ProgramPlanningA high quality of life for all residents ED-6, PTO-4, PF-1, LU-1, LU-28,

PTO-1, PTO-15

143



Program: WCC Program - Civic Center Program


Total Project Costs

Planned Engineering

Start Year


Start YearWCC002 Civic Center - Aquatics Center

This project will consist of construction of a competition aquatics center and attached adventure park. The aquatic center will include an olympic size pool, a ten-meter dive tower and associated seating, meeting rooms, locker rooms, parking, etc. The adventure park amenities will be determined via a design-build competition between operators and selected by the Council. Location: South of Civic Center Drive and East of Big Horn Blvd.

13,668,540 FY 13/14 FY 14/15

WCC003 Civic Center Site/Johnston Rd Structure Demolition Project Project will demolish three vacant structures on the future Civic Center Site along Johnston Road. Location: Johnston Road

305,000 FY 13/14 FY 13/14

WCC010 Civic Center - Senior Center + Parking 5,000 Square Feet building with on-site parking to provide the second senior venue for offering activities, programs, and opportunities for interactions with other senior community members. Location: Civic Center Site - South of Civic Center Drive and East of Big Horn Blvd.

3,000,000 FY 14/15 FY 15/16

WCC011 Civic Center - Veteran's Hall + Parking 3000 Square Feet building + on-site parking to provide activity programs for Veterans Location: Civic Center Site - South of Civic Center Drive and East of Big Horn Blvd.

2,100,000 FY 14/15 FY 15/16

WCCA01 Civic Center - Planning This project captures planning efforts for the development of the City's Civic Center. Location: Civic Center Site - South of Elk Grove Blvd. and East of Big Horn Blvd.

50,000 FY 13/14 -


144


Section 1 Program Title: Project #: WCE ProgramDivision: 1 and 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

23,238,510$ 7,582,310$ 6,079,803$ 1,694,664$ 744,000$ 3,222,414$ -$ -$

Section 2



Capital Costs376,505 653,771 1,000,000 - - - - - 2,030,276$

618 5,131 118,664 - - - - - 124,413$ 100,340 443,652 41,000 57,200 222,414 - - - 864,606$ 993,014 4,930,246 335,000 686,800 3,000,000 - - - 9,945,060$ 32,029 47,003 200,000 - - - - 9,995,122 10,274,154$

-$ 1,502,507$ 6,079,803$ 1,694,664$ 744,000$ 3,222,414$ -$ -$ 9,995,122$ 23,238,510$



291,306 388,699 - 270,000 - - - - 950,005$ 381,080 138,962 - - - - - - 520,042$ 611,934 3,066 - - - - - - 615,000$ 218,187 5,549,076 1,694,664 474,000 3,222,414 - - 9,995,122 21,153,463$

-$ 1,502,507$ 6,079,803$ 1,694,664$ 744,000$ 3,222,414$ -$ -$ 9,995,122$ 23,238,510$

Community enhancements grow and support safe, livable, attractive neighborhoods. See individual projects for project specific justifications.

Community Enhancement ProgramFacilitiesHigh quality public facilities and services NO-1, PT-1

Total Requested

Funds





New Construction, Renovation

Description of Capital ProjectThis program provides funding for the construction of various community enhancements, including parks, lnadscapings, street lighting and similar amenities.


History-

Impact if Canceled or Delayed-


Type of Expenditure


332 Laguna Ridge Park Facilities Fee


Total Capital Costs


Funding Source(s)

221 Gas Tax304 Measure A Construction328 Elk Grove Roadway Fee

145



Program: WCE Program - Community Enhancement Program


Total Project Costs

Planned Engineering

Start Year


Start YearWCE001 East Stockton Soundwall

The project will construct approximately 1800 feet of new masonry soundwall replace sidewalk and rehabilitate a portion of the roadway as necessary. Location: East side of East Stockton Blvd from the north end of Elk Grove Regional Park to Valley Oak Lane.

1,698,047 FY 11/12 FY 12/13

WCE002 Island Park This project will construct a neighborhood park at Bonito Circle. Location: 8825 Bonito Circle, within the Laguna Ridge Community.

1,323,780 FY 12/13 FY 13/14

WCE003 Storybook Woods Park This project will construct a neighborhood park near the intersection of Hatherton Way and Del Webb Blvd. Location: 9925 Hatherton Way, within the Laguna Ridge Community.

1,391,354 FY 12/13 FY 13/14

WCE004 Horseshoe Park The project will construct a neighborhood park at Denali Circle. Location: Within Denali Circle

3,387,129 FY 13/14 FY 14/15

WCE006 Wayfinding Signage This project will design and install a wayfinding sign system to major attractions/points of interest within the City. First year's work includes static signs. Third year inlcudes implementation of dynamic messaging signs. Location: Throughout the entire City of Elk Grove along various major roads.

387,000 FY 13/14 FY 13/14

WCE007 Madeira East - East Park The project will construct the Madeira East (east) neighborhood park, which is approximately five acres. Location: North of Whitelock Parkway and west of Lotz Parkway on an unnamed street.

715,000 FY 13/14 FY 15/16

WCE008 Oasis Park Phase 1 The project will construct the first phase of Oasis Park, which is approximately 10 acres and includes the initial sports fields, playgrounds and parking areas. Location: South of Whitelock Parkway between Brucevillle Rd. and Big Horn Blvd.

4,341,078 FY 14/15 FY 16/17


146


Section 1 Program Title: Project #: WCY ProgramDivision: 2 and 3Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

989,849$ 455,074$ 431,748$ 534,775$ -$ -$ -$ -$

Section 2



Capital Costs23,326 113,996 - - - - - - 137,322$

- 7,500 - - - - - - 7,500$ - 34,778 - - - - - - 34,778$ - 126,869 518,200 - - - - - 645,069$ - 148,605 13,000 - - - - - 161,605$ - - 3,575 - - - - - 3,575$

-$ 23,326$ 431,748$ 534,775$ -$ -$ -$ -$ -$ 989,849$



6,562 - - - - - - - 6,562$ - 233,012 - - - - - - 233,012$

16,764 184,736 31,775 - - - - - 233,275$ - 14,000 3,000 - - - - - 17,000$ - - 500,000 - - - - - 500,000$

-$ 23,326$ 431,748$ 534,775$ -$ -$ -$ -$ -$ 989,849$ Total Program Financing

Type of Expenditure

313 CFF - Corporation Yard317 CFF - Bus Facilities512 Transit Prop 1B

312 CFF- Police


Total Capital Costs


Funding Source(s)

221 Gas Tax

New Construction/Renovation/Expansion

Description of Capital ProjectThis program will address both long and short-term improvements necessary for continued efficiency of operations located at the corporation yard facility, including both Transit and Operations & Maintenance.



History-

Impact if Canceled or DelayedDelay in work could result in less efficiencies at the Corp Yard. Delay of and grant work would result in loss of grant funds.

Corporation Yard Facility Improvements ProgramFacilitiesHigh quality public facilities and services CI-1,CI-5,

Program provides for the maintenance, upgrade, and expansion of the existing corporation yard facility for both the City's Transit Services and Maintenance and Operations.

Total Requested

Funds





147



Program: WCY Program - Corporation Yard Facility Improvements Program


Total Project Costs

Planned Engineering

Start Year


Start YearWFC003 Corporation Yard Expansion Phase 2

Construct a material storage bin facility, pavement repairs and related miscellaneous improvements. Location: Within the City Corporation Yard, 10250 Iron Rock Way at the intersection of Elkmont Way.

239,837 FY 12/13 FY 14/15

WCY005 Corporation Yard Parking and Entry Improvements This project will expand the Corp Yard employee parking lot and construct full improvements to include: additional/ finished grading, install AC pavement, striping, markings, full site lighting, storm drain improvements, pedestrian gates with access control, storm water quality improvements, and landscaping/irrigation improvements. Location: The project is located at the City's Corporation (Corp) Yard, 10250 Iron Rock Way, Elk Grove, CA 95624.

750,012 FY 13/14 FY 14/15

Program Cost Estimate: 989,849$

148


Section 1 Program Title: Project #: WDR ProgramDivision: 1 and 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

32,862,179$ 10,324,120$ 9,528,734$ 4,957,059$ 1,834,000$ 1,178,000$ 4,554,000$ 3,555,000$

Section 2



Capital Costs760,158 1,371,516 311,059 462,000 - 675,000 - 350,000 3,929,733$

7,382 530,410 5,000 509,000 - 159,000 - 5,000 1,215,792$ 13,903 1,013,627 450,000 106,000 157,000 500,000 255,000 720,000 3,215,530$

- 5,685,183 2,905,000 530,000 785,000 2,700,000 1,700,000 4,920,000 19,225,183$ 2,505 788,089 1,326,000 227,000 236,000 520,000 500,000 465,000 4,064,594$

11,439 139,909 (40,000) - - - 1,100,000 - 1,211,348$ -$

795,386$ 9,528,734$ 4,957,059$ 1,834,000$ 1,178,000$ 4,554,000$ 3,555,000$ 6,460,000$ 32,862,179$



2,823 133,033 4,000 - - - - - 139,856$ 27,374 - - - - - - - 27,374$ 51,108 438,711 - - - - - - 489,819$

- 58,000 (57,941) - - - - - 59$ 13,929 18,648 - - - - - - 32,577$

700,151 8,880,342 5,011,000 1,834,000 1,178,000 4,554,000 3,555,000 6,460,000 32,172,493$ -$

795,386$ 9,528,734$ 4,957,059$ 1,834,000$ 1,178,000$ 4,554,000$ 3,555,000$ 6,460,000$ 32,862,179$

This program funds the smaller drainage projects, as identified on a semi-annual or annual basis.

Drainage Improvement & Repair ProgramDrainageA safe community, free from manmade and natural hazards SA-17, SA-21, SA-24, PTO-15,

CAQ-17, CAQ-19, CAQ-22, CAQ-23 CAQ 24Total

Requested Funds





Program

Description of Capital ProjectThis program will fund the various drainage projects for the improvement, repair and/or restoration of drainage facilities throughout the City. These facilities may include culverts, roadside ditches, underground pipes, channels, creeks, detention basins, pump stations, stream gauges, weirs, erosion & sedimentation control measures, etc.


Land/Right of Way Acquisition

HistoryThis is an on-going program which has been identified in the Capital Improvement Program (CIP) in years past and is updated each year to provide necessary improvements, repairs and/or restoration of drainage facilities throughout the City.

Impact if Canceled or DelayedIf the work were delayed or cancelled there would be increased costs due to delayed maintenance, an increased chance of catastrophic failure where damaged facilities were not repaired, and an increased chance for localized flooding.


Type of Expenditure



Total Capital Costs


Funding Source(s)

221 Gas Tax223 Traffic Congestion Relief302 State Capital Grants328 Elk Grove Roadway Fee394 Meas A Traffic Control & Safety

503 Drainage Fee

149



Program: WDR Program - Drainage Improvement & Repair Program


Total Project Costs

Planned Engineering

Start Year


Start YearPD0008 West Stockton Sidewalk and Drainage Improvement

The project consists of installation of frontage improvements, where no sidewalk currently exists. The project also includes improvements to road widening/paving, curb, gutter, sidewalk and drainage infrastructure. Right-of-way acquisition is required across various property frontages to install the proposed improvements. Location: On West Stockton Boulevard from 500' south of Laguna Palms Way to the cul-de-sac south of Red Fox Way. It includes approximately 250' on Red Fox Way at the intersection of West Stockton Boulevard.

829,192 FY 11/12 FY 14/15

PD0010 Campbell Rd Improvements This project involves elevating approximately 300-feet of Campbell Road just east of Elk Grove-Florin Road and replacing existing undersized culverts with new box culverts to ensure 10-year flood accessibility and to prevent localized flooding. Project also constructs a turn-around at the west end of the street. Location: Campbell Road

351,573 FY 11/12 FY 13/14

PD0011 Elk Crest Storm Drain Improvements The project will replace existing storm drain pipe with larger pipe per the City's Storm Drain Master Plan. Location: Elk Crest Drive, between Bond Road and Iris Crest Way.

1,579,980 FY 13/14 FY 13/14

PT0139 9750 Waterman Rd Accessibility Project The project will construct a sidewalk to close a gap of discontinuous sidewalk along Waterman Road and install drainage system to alleviate localized flooding. Location: Along the frontage of 9750 Waterman Road, south of Muffy Court and north of Dino Drive.

304,373 FY 11/12 FY 14/15

WDR000 Drainage Program Minor Improvements This project establishes funding for minor improvements costing less than the $250,000 CIP threshold that are identified during the course of the year. This also funds minor changes in scope to existing projects where these funds are the most appropriate fund for added scope. Location: Citywide

500,000 FY 14/15 FY 14/15

WDR002 Sheldon Road-Bader Road Box Culvert Improvements The project will consist of replacing two existing cross culverts: one each on Sheldon Road and Bader Road. Location: 9807 Sheldon Road and 8854 Bader Road.

280,799 FY 12/13 FY 13/14

WDR003 Bader Road Circular Culvert Repair The project will consist of replacing the existing culvert at the intersection of Sheldon and Bader Roads and regrading the adjoining ditches. Location: Northbound leg of Bader Road intersetion of Sheldon Road.

130,275 FY 12/13 FY 13/14

WDR005 Laguna Creek Weir Repair, East of Lewis Stein Project This project will construct a cutoff wall and rebuild the rock slope protection (RSP) section on berm that separates Laguna Creek and bypass channel. Location: On the embankment between the main channel and bypass channel, between Lewis Stein and SR99

245,000 FY 12/13 FY 13/14

WDR007 School Street Alley This project provides drainage and pavement improvements along an alley which is heavily used by local traffic. Location: In Old Town Elk Grove, on School Street Alley, just north of Elk Grove Boulevard and west of School Street.

324,999 FY 12/13 FY 12/13

WDR008 Waterman Road Culvert Replacement near Elk Grove Boulevard The project will replace 20 foot long section of damaged storm drain pipe. Location: Waterman Road 385' south of Elk Grove Blvd.

97,967 FY 11/12 FY 13/14

WDR009 Waterman Road Culvert Replacement near Hudson Ranch The project will replace 60" diameter corrugated metal pipe culvert and repair pavement. Location: On Waterman Road approximately 500' south of Kent Street.

269,529 FY 12/13 FY 13/14

WDR011 Elk Grove-Florin Rd Culvert Improvements The project will replace the existing roadside ditch on the west side of Elk Grove-Florin Road with a drainage pipe and the outfall at Whitehouse Creek. Location: Elk Grove-Florin Road, approximately 750-feet south of Sheldon Road to Whitehouse Creek, along the west side.

1,502,699 FY 11/12 FY 14/15

150


WDR013 Sleepy Hollow Detention Basin Retrofit Project The Sleepy Hollow Detention Basin is a 6.3-acres existing detention basin used for flood control. The project would transform this basin into a multi-purpose facility providing flood storage, increasing water quality benefits, enhancing aquatic and upland habitat and recharging the underlying groundwater basin. Location: The detention basin will be retrofitted with this project is located 800 feet south of the intersection of Calvine Road and Vineyard Road. It is bounded on the south by the Laguna Creek tributary and on the west by railroad tracks, which are no longer in service.

850,655 FY 13/14 FY 14/15

WDR016 Storm Drain Pump Stations Master Plan This project will provide a master plan for upgrades to existing storm drain pump stations and construct operational, security and communication improvements. Planning and consultant selection services only. Location: Various locations

266,000 FY 12/13 FY 15/16

WDR017 Strawberry Creek Detention Basin Retrofit Project This project will modify an existing 9.3 acre flood detention basin using low impact development techniques such as the development of perennial channels to treat summer irrigation flows, seasonal wetland areas to treat large storm flows and winter runoff, and habitat creation of riparian clusters. The basin will also be used to increase groundwater recharge from stormwater runoff and provide recreational/aesthetic opportunities to the area. Location: South of Calvine Road and west of Mountain Bell Court, near Edward Harris Middle School.

2,628,000 FY 14/15 FY 17/18

WDR019 Dry Wells as Low Impact Development The project will design and construct dry wells and water quality monitoring wells at three locations. The project's purpose is to determine whether dry wells are a cost-effective way of infiltrating stormwater runoff using low impact development (LID) tools, alleviating localized flooding and recharging groundwater without negatively affecting the groundwater quality. Location: Three different locations at: 1) a residential site; 2) a commercial/light industrial site; and 3) adjacent to a roadway.

643,584 FY 12/13 FY 14/15

WDR020 Vegetation Removal at Laguna West Levees The project will remove vegetation, shrubs and trees on four identified areas on the Laguna West levee system. Location: The project is located on the Laguna West levees east of Interstate 5 and south of Elk Grove Boulevard.

33,850 FY 12/13 FY 12/13

WDR021 Elk Grove Creek Multi-Functional Creek Improvements The project will provide additional flood storage capacity to alleviate high flows in Elk Grove Creek during heavy storm events. In addition, the design will incorporate riparian planting to enhance habitat for native species. The City plans to incorporate various design strategies to improve water quality at this site. Location: East of SR-99 and north of East Stockton Boulevard adjacent to Elk Grove Creek.

1,682,800 FY 13/14 FY 15/16

WDR022 Bond Rd Storm Drain Improvements This project will upsize approximately 3,750 feet of storm drain pipe on Bond Road from Whittemore Drive west to the outfall at Laguna Creek. The size of the new pipe will range from 36-inches to 66-inches. The improvements will help contain the 10-year storm event runoff and accommodate the construction of the Silverado Springs development. Location: Bond Road, between Laguna Creek and Whittemore Drive.

4,374,000 FY 13/14 FY 14/15

WDR024 Emerald Vista Drive Storm Drain Improvements This project upsizes the existing storm drain pipe to reduce the risk of potential flooding. Location: Emerald Vista Drive from Tipton Court to the outfall at Elk Grove Creek

897,000 FY 14/15 FY 15/16


151


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152


Section 1 Program Title: Project #: WFC ProgramDivision: 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

41,735,290$ 55,289$ 55,289$ 10,090,000$ 31,590,000$ -$ -$ -$

Section 2



Capital Costs- - 1,153,000 - - - - - 1,153,000$ - 55,289 250,000 - - - - - 305,289$ - - - 1,949,000 - - - - 1,949,000$ - - (6,000,000) 6,857,623 1,462,261 1,462,261 1,462,261 18,075,580 23,319,986$ - - 325,000 23,400,000 (845,638) (845,638) (845,638) (14,375,839) 6,812,247$ - - 14,362,000 (616,623) (616,623) (616,623) (616,623) (3,699,740) 8,195,768$

-$ -$ 55,289$ 10,090,000$ 31,590,000$ -$ -$ -$ 1$ 41,735,290$



- 55,289 - 616,623 1,462,261 1,462,261 1,462,261 18,075,580 23,134,275$ - - 878,000 1,618,000 - - - - 2,496,000$ - - 6,000,000 (616,623) (616,623) (616,623) (616,623) (3,699,740) (166,232)$ - - - 1,700,000 - - - - 1,700,000$ - - - 10,000,000 (845,638) (845,638) (845,638) (14,375,839) (6,912,753)$ - - 3,212,000 17,272,000 - - - - 20,484,000$ - - - 1,000,000 - - - - 1,000,000$

-$ -$ 55,289$ 10,090,000$ 31,590,000$ -$ -$ -$ 1$ 41,735,290$




Facilities Capital Improvements ProgramFacilitiesHigh quality public facilities and services -

Total Capital Costs


Funding Source(s)

101 General Fund


Description of Capital ProjectThis program will address both long and short-term capital improvements (projects >$250,000) to City facilities, including the City Hall, Police facilities, and Transit facilites. The Civic Center, Corporation Yard, and Integrated Waste facilities are covered under separate indibvidual programs.



History-

Impact if Canceled or DelayedDelays in work may result in less efficiency. Delay of any grant fuded work could result in loss of grant funds.

Program provides for the maintenance, upgrade, and expansion of the existing facilities.

Total Requested

Funds


Type of Expenditure


503 Drainage Fee512 Transit Prop 1B997 Debt Issuance998 Potential Grant999 Unidentified

317 CFF - Bus Facilities


153



Program: WFC Program - Facilities Capital Improvements Program


Total Project Costs

Planned Engineering

Start Year


Start YearWFC004 Elk Grove Sports Complex

Planning, design and construction of a regional sports complex. Location: In Elk Grove

16,026,589 FY 14/15 FY 14/15

WFC005 Elk Grove Sports Complex Loans This project captures a loan of Drainage Fees with repayment of General Funds for land acqusition and a loan of currently unidentified sources with repayment of General Funds forconstruction of the Sports Complex. Location: In Elk Grove

- FY 14/15 FY 14/15

WFC006 Multi-Modal Station Construct a new 600' long passenger loading platform adjacent to UPRR, a parking lot for about 100 vehicles, drop off/loading zones for passengers and buses, a new signal at intersection of Elk Grove Florin Road entrance, a new bicycle and pedestrian trail with a new railroad undercrossing adjacent to White House Creek. Location: In the triangle of land bounded by Elk Grove Florin Road on the east, Union Pacific Railroad tracks on the west and Whitehouse creek on the north.

25,605,000 FY 14/15 FY 17/18

WTE004 Multi Modal Station ROW Options Acquisition of land purchase options for constructing a new passenger loading platform adjacent to UPRR, a parking lot for, drop off/loading zones for passengers and buses, a new signal at intersection of Elk Grove Florin Road entrance, a new bicycle and pedestrian trail with a new railroad undercrossing adjacent to White House Creek. Location: In the triangle of land bounded by Elk Grove Florin Road on the east, Union Pacific Railroad tracks on the west and Whitehouse creek on the north.

103,700 FY 14/15 -


154


Section 1 Program Title: Project #: WFL ProgramDivision: 1, 2, and 3Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

16,073,662$ 8,176,062$ 7,361,125$ 3,213,200$ 1,709,000$ 2,975,400$ -$ -$

Section 2



Capital Costs306,961 635,584 315,000 238,300 - - - - 1,495,845$

1,878 222,919 35,000 26,000 - - - - 285,797$ 55,622 879,728 313,200 155,000 368,400 - - - 1,771,950$

434,109 5,248,195 1,947,000 904,700 2,167,000 - - - 10,701,004$ 4,562 40,000 395,000 285,000 440,000 - - - 1,164,562$

11,806 334,699 208,000 100,000 - - - - 654,505$ -$

814,937$ 7,361,125$ 3,213,200$ 1,709,000$ 2,975,400$ -$ -$ -$ 16,073,662$



470,892 7,352,080 3,213,200 1,709,000 2,975,400 - - - 15,720,572$ 236,326 1,421 - - - - - - 237,747$ 107,719 7,624 - - - - - - 115,343$

-$ 814,937$ 7,361,125$ 3,213,200$ 1,709,000$ 2,975,400$ -$ -$ -$ 16,073,662$

Projects are included in the Nexus reports establishing the East Franklin Area Landscape CFD fee program

East Franklin Area Landscape Improvements ProgramTransportationCreation and maintenance of a strong, positive community image for Elk Grove CI-1, CI-2, CI-3, CI-5, CAQ-23,

ED-26, PTO-1,PTO-7, PTO-16

Total Requested

Funds





Program: New construction, Expansion, Renovation

Description of Capital ProjectProgram to construct various projects that are eligible to be funded from the East Franklin CFD landscape Area fees. See list of currrently planned project within this program.



HistoryThis CFD is no longer collected. When the existing funds are exhausted any remaining projects would not be constructed or would be funeded from other sources. Projects have been prioritized with this in mind.

Impact if Canceled or DelayedImprovement for which the fee was collected would not be constructed.


Type of Expenditure


343 CFD 2003-1 Poppy Ridge


Total Capital Costs


Funding Source(s)

324 E Franklin Landscape Fee341 CFD 2002-1 East Franklin

155



Program: WFL Program - East Franklin Area Landscape Improvements Program


Total Project Costs

Planned Engineering

Start Year


Start YearPT0110 Willard Pkwy - Elk Grove Blvd Median Landscape Enhancements

The project will provide enhanced landscaping to medians within Elk Grove Boulevard between Franklin Boulevard and State Route 99 and along Willard Parkway south of Whitelock Road.

1,023,495 FY 09/10 FY 12/13

PT0124 Gilliam Drive Trail Connector Install an asphalt trail and landscaping improvement to connect the existing multi-use trail to Gilliam Drive. This trail is part of the City's Trails Master Plan. Location: Along the south bank of the Franklin Channel from Gilliam Drive to Stephenson Family Park, adjacent to a future school site.

1,663,559 FY 12/13 FY 15/16

WFL001 Whitelock Pkwy - Shed B Channel Tree Planting Plant trees along and within upper reaches of Franklin Creek embankment for consistency with themes and precedents in Laguna Ridge corridor. Install a buffer landscaping along the north side of the existing Whitelock Boulevard and include a path section between Bruceville Road and Franklin Boulevard. Location: Whitelock Boulevard, from Bruceville Road to Franklin Boulevard, along north side

2,780,575 FY 12/13 FY 15/16

WFL003 Sacramento County Water Agency Frontage Construct a sidewalk along the east side of Willard Parkway including modifications to landscaping and irrigation for consistency with the existing landscaping along the Franklin corridor. Location: Willard Parkway at 10100 Willard Parkway, along the east side.

671,000 FY 13/14 FY 14/15

WFL004 Franklin Blvd Corridor Landscaping Provide landscaping and irrigation along the east side of Franklin Boulevard from south of Elk Grove Boulevard to Whitelock Parkway (includes SASD sewer interceptor corridor). Location: Franklin Boulevard from Erhrardt Channel to Whitelock Blvd, along east side.

2,510,000 FY 13/14 FY 15/16

WFL005 Franklin High/Machado Ranch Rd Sewer Corridor Construct a jogging path with supporting landscaping and exercising stations, which connects the Bruceville Road pedestrian corridor with Franklin High School and Bartholomew Sports Park. Location: West side of Franklin High Rd from Machado Ranch Rd to Quail Run Dr.

1,595,000 FY 14/15 FY 15/16

WFL006 Elk Grove Blvd - Frontage Landscaping Only Construct landscaping and irrigation improvements and pathway. Location: Along the north side of Elk Grove Boulevard connecting the Grace Church improvement with the existing improvements and pathway to the west.

257,000 FY 14/15 FY 15/16

WFL007 Drainage Shed's A Channel Landscaping Enhancement Install pedestrian and jogging trail Location: Along the east side of Shed A drainage channel between Elk Grove Boulevard and Spring Flower Drive.

903,000 FY 14/15 FY 16/17

WFL009 Bruceville Rd Frontage Improvements at Civic Center Drive Construct sidewalk and landscaping along the vacant parcel, remove the existing asphalt path. Location: On the west side of Bruceville Rd from 450 ft north of Backer Ranch Rd to the limits of the vacant parcel south of Backer Ranch Rd.

532,900 FY 15/16 FY 16/17

WFL010 Bruceville Rd Frontage at Quail Run Replace existing 4-ft wide sidewalk/asphalt path with meandering sidewalk and landscaping. A soundwall is also included in the costs as it’s a reimbursable expense in the fee program although this would most likely be built by the developer and reimbursed. Location: On the west side of Bruceville Rd south of Quail Run Lane

1,100,000 FY 14/15 FY 15/16


156


Section 1 Program Title: Project #: WIW ProgramDivision: 1Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

3,333,631$ 3,333,631$ 1,391,872$ -$ -$ -$ -$ -$

Section 2



Capital Costs1,196,088 - - - - - - - 1,196,088$

1,057 - - - - - - - 1,057$ 6,906 - - - - - - - 6,906$

- 137,436 - - - - - - 137,436$ 10,521 - - - - - - - 10,521$

316,503 30,000 - - - - - - 346,503$ 547,445 15,660 - - - - - - 563,105$

332 - - - - - - - 332$ - 313,552 - - - - - - 313,552$

(149,338) 895,224 - - - - - - 745,886$ 12,245 - - - - - - - 12,245$

-$ 1,941,759$ 1,391,872$ -$ -$ -$ -$ -$ -$ 3,333,631$



211,851 150,000 - - - - - - 361,851$ 37,551 - - - - - - - 37,551$

665,302 540,884 - - - - - - 1,206,186$ 517,353 - - - - - - - 517,353$ 509,702 700,988 - - - - - - 1,210,690$

-$ 1,941,759$ 1,391,872$ -$ -$ -$ -$ -$ -$ 3,333,631$

502 Solid Waste Comm Haulers506 EGFA HHW Facility Bonds


Total Capital Costs


Funding Source(s)

204 Household Hazardous Waste

291 EECBG Energy Block Grant501 Solid Waste


Appropriated/UnauthorizedTraffic EngineeringTrafic Sign ImprovementsHandicap AccessProject StudyPreliminary EngineeringEnvironmentalRight Of Way ManagementConstruction EngineeringConstruction ContractSalaries/Construction Engineering

Type of Expenditure

Type of Project


Description of Capital ProjectThis program will address both long and short-term improvements for the City's Integrated Waste facilities.

Program JustificationCity provides integrated waste services within the City, certain aspects of which are leegal requirements. Variaou facilities are needed to provide these services.

Total Requested

Funds




Unappropriated Subsequent Years

History-

Impact if Canceled or DelayedDelay in other work could result in higher costs for services and/or regulatory non-compliance. Delay in grant funded work could result in loss of grant funds.

Integrated Waste Facility Improvements ProgramIntegrated WasteHigh quality public facilities and services Goal 1-1, 3-1

157



Program: WIW Program - Integrated Waste Facility Improvements Program


Total Project Costs

Planned Engineering

Start Year


Start YearSW0002 Special Waste Collection Center

The project will build a Special Waste Collection Center within Elk Grove in order to make it more convenient for our residents to dispose their household hazardous wastes. Location: 9255 Disposal Lane

3,053,631 FY 08/09 FY 11/12

WIW001 SWaCC Unloading Area Improvements Improve signage and safety features of the public unloading area at the recycle location behind the SWaCC.

280,000 FY 13/14 FY 14/15


158


Section 1 Program Title: Project #: WMI ProgramDivision: -Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

5,960,390$ 952,790$ 948,392$ 5,007,600$ -$ -$ -$ -$

Section 2



Capital Costs- - - - - - - - -$ - 80,000 - - - - - - 80,000$ - 50,830 225,000 - - - - - 275,830$

4,398 477,356 - - - - - - 481,754$ - 48,576 275,000 - - - - - 323,576$ - 279,630 4,500,000 - - - - - 4,779,630$ - 2,000 7,600 - - - - - 9,600$ - 10,000 - - - - - - 10,000$

-$ 4,398$ 948,392$ 5,007,600$ -$ -$ -$ -$ -$ 5,960,390$



- - 4,700,000 (452,270) (452,270) (452,270) (452,270) (3,165,889) (274,969)$ - 85,555 - - - - - - 85,555$ - - 300,000 407,043 407,043 407,043 407,043 2,849,301 4,777,473$ - - - 45,227 45,227 45,227 45,227 316,588 497,496$ - 28,051 - - - - - - 28,051$

4,398 764,986 - - - - - - 769,384$ - 50,000 - - - - - - 50,000$ - 19,800 7,600 - - - - - 27,400$ - - - - - - - - -$

-$ 4,398$ 948,392$ 5,007,600$ -$ -$ -$ -$ -$ 5,960,390$

338 External Agencies Fund503 Drainage Fee770 770 (HTE import)


301 Federal Capital Grants

Other Capital ImprovementsBicycle & Pedestrian

Total Capital Costs


Funding Source(s)

106 GF Capital Reserve Fund221 Gas Tax267 SLMD Zone 1268 SLMD Zone 2294 Measure A Maintenance

Construction Contract

History-

Impact if Canceled or Delayed-


Type of Expenditure

Appropriated/UnauthorizedProject StudyPreliminary EngineeringEnvironmentalConstruction Engineering

-

Miscellaneous ProgramsOtherA high quality of life for all residents -

Total Requested

Funds





Description of Capital ProjectThis program captures various miscellaneous improvement projects that are not part of other larger programs including: bridge maintenance, street light upgrades, minor road maintenance, tranist structures (i.e. bus shelters) or similar projects.


159



Program: Miscellaneous Programs


Total Project Costs

Planned Engineering

Start Year


Start YearEGUSD1 Elk Grove Unified School District Safe Routes to School

In partnership with the the Elk Grove Unified School District (EGUSD) to implement Project Advancing Walk and Roll Environments (AWARE), a District-wide Safe Routes to School (SRTS) program will include all 39 elementary and 9 middle schools. Location: Various Schools in EGUSD boundaries

477,235 FY 12/13 -

WBR001 Bridge Preventative Maintenance Project 2014 The project will provide preventative maintenance of four bridges including joint seal replacement, deck treatment and erosion repair, as well as slope repair in Laguna Creek at Bruceville Road bridge. Location: Four locations at: 1) Bruceville Road bridge over Laguna Creek (south of Sheldon Road); 2) Laguna Boulevard over the Union Pacific Railroad tracks (west of Franklin Boulevard); 3) Elk Grove Boulevard over the Union Pacific Railroad tracks (west of Franklin Blvd); and 4) Sheldon Road over Laguna Creek (east of Waterman Road).

337,600 FY 13/14 FY 14/15

WSL001 LED streetlight Replacement Study Engineering and financing study for streetlight replacement. Location: Citywide

90,000 FY 13/14 -

WSL002 SMUD CAT Program Implementation Implement SMUD Customer Advanced Technologies (CAT) Program for the evaluation of lighting system controls. Location: Location to be identified through planning efforts with SMUD.

55,555 FY 13/14 FY 14/15

WSL003 LED Streetlight Replacement Replace existing street light fixtures with energy efficient LED fixtures. Location: Existing street lights throughout the City.

5,000,000 FY 14/15 FY 14/15

WSL004 LED Streetlight Replacement Loan This projects captures the loan costs for project WSL003 to replace existing street light fixtures with energy efficient LED fixtures. Loans are from the General Fund Capital Reserve to Street Light Maintenance Districts that pay the annual maintenance and utility costs to operate streetlights. Location: Existing street lights throughout the City.

- FY 14/15 FY 14/15


160


Section 1 Program Title: Project #: WPR ProgramDivision: 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

73,962,531$ 8,246,862$ 6,536,008$ 10,463,570$ 14,535,785$ 10,411,314$ 10,105,000$ 10,100,000$

Section 2



Capital Costs- - 25,000 - - - - - 25,000$

360,177 1,095,614 22,000 180,000 180,000 180,000 180,000 180,000 2,377,791$ 601 102,621 1,000 1,000 1,000 1,000 1,000 1,000 109,222$

142,935 818,874 (66,000) 434,686 496,314 190,000 190,000 190,000 2,396,809$ 1,087,368 4,220,469 1,655,000 5,471,099 1,585,000 1,585,000 1,585,000 1,585,000 18,773,936$

119,774 208,430 8,826,570 8,449,000 8,149,000 8,149,000 8,144,000 8,144,000 50,189,774$ - 90,000 - - - - - - 90,000$

-$ 1,710,854$ 6,536,008$ 10,463,570$ 14,535,785$ 10,411,314$ 10,105,000$ 10,100,000$ 10,100,000$ 73,962,531$



469,323 4,391,369 699,000 830,000 830,000 830,000 825,000 825,000 9,699,692$ 328,536 - - - - - - - 328,536$ 98,818 - - - - - - - 98,818$

- - 207,000 - - - - - 207,000$ 112,782 717,712 - - - - - - 830,494$

- 160,000 - - - - - - 160,000$ - 13,000 1,345,000 3,155,000 1,275,000 1,275,000 1,275,000 1,275,000 9,613,000$ - 693,000 - 2,017,686 306,314 - - - 3,017,000$

72,999 - - - - - - - 72,999$ - 90,000 - 301,099 - - - - 391,099$

628,396 470,927 187,570 232,000 - - - - 1,518,893$ - - 25,000 - - - - - 25,000$ - - 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 48,000,000$

-$ 1,710,854$ 6,536,008$ 10,463,570$ 14,535,785$ 10,411,314$ 10,105,000$ 10,100,000$ 10,100,000$ 73,962,531$ Total Program Financing

301 Federal Capital Grants304 Measure A Construction328 Elk Grove Roadway Fee503 Drainage Fee602 Facilities and Fleet999 Unidentified

294 Measure A Maintenance


Total Capital Costs


Funding Source(s)

221 Gas Tax223 Traffic Congestion Relief224 Proposition B Traffic261 Street Maint District #1 Zone 1

263 Street Maint District #1 Zone 3

265 Street Maint District #1 Zone 5

Other Capital Improvements

History-

Impact if Canceled or DelayedDelay in work will lead to increased future maintenance costs.


Type of Expenditure

Appropriated/UnauthorizedPreliminary EngineeringEnvironmentalConstruction EngineeringConstruction Contract

Failure to maintain roadway pavement leads to increased costs over time and can eventually reslt in unsafe conditions.

Pavement Resurfacing ProgramTransportationA high quality of life for all residents CI-13

Total Requested

Funds





Renovation

Description of Capital ProjectThis ongoing program consists of performing pavement resurfacing each year based on the City's Pavement Management Program and funding availability. The primary resurfacing treatments include overlays (a layer of asphalt placed on top of existing pavement) and slurry seals (sealing the entire street surface with an asphalt emulsion/sand slurry).


161



Program: WPR Program - Pavement Resurfacing Program

Project Nu Project DescriptionEstimated

Total Project Costs

Planned Engineering

Start Year


Start YearWPRA01 PAVEMENT MANAGEMENT ADMINISTRATION

Develop a five year program plan in FY2013 and maintain plan in successive years.149,279 Continuous -

WPR002 Bamarcia/Lismore Drive AC Overlay The project includes an AC overlay, base failure repairs and ADA Ramp upgrades where necessary. This also included sidewalk, curb and gutter repairs to eliminate drainage flow restrictions and potential pedestrian tripping hazards. Project has an extended two-year warranty period. Location: Bamarcia Lane from Sheldon Road to northend and on Lismore between Elk Grove-Florin and Stone Oak Way.

564,711 FY 10/11 FY 11/12

WPR001 Emerald Park The project will construct AC overlay, curb ramps, add approximately 350 feet of sidewalk to fill in a gap on Emerald Park and upsize the drainage system on Emerald Park to alleviate frequent street flooding. Location: Emerald Park Drive, between Grouse Meadow to El Oro

1,864,827 FY 11/12 FY 12/13

WPR006 Waterman Rd (South) Pavement Rehabilitation Reconstruct roadway pavement on Waterman Road and construct a new roadside ditch with driveway culverts to alleviate localized street flooding. Location: On Waterman Road from Mosher Road to approximately 1,100 feet south.

838,999 FY 13/14 FY 14/15

WPR007 Union Park Way Pavement and Drainage Rehabilitation Rehabilitate the pavement on Union Park Way and construct the drainage system improvements, if needed. Location: Union Park Way between East Stockton Boulevard and Iron Rock Way.

2,551,954 FY 13/14 FY 14/15

WPR008 2014 Slurry Seal and Overlay Project Slurry seal and overlay streets, locations to be determined. Location: Various city streets located within City limits.

2,457,000 FY 13/14 FY 14/15

WPR005 Elkmont Way Pavement Rehabilitation Rehabilitate the pavement and construct drainage improvements, if necessary, to Elkmont Way. Location: Elkmont Way between East Stockton Boulevard and Iron Rock Way

2,356,299 FY 13/14 FY 15/16

WPR009 Slurry and Overlay Project FY15 Slurry seal and overlay streets. Location: City-wide, locations to be determined.

1,300,000 FY 14/15 FY 14/15

WRM001 Rural Road Shoulder Maintenance The project will flatten shoulders by placing shoulder backing on Grant Line Road from Elk Grove Boulevard to Calvine Road, Bradshaw Road from Grant Line Road to Sheldon Road, Kammerer Road from Lent Ranch Drive to Bruceville Road, and Waterman Road from Elk Grove Boulevard to Sheldon Road. Location: Four locations at: 1) Grant Line Road from Elk Grove Boulevard to Calvine Road; 2) Bradshaw Road from Grant Line Road to Sheldon Road; 3) Kammerer Road from Lent Ranch Drive to Bruceville Road; and 4) Waterman Road from Elk Grove Boulevard to Sheldon Road

130,000 FY 14/15 FY 15/16

WPR010 Waterman Road Rehabilitation and Bike Lanes - Bond Road to Sheldon Road The project will reconstruct the road and provide roadway improvements consistent with the Rural Roads Policy. Location: Waterman Road from Bond Road to Sheldon Road.

3,291,099 FY 14/15 FY 16/17

WPR012 Annual Trail Pavement Slurry Seal and Resurfacing Annual Citywide trails pavement maintenance work consisting mainly of slurry seals and overlays. Location: Project is Citywide on existing paved trails.

900,000 FY 14/15 FY 14/15


162


Section 1 Program Title: Project #: WSC ProgramDivision: 3Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

1,704,082$ 404,882$ 302,898$ 299,200$ 200,000$ 200,000$ 200,000$ 200,000$

Section 2



Capital Costs5,602 29,398 35,000 - - - - - 70,000$

95 905 1,000 - - - - - 2,000$ 385 34,614 35,000 - - - - - 69,999$

- 226,000 100,000 - - - - - 326,000$ - 3,000 128,200 200,000 200,000 200,000 200,000 200,000 1,131,200$

95,901 8,981 - - - - - - 104,882$ -$

101,984$ 302,898$ 299,200$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,704,082$



450 101,200 - - - - - - 101,650$ 78,232 - - - - - - - 78,232$ 23,301 201,698 299,200 200,000 200,000 200,000 200,000 200,000 1,524,199$

-$ 101,984$ 302,898$ 299,200$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,704,082$

394 Meas A Traffic Control & Safety


Total Capital Costs


Funding Source(s)

221 Gas Tax304 Measure A Construction

Speed Control

HistoryThis is an on-going program to construct traffic calming measures on resential streets.

Impact if Canceled or Delayed Traffic calming measure construction would be delayed or not constructed, speeding would not be reduced.


Type of Expenditure


Traffic calming measures reduce speeding and can decrease the likelyhood or severity of accidents.

Speed Control ProgramTransportationA safe community, free from manmade and natural hazards CI-22

Total Requested

Funds





Renovation

Description of Capital ProjectThis Program collaborates with local residents on traffic calming plans for local residential streets that have submitted by petition and met the qualifying criteria for the program. The traffic calming plans may include a variety of traffic calming devices and roadway signing and striping.


163



Program: WSC Program - Speed Control Program


Total Project Costs

Planned Engineering

Start Year


Start YearWSCA01 Speed Control Program Analysis and Management

This project is the administration for the Speed Control Program, which includes the review, analysis, and processing applications for speed control measures and collaboration with local residents on traffic calming plans for their local residential streets. Residents must have submitted a petition and have met the qualifying criteria for the program.

404,882 Continuous -

WSC004 Speed Control Phase 4 Install a combination of speed humps, concrete bulb-out island, roadway signing and striping to reduce vehicular speeding on various residential streets in three residential neighborhoods. Location: Three locations at: 1) Freitag Way, between Mykonos Way and San Marino Court; 2) Laguna Oaks Drive, between Laguna Woods Drive and Laguna Park Drive (west); and, 3) Mainline Drive, between Waterman Road and Black Swan Drive.

328,199 FY 12/13 FY 14/15

WSC005 Speed Control Phase 5 Install a combination of speed humps, speed tables, roadway signing and striping on residential streets. Location: City-wide, locations to be determined.

221,000 FY 14/15 FY 14/15

Program Cost Estimate: 549,199$

164


Section 1 Program Title: Project #: WTC ProgramDivision: 2Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

13,611,686$ 3,978,686$ 3,515,582$ 266,000$ 625,000$ 50,000$ 300,000$ 3,190,000$

Section 2



Capital Costs181,176 365,051 - - - 250,000 - 80,000 876,227$

- 12,372 - - - - - 5,000 17,372$ 17,110 133,903 - 75,000 - - 250,000 80,000 556,013$

264,818 2,926,756 - 500,000 - - 2,890,000 525,000 7,106,574$ - 52,500 266,000 50,000 50,000 50,000 50,000 4,442,000 4,960,500$ - 25,000 - - - - - 70,000 95,000$

-$ 463,104$ 3,515,582$ 266,000$ 625,000$ 50,000$ 300,000$ 3,190,000$ 5,202,000$ 13,611,686$



4,496 145,504 - - - - - - 150,000$ - 2,507,100 - - - - - - 2,507,100$

246,110 17,007 66,000 - - 250,000 3,140,000 5,152,000 8,871,117$ 142,528 644,492 73,000 575,000 - - - - 1,435,020$ 27,814 10,785 - - - - - - 38,599$ 42,156 190,694 127,000 50,000 50,000 50,000 50,000 50,000 609,850$

-$ 463,104$ 3,515,582$ 266,000$ 625,000$ 50,000$ 300,000$ 3,190,000$ 5,202,000$ 13,611,686$

Citywide traffic growth creates the need for improvements to the City's traffic control infrastructure to improve safety and relieve congestion. The program also funds improvements to increase traffic safety for motorists, bicyclists, and pedestrians.

Traffic Control ProgramTransportationA balanced and efficient transportation system CI-3, CI-10,CI-13, CI-22

Total Requested

Funds





New Construction/Renovation

Description of Capital ProjectThis program constructs improvements to traffic controls throughout the City that are not funded through other means. Improvements may include constructing intelligent transportation systems, additional turn lanes, new signals, new signage or striping, modification to signal timing, pedestrian safety enhancements, or other measures to manage vehicle speed or relieve congestion.



History-

Impact if Canceled or DelayedCancelling of delaying this work may result in increased travel times, increased traffic congestion, and the delay or cancellation of safety improvements.


Type of Expenditure



Total Capital Costs


Funding Source(s)

221 Gas Tax301 Federal Capital Grants328 Elk Grove Roadway Fee341 CFD 2002-1 East Franklin343 CFD 2003-1 Poppy Ridge394 Meas A Traffic Control & Safety

165



Program: WTC Program - Traffic Control Program


Total Project Costs

Planned Engineering

Start Year


Start YearWTC000 Traffic Control Program Minor Improvements

This project establishes funding for minor improvements costing less than the $250,000 CIP threshold that are identified during the course of the year. This also funds minor changes in scope to existing projects where these funds are the most appropriate fund for added scope. Location: Citywide

350,000 Continuous Continous

WTC001 Intelligent Transportation Systems (ITS) Phase IV • 25 signals for controller/cabinet change out with battery backup system, modems, detection for bicycle/motorcycle and assessible pedestrian signal • 3 signls each for fiber optic system comm. and wireless comm. with TMC • 22 CCTV traffic monitoring camera installation • Transportation Management CenteEquip. Upgrade • Master Buildin Equip. Upgrade of video server hardware and traffic system communication equipment • 23 signals for corridor coordination assessment study and implementation Location: Citywide - 25 signalized intersections on Big Horn Blvd., Bruceville Rd., East Stockton Blvd., West Stockton Blvd., Grant Line Rd., Franklin Blvd., Elk Grove Florin Rd., Laguna Blvd., Bond Rd., Elk Grove Blvd., Whitelock Pkwy., Sheldon Rd., etc. Transportation Management Center at Corp Yard. Master Server Building at Bond Rd. and E. Stockton Blvd.

2,936,180 FY 11/12 FY 15/16

WTC004 Sheldon Road & Grant Line Road Install a traffic signal at the intersection of Grant Line Road and Sheldon Road. Location: Intersection of Grant Line Road and Sheldon Road.

387,000 FY 12/13 FY 14/15

WTC005 Franklin and Bruceville Signal Coordination This project will coordinate signals along Franklin Boulevard and Bruceville Road. Work involves signal timing analysis and modifying the signal timing. There is no construction component to this project. Location: Franklin Boulevard, betweeen Elk Grove Boulevard and Big Horn Boulevard, and Bruceville Road, between Elk Grove Boulevard and Big Horn Boulevard

153,850 FY 13/14 -

WTC007 Whitelock Parkway/Bartholomew Park East Driveway Left Turn Pocket This project will provide a new left turn pocket for westbound Whitelock Parkway traffic into Bartholomew Sports Park's existing eastern driveway to help relieve traffic congestion associated with the adjacent school pick-up and drop-off periods. Location: Along Whitelock Parkway, adjacent to Bartholomew Sports Park; between Bellaterra Drive/ Franklin High Road and the dropoff driveway for Franklin High School.

453,000 FY 13/14 FY 14/15

WTC008 Whitelock Parkway/Franklin High Park Improvements Construct vehicle turnout to allow for better traffic circulation and bicycle and pedestrian safety during student pick up/drop off times. Location: On Whitelock Parkway near the front of Franklin High School

680,000 FY 13/14 FY 16/17

WTC009 Intelligent Transportation System (ITS) Phase 5 Construct conduit and fiber-optic cable to create a fiber-optic backbone ring. Location: Bond Road/Laguna Boulevard to Franklin Boulevard to Elk Grove Boulevard to Elk Grove-Florin Road

3,390,000 FY 16/17 FY 17/18


166


Section 1 Program Title: Project #: WTL ProgramDivision: 2 and 3Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

28,497,972$ 7,311,584$ 6,920,700$ 1,820,400$ 1,291,300$ 218,855$ 649,433$ 297,500$

Section 2



Capital Costs267,786 408,245 360,000 - 49,195 - 31,500 - 1,116,726$ 90,764 242,769 5,000 - 51,360 - 1,000 - 390,893$

- 889,186 75,000 50,000 77,500 - 25,000 - 1,116,686$ - 5,061,229 425,000 923,475 40,800 450,000 190,000 - 7,090,504$

2,715 86,746 955,400 317,825 - - 50,000 16,908,900 18,321,586$ 29,619 216,023 - - - 199,433 - - 445,075$

- 16,502 - - - - - - 16,502$ -$

390,884$ 6,920,700$ 1,820,400$ 1,291,300$ 218,855$ 649,433$ 297,500$ 16,908,900$ 28,497,972$



- 337,408 - - - - - - 337,408$ - 33,200 - - - - - - 33,200$

11,791 4,271,743 500,000 - - - - - 4,783,534$ 17,412 1,319,795 - - - - - - 1,337,207$

- 146,525 - - - - - - 146,525$ - - 258,850 - - - - 4,227,225 4,486,075$ - 70,000 - - - - - - 70,000$

191,008 640,029 63,000 72,000 97,611 129,887 297,500 - 1,491,034$ 170,674 - - - - - - - 170,674$

- 102,000 - - - - - - 102,000$ - - 998,550 1,219,300 121,244 519,546 - 12,681,675 15,540,315$

-$ 390,884$ 6,920,700$ 1,820,400$ 1,291,300$ 218,855$ 649,433$ 297,500$ 16,908,900$ 28,497,972$

Type of Expenditure


235 Tree Mitigation301 Federal Capital Grants302 State Capital Grants305 L TF - Bikes & Pedestrian328 Elk Grove Roadway Fee338 External Agencies Fund393 Meas A Safety/StrScape/Bike/Ped

394 Meas A Traffic Control & Safety

503 Drainage Fee998 Potential Grant

221 Gas Tax

Preliminary EngineeringEnvironmentalConstruction EngineeringConstruction ContractOther Capital ImprovementsLand/Right of Way AcquisitionSalaries/Construction Engineering

Total Capital Costs


Funding Source(s)

New Construction/Renovation/Land-ROW Acq. Req'd

Description of Capital ProjectThis program undertakes various on-street and off-street bicycle and pedestrian-related improvements throughout the City inlcuding improvments identified in the City's Trails Master Plan, the Biycle and Pedestrian Master Plan, and miscellaneous bicycle and pedestrian facilities.



History-

Impact if Canceled or DelayedCancelling or delaying this program would result in certain improvements not being constructed and the accumulation of certain funds intended for these purposes.

Bicycle & Pedestrian Improvement ProgramTransportationA high quality of life for all residents CI-5, PTO-1

Program constructs improvements supporting non-motorized forms of travel.

Total Requested

Funds





167



Program: WTL Program - Bicycle & Pedestrian Improvement Program


Total Project Costs

Planned Engineering

Start Year


Start YearPT0121 Laguna Creek Trail - Camden South Spur

The project will extend the existing Laguna Creek Trail from Camden Lake to Bond Road. The project includes construction of 0.6-mile of paved asphalt, multi-use trail with a steel bridge spanning Laguna Creek. The project also provides new bike lanes to connect Laguna Creek Trail to Whitehouse Creek Trail. Location: North of Bond Road, between 8631 (California Family Fitness) and 8569 (Sacramento Yolo Mosquito Vector Control District), extending north to existing trail in Camden Park

1,964,925 FY 12/13 FY 15/16

PT062A Elk Grove Creek Trail Crossing at State Route 99 The project will extend the existing Class 1 bikeway along Elk Grove Creek from Laguna Springs Drive to Emerald Vista Drive and construct an overcrossing at State Route 99. Location: Along Elk Grove Creek from Laguna Springs Drive to Emerald Vista Drive.

4,875,701 FY 05/06 FY 12/13

WTL000 Bicycle And Pedestrian Program Minor Improvements This project establishes funding for minor improvements costing less than the $250,000 CIP threshold that are identified during the course of the year. This also funds minor changes in scope to existing projects where these funds are the most appropriate fund for added scope. Location: Citywide

30,000 FY 14/15 FY 14/15

WTL004 Power Line Trail - Hudson Detention Basin to Charolais Way The project will construct a trail connection. Location: Power Line Trail around the city's detention pond and connect to Charolais Way.

535,000 FY 14/15 FY 15/16

WTL005 Laguna Creek Trail - Camden North Spur This project will construct a 600 foot trail segment from Camden Estates neighborhood to Camden Park/Lake and the existing Laguna Creek Trail. Also, it includes 2,600 feet of new bike lanes on Beckington Drive to connect the Laguna Creek Trail to the Whitehouse Creek Trail. A 100 foot extension of the Whitehouse Creek Trail is also proposed to connect it to Beckington Drive. Location: Western end of existing trail in Camden Park, northerly to existing trail south of Beckington Drive, to MacDonald Park and end of existing Whitehouse Creek Trail.

790,998 FY 12/13 FY 15/16

WTL007 Civic Center Wetland Trail The project will construct approximately 900 feet by 10 feet wide trail connecting Big Horn Boulevard to an "active" open space area that is part of pond/marsh preserve area. Location: In Civic Center site, at the north east corner of Big Horn Boulevard and Lotz Parkway.

169,249 FY 12/13 FY 14/15

WTL008 Bicycle and Pedestrian Master Plan Update Update the Bicycle and Pedestrian Master Plan including the Trails Master Plan. Location: Study only; not applicable.

100,711 FY 13/14 -

WTL015 Laguna Creek Trail - Undercrossings at Waterman Road and Bond Road The project will construct a new Class I Bikeway undercrossings at existing roadway bridges. Location: Laguna Creek Trail at intersection of Bond Road and Waterman Road.

1,131,300 FY 14/15 FY 16/17

WTL019 Laguna Creek Trail - Lewis Stein Road to Bruceville Road The project will construct a new Class I Bikeway. Location: Laguna Creek Trail between Lewis Stein Road. And Bruceville Road.

296,800 FY 14/15 FY 16/17

WTL022 Trail Extension Fielddale Drive to Wackman Park The project will construct a new Class I Bikeway. Location: Trail from Fielddale Drive (City Limit) to Elk Spring Way and from Tegan Road to Wackman Park.

598,600 FY 14/15 FY 16/17


168


Section 1 Program Title: Project #: WTR ProgramDivision: 3Council Goal: GP Policy:

Year 2 FY 15/16

Year 3 FY 16/17

Year 4 FY 17/18

Year 5 FY 18/19

########### 50,347,725$ 49,829,490$ 9,118,389$ 17,177,812$ 6,130,000$ 69,344,000$ 50,000$

Section 2



Capital Costs466,406 8,003,347 200,000 5,300,000 2,080,000 - - 631,000 16,680,753$ 17,906 2,910,214 300,000 900,000 - - - 85,000 4,213,120$ 2,775 3,897,099 933,643 650,000 - 7,300,000 - 5,064,900 17,848,417$ 5,223 33,217,973 2,099,501 9,700,000 - 59,644,000 - 41,781,000 146,447,697$

255 39,377 5,318,040 627,812 - 2,400,000 50,000 257,300,654 265,736,138$ 25,670 1,761,480 267,205 - 4,050,000 - - 2,800,000 8,904,355$

-$ 518,235$ 49,829,490$ 9,118,389$ 17,177,812$ 6,130,000$ 69,344,000$ 50,000$ 307,662,554$ 459,830,480$



- 309,000 3,815,786 - - - - - 4,124,786$ 158,743 8,226,005 2,127,135 3,800,000 - - - - 14,311,883$

- 10,419,000 - - - - - - 10,419,000$ - - - - - - - - -$

359,493 27,279,961 2,975,468 13,377,812 2,505,000 - 2,050,000 328,377,454 376,925,188$ - 1,693,000 - - - - - - 1,693,000$ - - 100,000 - - - - - 100,000$ - 1,402,524 - - - - - - 1,402,524$ - - 100,000 - - - - - 100,000$ - 500,000 - - - - - - 500,000$ - - - - 1,600,000 32,144,000 (2,000,000) (57,972,500) (26,228,500)$ - - - - 2,025,000 37,200,000 - 35,133,600 74,358,600$ - - - - - - - 2,124,000 2,124,000$

-$ 518,235$ 49,829,490$ 9,118,389$ 17,177,812$ 6,130,000$ 69,344,000$ 50,000$ 307,662,554$ 459,830,480$

Projects are needed to address traffic growth/congestion.

Transportation Capital Improvements ProgramTransportationA balanced and efficient transportation system CI-1, CL-5, CL-10, CL-13

Total Requested

Funds





Program

Description of Capital ProjectThis program constructs vehicular transportation improvements throughout the City. Improvements may include new roads, widened roads, realigned roads, non-maintenance signing and striping, interchange improvements, bridge construction, and major intersection improvements. See list of currently planned projects within this program.



History-

Impact if Canceled or DelayedDelays will lead to increased traffic congestion.


Type of Expenditure


343 CFD 2003-1 Poppy Ridge

Total Capital Costs


Funding Source(s)

221 Gas Tax301 Federal Capital Grants302 State Capital Grants305 L TF - Bikes & Pedestrian328 Elk Grove Roadway Fee338 External Agencies Fund341 CFD 2002-1 East Franklin


344 CFD 2005-1 Laguna Ridge503 Drainage Fee997 Debt Issuance998 Potential Grant999 Unidentified

169



Program: WTR Program - Transportation Capital Improvements Program


Total Project Costs

Planned Engineering

Start Year


Start YearPT0085 Elk Grove-Florin Rd at East Stockton Blvd Intersection Improvements

This project consists of intersection realignment, widening for turn lanes and installation of traffic signals at the intersection of Elk Grove-Florin Road and East Stockton Boulevard. It also includes minor landscaping and parking lot modifications at Elk Grove Regional Park. Location: Intersection of Elk Grove Florin Road and East Stockton Boulevard

1,315,419 FY 08/09 FY 13/14

PT0134 Bond/Bader Intersection Improvements The project will construct a rural traffic signal (wood poles and span wire) to operate during peak times only. The project will correct existing deficiency in accordance with the Rural Roads Policy. Location: Bond Road at Bader Road, which is about 2,700 feet east of Bradshaw Road

264,000 FY 13/14 FY 14/15

PT0137 Bradshaw/Sheldon Rd Intersection Improvements This project will replace bridge and construct intersection improvements consisting a traffic signal or roundabout. This project will correct existing deficiency in accordance with the Rural Roads Policy. Location: Bradshaw and Sheldon Intersection

8,989,188 FY 12/13 FY 16/17

PT0138 Sheldon/Waterman Rd Intersection Improvement The project will construct intersection improvements consisting a roundabout. Project shall only correct existing deficiency and not correct future projected deficiencies in accordance with the Rural Roads Policy. Location: Intersection of Sheldon and Waterman Roads.

2,890,212 FY 13/14 FY 15/16

PT034A Grant Line Rd Widening Phase 1 (East Stockton to Waterman) This project involves widening Grant Line Road from two to four lanes. The project includes a four-lane overhead grade separated crossing of the Union Pacific Railroad tracks. Location: Grant Line Road from East Stockton Boulevard and Waterman Road.

21,123,652 FY 04/05 FY 13/14

PT055A Elk Grove/State Route 99 Interchange Modifications The project will provide a northbound loop on-ramp to State Route 99 from East Stockton Boulevard south of Elk Grove Boulevard, eliminate the signal at the existing northbound on-ramp at Elk Grove Boulevard, add a second left turn lane to westbound Elk Grove Boulevard at the existing southbound on-ramp and add a 300' deceleration lane to the northbound off-ramp. Location: State Route 99/Interchange at Elk Grove Boulevard, including work on East Stockton Boulevard

12,002,062 FY 05/06 FY 13/14

WTR000 Transportation Program Minor Improvements This project establishes funding for minor improvements costing less than the $250,000 CIP threshold that are identified during the course of the year. This also funds minor changes in scope to existing projects where these funds are the most appropriate fund for added scope. Location: Citywide

650,000 FY14/15 FY14/15

WTR002 Grant Line Road Widening - Phase II Design the widening of Grant Line Road from New Waterman Road to Bradshaw Road, which includes amending the CEQA environmental document and completing a NEPA document. Construct the widening of Grant Line Road from New Waterman Road to Mosher Road. Acquire right-of-way for the widening from two to four lanes with a 12' wide median, class II and class I bicycle paths on both sides of Grant Line Road with signals at Mosher Road and at Bradshaw Road. Location: On Grant Line Road between Waterman Road and Bradshaw Road.

6,151,999 FY 13/14 FY 15/16

WTR006 Utility Relocations at Grant Line Widening Phase 1 Access This project is a utility relocation contract for the Grant Line Widening Phase 1 project. This project will construct the frontage road through to allow high risk utilities to be relocated by their owners prior to the next construction contract for the roadway widening and bridge (PT034A). Location: South and parallel to Grant Line Road between UPRR railroad tracks and Waterman Road.

1,376,400 FY 12/13 FY 13/14

WTR008 Quiet Zone at Dwight Rd and Sims Rd Construct a railroad crossing "Quiet Zone" at Dwight Road and Sims Road. Improvements will permit trains to pass without the need to blow their horns. Planned improvements include closing the crossing at Dwight Road and constructing median curbs at Sims Road. Location: The project is located at the Union Pacific Railroad crossings of Dwight Road and Sims Road north west of the intersection of Laguna Boulevard and Franklin Boulevard.

307,000 FY 13/14 FY 14/15

170

CAPITAL IMPROVEMENT

WTR009 Whitelock Pkwy/State Route 99 Interchange Project Study Report

Project scope is limited to the project study report to identify the alignment options and likely costs and environmental considerations of those options. Scope includes the interchange, bike/pedestrian crossing over SR99, realignment or modifications to East Stockton and West Stockton Boulevards and widening of Whitelock Parkway. Location: On SR-99 at Whitelock Parkway (between Elk Grove Boulevard and Kammerer Road)

42,220,000 FY 13/14 -

WTR011 Bruceville Road & Poppy Ridge Road/Quail Run Lane Intersection Signal Design and construction of a traffic signal at Bruceville Road & Poppy Ridge Road/Quail Run Lane. Location: Bruceville Road & Poppy Ridge Road/Quail Run Lane

348,100 FY 13/14 FY 14/15

WTR012 Old Town Area Streetscape Phase 1 The Project will design street frontage improvements along Elk Grove Boulevard which may include expanded, decorative sidewalks, landscape strips, corner bulbouts, landscaped median islands, crosswalks, bike lanes/routes, signs, striping, bus shelters and potential utility undergrounding. The Project is funded for design and environmental phases only. Location: Elk Grove Boulevard from Derr Street to Waterman Road.

450,000 FY 13/14 -

WTR013 Big Horn Extension - Whitelock Parkway to Kammerer Road This project will design and construct a two-lane extension of Big Horn from Whitelock Parkway to Kammerer Road. Location: Big Horn Blvd., from Whitelock Parkway to Kammerer Road.

12,424,000 FY 13/14 FY 15/16

WTR015 Kammerer Rd Extension and Widening (Environmental Only) Environmental document (CEQA and NEPA), including engineering support, only to widen Kammerer Road from Lent Ranch to Bruceville Road and extend Kammerer Road as four lanes from Bruceville Road to I-5. Project includes a grade separated crossing over the railroad. Location: Kammerer Road from Lent Ranch to I-5.

2,347,500 FY 12/13 -

WTR019 Gas Tax Loan Repayment Repay loan made with Gas Tax revenue pursuant to state auditor findings. Location: N/A

3,517,786 FY14/15 N/A

WTR020 Roadway Fee Program Developer Reimbursements Payments to developers for completion of projects in the Roadway Fee Program. Actual payments are made pursuant to reimbursment agreements. Location: N/A

1,428,315 FY14/15 FY14/15

171

FISCAL POLICIES

The overall goal of the City’s budget is to establish and maintain effective management of the City’s resources. Formal statements of budget policy and major goals provide the foundation for effective planning. Overview

Some of the benefits to establishing financial policy include: • Publicly adopted policy statements contribute greatly to the credibility of and public confidence in the City. For

the credit rating industry and prospective investors, such statements show the City’s commitment to sound financial management and fiscal integrity.

• Established policy saves time and energy. Once decisions are made at the policy level, the issues do not need to be discussed each time a decision has to be made.

• The process of developing overall policy directs the attention of staff and Council to the City’s total financial condition rather than single-issue areas. Moreover, this process requires staff and Council to think about linking long-term financial planning with day-to-day operations.

• Developing financial policies reinforces the Council’s policy role in maintaining a positive financial condition. Setting sound financial policies can improve the City’s fiscal stability by setting a forward-looking approach to planning while contributing to continuity in handling the City’s financial affairs.

Fund Structure The annual budget is divided into many separate funds with a specific purpose. Understanding the City of Elk Grove’s fund structure is the basis for interpreting the City’s finances. As such, the budget document is divided into the following categories: General Fund – 100 Series This is the City’s main operating fund, which pays for basic services such as governance, administration, public safety, and quality of life functions. Special Revenue Funds – 200 Series These funds account for revenues received or set aside for a specific purpose, such as public safety and recycling grants, street maintenance, and environmental mitigation. The Development Services fund, one of the City’s major funds, is categorized as a special revenue fund. Capital Project Funds – 300 Series These funds account for the acquisition or construction of major capital facilities. Revenue sources include federal and state grants, development impact fees, and special taxes from community facility districts. Debt Service Funds – 400 Series These funds accumulate resources for and make the payment of long-term debt principal and interest. Enterprise Funds – 500 Series These funds account for specific services funded directly by fees and charges to users and are intended to be self-supporting. Functions such as transit, drainage, and integrated waste are captured in enterprise funds. Internal Service Funds – 600 Series These funds are created to finance and account for services and commodities provided to internal City departments, rather than directly to the public. Examples of internal services are risk management, information technology, facilities management, and fleet services.

172

FISCAL POLICIES

Agency Funds – 700 Series These funds are used to account for assets held by the City as an agent for individuals, other governments, and other organizations. Financial Plan Organization

Through its financial plan, the City will:

• Identify community needs for essential services. • Establish policies and goals which define the nature and level of services required. • Identify and organize activities required to provide these services. • Propose objectives for improving the delivery of services. • Set standards to measure and evaluate the output of activities, accomplishment of objectives, and expenditure of

appropriations.

The status of major program objectives will be reported to the Council who will review and amend appropriations as necessary to achieve these objectives. Financial Activity Reporting

The City’s financial activity will be reported in a variety of funds, which are the basic accounting and reporting entities in governmental accounting. The City’s accounting structure will make it possible: • To present fairly and with full disclosure the financial position and results of financial operations of the funds

of the City in conformity with generally accepted accounting principles and government auditing standards. • To determine and demonstrate compliance with finance-related legal and contractual provisions.

Fees and Rates

Ongoing Review

Fees and rates will be reviewed and updated on an on-going basis to ensure that they are correct and appropriate based on the changing needs of the community, including economic concerns, social issues, and public safety. General concepts regarding the use of service fees and rates include: • Revenues normally will not exceed the reasonable cost of providing the service. • Cost recovery goals should be based on the total cost of delivering the service, including direct costs,

departmental administration costs, and organization-wide costs such as accounting, personnel, data processing, vehicle/building maintenance and insurance.

• The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection.

• Rate structures should be sensitive to the “market” for similar services as well as to smaller, infrequent users of the service and the influence rates and fees have on economic development.

• A unified approach should be used in determining cost recovery levels for various programs based on the factors discussed above.

173

FISCAL POLICIES

Fund Balance Designations and Reserves

The City strives to maintain adequate fund balances in the General Fund. This is necessary to maintain the City’s credit worthiness and to adequately provide for: • Economic uncertainties, local disasters, and other financial hardships or downturns in the local economy; • Contingencies for unforeseen operation or capital needs; and • Cash flow requirements.

The City establishes and maintains Facilities Improvement and Equipment Fund to provide for the timely replacement of capital equipment and public facilities. The minimum fund balance in these funds should allow for annual fluctuations in expenditures while maintaining a level annual transfer and allow for emergency replacement purchases. Interest earnings and sales of surplus equipment, as well as, any related damage and insurance recoveries will be credited back to these funds to reduce the need for other revenue enhancements. Fund balance levels will be sufficient to meet funding requirements for projects approved in prior budgets that are carried forward into the new year. Sufficient fund balances will also be maintained to meet debt service reserve requirements, reserves for encumbrances, and other reserves or designations required by contractual obligations, state law, or generally accepted accounting principles. Appropriation Limitation

The Council will annually adopt a resolution establishing its appropriation limit calculated in accordance with Article XIIIB of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter-approved amendments of state legislation that affect the City’s appropriation limit. The City will strive to develop revenue sources, both new and existing, which are considered non-tax proceeds in calculating its appropriations subject to limitation. Investments

Investment and cash management will be the responsibility of the Administrative Services Director/City Treasurer or designee. The City Treasurer will develop and maintain an Investment Policy which addresses the City’s administration of its portfolio, including investment guidelines, practices, and procedures. Additionally, the Treasurer will develop and maintain a comprehensive, well-documented investment reporting system which complies with Government Code Section 53607. The City’s primary investment objective is to achieve a reasonable rate of return while minimizing the potential for capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered, in priority order, in determining individual investment transactions: • Safety • Liquidity • Yield The City will strive to keep idle cash balances fully invested through daily projections of cash flow requirements. To avoid force liquidation and loss of investment earnings, cash flow and future liquidity needs will be the primary consideration when selecting maturities. As the market and the City’s investment portfolio change, care will be taken to maintain a healthy balance of investment types and maturities.

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FISCAL POLICIES

The City will invest only in those instruments authorized by the California Government Code Section 53601 and further restricted by the City’s Investment Policy. The City will not invest in stock, will not speculate, and will not deal in futures, options or reverse repurchase agreements. The investment market is highly volatile and continually offers new and creative opportunities for enhancing interest earnings. Accordingly, the City will thoroughly investigate any new investment vehicles prior to committing City funds to them. Ownership of the City’s investment securities will be protected through third-party custodial safekeeping. In order to maximize yields from its portfolio, the City will consolidate cash balances from all funds for investment purposes, and will allocate investment earnings to each fund in accordance with generally accepted accounting principles. Capital Improvement Budget

The Capital Improvement Budget will emphasize project planning, with projects progressing through at least two and up to six of the following phases: Designated - Set-aside funding for future project development under “pay-as-you-go” financing. Study - Includes concept design, site selection, feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, grant approval, and specification preparation for equipment purchases. Acquisition - Includes equipment purchases and property acquisition for projects, if necessary. Design - Includes final design, plan and specification preparation, and construction cost estimation. Construction - Includes bid administration, construction, project inspection and management, and closeout. Debt Service - Installment payments of principal and interest for completed projects funded through debt financing. Funding and related appropriations to a project account will only be made upon approval of each phase by the City Council. Accordingly, project appropriations for acquisition and construction will generally be approved when contracts are awarded. Personnel Resource Management

Regular employees are the core work force and the preferred means to staff ongoing, year-round activities. Where possible and justified, the City strives to provide fair compensation and benefit schedules for its regular work force. Each regular employee will: • Fill an authorized position. • Receive salary and benefits consistent with the labor market. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures: • The City Council will authorize all regular positions. • Human Resources will coordinate the hiring of all employees and evaluate the reallocation of existing positions.

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FISCAL POLICIES

All requests for additional regular positions will be supported by an explanation as to the necessity, term, and expected results of the proposed position; staffing and material costs including salary, benefits, equipment, uniforms, clerical support and facilities; and cost effectiveness (additional revenues or cost savings which may be realized). Part-time or temporary employees are employees other than regular employees, elected officials, and volunteers. Part-time or temporary employees will augment regular staffing only as limited-term employees, seasonal employees, emergency, intermittent, contract employees, and interns. Temporary employees will be used to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less-than-regular, year-round staffing is required. Independent contractors will not be considered City employees. Independent contractors may be used in three situations: • Short-term, peak workload assignments to be accomplished through the use of personnel contracted through an

outside employment agency. All placements through an outside employment agency will be coordinated through the Human Resources Department.

• Construction of public works projects and the provision of operating, maintenance, or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by the City staff, and the required methods, skills, and equipment will generally be determined and provided by the contractor.

• When it is determined that work can be completed affectively and cost efficiently through the use of contractors. The work performance of the contractors should be periodically evaluated.

Productivity Review

The City will constantly monitor and review its methods of operation to ensure that services continue to be delivered in the most cost-effective manner possible. The review process encompasses a wide range of issues, a few of which are discussed below. Maintaining a decentralized approach in managing City’s services Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by: • Encouraging accountability by delegating authority to the lowest possible level. • Stimulating creativity, innovation, and individual initiative. • Reducing the administrative cost of operation by eliminating unnecessary review procedures. • Improving the organization’s ability to respond to changing needs and to identify and implement cost saving

programs. • Assigning responsibility for effective operations and citizen responsiveness to the department. Analyzing systems and procedures This analysis provides a means to identify and remove unnecessary review requirements. The process includes investing in the City’s most valuable asset, its employees, by developing the skills and abilities of all City employees. This process also recognizes that those who perform the function are a vital part of the process.

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FISCAL POLICIES

Identifying and evaluating the ability of new technologies As new technology emerges, whether it is in the computer-related or mechanical equipment field, an objective evaluation provides the City with necessary information as to how it may enhance employee efficiency, thereby allowing the City to continue providing high-quality services. Evaluating local market service providers An evaluation of other local market service providers, including other government agencies, assists in determining whether the comparable service is available at a lower cost than provided by City staff.

Allocating the Cost of Services

General Policy Guidelines

The City is committed to achieving efficiency by centralizing general administrative services to the extent they serve the needs of the City as a whole and provide for greater cost efficiency. Accordingly, general and administrative services will be charged to those activities not financed by the General Fund by use of a cost allocation plan.

Cost Allocation Criteria

Cost will be allocated considering the following criteria: • Cause and effect - the identification of output in proportion to the service provided. • Benefits received - the allocation of cost in relation to the benefits received. • Fairness and equity - the allocation must be mutually satisfactory to the parties affected. • Ability to bear - the allocation of cost must consider the ability to pay and the impact on the services provided.

Purchasing

The City will maintain a purchasing policy designed to support and enhance the delivery of governmental services while seeking to obtain the maximum value for each dollar expended. Performance Measures

The City Manager will annually develop performance measures and assess how efficiently and effectively the functions, programs, and activities in each department are provided and for determining whether program goals are being met. Funds of the City of Elk Grove

Governmental accounting systems are organized and operated on a fund basis. A fund is a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances. Funds are used to segregate the City’s financial activities in categories that attain certain objectives in accordance with special regulations, restrictions, or limitations.

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DEBT POLICY, LIMIT AND OUTSTANDING DEBT OBLIGATIONS

Debt Policy In general, the City will consider debt financing on an as needed, case by case basis using the criteria identified in this section. The information in this section constitutes the City’s entire debt policy.

Uses of Debt Financing Debt financing will not be considered appropriate for any recurring purpose, such as current operating and maintenance expenditures. The issuance of short-term instruments such as revenue, tax or bond anticipation notes is excluded from this limitation. Given the City’s existing healthy fund balances, internal borrowings will continue to be the preferred source of anticipation note financings.

Debt Management

The City will not obligate the General Fund to secure long-term financing, except when the marketability can be significantly enhanced. A feasibility analysis will be prepared for each long-term financing to assess debt service on current and future operations. This will also include an analysis on the reliability of revenues to support a debt service. The City will generally conduct debt financing on a competitive basis. However, negotiated financing may be used due to market volatility or the use of an unusual or complex financing or security structure. The City will seek investment grade ratings (Baa/BBB or greater) on any direct debt and will seek credit enhancements such as letters of credit or insurance when necessary for marketing purposes, availability and cost-effectiveness. The City will monitor all forms of debt annually coincident with the budget process. This process will include monitoring compliance with bond covenants and ensuring adherence to federal arbitrage regulations. The City will maintain good communications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus (Official Statement).

Capital Financing

The City will consider the use of debt financing for capital projects and under the following circumstances: • When the project’s useful life will exceed the term of the financing. • When project revenues or specific resources will be sufficient to service the long-term debt. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes, or developer agreements when benefits can be specifically attributed to users of the facility. An analysis of the operating costs of any new facilities will be conducted and significant new operating costs will be factored into the calculation of the new revenue source as is legally permissible. The City will use the following criteria to evaluate “pay-as-you-go” versus “long-term financing” in funding capital improvements: Pay-As-You-Go

• When current revenues and adequate fund balances are available or when project phasing can be accomplished.

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• When debt levels adversely affect the City’s credit rating. • When market conditions are unstable or present difficulties in marketing. Long-Term Financing

• When revenues available for debt service are deemed sufficient and reliable so that long-term financing can be marketed with investment grade credit ratings.

• When the project securing financing is of the type which will support an investment grade credit rating. • When market conditions present favorable interest rates and demand for City financing. • When State or Federal requirements and current revenues mandate a project and available fund balances are

insufficient. • When the project is required to meet or relieve service requirements. • When the life of the project or asset financed is 10 years or longer. Debt Limit The City’s legal debt limit, shown on the following page, is calculated as a percentage of total assessed property value within the City. The debt margin indicates that Elk Grove is fortunate to have issued only a fraction of its legal debt limit. From another perspective, the outstanding bond debt per capita is $163, which is well below the debt burden of typical municipalities.

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2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Assessed value (1) 6,698,732,651$ 10,123,280,409$ 12,758,015,228$ 16,044,275,767$ 17,720,724,360$ 17,403,866,487$ 15,168,755,317$ 15,221,335,725$ 14,624,234,897$ 13,556,088,414$ Less: Exemptions (1) (137,059,630) (175,898,800) (189,484,400) (179,794,966) (234,786,725) (270,921,680) (324,208,752) (296,152,644) (333,570,758) (346,233,652)

6,561,673,021 9,947,381,609 12,568,530,828 15,864,480,801 17,485,937,635 17,132,944,807 14,844,546,565 14,925,183,081 14,290,664,139 13,209,854,762

Legal debt marginDebt Limit (15% of Assessed Value) 984,250,953 1,492,107,241 1,885,279,624 2,379,672,120 2,622,890,645 2,569,941,721 2,226,681,985 2,238,777,462 2,143,599,621 1,981,478,214

Debt applicable to limit:

Total Bonded Debt (including Special Assessment Bonds) 82,030,000 81,315,000 106,775,000 123,765,000 122,010,000 119,045,000 116,160,000 123,875,000 120,525,000 118,676,624 Less:

Special Assessment Bonds - - - - - - - - - - Tax Allocation Bonds - - - - - - - - - -

Total Amount of Debt Applicable to Debt Limit 82,030,000 81,315,000 106,775,000 123,765,000 122,010,000 119,045,000 116,160,000 123,875,000 120,525,000 118,676,624

Legal Debt Margin 902,220,953$ 1,410,792,241$ 1,778,504,624$ 2,255,907,120$ 2,500,880,645$ 2,450,896,721$ 2,110,521,985$ 2,114,902,462$ 2,023,074,621$ 1,862,801,590$

Total debt applicable to limit as a percentage of debt limit 9.09% 5.76% 6.00% 5.49% 4.88% 4.86% 5.50% 5.86% 5.96% 6.37%

Source: (1) HdL from the Sacramento County Assessor 2002/03-2011/12 Combined Tax Rolls

CITY OF ELK GROVE, CALIFORNIA

Legal Debt MarginFor the Last Ten Years Ended June 30,

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Outstanding Debt Obligations Currently, the only debt backed by the City’s General Fund is held by the Elk Grove Finance Authority, as shown in Fund 403. Other debt is held by Community Facilities Districts (CFDs) to provide facilities, such as roads and landscaping, to certain assessed properties within the City. The bonds issued by the Finance Authority to date have provided funding for the City Hall facility and a Special Waste Collection Facility that opened on April 23, 2014, to the general public. Information regarding the impact to operations the Special Waste Collection Facility is shown in Fund 506. In accordance with the debt policies outlined above, rate increases were adopted in 2010, and have since been adjusted, to fully fund both debt and operations at the facility. The following chart indicates the outstanding amounts on the Finance Authority’s debt:

Issue Principal Outstanding

EGFA 2010 Lease Revenue Bonds $10,090,000 EGFA 2007 Lease Revenue Bonds $12,110,000

Total $22,200,000 Other Obligations managed by the City, and shown in funds within this document include debt of various Community Facilities District (CFD’s) within the City. CFD’s are governed by the Mello-Roos act under California State law and are not obligations of the City. Repayment for the debt is backed solely by the values of properties within each CFDs boundaries. The City, as Administrator, annual levies special taxes on the properties in amounts sufficient to cover debt payments. In the event delinquency levels on individual parcels or district wide violate covenants of each individual debt issuance, the City will commence judicial foreclosure proceedings to secure the special taxes owed, as required by the Fiscal Agent Agreement for each issue.

CFD Issue(s) Fund Principal Outstanding

CFD 2002-1 East Franklin

EGFA Special Tax Revenue Bonds Series 2005 (East Franklin CFD 2002-1)

402

$49,150,000

CFD 2003-1 Poppy Ridge

EGFA Special Tax Revenue Bonds Series 2005 & 2006 (Poppy Ridge CFD 2003-1)

404 $42,005,000

CFD 2005-1 Laguna Ridge

City of Elk Grove Community Facilities District No. 2005-1 (Laguna Ridge) Special Tax Bonds, Series 2007

756

$64,525,000

Current debt has minimal impact on general operations. Debt Service is primarily funded by special taxes or fees dedicated and levied for the express purpose of delivering the capital facilities financed by the debt. The EGFA 2007 Lease Revenue Bonds were issued to fund acquisition and construction of municipal facilities. Of the $1,802,951 of debt service due in Fiscal Year 2015, $968,004 will be paid by fund 602 Facilities. This fund is an internal service fund that receives revenue from allocating its costs to the departments it serves. This $968,004 is the only external debt that the City holds whose funding source is operating funds.

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COMMUNITY PROFILE

City of Elk Grove Population – 159,074 Median Income - $82,784 Square Miles - 42.1

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COMMUNITY PROFILE

History

In 1850, Elk Grove was established as a hotel stop and a stop for the stage. It is located about 15 miles south of historic Sutter’s Fort and thus became a crossroads for business, entertainment, mail service and agriculture, and acted as home base for gold miners in nearby communities. After it played its part in the early gold rush and statehood history in California, a close-knit community evolved with a distinctly rural and western lifestyle. Despite its close proximity to California’s capital city, Elk Grove remained quietly independent of Sacramento’s growth and development as it expanded into adjoining countrywide areas until the 1980’s. Elk Grove had its start in agriculture and it is still a big part of the area’s economy today, with vineyards, dairy, cattle and row crops; but, now, there is also high technology, professional service, commercial and retail enterprises. Our community is located in the southern portion of Sacramento County and is halfway between Sacramento and Stockton, straddling Highway 99. It is within easy driving distance from both the Bay Area and Sierra Mountain resorts. Type of Government

The City of Elk Grove incorporated on July 1, 2000. We are a general law city and operate on the Manager-City Council type of governance. Elk Grove is in the 7th Congressional District, the 9th State Assembly District, the 6th State Senate District and the 5th County Supervisorial District. The current office holders and their term expirations are as follows: Name/Office Term Expiration

Gary Davis, Mayor 2014 James Cooper, Vice Mayor 2016 Steven Detrick, Councilmember 2016 Patrick Hume, Councilmember 2014 Robert Trigg, Councilmember 2014

Work…Play…Live in Elk Grove Elk Grove is the ideal city to start or raise a family. The City has many neighborhoods and homes to choose from that range from starter homes to ranch estates. Pick one that suits your lifestyle and gives your family room to grow. With a diverse population, plenty of entertainment and an award-winning school district, Elk Grove is an exciting city to work, play and live.

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COMMUNITY PROFILE

In Elk Grove, the City works together with the community to encourage education at all levels. From elementary and middle schools to colleges and universities, you’ll always find the educational facilities to suit your family’s needs. In fact, the Elk Grove Unified School District is the largest and one of the most renowned in Northern California. In addition to exemplary education, your family will also have access to more than 80 parks managed by the Cosumnes Community Services District, 500 acres of recreational amenities and more than 700 acres of trails, open space, and landscape corridors in the region. That means abundant space to enjoy life just the way you want.

If you thought that modern amenities didn’t go with time-honored charm, think again. Elk Grove is a great blend of historic architecture and the best in restaurants and shopping. With more than 70 local eateries and the finest in restaurants, breweries, cafes and more, you are sure to find something that’ll please your palette. But you don’t need to be a foodie to enjoy Elk Grove; even shoppers get to indulge in the City. Elk grove has a variety of big-name retail businesses as well as smaller, trendy, local boutiques. Enjoy an afternoon of shopping at some of the specialty stores and family-owned shops and businesses, or take a stroll back in time, through Old Town Elk grove, for a truly historic shopping and dining experience.

Elk Grove has everything in a place you’d want to call home – great medical facilities, quality education, mild climate, and a safe and vibrant community. Supporting Your Business Is Our Business – Elk Grove City Hall welcomes you to our flourishing business community. From cutting red tape and reducing fees to streamlining processes and introducing innovative incentive programs, we’re doing everything we can to make relocating or expanding your business a smoother and quicker process. Combine this with top-notch, personalized customer service, move-in ready office buildings, and access to the perfect work-life balance, and you’ll find it easier than ever to get your business up and running. The City of Elk Grove works to help established and new businesses prosper and flourish. With a population of more than 150,000, a large community of skilled professionals, award-winning schools, a growing medical community, well-designed office space, and local control of police services, Elk Grove is the perfect place to locate your business. Elk Grove welcomes all businesses with enthusiasm, and our amenities make the City all the more attractive. Two major freeways – Interstate 5 and State Route 99 pass through Elk Grove – providing easy access to highway transportation routes. Businesses and residences are located in an area served by a fiber-rich telecommunications infrastructure designed to deliver voice, data and video transmissions. Businesses, both big and small, can put down their roots and grow in Elk Grove. With a supportive government and an expanding market, doing business in Elk Grove is a pleasure.

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COMMUNITY PROFILE

More Amenities – More Access Whether you are moving to Elk Grove for business or pleasure, you’ll find everything you need right here. Elk Grove prides itself on a superior quality of life with award-winning schools, easy access to cultural amenities, a safe environment, great recreational options and excellent healthcare facilities. Centrally located between Highway 99 and Interstate 5, Elk Grove is easily accessible, and is served by two ports and access to rail lines. Additionally, it is only 4 miles south of Sacramento city limits, and close to the Sacramento International Airport. Public transportation in Elk Grove is provided by e-tran, an award-winning transit service. Elk Grove is a community where entrepreneurs can find a market that’s expanding opportunities by the day. Businesses have access to a skilled labor force, higher-than-average household incomes, and affordable office space. Medical research, healthcare, and development in Elk Grove have led to some of the best facilities in the region. In addition to providing job opportunities, hospitals and medical campuses provide top-notch health services to residents and businesses. Make your way to Elk Grove today and experience everything this dynamic City has to offer. From prospering businesses to a safe, clean and youthful community, Elk Grove has the conveniences of a big city with small town charm.

Top Employers Elk Grove Unified School District Apple Computer, Inc. Kaiser Permanente Methodist Hospital of Sacramento AllData

Cosumnes River College Wal-Mart Bimbo Bakeries, Inc. City of Elk Grove Elk Grove Bank of Stockton

Top 25 Sales Tax Producers Apple Bel Air Market Best Buy Chevron Elk Grove Dodge Chrysler Jeep Elk Grove Ford Elk Grove Honda Elk Grove Shell Elk Grove Toyota Grantline Arco Infiniti of Elk Grove Kohl’s Laguna 76 Lakeside AM PM

Lasher Acura M & M Fuels Maita Chevrolet Niello BMW Nissan of Elk Grove Ross Sheldon Road Chevron Target Toys R Us Wal Mart Walgreens

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RESOLUTION

RESOLUTION NO. 2014-

186

RESOLUTION

187

POSITION LISTING


1100 Council Assistant 5 5 5 01100 City Council Total 5 5 5 0


1200 Administrative Assistant 1 1 0 -11200 Assistant to the City Manager 1 1 0 -11200 Budget Analyst I 0 1 1 01200 Budget Manager 1 1 1 01200 City Manager 1 1 1 01200 Community Events & Projects Coordinator 1 1 1 01200 Deputy City Manager 0 0 1 11200 Economic Development Coordinator 1 1 1 01200 Economic Development Director 1 1 1 01200 Emergency Operations Manager 0 0 0 01200 Executive Administrative Assistant 0 0 1 11200 Graphic Designer 1 1 1 01200 Graphics Assistant-PT 0 0 0.5 0.51200 Public Affairs Manager 0 1 1 01200 Public Information Officer 1 0 0 01200 Sr. Customer Service Specialist 1 1 1 0

1200 City Manager Total 10 11 11.5 0.5


1300 Assistant City Attorney 1 2 2 01300 City Attorney 1 1 0 -11300 Deputy City Attorney II 1 0 0 01300 Executive Administrative Assistant 1 1 1 01300 Legal Assistant 1 1 1 0

1300 City Attorney Total 5 5 4 -1


1400 Assistant City Clerk 1 1 1 01400 City Clerk 1 1 1 01400 Deputy City Clerk/Records Manager 1 1 1 0

1400 City Clerk Total 3 3 3 0


1500 Accounting Manager 1 1 1 01500 Accounting Technician 3 3 3 01500 Administrative Analyst 1 1 1 01500 Administrative Assistant 0 0 1 11500 Customer Service Specialist 1 1 1 01500 Finance Analyst 1 0 0 01500 Finance Analyst I 0 1 2 11500 Finance Analyst II 0 1 0 -11500 Director of Finance & Admin Services 1 1 1 01500 Payroll Technician 1 1 1 01500 Purchasing Agent 1 1 1 01500 Purchasing Manager 1 1 1 01500 Sr. Customer Service Specialist 1 1 1 01500 Sr. Administrative Assistant 1 1 0 -11500 Sr. Accountant 1 1 1 0

1500 Finance Total 14 15 15 0

188

POSITION LISTING


1600 Management Analyst 1 0 0 01600 Human Resources Director 1 1 0 -11600 Human Resources Manager 0 0 1 11600 Human Resource Specialist 1 1 1 01600 Sr. Administrative Assistant 1 1 1 01600 Sr. Management Analyst 0 1 1 0

1600 Human Resources Total 4 4 4 0

Authorized

Position FY2013 FY2014 FY2015 ChangePolice Chief 1 1 1 0Captains 2 2 2 0Captain 0 0 0 0Lieutenants 7 7 7 0Sergeants 18 18 18 0Police Officers 102.5 102.5 103.5 1

Total Sworn 130.5 130.5 131.5 1


Police (continued) Administrative Assistant 6 5 5 0Animal Services Officer 4 4 4 0Animal Services Supervisor 1 1 1 0Community Services Officer 11 11 11 0Crime Analyst 1 1 1 0Crime Prevention Specialist 1 1 1 0Customer Service Specialist 1 1 1 0Dispatcher 18 18 18 0Dispatch Manager 0 1 1 0Dispatch Supervisor 3 3 3 0Emergency Operations Manager 1 1 0 -1Forensic Investigator 3 3 3 0IT Analyst 1 1 1 0IT Manager 1 1 1 0Management Analyst 1 1 0 -1Police Administrative Manager 1 1 1 0Policy Equipment/SupplyTechnician 1 1 1 0Police Records Manager 1 1 1 0Police Records Supervisor 1 1 1 0Police Records Technician 8 8 8 0Police Services Analyst 1 1 1 0Police Support Services Manager 1 1 1 0Police Volunteer Coordinator 1 1 1 0Property & Evidence Manager 1 1 1 0Property & Evidence Tech 2 2 2 0Security Officer 2 2 2 0Sr. Administrative Assistant 2 3 3 0Sr. IT Analyst 3 3 3 0Sr. Management Analyst 0 0 1 1

Subtotal Non-Sworn 78 79 78 -1Police Total 208.5 209.5 209.5 0.0

189

POSITION LISTING


3110 Assistant City Manager 1 1 1 03110 Accounting Technician 1 1 1 03110 Compliance Review Analyst 0 1 1 03110 Finance Analyst II 1 1 0.5 -0.53110 Management Analyst 1 1 1 0

295 Development Services Total 4 5 4.5 -0.5


3120 Administrative Assistant 1 1 1 03120 Housing Program Manager 1 1 1 03120 Planning Director 1 1 1 0

3120 Development Svcs/Planning Total 3 3 3 0


3130 Administrative Assistant 1 1 1 03130 Building Official 1 1 1 03130 Permit Processing Coordinator 1 1 1 0

3130 Development Svcs/Building Total 3 3 3 0


3540 Administrative Assistant 1 1 1 03540 Code Enforcement Field Officer 6 4 4 03540 Code Enforcement Manager 1 1 1 03540 Customer Service Specialist 1 1 1 03540 Sr. Code Enforcement Officer 0 2 2 0

3540 Code Enforcement Total 9 9 9 0


295 /503 Contract Manager #1 1 1 1 0256 /294 Contract Manager #2 1 1 1 0

221 Contract Manager #3 1 1 1 0Civil Engineer 0 1 1 0Finance Analyst I 0 1 1 0

4100 Public Works Director 1 1 1 04100 Sr. Administrative Assistant 1 1 1 0

4100 Development Svcs/Public Works Total 5 7 7 0


501 Integrated Waste Coordinator 2 2 2 0501 Integrated Waste Manager 1 1 1 0501 Waste and Recycling Technician 1 1 1 0

501/502 Integrated Waste Total 4 4 4 0


1560 Accounting Manager 1 1 0 -11560 Customer Service Specialist 3 3 4 11560 Revenue Manager 0 0 1 11560 Sr. Customer Service Specialist 1 1 0 -1

1560 Utility Billing Total 5 5 5 0

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POSITION LISTING


511 Administrative Assistant 1 1 1 0511 Customer Service Specialist 0 0 1 1511 Management Analyst 0 0 0 0511 Transit Services Planner 2 2 2 0511 Transit System Manager 1 1 1 0

511 Transit Total 4 4 5 1


601 Risk Analyst 1 1 1 0601 Risk Management Total 1 1 1 0


1843 Administrative Assistant 1 1 0 -11810/ 1843 Facilities and Fleet Manager 1 1 1 0

1810 Facilities Technician 1 1 1 01810 Facilities Technician part-time 0.4 0.4 0.4 01810 Receptionist 1 1 1 01843 Sr. Administrative Assistant 0 0 1 1

602 Facilities and Fleet 4.4 4.4 4.4 0


603 IT Administrator 1 1 1 0603 Sr. IT Analyst 1 1 1 0603 IT Technician 1 1 1 0603 Network Engineer 1 1 1 0603 Graphic Designer 1 0 0 0

603 Information Technology Total 5 4 4 0

Total City Employees 296.9 301.9 301.9 0.0

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GLOSSARY OF TERMS

ACCRUAL BASIS – Sometimes called “full accrual” basis. A basis of accounting in which revenues are recognized when earned regardless of when they are received, and expenses are recorded at the time the liability is incurred, regardless of when it is paid. ACCUMULATED DEPRECIATION – The amount of depreciation that has accumulated to date during the existing useful life of City assets. ADOPTED BUDGET – The City Council approved annual budget establishing the legal authority for the expenditure of funds as set forth in the budget resolution adopted by Council. ADJUSTED APPROPRIATIONS – Total appropriations minus appropriations for one time activity, debt service and non-operating transfers to other funds. APPROPRIATION – An authorization by the City Council to make expenditures and to incur obligations for a specific purpose. An appropriation is usually limited in amount as to the time when it may be expended. APPROPRIATION RESOLUTION – The official enactment by a legislative body establishing the legal authority for officials to obligate and expend resources. ASSESSED VALUATION – A dollar value placed on real estate or other property by Sacramento County as a basis for levying property taxes. ASSESSMENT DISTRICT – Not a separate government entity, but rather a defined area of land that will benefit from the acquisition, construction, or maintenance of a public improvement. AUDIT – A systematic collection of sufficient and competent evidential matter needed to attest to the fairness of management’s assertions in the financial statements, or to evaluate whether management has efficiently and effectively carried out its responsibility. BALANCED BUDGET - The total sum of revenues budgeted equal the total amount of the expenditures budgeted. BEGINNING/ENDING FUND BALANCE – Appropriated resources available in a fund from the prior/current year after payment of the prior/current year’s expenses. This is not necessarily cash on hand. BOND – A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specified date or dates in the future together with periodic interest at a special rate. BUDGET – A plan of financial operation listing an estimate of proposed applications or expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council. BUDGET CALENDAR – A schedule of key dates and milestones that a government follows in the preparation and adoption of the budget. BUDGET MESSAGE – Included in the opening section of the budget, the Budget Message provides the Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager. CAPITAL EXPENDITURES - Expenditures which result in acquisitions of or addition to fixed assets - including furniture, vehicles, machinery and equipment - and the costs necessary to place the capital item into service.

192

GLOSSARY OF TERMS

CAPITAL IMPROVEMENT – A permanent addition to the City’s assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of the same. CAPITAL IMPROVEMENT PROGRAM (CIP) – A financial plan of proposed capital improvement projects with single and multiple-year capital expenditures. This program plans for five years and is updated annually. CAPITAL OUTLAY – A budget category which budgets all equipment having a unit cost of more than $5,000 and an estimated useful life of over one year. Capital outlay is budgeted in the operating budget. CERTIFICATES OF PARTICIPATION – Form of lease-purchase financing used to construct or acquire capital facilities and equipment. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) – A federal grant that aims to develop viable urban communities by providing decent housing, a suitable living environment, and expanded opportunities for persons of low and moderate income. The City of Elk Grove receives an annual CDBG entitlement from the U.S. Department of Housing and Urban Development. DEBT SERVICE – Payment of the principal and interest on an obligation resulting from the issuance of bonds or notes. DEFICIT – An excess of expenditures or expenses over resources. DEPARTMENT – A major organizational unit of the City that has been assigned overall management responsibility for an operation or a group of related operations within a functional area. DEPRECIATION – The decrease in value of physical assets due to use and the passage of time. DEVELOPMENT IMPACT FEE – Fees placed on the development of land or conditions required for the approval of a development project such as the donation (dedication or exaction) of certain land (or money) to specific public uses. The fees are typically justified as an offset to the future impact that development will have on existing infrastructure. ENCUMBRANCES – A legal obligation to pay funds for an expenditure that has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated. ENTERPRISE FUNDS – This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) for providing goods or services to the general public be financed or recovered primarily through the user charges; or (b) the City or an outside grantor agency has determined that a periodic determination of revenues earned, expenses, and net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City has established the following enterprise funds: water, sewer, solid waste, transit, and recreation. EXPENDITURE – The outflow of funds paid or to be paid for an asset or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure; an encumbrance reserves funds to be expended. FIDUCIARY FUNDS - Used to report assets held in a trustee or agency capacity for others. FISCAL YEAR (FY) – A 12-month period of time to which the budget applies. The City of Elk Grove’s fiscal year is July 1 through June 30. FULL-TIME EQUIVALENT (FTE) – The decimal equivalent of a part-time position converted to a full-time base (i.e., one person working half time would equate to 0.5 FTE).

193

GLOSSARY OF TERMS

FUND – An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. The seven generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency. FUND BALANCE – The amount of financial resources available for use. Generally, this represents the detail of all the annual operating surpluses and deficits since the fund’s inception. Also known as the financial position, fund balance is the excess of assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing issues. GANN APPROPRIATIONS LIMIT – This term refers to Article XIIIB of the California State Constitution that places limits on the amount of proceeds from taxes that state and local governmental agencies can receive and spend each year. GAS TAX – Administered by the State Board of Equalization (SBOE), this is a per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) – Uniform minimum standards and guidelines for financial accounting and reporting. GENERAL FUND – The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. Examples of departments financed by the General Fund include the City Council, City Manager’s Office, Police, Fire, Personnel, Attorney’s Office, Finance, and others. GENERAL PLAN – California State law requires each City to adopt a General Plan that describes the direction the City will take concerning its future development. GOAL – The desired result of accomplishments within a given time frame. GOVERNMENTAL FUNDS - Funds used to account for tax-supported activities. GRANT – Contribution or gift or cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. HTE – The City’s primary financial, community development, and public safety software vendor. INFRASTRUCTURE – Facilities on which the continuance and growth of the community depend on, such as roads, water lines, sewers, public buildings, etc. INTER-FUND TRANSFERS – Monies moved from one fund to another. The money is transferred to finance the operations of another fund or to reimburse the fund for expenses. INTERNAL SERVICE FUND – Funds established to account for the financing of goods or services provided by one department for other departments within the City on a cost reimbursement basis. LANDSCAPE AND LIGHTING DISTRICT – An assessment district that is formed for the maintenance of landscaping and street light improvements. MEASURE A – Sacramento County voters approved a ½ cent sales tax funding source in the late 1980’s to fund specific transportation projects.

194

GLOSSARY OF TERMS

MELLO ROOS DISTRICT – The formation of a special tax district for the installation and maintenance of public improvements. MODIFIED ACCRUAL – An adaptation of the accrual basis of accounting for governmental fund types. Revenues and other financing resources are recognized when they become available to finance expenditures for the current period. Expenditures are recognized when the fund liability is incurred. MOTOR VEHICLE IN-LIEU – A State vehicle fee imposed on motorists for the privilege of operating a motor vehicle on the public highways. It is imposed “in-lieu” of a local property tax. MUNICIPAL CODE – A book that contains City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, zoning, building, etc. OBJECTIVES – The necessary steps that need to be accomplished to achieve a desired goal. OPERATING BUDGET – Annual appropriation of funds for on-going program costs, including salaries and benefits, services and supplies, debt service and capital outlay. OPERATING EXPENSES – Expenditures for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in program inventories. ORDINANCE – A formal legislative enactment by the City Council. It is the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than a resolution. PERFORMANCE MEASURES – Performance measures are an important component of decision making, and at a minimum they should be based on program goals and objectives, measure program results or accomplishments, provide for comparisons over time, measure efficiency and effectiveness, and be reliable, verifiable, and understandable. PROPERTY TAX – Property tax is imposed on real property (land and permanently attached improvements such as building) and tangible personal property located within the City. PROPOSED BUDGET – This refers to the status of an annual budget which has been submitted by the City Manager and is pending public review and City Council adoption. REDEVELOPMENT AGENCY (RDA) – A separate legal entity charged with the responsibility for elimination of blight through the process of redevelopment. REIMBURSEMENT – The payment of an amount remitted on behalf of another party, department, or fund. RESERVE – An account used to record a portion of the fund’s balance that is legally restricted for a specific purpose and is, therefore, not available for general appropriation. RESOLUTION – A special order of the City Council which has a lower legal standing than an ordinance. RETAINED EARNINGS – An equity account reflecting the accumulated earnings of an enterprise or internal service fund. REVENUE – Amount received for taxes, fees, permits, licenses, interest, and intergovernmental sources during the fiscal year. REVENUE BONDS – A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities.

195

GLOSSARY OF TERMS

SALARIES AND BENEFITS – A budget category that generally accounts for full-time and temporary employees, overtime, and all employee benefits, such as medical, dental, and retirement. SPECIAL ASSESSMENT – A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. SPECIAL REVENUE FUND – A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. STAFFING – A budget category which generally accounts for full-time and temporary employees. TAXES – Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. TRANSIENT OCCUPANCY TAX (TOT) – A tax imposed on travelers who stay in temporary lodging facilities within the City. Also referred to as a Hotel/Motel Tax.

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