C i ty o f C o n c o rd , C al i f o rn i a
23 -
2022
Y
F
●
22
-
21 0 Proposed Biennial 2
Y Operating Budget
F
City Council Prepared By Tim McGallian, Mayor Valerie J. Barone, Dominic Aliano, Vice Mayor City Manager Edi Birsan Laura Hoffmeister Carlyn Obringer www.cityofconcord.org
This page intentionally left blank Table of Contents
This page intentionally left blank T A B L E OF C O N T E N T S
INTRODUCTION Principal Officers ...... III Mission Statement, Vision and Organizational Values ...... IV Corporate Goals ...... VI FY 2021-22 and FY 2022-23 Council Adopted Priority Focus Areas ...... VII
CITY ORGANIZATION AND PROGRAMS City Organization and Program Charts ...... 1 Comparative Summary of Authorized Full-Time Positions ...... 13 Area Map ...... 14 An Early History of Concord ...... 15 Location of City of Concord Offices ...... 17 Budget Appropriation Transfer Controls ...... 18 Budget and Fiscal Policies ...... 22
GENERAL FUND LONG-RANGE FORECAST Long-Range Forecast Introduction and Assumptions ...... 30 Long-Range Forecast FY2021-22 to FY2039-40 ...... 32 Measure V Ten Year Projection ...... 35 Pavilion Fund Ten Year Projection ...... 36 General Fund Operating Expenditures for Years Ending June 30, 2022 & 2023……………37 General Fund Expenditures by Program for Years Ending June 30, 2022 & 2023 ...... 39 Comparison of Expenditures by Department…………………………………………………….40 Major Tax Revenue by Type ...... 42 Comparison of Tax Revenue by Source ...... 43 Comparison of Revenue by Source ...... 45 Summary of General Fund Budgets, Population, and Assessed Values ...... 48
SUMMARY BY FUND & DEPARTMENT Accounting Basis & Program Structure ...... 51 Fund Structure Description ...... 52 Fund Balance Summary by Fund for Years Ending June 30, 2022 & 2023 ...... 54 Total Net Budgetary Uses ...... 56 Revenue Summary by Fund for Years Ending June 30, 2022 & 2023 ...... 60 Expenditure Summary by Fund for Years Ending June 30, 2022 & 2023 ...... 62 Departmental Budget Summaries by Department (All Funding Sources) ...... 65 General Fund & Enterprise Funds Operating Budgets ...... 75
DETAIL OF DEPARTMENTAL BUDGETS City Attorney ...... 78 Community Development ...... 86 Economic Development & Base Reuse ...... 120 Finance ...... 130 Human Resources ...... 140 Information Technology ...... 153 Office of the City Manager ...... 163 Parks and Recreation ...... 175 Police ...... 198 Public Works ...... 225
I
T A B L E OF C O N T E N T S (Continued)
SPECIAL REVENUE FUNDS Description and Funds Summary ...... 259 Revenue/Expenditure Summary – Special Revenue Funds ...... 261 State Gas Tax Ten Year Projection ...... 267 Housing & Community Services ...... 268 Maintenance Districts………………………………………………………………………………270 Street Lighting Ten Year Projection ...... 272 Downtown Landscape Ten Year Projection ...... 273 Pine Hollow Landscape Ten Year Projection ...... 274 Landscape & Lighting District No. 3 Ten Year Projection ...... 275 Storm Water Management Ten Year Projection ...... 276
DEBT SERVICE FUNDS ...... 281
CAPITAL PROJECTS Description and Funds Summary ...... 289 Revenue/Expenditure Summary - Capital Projects Funds ...... 290 Ten Year Projections ...... 294
ENTERPRISE FUNDS Description ...... 302 Diablo Creek Golf Course Ten Year Projection ...... 303 Sewer Ten Year Projection ...... 306
INTERNAL SERVICE FUNDS Description ...... 313 Building Maintenance Ten Year Projections ...... 314 Fleet Ten Year Projections ...... 315 Information Technology Ten Year Projections ...... 316 Post-Retirement Healthcare Benefits Ten Year Projection ...... 318 Liability Fund Ten Year Projection ...... 319 Workers’ Compensation Ten Year Projection ...... 320
FIDUCIARY FUNDS ...... 325
AUTHORIZED POSITIONS BY DEPARTMENT AND CLASSIFICATION Full-Time ...... 330
GLOSSARY OF TERMS ...... 337
II
Introduction
This page intentionally left blank Mayor
HONORABLE TIM MCGALLIAN
Vice Mayor
DOMINIC ALIANO
City Council Members
EDI E. BIRSAN LAURA M. HOFFMEISTER CARLYN OBRINGER
City Clerk City Treasurer JOELLE FOCKLER PATTI BARSOTTI
City Manager
VALERIE J. BARONE
Mark Bustillos ...... Chief of Police
Susanne Brown ...... City Attorney
Andrea Ouse ...... Director of Community Development
Guy Bjerke ...... Director of Economic Development and Base Reuse
Karan Reid ...... Director of Finance
Jasmin Loi ...... Director of Human Resources
Greg Taylor ...... Director of Information Technology
Steve Voorhies ...... Director of Parks and Recreation
Justin Ezell ...... Director of Public Works
III Mission Statement for the Organization
Our mission is to join with our community to make Concord a city of the highest quality. We do this by providing responsive, cost-effective, and innovative local government services.
Our Vision for the Future
• We will be a customer based, performance driven, results oriented organization, focused on finding the answer, solving the problem, and achieving positive outcomes. • We will partner with the Concord community to maximize resources, deliver high quality services, and be recognized as setting the standard for excellence. • We will be trustworthy guardians of the public's resources. • We will make Concord a premier business location. • We will collaborate to provide "seamless" services that benefit both our external and internal customers, streamlining our work processes and removing barriers wherever they arise. • We will accept the challenge of change and be committed to continually enhancing the safety, environment, quality of life, and economic vitality of our community. • We will constantly look for new and better ways to deliver services. We will seek to be innovative, take reasonable risks, learn from our mistakes and always strive for excellence. • We will welcome diversity in our community and our work place. • We will conduct our work in an atmosphere of trust, respect and courtesy with open doors and open communication for our customers and each other. • We will provide ethical, dynamic and effective leadership, establish clear direction and priorities, and model the mission and values in support of our common Vision. • We will be accountable for our performance and our organization's success, and be recognized for our achievements.
IV Organizational Values
Integrity and Trust - We say what we mean and mean what we say. We honor our word and keep our commitments. We are worthy of the public's and each other's trust.
Commitment to Service - We put our customers first. We respond to our internal customers and treat them with the same courtesy and respect as our external customers. We facilitate, enable, and problem-solve.
Partnerships - We place a high value on building partnerships with members of our community to assure we understand their needs and continue to deliver the services they desire in the most effective manner possible.
Innovation and Continuous Improvement - We strive for excellence in the quality and productivity of our work. We create a work environment in which we look for new solutions and experiment with innovative ways to do things - even if they don't always work the first time. We recognize the need to be dynamic in meeting the community's changing needs. Each and every employee is given the opportunity to develop and grow.
Performance Accountability - We set measurable performance goals which support the priorities of the City and our individual work groups. We are given the necessary authority, training and resources to enable us to achieve these goals. Performance reviews are conducted in a timely and effective manner. Employee advancement and other incentives are based on performance. We are proud of the professionalism, competency and dedication that exist throughout the organization.
Long Range Planning - We conduct long range strategic and financial planning to maximize service delivery and build the economic stability of the City. We practice sound fiscal management to protect the public's resources.
Team Work - We respect each other as individuals, and we take the time and effort to show it. Although certain positions have more decision-making authority, we treat all members of the organization with the same consideration for their ideas and concerns. We really listen to, and give each other honest feedback. We recognize partnerships among work groups and employees as essential to effectively maximizing resources and delivering high quality services.
Individual Worth and Diversity - We recognize and appreciate the uniqueness of each individual. We value the contribution made and the synergy created by different experiences and perspectives. We are committed to treating each and every person within the organization and the larger community with respect and dignity.
V Corporate Goals
Goal 1 Continue to make Concord a desirable place to live, work, and raise a family. Goal 2 Be responsive to the needs of Concord citizens, maintain a high level of customer satisfaction, and provide quality public information and outreach. Goal 3 Promote and improve Concord as a premier location for existing, expanding, and new businesses. Goal 4 Ensure a balanced budget for a ten-year planning period with adequate replacement funds for buildings and equipment. 151 Goal 5 Preserve and enhance the livability of Concord's residential neighborhoods with opportunities for a broad range of housing options. Goal 6 Offer an array of recreation, leisure, and cultural events and programs to meet the needs of citizens of all ages, with an emphasis on the well-being of youth. Goal 7 Maintain a safe and efficient traffic circulation system. Goal 8 Have Concord be among the safest cities of comparable size in California and have citizens feel safe in their homes, places of work, and throughout the City. Goal 9 Maintain City parks, recreation facilities, streets, buildings, and other infrastructure to meet high standards of condition and appearance. Goal 10 Guide Concord's development according to the General Plan and manage physical resources based on sound environmental principles.
VI FY 2021-22 and FY 2022-23 Council Adopted Priority Focus Areas
Since 2013, the City Council has adopted priority areas of focus as part of preparing its budget. The use of priority focus areas has proved to be very successful, allowing the City to manage its resource allocation to achieve Council’s highest priority objectives.
At Council’s annual priority setting workshop held in February 2021, council determined its main priorities for FYs 2021-22 and 2022-23. Council determined that the existing priorities related to fiscal stability, economic development, quality of life, public safety, roadway maintenance, customer service and being a desirable workplace continue to be important in Concord. The Council further refined the organizations focus for the first fiscal year by establishing three Tier 1 priorities and one Tier 2 priority, listed below (FY 2022-23’s Tier 1 priorities will be established by Council in the spring of 2022). Work on all of the Tier 1 priorities below is in process or implemented. Staff anticipates that the Tier 2 goal related to stronger tobacco controls will be initiated by staff mid-year through our upcoming fiscal year.
Tier 1 Concord Naval Weapons Station Rollout of CORE and MHET pilot programs Federal COVID-19 Relief Funding
o Pandemic recovery/economic development/housing stabilization Tier 2 Tobacco (increased controls, licensing, flavored tobacco ban, enforcement)
VII City Organization & Programs
This page intentionally left blank City Organization and Programs
Our mission is to join with our community to make Concord a city of the highest quality. We do this by providing responsive, cost-effective, and
innovative local government services.
1 2
The People of the City of Concord
Appointive Advisory Boards, Committees or Commissions City Treasurer City Council Deposits Mayor and Four Council Members Investments
City Attorney
Claims Processing City Manager Legal Council to City Council, Commissions, Committees, City Management, City Departments and City Staff Litigation and Liability Defense Municipal Code Violation Prosecution Ordinances, Resolutions, Contracts
Assistant City Manager
Community Economic Development Parks & Police Public Works Finance Human Information Office of the Development & Base Reuse Recreation Resources Technology City Manager
Citywide Streetlight City Boundaries Aquatics Assessment District & Parcel Ownership Conveyance Strategies Traffic Signals Employee Services Land Management Budget & Financial Camp Concord Geospatial Analytics Base Management Planning Affordable Housing Facility Maintenance & Benefits Administration GIS Data Layers City Clerk/ Programs Facility Operations & Field Operations Custodial Services Street Addressing Economic Development City Treasury Classification & Administrative Programs Programs Building Internal Operations Fleet Management Compensation Help Desktop Support Services Disbursements Golf Course Enterprise Web Sites Financial Feasibility Employee Relations City Council Support Engineering Agreements Investigations Graffiti Removal Client-side Security Professional Standards Financial Analysis & Technology Training Fiscal Sustainability Reporting Labor Relations Community Relations Multi-Family Rental Pavilion Management & Landscape & Lighting Inspections Volunteer Emergency Assessment Districts Enterprise Public Outreach Operations Agreement Services Purchasing & Materials Organizational Training Applications & Data Document Imaging/ Management Planning Parks Services & Development Bases Records Management Redevelopment Senior & Special Recreation Services Administration Application & Data Base Successor Agency Revenue Generation Transportation Sewer Enterprise Recruitment & Selection Security Adult Sports & Events Project Management Reuse Planning Street Maintenance, Lease Management Safety & Workers Office (PMO) Compensation Youth & Teen Programs Signs & Markings Network Services Street Sweeping Telephone Services Commission on Aging Voice Mail Services Traffic Operations Radio/Wireless Board of Appeals Concord Pavilion Communications Network Security Design Review Board Community Outreach Measure V Oversight Committee Committee Planning Commission Parks, Recreation & Open Space Commission
The City of Concord has a City Council/City Manger form of government. Five Council Members and the City Treasurer are elected. The Council appoints the City Manager and the City Attorney. The City Manager appoints the City Clerk and department heads and hires employees to carry out program services. The City Council appoints qualified citizens from the community to serve on advisory boards and commissions. City Attorney’s Office City Attorney
Full-time Staff = 4
1 Executive Legal Secretary
Legal Services
Claims Processing
Advice and Legal Counsel to City Council, Commissions, Committees, City Management, City Departments, and City Staff
Litigation and Liability Defense
Local Reuse Authority Representation
Manage Risk Management/General Liability Internal Service Fund
Municipal Code Violation Prosecution
Advise on Disposition and Development of City and Former Successor Agency Properties
2 Senior Assistant City Attorneys
3 Community Development Department Director of Community Development Planning Commission
Design Review Board Full-time Staff = 49 Part-time Staff = .48 Zoning Administrator
Community Services 1 Administrative Commission Coordinator
Bicycle & Pedestrian Board of Appeals Advisory Committee
Planning Transportation Building Engineering and Housing
Community Services Development Review Current Development Capital Improvement Engineering Program General Plan Building Inspection Traffic Operations Development & Transportation Planning & Implementation Community Development Plan Review Administration Block Grant (CDBG) Development Inspection Land Use, Policy Administration Building Code Development and Enforcement Citizen’s Request Development Review Transportation Grants & Analysis Housing Rehab Program ADA Compliance Funding Encroachment & Grading Multi-Family Housing Permit Inspections Sustainability Inspection Regional Transportation CCC Sanitary District CIP and Concord/Pleasant Hill Plant Operations & Coordination Encroachment Permit Health Care District Administration CRP Specific Plan and Permit Administration Review CEQA Affordable Housing Contract Administration Flood Zone Regulations Programs Design, Construction & Grading Permit Review Inspection Public Improvement Plan Review 1 Planning Manager Grant Program Sewer Permits Mitigation Monitoring 3 Principal Planners 1 Chief Building Official 1 Transportation Manager 1 CDBG Program & Housing 2 Plan Check Engineers Storm Water Administration 2 Senior Planners Manager 1 Building Inspection 2 Transportation Program Supervisor Managers II Subdivision Map Review 1 Associate Planner 1 Housing Program Analyst 1 Sr. Building Inspector 6 Building Inspectors 1 Assistant Planner .48 Admin Support 2 Permit Technicians III (FTE Part-time) 1 Permit Technician II .5 City Engineer 1 Administrative 1 Permit Technician I 1 Sr. Civil Engineer .5 City Engineer Coordinator 1 Admin Clerk II 1 Assistant Engineer 1 Sr. Civil Engineer 1 Construction Inspector 4 Associate Civil Engineers Supervisor 1 Administrative Analyst 3 Construction Inspectors 1 Administrative Secretary 4 1 Permit Technician III 1 Administrative Clerk II 1 Permit Technician II Economic Development & Base Reuse Director, Economic Development & Base Reuse
Full-time Staff = 4
Successor Agency Oversight Board
Economic Development Local Reuse Authority
Conveyance Strategies
Financial Feasibility
Economic Development Programs Fiscal Sustainability
Redevelopment Successor Agency Public Outreach
Reuse Planning
Base Management
1 Business Development Manager 1 Executive Secretary 1 Economic Development Specialist
5 Finance Director of Finance
Full-time Staff = 19
City Treasurer
Financial Operations Purchasing & Materials Budget & Financial Planning Treasury Management
Accounts Receivable Accounting Long-Range Financial Forecast Assessment District Accounts Payable Administration Procurement Card Program Capital Improvement Program Financial Reporting (CIP) Bond Service Program Public Project Procurement Grants Financial Analysis Business License/Permits Surplus Property Storage & Payroll Disposal Operating Budget Investments
Lease Management 2 Account Clerk III Revenue Collection 2 Accountant II Small Claims Administration 1 Financial Operations Manager
1 Payroll Specialist 2 Account Clerk III 1 Account Clerk II 1 Budget Analyst 1 Payroll Technician 1 Revenue Generation Team 1 Purchasing Agent 1 Budget Officer 1 Accounts Payable Leader Team Leader 1 Senior Financial Analyst 1 Accounting Supervisor
.5 Admin Support (FTE Part-time) 6 Human Resources Director of Human Resources
Full‐time Staff = 8
Personnel Board Retirement Board
Human Resources Worker’s Compensation Administration Org Training & Development Benefits Administration Classification/Compensation Recruitment/Selection
Worker’s Compensation Safety Employee & Retiree Benefits Classification & Compensation Organizational Training & Development Leave Administration Manage & Administer CCRS Employee Services Recruitment/Selection Reasonable Job Wellness Accommodation/ Disability Interactive
1 Senior Human Resource Analyst 1 Human Resources Analyst II 1 Human Resources Analyst II 1 Senior Human Resources Analyst 1 Human Resources Technician II 1 Human Resources Technician II 1 Human Resources Specialist (vacant)
7 Information Technology Director of Information Technology
Full-time Staff = 13 Managed Services Positions= 4
Administration Public Safety and Major Projects Division Customer Service Division Network Infrastructure Division
Budget Development and Financial Analysis
Coordination and Tracking of City End User Computing Support (Service Desk, Issue Council Authorizations for Resolution, Service Requests, Computers, Laptops, Physical Security and Video Systems Department Printers, Copiers) Support Department Administrative Services Police Department Information Technology Systems GIS Strategic Plan Implementation, Parcel Business Continuity and and Records Keeping and City of Clayton Police Department Support Maintenance, Storm and Wastewater Mapping and Disaster Recovery (Radios, MDC’s, Body Worn and Dash Cameras, Analysis, Land and Asset Management Internal Service Fund CLETS and DOJ Compliance) Internet, Wi-Fi, Wide Area and Local Administration and Plans Enterprise Application Administration, Database Area Network Administration Major Projects and Lifecycle Management Administration and PCI Compliance Vendor Coordination and Accounts (Ideation, Scope Definition, Requirements, Server, Storage and Network Payable Sourcing, Procurement, Delivery) Website Design, Administration and Development Provisioning Services Vendor Contract Administration Telephone and Mobil Device Support Data Retention Citywide Computer Training Program Administration
Strategic Planning
1 IT Manager
1 Systems and Programming Manager 1 IT Manager 1 IT Manager 1 GIS Manager 1 Systems Manger 1 Sr. Systems Analyst 1 Program Assistant 3 Programmer Analysts 1 Managed Services Engineer 1 Sr. Programmer Analyst 1 Managed Services Manager 1 Managed Services Technician 1 Managed Services Technician
8 Office of the City Manager City Manager
Full-time Staff = 7
1 Executive Assistant Council/City Manager
Assistant City Manager
Measure V Committee
City Clerk/Administrative Community Relations City Council/ Services City Manager’s Office
Bid Openings Boards & Commissions Administration Cable Television Campaign Disclosure Filing Liaison / Customer Service Budget Management Citywide Records Management Contracts/Agreements Processing City Publications Resident Complaint Intervention Council Agenda Packet Mailings Council Committee System City Website Content Management Council Correspondence Council Meeting Notification Council Minute Preparation Community Relations Event Coordination/Ceremonies Document Imaging Elections Employee Communication Interdepartmental Coordination Historical Action Tracking/Research Legal Notices Government Access Programming Legislative Advocacy Mail Services Oaths of Office Intranet Content Management Long Range Planning Proclamations Public Records Media Relations Organizational Initiatives Public Information Resolutions & Ordinances Video Services Sister City Program
1 City Clerk
1 Deputy City Clerk 1 Community Relations Manager
1 Administrative Clerk II .68 Video Technician 0.38 Intern 1 Administrative Secretary
*Includes City Council (5): Mayor, Vice Mayor, and three Councilmembers 9 Parks & Recreation Director of Parks & Recreation
Full-time Staff = 13
Parks, Recreation & Open Space Commission
Concord Pavilion Community Outreach Committee
Commission on Aging
Recreation Programs and Services Diablo Creek Golf Course & Concord Pavilion Management
Adult Sports
Aquatics
Athletic Fields and Picnic Site Administration
Camp Concord Administration
Centre Concord Golf Course Concession Services Agreement
Lease / Management Agreements Golf Professional Services Agreement
Recreation / Enrichment Classes Golf Course Maintenance Agreement
Senior Center Concord Pavilion Management Agreement
Special Events
Willow Pass Community Center
Youth and Teen
1 Director of Parks and Recreation 1 Camp Director (Contractual) 6 Recreation Program Coordinators 4 Recreation Program Managers 1 Administrative Coordinator 2.80 Camp Specialists (FTE Part-time) 27.97 Recreation Specialist (FTE Part-time) 10 Police Chief of Police 1 Executive Secretary Full-time Staff = 185
Administration & 1 Administrative Field Operations Internal Operations Administration Investigations Investigations Secretary 1 Captain 1 Administrative Services Manager 1 Captain
Operations Command 1 Lieutenant 1 Lieutenant 5 Lieutenants Emergency/Volunteer Services 1 Program Manager
District Command & Code Enforcement Jail Administrative Training Community Impact Internal Operations Communications Records Services Desk Community Action & Violence Team (CIT) Major Crimes Unit Special Victims Unit Financial Crimes Unit Intelligence Unit Awaremess Suppression Unit (MCU) (SVU) (FCU) (VSU)
Budget & Purchasing POST Training Public Information Finance In Service Dispatch Records Southern Command Detention Management 1 Corporal Diagnostic Warrants Valley Command Volunteers 1 Sergeant Alarms Boards Community Impact Team 3 Code Enforcement Officers 1 Sergeant 1 Recycling Theft 1 Sergeant 3 Lead Dispatchers 1 Records Manager 1 Administrative Secretary 1 Sergeant 1 Sergeant 1 Sergeant 1 Senior Crime & Prevention Specialist 14 Dispatcher II 5 Records Clerk III 1 Sergeant Office of Emergency Services Intelligence Analyst 1 Sergeants 3 Community Service (2 P/T) 8 Detectives 6 Detectives 5 Detectives 6 Detectives 3 Officers Officers (CSO) 1 MHET Officer
Building & Research & Professional Standards Maintenance Development Community Emergency Response Team (CERT)
1 Research & Development 1 Sergeant Building Maintenance Equipment Officer ** Evidence Control Unit Patrol Special Enforcement Traffic Bureau & Special (ECU) Team Events
2 Community Service Officers (CSO) Parking Enforcement Field Training Program Taxi Corporal Program 1 P/T 1 Sergeant Tows K9 6 Officers Vehicle Abatement Selective Enforcement Cadets Special Events
1 Sergeant 5 Officers 6 Sergeants 1 Program Assistant 70 Officers 2 Community Service Officers (CSO) 1 Vehicle Abatement Officer
Work Classification Titles for: * Legacy Community Service Officer = Police Records Clerk III ** Research & Development Office = Police Officer
11 Public Works Director of Public Works
Full-time Staff = 75 (Includes Storm Water and Sewer Enterprise)
Administration Facility Infrastructure Parks Maintenance Maintenance Services 1 Admin. Services 1 Maintenance Manager 1 Facilities Mx. Manager 1 Parks Manager Superintendent
Administration Fleet Facility Traffic Sewers Drainage Parks Management Maintenance Operations
Administrative and Clerical Support Custodial Services
Budget Energy Services Management Landscape Assessment Pavement Markings Central Contra Costa Curb, Gutter and Districts Lease Management Garage Operations Facility Maintenance Sanitary District Sidewalk Repair Street Lights Contract Maintenance Medians Lighting and Landscape Manage Fleet Internal Storm Drainage Assessment Districts Service Fund Graffiti Removal Traffic Modifications Sewer Pipe Maintenance Open Space, Pest & Weed Maintenance Control Sewer Levy Vehicle Maintenance, Hazardous Materials Repairs & Replacement Management Traffic Signs Street Maintenance Underground Service Parks Maintenance Solid Waste / Recycling Traffic Signals Alerts (USA) Locates Street Sweeping Management Vehicle Repair Contracts Manage Building Internal Service Fund Trees Maintenance Special Projects Repairs & Alterations Security & Alarms
1 Sr. Mx. Team Leader 2 Supervisors 1 Supervisor 1 Supervisor 1 Senior Traffic Signal 1 Supervisor 2 Sr. Mx. Team Leaders 1 Admin Secretary 1 Automotive Parts and 1 Facility Mx. Tech Technician 2 Heavy Equipment 1 Heavy Equipment Operator 1 Heavy Equipment Services Technician 1 Mx. Electrician 2 Traffic Signal Operators 11 Landscape Gardeners 1 Administrative Clerk III Operator 1 Mx. Painter Technicians 2 Sweeper Operators 1 Mx. Gardener 3 Equipment Mechanics 2 Mx. Utility Mechanics 1 Lead Worker 7 Mx. Worker 8 Mx. Worker 8 Mx. Worker 3 Mx. Worker I 2 Mx. Worker 1 Tree Trimmer
12 CITY OF CONCORD COMPARATIVE SUMMARY OF AUTHORIZED FULL-TIME POSITIONS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2018-19 2019-20 2020-21 2021-22 2022-23 Incr. Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget
TOTAL STORM WATER AND ENTERPRISE FUNDS Storm Water Management 2.0 2.0 2.0 2.0 2.0 0.0 Sewer 11.0 11.0 11.0 11.0 11.0 0.0 Total Enterprise Funds 13.0 13.0 13.0 13.0 13.0 0.0
GRAND TOTAL CITY AUTHORIZED POSITIONS 422.0 418.0 382.0 384.0 384.0 2.0
13 Nestled in the foothills of Mt. Diablo, Concord is the largest city in Contra Costa County with approximately 129,707 residents occupying 31.1 square miles. Its central location offers easy access to San Francisco, Oakland, the Silicon Valley, the redwoods of Northern California, the wineries of Napa Valley, the rugged coastline of Monterey, and the astonishing beauty of the the Sierra mountain range. Bay Area Rapid Transit (BART) high-speed trains, local bus services, Amtrak, ferries and international airports provide transportation options for residents, commuters and visitors.
Concord has attracted some of the country’s leading financial and commercial businesses. Affordability, accessibilty and a skilled workforce contribute to Concord’s appeal. Concord’s varied housing choices include new homes, apartments, established neighborhoods and townhouses in a broad spectrum of price ranges. Eighteen City parks, a state-of-the-art hospital, a wide variety of restaurants, regional shopping centers, two community centers, a senior center and first-rate weather join the list of Concord’s assets.
Concord is a General Law City and operates under the Council-Manager form of government. The five members of the City Council are elected at large for four-year staggered terms. The Council selects representatives to serve as Mayor and Vice- Mayor for what has traditionally been a one-year term. Under this system, the Council appoints the City Manager and the City Attorney. The departments that make up the city government include City Attorney, Community Development, Finance, Human Resources, Information Technology, Office of the City Manager, Parks & Recreation, Police and Public Works & Engineering.
14 An Early History of Concord, California
Once the Town of Todos Santos on the Land Grant of Monte Del Diablo
A small tribelet of Chupcan (Bay Miwok) Indians were the first know inhabitants of what is today Diablo Valley. Dominated by Mt. Diablo to their south, the Chupcan lived along the valley's streams, which flowed north to the wide tule marshes on the edge of Suisun Bay. They shared the valley and the oak-covered hills with herds of elk, deer and antelope. Salmon filled the streams; grizzly bears roamed foothills.
In 1772, Spanish explorers, led by Captain Pedro Fages and Father Juan Crespi, became the first Europeans to cross this area. For the next 50 to 60 years, the Spanish would explore Diablo Valley, but not settle in the area.
In 1828, Don Salvio Pacheco petitioned the Mexican government for lands in the valley and received the "Monte del Diablo" land grant in 1834. The 17,921-acre grant covered the valley from the Walnut Creek channel east to the hills and generally from the Mt. Diablo foothills north to Suisun Bay.
The name "Monte del Diablo" originally had been used by Spanish soldiers to describe a dense thicket (monte) of willows at the north end of our valley. The soldiers believed the thicket was possessed by evil, devilish Man spirits, hence the name "Monte del Diablo," thicket of the devil.
Don Salvio's son, Fernando Pacheco, was sent immediately to occupy the grant and begin cattle operations on the Pacheco family's new rancho that he managed from an adobe still standing in Hillcrest Park. The family joined him in 1846. Don Salvio's grand adobe, which is still located in downtown Concord on Adobe Street, became the business, social and cultural center of the region.
Don Francisco Galindo married Don Salvio's daughter, Maria Dolores Manuela. The Galindo's wood frame home stands today near Clayton Road and Galindo Street.
A new town called Pacheco, adjacent to the rancho, prospered as an industrial and shipping center. Its prosperity, though, was short lived due to fires, flooding and the 1868 earthquake.
In 1868, Don Salvio Pacheco, his son Fernando and his son-in-law Francisco Galindo created a new town at the center of their rancho. They called their new town Todos Santos (All Saints), and, in 1869, offered free lots to the merchants and residents of Pacheco. Bonifacio Street marked its perimeter on the northwest, East Street on the northeast, Contra Costa Street on the southeast, and Galindo Street on the southwest.
The name Todos Santos would not identify the new town for long. Within months after Todos Santos had been recorded as the official name of the subdivision, Concord was heralded by the Contra Costa Gazette as the actual name of the town. In an article dated April 17, 1869, the paper congratulated the residents of Concord for adopting such a meaningful name for their new village. They highlighted the harmonious spirit and euphony
15 of this fine name. Despite later published reminders and protests by Fernando Pacheco, Concord became the name of our new town.
By 1879, a population of 300 was reported. It would double by February 1905, when incorporation of the "Town of Concord" was approved by a local eight vote margin.
It would take 35 years for the population to double again. At the beginning of World War II, small town Concord had an extraordinary high school, a modern hospital, five churches, two railroads, a fine library, a central plaza, two cinemas, a full-service downtown commercial area, tree-lined streets, comfortable homes, and a population of only 1,400. The war years brought exposure; the postwar years began a population boom. By 1948, the population had grown to 6,500.
Today, the farms, orchards, and the old rancho are neighborhoods; the classic old downtown has a multistory skyline. Concord has a diverse population of approximately 130,000 and is the largest city in Contra Costa County. Confident of its future, Concord is especially proud of its rich history.
16 17 CITY OF CONCORD
Number: 31 Authority: Res. 3440.82 Effective: 4-02-73 Revised: 06- 27-17 Reviewed: OLICY ROCEDURE 2017 P & P Initiating Dept.: FI
BUDGET APPROPRIATION TRANSFER CONTROLS
1. PURPOSE
To provide a procedure allowing for efficient and cost effective transfers of budgeted funds be- tween City programs, capital projects and line item accounts.
2. POLICY
The City Council recognizes the benefit of adopting a policy for the processing of budget transfers that not only provides for strong internal financial controls, but also encourages improved account- ability and budgetary estimates from Department Heads. An integral part of the process should be increased responsiveness, cost effectiveness and elimination of redundant tasks.
3. BUDGET TRANSFER CATEGORIES
3.1 Department Groups Budget amounts which are assigned to a specific organizational function consisting of pro- grams related in nature or purpose.
3.11 Examples: Departments covered by this section include such functions as City Man- agement, City Attorney, Human Resources, Finance, Information Technology, Com- munity & Recreation Services, Public Works – Maintenance Services, Public Works- Engineering Services, Planning & Economic Development, Building & Neighborhood Services and Police Services.
3.2 Program Groups Budget amounts which are assigned to a specific organizational function within a department directed to attaining specific purposes or objectives.
3.21 Examples: Programs covered by this section include such functions as City Council, Recruitment and Selection, Network Systems, Finance Administration, Sports and Events, Traffic Operations, Design, Police Operations, Planning, Housing, etc.
3.3 Projects Budget amounts assigned to projects approved by the City Council. Projects are classified in- to two general categories; Capital Projects and Other Projects. Capital Projects are projects related to City infrastructure assets. Other Projects are projects not related to City infrastruc- ture assets.
3.31 Capital Projects consist of Specific Projects and Master Projects.
3.311 Specific Projects are one-time projects. An example is the construction of a new police facility which becomes a City asset.
18 3.312 Master Projects are related to programs that receive annual funding for a particu- lar purpose, such as street rehabilitation or building maintenance. The programs are implemented through specific projects. The schedule for implementing specif- ic projects is based on the prioritization criteria established by the appropriate department. An example of a Master Project is “Arterial/collector Street Over- lay/Pavement Management System”. An example of a specific project is “Willow Pass Pavement Rehabilitation.
3.32 Other Projects are not related to infrastructure asset. An example would be the Cali- fornia Symphony production.
3.4 Group Appropriation and Accounts Budgeted amounts within programs which are categorized by nature or purpose within four groups:
Personnel Services (Wages & Benefits)
Materials and Supplies
Fixed Expenses
Capital Outlay
3.41 Examples: Line item accounts addressed in this section include but are not limited to Overtime, Office Supplies, Meetings and Conferences, Small Equipment, etc.
3.5 Appropriations of Money Received for Specific Purposes Money received for specific purposes requires the establishment of an appropriation and revenue account of equal value. Purposes include a study for a possible or pending im- provement or to construct a possible or pending improvement or other designated purposes.
3.51 Example: A developer payment to fund a traffic study.
4. PROCEDURE – LEVEL AND TYPES OF BUDGET TRANSFERS
4.1 General 4.11 All transfers of appropriations are to be processed through the Finance Director for certification as to availability of the budget appropriation, for transfer and account cor- rectness and to ensure that the new use of funds remains consistent with underlying authority.
4.12 4.12 All transfers of appropriations affecting Personnel Services type accounts require the approval of the Human Resources Director.
4.13 The City Manager may add requirements that may abrogate any or all of the authority delegated to Department Heads under this policy.
4.2 Program Group Appropriation Transfers (Accounts)
19 4.21 These transfers are between the groups defined in Paragraph 3.2. In addition to the requirements stated in Section 4.1, the following approvals are required:
4.22 City Council approval is not required for program group transfers.
4.23 Program group transfers of Personnel services type accounts within the same fund and department require Department Head and City Manager approval.
4.24 Program group transfers of Personnel services type accounts between funds within the same department require Department Head and City Manager approval.
4.25 Program group transfers of Materials and Supplies type accounts within the same fund and department require Department Head approval.
4.26 Program group transfers of Materials and Supplies type accounts between funds within the same department require Department Head and City Manager approval.
4.27 Department Heads may approve requests within their department’s budget to convert operating line item accounts into project accounts provided no addition is made to the original appropriation approved by the City Council and no changes are made to the funding source or purpose for which the appropriation was originally made.
4.28 Department Heads may spend more than is budgeted in a line item account provided the budget for the entire program is not exceeded in total.
4.29 Department Heads may substitute the purchase of a capital equipment item for an- other originally approved during the budget process provided the cost of the substi- tute item is less than or equal to the amount approved by the City Council. Items greater than that amount require the approval of the City Manager.
4.3 Department Appropriation Transfers These transfers are between the departments defined in Paragraph 3.1. In addition to the re- quirements stated in Section 4.1, the following approvals are required:
4.31 Department Heads may transfer budget appropriations between departments. The approval of all Department Heads involved in the transfer is required.
4.32 Department budget appropriation transfers between departments require the approval of the City Manager.
4.4 Appropriations of Money Received for Specific Purpose These offsetting budget adjustments are defined in Paragraph 3.5
4.41 Offsetting budget appropriation adjustments required as a result of the receipt of money for specific purposes require Department Head approval.
4.42 Budget appropriation adjustments greater than the money received for specific pur- poses require City Manager and City Council approval.
4.5 Project Appropriation Transfers
20 Paragraph 3.3 describes these transfers.
4.51 All Project appropriation transfers require City Manager approval.
4.52 Additional appropriations of $20,000 or more for projects require City Council approv- al.
4.53 Transfer of savings on a project of $20,000 or more to another project requires City Council approval.
4.54 Any unspent funds on a completed Project will be returned to reserves at year-end.
4.6 Special Revenue Appropriation 4.61 Budget appropriations based on funds provided by donations, contributions or special grants.
4.62 The special revenue appropriation is limited to the exact amount received or to be re- ceived.
4.63 The City Manager must approve special revenue budget appropriations.
4.64 Budget appropriations engendered by grants, donations or contributions require City Council approval.
21 CITY OF CONCORD
Number: 129 Authority: Council Motion Effective: 02/02/2009 Revised: 05/22/2018 Reviewed: 2018 OLICY ROCEDURE P & P Initiating Dept.: FN
BUDGET AND FISCAL POLICIES
1. PURPOSE To guide City budget decisions toward maintaining long-term financial stability, to ensure that basic City services are delivered, and to protect past and future investments in the City’s infrastructure and facilities.
2. ADOPTION AND REVIEW A set of policies were originally adopted in 1995 with the initiation of long-term financial planning for the City. The policies set a course to achieve financial stability. With implementation of the orig- inal policies, financial stability for the City has been attained and this document revised to establish a more comprehensive approach to budget and fiscal policies to ensure that the City maintains its financial stability long into the future. Each year at the time the City budget is considered, the City Council shall review the Budget and Fiscal Policies and conduct a review of the proposed budget for consistency with these Budget and Fiscal Policies.
3. POLICIES 3.1 10-Year Financial Forecasting
3.11 City Manager will present a budget (Capital and Operating) that is balanced over the 10-year forecasting period for all funds.
3.12 Utilize the 10-Year Forecast as the basis for making long-range financial planning de- cisions.
3.13 Maintain a contingency and reserves as a percentage of designated operating ex- penses for the General Fund and the Enterprise funds.
3.14 Maintain a capital and operational reserve to address unforecasted needs.
3.15 The aggregate of contingencies and reserves shall be the Government Finance Of- ficers Association best practice minimum of 17% of designated operating expenses for the General Fund with a goal of 30% reserves while the City is implementing the Fiscal Stability Plan approved by City Council May 22, 2018. At such time the Fiscal Stability Plan has been implemented, the 30% General Fund operating reserve re- quirement will be re-instituted.
3.17 Develop and maintain a revenue monitoring and forecasting system to assist in trend analysis and revenue forecasting for the 10-year period.
3.18 Document all assumptions for revenue and expenditure forecasts each year.
3.19 Seek reimbursement for State and Federal mandated programs and projects.
3.110 Conduct periodic audits for sales tax (point-of-sale), franchises and concessions, and transient occupancy tax (TOT).
22 POLICY & PROCEDURE NO. 129
3.111 Carefully review and discourage grants that may expand or add services without a re- liable replacement revenue after the grant period ends.
3.112 Maintain an aggressive collection system for all accounts receivable.
3.113 Be alert to potential development of new revenue sources.
3.2 Capital Improvement Program (CIP)
3.21 Develop a 10-year forecast for CIP.
3.22 Seek grants for needed capital projects which can offset use of other City funds, which can then be utilized for other needed projects.
3.23 Maintain capital improvements to the level required to adequately protect the City’s capital investment and to minimize future maintenance and replacement costs.
3.24 Include resources required to maintain and operate new capital improvements com- mencing the year the project is completed and continuing through the balance of the 10-Year Forecast.
3.25 Ensure capital budgets contain all costs to complete the project (design, right-of-way, construction, inspection, contract management, contingency).
3.26 Ensure all proposed projects in the 10-Year Forecast have a viable source of funding for both construction and maintenance.
3.27 Fund projects proposed for Enterprise programs by revenues derived from user fees.
3.28 Encourage pay-as-you-go financing of capital improvements where feasible.
3.3 Internal Service Funds
3.31 Maintain Internal Service Funds for Workers’ Compensation, Risk Management, Storm Water, Fleet Maintenance and Replacement, Technology Maintenance and Replacement (including all computer/software and communications equipment), Building Maintenance and Replacement, and Miscellaneous/Office Equipment Maintenance and Replacement.
3.32 Maintain a 10-year financial forecast for all Internal Service Funds.
3.33 Include cost of operation, maintenance and replacement in the 10-year financial fore- casts.
3.34 All costs (operation, maintenance and replacement) associated with each Internal Service Fund will be charged to the appropriate user department.
3.35 Maintain equipment and facilities to the level required to adequately protect the City’s investment and to minimize future maintenance and replacement costs.
3.4 Enterprise Funds
3.41 Maintain a 10-year financial forecast for all Enterprise Funds.
3.42 All costs associated with providing administrative support (finance, personnel, legal, etc.) shall be charged to the appropriate Enterprise Fund.
23 POLICY & PROCEDURE NO. 129
3.43 Periodically review market driven enterprise operations for partnerships, sponsorships and other mutually beneficial business development opportunities.
3.44 The cost of each enterprise shall be completely offset by user charges and fees de- rived from the enterprise activity. Costs shall include operating, maintenance, capital, debt service, contingency and administrative costs.
3.45 Periodically review and adjust user fees in order to avoid large one-time fee increas- es. For Golf the review should include the market established for similar services.
3.46 Periodically review concession agreements, lease agreements and all other revenue generating agreements in order to determine if the City is receiving a return that re- flects the market for similar agreements.
3.5 Investment Policies/Financial Practices
3.51 Maintain an Investment Policy consistent with established regulations and guidelines. Said policy is to be reviewed each year by the City Council.
3.52 The Investment Policy shall address safety, liquidity and yield.
3.53 Limit use of debt to minimize future commitment of the fiscal resources of the City and its taxpayers.
3.54 Debt payment should not exceed the anticipated useful life of an improvement, and in no case should it exceed 30 years.
3.55 Maintain accounting systems and financial management practices in accordance with generally accepted accounting principles, so as to result in an unqualified opinion from the City’s independent auditor.
3.6 Review and Adopt a Balanced Budget
3.61 The budget will be adopted as shown in the operating budget document on a biennial basis, with a mid-cycle review to confirm or amend the second fiscal year of the bien- nial budget 12 months after the initial adoption.
3.62 Full review of revenue assumptions and preparation of Ten-Year Forecasts on all funds will be done on a biennial basis.
3.63 The City Council will hold public hearings and formally approve an operating budget for the City on a biennial basis and annually adopt a Capital Improvement Program budget.
3.7 Reserve Funds
3.71 An aggregate reserve, consisting of operating contingency and reserves, will be es- tablished and maintained at a level not less than equal to 17% of the General Fund designated operating expenditures while the City is implementing the Fiscal Stability Plan approved by City Council May 22, 2018. The contingency and reserve shall be determined to be fully funded when 17% of the General Fund designated operating expenditures can be maintained as the reserve projected balance at the end of each fiscal year and funded within the approved General Fund Ten-Year Forecast.
3.72 The aggregate 17% reserve of the General Fund designated operating expenditures shall consist of a 5% operating contingency and a 12% reserve of designated operat-
24 POLICY & PROCEDURE NO. 129
ing expenditures. At such time the Fiscal Stability Plan has been implemented, the 10% operating contingency and the aggregate 20% reserves will be re-instituted, re- turning to a total 30% General Fund operating reserve.
3.73 Reserve funds may have four subaccounts: the Economic Contingency Reserve, the Unforecasted Reserve, the Capital/Maintenance Reserve, and the Benefits Reserve.
3.74 Reserve funds will be built and replenished as necessary to maintain full funding of the minimum reserve through regular annual contributions at least equal to 4% of the General Fund operating budget. The City Council will annually review and approve the distribution of reserve contributions among the four subaccounts as part of the budget process.
3.75 The City Council may act to override the individual purposes of some or all of the four subaccount reserves in the face of a major economic crisis of calamitous dimensions and draw on reserves to maintain the City’s fiscal stability. In such a case the Council will take formal action determining that multiple adverse factors exist that warrant this exceptional use of one or more of the subaccount reserve funds.
3.76 The Economic Contingency Reserve is to be made available by Council appropriation to meet unanticipated needs caused by State or Federal redirection of City resources, general economic downturns, or reductions in operating revenues.
3.77 The Unforecasted Reserve is to be made available by Council appropriation to con- tinue services if State, Federal or other grant funding sources are lost, and to offset the costs of unanticipated, unfunded governmental mandates.
3.78 The Capital/Maintenance Reserve is to be made available by Council appropriation to meet unanticipated, unscheduled and or unprogrammed capital and maintenance needs of City infrastructure and facilities. This reserve is intended to be used for ma- jor capital repair where facility failure, unexpected hazards, or destruction of City property has occurred and where repair or replacement is not planned within the es- tablished capital, operations or internal replacement funds. The threshold for work meeting this intent will be the same dollar amount as the threshold set for inclusion of projects in the City Capital Improvement Program.
In exceptional circumstances and where adequate funding sources are not available, the City Council may consider appropriation of Capital/Maintenance Reserve funds for a new capital improvement. When making such an appropriation, the City Council will first determine that the maintenance and operating costs of the new project can be fully supported in the Ten-Year Plan in accordance with Policy 3.33.
3.79 The Benefits Reserve Fund is available to support unplanned costs and obligations of existing employment benefits. The Benefits Reserve is not intended for use to en- hance benefits negotiated through the collective bargaining process that require City Council approval.
25 This page intentionally left blank
GF Long-Range Forecast This page intentionally left blank Concord’s Historic Beebe House
The Beebe House was built circa 1870 as the residence of Benjamin and Fannie Beebe and their children. It was originally located about a quarter of a mile west of the town of Todos Santos (Concord) on "The Road to Pacheco", now Concord Ave. Water for farm irrigation was raised by a windmill, and the water used by the family was stored in an adjacent Tank House. Success at farming allowed Mr. Beebe to finance the Navas and Beebe General Merchandise Store, which opened in Todos Santos in 1871. The City of Concord took temporary possession of the house in 1992, when the location was needed for expansion of Highway 242. The house was moved to 2401 Bisso Lane, where it remained until 1996, when a buyer was found and the current location selected. It has been restored and is used for commercial purposes.
28 This page intentionally left blank General Fund Long-Range Financial Forecast FY 2021-22 through FY 2039-40
INTRODUCTION
The City of Concord has been using a long-range general fund financial forecast since 1995. The use of the Forecast has been instrumental in helping the Council, staff, and community understand the future impacts of current decisions and spot fiscal trends. Beginning in 2018, the City developed a long-range financial forecast that projects out 20 years in order to provide a longer-term view of the City’s fiscal condition.
The long-range financial forecast for Concord’s General Fund provides a long-term view of revenues and expenditures to assist in evaluating the impact of policy choices on the City’s long-term fiscal health. The General Fund accounts for the majority of City services that residents and businesses rely on each day. These include everything from police services to recreation programs as well as internal services, such as financial management and information technology that keep the City and its programs running. The restrictions imposed by the State that limit local governments’ ability to raise revenues adds to the importance of understanding the long-term fiscal impact of current policy decisions.
A long-range financial forecast projects the future impact from continuing the City’s current service levels and policies, and helps to illustrate what the City’s financial future will look like as a result of the historic trends and decisions made in the recent past. A long-range financial forecast is also useful in identifying potential issues that may arise in the future, which require financial modeling and fiscal planning.
The projected revenues and expenditures in future years of the long-range financial forecast should be viewed differently from the projected revenues and expenditures included in the proposed biennial budget due to the increasing uncertainty attached to projections beyond the immediate budget cycle. The financial forecast is a valuable planning and decision-making tool; however, it is not a financial plan. It sets the stage for the budgeting process and provides context to aid the City Council in establishing priorities and allocating City resources.
On May 22, 2018, the Council amended the General Fund reserve policy to set a minimum 17% reserve with a goal of 30% of General Fund Expenditures. Staff projects that the City will have a reserve level of 26% for FY 2021-22 and 25% for FY 2022-23 and reaches Council’s goal policy level of 30% in FY 2033-34.
30 MAJOR ASSUMPTIONS
Below is a list of the major general fund revenue and expenditure assumptions in the long- range financial forecast. Many of these assumptions are explained in greater detail in the City Manager’s Budget Message (dated May 11, 2021). Other general fund expenditure and revenue categories not listed below are projected to increase by 2.0% annually to reflect the 20-year average annual change in the Consumer Price Index for the West Urban Area, as defined by the U.S. Bureau of Labor Statistics. Debt payments, rental income, and other contractual commitments are projected as per the agreements. The following table provides an index for the abbreviation of each of the twenty fiscal years included in the long-range financial forecast.
Fiscal Year 2021-22 2022-23 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Abbreviation Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10
Fiscal Year 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Abbreviation Y11 Y12 Y13 Y14 Y15 Y16 Y17 Y18 Y19 Y20
Major General Fund Revenue Assumptions • Property Tax: Average annual increase of 3.2% • All other revenues: Average annual increases of 2%
General Fund Expenditure Assumptions • Salaries are assumed to increase as follows: o Annual increases of 2% in Y1 and Y2 for Miscellaneous employees. 1 o Annual increases of 2% in Y1 and Y2 for Police Officer Association employees . o Annual increases of 1% in Y1 and 2% in Y2 for Police Management Association employees2. o Annual increases of 2% for all employees from Y3 to Y20. • Healthcare Premiums3: Average annual increase of 3.5%. • Pension Costs: Pension costs fluctuate from year to year based on annual actuarial valuations as determined by independent actuarial reports. • Operating Expenses: Most operating expenditures are adjusted annually by 2% to reflect the 20-year average in the Consumer Price Index.
1 A side letter agreement was approved by the City Council on June 23, 2020 that included a 2% wage increase beginning July 1, 2021 and a 2% wage increase beginning July 1, 2022 for Police Officer Association employees. 2 A side letter agreement was approved by the City Council on June 23, 2020 that included a 1% wage increase beginning July 1, 2021 and a 2% wage increase beginning July 1, 2022 for Police Management Association employees. 3 Under current employee MOU’s the City and employees split all health insurance premium increases 75/25; therefore this number represents 75% of the expected increase.
31 City of Concord General Fund Long-Range Financial Forecast in (000's)
2020-21 Projected 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Basic General Fund Activity Beginning Fund Balance $ 43,115 $ 40,081 $ 37,988 $ 38,030 $ 37,711 $ 37,378 $ 37,749 $ 36,114 $ 33,169 $ 31,337 7/01
General Fund Revenues $ 89,887 $ 95,090 $ 100,450 $ 103,360 $ 106,114 $ 108,959 $ 109,390 $ 110,371 $ 114,112 $ 118,790 Measure Q Revenues Used for Operations 10,200 10,773 11,273 11,545 11,824 12,108 12,398 12,693 12,223 12,142
TOTAL Resources $ 100,087 $ 105,863 $ 111,723 $ 114,905 $ 117,938 $ 121,067 $ 121,788 $ 123,064 $ 126,335 $ 130,932
Operating Expenditures $ 103,121 $ 107,956 $ 111,681 $ 115,224 $ 118,271 $ 120,696 $ 123,423 $ 126,009 $ 128,667 $ 131,391
(Use of)/Increase to $ (3,034) $ (2,093) $ 42 $ (319) $ (333) $ 371 $ (1,635) $ (2,945) $ (2,332) $ (459) Fund Balance Reserves
Budget Stabilization Needed to Maintain Minimum 17% Reserve $ - $ - $ - $ - $ - $ - $ - $ 500 $ 700
Ending Fund Balance $ 40,081 $ 37,988 $ 38,030 $ 37,711 $ 37,378 $ 37,749 $ 36,114 $ 33,169 $ 31,337 $ 31,578 before LRA loan
General Fund Activity w/ Loan to Local Reuse Authority (LRA) Loan Balance* 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850
Ending Fund Balance $ 30,231 $ 28,138 $ 28,180 $ 27,861 $ 27,528 $ 27,899 $ 26,264 $ 23,319 $ 21,487 $ 21,728 after LRA loan
General Fund Reserves w/ LRA Loan as a % of 29% 26% 25% 24% 23% 23% 21% 19% 17% 17% Operating Expenditures *Loan balance is the General Fund portion only and does not include loans from other funds. Total city-wide loans to the LRA are approximately $14 million.
32 City of Concord General Fund Long-Range Financial Forecast in (000's)
2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 Basic General Fund Activity
Beginning Fund Balance $ 31,578 $ 33,882 $ 39,232 $ 46,590 $ 53,690 $ 60,409 $ 71,893 $ 87,910 $ 108,746 $ 129,153 7/01
General Fund Revenues $ 123,710 $ 127,635 $ 131,299 $ 132,203 $ 133,656 $ 138,376 $ 144,349 $ 150,651 $ 151,126 $ 153,284
Measure Q Revenues Used 12,767 13,418 14,096 14,425 14,760 14,227 14,134 14,843 15,238 15,993 for Operations TOTAL Resources $ 136,477 $ 141,053 $ 145,395 $ 146,628 $ 148,416 $ 152,603 $ 158,483 $ 165,494 $ 166,364 $ 169,277
Operating Expenditures $ 134,173 $ 135,703 $ 138,037 $ 139,528 $ 141,697 $ 141,119 $ 142,466 $ 144,658 $ 145,957 $ 148,317
(Use of)/Increase to Fund $ 2,304 $ 5,350 $ 7,358 $ 7,100 $ 6,719 $ 11,484 $ 16,017 $ 20,836 $ 20,407 $ 20,960 Balance Reserves
Ending Fund Balance $ 33,882 $ 39,232 $ 46,590 $ 53,690 $ 60,409 $ 71,893 $ 87,910 $ 108,746 $ 129,153 $ 150,113 before LRA loan
General Fund Activity w/ Loan to Local Reuse Authority (LRA) Loan Balance* 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850 9,850
Ending Fund Balance $ 24,032 $ 29,382 $ 36,740 $ 43,840 $ 50,559 $ 62,043 $ 78,060 $ 98,896 $ 119,303 $ 140,263 after LRA loan
General Fund Reserves w/ LRA Loan as a % of 18% 22% 27% 32% 36% 44% 54% 67% 80% 94% Operating Expenditures *Loan balance is the General Fund portion only and does not include loans from other funds. Total city-wide loans to the LRA are approximately $14 million.
33 General Fund Long-Range Financial Forecast
The City prepares a 20-year forecast in order to provide a long-term view of the City’s fiscal condition. The chart below shows the resulting outcome of the proposed Biennial Budget on General Fund reserves.
The blue bars in the charts below represent the unassigned, or available, General Fund Reserve balance by year. The solid red line represents the City’s goal of maintaining 30% of General Fund expenditures and the dotted red line represents the City’s minimum acceptable Fund Balance level of 17% of General Fund Expenditures.
The chart incorporates: • Wage increase of 2% annually for all employees and no additional employees are hired (beyond that shown in the proposed FY 2021-22 and 2022-23 budget); • Assumes half of Measure V is used to support essential services (the remainder is used for investment in roadways, infrastructure and other Council/Community identified priority programs) • A recession starting in FY 2020-21 (2-year recovery; revenue growth assumption of 2%) and occurring every 7 years
The chart shows that the City drops slightly below the 17% reserve level for one year only in FY 2029-30 and reaches Council’s goal policy of 30% by FY 2033-34.
34 City of Concord Measure V Fund Ten Year Forecast in (000's)
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Measure V Fund Activity Beginning Fund Balance 7/01 $ 652 $ 652 $ 652 $ - $ - $ 1 $ 1 $ 1 $ 1
Measure V Revenues $ 27,000 $ 28,000 $ 28,547 $ 29,104 $ 29,673 $ 30,252 $ 30,843 $ 29,903 $ 29,739 TOTAL Resources $ 27,000 $ 28,000 $ 28,547 $ 29,104 $ 29,673 $ 30,252 $ 30,843 $ 29,903 $ 29,739
Appropriations Support for General Fund Operations $ 10,672 $ 11,172 $ 11,832 $ 12,250 $ 12,676 $ 13,111 $ 13,554 $ 12,849 $ 12,727 Economic Development $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 Supplemental Building Maintenance Funding $ 228 $ 228 $ 228 $ 228 $ 228 $ 228 $ 228 $ 228 $ 228 Community Priority (Council Determined) $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 Roadway Maintenance Debt Service $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 7,500 Supplemental Funding for Transportation Grants, Residential Paving , Building and Parks $ 7,500 $ 8,000 $ 8,539 $ 8,026 $ 8,168 $ 8,313 $ 8,461 $ 8,226 $ 8,185 Maintenance Total Appropriations $ 27,000 $ 28,000 $ 29,199 $ 29,104 $ 29,672 $ 30,252 $ 30,843 $ 29,903 $ 29,740
Revenue Over(Under) Appropriations $ - $ - $ (652) $ - $ 1 $ - $ - $ - $ (1)
Ending Fund Balance 6/30 $ 652 $ 652 $ - $ - $ 1 $ 1 $ 1 $ 1 $ -
Reserves as a % of Operating Expenditures 2% 2% 0% 0% 0% 0% 0% 0% 0%
35 City of Concord Pavilion Fund Ten Year Projection For the Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
FUND BALANCE - 7/1 $ (69,435) $ 398,541 $ 966,405 $ 1,002,744 $ 964,194 $ 364,611 $ 323,935 $ 1,180,406 $ 2,043,722 $ 2,913,969
REVENUES Other Revenue $ 986,300 $ 1,090,800 $ 1,096,616 $ 1,102,548 $ 1,108,599 $ 1,114,771 $ 1,121,067 $ 1,127,488 $ 1,134,038 $ 1,140,719 Use of Money & Property 10,973 10,973 4,989 4,797 1,814 1,612 5,873 10,168 14,497 18,862 Total Revenues $ 997,273 $ 1,101,773 $ 1,101,605 $ 1,107,345 $ 1,110,413 $ 1,116,383 $ 1,126,939 $ 1,137,656 $ 1,148,535 $ 1,159,580
APPROPRIATIONS Operating 168,934 175,301 178,807 182,383 186,030 189,751 193,546 197,417 201,365 205,393
OTHER FINANCING USES Transfer out 360,363 358,609 886,459 963,512 1,523,966 967,308 76,923 76,923 76,923 76,923
Excess (Deficiency) of Revenue Over (Under) Expenditures $ 467,976 $ 567,864 $ 36,339 $ (38,549) $ (599,583) $ (40,676) $ 856,470 $ 863,316 $ 870,247 $ 877,265
FUND BALANCE - 6/30 $ 398,541 $ 966,405 $ 1,002,744 $ 964,194 $ 364,611 $ 323,935 $ 1,180,406 $ 2,043,722 $ 2,913,969 $ 3,791,234
36 City of Concord General Fund Operating Expenditures For the Years Ending June 30, 2022 and 2023
Salaries & Benefits Operating Expenses Internal Service Charges Other Financing Uses Total Expenditures Department and Program FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 City Attorney City Attorney 1,381,407 1,391,766 256,480 116,480 106,197 106,267 - - 1,744,084 1,614,513 City Attorney Total 1,381,407 1,391,766 256,480 116,480 106,197 106,267 - - 1,744,084 1,614,513
Community Development Administration 579,091 594,502 102,636 102,636 906,596 905,857 - - 1,588,323 1,602,995 Building 2,367,792 2,450,869 459,590 459,590 223,101 226,458 - - 3,050,483 3,136,917 Engineering Services 1,466,797 1,517,940 158,570 158,570 187,135 190,247 - - 1,812,503 1,866,757 Multi-Family Housing Inspection Program 473,215 500,481 11,050 11,050 14,052 14,315 - - 498,317 525,846 Planning 2,030,809 2,085,188 565,800 416,300 180,894 182,673 - - 2,777,503 2,684,161 Transportation 835,288 850,327 492,340 492,340 55,401 55,962 - - 1,383,030 1,398,628 Community Development Total 7,752,992 7,999,307 1,789,986 1,640,486 1,567,179 1,575,513 - - 11,110,158 11,215,306
Economic Development & Base Reuse Economic Development 483,242 498,228 241,992 241,992 82,437 83,181 - - 807,671 823,402 Economic Development & Base Reuse Total 483,242 498,228 241,992 241,992 82,437 83,181 - - 807,671 823,402
Finance Administration 349,017 351,125 46,774 48,674 458,978 460,299 - - 854,769 860,098 Budget & Financial Planning 529,912 544,786 10,050 10,460 6,972 7,091 - - 546,934 562,337 City Treasury 159,602 161,680 73,490 72,450 3,830 3,853 - - 236,922 237,983 Financial Analysis & Reporting 1,670,706 1,714,247 197,465 199,030 26,622 26,946 - - 1,894,793 1,940,223 Purchasing and Materials Management 323,772 342,593 10,630 9,330 5,301 5,449 - - 339,703 357,371 Revenue Generation 485,330 519,806 151,016 197,421 9,844 10,315 - - 646,191 727,542 Finance Total 3,518,339 3,634,238 489,425 537,365 511,547 513,952 - - 4,519,311 4,685,555
Finance - Non-Departmental Finance Miscellaneous 2,971,256 3,522,469 2,432,658 2,299,472 302,725 305,702 954,833 972,071 6,661,472 7,099,714 Finance - Non-Departmental Total 2,971,256 3,522,469 2,432,658 2,299,472 302,725 305,702 954,833 972,071 6,661,472 7,099,714
Human Resources Benefits Administration 455,983 460,614 40,664 40,664 6,945 6,990 - - 503,592 508,268 Classification & Compensation 293,334 296,767 12,657 12,657 4,165 4,195 - - 310,156 313,619 Human Resources Administration 487,774 492,500 136,040 134,420 193,373 195,913 - - 817,187 822,833 Labor Relations 140,055 141,518 234,088 234,088 3,561 3,543 - - 377,704 379,149 Organizational Training and Development 71,060 71,731 46,008 46,008 1,340 1,341 - - 118,408 119,079 Recruitment and Selection 171,128 172,670 123,240 123,240 3,364 3,365 - - 297,732 299,275 Workers' Compensation 166,390 167,600 1,620 1,620 2,203 2,213 - - 170,213 171,433 Human Resources Total 1,785,724 1,803,400 594,317 592,697 214,951 217,559 - - 2,594,992 2,613,656 37 City of Concord General Fund Operating Expenditures For the Years Ending June 30, 2022 and 2023
Salaries & Benefits Operating Expenses Internal Service Charges Other Financing Uses Total Expenditures Department and Program FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 FY 2021-22 FY 2022-23 Office of the City Manager Administrative Services 752,102 773,228 238,282 238,677 129,103 131,112 - - 1,119,487 1,143,017 City Council 287,127 294,195 124,165 127,788 151,021 152,391 - - 562,313 574,373 City Management 1,003,889 1,029,800 127,123 89,648 566,627 563,230 - - 1,697,640 1,682,679 Community Relations 279,188 285,082 117,015 145,515 4,515 4,132 - - 400,718 434,729 Office of the City Manager Total 2,322,306 2,382,305 606,585 601,628 851,267 850,865 - - 3,780,158 3,834,798
Parks and Recreation Administration 401,825 415,652 172,892 218,922 996,178 1,014,777 - - 1,570,895 1,649,351 Camp Concord 272,369 279,190 226,450 276,050 55,501 56,391 - - 554,321 611,631 Facility Operations and Programs 1,662,252 1,863,380 579,280 785,973 312,672 313,659 - - 2,554,204 2,963,012 Senior & Special Recreation Services 506,002 579,006 92,104 143,904 181,385 182,166 - - 779,491 905,076 Sports and Events 438,235 458,315 330,255 381,755 8,698 8,775 - - 777,187 848,846 Parks and Recreation Total 3,280,683 3,595,544 1,400,981 1,806,604 1,554,434 1,575,768 - - 6,236,098 6,977,916
Police Administration 6,995,472 7,201,120 439,336 439,336 - - 7,434,808 7,640,456 Code Enforcement 828,910 855,910 20,000 20,000 43,640 44,151 892,550 920,061 Community Impact Unit 1,301,684 1,359,210 45,000 45,000 1,346,684 1,404,210 Field Operations 27,439,978 28,769,710 320,820 320,820 - - 27,760,798 29,090,530 Investigations 9,905,123 10,221,862 325,710 325,710 10,230,833 10,547,572 K9 - - 82,000 82,000 - - 82,000 82,000 MHET 216,261 233,084 21,885 22,409 238,145 255,492 Office of the Chief 1,521,760 1,558,364 1,707,834 1,727,834 9,384,216 9,508,771 - - 12,613,810 12,794,969 Police Parking 386,396 402,774 12,000 12,000 12,745 12,816 411,140 427,590 Traffic - - 95,500 95,500 - - 95,500 95,500 Police Total 48,595,582 50,602,034 3,048,200 3,068,200 9,462,486 9,588,146 - - 61,106,268 63,258,380
Public Works Administration 408,806 419,313 162,536 160,560 1,070,360 1,078,167 - - 1,641,702 1,658,040 City Maintained Medians,Trees,Open Space 424,924 440,531 1,147,714 1,164,450 226,176 229,224 - - 1,798,813 1,834,206 Graffiti Removal 340,669 347,411 72,350 72,350 79,046 80,124 - - 492,065 499,885 Parks Maintenance 2,717,268 2,776,452 1,325,509 1,347,332 656,413 665,512 - - 4,699,190 4,789,296 Streets 197,893 201,967 6,600 6,600 74,514 75,385 - - 279,008 283,952 Transportation 310,488 316,527 120,126 120,126 54,652 55,466 - - 485,266 492,119 Public Works Total 4,400,049 4,502,201 2,834,835 2,871,418 2,161,160 2,183,878 - - 9,396,045 9,557,498
Grand Total 76,491,580 79,931,491 13,695,460 13,776,343 16,814,382 17,000,832 954,833 972,071 107,956,255 111,680,737
38 City of Concord General Fund Expenditures by Program For the Years Ending June 30, 2022 and 2023
Actual Actual Actual Estimated Proposed Budget Proposed Budget Department and Program FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 City Attorney City Attorney 1,347,256 1,436,742 1,509,092 1,545,936 1,744,084 1,614,513 City Attorney Total 1,347,256 1,436,742 1,509,092 1,545,936 1,744,084 1, 614,513
Community Development Administration 1,526,666 1,563,418 1,622,575 1,656,376 1,588,323 1,602,995 Building 2,711,609 2,661,542 2,896,707 2,927,094 3,050,483 3,136,917 Community Services and Housing 106,831 146,653 199,097 41,337 - - Economic Development 874,271 718,055 1,012,778 - - - Engineering Services 1,626,657 1,651,256 1,537,981 1,665,508 1,812,503 1,866,757 Multi-Family Housing Inspection Program 367,837 411,559 346,704 486,406 498,317 525,846 Planning 2,124,199 2,141,742 2,160,136 2,153,101 2,777,503 2,684,161 Transportation 671,053 732,711 1,152,768 1,159,805 1,383,030 1,398,628 Community Development Total 10,009,123 10,026,936 10,928,746 10,089,627 11,110,158 11,215,306
Economic Development & Base Reuse Economic Development - - - 964,758 807,671 823,402 Events - - - 403,684 Economic Development & Base Reuse Total - - - 1,368,442.00 807,671 823,402
Finance Administration 834,381 912,578 958,025 722,552 854,769 860,098 Budget & Financial Planning 397,859 431,743 416,830 524,020 546,934 562,337 City Treasury 294,227 235,351 212,503 218,021 236,922 237,983 Financial Analysis & Reporting 1,467,066 1,600,954 1,606,959 1,672,222 1,894,793 1,940,223 Purchasing and Materials Management 300,098 262,351 277,575 344,611 339,703 357,371 Revenue Generation 458,949 399,728 480,734 621,211 646,191 727,542 Finance Total 3,752,580 3,842,705 3,952,626 4,102,637 4,519,311 4, 685,555
Finance - Non-Departmental Finance Miscellaneous 11,508,732 7,634,675 9,199,988 6,011,645 6,661,472 7,099,714 Finance - Non-Departmental Total 11,508,732 7,634,675 9,199,988 6,011,645 6,661,472 7, 099,714
Human Resources Benefits Administration 415,038 375,550 347,331 415,678 503,592 508,268 Classification & Compensation 213,942 243,902 226,380 286,710 310,156 313,619 Human Resources Administration 692,658 714,994 754,224 613,690 817,187 822,833 Labor Relations 76,329 184,789 101,169 371,751 377,704 379,149 Organizational Training and Developmen 100,407 66,689 47,926 150,180 118,408 119,079 Recruitment and Selection 349,516 379,671 479,928 342,643 297,732 299,275 Workers' Compensation 139,049 134,136 162,076 153,483 170,213 171,433 Human Resources Total 1,986,939 2,099,731 2,119,034 2,334,135 2,594,992 2, 613,656
Office of the City Manager Administrative Services 1,293,632 1,379,192 1,383,141 1,245,498 1,119,487 1,143,017 City Council 546,340 556,087 523,327 530,499 562,313 574,373 City Management 1,686,542 1,702,846 2,007,314 1,471,936 1,697,640 1,682,679 Community Relations 326,644 371,372 352,107 366,804 400,718 434,729 Office of the City Manager Total 3,853,158 4,009,497 4,265,889 3,614,737 3,780,158 3, 834,798
Parks and Recreation Administration 1,019,163 1,145,380 1,582,443 1,290,582 1,570,895 1,649,351 Camp Concord 501,880 542,492 520,886 519,311 554,321 611,631 Facility Operations and Programs 2,536,367 2,633,232 2,275,030 2,523,420 2,554,204 2,963,012 Senior & Special Recreation Services 980,360 1,030,303 1,017,127 909,962 779,491 905,076 Sports and Events 304,532 330,645 268,981 264,949 777,187 848,846 Parks and Recreation Total 5,342,302 5,682,052 5,664,467 5,508,224 6,236,098 6, 977,916
Police Administration - 4,431,035 7,036,747 6,790,253 7,434,808 7,640,456 Code Enforcement 789,173 334,799 2,847 - 892,550 920,061 Community Impact Unit 1,264,157 448,979 669 - 1,346,684 1,404,210 Field Operations 33,548,067 32,799,010 31,823,998 29,912,915 27,760,798 29,090,530 Investigations 11,159,375 11,182,241 10,376,347 9,653,565 10,230,833 10,547,572 K9 308,542 236,670 27,241 82,000 82,000 82,000 MHET - - - - 238,145 255,492 Office of the Chief 7,715,622 7,822,551 11,616,566 13,845,282 12,613,810 12,794,969 Police Parking 200,364 170,486 35,083 - 411,140 427,590 Traffic 1,994,507 766,867 77,011 95,500 95,500 95,500 Police Total 56,979,807 58,192,638 60,996,509 60,379,515 61,106,268 63,258,380
Public Works Administration 1,309,421 1,617,618 2,058,794 1,216,003 1,641,702 1,658,040 City Maintained Medians,Trees,Open Spa 826,516 1,201,584 1,847,780 1,624,708 1,798,813 1,834,206 Graffiti Removal 373,959 347,875 351,500 459,647 492,065 499,885 Parks Maintenance 4524696 4623179 4453165 4057812 4,699,190 4,789,296 Streets 354201 285085 269699 351391 279,008 283,952 Transportation 451126 592011 613336 456128 485,266 492,119 Public Works Total 7,839,919 8,667,352 9,594,274 8,165,689 9,396,045 9, 557,498
Grand Total 102,619,816 101,592,328 108,230,625 103,120,587 107,956,255 111,680,737
39 City of Concord General Fund Comparison of Expenditures by Department For Year Ending June 30, 2022
POLICE CITY ATTORNEY 1,744,084 57% COMMUNITY DEVELOPMENT 11,110,158 PUBLIC WORKS ECONOMIC DEVELOPMENT & BASE REUSE 807,671 9% PARKS & RECREATION 6,236,098 FINANCE 4,519,311 HUMAN RESOURCES 2,594,992 NON- OFFICE OF THE CITY MANAGER 3,780,158 DEPARTMENTAL POLICE 61,106,268 6% PUBLIC WORKS 9,396,045 NON-DEPARTMENTAL 6,661,472
CITY ATTORNEY GENERAL FUND TOTALS $ 107,956,256 2%
COMMUNITY DEVELOPMENT 10% ECONOMIC DEVELOPMENT & PARKS & BASE REUSE RECREATION 1% OFFICE OF THE 6% CITY MANAGER FINANCE 3% HUMAN 4% RESOURCES 2%
40 City of Concord General Fund Comparison of Expenditures by Department For Year Ending June 30, 2023
POLICE CITY ATTORNEY 1,614,513 57% COMMUNITY DEVELOPMENT 11,215,306 PUBLIC WORKS ECONOMIC DEVELOPMENT & BASE REUSE 823,402 9% PARKS & RECREATION 6,977,916 FINANCE 4,685,555 HUMAN RESOURCES 2,613,656 NON- OFFICE OF THE CITY MANAGER 3,834,798 DEPARTMENTAL POLICE 63,258,380 6% PUBLIC WORKS 9,557,498 NON-DEPARTMENTAL 7,099,714
CITY ATTORNEY GENERAL FUND TOTALS $ 111,680,737 2%
COMMUNITY DEVELOPMENT 10%
ECONOMIC DEVELOPMENT & PARKS & BASE REUSE RECREATION 1% OFFICE OF THE 6% CITY MANAGER FINANCE 3% HUMAN 4% RESOURCES 2%
41 CITY OF CONCORD MAJOR GENERAL FUND TAX REVENUE BY TYPE ACTUAL AND PROJECTED $45 $40 $35 $30 $25 $20 Millions $15 $10 $5 $0 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Property Tax Sales Tax Measure Q/V* Transient Occupancy Tax Franchise Tax Business License Tax
Fiscal Property Sales Transient Franchise Business Measure Q/V* Year Tax Tax Occupancy Tax Tax License Tax Tax Total
2018 24,963,076 34,654,952 3,039,725 7,672,060 3,795,848 13,819,691 87,945,352 2019 26,928,612 35,827,619 2,935,589 7,826,825 4,019,942 13,357,593 90,896,180 2020 28,470,437 34,732,402 2,542,599 8,213,645 3,792,877 13,326,748 91,078,708 2021 28,957,000 34,138,000 1,520,000 7,620,000 3,193,903 15,926,031 91,354,934 2022 30,474,000 36,200,000 1,700,000 7,982,000 3,401,700 27,000,000 106,757,700 2023 31,407,000 37,800,000 2,500,000 8,152,000 3,571,800 28,000,000 111,430,800 2024 32,716,000 38,569,000 2,575,000 8,382,000 3,608,000 28,547,000 114,397,000 2025 33,957,000 39,364,000 2,652,000 8,622,000 3,644,000 29,104,000 117,343,000 2026 35,239,000 40,187,000 2,732,000 8,870,000 3,680,000 29,672,000 120,380,000 2027 36,581,000 39,029,000 2,677,000 9,129,000 3,625,000 30,252,000 121,293,000 2028 37,242,000 38,891,000 2,691,000 9,397,000 3,616,000 30,843,000 122,680,000 2029 38,288,000 40,612,000 2,832,000 9,676,000 3,693,000 29,903,000 125,004,000 2030 40,086,000 42,422,000 2,980,000 9,965,000 3,771,000 29,739,000 128,963,000 2031 41,969,000 44,324,000 3,137,000 10,266,000 3,851,000 30,989,000 134,536,000
*Measure Q was renewed as Measure V in November 2020 at a one-cent rate effective April 1, 2021 Actuals shown through Fiscal Year 2020 and projected through Fiscal Year 2031.
42 City of Concord General Fund Revenue Comparison of Tax Revenue by Source For the Fiscal Year Ending June 30, 2022
MEASURE V 25%
TRANSIENT SALES TAX OCCUPANCY 34% (Hotel Tax) 2%
FRANCHISE FEES 7%
BUSINESS LICENSE FEES 3% PROPERTY TAX $30,474,000 SALES TAX 36,200,000 PROPERTY TAX MEASURE V 27,000,000 29% TRANSIENT OCCUPANCY 1,700,000 FRANCHISE FEES 7,982,000 BUSINESS LICENSE FEES 3,401,700 $106,757,700
43 City of Concord General Fund Revenue Comparison of Tax Revenue by Source For the Fiscal Year Ending June 30, 2023
MEASURE V 25%
TRANSIENT SALES TAX OCCUPANCY 34% (Hotel Tax) 2%
FRANCHISE FEES 8%
BUSINESS LICENSE FEES 3%
PROPERTY TAX $31,407,000 SALES TAX 37,800,000 PROPERTY TAX MEASURE V 28,000,000 28% TRANSIENT OCCUPANCY 2,500,000 FRANCHISE FEES 8,152,000 BUSINESS LICENSE FEES 3,571,800 $ 111,430,800
44 City of Concord General Fund Comparison of Revenues by Source For the Years Ending June 30, 2022 and 2023
Proposed Proposed Actual Actual Actual Estimated Budget Budget 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
TAXES Property 24,963,076 26,928,612 28,470,437 28,957,000 30,474,000 31,407,000 Sales 34,654,952 35,827,619 34,732,402 34,138,000 36,200,000 37,800,000 Measure V 7,750,000 7,750,000 7,450,000 10,200,000 10,772,000 11,272,000 Transient Occupancy Tax 3,039,725 2,935,589 2,542,599 1,520,000 1,700,000 2,500,000 Business License 3,795,848 4,019,942 3,792,877 3,193,903 3,401,700 3,571,800 Franchise 7,672,060 7,826,825 8,213,645 7,620,000 7,982,000 8,152,000 TAXES Total 81,875,662 85,288,587 85,201,960 85,628,903 90,529,700 94,702,800
LICENSES AND PERMITS Building Permits 2,121,123 2,035,982 1,785,004 1,685,000 1,780,000 1,780,000 Other 175,497 70,590 100,160 79,620 76,620 82,920 LICENSES AND PERMITS Total 2,296,619 2,106,571 1,885,164 1,764,620 1,856,620 1,862,920
FINES AND FORFEITURES Neighborhood Services 56,338 54,313 142,984 30,000 7,500 10,000 Other 187,432 322,575 - - - - Vehicle Code & Parking 475,461 450,667 532,614 400,000 300,000 325,000 FINES AND FORFEITURES Total 719,231 827,555 675,597 430,000 307,500 335,000
USE OF MONEY AND PROPERTY Investment Earnings 602,270 759,629 4,510,651 600,000 216,000 216,000 Property Rentals 696,148 788,058 742,509 279,085 275,900 725,900 USE OF MONEY AND PROPERTY Total 1,298,418 1,547,687 5,253,160 879,085 491,900 941,900
INTERGOVERNMENTAL Citizens Option for Public Safety (COPS) 166,993 233,128 209,716 192,000 50,000 50,000 Community Court 51,734 36,369 - 2,000 2,000 2,000 Motor Vehicle In-Lieu 67,572 61,997 102,801 60,000 77,000 77,000 Other Grants ------Police Officers Standards & Training (POST) 60,223 99,547 115,482 50,000 10,000 12,000 State Mandated Costs - 227,284 448 - - - INTERGOVERNMENTAL Total 346,521 658,325 428,448 304,000 139,000 141,000
CURRENT SERVICES Building 927,423 971,004 914,144 712,492 1,430,000 1,430,000 City Management 152,909 165,683 154,508 30,600 30,100 30,100 Parks & Rec-Aquatics 263,245 281,940 161,155 142,500 225,000 307,000 Parks & Rec-Classes 274,443 293,567 145,527 58,000 177,000 270,000 Parks & Rec-Facility Rental 674,811 753,746 491,187 206,342 448,740 758,000 Parks & Rec-League Fees 269,178 248,757 120,729 106,000 138,000 234,000 Parks & Rec-Senior Services 302,841 329,398 205,843 22,036 80,870 308,703 Parks & Rec-Summer Camp 354,155 352,157 270,286 75,500 399,000 531,000 Parks & Rec-Youth & Family Services 959,121 598,668 349,936 139,850 463,654 665,127 Engineering 1,579,017 1,648,848 1,475,772 1,203,000 1,225,000 1,260,000 Finance Department 1,070 1,093 343 500 75 75 Fleet 3,714 4,205 4,789 - - - Housing - 286,560 71,250 130,000 12,000 12,000 Multi-Family Inspection Program 135,898 338,787 271,309 525,000 511,839 544,490 Neighborhood Services (34,371) (2,830) 80,117 - - - Planning 1,280,556 1,553,209 1,594,898 1,103,012 647,976 678,916 Public Safety Services 1,099,996 1,009,244 938,323 791,703 664,293 711,374 Special Event 147,594 204,501 288,261 211,590 1,000 5,000 Transportation 3,396 92,522 98,500 222,000 222,000 CURRENT SERVICES Total 8,391,601 9,041,934 7,630,897 5,556,625 6,676,547 7,967,785
INTERFUND SERVICE CHARGES Maintenance Districts 135,485 135,485 135,485 135,485 Sewer Enterprise 1,307,084 1,344,917 1,439,972 1,477,886 1,149,762 1,170,478 Stormwater 448,725 448,725 159,156 163,930 168,848 173,914 Tourism Improvement District - - 90,432 - - - INTERFUND SERVICE CHARGES Total 1,755,809 1,929,127 1,689,560 1,777,301 1,454,095 1,479,877
OTHER REVENUES Other 3,385,281 2,769,528 4,182,331 3,572,673 4,407,849 4,291,970 OTHER REVENUES Total 3,385,281 2,769,528 4,182,331 3,701,594 4,407,849 4,291,970
OTHER FINANCING SOURCES Metroplex/Parklands/Other 134,369 1,332,948 117,720 44,392 - - Traffic Safety Management 384,381 - - - OTHER FINANCING SOURCES Total 134,369 1,332,948 502,101 44,392 - -
Grand Total 100,203,512 105,502,264 107,449,219 100,086,520 105,863,211 111,723,252
45 City of Concord General Fund Revenue Comparison of Revenue by Source For the Year Ending June 30, 2022
MEASURE V 7%
INTERGOVERNMENTAL 1%
INTERFUND CHARGES 1% REVENUES FROM USE OF MONEY TAXES <1% 75% LICENSES AND PERMITS 2%
CURRENT SERVICES 6% TAXES $ 79,757,700 MEASURE V 10,772,000 INTERGOVERNMENTAL 139,000 OTHER REVENUES INTERFUND CHARGES 1,454,095 5% REVENUES FROM USE OF MONEY 491,900 LICENSES AND PERMITS 1,856,620 CURRENT SERVICES $6,676,547 OTHER REVENUES 4,715,349 $ 105,863,211
46 City of Concord General Fund Revenue Comparison of Revenue by Source For the Year Ending June 30, 2023
MEASURE V 10%
INTERGOVERNMENTAL <1%
INTERFUND CHARGES 1% REVENUES FROM USE OF MONEY 1% TAXES 75% LICENSES AND PERMITS 2%
CURRENT SERVICES 7% TAXES $ 83,430,800 MEASURE V 11,272,000 INTERGOVERNMENTAL 141,000 OTHER REVENUES INTERFUND CHARGES 1,479,877 4% REVENUES FROM USE OF MONEY 941,900 LICENSES AND PERMITS 1,862,920 CURRENT SERVICES $7,967,785 OTHER REVENUES 4,626,970 $ 111,723,252
47 City of Concord Summary of General Fund Adopted Budgets Population and Assessed Valuations For the Fiscal Years 2012-13 through 2021-22
Operating Net Assessed Population Budget Year Population Budget* Values Increase Increase
2012-2013 123,812 71,053,093 11,167,274 0.5% -0.4%
2013-2014 124,656 75,454,351 11,748,714 0.7% 6.2%
2014-2015 126,069 82,876,554 12,917,847 1.1% 9.8%
2015-2016 128,280 89,111,556 13,886,354 1.8% 7.5%
2016-2017 128,370 96,973,104 15,070,477 0.1% 8.8%
2017-2018 129,493 97,006,517 15,908,068 0.9% 0.0%
2018-2019 129,889 102,522,610 17,166,929 0.3% 5.7%
2019-2020 130,143 108,170,941 17,850,718 0.2% 5.5%
2020-2021 130,533 103,120,576 18,720,473 0.3% -4.7%
2021-2022*** 130,925 107,956,256 19,431,851 0.3% 4.7%
ASSESSED VALUATIONS (in $1,000) 2018-19 2019-20 2020-21 2021-22*** Land $ 7,874,051 $ 8,285,551 $ 8,735,851 $ 9,067,813 Improvements 9,844,554 10,154,469 10,571,628 10,973,350 Personal Property 373,631 400,294 439,908 456,625 $ 18,092,236 $ 18,840,314 $ 19,747,387 $ 20,497,788 Exemptions: Homeowners $ 128,216 $ 126,221 $ 124,204 $ 128,924 Other 797,091 863,375 902,710 937,013 Net Total $ 17,166,929 $ 17,850,718 $ 18,720,473 $ 19,431,851
* Adopted Budget less Projects and Debt Service ** Estimated Population *** Preliminary Estimates. Information not available until October.
48 This page intentionally left blank Summary by Fund and Department
This page intentionally left blank CITY OF CONCORD DEPARTMENTAL SUMMARIES ALL FUNDING SOURCES FOR YEARS ENDING JUNE 30, 2022 AND 2023
ACCOUNTING BASIS
All governmental fund type annual operating budgets are adopted on a basis of accounting consistent with generally accepted governmental accounting principles except for the Capital Improvement Program/Transportation Improvement Program (CIP/TIP) projects which are reviewed biennially and adopted on a project by project basis.
Basis of accounting refers to when revenues and expenditures or expenses are recognized and reported in the financial statements, regardless of the measurement focus applied. All governmental and agency funds are accounted for using the modified accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. Measurable means the amount of the transaction can be determined and is available, i.e., collectible within the current period or soon enough thereafter (generally sixty days) to be used to pay liabilities of the current period. Amounts which cannot be measured or are not available are not accrued as revenue in the current year.
Those revenues susceptible to accrual are sales and franchise taxes, interest revenue and some charges for services. Fines, licenses and permits revenues are not susceptible to accrual because they are generally not measurable until received. Long-term notes receivable have been offset with an entry to deferred revenue or a reservation of fund balance to reflect interest and principal, respectively, and the fact that these revenues are not currently available.
Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Exceptions to this general rule include accumulated unpaid vacation, sick pay and other employee amounts which are accrued in the general long-term obligation account group, and principal and interest on general long-term debt which is recognized when due. Financial resources usually are appropriated in other funds for transfer to a debt service fund in the period in which maturing debt principal and interest must be paid. Such amounts are therefore not current liabilities of the debt service fund, as their settlement will not require expenditure of existing fund assets.
All proprietary funds, the internal service funds, and the pension trust fund are budgeted for using the accrual basis of accounting. Their revenues are recognized when they are earned and their expenses are recognized when they are incurred. Depreciation and amortization are charged, but they are not reflected in the budget.
PROGRAM STRUCTURE
A number of Departments have reconfigured their program structure from the prior year as a result of developing their Performance-Based Budgets. As such, prior year comparisons cannot be made in the individual program summaries. For those individual programs, a N/A (not applicable) is noted in the prior year columns.
The material in this section is intended to assist the reader by giving an overall summary of each Department’s expenditures and personnel allocations proposed for FY 2021-22 and FY 2022-23 as compared to actual or budgeted amounts in the four preceding fiscal years. Comparisons are made at the Department level and include all funding sources.
A brief summary is given if the proposed budget contains any significant changes for the prior year that affect expenditures and personnel. Rental charges for equipment and facilities are now proportionately assigned to each Department as an expense. Also expensed to each Department are the operational costs for each Internal Service Fund. These charges are shown under the “Fixed Charges” category. The total operational and replacement expense is offset equally by revenue to the appropriate Internal Service Fund.
Operations for the Internal Service Funds are shown in the appropriate Departmental Summary. The Information Technology Replacement Fund, shown in the Information Technology Department, includes computers and peripherals, telecommunications and other office equipment. The Building Maintenance and Fleet Replacement Funds are included with the Public Works Department. The Workers’ Compensation, Risk Management and Post Retirement Healthcare Benefits Funds are considered non-departmental and are not included in any departments’ totals.
51 CITY OF CONCORD DEPARTMENTAL SUMMARIES FUND STRUCTURE FOR YEARS ENDING JUNE 30, 2022 AND 2023
GOVERNMENTAL FUNDS Governmental funds are accounting segregations of financial resources. Expendable assets are assigned to various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid and the difference between governmental fund assets and liabilities is referred to as “Fund Balance.”
General Fund - This is the main operating fund of the City. It is used to account for all financial resources not required to be accounted for in another fund. The major revenue sources for this fund are property taxes, sales taxes, franchise fees, motor vehicle in-lieu fees, interest income, fines and charges for services. Expenditures are made for public safety, parks, recreation, public works, community and economic development, and general governmental operations.
Special Revenue Funds - To account for the proceeds of specific revenue sources (other than expendable trusts or for major capital projects) that are legally restricted to expenditure for specified purposes. The City maintains fourteen Special Revenue Funds. 1. State Gas Tax - Revenue apportioned to the City from State-collected gasoline taxes and expended for construction and maintenance of city streets. 2. Storm Water Management - Activities necessary to comply with the Federal Clean Water Act. 3. Maintenance Districts - Revenue from assessments on property owners within the districts expended for street lighting and landscape maintenance within these areas. 4. Art in Public Places - Fees collected from new construction permits expended for the purchase and installation of art objects in the City. This fee has been rescinded and the funds available are earmarked in the Capital Improvement Program for a specific project. 5. Traffic System Management (TSM) - Monies from in-lieu Parking fees expended for off-street parking facilities, mass transit equipment and TSM projects. 6. Concord Housing – Accounts for the activities of the Housing Successor Agency to the former Redevelopment Agency of the City. Assets were transferred to this fund for the purpose of increasing or improving the City’s supply of low or moderate income housing. 7. Housing & Community Services - Monies from the Department of Housing and Urban Development expended for programs to assist low and moderate-income residents. Developer’s fees support the City’s childcare program. 8. Concord/Pleasant Hill Health Care District (formerly Mt. Diablo Health Care District) – Property taxes revenues provide funding for health programs for the communities served by the District. 9. PEG Fees – Public Educational Governmental Fees received from the City’s Cable Franchises used for Public Access Video needs. 10. Vehicle Abatement - Reimbursement of the costs associated with the enforcement of the Contra Costa County Vehicle Abatement Program authorized by California Vehicle Code 2271. 11. Asset Forfeiture – To account for revenues received from adjudicated sales of assets seized during drug related arrests and to disburse for authorized public safety activities. 12. General Plan Reimbursement Fee – Accumulation of revenue levied on building permits for payment of expenditures related to the City’s General Plan Update and Housing Element Update. 13. Technology Fee – To account for revenues received from a surcharge of administrative processing, plan review, and inspection fees applying to Building, Engineering and Planning Divisions. 14. Tourism Improvement District – To account for revenues reimbursed to the City for administrative costs associated with administering the Concord Tourism Business Improvement District.
Debt Service Funds - To account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. The City maintains the following types of Debt Service Funds. 1. Revenue Bonds - Accounts for payment of principal and interest of the Performing Arts Revenue Bonds and the Lease Revenue Financing Agreement. 2. Certificates of Participation - Accounts for the payment of principal and interest on Association of Bay Area Government (ABAG) certificates of participation.
52 CITY OF CONCORD DEPARTMENTAL SUMMARIES FUND STRUCTURE FOR YEARS ENDING JUNE 30, 2022 AND 2023
3. Energy Lease – Accounts for lease purchase agreement to finance several energy conservation projects throughout the City.
Capital Projects Funds -To account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund and trust funds). The City maintains eight Capital Project Funds. 1. Measure J - Accounts for transportation improvements funded by 19% of the ½% sales tax approved by Contra Costa voters in 1988. 2. Developer Fees for Parkland Zones - Accounts for fees collected from developers expended for parks and recreational areas. 3. Developer Fees for Off-Site Street Improvement Program (O.S.I.P.) - Accounts for fees collected from developers expended for General Plan street improvements. 4. Developer Fees for Storm Drain Zones/Traffic Mitigation - Account for fees collected from developers expended for storm drains and traffic mitigation. 5. General Reimbursable Projects Fund - Accounts for the costs of acquisition and construction of general purpose public facilities that are reimbursable from grants or from General Fund transfers. 6. General Fund Projects – Accounts for the projects financed by General Fund transfers expended for acquisition and construction of general purpose public facilities and improvements. 7. Measure V Capital Projects – Accounts for the projects financed by transfers from the Measure Q fund.
ENTERPRISE FUNDS Proprietary funds account for City operations financed and operated in a manner similar to a private business enterprise. The intent of the City is that the cost of providing goods and services be financed primarily through user charges and that the activity be self supporting. The City operates two Enterprise Funds. 1. Golf Course Fund - Accounts for activities associated with the development, operations, and maintenance of the Diablo Creek Golf Course. 2. Sewer Fund - Accounts for activities associated with sewage collection, transmission and treatment.
INTERNAL SERVICE FUNDS To account for the financing of goods or services provided by one department to other departments of the governmental unit on a cost reimbursement basis. The City maintains six types of Internal Service Funds. 1. Worker’s Compensation Fund - Accounts for worker’s compensation expenses. 2. Risk Management/Liability Fund - Provides for the uninsured portion of claims and judgments. 3. Post-Retirement Healthcare - Accounts for contributions and benefits paid in relation to the Post- Retirement Health Care Program. 4. Fleet Maintenance Fund - Accounts for the replacement, maintenance and operations of City licensed vehicles and motorized equipment. 5. Information Technology Equipment Funds - Account for the replacement, maintenance and operations of computers and peripherals, network systems, telecommunications, data base systems and office equipment. 6. Building Maintenance Fund - Accounts for the replacement, maintenance and operations for facility upkeep and custodial services.
FIDUCIARY FUNDS To account for assets held by the City as a trustee agent for other governmental units, private organizations, other or individuals. 1. Employee Retirement System Trust Fund - Accounts for accumulation of resources to be used for retirement annuity payments at appropriate amounts and times in the future. 2. Successor Agency Trust Fund – Accounts for the activities of the Successor Agency to the former Redevelopment Agency of the City.
53 City of Concord Fund Balance Summary by Fund For the Fiscal Years Ending June 30, 2022 and 2023
Fund Fund Fund Balance Transfers Balance Transfers Balance 7/1/2021 Revenues Expenditures In Out 7/1/2022 Revenues Expenditures In Out 7/1/2023 General Fund 30,231,000 94,786,878 107,001,423 11,076,333 954,833 28,137,955 100,141,853 110,708,666 11, 581,399 972,071 28,180,470
Measure V 652,000 27,000,000 228,000 - 26,272,000 1,152,000 28,000,000 228,000 - 26,772,000 2, 152,000
Pavilion (69,435) 997,273 168,934 - 360,363 398,541 1,101,773 175,301 - 358,609 966,405
Other 2,229,291 232,485 136,079 - - 2,325,697 232,485 136,079 - - 2, 422,103
Special Revenue Funds - - Art in Public Places 90,183 11,787 10,000 - - 91,970 21,787 10, 000 - 103,757 Concord Pleasant Hill Health Car 202,761 201,770 182,239 - - 222,292 201,770 182,668 - - 241,394 Gas Tax 3,554,249 5,829,704 6,846,268 - - 2,537,685 5,829,704 6,978,976 - 1,388, 413 Housing and Community Service 14,423,548 1,193,379 1,678,115 131,143 14,069,955 1,193,379 1,569,803 130,266 - 13,823,797 Maintenance Districts 5,412,822 1,770,911 2,209,244 - - 4,974,490 1,770,911 2,236,795 - - 4, 508,606 Other Funds 1,247,778 296,844 64,907 135,485 - 1,615,200 309,968 64, 906 135, 485 1,995,747 PEG Fees 355,015 405,291 171,000 - - 589,306 385,291 171,000 - 803,597 Storm Water Management 4,264,478 2,070,806 3,027,779 524,001 168,848 3,662, 658 2,070,806 2,878,575 530, 866 173, 914 3,211, 841 Technology Fee 1,091,194 445,431 415,000 - - 1,121,625 445,431 415,000 - - 1,152,056 Tourism Improvement District 16,735 813 - - - 17,548 813 - - - 18,361 Traffic Systems Management (5,866) - - - - (5,866) - - - - (5,866) Vehicle Abatement 231,426 100,000 124,743 - - 206,683 100,000 124,552 - - 182,131 Special Revenue Funds Total 30,884,322 12,326,736 14,729,294 790,629 168,848 29,103,546 12,329,860 14,632,275 796,617 173,914 27,423,835
Debt Service Funds Lease Agreements - 8,343,849 8,343,849 - - 8,373,486 8,373,486 - - Revenue Bonds - 297 - - - 297 297 - - - 594 Debt Service Funds Total - 297 8,343,849 8,343,849 - 297 297 8,373, 486 8,373,486 - 594
Captial Projects Funds Captial Projects Funds Total 13,467,553 6,209,938 8,911,021 8,000,000 - 18,766,470 2,494,938 4,603,511 8,000,000 - 24,657,898
Enterprise Funds Golf 531,882 1,814,923 1,551,932 - - 744,873 1,860,400 1,668,000 - - 887,273 Sewer 23,603,471 41,845,386 32,297,641 - - 27,482,111 44, 831,537 34,578,062 - - 34,240,585 Enterprise Funds Total 24,135,353 43,660,309 33,849,573 - - 33,946,089 46,691,937 36,246,062 - - 44,391,963
Internal Service Funds Building Maintenance 1,259,675 3,509,649 3,293,810 - - 1,475,514 3,543,235 3,324,785 - 1,693, 964 Fleet Maintenance 6,140,037 3,949,033 3,346,340 - - 6,742,730 3,999,797 4,115,553 - - 6, 626,974 Information Technology 5,943,962 10,334,110 11,679,694 - - 4,598,378 10, 432,593 11,889,481 - - 3, 141,489 Post Retirement Healthcare 675,634 4,431,000 4,421,325 - - 685,309 4,525,000 4,571,325 - - 638,985 Risk Management/Liability 3,659,979 1,988,281 1,988,281 - - 3,659,979 2,028,881 2,028,881 - - 3, 659,979
54 Workers' Compensation 15,043,585 4,685,100 4,201,047 - - 15,527,638 4,842,247 4,221,041 - - 16,148,844 Internal Service Funds Total 32,722,872 28,897,173 28,930,496 - - 32,689,549 29,371,752 30,151,066 - - 31,910,235
Fiduciary Funds Pension Trust 30,468,346 3,117,000 2,667,000 - - 30,918,346 3,115,000 2,665,000 - - 31,368,346 Successor Agency - 7,690,070 7,690,070 - - - 7,371,695 7,371,695 - - - Fiduciary Funds Total 30,468,346 10,807,070 10,357,070 - - 30,918,346 10,486,695 10,036,695 - - 31,368,346
Total City 164,721,302 218,708,222 212,655,739 28,210,811 27,756,044 177,438,490 230,851,590 215,291,139 28,751,502 28,276,594 193,473,849
55 City of Concord Total Net Budgetary Uses For the Fiscal Year Ending June 30, 2022
Less: Less: Total Less: Internal General Less: Total Net Transfers Expenditures & Transfers Service Admin CCRS Budgetary Expenditures Out Transfers Out Out (1) Charges (2) Fees (3) Charges (4) Uses General Fund 107,001,423 954,833 107,956,256 (954,833) (16,814, 383) (2,309,677) 87, 877,363 - - Measure V 228,000 26,272,000 26,500,000 (26,272,000) - - - 228,000 - - - Pavilion 168,934 360,363 529,297 (360,363) (1,492) - (1, 448) 165,994 - - - Other 136,079 - 136,079 - - - - 136,079 - - - - Special Revenue Funds - - - Art in Public Places 10,000 - 10,000 - - - 10,000 Concord Pleasant Hill Health Care District 182,239 - 182,239 - (2,818) - (501) 178,919 Gas Tax 6,846,268 - 6,846,268 - (510,335) (48, 667) 6,287,266 Housing and Community Services 1,678,115 - 1,678,115 - (26,054) 1,652,060 Maintenance Districts 2,209,244 - 2,209,244 - (33,103) 2,176,141 Other Funds 64,907 - 64,907 - 64,907 PEG Fees 171,000 - 171,000 - 171,000 Storm Water Management 3,027,779 168,848 3,196,627 (168,848) (184,612) (168,848) (42,156) 2,632,163 Technology Fee 415,000 - 415,000 - 415,000 Tourism Improvement District ------Traffic Systems Management ------Vehicle Abatement 124,743 - 124,743 - - (3,585) 121,158 Special Revenue Funds Total 14,729,294 168,848 14,898,142 (756,922) (168,848) (94,909) 13,877,463 - - - - Debt Service Funds - - - Lease Agreements 8,343,849 8,343,849 - 8,343,849 Revenue Bonds - - - - Debt Service Funds Total 8,343,849 - 8,343,849 - - - - 8,343,849 - - - - Captial Projects Funds - - - Captial Projects Funds Total 8,911,021 - 8,911,021 - (39,324) - - 8,871,697 - - - - Enterprise Funds - - - Golf 1,551,932 - 1,551,932 - (25,417) (5,791) 1,520,724 Sewer 32,297,641 - 32,297,641 - (490,331) (1,149,762) (75,175) 30,582, 373 Enterprise Funds Total 33,849,573 - 33,849,573 - (515,749) (1,149,762) (80,966) 32,103,097
56 - - - - Internal Service Funds - - - Building Maintenance 3,293,810 - 3,293,810 - (327,632) 2,966,177 Fleet Maintenance 3,346,340 - 3,346,340 - (283,228) 3,063,112 Information Technology 11,679,694 - 11,679,694 - (786,135) 10,893, 559 Post Retirement Healthcare 4,421,325 - 4,421,325 - 4,421,325 Risk Management/Liability 1,988,281 - 1,988,281 - 1,988,281 Workers' Compensation 4,201,047 - 4,201,047 - (38,507) 4,162,540 Internal Service Funds Total 28,930,496 - 28,930,496 - (1,435,502) - - 27,494,994 - - - - Fiduciary Funds - - - Pension Trust 2,667,000 - 2,667,000 - 2,667,000 Successor Agency 7,690,070 - 7,690,070 - (25,127) 7,664,943 Fiduciary Funds Total 10,357,070 - 10,357,070 - (25,127) - - 10,331,943 - - - - Total City 212,655,739 27,756,044 240,411,783 (27,587,196) (19, 588,499) (1,318,610) (2,487,000) 189, 430,478
(1) To eliminate Transfers Out shown as costs elsewhere in the Budget (2) To eliminate Internal Service Charges shown as costs elsewhere in the Budget (3) To eliminate General Administrative Fees paid to the General Fund and shown as costs in the General Fund Budget (4) To eliminate City of Concord Retirement System (CCRS) charges shown as costs elsewhere in the Budget
57 City of Concord Total Net Budgetary Uses For the Fiscal Year Ending June 30, 2023
Less: Less: Total Less: Internal General Less: Total Net Transfers Expenditures & Transfers Service Admin CCRS Budgetary Expenditures Out Transfers Out Out (1) Charges (2) Fees (3) Charges (4) Uses General Fund 110,708,666 972,071 111,680,737 (972,071) (17,000,832) (2,306,208) 91,401,626
Measure V 228,000 26,772,000 27,000,000 (26,772,000) 228,000
Pavilion 175,301 358,609 533,909 (358,609) (1,527) (1,426) 172,347
Other 136,079 - 136,079 - 136,079
Special Revenue Funds Art in Public Places 10,000 - 10,000 Concord Pleasant Hill Health Care District 182,668 - 182,668 (2,824) (496) 179,347 Gas Tax 6,978,976 - 6,978,976 (516,327) (49,739) 6,412,909 Housing and Community Services 1,569,803 - 1,569,803 (25,210) 1,544,593 Maintenance Districts 2,236,795 2,236,795 - (33,371) 2,203,424 Other Funds 64,906 64,906 64,906 PEG Fees 171,000 171,000 171,000 Storm Water Management 2,878,575 2,878,575 (186,551) (173,914) (42,291) 2,475,819 Technology Fee 415,000 415,000 415,000 Tourism Improvement District - - Traffic Systems Management - - - Vehicle Abatement 124,552 124,552 (3,462) 121,090 Special Revenue Funds Total 14,632,275 - 14,632,275 - (764,283) (173,914) (95,988) 13,588,089
Debt Service Funds Lease Agreements 8,373,486 - 8,373,486 8,373,486 Revenue Bonds - - - - Debt Service Funds Total 8,373,486 - 8,373,486 - - - - 8,373,486
Captial Projects Funds
58 Captial Projects Funds Total 4,603,511 - - - (39,949) - - (39,949)
Enterprise Funds Golf 1,668,000 1,668,000 (26,235) (5,704) 1,636,060 Sewer 34,578,062 34,578,062 (495,515) (1,170,478) (75,674) 32,836,395 Enterprise Funds Total 36,246,062 - 36,246,062 - (521,750) (1,170,478) (81,378) 34,472,455
Internal Service Funds Building Maintenance 3,324,785 - 3,324,785 - (334,283) 2,990,502 Fleet Maintenance 4,115,553 - 4,115,553 (292,152) 3,823,401 Information Technology 11,889,481 - 11,889,481 (793,357) 11,096,124 Post Retirement Healthcare 4,571,325 - 4,571,325 4,571,325 Risk Management/Liability 2,028,881 - 2,028,881 2,028,881 Workers' Compensation 4,221,041 - 4,221,041 - (38,288) 4,182,753 Internal Service Funds Total 30,151,066 - 30,151,066 - (1,458,080) - - 28,692,986
Fiduciary Funds Pension Trust 2,665,000 2,665,000 2,665,000 Successor Agency 7,371,695 7,371,695 - (25,510) 7,346,185 Fiduciary Funds Total 10,036,695 - 10,036,695 - (25,510) - - 10,011,185
Total City 215,291,139 28,102,680 238,790,309 (28,102,680) (19,811,931) (1,344,392) (2,485,000) 187,036,305
(1) To eliminate Transfers Out shown as costs elsewhere in the Budget (2) To eliminate Internal Service Charges shown as costs elsewhere in the Budget (3) To eliminate General Administrative Fees paid to the General Fund and shown as costs in the General Fund Budget (4) To eliminate City of Concord Retirement System (CCRS) charges shown as costs elsewhere in the Budget
59 City of Concord Revenue Summary by Fund (Includes Transfers In) For the Fiscal Year Ending June 30, 2022 and 2023
Proposed Proposed Actual Actual Actual Estimated Budget Budget 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
General Fund 100,269,611 105,514,084 107,449,219 100,086,520 105,863,211 111,723,252
Measure Q/V 13,819,691 13,357,593 13,326,748 15,926,031 27,000,000 28,000,000
Pavilion 1,024,078 1,444,825 726,142 1,064,256 997,273 1,101,773
Other 273,910 735,570 753,491 268,708 232,485 232,485
Special Revenue Funds Art in Public Places 1,323 50,424 23,201 495 11,787 21,787 Concord Pleasant Hill Health Care District 396,188 374,442 366,448 327,097 201,770 201,770 Gas Tax 3,238,973 4,970,258 5,241,175 5,455,891 5,829,704 5,829,704 Housing and Community Services 2,114,539 1,999,838 2,023,885 2,356,624 1,324,522 1,323,645 Maintenance Districts 1,663,503 1,859,391 1,734,322 1,802,275 1,770,911 1,770,911 Other Funds 446,579 649,908 743,450 261,438 296,844 309,968 PEG Fees 1,410,223 480,113 481,314 461,564 405,291 385,291 Storm Water Management 2,828,451 2,820,922 2,916,146 2,563,873 2,594,807 2,601,672 Technology Fee 350,284 396,180 378,990 309,112 445,431 445,431 Tourism Improvement District 14,811 24,342 - 16,735 813 813 Vehicle Abatement 152,195 77,653 89,077 102,508 100,000 100,000 Special Revenue Funds Total 12,617,069 13,703,472 13,998,008 13,657,612 12,981,881 12,990,993
Debt Service Funds Assessment Districts 60 90 86 - 79 79 Lease Agreements 3,812,130 3,785,508 3,826,780 3,311,354 8,343,849 8,373,486 Revenue Bonds 439,438 385,444 332,521 284,224 297 297 Debt Service Funds Total 4,251,629 4,171,042 4,159,386 3,595,578 8,344,225 8,373,862
Enterprise Funds Golf 1,519,818 1,490,969 1,649,048 1,755,478 1,814,923 1,860,400 Sewer 33,689,142 36,795,343 39,565,528 43,373,449 41,845,386 44,831,537 Enterprise Funds Total 35,208,959 38,286,312 41,214,577 45,128,927 43,660,309 46,691,937
60 City of Concord Revenue Summary by Fund (Includes Transfers In) For the Fiscal Year Ending June 30, 2022 and 2023
Proposed Proposed Actual Actual Actual Estimated Budget Budget 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
Internal Service Funds Building Maintenance 3,479,033 3,248,150 3,571,146 3,540,229 3,509,649 3,543,235 Fleet Maintenance 3,655,966 3,761,830 4,059,915 3,701,242 3,949,033 3,999,797 Information Technology 9,011,282 10,514,923 13,258,636 10,221,138 10,334,110 10,432,593 Post Retirement Healthcare 8,772,652 8,534,146 8,595,363 4,492,122 4,431,000 4,525,000 Risk Management/Liability 1,509,236 1,914,982 1,772,761 1,763,598 1,988,281 2,028,881 Workers' Compensation 2,857,444 3,123,423 5,579,886 2,960,140 4,685,100 4,842,247 Internal Service Funds Total 29,285,613 31,097,455 36,837,707 26,678,469 28,897,173 29,371,752
Fiduciary Funds Pension Trust 13,814,557 11,106,679 9,586,441 2,715,000 3,117,000 3,115,000 Successor Agency 14,579,454 14,357,183 8,648,160 7,997,481 7,690,070 7,371,695 Fiduciary Funds Total 28,394,011 25,463,861 18,234,601 10,712,481 10,807,070 10,486,695
Captial Projects Funds Developer's Fees O.S.I.P. 63,213 282,412 1,041,746 59,715 2,266 2,266 Developer's Fees Parkland 882,624 1,138,276 2,336,837 50,000 50,000 50,000 Developer's Fees Storm Drain/TM 83,185 36,480 22,154 5,553 5,413 5,413 General Fund Projects 2,530,000 2,043,979 596,900 272,427 94,800 94,800 Measure J 2,227,007 2,391,877 2,560,957 2,118,552 2,331,929 2,331,929 Measure Q/V 2,757,921 3,382,797 3,361,000 1,590,000 8,000,000 8,000,000 Other Funds 308,954 311,232 344,273 145,653 7,832 7,832 Traffic Mitigation 4,329 6,500 6,176 4,329 2,698 2,698 Captial Projects Funds Total 8,857,233 9,593,554 10,270,041 4,246,229 10,494,938 10,494,938
Total Revenue 234,001,805 243,367,769 246,969,920 221,364,810 249,278,565 259,467,687
61 City of Concord Expenditure Summary by Fund (Includes Transfers Out) For the Fiscal Year Ending June 30, 2022 and 2023
Proposed Proposed Actual Actual Actual Estimated Budget Budget 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
General Fund 102,619,810 101,592,317 108,230,619 103,120,576 107,956,256 111,680,737
Measure Q/V 13,065,594 13,698,942 13,308,692 14,326,031 26,000,000 27,000,000
Pavilion 597,323 606,870 542,730 1,053,047 529,297 533,909
Other 23,718,124 24,158,187 24,029,098 254,019 136,079 136,079
Special Revenue Funds Art in Public Places - - 7,141 - 10,000 10,000 Concord Pleasant Hill Health Care District 355,108 302,990 341,893 340,213 182,239 182,668 Gas Tax 2,722,226 2,674,807 1,961,726 2,910,367 3,110,268 3,178,976 Housing and Community Services 884,647 1,107,198 897,505 1,716,932 1,678,115 1,569,803 Maintenance Districts 1,422,507 1,320,935 1,358,146 2,071,004 2,039,244 2,065,795 Other Funds 137,486 308,781 207,635 334,175 64,907 64,906 PEG Fees 147,345 169,547 193,105 181,039 171,000 171,000 Storm Water Management 2,176,876 2,214,475 2,067,396 3,065,301 2,827,779 2,878,575 Technology Fee 10,068 62,153 44,894 219,500 415,000 415,000 Tourism Improvement District - - 90,432 - - - Traffic Systems Management 77,414 56,320 11,223 68,000 - - Vehicle Abatement 72,382 85,933 66,565 99,452 124,743 124,552 Special Revenue Funds Total 8,006,061 8,303,139 7,247,663 11,005,984 10,623,294 10,661,275
Debt Service Funds Lease Agreements 3,817,735 3,818,011 3,845,964 3,311,354 8,343,849 8,373,486 Revenue Bonds 434,334 511,166 327,216 284,224 - - Debt Service Funds Total 4,252,069 4,329,177 4,173,180 3,595,578 8,343,849 8,373,486
Enterprise Funds Golf 1,416,713 1,431,189 1,518,277 1,613,184 1,551,932 1,668,000 Sewer 28,196,531 26,774,485 32,518,943 33,551,119 33,062,841 35,345,012 Enterprise Funds Total 29,613,244 28,205,674 34,037,220 35,164,303 34,614,773 37,013,012
62 City of Concord Expenditure Summary by Fund (Includes Transfers Out) For the Fiscal Year Ending June 30, 2022 and 2023
Proposed Proposed Actual Actual Actual Estimated Budget Budget 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
Internal Service Funds Building Maintenance 4,513,890 4,593,457 4,645,954 3,347,001 3,496,334 3,534,422 Compensated Absences - - 654,147 - - - Fleet Maintenance 3,220,831 3,287,608 3,179,394 3,894,786 3,346,340 4,115,553 Information Technology 7,021,271 9,072,809 9,849,524 11,024,896 11,679,694 11,889,481 Post Retirement Healthcare 8,364,574 8,446,335 8,485,069 4,059,585 4,421,325 4,571,325 Risk Management/Liability 1,436,018 1,675,476 2,433,067 1,776,681 1,988,281 2,028,881 Workers' Compensation 2,695,222 4,088,382 2,842,330 2,894,719 4,201,047 4,221,041 Internal Service Funds Total 27,251,806 31,164,066 32,089,485 26,997,668 29,133,020 30,360,703
Fiduciary Funds Pension Trust 5,616,697 10,146,032 9,903,930 2,743,730 2,667,000 2,665,000 Successor Agency 7,451,054 8,171,472 4,328,211 8,002,390 7,690,070 7,371,695 Fiduciary Funds Total 13,067,751 18,317,503 14,232,142 10,746,120 10,357,070 10,036,695
Captial Projects Funds Developer's Fees Parkland - 1,042,270 108,558 - - - Developer's Fees Storm Drain/TM 76,713 - - - - - General Fund Projects - 20,000 125,528 1,438,511 2,531,148 2,583,019 Measure J 147,184 24,276 22,675 171,992 170,492 170,492 Other Funds 41,505 50,000 25,196 50,000 50,000 50,000 Captial Projects Funds Total 265,402 1,136,546 281,957 1,660,503 2,751,640 2,803,511
Total Revenue 222,457,186 231,512,420 238,172,787 207,923,829 230,445,277 238,599,407
63
Departmental Budget Summaries This page intentionally left blank City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 City Attorney
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 720,192 751,426 775,032 716,965 786, 638 802,361 Benefits 423,857 475,806 513,761 524,218 594, 769 589,404 Overtime 676 2,719 1,764 - - - Salaries and Benefits Total 1,144,725 1,229,951 1,290,557 1,241,183 1,381,407 1,391,766
Operating Expenses 1,528,505 1,772,889 2,541,191 1,968,693 2,244,761 2,145,361
Internal Service Charges Building 48,042 49,585 34,275 34,741 30,696 30,894 Information Technology 44,274 46,008 62,634 64,314 57,017 57,997 Risk Mgmt./Liability 17,730 13,782 13,502 13,687 18,484 17,375 Internal Service Charges Total 110,046 109,375 110,411 112, 743 106,197 106,2 67
Capital Projects -
Other Financing Uses -
Total Expenditures 2,783,276 3,112,215 3,942,158 3,322,619 3,732,365 3,643,394
Funding Sources General Fund 1,347,258 1,436,740 1,509,092 1,545,937 1,744,084 1,614,513 Internal Service Funds 1,436,018 1,675,476 2,433,067 1,776,681 1,988,281 2,028,881 Total Expenditures 2,783,276 3,112,215 3,942,158 3,322,619 3,732,365 3,643,394
65 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Community Development
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 4,314,267 4,123,075 4,457,449 4,051,455 4,637,156 4,845,320 Benefits 3,116,334 3,331,318 3,707,219 3,501,698 3,989,876 4,045,698 Overtime 68,746 59,365 42,132 53,610 62,000 62,000 Part-time 57,159 38,573 22,733 91,500 29,136 30,053 Salaries and Benefits Total 7,556,506 7,552,330 8,229,533 7,698,263 8,718,168 8,983,071
Operating Expenses 26,045,937 28,590,277 31,094,674 31,436,976 31,501,678 33,385,039
Internal Service Charges Building 301,428 311,113 215,722 218,634 163, 821 164,822 Fleet 82,889 84,633 85,068 89,582 98,318 99,825 Information Technology 975,544 1,013,420 1,259,982 1,244,748 1,187,696 1,193,200 Risk Mgmt./Liability 146,751 148,437 167,955 157,222 200, 021 200,086 Internal Service Charges Total 1,506,611 1,557,604 1,728,727 1,710,186 1,649,856 1,657,932
Capital Projects - - - 20,000 - -
Other Financing Uses 6,408,327 6,854,597 3,609,143 163,930 168,848 173,9 14
Total Expenditures 41,517,381 44,554,808 44,662,077 41,029,356 42,038,549 44,199,956
Funding Sources General Fund 10,009,118 10,026,936 10,928,755 10,239,624 11,145,158 11,250,306 Capital Projects Funds 115,593 9,656 13,977 157,000 15 7,000 157,000 Enterprise Funds 22,025,652 23,882,951 27,015,645 26,344,499 26,706,703 28,879,564 Fidicuiary Funds 6,658,650 7,612,984 3,971,224 - Special Revenue Funds 2,708,368 3,022,281 2,732,476 4,288,233 4,029,689 3,913,086 Total Expenditures 41,517,381 44,554,808 44,662,077 41,029,356 42,038,549 44,199,956
66 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Economic Development & Base Reuse
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time - - - 770,336 604, 681 628,957 Benefits - - - 591,709 487, 393 492,409 Overtime - - - 1,440 - - Salaries and Benefits Total - - - 1,363,484 1,092,074 1,121,366
Operating Expenses - - - 1,891,150 2,207,062 1,887,687
Internal Service Charges Building - - - - 30,696 30,894 Information Technology - - - 49,402 52,698 53,535 Risk Mgmt./Liability - - - 13,038 24,171 24,262 Internal Service Charges Total - - - 62,440 107,564 1 08,691
Other Financing Uses - - - 3,334,750 3,337,599 3,337,120
Total Expenditures - - - 6,651,824 6,744,299 6,454,864
Funding Sources General Fund - - - 1,368,441 807,671 823,402 Capital Projects Funds - - - 490,743 1,458,308 1,472,018 Fiduciary Funds - - - 4,792,640 4,478,320 4,159,445 Total Expenditures - - - 6,651,824 6,744,299 6,454,864
67 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Finance
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 1,660,634 1,638,628 1,702,466 1,742,771 1,871,331 1,957,939 Benefits 1,125,964 1,200,031 1,305,817 1,420,405 1,614,962 1,643,311 Overtime 1,633 12,401 6,524 - 7,300 7,500 Part-time 42,823 44,147 70,578 25,000 24,746 25,488 Salaries and Benefits Total 2,831,055 2,895,207 3,085,384 3,188,176 3,518,339 3,634,238
Operating Expenses 473,116 483,778 354,350 390, 063 489,425 537,3 65
Internal Service Charges Building 144,612 149,259 101,298 102,579 91,282 91,785 Fleet 2,563 2,660 3,843 3,958 4,487 4,592 Information Technology 262,280 272,403 363,474 372,980 358, 701 359,396 Risk Mgmt./Liability 38,950 39,397 44,271 44,879 57,078 58,179 Internal Service Charges Total 448,405 463,719 512,886 524, 395 511,547 513,9 52
Capital Projects - - - - -
Other Financing Uses ------
Total Expenditures 3,752,577 3,842,705 3,952,621 4,102,634 4,519,311 4,685,555
Funding Sources General Fund 3,752,577 3,842,705 3,952,621 4,102,634 4,519,311 4,685,555 Total Expenditures 3,752,577 3,842,705 3,952,621 4,102,634 4,519,311 4,685,555
68 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Human Resources
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 866,050 870,998 890,026 871,733 997, 600 1,019,342 Benefits 533,934 589,297 633,706 659,588 807, 982 804,129 Employment Expenses 42,773 44,376 44,124 - 44,000 44,000 Overtime 118 Part-time 630 7,293 21,421 Salaries and Benefits Total 1,443,386 1,512,083 1,589,277 1,531,320 1,849,582 1,867,471
Operating Expenses 3,108,789 4,531,496 3,225,443 3,502,926 4,796,324 4,814,704
Internal Service Charges Building 99,381 102,574 71,700 72,641 66,045 66,387 Fleet 1,556 1,614 2,332 2,402 2,723 2,787 Information Technology 97,152 100,917 129,793 133,268 121, 113 123,300 Risk Mgmt./Liability 35,337 35,744 42,006 42,583 63,578 63,374 Internal Service Charges Total 233,426 240,849 245,832 250, 894 253,458 255,8 47
Capital Projects - - - - -
Other Financing Uses ------
Total Expenditures 4,785,601 6,284,427 5,060,553 5,285,140 6,899,364 6,938,022
Funding Sources General Fund 1,986,938 2,099,727 2,119,034 2,334,136 2,594,992 2,613,656 Internal Service Funds 2,798,663 4,184,700 2,941,518 2,951,004 4,304,371 4,324,365 Total Expenditures 4,785,601 6,284,427 5,060,553 5,285,140 6,899,364 6,938,022
69 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Information Technology
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 1,458,644 1,577,370 1,207,332 1,106,540 1,655,566 1,716,906 Benefits 935,480 905,629 1,037,931 1,153,205 1,395,281 1,406,217 Overtime 8,063 11,734 7,898 18,826 24,203 24,243 Part-time 95,886 67,446 21,183 77,420 Salaries and Benefits Total 2,498,072 2,562,180 2,274,343 2,355,990 3,075,050 3,147,365
Operating Expenses 3,873,316 5,962,891 5,979,771 7,859,732 7,989,509 8,119,759
Internal Service Charges Building 144,612 149,259 101,298 102,579 91,282 91,785 Fleet 1,087 1,128 1,630 1,679 1,903 1,948 Information Technology 314,344 327,153 674,495 687,732 607, 434 613,937 Risk Mgmt./Liability 51,160 51,748 77,700 78,766 85,516 85,687 Internal Service Charges Total 511,204 529,287 855,123 870, 755 786,135 793,3 57
Debt Service Payments (169,781) (167,245) (13,423)
Other Financing Uses 168,600 1,200,000 1,216,456 89,458 - -
Uncategorized Expenses - (1,121,290) (816,475)
Total Expenditures 6,881,411 8,965,824 9,495,794 11,175,935 11,850,694 12,060,481
Funding Sources Internal Service Funds 6,734,065 8,796,277 9,302,690 10,994,896 11,679,694 11,889,481 Special Revenue Funds 147,345 169,547 193,105 181,039 171, 000 171,000 Total Expenditures 6,881,411 8,965,824 9,495,794 11,175,935 11,850,694 12,060,481
70 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Office of the City Manager
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 1,359,447 1,399,565 1,613,720 995,191 1,223,334 1,268,125 Benefits 890,550 970,830 1,064,303 987,956 1,050,894 1,061,714 Overtime 1,715 520 2,621 1,812 - - Part-time 89,992 81,774 83,754 32,275 48,079 52,466 Salaries and Benefits Total 2,341,703 2,452,690 2,764,398 2,017,234 2,322,306 2,382,305
Operating Expenses 600,579 618,293 526,483 599, 975 606,585 601,6 28
Internal Service Charges Building 221,408 228,522 153,947 155,852 138, 574 139,313 Fleet 9,449 9,658 11,147 11,348 12,280 12,482 Information Technology 627,870 647,587 741,634 761,113 663, 641 662,576 Risk Mgmt./Liability 52,143 52,742 68,280 69,217 36,772 36,494 Internal Service Charges Total 910,870 938,510 975,008 997, 531 851,267 850,8 65
Total Expenditures 3,853,152 4,009,492 4,265,889 3,614,741 3,780,158 3,834,798
Funding Sources General Fund 3,853,152 4,009,492 4,265,889 3,614,741 3,780,158 3,834,798 Total Expenditures 3,853,152 4,009,492 4,265,889 3,614,741 3,780,158 3,834,798
71 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Parks and Recreation
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 1,194,083 1,126,562 1,335,859 1,055,394 1,377,749 1,434,913 Benefits 913,754 940,390 1,040,554 1,139,374 1,259,998 1,299,988 Overtime 834 4,229 515 Part-time 779,131 923,065 725,114 797,858 857, 145 1,076,509 Salaries and Benefits Total 2,887,802 2,994,245 3,102,042 2,992,627 3,494,892 3,811,410
Operating Expenses 2,606,879 2,848,426 2,616,184 2,659,638 2,880,729 3,406,275
Internal Service Charges Building 902,846 931,856 1,059,672 1,085,391 1,100,268 1,110,329 Fleet 47,649 48,528 48,448 49,105 56,522 57,267 Information Technology 309,299 319,099 393,041 402,901 345, 097 349,893 Risk Mgmt./Liability 56,507 57,157 65,766 66,668 79,456 86,042 Internal Service Charges Total 1,316,302 1,356,640 1,566,927 1,604,065 1,581,343 1,603,530
Debt Service Payments 12,104 938 - - -
Total Expenditures 6,823,087 7,200,249 7,285,153 7,256,330 7,956,964 8,821,216
Funding Sources General Fund 5,342,310 5,682,051 5,664,456 5,512,226 6,236,098 6,977,916 Enterprise Funds 1,415,311 1,429,775 1,516,326 1,611,180 1,551,932 1,668,000 Pavilion 65,466 88,422 104,370 132,924 168, 934 175,301 Total Expenditures 6,823,087 7,200,249 7,285,153 7,256,330 7,956,964 8,821,216
72 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Police
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 23,393,059 23,704,285 24,568,956 22,426,759 22,821,434 23,628,395 Benefits 19,200,373 20,010,356 21,641,949 23,607,194 23,768,880 24,968,180 Overtime 2,995,358 2,792,815 2,822,698 2,064,461 2,062,541 2,062,541 Part-time 368,180 358,783 275,087 349,734 166, 049 166,049 Salaries and Benefits Total 45,956,971 46,866,239 49,308,690 48,448,148 48,818,904 50,825,165
Operating Expenses 3,237,225 3,546,348 3,740,735 4,018,405 3,115,607 3,135,606
Internal Service Charges Building 546,867 564,438 746,815 767,169 785, 008 793,418 Fleet 1,723,059 1,765,128 1,911,522 1,909,862 2,095,608 2,126,874 Information Technology 5,238,308 5,383,125 4,867,773 4,995,770 5,701,527 5,766,805 Risk Mgmt./Liability 680,918 688,745 763,332 773,805 880, 342 901,050 Internal Service Charges Total 8,189,151 8,401,436 8,289,442 8,446,606 9,462,486 9,588,146
Total Expenditures 57,383,347 58,814,023 61,338,868 60,913,159 61,396,997 63,548,917
Funding Sources General Fund 57,173,479 58,419,309 61,085,834 60,529,532 61,222,254 63,374,365 Special Revenue Funds 209,868 394,715 253,034 383,627 174, 743 174,552 Total Expenditures 57,383,347 58,814,023 61,338,868 60,913,159 61,396,997 63,548,917
73 City of Concord Departmental Budget Summary All Funding Sources For the Years Ending June 30, 2022 and 2023 Public Works
Actual Actual Actual Estimated Proposed Budget Proposed Budget FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Salaries and Benefits Full-time 5,467,982 5,344,464 5,328,056 5,457,265 5,811,470 6,093,940 Benefits 4,592,938 4,744,100 4,965,171 5,523,199 5,839,683 5,929,855 Overtime 238,311 243,784 233,855 170,456 158, 143 158,143 Part-time 15,972 52,629 10,991 10,661 - - Salaries and Benefits Total 10,315,203 10,384,977 10,538,073 11,161,581 11,809,296 12,181,938
Operating Expenses 8,123,651 8,589,959 8,254,618 11,773,945 11,109,815 11,900,846
Internal Service Charges Building 372,823 384,802 635,234 655,006 675, 133 683,785 Fleet 1,462,850 1,484,674 1,456,110 1,375,743 1,619,701 1,636,532 Information Technology 912,622 946,446 1,186,624 1,218,638 1,117,585 1,129,728 Risk Mgmt./Liability 377,353 381,691 442,079 448,145 524, 179 537,647 Internal Service Charges Total 3,125,648 3,197,614 3,720,047 3,697,532 3,936,598 3,987,692
Debt Service Payments 401,869 158,324 720,424 1,521,181 756,081 752,3 56
Other Financing Uses 57,648 135,485 - 135,485 135,485 135,4 85
Total Expenditures 22,024,020 22,466,358 23,233,161 28,289,724 27,747,275 28,958,317
Funding Sources General Fund 7,839,922 8,667,356 9,594,272 8,165,680 9,396,045 9,557,498 Capital Projects Funds 149,809 64,620 33,894 64,992 63,492 63,492 Enterprise Funds 4,350,022 4,133,294 4,893,794 7,206,620 5,590,938 5,698,498 Internal Service Funds 4,982,849 5,127,210 4,977,180 7,046,708 6,640,149 7,440,338 Measure Q/V 61,321 66,557 - 37,500 228,000 228,000 Special Revenue Funds 4,640,098 4,407,321 3,734,021 5,768,223 5,828,651 5,970,491 Total Expenditures 22,024,020 22,466,358 23,233,161 28,289,724 27,747,275 28,958,317
74 City of Concord Operating Budgets For General Fund and Enterprise Funds For the Year Ending June 30, 2022
General Fund Sewer Operations Golf Course Total
Estimated Fund Balance As of July 1, 2021 $ 30,231,000 $ 23,603,471 $ 531,882 $ 54,366,353
Revenues Taxes 79,757,700 79,757,700 Licenses and Permits 1,856,620 1,856,620 Current Services 6,676,547 41,581,584 1,717,433 49,975,564 Interfund Service Charges 1,454,095 1,454,095 Fines and Forefeitures 307,500 307,500 Intergovernmental 139,000 139,000 Use of Money and Property 491,900 111,506 56,990 660,396 Other Revenues 4,407,849 40,500 4,448,349 Revenues Total $ 95,091,211 $ 41,693,090 $ 1,814,923 $ 138,599,224
Expenditures Debt Service Payments 756,081 - 756,081 Internal Service Charges 16,814,383 490,331 25,417 17,330,131 Operating Expenses 13,695,460 28,790,244 1,355,148 43,840,852 Salaries and Benefits 76,491,580 2,260,985 171,367 78,923,932 Expenditures Total $ 107,001,423 $ 32,297,641 $ 1,551,932 $ 140,850,996
Transfers In Measure V Sales Taxes 10,772,000 10,772,000 Interfund Service Charges 152,296 152,296 Transfers In Total $ 10,772,000 $ 152,296 $ - $ 10,924,296
Transfers Out $ 954,833 $ 954,833
Revenues and Other Financing Sources Over (Under) Expenditures $ (2,093,045) $ 9,547,745 $ 262,991 $ 7,717,691
Capital Improvement Projects $ - $ 5,669,105 $ 50,000 $ 5,719,105
Estimated Fund Balance As of June 30, 2022 $ 28,137,955 $ 27,482,111 $ 744,873 $ 56,364,939
75 City of Concord Operating Budgets For General Fund and Enterprise Funds For the Year Ending June 30, 2023
General Fund Sewer Operations Golf Course Total
Estimated Fund Balance As of July 1, 2022 $ 28,137,955 $ 27,482,111 $ 744,873 $ 56,364,939
Revenues Taxes 83,430,800 83,430,800 Licenses and Permits 1,862,920 1,862,920 Current Services 7,967,785 44,568,611 1,762,910 54,299,306 Interfund Service Charges 1,479,877 1,479,877 Fines and Forefeitures 335,000 335,000 Intergovernmental 141,000 141,000 Use of Money and Property 941,900 111,506 56,990 1,110,396 Other Revenues 4,291,970 40,500 4,332,470 Revenues Total $ 100,451,252 $ 44,680,117 $ 1,860,400 $ 146,991,769
Expenditures Debt Service Payments 752,356 - 752,356 Internal Service Charges 17,000,832 495,515 26,235 17,522,582 Operating Expenses 13,776,343 30,983,821 1,469,071 46,229,235 Salaries and Benefits 79,931,491 2,346,370 172,693 82,450,555 Expenditures Total $ 110,708,666 $ 34,578,062 $ 1,668,000 $ 146,954,728
Transfers In Measure V Sales Taxes 11,272,000 11,272,000 Interfund Service Charges - 151,420 151,420 Transfers In Total $ 11,272,000 $ 151,420 $ - $ 11,423,420
Transfers Out $ 972,071 $ 972,071
Revenues and Other Financing Sources Over (Under) Expenditures $ 42,515 $ 10,253,474 $ 192,400 $ 10,488,389
Capital Improvement Projects $ - $ 3,495,000 $ 50,000 $ 3,545,000
Estimated Fund Balance As of June 30, 2023 $ 28,180,470 $ 34,240,585 $ 887,273 $ 63,308,328
76 City Attorney
This page intentionally left blank CITY ATTORNEY’S OFFICE
Director: Susanne Meyer Brown Department Summary
The City Attorney’s Office provides services through the following programs:
• City Attorney Administration – 1700 • Liability Claims Administration – 1710
Major Accomplishments and Accomplished Initiatives in FY 2019-20 & 2020-21
Council, Community, and City Support. Continued to support the City Council, Concord community, and all City departments, with a focus on special economic recovery activities including Coronavirus response and protocols, internal financial challenges, tenant protections, grocery retail worker hazard pay, supporting small businesses, and enabling programs such as e-gaming and expanded community outreach via innovative social medial programs.
Residential Tenant Protection Program. Created new permanent residential tenant protection program as directed by the City Council, expanding protections offered by new state law and including a residential rent registry component.
Measure V. Pursuant to City Council direction, supported efforts to enable Concord voters to decide on Measure V, a tax measure extending/increasing an existing voter approved Local General Transactions and Use (Sales) Tax (Measure Q). During that process, we drafted all necessary documents, defended legal challenges, secured state legislation (AB 1349) to ensure that the County-wide tax caps allowed room for anticipated local taxes, and engaged in an information sharing and voter education. Concord voters approved Measure V at the November 3, 2020 general election and the City looks forward to using Measure V funds to support the Concord community.
Cannabis. Per Council direction, amended the City’s Cannabis Ordinance to add additional microbusiness licenses reserved for microbusinesses with a storefront retail component. Assisted in developing merit-based competitive process to review and select eligible applicants to apply for available City Cannabis Licenses for cannabis storefront retailers, non-storefront retailers, and microbusinesses with a storefront retail component. Created and administered cannabis appeals process.
Surplus Land Act. Evaluated effect of changes in the Surplus Land Act (SLA) on City property dispositions and economic development efforts, potentially including the Concord Naval Weapons station. Provided extensive comments to the California Department of Housing and Community Development (HCD) on the draft SLA guidelines.
Concord Naval Weapons Station Reuse Project (CNWS Project). Provided legal advice and assistance relating to the CNWS Project and the United States Coast Guard (USCG) property.
Real Property. Advised the Community and Economic Development Department on development of key downtown properties, including entitlements, Development Code interpretations, and the California Environmental Quality Act (CEQA).
City of Concord 78 Proposed Biennial Budget FY 2021-22 & FY 2022-23 CITY ATTORNEY’S OFFICE
Department Summary
Finance. Supported the Finance Department in updating the City’s procurement processes and incorporating best practices.
CEQA and Vehicle Miles Traveled (VMT). Advised on key changes in CEQA law, including additional training, updating environmental document forms and templates to comply with current CEQA regulations, and establishing environmental thresholds to aid in determining levels of significance. Assisted the Transportation Division in bringing forward VMT thresholds for Council’s review and approval in order to comply with the new CEQA VMT/traffic impact standards by the July 2020 deadline.
Code Enforcement. Provided enhanced support of Code Enforcement and abatement cost recovery efforts.
Agenda and Records Management. Assisted the City Clerk and Planning Division with the transition to electronic agenda management, including streamlining of staff report and resolution formats. Assisted with transition to electronic records management, document processing, and electronic signature protocols.
Records Management and Computer-Aided Dispatch Procurement. Served as strategic resource and counsel to City staff regarding selection, contract negotiation, and implementation of new records management system and computer-aided dispatch system.
Personnel Matters. Advised on complex personnel issues, grievances, and disciplinary appeals for all City departments.
Internal COVID-19 Response. Provided timely updates and advised regarding rapidly changing environment of the COVID-19 pandemic’s impact on the workplace.
Parks and Recreation. Assisted staff with COVID-19 protocols, facilitating provision of community programs. Worked with Parks & Recreation staff on short turnaround to allow local water polo team and other users to utilize Concord Community Pool, and avoid pool closing. Provided legal advice to enable roll-out of E-Sports.
Initiatives for FY 2021-22 & FY 2022-23
• Council, Community, and City Support. Continue to support the City Council, Concord community, and all City departments, with a focus on special economic recovery activities.
• Code Enforcement. Further enhance support of Code Enforcement and abatement cost recovery efforts.
• Concord Naval Weapons Station Reuse Project (CNWS). Provide legal advice and assistance relating to the re-start of the Concord Naval Weapons Station Reuse Project.
City of Concord 79 Proposed Biennial Budget FY 2021-22 & FY 2022-23 CITY ATTORNEY’S OFFICE
Department Summary
• Surplus Land Act. Continue to advise on effect of changes in the SLA on City property dispositions and economic development efforts; interact with HCD on SLA guidelines scope and application.
• Real Property. Advise on development of key properties, including the USCG property and John Muir Hospital campus redevelopment, including potential general plan amendments, rezoning, and development agreements.
• District Elections. Advise on election and redistricting issues triggered by the 2020 census, and potential formation of citizen districting commission.
• Public Contracting. Advise on updating front-end documents related to public project bidding.
• Cannabis. Continue providing legal advice concerning cannabis regulations, competitive selection process, appeals, licensing, code enforcement, and land use issues.
• Tenant Protections. Continue providing legal advice concerning rent mediation, tenant protections, and affordable housing issues. Monitor and advise on changing Federal, State, and County laws. Advise on City-driven residential and commercial rent assistance programs.
• Tobacco Regulation. Advise on changes to tobacco retailer program, increased controls over tobacco sales, ban on flavored tobacco, and enforcement efforts.
Significant Changes for FY 2021-22 & FY 2022-23
• Significant land use and CEQA efforts on the Concord Naval Weapons Station Reuse Project are anticipated as the Specific Planning and transfer processes move forward.
• Both the USCG and John Muir project will demand significant efforts with respect to General Plan and zoning amendments, CEQA, land use, and compliance issues.
• Anticipated increases in planning and legal efforts with respect to new housing streamlining laws, rent mediation program, tenant protections, and affordable housing.
• Anticipated significant increase in time spent on Public Records Act responses associated with police personnel records and body camera footage requests.
• Additional significant changes to the City’s telecommunications ordinances, policies, and application processing in response to heightened public awareness and key changes in federal and state telecommunications laws.
• Anticipated significant effort in drafting complex community benefits/development agreements between successfully cannabis candidates and the City to ensure that promised community benefits are realized. Periodic reworking of cannabis regulation ordinances and associated permitting processes to conform to evolving state regulations.
City of Concord 80 Proposed Biennial Budget FY 2021-22 & FY 2022-23 CITY ATTORNEY’S OFFICE
Department Summary
• The new tobacco regulation program will involve significant community outreach, interaction with Code Enforcement, drafting of new ordinances, and attention to key legal issues.
City of Concord 81 Proposed Biennial Budget FY 2021-22 & FY 2022-23 City Attorney Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 0 30,000 30,000 30,000 Other Revenues 8,400 0 0 0 General Sources 1,500,691 1,515,937 1,714,084 1,584,513 Sub-Total: 1,509,092 1,545,937 1,744,084 1,614,513 620 - Risk Mgmt/Liability Int Sr Charges for Services, Licenses, and Permits 1,709,869 1,733,344 1,969,596 2,010,196 Use of Money and Property 62,891 30,254 18,685 18,685 General Sources 660,306 13,083 0 0 Sub-Total: 2,433,067 1,776,681 1,988,281 2,028,881
Grand Total: 3,942,158 3,322,619 3,732,365 3,643,394
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 1700 - City Attorney Administration 1,509,092 1,545,937 1,744,084 1,614,513 1710 - Liability Claims Administration 2,433,067 1,776,681 1,988,281 2,028,881 Total: 3,942,158 3,322,619 3,732,365 3,643,394
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 110,411 112,743 106,197 106,267 Operating Expenses 2,541,191 1,968,693 2,244,761 2,145,361 Salaries & Benefits 1,290,557 1,241,183 1,381,407 1,391,766 Total: 3,942,158 3,322,619 3,732,365 3,643,394
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 1700 - City Attorney Administration 4.00 4.00 4.00 4.00 Total: 4.00 4.00 4.00 4.00
82 1700 - City Attorney Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 0 30,000 30,000 30,000 Other Revenues 8,400 0 0 0 General Sources 1,500,691 1,515,937 1,714,084 1,584,513 Sub-Total: 1,509,092 1,545,937 1,744,084 1,614,513
Grand Total: 1,509,092 1,545,937 1,744,084 1,614,513
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 110,411 112,743 106,197 106,267 Operating Expenses 108,124 192,012 256,480 116,480 Salaries & Benefits 1,290,557 1,241,183 1,381,407 1,391,766 Total: 1,509,092 1,545,937 1,744,084 1,614,513
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Attorney 1.00 1.00 1.00 1.00 Senior Assistant City Attorney 1.00 1.00 1.00 1.00 Senior Assistant City Attorney 1.00 1.00 1.00 1.00 Executive Legal Seretary 1.00 1.00 1.00 1.00 Total: 4.00 4.00 4.00 4.00
83 1710 - Liability Claims Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 620 - Risk Mgmt/Liability Int Sr Charges for Services, Licenses, and Permits 1,709,869 1,733,344 1,969,596 2,010,196 Use of Money and Property 62,891 30,254 18,685 18,685 General Sources 660,306 13,083 0 0 Sub-Total: 2,433,067 1,776,681 1,988,281 2,028,881
Grand Total: 2,433,067 1,776,681 1,988,281 2,028,881
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 2,433,067 1,776,681 1,988,281 2,028,881 Total: 2,433,067 1,776,681 1,988,281 2,028,881
84 Community Development This page intentionally left blank COMMUNITY DEVELOPMENT DEPARTMENT
Director: Andrea Ouse Department Summary
The Community Development Department provides services through the following programs:
• Transportation Planning & Administration - 5310 • Traffic Operations - 5330 • Storm Water Administration - 5400 • Engineering Administration - 6100 • Engineering Current Development - 6200 • Capital Improvement Program - 6300 • CIP/TIP Engineering Support - 6900 • Community Development Administration - 8100 • Successor Agency Admin - 8150 • Planning - 8200 • Economic Development – 8310 (through 6/30/20) • Downtown Events – 8320 (through 6/30/20) • Downtown Music/Market Series – 8325 (through 6/30/20) • Building - 8600 • Multi-Family Housing Inspection Program - 8710 • Community Services - 8800 • Concord/Pleasant Hill Health Care Dist. - 8850 • Housing - 8900
Major Accomplishments in FY 2019-20 & FY 2020-21
Processed four large multifamily rental developments (the Argent, Concord Village, Grant St. Mixed Use Development and the Salmon Run Apartments) in the downtown. These projects are implementing the vision created in the Concord Downtown Specific Plan. In addition, the City submitted an ATP grant application and received funding toward the Downtown Corridors Project, a complete streets project.
Processed five single family residential subdivisions (Myrtle Creek Estates, Walnut Grove, Berrywood, Chalomar Villas, Mass Minor Subdivision and 1774 Farm Bureau Road). Coordinated plan checking and inspection to facilitate expedited construction and opening of the Veranda Shopping Center in time for holidays (2017), requiring substantial staff time and coordination including facilitation of the Ad-Hoc committee for submittals of the various buildings and businesses. In addition, the BP Arco Gas Station, Dunkin’ Donuts, the Carondelet STEM Innovation Center, Costco Warehouse Expansion, Golden Corral, and Sage Veterinary went through the entitlement process.
Adopted regulations permitting delivery of medicinal cannabis from licensed retail businesses located outside of Concord to qualified patients and amended the City’s Municipal Code and Development Code to establish a commercial cannabis overlay district, associated development standards and a licensing framework for cannabis manufacturing, cannabis testing laboratories, and cannabis distribution.
Completed the updating of the City’s Wireless Ordinance, the Subdivision Ordinance, which received a comprehensive update to better serve the development community, and the Development Code, which was amended to address changing conditions, community needs and interests (including streamlining approval for large family day care and allowing for home-based tutoring services), and to comply with State legislative mandates for such items as Accessory Dwelling Units. Also adopted a Wireless Master License Agreement.
City of Concord 86 Proposed Biennial Budget FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
Adopted the Park & Shop Design Guidelines and Master Sign Program.
Coordinated with the Community Advisory Committee, Planning Commission, and City Council in a series of meetings, study sessions and workshops to achieve a designated land use diagram for the Concord Reuse Project on November 7, 2017 and an update of the plan on August 15, 2018, upon which to proceed with a Draft Specific Plan and environmental studies. In addition, numerous neighborhood outreach meetings, stakeholder meetings technical advisory committee meetings and community workshops were held to arrive at an amended designated land use diagram in August 2018.
Completed updating of the Accessory Dwelling Unit, Junior Accessory Dwelling Unit, and Efficiency Unit Ordinance. Developed an application, checklist, and FAQs for streamlined housing development under Senate Bill 35. Completed Parking In-Lieu Fee Revisions for Council Consideration. Joined MCE, a community choice energy program, to procure and generate electrical power using renewable energy sources for Concord residents, businesses, and government agencies. This was an implementation measure of the Citywide Climate Action Plan that will significantly reduce Greenhouse Gas Emissions in Concord in the future. Facilitated MCE opening new offices within Concord.
Adopted a ban on polystyrene food and beverage containers.
Implemented a new Residential Rent Review Program. Staff retained ECHO Housing to provide mediation services for the new program, a new Rent Review Panel was put in place in October 2018, and the first few cases were heard in late 2018.
Rehabilitation of Camara Circle and Riley Court Multi-family residences.
Completed Rental Mediation Program Ordinance for Council Consideration, which was approved and a number of mediation hearings have been held. Review of new subdivisions and mapping applications. Approved major subdivision map for Myrtle Creek Estates (7 lots). Processed 17 mapping applications for minor subdivisions, lot line adjustments, and other mapping activities.
Green Infrastructure Plan. Entered into a Cooperative Implementation Agreement with Caltrans, including a $4.3 million grant for design and construction of the Hillcrest Park regional green infrastructure project. The project includes treating approximately 600 acres of land in North Concord, of which 90 acres is Caltrans right of way. The project includes installation of three (3) hydrodynamic separators for trash and sediment capture, an underground storage vault to capture and reuse stormwater for irrigation, and LID measures in the park such as bioretention facilities and/or pervious pavements.
Community Rating System (CRS). In May 2020, based on the successful work of staff in preparing for the 5-year Cycle visit, the City officially received an upgrade to a Class 6 Community. By participating in the CRS, Concord is designated as a class level 6, the City earned a percent discount for all flood insurance policyholders within the City of 20%.
Bicycle and Pedestrian Advisory Committee (BPAC) Oversight. Completed the third year of the Bicycle and Pedestrian Advisory Committee, the committee review transportation capital projects including roadway, pedestrian and bicycle improvements and provides input to staff on Complete Street
City of Concord Proposed Biennial Budget 87 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
features and for conformity with the City’s Bicycle, Pedestrian and Safe Routes to Transit plan. The Committee has approved (8) CIP projects, (1) grant application, and (2) Transportation Studies to advance to the City Council.
Professional Development and Continuing Education. Staff participated in a range of trainings, including Right of Way Procedures, APWA Conference, Project Management and Grants Seminar, Floodplain Management, CAL/OSHA Construction Safety, Pavement Rehabilitation, Prevailing Wage/Labor Compliance, Community Rating System, Contra Costa Clean Water, and other training.
Engineering Permit Statistics. Current Development Engineering program processed 394 wide-load, 1030 utility encroachment, 89 grading, 488 encroachment and 25 site development applications, as well as processing permits and fees for over 201 sewer connections.
Engineering Inspection Statistics. Current Development Engineering program performed approximately 7,000 Engineering Services inspections.
Willow Pass Road/Cowell Road/Galindo St Complete Street Feasibility Study – Completed the feasibility study for this grant funded project and presented the recommendations to City Council for installing a Cycle Track on Willow Pass Road. The project also provided complete street concepts for further evaluation on Cowell Road and Galindo St. Additionally, Council approved road diet on Willow Pass Road to accommodate Cycle Track, and the project is currently in design.
Pine Hollow Road Complete Street - Transportation Division received $190,959 Caltrans Sustainable Transportation Planning Grant to conduct a Complete Streets Feasibility Study along Pine Hollow Road. This project was identified as a recommended project in the city’s 2016 Bicycle, Pedestrian and Safe Routes to Transit Plan. The corridor serves as an important connection between schools, parks, as well as residential and recreation areas within the cities of Concord and Clayton. Pine Hollow Road also experiences a high amount of truck traffic, as it serves as a major corridor for the local aggregate and cement plant in the City of Clayton directly south of the roadway. The goal of the project is to develop Complete Streets alternatives for Pine Hollow Road that address safety concerns along the corridor, Increase the safety and comfort for people biking and walking along the corridor, Increase safe connections to and from transit along the corridor, Address safety concerns along Pine Hollow Road, Encourage an inclusive and collaborative engagement process that captures the needs of diverse set of users and local and state planning entities. Project consultant has been selected and work is set to begin in April 2021 with an anticipated completion date of Dec 2022.
Arterial Operations Grant – City applied for and received funding of $80,000 from MTC to retime traffic signals on Port Chicago Highway, East Street and Ygnacio Valley Road. Including other on- going efforts to retime a few other corridors like Clayton Road, Willow Pass Road and Diamond Blvd, signal retiming at more than half of City’s signal would be completed. However, due to COVID-19, these projects have been currently put on hold given the significant change in traffic volumes and travel patterns. This project is anticipated to be restarted in fall of 2021.
Local Roadway Safety Plan - Concord’s Transportation Division received $72,000 in grant funding from Caltrans to complete a Local Roadway Safety Plan (LRSP). An LRSP provides an outline for organizing stakeholders to identify, analyze, and prioritize roadway safety improvements in a comprehensive manner, incorporating engineering, enforcement, education and emergency services measures similar to California's Strategic Highway Safety Plan (SHSP). The LSRP will identify the top 20 safety “hot-spots” around the City by analyzing data from City’s collision database, evaluate City of Concord Proposed Biennial Budget 88 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
collisions and develop countermeasures to improve traffic safety at these locations. The projected start date for this project is June 2021.
Transportation-related public requests/inquiries.
o In FY19/20 responded to 670 transportation related public requests, including 360 resident requests and review of 310 traffic control plans. Approximately 70 work orders were issued in response to the resident request that required public works to implement improvements. o In FY20/21 - So far, responded to over 200 resident requests and reviewed 490 traffic control plan. Resident requests are anticipated to increase with the reopening of the economy post COVID shelter in place.
Transportation Internal Customer Service and Project Review. . o In FY19/20 - Transportation staff supported 17 CIP projects and 33 new development projects o In FY20/21 - Transportation staff is projected to review 25 CIP projects and 40 new developments projects
Cannabis o Regulations. Regulations were adopted allowing certain commercial cannabis businesses: distribution, manufacturing, testing, microbusinesses, non-storefront retail, and storefront retail. The regulations allowed certain cannabis business licenses on a first-come first-serve basis as well as some via a merit-based competitive selection process. o Competitive Selection Process. A Request for Proposals was issued in November, 2020 for commercial cannabis businesses to operate and 21 proposals were received. The highest scoring proposals have been scheduled for interviews with the City Council in April and May, 2021 for non-storefront retail, storefront retail, and microbusinesses with a storefront retail component. o First-Come First-Served. To date the following licenses have been issued: two Type 11 distribution (two available), two for microbusinesses with non-storefront delivery (two available), one for microbusinesses with no retail (two available), two licenses for manufacturing (five available), and one – which is now inactive – for testing laboratories (no maximum in the code).
Smoking Regulations. A comprehensive update to the City’s smoking regulations as well as prohibiting smoking in and around multiunit residences, with the exception of designated smoking areas, was adopted. In addition, extensive public outreach was done to ensure the community was notified of the new regulations and when they would take effect.
Paperless Permits. The Building, Engineering, Planning and Transportation Divisions converted all permit processes to entirely electronic based, eliminating all paper document submittals. Customers can now submit permit applications, make payments and be issued permits all electronically online.
Concord Forward Action Team (CFAT). Established a cross-departmental team to review and approve requests within 2-3 days to support businesses to expand to outdoor operations in response to COVID-19.
City of Concord Proposed Biennial Budget 89 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
COVID Funds. A motel sheltering program was developed in coordination with the CORE Homeless Outreach team and the Police Department’s Community Impact Team to move high risk unhoused residents into motel rooms. The City sheltered 37 individuals in 15 families.
Residential Tenant Protections and Rent Registry. An ordinance was developed allowing for relocation assistance for no-fault just cause evictions, all tenants be provided with a written lease with appropriate minimum lease terms. A rent registry program requires all multifamily complexes with four or more units to register with the City. This will allow the community to monitor evictions and rental prices.
CDBG-CV Funds: The City received a total of $1,559,046 in CDBG-CV funds to be used for activities that help alleviate the impacts of the COVID-19 pandemic. Funds were allocated to food programs, emergency tenant rental assistance and tenant/landlord counseling and legal services to assist residents impacted by the current crisis.
Affordable Housing. Inclusionary Housing Agreements were executed on both the Enclave and La Vista projects for a total of five affordable ownership homes. An owner for the La Vista unit has been identified, with an ongoing lottery underway for the Enclave units.
Entitlements. The following major entitlements efforts were completed: o Clayton Road Townhomes (70 townhomes), o Cardenas Market Design and Site Review and Appeal, o Tabernacle Use Permit and Design Review (facility expansion for the existing preschool), o Concord Industrial Center (three light industrial buildings, 106,165 square feet) o CEI/Pace Center Use Permit and Appeal (13,345 square foot PACE center, provides medical services to low-income seniors), o Brenden Theaters Use Permit Amendment (expansion of the movie theater to allow a restaurant), o RCD Multifamily Project (62-units of affordable housing on Galindo Street), o Four-plex at 1485 North Street (two duplexes), o Diablo Valley Cremation and Funeral Services Use Permit, o Salvation Army Second Hand Store Administrative Permit o Euclid Avenue Subdivision (two lot subdivision), and o Clayton Valley 7-Eleven Use Permit and FOPCN o Salmon Run Use Permit Amendment (32-units, amendment allowed for a reduction in open space), o Hampton Inn (86-room hotel)
Small Cell Facility Regulations and Policy and Procedure. An ordinance was adopted to regulate small cell wireless facilities via a Policy and Procedure to allow a greater degree of flexibility due to a constantly changing regulatory environment. An application and checklist was also created to assist applicants by providing a clear understanding of the requirements for submitting an application to the City.
City of Concord Proposed Biennial Budget 90 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
Concord Naval Weapons Station.
o Community Outreach. Facilitated discussions with the Local Reuse Authority and Lennar/Five Point to gain clarity on the labor issues. Coordination with BART is ongoing in response to AB2923 and the preparation of BART’s Draft Technical Guide to Zoning for AB2923 Conformance with respect to the City’s eligible sites. o Environmental Review and Specific Plan. These two efforts were ongoing until the project was paused in October 2019. Staff finalized the scope of work on the traffic studies to support the technical analysis in the environmental document and authorized the study to commence. In addition, review of the Administrative Draft EIR 1A was coordinated. The land use planning effort associated with the Specific Plan was being developed, including coordination with PG&E and the East Bay Regional Park District. o Re-Initiation to Secure Master Developer. Following the lapse of the Exclusive Negotiation Agreement in March, 2020 with Lennar/Five Point, staff is in the process of drafting a Request for Qualifications to solicit for a new master developer.
Electronic Plan Review. Implemented DigEPlan software for electronic review of permit plans. DigEPlan provides tools for simultaneous reviews by multiple divisions, markup tools, and standardized plan check comments and stamps.
Open Counter. Deployed Open Counter as an additional online tool to assist customers in more easily obtaining information regarding residential permitting and business assistance, including an online fee calculator.
Online Inspection Scheduling. Created online portal for Building Inspection requests. Allows customers to request inspections with simply clicks of the button, and streamlines inspection scheduling for Building Inspectors. Also makes daily inspection schedule available to public.
Permit Center Public Kiosk. Set up a public kiosk in the Permit Center for customers to electronically apply for permits, review permit records, research zoning information, leave comment cards, and renew their business licenses. Downtown Concord Design Guidelines. The Todos Santos Design Guidelines (renamed the “Downtown Concord Design Guidelines” were updated to provide more clarity and internal consistency, while establishing more prescriptive guidelines within the Inner Core and expanding the boundaries where the Design Guidelines apply. OnBase. The Planning Division has successfully transitioned its agenda management and conducted meetings utilizing the OnBase platform. Building Permit Data.
o FY2019-20 Processed 4,483 building permit applications with a total valuation of $141.8 million and issued 4,353 building permits with a total valuation of $182.1 million. o FY2020-21 As of March 2021, on pace to process 5,160 building permit applications with a total valuation of $155.1 million and issue 4,908 building permits with a total valuation of $121.4 million.
City of Concord Proposed Biennial Budget 91 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
Building Inspection Data. o FY2019-20: Performed 11,154 building inspections averaging 45 building inspection stops per City work day.
o FY2020-21: As of March 2021, on pace to perform 11,379 building inspections averaging 46 building inspection stops per City work day. Building Code Enforcement Data. o FY2019-20: Closed 123 Building, and 9 Multi-Family Residential Code Enforcement cases. o FY2020-21: As of March 2021, on pace to close 140 Building, and 9 Multi-Family Residential Code Enforcement cases. Multi-Family Housing Inspections. o FY2019-20: Inspected 1,708 Multi-Family Units. 98% of all units inspected have been brought into full compliance. The remaining units are still undergoing improvements and re-inspections.
o FY2020-21: On track to inspect all scheduled 1,385 Multi-Family Units. Units are still undergoing improvements and reinspection in current fiscal year to be brought into full compliance. Submitted the City’s 2019 and 2020 Municipal Regional Stormwater Permit annual reports. In each year, the City exceeded the permit’s trash load reduction requirement with a reported reduction of 83%. Attracted and expanded business within Concord, including Akesis, a radiation treatment device company (56,000 square feet) and Brasas do Brazil, a Brazilian steakhouse on Willow Pass Road. Completed the sales of 1601 Sutter Street and 1956 Colfax Street (former RDA properties).
Major Initiatives for FY 2021-22 & FY 2022-23
• Support the Concord Police Department in updating the City’s Tobacco control policies and regulations. • Facilitate the processing of a development application for the United States Coast Guard site. • Complete Concord Reuse Project Draft Specific Plan including Infrastructure Master Plan and EIR. • Process an omnibus Development Code Update to amend land use designations to provide clarity and more certainty. • Continue processing commercial cannabis licenses and land use approvals. • Prepare update to wireless regulations in response to FCC Order and implementation of best practices. Continue to work with the City Attorney’s Office on the negotiation of a Pole License Agreement. • Prepare updated Inclusionary Housing and Comprehensive Housing Regulation clean up. • Prepare an updated Accessory Dwelling Unit (ADU) Ordinance and develop pre-approved construction ready plans for detached ADUs. • Implement updated Five-Year Pavement Expenditure Plan and approved Measure V Investment Plan to address City-wide deferred infrastructure maintenance. • Based on the completed Citywide Sewer System Master Plan, incorporate project recommendations into the 5-Year Capital Improvement Plan.
City of Concord Proposed Biennial Budget 92 FY 2021-22 & FY 2022-23 COMMUNITY DEVELOPMENT DEPARTMENT
Department Summary
• Continue design work on the City-wide Traffic Signal Upgrade project, funded in large part by an HSIP Grant. • Complete procurement and commence work on a citywide traffic controller/cabinet and video detection upgrade in conjunction with the existing HSIP project. This upgrade will be done in phases over next five years with three to five corridors a year. • Negotiate the Administrative Draft of the Municipal Regional Permit (MRP 3.0) through the Contra Costa Clean Water Program. • Continue working with the City Attorney’s Office on preparing Sidewalk Vending Regulations. • Prepare Objective Design Standards for housing projects when the City is restricted to applying only objective standards. • Prepare regulations to implement a streamlined review process for applicable housing projects in conformance with Senate Bill 330. • Preparation and State certification of the sixth-cycle Housing Element update for 2023-2031. • Complete a one year review of transition from Level of Service standard to a Vehicle Miles Traveled Standard as a measurement used in transportation analysis, in compliance with SB 743. Evaluate and update guidelines as necessary by July 2022. • Prepare new process for mural and similar art installations both on public and private property. • Survey building stock to assess overall risk of dangerous building types including soft-story, tilt-up, non-ductile concrete, and steel moment frame.
Significant Changes for FY 2021-22 & FY 2022-23 • None
City of Concord Proposed Biennial Budget 93 FY 2021-22 & FY 2022-23 Community Development Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 6,240,745 5,481,004 5,748,815 5,852,406 Other Revenues 488,140 300,000 530,000 215,000 Transfers In 39,407 0 0 0 Uncategorized Revenues 92,522 0 105,000 105,000 General Sources 4,065,508 4,306,119 4,726,343 5,042,900 Sub-Total: 10,926,321 10,087,123 11,110,158 11,215,306 140 - Building Perf. Sec. Forfeiture Charges for Services, Licenses, and Permits 135,322 150,000 35,000 35,000 Transfers In 322,455 0 0 0 General Sources (457,777) 0 0 0 Sub-Total: 0 150,000 35,000 35,000 223 - General Plan Reimb Charges for Services, Licenses, and Permits 492,317 210,000 262,500 275,625 Use of Money and Property 37,225 14,484 9,306 9,306 General Sources (529,543) (224,484) (271,806) (284,931) Sub-Total: 0000 224 - Technology Fee Charges for Services, Licenses, and Permits 355,410 302,000 439,688 439,688 Uncategorized Revenues 608 0 0 0 Use of Money and Property 22,972 7,112 5,743 5,743 General Sources (334,096) (89,612) (30,431) (30,431) Sub-Total: 44,894 219,500 415,000 415,000 245 - Concord Housing Admin Other Revenues 147,881 818,000 0 0 Transfers In 0 169,888 131,143 130,266 Use of Money and Property 545,699 169,647 52,116 52,116 General Sources (546,798) (856,597) 222,990 227,314 Sub-Total: 146,783 300,937 406,249 409,696 250 - Housing Assistance Use of Money and Property 10,874 7,622 4,750 4,750 General Sources (10,874) (7,622) (4,750) (4,750) Sub-Total: 0000 251 - Housing Inclusionary Fees Charges for Services, Licenses, and Permits 107,939 0 20,000 20,000 Use of Money and Property 35,516 24,834 14,542 14,542 General Sources (137,602) (18,820) (34,542) (34,542) Sub-Total: 5,853 6,014 0 0 252 - Housing Conservation Intergovernmental 381,000 400,000 400,000 400,000 Other Revenues 26,144 0 0 0 Use of Money and Property 5,088 642 0 0 General Sources (82,643) 137,227 13,685 14,399 Sub-Total: 329,589 537,869 413,685 414,399 254 - Comm. Develop. Block Grant Intergovernmental 751,318 720,000 650,000 650,000 General Sources (358,080) 93,088 (25,527) (23,148)
94 Sub-Total: 393,238 813,088 624,473 626,852 255 - Affordable Housing Use of Money and Property 1,155 810 810 810 General Sources (1,155) (810) (810) (810) Sub-Total: 0000 256 - CAL HFA HEIP Program Use of Money and Property 10,355 0 2,589 2,589 General Sources (10,355) 0 (2,589) (2,589) Sub-Total: 0000 257 - CalHome Begin Program Use of Money and Property 5,952 3,576 1,771 1,771 General Sources (5,952) (3,576) (1,771) (1,771) Sub-Total: 0000 258 - State Rental Rehab Use of Money and Property 468 328 204 204 General Sources (468) (328) (204) (204) Sub-Total: 0000 260 - State Gas Tax General Sources 1,050 25,000 50,000 25,000 Sub-Total: 1,050 25,000 50,000 25,000 270 - Storm Water Management Charges for Services, Licenses, and Permits 115,981 35,000 40,000 40,000 Other Revenues 18,964 0 0 0 Property Taxes 2,097,933 2,000,000 2,000,000 2,000,000 Transfers In 124,090 0 0 0 Use of Money and Property 96,874 50,660 30,806 30,806 General Sources (1,106,802) (165,468) (308,144) (291,080) Sub-Total: 1,347,040 1,920,192 1,762,662 1,779,726 280 - Traffic Systems Management General Sources 11,223 68,000 0 0 Sub-Total: 11,223 68,000 0 0 286 - Public Art: Bond Proceeds Use of Money and Property 1,033 0 1,436 1,436 General Sources (1,033) 0 (1,436) (1,436) Sub-Total: 0000 290 - Tourism Improve District Transient Occupancy taxes 0 14,000 0 0 Use of Money and Property 0 2,735 813 813 General Sources 90,432 (16,735) (813) (813) Sub-Total: 90,432 0 0 0 455 - Parking In Lieu Charges for Services, Licenses, and Permits 18,864 4,000 4,000 4,000 Use of Money and Property 438 0 0 0 General Sources (19,302) (4,000) (4,000) (4,000) Sub-Total: 0000 460 - Childcare Other Revenues 3,131 40,000 50,000 50,000 Use of Money and Property 9,295 5,991 1,971 1,971 General Sources 9,617 13,032 123,410 7,774 Sub-Total: 22,043 59,023 175,381 59,745
95 461 - Traffic Mitigation Bailey Use of Money and Property 6,176 4,329 2,698 2,698 General Sources (6,176) (4,329) (2,698) (2,698) Sub-Total: 0000 475 - Measure J Local General Sources 13,977 157,000 157,000 157,000 Sub-Total: 13,977 157,000 157,000 157,000 500 - RDA Successor Agency Property Taxes 5,390,684 0 0 0 Use of Money and Property 50,240 0 0 0 General Sources (1,469,700) 0 0 0 Sub-Total: 3,971,224 0 0 0 530 - Concord/Pleasant Hill Health Care Dist. Other Revenues 38,412 0 0 0 Property Taxes 325,065 325,000 200,000 200,000 Use of Money and Property 2,971 2,097 1,770 1,770 General Sources (26,115) 11,512 (19,531) (19,102) Sub-Total: 340,333 338,609 182,239 182,668 710 - Sewer Operating General Sources 27,015,645 26,344,499 26,706,703 28,879,564 Sub-Total: 27,015,645 26,344,499 26,706,703 28,879,564
Grand Total: 44,659,643 41,026,855 42,038,549 44,199,956
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 5220 - CCCSD 27,015,645 26,344,499 26,706,703 28,879,564 5310 - Transportation Planning & Administration 962,699 1,254,624 1,425,119 1,414,290 5330 - Traffic Operations 216,323 155,179 164,911 166,338 5400 - Storm Water Administration 1,347,040 1,920,192 1,762,662 1,779,726 6100 - Engineering Administration 241,348 233,209 215,607 220,074 6200 - Engineering Current Development 1,078,607 1,094,617 1,118,116 1,156,353 6300 - Capital Improvement Program 426,850 339,268 384,928 396,055 6900 - CIP/TIP Engineering Support (208,820) (1,590) 93,852 94,274 8100 - Community & Economic Development 1,757,901 1,875,875 2,003,323 2,017,995 Administration 8150 - Successor Agency Admin 247,694 0 0 0 8200 - Planning 2,158,720 2,153,101 2,777,503 2,684,161 8300 - RDA 3,724,943 0 0 0 8310 - Economic Development 898,860 0 0 0 8320 - Downtown Events 95,515 0 0 0 8325 - Downtown Music/Market Series 113,918 0 0 0 8600 - Building 2,894,279 3,074,594 3,085,483 3,171,917 8710 - Multi-Family Housing Inspection Program 346,706 486,407 498,317 525,846 8800 - Community Services 1,062,344 1,691,078 1,394,938 1,282,823 8850 - Concord/Pleasant Hill Health Care Dist. 15,579 56,709 839 841 8900 - Housing 263,496 349,091 406,249 409,696 Total: 44,659,643 41,026,855 42,038,549 44,199,956
96 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Capital Project Budget 0 20,000 0 0 Internal Service Charges 1,726,293 1,707,686 1,649,856 1,657,932 Operating Expenses 31,094,674 31,436,976 31,501,678 33,385,039 Other Financing Uses 3,609,143 163,930 168,848 173,914 Salaries & Benefits 8,229,533 7,698,263 8,718,168 8,983,071 Total: 44,659,643 41,026,855 42,038,549 44,199,956
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 5310 - Transportation Planning & Administration 2.50 2.40 2.50 2.50 5330 - Traffic Operations 0.50 0.50 0.50 0.50 5400 - Storm Water Administration 1.70 1.84 2.00 2.00 6100 - Engineering Administration 0.90 0.90 0.85 0.85 6200 - Engineering Current Development 5.70 5.50 5.50 5.50 6300 - Capital Improvement Program 1.25 1.00 1.15 1.15 6900 - CIP/TIP Engineering Support 1.25 1.25 1.20 1.20 8100 - Community & Economic Development 2.00 2.00 2.00 2.00 Administration 8150 - Successor Agency Admin 0.25 0.00 0.00 0.00 8200 - Planning 10.00 8.80 8.80 8.80 8310 - Economic Development 2.90 0.00 0.00 0.00 8320 - Downtown Events 1.00 0.00 0.00 0.00 8600 - Building 12.78 12.95 12.95 12.95 8710 - Multi-Family Housing Inspection Program 3.05 3.05 3.05 3.05 8800 - Community Services 0.90 1.36 0.77 0.77 8850 - Concord/Pleasant Hill Health Care Dist. 0.10 0.16 0.00 0.00 8900 - Housing 1.00 0.48 1.00 1.00 Total: 47.78 42.19 42.27 42.27
97 5220 - CCCSD Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 710 - Sewer Operating General Sources 27,015,645 26,344,499 26,706,703 28,879,564 Sub-Total: 27,015,645 26,344,499 26,706,703 28,879,564
Grand Total: 27,015,645 26,344,499 26,706,703 28,879,564
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 27,015,645 26,344,499 26,706,703 28,879,564 Total: 27,015,645 26,344,499 26,706,703 28,879,564
98 5310 - Transportation Planning & Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 116,140 98,500 117,000 117,000 Uncategorized Revenues 92,522 0 105,000 105,000 General Sources 727,787 906,124 996,119 1,010,290 Sub-Total: 936,449 1,004,624 1,218,119 1,232,290 260 - State Gas Tax General Sources 1,050 25,000 50,000 25,000 Sub-Total: 1,050 25,000 50,000 25,000 280 - Traffic Systems Management General Sources 11,223 68,000 0 0 Sub-Total: 11,223 68,000 0 0 475 - Measure J Local General Sources 13,977 157,000 157,000 157,000 Sub-Total: 13,977 157,000 157,000 157,000
Grand Total: 962,699 1,254,624 1,425,119 1,414,290
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 21,501 21,966 31,415 31,726 Operating Expenses 480,194 645,073 699,340 674,340 Salaries & Benefits 461,003 587,585 694,364 708,224 Total: 962,699 1,254,624 1,425,119 1,414,290
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Transportation Manager 1.00 1.00 1.00 1.00 Transportation Program Mgr. II 0.50 0.40 0.50 0.50 Transportation Program Manager II 1.00 1.00 1.00 1.00 Total: 2.50 2.40 2.50 2.50
99 5330 - Traffic Operations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 216,323 155,179 164,911 166,338 Sub-Total: 216,323 155,179 164,911 166,338
Grand Total: 216,323 155,179 164,911 166,338
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 23,887 24,291 23,986 24,236 Operating Expenses 0 2,205 0 0 Salaries & Benefits 192,435 128,683 140,925 142,103 Total: 216,323 155,179 164,911 166,338
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Transportation Program Mgr. II 0.50 0.50 0.50 0.50 Total: 0.50 0.50 0.50 0.50
100 5400 - Storm Water Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 270 - Storm Water Management Charges for Services, Licenses, and Permits 115,981 35,000 40,000 40,000 Other Revenues 18,964 0 0 0 Property Taxes 2,097,933 2,000,000 2,000,000 2,000,000 Transfers In 124,090 0 0 0 Use of Money and Property 96,874 50,660 30,806 30,806 General Sources (1,106,802) (165,468) (308,144) (291,080) Sub-Total: 1,347,040 1,920,192 1,762,662 1,779,726
Grand Total: 1,347,040 1,920,192 1,762,662 1,779,726
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Capital Project Budget 0 20,000 0 0 Internal Service Charges 57,771 59,185 53,803 54,386 Operating Expenses 752,566 1,274,082 1,006,000 1,006,000 Other Financing Uses 159,156 163,930 168,848 173,914 Salaries & Benefits 377,546 402,995 534,010 545,426 Total: 1,347,040 1,920,192 1,762,662 1,779,726
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Engineer 0.35 0.35 0.40 0.40 Senior Civil Engineer 0.40 0.54 0.60 0.60 Administrative Analyst 0.00 0.00 0.05 0.05 Assistant Engineer 0.15 0.15 0.15 0.15 Permit Center Technician I 0.10 0.10 0.00 0.00 Permit Center Technician I 0.10 0.10 0.00 0.00 Permit Center Technician II 0.00 0.00 0.10 0.10 Permit Center Technician III 0.00 0.00 0.10 0.10 Construction Inspector 0.15 0.15 0.15 0.15 Construction Inspector 0.15 0.15 0.15 0.15 Construction Inspector 0.15 0.15 0.15 0.15 Construction Inspection Supervisor 0.15 0.15 0.15 0.15 Total: 1.70 1.84 2.00 2.00
101 6100 - Engineering Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 241,348 233,209 215,607 220,074 Sub-Total: 241,348 233,209 215,607 220,074 461 - Traffic Mitigation Bailey Use of Money and Property 6,176 4,329 2,698 2,698 General Sources (6,176) (4,329) (2,698) (2,698) Sub-Total: 0000
Grand Total: 241,348 233,209 215,607 220,074
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 15,303 15,621 9,275 9,412 Operating Expenses 24,916 21,100 21,700 21,700 Salaries & Benefits 201,129 196,488 184,632 188,963 Total: 241,348 233,209 215,607 220,074
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Engineer 0.30 0.30 0.25 0.25 Administrative Analyst 0.30 0.30 0.30 0.30 Administrative Clerk II 0.00 0.00 0.30 0.30 Administrative Clerk II 0.30 0.30 0.00 0.00 Total: 0.90 0.90 0.85 0.85
102 6200 - Engineering Current Development Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 1,448,689 1,248,000 1,250,000 1,290,000 General Sources (370,082) (153,383) (131,884) (133,647) Sub-Total: 1,078,607 1,094,617 1,118,116 1,156,353
Grand Total: 1,078,607 1,094,617 1,118,116 1,156,353
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 65,254 66,645 87,145 88,854 Operating Expenses 58,783 118,567 61,820 61,820 Salaries & Benefits 954,570 909,405 969,151 1,005,679 Total: 1,078,607 1,094,617 1,118,116 1,156,353
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Senior Civil Engineer 0.50 0.30 0.30 0.30 Assistant Engineer 0.70 0.70 0.70 0.70 Permit Center Technician I 0.75 0.75 0.00 0.00 Permit Center Technician I 0.75 0.75 0.00 0.00 Permit Center Technician II 0.00 0.00 0.75 0.75 Permit Center Technician III 0.00 0.00 0.75 0.75 Construction Inspector 0.75 0.75 0.75 0.75 Construction Inspector 0.75 0.75 0.75 0.75 Construction Inspector 0.75 0.75 0.75 0.75 Construction Inspection Supervisor 0.75 0.75 0.75 0.75 Total: 5.70 5.50 5.50 5.50
103 6300 - Capital Improvement Program Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 426,850 339,268 384,928 396,055 Sub-Total: 426,850 339,268 384,928 396,055
Grand Total: 426,850 339,268 384,928 396,055
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 59,447 60,616 67,638 68,557 Operating Expenses 10,033 35,050 34,050 34,050 Salaries & Benefits 357,369 243,602 283,239 293,449 Total: 426,850 339,268 384,928 396,055
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Senior Civil Engineer 0.25 0.25 0.15 0.15 Associate Civil Engineer 0.25 0.25 0.25 0.25 Associate Civil Engineer 0.25 0.00 0.25 0.25 Associate Civil Engineer 0.25 0.25 0.25 0.25 Associate Civil Engineer 0.25 0.25 0.25 0.25 Total: 1.25 1.00 1.15 1.15
104 6900 - CIP/TIP Engineering Support Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources (208,820) (1,590) 93,852 94,274 Sub-Total: (208,820) (1,590) 93,852 94,274
Grand Total: (208,820) (1,590) 93,852 94,274
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 15,946 16,278 23,077 23,425 Operating Expenses 1,119 41,000 41,000 41,000 Salaries & Benefits (225,885) (58,868) 29,775 29,849 Total: (208,820) (1,590) 93,852 94,274
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Administrative Analyst 0.50 0.50 0.45 0.45 Administrative Secretary 0.25 0.25 0.00 0.00 Administrative Secretary 0.00 0.00 0.25 0.25 Administrative Clerk II 0.00 0.00 0.50 0.50 Administrative Clerk II 0.50 0.50 0.00 0.00 Total: 1.25 1.25 1.20 1.20
105 8100 - Community & Economic Development Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 1000 General Sources 1,622,574 1,656,375 1,588,323 1,602,995 Sub-Total: 1,622,575 1,656,375 1,588,323 1,602,995 224 - Technology Fee Charges for Services, Licenses, and Permits 355,410 302,000 439,688 439,688 Uncategorized Revenues 608 0 0 0 Use of Money and Property 22,972 7,112 5,743 5,743 General Sources (334,096) (89,612) (30,431) (30,431) Sub-Total: 44,894 219,500 415,000 415,000 290 - Tourism Improve District Transient Occupancy taxes 0 14,000 0 0 Use of Money and Property 0 2,735 813 813 General Sources 90,432 (16,735) (813) (813) Sub-Total: 90,432 0 0 0
Grand Total: 1,757,901 1,875,875 2,003,323 2,017,995
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 1,065,590 1,091,467 906,596 905,857 Operating Expenses 100,918 317,311 517,636 517,636 Other Financing Uses 90,432 0 0 0 Salaries & Benefits 500,961 467,097 579,091 594,502 Total: 1,757,901 1,875,875 2,003,323 2,017,995
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Community Development 1.00 1.00 1.00 1.00 Administrative Coordinator 1.00 1.00 1.00 1.00 Total: 2.00 2.00 2.00 2.00
106 8150 - Successor Agency Admin Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 500 - RDA Successor Agency General Sources 247,694 0 0 0 Sub-Total: 247,694 0 0 0
Grand Total: 247,694 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 31,247 0 0 0 Operating Expenses 1,324 0 0 0 Other Financing Uses 144,457 0 0 0 Salaries & Benefits 70,665 0 0 0 Total: 247,694 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Economic Development & Housing Manager 0.10 0.00 0.00 0.00 Financial Operations Manager 0.15 0.00 0.00 0.00 Total: 0.25 0.00 0.00 0.00
107 8200 - Planning Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 774,161 399,504 647,976 678,916 Other Revenues 11,463 300,000 530,000 215,000 Transfers In 39,407 0 0 0 General Sources 1,333,689 1,453,597 1,599,527 1,790,245 Sub-Total: 2,158,720 2,153,101 2,777,503 2,684,161 223 - General Plan Reimb Charges for Services, Licenses, and Permits 492,317 210,000 262,500 275,625 Use of Money and Property 37,225 14,484 9,306 9,306 General Sources (529,543) (224,484) (271,806) (284,931) Sub-Total: 0000 455 - Parking In Lieu Charges for Services, Licenses, and Permits 18,864 4,000 4,000 4,000 Use of Money and Property 438 0 0 0 General Sources (19,302) (4,000) (4,000) (4,000) Sub-Total: 0000
Grand Total: 2,158,720 2,153,101 2,777,503 2,684,161
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 121,158 124,143 180,894 182,673 Operating Expenses 245,026 254,773 565,800 416,300 Salaries & Benefits 1,792,536 1,774,185 2,030,809 2,085,188 Total: 2,158,720 2,153,101 2,777,503 2,684,161
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Planning Manager 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 Concord Reuse Area Planner 1.00 0.80 0.80 0.80 Senior Planner 0.00 0.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 Associate Planner 1.00 1.00 1.00 1.00 Associate Planner 1.00 1.00 0.00 0.00 Assistant Planner 1.00 1.00 1.00 1.00 Assistant Planner 1.00 0.00 0.00 0.00 Administrative Coordinator 1.00 1.00 1.00 1.00 Total: 10.00 8.80 8.80 8.80
108 8300 - RDA Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 4,144 0 0 0 General Sources (2,731) 0 0 0 Sub-Total: 1,413 0 0 0 286 - Public Art: Bond Proceeds Use of Money and Property 1,033 0 1,436 1,436 General Sources (1,033) 0 (1,436) (1,436) Sub-Total: 0000 500 - RDA Successor Agency Property Taxes 5,390,684 0 0 0 Use of Money and Property 50,240 0 0 0 General Sources (1,717,394) 0 0 0 Sub-Total: 3,723,530 0 0 0
Grand Total: 3,724,943 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 508,832 0 0 0 Other Financing Uses 3,215,098 0 0 0 Salaries & Benefits 1,013 0 0 0 Total: 3,724,943 0 0 0
109 8310 - Economic Development Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 25,493 0 0 0 General Sources 873,366 0 0 0 Sub-Total: 898,860 0 0 0
Grand Total: 898,860 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 29,692 0 0 0 Operating Expenses 99,848 0 0 0 Salaries & Benefits 769,320 0 0 0 Total: 898,860 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Economic Development Manager 1.00 0.00 0.00 0.00 Economic Development & Housing Manager 0.90 0.00 0.00 0.00 Economic Development Specialist 1.00 0.00 0.00 0.00 Total: 2.90 0.00 0.00 0.00
110 8320 - Downtown Events Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 95,515 0 0 0 Sub-Total: 95,515 0 0 0
Grand Total: 95,515 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 1,536 0 0 0 Salaries & Benefits 93,978 0 0 0 Total: 95,515 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Program Manager 1.00 0.00 0.00 0.00 Total: 1.00 0.00 0.00 0.00
111 8325 - Downtown Music/Market Series Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 476,677 0 0 0 General Sources (362,759) 0 0 0 Sub-Total: 113,918 0 0 0
Grand Total: 113,918 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 113,918 0 0 0 Total: 113,918 0 0 0
112 8600 - Building Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 3,459,442 3,080,000 3,210,000 3,210,000 General Sources (565,164) (155,406) (159,517) (73,083) Sub-Total: 2,894,279 2,924,594 3,050,483 3,136,917 140 - Building Perf. Sec. Forfeiture Charges for Services, Licenses, and Permits 135,322 150,000 35,000 35,000 Transfers In 322,455 0 0 0 General Sources (457,777) 0 0 0 Sub-Total: 0 150,000 35,000 35,000
Grand Total: 2,894,279 3,074,594 3,085,483 3,171,917
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 165,955 172,855 223,101 226,458 Operating Expenses 784,090 767,100 494,590 494,590 Salaries & Benefits 1,944,233 2,134,639 2,367,792 2,450,869 Total: 2,894,279 3,074,594 3,085,483 3,171,917
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Chief Building Official 0.95 0.95 0.95 0.95 Plan Check Engineer 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 1.00 1.00 Permit Center Technician I 0.00 0.00 1.00 1.00 Permit Center Technician I 1.00 1.00 0.00 0.00 Permit Center Technician II 0.00 0.00 1.00 1.00 Permit Center Technician III 1.00 1.00 1.00 1.00 Permit Center Technician III 1.00 1.00 1.00 1.00 Permit Center Technician III 1.00 1.00 0.00 0.00 Senior Building Inspector 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 Building Inspector 0.92 1.00 0.00 0.00 Building Inspector 0.92 1.00 1.00 1.00 Building Inspector 0.00 0.00 1.00 1.00 Building Inspection Supervisor 1.00 1.00 1.00 1.00 Total: 12.78 12.95 12.95 12.95
113 8710 - Multi-Family Housing Inspection Program Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 341,426 525,000 511,839 544,490 General Sources 5,280 (38,593) (13,522) (18,644) Sub-Total: 346,706 486,407 498,317 525,846
Grand Total: 346,706 486,407 498,317 525,846
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 19,805 20,048 14,052 14,315 Operating Expenses 3,778 11,050 11,050 11,050 Salaries & Benefits 323,123 455,309 473,215 500,481 Total: 346,706 486,407 498,317 525,846
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Chief Building Official 0.05 0.05 0.05 0.05 Senior Building Inspector 1.00 1.00 0.00 0.00 Building Inspector 0.00 0.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 Administrative Clerk II 1.00 1.00 0.00 0.00 Administrative Clerk II 0.00 0.00 1.00 1.00 Total: 3.05 3.05 3.05 3.05
114 8800 - Community Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 252 - Housing Conservation Intergovernmental 0 0 400,000 400,000 General Sources 322,310 537,067 13,685 14,399 Sub-Total: 322,310 537,067 413,685 414,399 254 - Comm. Develop. Block Grant Intergovernmental 751,318 720,000 650,000 650,000 General Sources (358,080) 93,088 (25,527) (23,148) Sub-Total: 393,238 813,088 624,473 626,852 460 - Childcare Other Revenues 3,131 40,000 50,000 50,000 Use of Money and Property 9,295 5,991 1,971 1,971 General Sources 9,617 13,032 123,410 7,774 Sub-Total: 22,043 59,023 175,381 59,745 530 - Concord/Pleasant Hill Health Care Dist. Other Revenues 38,412 0 0 0 Property Taxes 325,065 275,000 200,000 200,000 Use of Money and Property 2,971 2,097 1,770 1,770 General Sources (41,694) 4,803 (20,370) (19,943) Sub-Total: 324,753 281,900 181,400 181,827
Grand Total: 1,062,344 1,691,078 1,394,938 1,282,823
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 8,271 8,460 23,559 22,715 Operating Expenses 811,493 1,364,794 1,149,400 1,034,400 Salaries & Benefits 242,581 317,824 221,979 225,707 Total: 1,062,344 1,691,078 1,394,938 1,282,823
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Housing Manager 0.90 0.90 0.62 0.62 Housing Program Analyst 0.00 0.46 0.15 0.15 Total: 0.90 1.36 0.77 0.77
115 8850 - Concord/Pleasant Hill Health Care Dist. Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 530 - Concord/Pleasant Hill Health Care Dist. Property Taxes 0 50,000 0 0 General Sources 15,579 6,709 839 841 Sub-Total: 15,579 56,709 839 841
Grand Total: 15,579 56,709 839 841
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 404 410 0 0 Operating Expenses 0 11,000 0 0 Salaries & Benefits 15,175 45,300 839 841 Total: 15,579 56,709 839 841
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Housing Manager 0.10 0.10 0.00 0.00 Housing Program Analyst 0.00 0.06 0.00 0.00 Total: 0.10 0.16 0.00 0.00
116 8900 - Housing Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 71,250 130,000 12,000 12,000 General Sources 32,331 (88,662) (12,000) (12,000) Sub-Total: 103,581 41,338 0 0 245 - Concord Housing Admin Other Revenues 147,881 818,000 0 0 Transfers In 0 169,888 131,143 130,266 Use of Money and Property 545,699 169,647 52,116 52,116 General Sources (546,798) (856,597) 222,990 227,314 Sub-Total: 146,783 300,937 406,249 409,696 250 - Housing Assistance Use of Money and Property 10,874 7,622 4,750 4,750 General Sources (10,874) (7,622) (4,750) (4,750) Sub-Total: 0000 251 - Housing Inclusionary Fees Charges for Services, Licenses, and Permits 107,939 0 20,000 20,000 Use of Money and Property 35,516 24,834 14,542 14,542 General Sources (137,602) (18,820) (34,542) (34,542) Sub-Total: 5,853 6,014 0 0 252 - Housing Conservation Intergovernmental 381,000 400,000 0 0 Other Revenues 26,144 0 0 0 Use of Money and Property 5,088 642 0 0 General Sources (404,953) (399,840) 0 0 Sub-Total: 7,279 802 0 0 255 - Affordable Housing Use of Money and Property 1,155 810 810 810 General Sources (1,155) (810) (810) (810) Sub-Total: 0000 256 - CAL HFA HEIP Program Use of Money and Property 10,355 0 2,589 2,589 General Sources (10,355) 0 (2,589) (2,589) Sub-Total: 0000 257 - CalHome Begin Program Use of Money and Property 5,952 3,576 1,771 1,771 General Sources (5,952) (3,576) (1,771) (1,771) Sub-Total: 0000 258 - State Rental Rehab Use of Money and Property 468 328 204 204 General Sources (468) (328) (204) (204) Sub-Total: 0000
Grand Total: 263,496 349,091 406,249 409,696
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget
117 Internal Service Charges 25,060 25,702 5,313 5,319 Operating Expenses 80,654 229,372 192,588 192,588 Salaries & Benefits 157,781 94,017 208,348 211,789 Total: 263,496 349,091 406,249 409,696
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Housing Manager 0.00 0.00 0.20 0.20 Housing Program Analyst 1.00 0.48 0.80 0.80 Total: 1.00 0.48 1.00 1.00
118 Economic Development & Base Reuse This page intentionally left blank ECONOMIC DEVELOPMENT & BASE REUSE
Director: Guy Bjerke Department Summary
The Economic Development & Base Reuse Department provides services through the following programs:
• Economic Development Administration – 1800 • Economic Development Program – 1810 • Downtown Events – 1820 1 • Downtown Music/Market Series – 18251 • Successor Agency Administration - 1835 • Local Reuse Authority – Project 2011
Major Accomplishments in FY 2019-20 & FY 2020-21
Integrated the Economic Development program with the Local Reuse Authority to provide a broader scope and long-term vision to the City’s economic attraction efforts.
Restarted the Reuse Project at the former Concord Naval Weapons Station. The Council reviewed the Project Restart Memo and created a Council Ad Hoc committee to recommend a new Master Developer recruitment process.
Submitted an Incidental Take Permit (ITP) for state endangered species to the California Department of Fish & Wildlife as part of the site-wide resource permitting effort.
Updated the Economic Vitality Strategy to improve the City’s business attraction and retention efforts.
Established the Concord Forward program to support local businesses during the COVID-19 pandemic. The Council authorized a series of changes in city practices to enable local businesses to operate outdoors and with greater flexibilities to comply with health orders.
Organized and distributed CARES Act grant dollars in support of local residents and local businesses. The Council quickly approved and implemented an expenditure plan totaling $1.6 million to support rent subsidies, small business grants, laptops for Concord schools, and city efforts to operate during the COVID-19 pandemic.
Created a “Shop Concord” campaign in association with the Greater Concord Chamber of Commerce. The City’s early $10,000 sponsorship made the Chamber’s shop local campaign provided discount gift cards to customers of local merchants – pumping over $30,000 of needed revenue into the local economy.
Shifted our city events and programs on to virtual platforms and supported the Farmer’s Market with logistical support during the COVID-19 Pandemic. The City produced a Virtual Event Series: Concord Live! The City helped move the Farmer’s Market to Concord High School and returned it to Todos Santos Plaza while observing all health orders.
1 These programs are being shifted to the Parks & Recreation Department starting in FY 2021-22. City of Concord 120 Proposed Biennial Budget FY 2021-22 & FY 2022-23 ECONOMIC DEVELOPMENT & BASE REUSE
Department Summary
Initiatives for FY 2021-22 & FY 2022-23
• Assist the City Council in the selection of a Master Developer for the Reuse Project. • Issue Request for Proposals for remaining Successor Agency Parcels. • Coordinate the use of future COVID-19 stimulus dollars to improve the local economy and support local businesses. • Complete and adopt the Specific Plan; Disposition and Development Agreement; and Environmental Review necessary to implement the Reuse Project. • Determine support for the creation of a Business Improvement District in the Monument Corridor. • Continue to implement the business attraction and retention measures outlined in the Economic Vitality Strategy. • Complete negotiation of the Economic Development Conveyance agreement with the United States Navy. • Complete Site-wide Resource Permitting tasks to allow timely construction of Framework infrastructure
Significant Changes for FY 2021-22 & FY 2022-23
• Transition Reuse Project (LRA) funding from City to the Project via the Exclusive Negotiating Agreement with the new Master Developer.
City of Concord Proposed Biennial Budget 121 FY 2021-22 & FY 2022-23 Economic Development & Base Reuse Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 0 90,000 0 0 Transfers In 0 0 100,000 100,000 General Sources 0 1,278,441 707,671 723,402 Sub-Total: 0 1,368,441 807,671 823,402 400 - Capital Projects General Fund Projects Other Revenues 0 0 94,800 94,800 General Sources 0 490,743 1,363,508 1,377,218 Sub-Total: 0 490,743 1,458,308 1,472,018 500 - RDA Successor Agency Property Taxes 0 4,787,731 4,478,320 4,159,445 General Sources 0 4,909 (0) (0) Sub-Total: 0 4,792,640 4,478,320 4,159,445
Grand Total: 0 6,651,824 6,744,299 6,454,864
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 1800 - EDBR Administration 0 490,743 1,458,308 1,472,018 1810 - Economic Development 0 964,757 807,671 823,402 1820 - Downtown Events Admin 0 313,684 0 0 1825 - Downtown Events/Productions 0 90,000 0 0 1830 - RDA Successor Agency 0 4,537,731 4,228,320 3,909,445 1835 - Successor Agency Admin 0 254,909 250,000 250,000 Total: 0 6,651,824 6,744,299 6,454,864
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 62,440 107,564 108,691 Operating Expenses 0 1,891,150 2,207,062 1,887,687 Other Financing Uses 0 3,334,750 3,337,599 3,337,120 Salaries & Benefits 0 1,363,484 1,092,074 1,121,366 Total: 0 6,651,824 6,744,299 6,454,864
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 1800 - EDBR Administration 1.95 2.00 2.00 2.00 1810 - Economic Development 0.00 2.20 2.10 2.10 1820 - Downtown Events Admin 0.00 1.00 0.00 0.00 1835 - Successor Agency Admin 0.00 0.15 0.25 0.25 Total: 1.95 5.35 4.35 4.35
122 1800 - EDBR Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 400 - Capital Projects General Fund Projects Other Revenues 0 0 94,800 94,800 General Sources 0 490,743 1,363,508 1,377,218 Sub-Total: 0 490,743 1,458,308 1,472,018
Grand Total: 0 490,743 1,458,308 1,472,018
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 0 936,000 936,000 Salaries & Benefits 0 490,743 522,308 536,018 Total: 0 490,743 1,458,308 1,472,018
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Economic Development & Base Reuse 1.00 0.80 0.80 0.80 Concord Reuse Area Planner 0.00 0.20 0.20 0.20 Reuse Project Exec. Assistant 0.95 1.00 1.00 1.00 Total: 1.95 2.00 2.00 2.00
123 1810 - Economic Development Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Transfers In 0 0 100,000 100,000 General Sources 0 964,757 707,671 723,402 Sub-Total: 0 964,757 807,671 823,402
Grand Total: 0 964,757 807,671 823,402
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 30,365 82,437 83,181 Operating Expenses 0 356,969 241,992 241,992 Salaries & Benefits 0 577,422 483,242 498,228 Total: 0 964,757 807,671 823,402
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Economic Development & Base Reuse 0.00 0.20 0.10 0.10 Economic Development Manager 0.00 1.00 1.00 1.00 Economic Development Specialist 0.00 1.00 1.00 1.00 Total: 0.00 2.20 2.10 2.10
124 1820 - Downtown Events Admin Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 0 313,684 0 0 Sub-Total: 0 313,684 0 0
Grand Total: 0 313,684 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 91,200 0 0 Salaries & Benefits 0 222,484 0 0 Total: 0 313,684 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Program Manager 0.00 1.00 0.00 0.00 Total: 0.00 1.00 0.00 0.00
125 1825 - Downtown Events/Productions Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 0 90,000 0 0 Sub-Total: 0 90,000 0 0
Grand Total: 0 90,000 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 90,000 0 0 Total: 0 90,000 0 0
126 1830 - RDA Successor Agency Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 500 - RDA Successor Agency Property Taxes 0 4,537,731 4,228,320 3,909,445 Sub-Total: 0 4,537,731 4,228,320 3,909,445
Grand Total: 0 4,537,731 4,228,320 3,909,445
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 1,327,981 1,016,570 697,195 Other Financing Uses 0 3,209,750 3,211,750 3,212,250 Total: 0 4,537,731 4,228,320 3,909,445
127 1835 - Successor Agency Admin Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 500 - RDA Successor Agency Property Taxes 0 250,000 250,000 250,000 General Sources 0 4,909 (0) (0) Sub-Total: 0 254,909 250,000 250,000
Grand Total: 0 254,909 250,000 250,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 32,075 25,127 25,510 Operating Expenses 0 25,000 12,500 12,500 Other Financing Uses 0 125,000 125,849 124,870 Salaries & Benefits 0 72,835 86,524 87,120 Total: 0 254,909 250,000 250,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Economic Development & Base Reuse 0.00 0.00 0.10 0.10 Financial Operations Manager 0.00 0.15 0.15 0.15 Total: 0.00 0.15 0.25 0.25
128 Finance
This page intentionally left blank FINANCE DEPARTMENT
Director: Karan Reid Department Summary
The Finance Department provides services through the following programs:
• Finance Administration - 3100 • Financial Analysis & Reporting - 3200 • Budget & Financial Planning - 3300 • Purchasing - 3400 • City Treasury - 3600 • Revenue Generation - 3610
Major Accomplishments in FY 2019-20 & FY 2020-21
In response to the COVID-19 pandemic:
o Quickly pivoted work environments and schedules due to the shutdown of City facilities ensuring seamless continuity of operations. Finance continued to pay vendors and employees timely and processed payments coming into the City routinely.
o Prepared and presented comprehensive updates to FYs 2019-20 and 2020-21 Biennial Budget and Long-Range Forecast to City Council at meetings in April, May, June and December 2020 and February 2021. To address the unprecedented revenue shortfalls anticipated as a result of the pandemic, recommended adjustments that reduced the City’s General Fund budget in FY2020-21 by $10.0 million and eliminated or froze 36 full-time positions.
o Supported the City’s distribution of $1.6 million in State CARES funds and $1.6 million in CDBG-CV funds.
o Led the coordination effort implementing the EZ Does It Loan Program in partnership with Diablo Valley Federal Credit Union.
o Supported citywide programs related to the COVID-19 pandemic including meeting new federal requirements and IRS reporting regulations timely. Completed development of the biennial budget for FYs 2021-22 and 2022-23 and update of the 20-year Long-Range Forecast incorporating continuing impacts from the pandemic. Supported community outreach efforts on the Measure V ballot measure. Presented investment of new Measure V revenues at the Council Priority Setting Workshop in February 2021. Completed debt financing raising $107 million to fund street and road improvements at a favorable interest rate of 2.50%. Completed implementation of OpenGov transparency software and stories to support continued outreach to the community on the City’s budget challenges and to solicit feedback on how the community desires to address the City’s budget shortfall. Completed replacement of a legacy Timecard program, automating some manual processes and providing enhanced reporting capabilities. Completed fiscal years 2018-19 and 2019-20 financial audits and received unqualified audit opinions on both years. Received the following: Government Financial Officer's Association (GFOA) Certificate of Achievement in Financial Reporting for fiscal years 2018-19 and 2019-20, and National Procurement Institute's Achievement of Excellence in Procurement Award for 2019 and 2020.
City of Concord 130 Proposed Biennial Budget FY 2021-22 & FY 2022-23 FINANCE DEPARTMENT
Department Summary
Continued department focus on providing high quality customer service, problem solving and collaboration; received stellar feedback from all departments.
Initiatives for FY 2021-22 & FY 2022-23
• Continue supporting COVID-19 programs and response including development of recommendations and administration of American Rescue Plan Act of 2021 and continuing to communicate and address the budget impacts of the COVID-19 pandemic. • Complete development of the biennial budget for FYs 2023-24 and 2024-25 and update of the 20-year Long-Range Forecast. • Provide regular budget updates to the Council and Community as the City recovers from the COVID-19 pandemic. • Revise Finance administered policies including: Procurement Policy, incorporating best practices into the City’s Purchasing Ordinance/Municipal Code and Administrative Directive; Uncollectible Accounts Receivable (Bad Debt) Policy and develop an Anti-Fraud Policy. • Partner with Information Technology Department to launch the replacement of the City’s outdated Enterprise Resource Planning (ERP) system that will modernize the City’s processes resulting in increased efficiencies and an easier to maintain system. • Continue customer service focus by documenting customer service standards and practices, incorporating customer service measures into performance plans, and soliciting feedback through surveys.
Significant Changes for FY 2021-22 & FY 2022-23
• None
City of Concord 131 Proposed Biennial Budget FY 2021-22 & FY 2022-23 Finance Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Business License Fees 3,792,877 3,193,903 3,401,700 3,571,800 Charges for Services, Licenses, and Permits 17,998 16,100 14,575 15,275 Other Revenues 10,264 12,000 8,200 8,200 General Sources 131,481 880,631 1,094,836 1,090,280 Sub-Total: 3,952,621 4,102,634 4,519,311 4,685,555
Grand Total: 3,952,621 4,102,634 4,519,311 4,685,555
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 3100 - Finance Administration 958,025 722,551 854,769 860,098 3200 - Financial Analysis & Reporting 1,606,957 1,672,222 1,894,793 1,940,223 3300 - Budget & Financial Planning 416,828 524,020 546,934 562,337 3400 - Purchasing 277,573 344,610 339,703 357,371 3600 - City Treasury 212,503 218,019 236,922 237,983 3610 - Revenue Generation 480,735 621,211 646,191 727,542 Total: 3,952,621 4,102,634 4,519,311 4,685,555
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 512,886 524,395 511,547 513,952 Operating Expenses 354,350 390,063 489,425 537,365 Salaries & Benefits 3,085,384 3,188,176 3,518,339 3,634,238 Total: 3,952,621 4,102,634 4,519,311 4,685,555
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 3100 - Finance Administration 1.00 1.00 1.00 1.00 3200 - Financial Analysis & Reporting 8.85 8.85 8.85 8.85 3300 - Budget & Financial Planning 2.00 2.00 2.00 2.00 3400 - Purchasing 2.00 2.00 2.00 2.00 3600 - City Treasury 1.50 1.50 1.50 1.50 3610 - Revenue Generation 3.50 3.50 3.50 3.50 Total: 18.85 18.85 18.85 18.85
132 3100 - Finance Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 958,025 722,551 854,769 860,098 Sub-Total: 958,025 722,551 854,769 860,098
Grand Total: 958,025 722,551 854,769 860,098
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 472,063 483,012 458,978 460,299 Operating Expenses 23,697 42,964 46,774 48,674 Salaries & Benefits 462,266 196,575 349,017 351,125 Total: 958,025 722,551 854,769 860,098
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Finance 1.00 1.00 1.00 1.00 Total: 1.00 1.00 1.00 1.00
133 3200 - Financial Analysis & Reporting Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 1,606,957 1,672,222 1,894,793 1,940,223 Sub-Total: 1,606,957 1,672,222 1,894,793 1,940,223
Grand Total: 1,606,957 1,672,222 1,894,793 1,940,223
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 20,467 20,748 26,622 26,946 Operating Expenses 136,643 143,660 197,465 199,030 Salaries & Benefits 1,449,846 1,507,814 1,670,706 1,714,247 Total: 1,606,957 1,672,222 1,894,793 1,940,223
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Financial Operations Manager 0.85 0.85 0.85 0.85 Accountant II 1.00 1.00 1.00 1.00 Accountant II 1.00 1.00 1.00 1.00 Supervising Accountant 1.00 1.00 1.00 1.00 Accounts Payable Team Leader 1.00 1.00 1.00 1.00 Account Clerk III 0.00 0.00 1.00 1.00 Account Clerk III 1.00 1.00 0.00 0.00 Account Clerk III 1.00 1.00 1.00 1.00 Payroll Specialist 1.00 1.00 1.00 1.00 Payroll Technician 1.00 1.00 1.00 1.00 Total: 8.85 8.85 8.85 8.85
134 3300 - Budget & Financial Planning Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 416,828 524,020 546,934 562,337 Sub-Total: 416,828 524,020 546,934 562,337
Grand Total: 416,828 524,020 546,934 562,337
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 5,450 5,525 6,972 7,091 Operating Expenses 6,240 20,024 10,050 10,460 Salaries & Benefits 405,138 498,471 529,912 544,786 Total: 416,828 524,020 546,934 562,337
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Budget Officer 1.00 1.00 1.00 1.00 Budget Analyst 1.00 1.00 1.00 1.00 Total: 2.00 2.00 2.00 2.00
135 3400 - Purchasing Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 277,573 344,610 339,703 357,371 Sub-Total: 277,573 344,610 339,703 357,371
Grand Total: 277,573 344,610 339,703 357,371
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 4,246 4,304 5,301 5,449 Operating Expenses 9,459 7,413 10,630 9,330 Salaries & Benefits 263,868 332,892 323,772 342,593 Total: 277,573 344,610 339,703 357,371
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Purchasing Agent 1.00 1.00 1.00 1.00 Account Clerk II 0.00 0.00 1.00 1.00 Central Storekeeper 1.00 1.00 0.00 0.00 Total: 2.00 2.00 2.00 2.00
136 3600 - City Treasury Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 343 500 75 75 Other Revenues 10,264 12,000 8,200 8,200 General Sources 201,895 205,519 228,647 229,708 Sub-Total: 212,503 218,019 236,922 237,983
Grand Total: 212,503 218,019 236,922 237,983
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 2,958 2,999 3,830 3,853 Operating Expenses 65,691 67,935 73,490 72,450 Salaries & Benefits 143,854 147,086 159,602 161,680 Total: 212,503 218,019 236,922 237,983
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Treasurer 1.00 1.00 1.00 1.00 Senior Financial Analyst 0.50 0.50 0.50 0.50 Total: 1.50 1.50 1.50 1.50
137 3610 - Revenue Generation Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Business License Fees 3,792,877 3,193,903 3,401,700 3,571,800 Charges for Services, Licenses, and Permits 17,655 15,600 14,500 15,200 General Sources (3,329,798) (2,588,292) (2,770,009) (2,859,458) Sub-Total: 480,735 621,211 646,191 727,542
Grand Total: 480,735 621,211 646,191 727,542
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 7,701 7,807 9,844 10,315 Operating Expenses 112,621 108,067 151,016 197,421 Salaries & Benefits 360,413 505,337 485,330 519,806 Total: 480,735 621,211 646,191 727,542
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Senior Financial Analyst 0.50 0.50 0.50 0.50 Treasury Technician 1.00 1.00 0.00 0.00 Account Clerk III 0.00 0.00 1.00 1.00 Account Clerk III 1.00 1.00 1.00 1.00 Revenue Generation Team Leader 1.00 1.00 1.00 1.00 Total: 3.50 3.50 3.50 3.50
138 Human Resources
This page intentionally left blank HUMAN RESOURCES DEPARTMENT
Director: Jasmin Loi Department Summary
The Human Resources Department provides services through the following programs:
• Human Resources Administration - 2000 • Labor Relations - 2010 • Recruitment and Selection - 2020 • Workers' Compensation - 2030 • Benefits Administration - 2040 • Organizational Training and Development - 2050 • Classification & Compensation - 2060
Major Accomplishments in FY 2019-20 & FY 2020-21
Implemented and maintained a robust strategic plan to provide relevant training and development opportunities for City employees, with an emphasis on skill building for front-line supervisors and managers. Adopted the City of Concord Salary Schedule effective January 1, 2021 in accordance with the requirements of CalPERS for a publicly available pay schedule under Government Code Section 20636(b)(1) and California Code of Regulations (CR) Section 570.5. Successfully negotiated a side letter agreement with the POA to correct language in their Memorandum of Understanding.
Completed compensation studies for the classifications of Police Captain, Police Lieutenant, Police Sergeant, and Police Records Manager.
Successfully amended compensation for three classifications, Budget Analyst, Programmer Analyst, and Senior Programmer Analyst, to make them equitable among internal and external comparators.
Successful collaboration with the implementation of the new timecard system, NovaTime, on January 11, 2021.
Responsible for developing the Employee and Supervisor training guides as part of the implementation of the new timecard system, Novatime.
Conducted seven department specific trainings to introduce employees to the new timecard system.
Working with IT/Payroll on the implementation of the 9/80 work schedule by June 30, 2021.
New Classifications: Collaboration with the Public Works Department on the development of the new classification, Senior Equipment Mechanic that was adopted by Council in FY19-20. Completed the market study for a new proposed management classification in the Public Works Department, Maintenance Superintendent. Successfully extended POA and PMA contracts through FY22-23. Ongoing tracking of CalPERS post retiree employment that has resulted in 100% compliance thus far.
City of Concord 140 Proposed Biennial Budget FY 2021-22 & FY 2022-23 HUMAN RESOURCES DEPARTMENT
Department Summary
Continued successful tracking of out-of-class appointments for CalPERS that has resulted in 100% compliance and zero penalties to the City. Continued compliance with bargaining units in relation to AB119, which pertains to New Employee Orientation and access to new members. Successfully worked with Finance, Information Technology, and departments employing limited service employees during the pandemic to find ways to reduce security risks by removing access to City systems while still being ready to immediately bring staff back upon the department’s needs. Successfully collaborated with the Public Works Department, Teamsters, and Local 29 on a side letter agreement on the usage of GPS in City vehicles. Successfully ensured the timeliness of processing approximately 300+ employee actions that have resulted in zero retros. Achieved over 91% completion rate for City-wide evaluations. Successfully complied with the Affordable Care Act’s requirement of issuing required tax forms to employees, and as required, to the IRS for the 2020 calendar year. Successfully amended the city contract with CalPERS for POA/PMA members to include greater cost sharing on pension costs. Initiated labor negotiations with two bargaining groups before the end of current contracts on June 30, 2021. Successfully conduct and complete successor MOU’s for the two bargaining units by June 30, 2021 Created and implemented COVID documents to assist employees, supervisors and managers in dealing with COVID in the workplace. Created a new policy to address new COVID legislation regarding Families First Coronavirus Response Act (FFCRA). Implemented a successful VIPS incentive program for employees. Conducted layoffs of staff to address fiscal challenges due to COVID. Set up new procedures to address DOT Clearinghouse regulations. Implemented a new emergency telecommuting policy due to COVID shelter in place restrictions. Developed procedures to comply with SB1159 and AB685 regarding COVID positive test reporting and outbreaks. Performed reconciliation of EDD unemployment claims to confirm that appropriate benefits were being paid due to rampant fraud from COVID filings. Continued progressive discipline process citywide. Completed revisions of AD116 Variable Work Schedule. Successfully administered mandatory Ethics training and Preventing Workplace Harassment, Bullying, Discrimination and Retaliation training to City employees. Implemented and maintained an enhanced approach to the City’s recruitment and selection process that resulted in increased service levels and efficacy with attracting and retaining qualified individuals. Successfully recruited for and hired a total of 44 new full-time employees over into the positions of Account Clerk I, Account Clerk II, Account Clerk III, Accountant II, Administrative Clerk II,
City of Concord Proposed Biennial Budget 141 FY 2021-22 & FY 2022-23 HUMAN RESOURCES DEPARTMENT
Department Summary
Administrative Services Manager, Assistant Planner, Automotive Parts and Services Technician, Budget Analyst, Building Inspector, Chief of Police, Community Service Officer, Construction Inspector, Deputy City Clerk, Director of Information Technology, Downtown Program Manager, Equipment Mechanic, Executive Assistant to the City Council and City Manager, Executive Secretary, General Laborer, Maintenance Worker I, Maintenance Worker II, Permit Center Technician, Police Officer, Principal Planner and Programmer Analyst. Successfully recruited for and promoted 50 current full-time City employees into the positions of Administrative Coordinator, Administrative Secretary, Administrative Services Manager, Associate Planner, Building Inspector, Construction Inspector, Emergency and Volunteer Services Manager, Heavy Equipment Operator I, Heavy Equipment Operator II, Information Technology Manager, Landscape Gardener, Maintenance Worker I, Maintenance Worker II, Payroll Specialist, Police Captain, Police Lieutenant, Police Sergeant, Public Works Supervisor, Senior Maintenance Team Leader, Senior Equipment Mechanic, Senior Planner and Sweeper Operator. Virtual Open Enrollment – Successfully communicated benefit changes to active employees via webinars and virtual submission of changes. • Processed over 150 transactions in Lawson and vendor portals in addition to ongoing requests. • Updated benefits forms as necessary and benefits guide for 2021 • Communicated health plan reimbursements and CalPERS cost sharing changes to 485 eligible retirees • Creation of 2021 CalPERS health plan codes spreadsheet for 2021 monthly Health Reimbursement Arrangement (HRA) plan uploads
Successfully coordinated the monthly payments and proactively monitored status of HRA uploads to mitigate holiday delays for 437 retirees.
Year-end processing – Successfully updated about 30 benefits tables in Lawson (test & production environments) in partnership with Payroll.
Successful Flu-Shot Clinic Coordination (92 employees) with John Muir Health and wellness committee.
Consistently communicated available online wellness resources to employees in collaboration with Kaiser & John Muir Health to improve mental health.
Successful pivot of virtual new hire orientation to include IT to enhance onboarding experience especially remote access and IT policies.
Our dental plan received a second dividend payment of $143,904.05 from our benefits broker due to favorable claims experience, with utilization falling well below trend.
City of Concord Proposed Biennial Budget 142 FY 2021-22 & FY 2022-23 HUMAN RESOURCES DEPARTMENT
Department Summary
Coordinated the City of Concord Retirement System (CCRS) Board special meeting for delegation of specified CCRS Board duties pursuant to Concord Municipal Code Section 2.45.050 (a); to streamline the retirement approval process for CCRS retirement.
Our dental plan received a dividend payment of $143,904.05 from our benefits broker due to favorable claims experience, with utilization falling well below trend.
Initiatives for FY 2021-22 & FY 2022-23
• Ongoing audit and improving the City’s performance review tracking system to ensure technological alignment of City review processes with Lawson HRIS, providing supervisors and managers with support through automated notifications of evaluation due dates. • Ongoing development of an effective benefits education program designed to ensure all full-time City employees are aware of the City’s comprehensive benefits programs, as well as communicating the full value of City employment through the establishment of an annual Total Compensation Statement for full-time employees. • Ongoing improving efficient operation and benefits program management through the creation of direct on-line vendor benefit enrollment. • Continued vendor coordination for legislative updates and communication to employees. • Ongoing wellness coordination with John Muir to support our employees’ mental and physical well- being. • Continued collaboration with Payroll to ensure benefits and payroll transactions are processed within established timeframes. • Ongoing collaboration with IT to improve virtual new hire orientation experience for new employees. • Ongoing administration of the retiree Health Reimbursement Arrangement (HRA) plan for 437 retirees to ensure quality control and timely reimbursements of the City’s contributions towards their CalPERS retiree health coverage. • Upon approval and guidance from the County Health Department as it relates to COVID-19, review and assess the City’s Strength and Fitness program to determine strategies and options to resume this wellness program. • Commence the implementation with Finance to better streamline retiree dental and vision billing utilizing current human resources information systems. • Prepping for labor relations with all bargaining group successor agreements. • Working with POA/PMA regarding salary reconciliation. • Working on feasibility of remote work for specialized, hard to recruit positions post COVID. • Ongoing enhanced approach to the City’s recruitment and selection process to ensure that the city continues to attract the best talent.
Significant Changes for FY 2021-22 & FY 2022-23 NONE City of Concord Proposed Biennial Budget 143 FY 2021-22 & FY 2022-23 Human Resources Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 31,729 30,000 30,000 30,000 General Sources 2,087,305 2,304,136 2,564,992 2,583,656 Sub-Total: 2,119,034 2,334,136 2,594,992 2,613,656 600 - Post Retire. Health Ben. F Other Revenues 4,430,303 4,492,122 4,431,000 4,525,000 General Sources (4,331,115) (4,435,837) (4,327,675) (4,421,675) Sub-Total: 99,188 56,285 103,325 103,325 610 - Workers' Comp. Int. Srv. F Charges for Services, Licenses, and Permits 2,831,759 2,709,197 4,503,925 4,661,072 Other Revenues 4,985 0 0 0 Transfers In 2,500,000 76,923 76,923 76,923 Use of Money and Property 243,143 174,020 104,252 104,252 General Sources (2,737,556) (65,421) (484,053) (621,206) Sub-Total: 2,842,330 2,894,719 4,201,047 4,221,041
Grand Total: 5,060,553 5,285,140 6,899,364 6,938,022
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 2000 - Human Resources Administration 754,224 613,687 817,187 822,833 2010 - Labor Relations 101,170 371,751 377,704 379,149 2020 - Recruitment and Selection 479,928 342,643 297,732 299,275 2030 - Workers' Compensation 3,004,404 3,048,202 4,371,260 4,392,474 2040 - Benefits Administration 446,520 471,964 606,917 611,592 2050 - Organizational Training and Development 47,928 150,181 118,408 119,079 2060 - Classification & Compensation 226,378 286,712 310,156 313,619 Total: 5,060,553 5,285,140 6,899,364 6,938,022
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 245,832 250,894 253,458 255,847 Operating Expenses 3,225,443 3,502,926 4,796,324 4,814,704 Salaries & Benefits 1,589,277 1,531,320 1,849,582 1,867,471 Total: 5,060,553 5,285,140 6,899,364 6,938,022
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 2000 - Human Resources Administration 1.90 1.90 2.30 2.30 2010 - Labor Relations 0.45 0.45 0.40 0.40 2020 - Recruitment and Selection 1.20 1.20 0.75 0.75 2030 - Workers' Compensation 0.70 0.70 0.70 0.70 2040 - Benefits Administration 1.85 1.85 2.25 2.25 2050 - Organizational Training and Development 0.55 0.55 0.30 0.30 2060 - Classification & Compensation 1.35 1.35 1.30 1.30 Total: 8.00 8.00 8.00 8.00
144 2000 - Human Resources Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 31,729 30,000 30,000 30,000 General Sources 722,496 583,687 787,187 792,833 Sub-Total: 754,224 613,687 817,187 822,833
Grand Total: 754,224 613,687 817,187 822,833
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 203,493 207,898 193,373 195,913 Operating Expenses 109,504 135,632 136,040 134,420 Salaries & Benefits 441,227 270,157 487,774 492,500 Total: 754,224 613,687 817,187 822,833
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.40 0.40 0.40 0.40 Senior Human Resources Analyst 0.10 0.10 0.20 0.20 Senior Human Resources Analyst 0.10 0.10 0.30 0.30 Human Resources Analyst II 0.10 0.10 0.10 0.10 Human Resources Specialist 0.30 0.30 0.40 0.40 Human Resources Technician II 0.80 0.80 0.80 0.80 Human Resources Technician II 0.00 0.00 0.10 0.10 Human Resources Technician II 0.10 0.10 0.00 0.00 Total: 1.90 1.90 2.30 2.30
145 2010 - Labor Relations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 101,170 371,751 377,704 379,149 Sub-Total: 101,170 371,751 377,704 379,149
Grand Total: 101,170 371,751 377,704 379,149
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 2,398 2,431 3,561 3,543 Operating Expenses 71,274 234,088 234,088 234,088 Salaries & Benefits 27,497 135,232 140,055 141,518 Total: 101,170 371,751 377,704 379,149
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.30 0.30 0.30 0.30 Senior Human Resources Analyst 0.05 0.05 0.05 0.05 Senior Human Resources Analyst 0.05 0.05 0.00 0.00 Human Resources Analyst II 0.05 0.05 0.05 0.05 Total: 0.45 0.45 0.40 0.40
146 2020 - Recruitment and Selection Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 479,928 342,643 297,732 299,275 Sub-Total: 479,928 342,643 297,732 299,275
Grand Total: 479,928 342,643 297,732 299,275
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 3,525 3,573 3,364 3,365 Operating Expenses 116,281 123,240 123,240 123,240 Salaries & Benefits 360,122 215,830 171,128 172,670 Total: 479,928 342,643 297,732 299,275
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.05 0.05 0.05 0.05 Senior Human Resources Analyst 0.00 0.00 0.05 0.05 Human Resources Analyst II 0.60 0.60 0.60 0.60 Human Resources Specialist 0.50 0.50 0.00 0.00 Human Resources Technician II 0.05 0.05 0.05 0.05 Total: 1.20 1.20 0.75 0.75
147 2030 - Workers' Compensation Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 162,074 153,483 170,213 171,433 Sub-Total: 162,074 153,483 170,213 171,433 610 - Workers' Comp. Int. Srv. F Charges for Services, Licenses, and Permits 2,831,759 2,709,197 4,503,925 4,661,072 Other Revenues 4,985 0 0 0 Transfers In 2,500,000 76,923 76,923 76,923 Use of Money and Property 243,143 174,020 104,252 104,252 General Sources (2,737,556) (65,421) (484,053) (621,206) Sub-Total: 2,842,330 2,894,719 4,201,047 4,221,041
Grand Total: 3,004,404 3,048,202 4,371,260 4,392,474
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 26,497 26,936 40,710 40,501 Operating Expenses 2,803,249 2,853,725 4,144,302 4,164,302 Salaries & Benefits 174,658 167,541 186,247 187,671 Total: 3,004,404 3,048,202 4,371,260 4,392,474
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.05 0.05 0.05 0.05 Senior Human Resources Analyst 0.65 0.65 0.65 0.65 Total: 0.70 0.70 0.70 0.70
148 2040 - Benefits Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 347,332 415,679 503,592 508,268 Sub-Total: 347,332 415,679 503,592 508,268 600 - Post Retire. Health Ben. F Other Revenues 4,430,303 4,492,122 4,431,000 4,525,000 General Sources (4,331,115) (4,435,837) (4,327,675) (4,421,675) Sub-Total: 99,188 56,285 103,325 103,325
Grand Total: 446,520 471,964 606,917 611,592
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 5,028 5,097 6,945 6,990 Operating Expenses 99,378 97,996 99,989 99,989 Salaries & Benefits 342,115 368,871 499,983 504,614 Total: 446,520 471,964 606,917 611,592
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.05 0.05 0.05 0.05 Senior Human Resources Analyst 0.10 0.10 0.05 0.05 Senior Human Resources Analyst 0.20 0.20 0.05 0.05 Human Resources Analyst II 1.00 1.00 1.00 1.00 Human Resources Specialist 0.00 0.00 0.60 0.60 Human Resources Technician II 0.05 0.05 0.05 0.05 Human Resources Technician II 0.00 0.00 0.45 0.45 Human Resources Technician II 0.45 0.45 0.00 0.00 Total: 1.85 1.85 2.25 2.25
149 2050 - Organizational Training and Development Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 47,928 150,181 118,408 119,079 Sub-Total: 47,928 150,181 118,408 119,079
Grand Total: 47,928 150,181 118,408 119,079
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 1,661 1,684 1,340 1,341 Operating Expenses 24,457 46,008 46,008 46,008 Salaries & Benefits 21,810 102,489 71,060 71,731 Total: 47,928 150,181 118,408 119,079
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.05 0.05 0.05 0.05 Human Resources Analyst II 0.25 0.25 0.20 0.20 Human Resources Specialist 0.20 0.20 0.00 0.00 Human Resources Technician II 0.05 0.05 0.05 0.05 Total: 0.55 0.55 0.30 0.30
150 2060 - Classification & Compensation Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 226,378 286,712 310,156 313,619 Sub-Total: 226,378 286,712 310,156 313,619
Grand Total: 226,378 286,712 310,156 313,619
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 3,230 3,274 4,165 4,195 Operating Expenses 1,300 12,237 12,657 12,657 Salaries & Benefits 221,849 271,201 293,334 296,767 Total: 226,378 286,712 310,156 313,619
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Human Resources 0.10 0.10 0.10 0.10 Senior Human Resources Analyst 0.75 0.75 0.65 0.65 Human Resources Analyst II 0.00 0.00 0.05 0.05 Human Resources Technician II 0.05 0.05 0.05 0.05 Human Resources Technician II 0.00 0.00 0.45 0.45 Human Resources Technician II 0.45 0.45 0.00 0.00 Total: 1.35 1.35 1.30 1.30
151 Information Technology
This page intentionally left blank INFORMATION TECHNOLOGY DEPARTMENT
Director: Greg Taylor Department Summary
The Information Technology Department provides services through the following programs:
• Information Technology Administration - 2500 • Project Management Office - 2605 • Operations - 2615 • Customer Service - 2625
Major Accomplishments in FY 2019-20 & FY 2020-21
Conducted a formal IT Assessment and implemented initiatives focused on improving service delivery and customer satisfaction. Completed the Police Department CAD/RMS replacement. The new cloud-based system provides greater functionality and improved integrations, as well as meets new mandates for data reporting. Implemented Accela Citizen Access, allowing citizens to obtain and pay for permits online. Replaced the City’s legacy Timecard system. The new system allows for more flexible scheduling and additional access methods. Deployed Zoom Video Teleconferencing to conduct City Public Meetings and allow for direct citizen engagement while complying with COVID-19 restrictions. Replaced and upgraded the Police Department’s151 mobile radios and implemented over the air updates to improve efficiency. Configured an OnBase to DocuSign integration with associated workflows that allowed contracts and agreements to be signed electronically. Rolled out Microsoft Teams citywide, enabling better Staff communication both onsite and while working remotely. Deployed CARES ACT Remote Work Systems to provide city services while complying with COVID-19 public health precautions. Configured and updated HDL Business License Relief allowing the City to offer waivers or relief to citizens applying for Business Licenses due to COVID-19. Implemented DigEPlan for online electronic plan review to streamline the planning review process. Completed Accela/OnBase integration allowing permits and plan documents in Accela to be filed within the OnBase system and meet retention requirements. Implemented AP Invoicing with DocuSign, allowing departments to route their invoices internally and obtain electronic signature approval for the payment of invoices. Created a GIS Open Data Portal on the City webpage that allows external users to download common layers. Created and configured Traffic Signal, Workshop, and Landscape Area GIS layers within Public Works. Updated Mobile Data Computer (MDC) software to use new Collision Reporting software. Implemented Kiosk for Accela Self Service, allowing citizens to apply for permits and obtain reference documents from CDD and Economic Development.
City of Concord 153 Proposed Biennial Budget FY 2021-22 & FY 2022-23 INFORMATION TECHNOLOGY DEPARTMENT
Department Summary
Replaced the City’s Palo Alto Network Firewalls, greatly improving security, increasing functionality, and allowing for future virtual private networking features. Implemented additional power redundancy pathways at the City’s primary Data Center to ensure continuity of operations during a power outage. Deployed additional Citrix remote work Servers to improve overall capacity. Increased Wi-Fi coverage at the Police Department, Willow Pass Park and Centre Concord. Upgraded Camp Concord network by extending fiber cabling and improving connectivity.
Initiatives for FY 2021-22 & FY 2022-23
• Replacement of the City’s Enterprise Resource Planning (ERP) system. The ERP system is the central software platform that manages core city financial and human resource functions. • Upgrade the City’s IT infrastructure backbone and increase Internet speeds to meet future bandwidth requirements. • Complete the selection and implementation of new data storage and disaster recovery systems. • Continue the citywide fiber implementation project based on the Concord Broadband Master Plan. • Upgrade Office 365 and associated Microsoft software suite. • Complete the City’s Enterprise Content Management System (ECMS). • Continue implementation of the Geographic Information Systems (GIS) Strategic Plan, focused on creating more efficient processes, easier to access information and greater accuracy of data.
Significant Changes for FY 2021-22 & FY 2022-23 • None
City of Concord Proposed Biennial Budget 154 FY 2021-22 & FY 2022-23 Information Technology Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 225 - PEG Fees Fund Franchise Fees 456,179 450,000 400,000 380,000 Use of Money and Property 25,135 11,564 5,291 5,291 General Sources (288,210) (280,525) (234,291) (214,291) Sub-Total: 193,105 181,039 171,000 171,000 634 - IT Operating Fund Charges for Services, Licenses, and Permits 8,765,181 9,017,989 9,159,127 9,257,610 Other Revenues 2,057,015 0 0 0 Use of Money and Property 102,497 67,247 77,823 77,823 General Sources (3,405,814) (969,881) 42,744 54,049 Sub-Total: 7,518,879 8,115,355 9,279,694 9,389,481 635 - IT Improvement Projects Fund Transfers In 1,216,456 89,458 0 0 General Sources (1,216,456) (89,458) 0 0 Sub-Total: 0000 636 - IT Replacement Reserve Fund Charges for Services, Licenses, and Permits 965,001 965,001 1,092,705 1,092,705 Use of Money and Property 152,486 81,443 4,455 4,455 General Sources 666,324 1,833,097 1,302,840 1,402,840 Sub-Total: 1,783,811 2,879,541 2,400,000 2,500,000
Grand Total: 9,495,794 11,175,935 11,850,694 12,060,481
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 2500 - Information Technology Administration 4,042,711 4,055,304 3,726,790 3,857,145 2605 - Project Management Office 2,181,194 3,019,025 2,303,454 2,326,086 2615 - Operations 2,694,857 3,992,083 1,592,183 1,631,904 2625 - Customer Service 0 0 4,228,267 4,245,347 2710 - Geographic Information Services 577,032 109,524 0 0 Total: 9,495,794 11,175,935 11,850,694 12,060,481
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Debt Service Payments (13,423) 0 0 0 Internal Service Charges 855,123 870,755 786,135 793,357 Operating Expenses 5,979,771 7,859,732 7,989,509 8,119,759 Other Financing Uses 1,216,456 89,458 0 0 Salaries & Benefits 2,274,343 2,355,990 3,075,050 3,147,365 Uncategorized Expenses (816,475) 0 0 0 Total: 9,495,794 11,175,935 11,850,694 12,060,481
155 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 2500 - Information Technology Administration 2.00 2.00 2.00 2.00 2605 - Project Management Office 7.00 7.00 3.00 3.00 2615 - Operations 2.00 2.00 2.00 2.00 2625 - Customer Service 0.00 0.00 6.00 6.00 2710 - Geographic Information Services 2.00 2.00 0.00 0.00 Total: 13.00 13.00 13.00 13.00
156 2500 - Information Technology Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 225 - PEG Fees Fund Franchise Fees 456,179 450,000 400,000 380,000 Use of Money and Property 25,135 11,564 5,291 5,291 General Sources (481,314) (461,564) (405,291) (385,291) Sub-Total: 0000 634 - IT Operating Fund Charges for Services, Licenses, and Permits 8,765,181 9,017,989 9,159,127 9,257,610 Other Revenues 2,057,015 0 0 0 Use of Money and Property 102,497 67,247 77,823 77,823 General Sources (8,665,793) (7,909,473) (7,910,160) (7,978,288) Sub-Total: 2,258,901 1,175,763 1,326,790 1,357,145 635 - IT Improvement Projects Fund Transfers In 1,216,456 89,458 0 0 General Sources (1,216,456) (89,458) 0 0 Sub-Total: 0000 636 - IT Replacement Reserve Fund Charges for Services, Licenses, and Permits 965,001 965,001 1,092,705 1,092,705 Use of Money and Property 152,486 81,443 4,455 4,455 General Sources 666,324 1,833,097 1,302,840 1,402,840 Sub-Total: 1,783,811 2,879,541 2,400,000 2,500,000
Grand Total: 4,042,711 4,055,304 3,726,790 3,857,145
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Debt Service Payments (13,423) 0 0 0 Internal Service Charges 791,513 806,273 707,847 715,057 Operating Expenses 2,421,415 2,946,113 2,481,363 2,582,018 Other Financing Uses 1,216,456 0 0 0 Salaries & Benefits 443,225 302,918 537,580 560,070 Uncategorized Expenses (816,475) 0 0 0 Total: 4,042,711 4,055,304 3,726,790 3,857,145
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 1728-001 - Director Of Information Technology 1.00 1.00 1.00 1.00 3630-002 - Program Assistant 1.00 1.00 1.00 1.00 Total: 2.00 2.00 2.00 2.00
157 2605 - Project Management Office Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 634 - IT Operating Fund General Sources 2,181,194 3,019,025 2,303,454 2,326,086 Sub-Total: 2,181,194 3,019,025 2,303,454 2,326,086
Grand Total: 2,181,194 3,019,025 2,303,454 2,326,086
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 26,700 27,066 22,439 22,425 Operating Expenses 1,170,869 1,485,205 1,590,571 1,605,411 Other Financing Uses 0 89,458 0 0 Salaries & Benefits 983,625 1,417,295 690,444 698,250 Total: 2,181,194 3,019,025 2,303,454 2,326,086
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 2128-001 - Network & Operations Manager 1.00 1.00 0.00 0.00 2327-001 - Systems & Programming Manager 1.00 1.00 0.00 0.00 2327-002 - Systems & Programming Manager 1.00 1.00 0.00 0.00 2331-002 - Information Technology Manager 0.00 0.00 1.00 1.00 3701-001 - Programmer Analyst 1.00 1.00 0.00 0.00 3703-003 - Senior Programmer Analyst 1.00 1.00 1.00 1.00 3705-001 - Web Coordinator 1.00 1.00 0.00 0.00 3706-001 - Senior Systems Analyst 1.00 1.00 1.00 1.00 Total: 7.00 7.00 3.00 3.00
158 2615 - Operations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 225 - PEG Fees Fund General Sources 193,105 181,039 171,000 171,000 Sub-Total: 193,105 181,039 171,000 171,000 634 - IT Operating Fund General Sources 2,501,753 3,811,044 1,421,183 1,460,904 Sub-Total: 2,501,753 3,811,044 1,421,183 1,460,904
Grand Total: 2,694,857 3,992,083 1,592,183 1,631,904
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 31,678 32,113 14,029 14,248 Operating Expenses 2,142,051 3,358,108 1,014,166 1,035,296 Salaries & Benefits 521,128 601,862 563,988 582,360 Total: 2,694,857 3,992,083 1,592,183 1,631,904
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 2126-001 - Manager of Busi Sys & Pr Mgmt 1.00 1.00 0.00 0.00 2329-001 - Systems Manager151 1.00 1.00 1.00 1.00 2331-001 - Information Technology Manager 0.00 0.00 1.00 1.00 Total: 2.00 2.00 2.00 2.00
159 2625 - Customer Service Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 634 - IT Operating Fund General Sources 0 0 4,228,267 4,245,347 Sub-Total: 0 0 4,228,267 4,245,347
Grand Total: 0 0 4,228,267 4,245,347
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 0 41,820 41,628 Operating Expenses 0 0 2,903,409 2,897,034 Salaries & Benefits 0 0 1,283,038 1,306,685 Total: 0 0 4,228,267 4,245,347
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 2327-002 - Systems & Programming Manager 0.00 0.00 1.00 1.00 2327-003 - Systems and Programming Manager 0.00 0.00 1.00 1.00 2331-003 - Information Technology Manager 0.00 0.00 1.00 1.00 3701-001 - Programmer Analyst 0.00 0.00 1.00 1.00 3701-002 - Programmer Analyst 0.00 0.00 1.00 1.00 3701-003 - Programmer Analyst 0.00 0.00 1.00 1.00 Total: 0.00 0.00 6.00 6.00
160 2710 - Geographic Information Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 634 - IT Operating Fund General Sources 577,032 109,524 0 0 Sub-Total: 577,032 109,524 0 0
Grand Total: 577,032 109,524 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 5,231 5,303 0 0 Operating Expenses 245,436 70,307 0 0 Salaries & Benefits 326,365 33,914 0 0 Total: 577,032 109,524 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 2327-003 - Systems and Programming Manager 1.00 1.00 0.00 0.00 3710-001 - GIS Program Analyst 1.00 1.00 0.00 0.00 Total: 2.00 2.00 0.00 0.00
161 Office of the City Manager
This page intentionally left blank CITY MANAGER’S OFFICE
Director: Valerie Barone Department Summary
The City Manager’s Office provides services through the following programs:
• City Council Services - 1000 • City Management - 1200 • Community Relations - 1300 • Administrative Services & City Clerk - 1400 • Elections - 1410
Major Accomplishments in FY 2019-20 and 2020-21
Worked with Council to conduct community visioning and Tier I and Tier II organizational priorities for each fiscal year. Prior to the pandemic, produced three employee events through the Just 4 You Crew to support greater employee engagement - summer ice cream social, all-employee BBQ picnic at Concord Community Park, and an all-employee holiday social with hot chocolate and cookies at Civic Center. Hosted an all- employee Zoom meeting in October 2020. Conducted the November 2020 General Election that resulted in a process that was compliant with the California Elections Code, the Concord Municipal Code, and the Fair Political Practices Commission. Provided permanent ballot box for drop-off ballot service at Civic Center for November 2020 Election and Election night curb-side drop-off service. Onboarded the Chief of Police, Executive Assistant to the City Manager and City Council, and Deputy City Clerk. Undertook fiscal analysis of Print Shop operation to determine whether cost savings could be achieved by closing the shop and outsourcing print needs. The analysis found that the shop was subsidizing outside customers’ work, and the City could save more than $100,000 per year by outsourcing the City’s minimal printing needs. As more publications have gone digital, the volume of City printing work has decreased. As part of the budget amendments, the City closed the Print Shop, effective June 30, 2020. Launched iConcord, an employee intranet site to house news and information, as well as relevant forms and calendar reminders to keep employees up-to-speed on everything from HR to Finance to safety protocols. This site is built on the same platform (CivicPlus) as the City’s external facing website, and employees from each department have been trained on how to post information to iConcord. Sent four employees to the 2020 Contra Costa Local Government Leadership Academy. Unfortunately, the Academy was suspended due to COVID 19. The participants will complete the Academy in 2021. Sent five employees to Leadership Contra Costa sponsored by the Walnut Creek Chamber of Commerce. Hosted two interns. The Community Relations Division hired a college intern, who worked from February to April, and was instrumental in helping the City to create COVID-related content for the website and social media channels. Unfortunately, she was laid off with other part-time staff in the beginning of April 2020. The City Clerk’s Office hosted a high school intern through the Mt. Diablo Summer Earn and Learn Student Program.
City of Concord 163 Proposed Biennial Budget FY 2019-20 & FY 2020-21
16 6 CITY MANAGER’S OFFICE
Department Summary
Conducted significant community outreach related to the City’s fiscal stability efforts. o Hosted three community meetings; two employee meetings; and one business-leader meeting o Developed an online survey to gather feedback on community priorities o Developed an interactive budget tool to help people access information more easily o Heavily promoted community outreach efforts, encouraged all to participate o Community feedback mirrored the feedback received in April 2020 by independent research firm Godbe Research Worked closely with the Mayor and executive staff to develop specific messages, a script, a PowerPoint presentation, and an exciting “We are Concord” video for the annual State of the City luncheon. The program was also recorded and aired on the City channel and posted to YouTube, as well as linked to the website and social media. In 2021, worked with the Mayor and the Chamber of Commerce to produce a virtual State of the City event, with the Mayor presenting a 25-minute update on City activities. Produced three #TeamConcord videos highlighting the important work done by Public Works, Parks & Recreation, and Community & Economic Development. These were released between August 2019 and January 2020 via social media, and the Public Works video was shown at the Brenden Theater. The CA Association of Public Information Officials awarded the City with an excellence in public information award in July 2020 for this video series. Prepared several sets of talking points for the Mayor on a range of topics, and drafted newspaper columns for the Mayor, which appeared in local newspapers. Launched a bimonthly audio podcast called “Concord Connected” to provide another channel of news and information for the community. It is available through Apple, Spotify and Soundcloud. Aired seven episodes between January 7, 2021 and April 1, 2021. Upon declaring a state of emergency on March 13, 2020, in response to the COVID-19 pandemic, we established a COVID information landing page on the City’s website to share news and information. Subsequently, we also created web pages for general resources, business resources, frequently asked questions, city operations, and virtual recreation. Launched a weekly COVID-related e-newsletter, which has more than 10,000 subscribers, and has an average open rate of 41% (industry average is 22%). The Mayor launched a regular virtual town hall meeting, which he organized and hosted, and staff has supported this effort by promoting it and participating as “guest speakers.” Received and coordinated resolutions to 1184 inquiries from the public and Council covering a wide range of topics across various City departments. This represents an increase of 135% over last year. Drafted a total of 149 Proclamations/Certificates/Commendations for the Mayor’s signature and presentation at local events Worked with the City’s Social Media committee to enhance Concord’s online presence. Increased Facebook followers by 3,381, or 38%, and Twitter followers by 1,125, or 40% since July 2019. Planned and promoted one, six-week session (Fall 2019) of the Concord Community Institute to educate residents about City government through presentations and exercises by City staff. (The planned spring 2020 session was cancelled due to the COVID-19 pandemic.) Successfully planned and hosted a dinner on January 30, 2020, to honor volunteers serving on the various Boards and Commissions. Held recruitments for the City’s Boards, Commissions, and Committees.
City of Concord Proposed Biennial Budget 164 FY 2021-22 and 2022-23 CITY MANAGER’S OFFICE
Department Summary
Facilitated the raising of the Rainbow Flag at the Civic Center to fly throughout the month of June in honor of LGBTQ+ pride month and in celebration of the City’s diversity and inclusiveness. Transitioned to virtual City Council meetings, first with Teams, then converting to Zoom to allow for more accessible public participation. Transitioned to virtual Bid Openings. Formed Public Counter Recovery Team and initiated preparations for the incremental opening of our facilities to the public and employees. Implemented electronic signatures for all City agreements and contracts.
Initiatives for FY 2021-22 & FY 2022-23 • Continue efforts to stabilize the City’s budget challenges, working collaboratively with the City Council and the community. • Recruit for an Executive Assistant to the City Manager and City Council. • Complete labor negotiations. • Complete Measure V Investment Plan (Roads/Deferred Maintenance). • Complete Housing Streamlining Ordinance Changes. • Complete Housing Element Update. • Complete District Boundaries Review. • Complete Solid Waste/Recycling Law Updates. • Competitive Cannabis Application Permit Process. • Continue efforts to obtain a Master Developer for the Concord Naval Weapons Station. • Rollout CORE & MHET Pilot Programs. • Continue efforts on Federal COVID-19 Relief Funding; Pandemic Recovery/Economic Development/Housing Stabilization. • Develop increased controls, licensing, and enforcement of flavored tobacco. • Continue efforts to engage the community in policy discussions through the use of expanded technology platforms, community workshops, town hall meetings, and social media. • Continue efforts to leverage technology through the incremental expansion of broadband throughout the community and the implementation of technology applications to increase efficiencies, enhance transparency, and improve service delivery to the community.
Significant Changes for FY 2021-22 & FY 2022-23 • Completion of Measure V Investment Plan. • Completion of District Boundaries Review.
City of Concord Proposed Biennial Budget 165 FY 2021-22 and 2022-23 Office of the City Manager Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 121,905 0 0 0 General Sources 4,143,984 3,614,741 3,780,158 3,834,798 Sub-Total: 4,265,889 3,614,741 3,780,158 3,834,798
Grand Total: 4,265,889 3,614,741 3,780,158 3,834,798
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 1000 - City Council Services 523,328 530,499 562,313 574,373 1200 - City Management 2,007,316 1,471,938 1,697,640 1,682,679 1300 - Community Relations 352,106 291,805 400,718 354,729 1400 - Administrative Services & City Clerk 904,439 952,966 974,306 997,612 1410 - Elections 0 75,000 0 80,000 1500 - Printing Services 443,823 213,863 145,181 145,405 1600 - Franchise Management 34,876 78,670 0 0 Total: 4,265,889 3,614,741 3,780,158 3,834,798
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 975,008 997,531 851,267 850,865 Operating Expenses 526,483 599,975 606,585 601,628 Salaries & Benefits 2,764,398 2,017,234 2,322,306 2,382,305 Total: 4,265,889 3,614,741 3,780,158 3,834,798
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 1000 - City Council Services 5.71 5.56 5.56 5.56 1200 - City Management 3.18 1.44 2.44 2.44 1300 - Community Relations 1.06 1.00 1.00 1.00 1400 - Administrative Services & City Clerk 4.00 4.00 4.00 4.00 1500 - Printing Services 2.00 0.00 0.00 0.00 1600 - Franchise Management 0.10 0.00 0.00 0.00 Total: 16.05 12.00 13.00 13.00
166 1000 - City Council Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 523,328 530,499 562,313 574,373 Sub-Total: 523,328 530,499 562,313 574,373
Grand Total: 523,328 530,499 562,313 574,373
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 166,657 169,566 151,021 152,391 Operating Expenses 111,772 104,620 124,165 127,788 Salaries & Benefits 244,899 256,313 287,127 294,195 Total: 523,328 530,499 562,313 574,373
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Mayor 1.00 1.00 1.00 1.00 Vice Mayor 1.00 1.00 1.00 1.00 Councilmember 1.00 1.00 1.00 1.00 Councilmember 1.00 1.00 1.00 1.00 Councilmember 1.00 1.00 1.00 1.00 Exec.Assistant - Council/Mgr. 0.56 0.56 0.56 0.56 Confidential Secretary 0.15 0.00 0.00 0.00 Total: 5.71 5.56 5.56 5.56
167 1200 - City Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 2,007,316 1,471,938 1,697,640 1,682,679 Sub-Total: 2,007,316 1,471,938 1,697,640 1,682,679
Grand Total: 2,007,316 1,471,938 1,697,640 1,682,679
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 651,701 667,399 566,627 563,230 Operating Expenses 130,147 62,710 127,123 89,648 Salaries & Benefits 1,225,468 741,830 1,003,889 1,029,800 Total: 2,007,316 1,471,938 1,697,640 1,682,679
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 0.00 1.00 1.00 Exec.Assistant - Council/Mgr. 0.44 0.44 0.44 0.44 Reuse Project Exec. Assistant 0.05 0.00 0.00 0.00 Confidential Secretary 0.69 0.00 0.00 0.00 Total: 3.18 1.44 2.44 2.44
168 1300 - Community Relations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 352,106 291,805 400,718 354,729 Sub-Total: 352,106 291,805 400,718 354,729
Grand Total: 352,106 291,805 400,718 354,729
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 3,542 3,591 4,515 4,132 Operating Expenses 92,103 44,190 117,015 65,515 Salaries & Benefits 256,461 244,025 279,188 285,082 Total: 352,106 291,805 400,718 354,729
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Community Relations Manager 1.00 1.00 1.00 1.00 Confidential Secretary 0.06 0.00 0.00 0.00 Total: 1.06 1.00 1.00 1.00
169 1400 - Administrative Services & City Clerk Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 904,439 952,966 974,306 997,612 Sub-Total: 904,439 952,966 974,306 997,612
Grand Total: 904,439 952,966 974,306 997,612
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 130,388 133,709 114,977 116,762 Operating Expenses 80,310 106,600 107,227 107,622 Salaries & Benefits 693,742 712,657 752,102 773,228 Total: 904,439 952,966 974,306 997,612
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget City Clerk 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 Administrative Clerk II 1.00 1.00 1.00 1.00 Total: 4.00 4.00 4.00 4.00
170 1410 - Elections Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 0 75,000 0 80,000 Sub-Total: 0 75,000 0 80,000
Grand Total: 0 75,000 0 80,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 75,000 0 80,000 Total: 0 75,000 0 80,000
171 1500 - Printing Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 121,905 0 0 0 General Sources 321,918 213,863 145,181 145,405 Sub-Total: 443,823 213,863 145,181 145,405
Grand Total: 443,823 213,863 145,181 145,405
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 22,009 22,545 14,126 14,350 Operating Expenses 88,047 131,855 131,055 131,055 Salaries & Benefits 333,768 59,462 0 0 Total: 443,823 213,863 145,181 145,405
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Printing Services Supervisor 1.00 0.00 0.00 0.00 Graphic Designer 1.00 0.00 0.00 0.00 Total: 2.00 0.00 0.00 0.00
172 1600 - Franchise Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 34,876 78,670 0 0 Sub-Total: 34,876 78,670 0 0
Grand Total: 34,876 78,670 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 711 721 0 0 Operating Expenses 24,105 75,000 0 0 Salaries & Benefits 10,060 2,948 0 0 Total: 34,876 78,670 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Confidential Secretary 0.10 0.00 0.00 0.00 Total: 0.10 0.00 0.00 0.00
173 Parks and Recreation
This page intentionally left blank PARKS & RECREATION DEPARTMENT
Director: Steve Voorhies Department Summary
The Parks & Recreation Department provides services through the following programs:
• Parks & Recreation Administration – 4100 • Camp Concord – 4200 • Willow Pass Center – 4211 • Centre Concord – 4212 • Aquatics – 4213 • Recreational Classes – 4214 • Teen Programs – 4215 • Youth Programs – 4216 • Preschool – 4217 • Sports & Events – 4220 • Youth and Family Services – 4230 • Senior & Special Recreation Services – 4240 • Downtown Events/Production – 42501 • Downtown Events Administration – 42551 • Concord Pavilion - 4800 • Diablo Creek Golf Course – 4900
Major Accomplishments in FY 2019-2020 & FY 2020-21
Long Term Financial Stability
Seamlessly modified and converted in-person recreation classes to virtual courses utilizing the Zoom platform and created new virtual recreation programming, available on the city website, to encourage people, young and old, to continue to engage in recreation, arts, play, and exploring the outdoors during the pandemic. Adapted summer camps and youth programming to run in-person while meeting health orders, significantly aiding parents seeking child care by developing a new after-school program, Explore N' More, for elementary-aged children, and creating a new monthly preschool program option, Preschool Explorers. These programs provide much-needed social interaction, playtime outside the home, and shorter commitments for parents. Once County/State health orders permitted golf operations, Diablo Creek Golf Course revised several practices and procedures, such as social distancing and enhanced sanitation of equipment, to comply with safety and social distancing guidelines. The golf course successfully reopened to golfers on May 4th and reported achieving its best results during the last six months of 2020 in 20 years. Overall participation levels on the golf course and driving range increased by approximately 30 – 40% and position the golf business for continued success well into the future. Staff successfully redesigned the adult slow-pitch softball program to meet state and county guidelines, enabling Parks & Recreation to bring league play back to Willow Pass Park four nights a week once permitted by health order. The redesign included transitioning the team registration and team roster submissions to a fully integrated online, contactless process.
Economic Development
1 Transferred from Economic Development & Base Reuse beginning FY 2021-22 City of Concord 175 Proposed Biennial Budget FY 2021-22 and FY 2022-23 PARKS & RECREATION DEPARTMENT
Department Summary
Parks & Recreation staff successfully developed an online facility reservation system for group picnic sites, tennis and pickleball courts. In response to the community's requests, Parks & Recreation staff, in partnership with key user groups, successfully developed a financial strategy to keep the pool open during the winter months, enabling the City of Concord to meet the aquatic needs of adult and youth user groups. Camp Concord secured group rentals for 90% of available dates for 2021 and has successfully transitioned families to the new group rental model and added a new week of youth camp, which will be offered through the First Tee Golf program.
Public Safety
Collaborated with Police Department to introduce a Park Ambassador program to educate and encourage park patrons to follow COVID-19 safety protocols in City parks and provided timely information about the pandemic via newsletters and social media.
Infrastructure Maintenance
During the canceled 2020 Camp Concord season, staff continued collaboration with the non-profit Friends of Camp Concord and the Public Works Department to complete much-needed maintenance projects and camp improvements to improve the health, safety, and overall look of the Camp Concord facilities.
Organizational Strength & Employee Success
Utilizing print, online, in-person, and social media platforms, the department debuted rebranded internal summer camp programs, featuring new logos and goals. Replaced the printed activity guide with an electronic activity guide (e-guide) on the Parks & Recreation Department webpage, providing a brief description and direct link to register for each activity. The e- guide provided flexibility to update programs quickly as health orders affected offerings. Successfully partnered with the community to enable essential services to continue, such as life-saving blood drives, COVID-19 testing, a mobile meal delivery service for seniors in need, and to conduct a Functional Mass Care and Shelter Exercise in a COVID environment. Aquatic staff partnered with two neighboring agencies to co-author General COVID-19 Guidelines for Aquatic Venues and Programs. These guidelines for safe operation during the pandemic, officially adopted by the California Parks & Recreation Society, are being utilized throughout California and by the National Recreation & Parks Association as a base for reopening aquatic facilities safely. Widely recognized and accepted by the Aquatics industry, these guidelines earned awards from BAPOA and CPRS and were featured on the Aquatics International magazine cover. Through the Recreation Professionals Internship Program, designed to meet Recreation Bachelor of Science degree requirements fully, utilized two interns to assist with program development while providing these students with valuable hands-on and remote work experience in various areas field of community recreation. Recruited and selected critically important Administrative Coordinator position allowing for seamless continuation of programs and services without interruption. Two Parks & Recreation Department Program Managers successfully earned Certified Park and Recreation Professional Certifications through the National Park and Recreation Association.
City of Concord Proposed Biennial Budget FY 2021-22 and FY 2022-23 176 PARKS & RECREATION DEPARTMENT
Department Summary
Aquatics Recreation Program Coordinator, Matthew Galindo, was sworn in to serve a two-year term as the Training Chair for the National Recreation and Park Association (NRPA) Aquatic Network.
Quality of Life Once allowed by health orders, staff developed and implemented a social distancing/health order compliant plan to successfully reopen tennis and pickleball courts and other outdoor park facilities for youth and adult fitness programs, enabling adults and families to engage in highly desired outdoor physical activity throughout the pandemic. Staff successfully developed an expanded, socially distanced lap swim program, enabling hundreds of community members to utilize the facility and benefit from much-needed physical activity. Partnered with Community and Economic Development to offer the city's first Letters to Santa program. The Concord Senior Center and Meals on Wheels Diablo Region (MOWDR) continued to ensure seniors received nutritious meals during the pandemic and collaborated to offer programs like Armchair Travel, BingoCize, and Walk at Ease, aimed at combating social isolation and improving overall health and wellness. During the winter, additional grant funding allowed MOWDR to offer some Concord seniors bagged breakfast meals. The Concord Senior Center also utilizes Meal on Wheels drivers to help deliver bi-weekly newsletters filled with the latest information on the wide range of programs and services available to assist seniors and their families. With Camp staff's assistance, non-profit partners, the Friends of Camp Concord converted their annual golf tournament to the S'more Camp Concord Virtual Campout. This online fundraising event, hosted by long-time supporter Dan Ashley raised over $16,000 to help the Friends of Camp Concord send under-represented children to camp. In partnership with Home Instead Senior Care and the Commission on Aging, the "Be A Santa To A Senior" program was reimagined for the COVID environment and provided over 175 senior citizens at residential facilities with beautifully wrapped holiday gifts. Utilizing Amazon's Gift Wish List, packages arrived at City Hall and were sorted, wrapped, and delivered by Senior Center staff. The Boys Scouts, who have been loyal program supporters and volunteers, along with a local kindergarten class, added a special touch to each present by providing handwritten cards to accompany each gift.
Customer Service Hosted a Summer Camp and Hiring Expo, encouraging the community to interact with summer camp staff and contractors, receive assistance planning their children's summer schedule, and register for camps. On-site job interviews were available for many seasonal positions open in aquatics, Camp Concord, and day camps. Parks and Recreation staff mobilized to open the Concord Senior Center as a cooling center on more than ten days last summer when the temperatures were projected to rise above 100 degrees. Due to the coronavirus pandemic, new health and safety protocols were implemented to comply with public health guidance. Staff successfully redesigned the lap swim offerings in the Active Network (3rd party) Recreation Management Software System to resolve several online registration issues created by a version upgrade, significantly improving the customers' registration experience. Partnered with Lindsey Wildlife Experience to add outdoor education components to youth programming and nature hikes in Lime Ridge Open Space. Senior Center staff coordinated with the Concord Senior Citizen Club and Concord Rotary to conduct wellness calls to more than 1,200 club members and over 300 Concord Senior Center users to help them stay connected and offer resources to those in need during the pandemic. Piloted a free eSports league (a form of sport competition using video games) to engage a new audience from teens to adults. City of Concord Proposed Biennial Budget FY 2021-22 and FY 2022-23 177 PARKS & RECREATION DEPARTMENT
Department Summary
Initiatives for FY 2021-2022 & 2022-2023
• Adjust, respond and recover from COVID-19 • Update Customer Service Acton Plan • Evaluate and Refresh Lifelong Learning and Enrichment Classes • Evaluate and Improve Facility Rental Processes • Website Customization and Updating • Partner with Community Relations to revitalize seasonal City News and Activity Guide • Create Additional Online Processes for Park and Recreation Rentals and Programs • Update and Improve Special Event Permit Process
Significant Changes for FY 2021-2022 & 2022-2023
• Minimum wage will increase each year until 2022, causing significant increases to part- time/seasonal staff compensation and triggering cost recovery adjustments to program fees to minimize negative impacts on the overall general fund budget.
City of Concord Proposed Biennial Budget FY 2021-22 and FY 2022-23 178 Parks and Recreation Summary
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 1,767,947 764,148 1,947,984 3,090,150 Other Revenues 101,943 113,801 165,000 168,000 General Sources 3,794,566 4,630,277 4,123,114 3,719,766 Sub-Total: 5,664,456 5,508,226 6,236,098 6,977,916 120 - Pavilion Other Revenues 714,051 1,046,152 986,300 1,090,800 Use of Money and Property 12,091 18,104 10,973 10,973 General Sources (621,772) (931,332) (828,339) (926,472) Sub-Total: 104,370 132,924 168,934 175,301 285 - Art in Public Places Use of Money and Property 1,568 495 351 351 General Sources (1,568) (495) (351) (351) Sub-Total: 0000 700 - Golf Course Charges for Services, Licenses, and Permits 1,546,598 1,655,500 1,717,433 1,762,910 Other Revenues 36,103 40,500 40,500 40,500 Uncategorized Revenues 293 0 0 0 Use of Money and Property 66,054 59,478 56,990 56,990 General Sources (132,722) (144,298) (262,991) (192,400) Sub-Total: 1,516,326 1,611,180 1,551,932 1,668,000 990 - Senior Volunteer Program General Sources 0 4,000 0 0 Sub-Total: 0 4,000 0 0
Grand Total: 7,285,153 7,256,330 7,956,964 8,821,216
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 4100 - Parks & Recreation Administration 1,582,443 1,290,583 1,570,895 1,649,351 4200 - Camp Concord 520,885 519,310 554,321 611,631 4211 - Willow Pass Center 326,418 333,045 323,142 351,573 4212 - Centre Concord 502,037 455,143 421,445 521,300 4213 - Aquatics 636,722 742,270 816,048 867,510 4214 - Recreational Classes 363,170 424,802 410,218 518,331 4215 - Teen Programs 72,033 98,020 64,130 108,129 4216 - Youth Programs 124,903 191,144 167,272 201,292 4217 - Preschool 249,741 278,998 351,949 394,878 4220 - Sports & Events 268,980 264,950 407,950 469,625 4240 - Senior & Special Recreation Services 1,017,125 913,961 779,491 905,076 4250 - Downtown Events/Production 0 0 90,000 90,000 4255 - Downtown Admin 0 0 279,237 289,221 4800 - Pavilion Management 104,370 132,924 168,934 175,301 4900 - Diablo Creek - Administration 1,516,326 1,611,180 1,551,932 1,668,000 Total: 7,285,153 7,256,330 7,956,964 8,821,216
179 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 1,566,927 1,604,065 1,581,343 1,603,530 Operating Expenses 2,591,258 2,659,638 2,880,729 3,406,275 Salaries & Benefits 3,102,042 2,992,627 3,494,892 3,811,410 Uncategorized Expenses 24,926 0 0 0 Total: 7,285,153 7,256,330 7,956,964 8,821,216
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 4100 - Parks & Recreation Administration 2.10 1.85 1.85 1.85 4200 - Camp Concord 1.25 1.05 1.05 1.05 4211 - Willow Pass Center 0.90 0.85 0.65 0.65 4212 - Centre Concord 1.00 1.00 0.95 0.95 4213 - Aquatics 1.35 1.10 1.15 1.15 4214 - Recreational Classes 1.15 1.15 1.00 1.00 4215 - Teen Programs 0.20 0.20 0.20 0.20 4216 - Youth Programs 0.20 0.20 0.20 0.20 4217 - Preschool 0.60 0.60 0.70 0.70 4220 - Sports & Events 0.85 0.65 1.20 1.20 4240 - Senior & Special Recreation Services 3.00 2.85 2.55 2.55 4255 - Downtown Admin 0.00 0.00 1.00 1.00 4800 - Pavilion Management 0.10 0.10 0.10 0.10 4900 - Diablo Creek - Administration 0.30 0.40 0.40 0.40 Total: 13.00 12.00 13.00 13.00
180 4100 - Parks & Recreation Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 61,155 31,920 58,420 86,320 Other Revenues 101,172 113,801 75,000 78,000 General Sources 1,420,116 1,144,862 1,437,475 1,485,031 Sub-Total: 1,582,443 1,290,583 1,570,895 1,649,351 285 - Art in Public Places Use of Money and Property 1,568 495 351 351 General Sources (1,568) (495) (351) (351) Sub-Total: 0000
Grand Total: 1,582,443 1,290,583 1,570,895 1,649,351
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 947,358 974,837 996,178 1,014,777 Operating Expenses 198,690 196,471 172,892 218,922 Salaries & Benefits 436,394 119,275 401,825 415,652 Total: 1,582,443 1,290,583 1,570,895 1,649,351
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Parks and Recreation 0.60 0.50 0.50 0.50 Recreation Program Manager 0.25 0.25 0.20 0.20 Recreation Program Manager 0.00 0.00 0.05 0.05 Recreation Program Manager 0.25 0.10 0.10 0.10 Recreation & Special Events Program Coordinator 1.00 1.00 0.00 0.00 Administrative Coordinator 0.00 0.00 1.00 1.00 Total: 2.10 1.85 1.85 1.85
181 4200 - Camp Concord Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 270,286 75,500 399,000 531,000 Other Revenues 771 0 0 0 General Sources 249,828 443,810 155,321 80,631 Sub-Total: 520,885 519,310 554,321 611,631
Grand Total: 520,885 519,310 554,321 611,631
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 71,091 72,956 55,501 56,391 Operating Expenses 196,456 79,118 226,450 276,050 Salaries & Benefits 253,337 367,236 272,369 279,190 Total: 520,885 519,310 554,321 611,631
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget 2520-007 - Recreation Program Manager 0.25 0.05 0.05 0.05 9018-001 - Camp Facility Specialist 0.00 0.00 0.00 0.00 9531-001 - Camp Director 1.00 1.00 1.00 1.00 Total: 1.25 1.05 1.05 1.05
182 4211 - Willow Pass Center Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 76,477 10,000 50,000 110,000 General Sources 249,941 323,045 273,142 241,573 Sub-Total: 326,418 333,045 323,142 351,573
Grand Total: 326,418 333,045 323,142 351,573
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 90,305 91,764 85,150 85,594 Operating Expenses 39,796 52,985 54,923 66,173 Salaries & Benefits 196,317 188,297 183,069 199,805 Total: 326,418 333,045 323,142 351,573
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.30 0.25 0.20 0.20 Recreation Program Coordinator 0.60 0.60 0.25 0.25 Recreation Program Coordinator 0.00 0.00 0.20 0.20 Total: 0.90 0.85 0.65 0.65
183 4212 - Centre Concord Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 215,059 10,000 189,000 360,000 General Sources 286,978 445,143 232,445 161,300 Sub-Total: 502,037 455,143 421,445 521,300
Grand Total: 502,037 455,143 421,445 521,300
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 126,968 128,637 123,402 123,749 Operating Expenses 48,044 87,150 65,100 104,950 Salaries & Benefits 327,025 239,356 232,942 292,601 Total: 502,037 455,143 421,445 521,300
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.50 0.50 0.35 0.35 Recreation Program Coordinator 0.50 0.50 0.60 0.60 Total: 1.00 1.00 0.95 0.95
184 4213 - Aquatics Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 222,985 231,342 306,740 400,000 General Sources 413,737 510,928 509,308 467,510 Sub-Total: 636,722 742,270 816,048 867,510
Grand Total: 636,722 742,270 816,048 867,510
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 10,005 10,281 8,333 8,466 Operating Expenses 191,457 232,870 299,615 313,490 Salaries & Benefits 435,260 499,118 508,100 545,554 Total: 636,722 742,270 816,048 867,510
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.00 0.25 0.30 0.30 Recreation Program Manager 0.50 0.00 0.00 0.00 Recreation Program Coordinator 0.85 0.85 0.85 0.85 Total: 1.35 1.10 1.15 1.15
185 4214 - Recreational Classes Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 141,948 50,000 193,040 373,500 General Sources 221,222 374,802 217,178 144,831 Sub-Total: 363,170 424,802 410,218 518,331
Grand Total: 363,170 424,802 410,218 518,331
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 95,864 96,853 95,786 95,850 Operating Expenses 113,807 109,892 107,826 205,975 Salaries & Benefits 153,498 218,056 206,606 216,506 Total: 363,170 424,802 410,218 518,331
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.30 0.30 0.30 0.30 Recreation Program Coordinator 0.15 0.15 0.00 0.00 Recreation Program Coordinator 0.00 0.00 0.50 0.50 Recreation Program Coordinator 0.70 0.70 0.20 0.20 Total: 1.15 1.15 1.00 1.00
186 4215 - Teen Programs Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 11,542 27,000 27,000 65,340 General Sources 60,491 71,020 37,130 42,789 Sub-Total: 72,033 98,020 64,130 108,129
Grand Total: 72,033 98,020 64,130 108,129
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 16,114 32,350 8,866 27,930 Salaries & Benefits 55,919 65,670 55,264 80,199 Total: 72,033 98,020 64,130 108,129
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.05 0.05 0.05 0.05 Recreation Program Coordinator 0.15 0.15 0.15 0.15 Total: 0.20 0.20 0.20 0.20
187 4216 - Youth Programs Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 133,409 110,000 128,304 154,787 General Sources (8,506) 81,144 38,968 46,505 Sub-Total: 124,903 191,144 167,272 201,292
Grand Total: 124,903 191,144 167,272 201,292
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 19,450 41,075 20,894 44,749 Salaries & Benefits 105,453 150,069 146,378 156,543 Total: 124,903 191,144 167,272 201,292
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.05 0.05 0.05 0.05 Recreation Program Coordinator 0.15 0.15 0.15 0.15 Total: 0.20 0.20 0.20 0.20
188 4217 - Preschool Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 204,985 2,850 308,350 445,000 General Sources 44,755 276,148 43,599 (50,122) Sub-Total: 249,741 278,998 351,949 394,878
Grand Total: 249,741 278,998 351,949 394,878
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 19,905 24,300 22,056 22,706 Salaries & Benefits 229,836 254,698 329,893 372,172 Total: 249,741 278,998 351,949 394,878
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.10 0.10 0.20 0.20 Recreation Program Coordinator 0.50 0.50 0.00 0.00 Recreation Program Coordinator 0.00 0.00 0.50 0.50 Total: 0.60 0.60 0.70 0.70
189 4220 - Sports & Events Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 224,259 193,500 233,000 369,000 General Sources 44,721 71,450 174,950 100,625 Sub-Total: 268,980 264,950 407,950 469,625
Grand Total: 268,980 264,950 407,950 469,625
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 14,035 14,265 8,698 8,775 Operating Expenses 114,520 109,640 138,955 190,455 Salaries & Benefits 140,425 141,045 260,297 270,395 Total: 268,980 264,950 407,950 469,625
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.45 0.25 0.30 0.30 Recreation Program Coordinator 0.40 0.40 0.75 0.75 Recreation Program Coordinator 0.00 0.00 0.15 0.15 Total: 0.85 0.65 1.20 1.20
190 4240 - Senior & Special Recreation Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 205,843 22,036 55,130 195,203 General Sources 811,282 887,925 724,361 709,873 Sub-Total: 1,017,125 909,961 779,491 905,076 990 - Senior Volunteer Program General Sources 0 4,000 0 0 Sub-Total: 0 4,000 0 0
Grand Total: 1,017,125 913,961 779,491 905,076
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 198,902 201,881 181,385 182,166 Operating Expenses 154,942 150,921 92,104 143,904 Salaries & Benefits 638,356 561,159 506,002 579,006 Uncategorized Expenses 24,926 0 0 0 Total: 1,017,125 913,961 779,491 905,076
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Recreation Program Manager 0.00 0.85 0.85 0.85 Recreation Program Manager 1.00 0.00 0.00 0.00 Recreation Program Coordinator 1.00 1.00 0.50 0.50 Recreation Program Coordinator 0.00 0.00 0.20 0.20 Recreation Program Coordinator 1.00 1.00 1.00 1.00 Total: 3.00 2.85 2.55 2.55
191 4250 - Downtown Events/Production Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 0 0 90,000 90,000 Sub-Total: 0 0 90,000 90,000
Grand Total: 0 0 90,000 90,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 0 90,000 90,000 Total: 0 0 90,000 90,000
192 4255 - Downtown Admin Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 0 0 279,237 289,221 Sub-Total: 0 0 279,237 289,221
Grand Total: 0 0 279,237 289,221
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 0 101,300 101,300 Salaries & Benefits 0 0 177,937 187,921 Total: 0 0 279,237 289,221
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Program Manager 0.00 0.00 1.00 1.00 Total: 0.00 0.00 1.00 1.00
193 4800 - Pavilion Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 120 - Pavilion Other Revenues 714,051 1,046,152 986,300 1,090,800 Use of Money and Property 12,091 18,104 10,973 10,973 General Sources (621,772) (931,332) (828,339) (926,472) Sub-Total: 104,370 132,924 168,934 175,301
Grand Total: 104,370 132,924 168,934 175,301
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 867 879 1,492 1,527 Operating Expenses 72,243 93,558 124,600 130,600 Salaries & Benefits 31,261 38,488 42,842 43,173 Total: 104,370 132,924 168,934 175,301
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Parks and Recreation 0.10 0.10 0.10 0.10 Total: 0.10 0.10 0.10 0.10
194 4900 - Diablo Creek - Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 700 - Golf Course Charges for Services, Licenses, and Permits 1,546,598 1,655,500 1,717,433 1,762,910 Other Revenues 36,103 40,500 40,500 40,500 Uncategorized Revenues 293 0 0 0 Use of Money and Property 62,705 59,478 56,990 56,990 General Sources (129,372) (144,298) (262,991) (192,400) Sub-Total: 1,516,326 1,611,180 1,551,932 1,668,000
Grand Total: 1,516,326 1,611,180 1,551,932 1,668,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 11,531 11,712 25,417 26,235 Operating Expenses 1,405,835 1,449,308 1,355,148 1,469,071 Salaries & Benefits 98,961 150,160 171,367 172,693 Total: 1,516,326 1,611,180 1,551,932 1,668,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Parks and Recreation 0.30 0.40 0.40 0.40 Total: 0.30 0.40 0.40 0.40
195 4910 - Golf Course Operations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 700 - Golf Course Use of Money and Property 3,350 0 0 0 General Sources (3,350) 0 0 0 Sub-Total: 0000
Grand Total: 0000
196 Police
This page intentionally left blank POLICE DEPARTMENT
Chief: Mark Bustillos Department Summary
The Police Department provides services through the following divisions:
Office of the Chief • 7190 Office of Chief Administration • 7190 Community Court (Fund 114) Admin Services • 7200 Federal Asset Forfeiture (Fund 405) • 7200 Local Asset Forfeiture (Fund 406) • 7200 State Supplemental Law Enforcement Grant (Fund 112) • 7290 Administration Field Operations • 7390 Vehicle Abatement (Fund 220) • 7315 Field Ops K9 • 7340 Field Ops traffic • 7390 Field Ops Administration Investigations • 7490 Support Administration Non-Traditional Programs • 7380 Community Impact Unit • 7120 Police Parking • 7382 MHET • 7384 CORE • 7385 Code Enforcement
Major Accomplishments in FY 2019-20 & FY 2020-21
Mark43 CAD & RMS Solutions. The City of Concord Police Department’s Computer Aided Dispatch (CAD) system reached the end of its planned usefulness and required replacement. As a matter of industry best practice, the Records Management System (RMS), which takes many of its inputs from the CAD system, needed to be replaced at the same time to achieve the desired integration. On November 12, 2019, City Council approved the multi-million-dollar purchase of the Mark43 CAD & RMS Solutions. The Police Department spent the next year configuring and implementing the new solutions which required weekly dedicated personnel and resources across all three Divisions of the Police Department and the IT Department, to ensure success. On December 15, 2020, the Police Department launched the new solutions which has enhanced our capabilities and enabled our City to become one of the first agencies in the State of California to begin gathering and reporting NIBRS mandated data to the FBI.
Implementation of a full time CORE Team working exclusively in Concord. In February 2021, the addendum to the existing agreement with CORE was finalized, extending the CORE team from part time to full time, being paid for using Measure V funds. On 3/1/2021, the Coordinated Outreach Referral, Engagement (CORE) Team became active in Concord on a full time basis. The two full time CORE staff are available Monday-Friday (during normal business hours) to respond to referrals from citizens, perform outreach efforts, and respond to call for service requests from Concord police officers. Police Department Staff is working closely with the CORE team, holding weekly and monthly meetings, and discussing community concerns in
City of Concord Proposed Biennial Budget 198 FY 2021-22 & FY 2022-23 POLICE DEPARTMENT
Department Summary
regards to unsheltered persons. As the partnership is an ongoing pilot program, PD staff and the CORE team are consistently engaged in information sharing, in order to best meet the needs of our community. A component of the work is to ensure that we are continuously updating information in order to steer and guide the effectiveness of the program.
Agreement created between Contra Costa County Health Services and the City of Concord for the implementation of a full time Concord MHET Team. In late February 2021, an Interagency Agreement was created to pair a CCC Health Services Mental Health Clinician with a Concord Police Officer, creating the Concord MHET Team, being paid for using Measure V funds. CCC Health Services is currently extending the application for the Mental Health Clinician position to its employees and will then begin the selection process. The PD has already held the selection process for the MHET Officer position and an officer has been designated. CCC Health Services anticipates the agreement with the City of Concord to be finalized and a selection made for the Mental Health Clinician by the end of April/early May 2021.
COVID-19 Operations. The Police Department established safety protocols in response to the COVID-19 pandemic and altered the deployment of resources to meet the demands of establish by Health Protocols. The Police Department also established an aggressive procurement plan to purchase PPE for the Department; to ensure employees were well provided for, including the set up a ‘store-front’ of PPE supplies and the coordination between all Divisions on tracking and accountability of the equipment. The Police Department also partnered with other countywide agencies on advanced planning operations for COVID-19. Created and distributed weekly Emergency Action Plans and disseminated the most up to date health information through our attendance on Multi Agency Calls (MAC).
Motorola Replacement Project. The Police Department successfully configured all PD and City radios with Wi-Fi capabilities (385 radios). Also replaced all portable radios and created online video training content to help with the rollout of the new radio systems. These new radios comply with the Federal Communications Commission (FCC) and East Bay Regional Radio Communication System Authority (EBRCSA) requirements.
CERT. Concord CERT delivered 39 in-person training programs to the Concord community educating approximately 1,300 residents in various aspects of emergency preparedness. With the onset of COVID-19 and the Stay In Place (SIP) order, Concord CERT switched to virtual engagements to reach local residents with life-saving messaging about COVID-19. CERT members volunteered with Governor Newsom’s Social Bridging Project making telephone calls to older Californians to check on their well-being, access their basic needs, direct them to resources, and simply connect on a personal level. In addition, the CERT program distributed multi-language COVID-19 public health tip sheets to the community through the City’s website and also shared InformaGente, an online conversational series to foster a culture of emergency readiness and Covid-19 awareness among the Latino community.
First Responder Emergency Aid Enhancements. The Police Department implemented the Anti-Overdose Naloxone program in response to the growing opioid epidemic. This program outfits officers with lifesaving first aid Narcan devices to save lives during overdose investigations where officers are routinely first on scene.
City of Concord 199 Proposed Biennial Budget FY 2021-22 & FY 2022-23 POLICE DEPARTMENT
Department Summary
Civilian Video Registry System. A Video Registry System Database was created containing contact names and addresses and/or locations where video systems are located. Ideally, when crimes occur or issues arise in a neighborhood that involve any level of Police or Code Enforcement response, the database can be searched in an effort to locate video evidence through contacting those individuals listed who will allow us to use view their video systems. Virtual Reality Training. The Police Department implemented the new Virtual Reality Training module from APEX. Training was focused on officer de-escalation tactics. Police Department Training Personnel also contributed to the development of POST de-escalation policy and UOF training by giving a presentation on the effectiveness and limitations of the APEX Virtual Reality system for the POST committee which was considering Virtual Reality Training as a focal point of its new mandates across the State of California.
Initiatives for FY 2021-22 & 2022-2023
• Upgrade the Emergency Operations Center. A new control module is needed to interface with projector, access to a geographic mapping system, upgraded telephone system for conference calls, smaller Command Center configurations within the Police Department, and network improvements that allow for computer connectivity and sufficient bandwidth to stream live video from City and other available surveillance cameras. Current EOC hardware and infrastructure is dated and is not able to fully support City staff in the event of activation.
• Emergency Management Readiness Training. Conduct a citywide Emergency Readiness Training Scenario to further improve the City’s ability to effectively respond to a large scale event.
• Key Card Building Access at Police Department. Acquire new key card access software, key card access readers, and integrated cameras for building security and monitoring for PD Administrative Services Division, Investigations Division and Field Operations Division. The additional requirements will create a need to upgrade current network infrastructure to support additional card readers and support the integrated camera system. Existing system does not provide functionality the PD requires for access, to include integrated cameras and electronic locks.
• PRA Software Integration. Configure and Implement the GovQA PRA software solution recently purchased in a cost sharing endeavor between the Police Department, Legal Department and City Clerk’s Office. This application will aid in the tracking and response to the increasing number of PRAs the City and Police Department receive each year as well as make readily available existing PRA releases in an effort to reduce the number of inquiries on topics previously addressed or released.
• Policy Management and Update. Complete a full revision of all Police Department Policies and Procedures with the aid of the Lexipol Policy Management system.
• Police Department Recruitment and Advertising. Create a new Police Department recruitment webpage in an effort to bolster the Police Department’s efforts on attracting quality applicants to the Police Department in a time where there is a shortage of qualified applicants seeking lateral movement or beginning in the career of Law Enforcement. This endeavor will be coupled with a
City of Concord 200 Proposed Biennial Budget FY 2021-22 & FY 2022-23 POLICE DEPARTMENT
Department Summary
robust full-service Recruitment Campaign which will help off-set impending retirements the Police Department faces.
• UAS Program. Establish a UAS (Unmanned Aerial Systems) program to positively impact a wide variety of public safety focus points and expand the Police Department’s deployment abilities and strategies. This program in part would be utilized to; aid in the response to and management of critical incidents and natural disasters, locate missing persons in diverse and challenging terrains, enhance the safety of our employees and the community by providing aerial viewpoints during dynamic and unsecured situations, respond to and the management of fires that threaten the city’s population and infrastructure, assist with crime scene analysis and traffic collision investigations, and improve the triage of service call deployments by adding another response tool to bolster reduced staffing mandates as a result of recent budgetary cuts.
• Axon Body Worn Camera Upgrade. Exchange, configure and deploy two hundred (200) Body Worn Camera 2 systems with Generation 3 Cameras, realign the new docking stations in the Police Department to support the Generation 3 Cameras and complete the required training for all Officers
• Achieve a Better Response to Firework Complaints by Creating an App-based Reporting Method. In the summer of 2020, the greater Bay Area saw an increase of illegal firework displays and an increase of community complaints. To achieve a timely and data-driven response, the Police Department is collaborating with City Information and Technology to use the Concord Connect App as an effective tool for the public to report firework complaints by June 1st 2021. Capturing data related to the complaints will assist in the timely and effective deployment of resources to provide higher quality policing services, resulting in fewer citizen complaints, fewer firework calls to 911, and a more effective enforcement deployment. The availability of the new app will be shared on social media platforms so Concord residents are aware of the new reporting methodology. PD management staff will analyze the data to develop an effective Patrol, Community Impact Unit, and Code Enforcement response to identified problem areas.
• Achieve City Council’s goal for the Coordinated Outreach Referral, Engagement (CORE) Team to be active full time in Concord. Since 2018, the City of Concord had been using the CORE team on a part time basis, with CORE splitting time between Concord and Walnut Creek. After Concord’s Community Conversation on Homelessness and Mental Health, which was hosted by the Mayor in August 2020, City Council began discussing extending the City’s use of the CORE team from part time to full time, in order to better locate, engage, stabilize, and secure housing for unsheltered individuals. At their September 22, 2020 City Council Meeting, Council directed staff to complete the steps necessary in order for Concord to have its own full time CORE team. Increasing the CORE team to full time would allow for enhanced services for unsheltered persons. CORE would assist officers daily in calls for service involving the homeless. In addition, the CORE team would perform their own outreach efforts.
• Achieve City Council’s goal for the Mental Health Evaluation Team (MHET) to be active full time in Concord. In 2018, the City of Concord collaborated with the Contra Costa County Police Chiefs and established a Mental Health Evaluation Team (MHET). Concord is part of MHET’s Central County region team, which consists of a Mental Health Clinician and a Walnut Creek Police Officer. The MHET team receives referrals from agencies within the Central County region and works with individuals who have had a recent psychiatric crisis/police encounter in which one of the following criteria was met: multiple contacts with law enforcement, attempts or
City of Concord 201 Proposed Biennial Budget FY 2021-22 & FY 2022-23 POLICE DEPARTMENT
Department Summary
acts of physical aggression, domestic violence, firearm use or possession, and/or multiple visits to Psychiatric Emergency Services. The goals of the program are to improve the quality of life for the individual participating in the program and avoid future crisis intervention and/or future interactions with law enforcement. After Concord’s Community Conversation on Homelessness and Mental Health, hosted by the Mayor in August 2020, City Council began discussing extending the City’s use of the MHET team by Concord creating its own MHET team, a Concord Police Officer paired with a Mental Health Clinician. At their September 22, 2020 City Council Meeting, Council directed staff to complete the steps necessary in order for Concord to have its own MHET team. The Concord MHET team would allow for a preventative and proactive approach. The team would conduct wellness checks on individuals who experience mental health issues and work proactively with them, extending resources before a crisis occurs, and when necessary, after a crisis occurs.
Significant Changes for FY 2021-22 & FY 2022-23 • None
City of Concord 202 Proposed Biennial Budget FY 2021-22 & FY 2022-23 Police Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 819,486 1,004,793 684,793 731,874 Intergovernmental 325,198 242,000 60,000 62,000 Other Revenues 1,804,595 1,089,000 1,026,500 1,054,000 General Sources 56,522,875 58,043,720 59,334,975 61,410,506 Sub-Total: 59,472,154 60,379,513 61,106,268 63,258,380 112 - State Supplemental Law Enf Intergovernmental 286,130 100,000 186,000 186,000 Use of Money and Property 9,584 4,124 2,396 2,396 General Sources (219,893) (4,105) (87,317) (87,317) Sub-Total: 75,821 100,019 101,079 101,079 114 - Community Court Charges for Services, Licenses, and Permits 0 15,000 14,907 14,906 Transfers In 78,313 0 0 0 General Sources (64,813) 35,000 0 0 Sub-Total: 13,500 50,000 14,907 14,906 220 - Vehicle Abatement Charges for Services, Licenses, and Permits 85,035 100,000 100,000 100,000 Use of Money and Property 4,042 2,508 0 0 General Sources (22,511) (3,056) 24,743 24,552 Sub-Total: 66,565 99,452 124,743 124,552 405-Federal Asset Forfeiture Other Revenues 39,998 0 0 0 Use of Money and Property 6,201 8,586 757 757 General Sources 69,318 273,833 49,243 49,243 Sub-Total: 115,518 282,419 50,000 50,000 406-Local Asset Forfeiture Use of Money and Property 1,866 4,654 0 0 General Sources 69,085 (2,898) 0 0 Sub-Total: 70,951 1,756 0 0
Grand Total: 59,814,509 60,913,159 61,396,997 63,548,917
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 7120 - Police Parking 35,083 0 411,140 427,590 7125 - Police Abatement 47,052 99,452 0 0 7190 - Police Administration 11,532,816 13,895,281 12,628,717 12,809,875 7200 - PD Admin Services 257,592 384,194 151,079 151,079 7290 - PD Administration Management 7,036,747 6,790,253 7,434,808 7,640,456 7315 - Field Ops K9 27,241 82,000 82,000 82,000 7340 - Field Ops Traffic 77,010 95,500 95,500 95,500 7380 - Community Impact Unit 670 0 1,346,684 1,404,210 7382 - MHET 0 0 238,145 255,492 7385 - Field Ops Code Enforcement 2,847 0 892,550 920,061 7390 - Field Ops Administration 30,868,705 29,912,916 27,885,541 29,215,082 7400 - PD Investigations 4,698 0 0 0
203 7490 - Support Administration 9,924,049 9,653,562 10,230,833 10,547,572 Total: 59,814,509 60,913,159 61,396,997 63,548,917
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 8,289,442 8,446,606 9,462,486 9,588,146 Operating Expenses 3,719,345 4,018,405 3,115,607 3,135,606 Salaries & Benefits 47,805,722 48,448,148 48,818,904 50,825,165 Total: 59,814,509 60,913,159 61,396,997 63,548,917
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 7120 - Police Parking 0.00 0.00 3.00 3.00 7190 - Police Administration 6.00 5.00 4.00 4.00 7290 - PD Administration Management 35.00 32.00 34.00 34.00 7380 - Community Impact Unit 0.00 0.00 4.00 4.00 7382 - MHET 0.00 0.00 1.00 1.00 7385 - Field Ops Code Enforcement 0.00 0.00 4.00 4.00 7390 - Field Ops Administration 133.00 112.00 102.00 102.00 7490 - Support Administration 37.00 36.00 33.00 33.00 Total: 211.00 185.00 185.00 185.00
204 7120 - Police Parking Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 35,083 0 411,140 427,590 Sub-Total: 35,083 0 411,140 427,590
Grand Total: 35,083 0 411,140 427,590
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 0 12,745 12,816 Operating Expenses 0 0 12,000 12,000 Salaries & Benefits 35,083 0 386,396 402,774 Total: 35,083 0 411,140 427,590
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Program Assistant 0.00 0.00 1.00 1.00 Community Service Officer 0.00 0.00 1.00 1.00 Community Service Officer 0.00 0.00 1.00 1.00 Total: 0.00 0.00 3.00 3.00
205 7125 - Police Abatement Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 220 - Vehicle Abatement Charges for Services, Licenses, and Permits 85,035 100,000 0 0 Use of Money and Property 0 2,508 0 0 General Sources (37,983) (3,056) 0 0 Sub-Total: 47,052 99,452 0 0
Grand Total: 47,052 99,452 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 0 2,500 0 0 Salaries & Benefits 47,052 96,952 0 0 Total: 47,052 99,452 0 0
206 7190 - Police Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 11,519,316 13,845,281 12,613,810 12,794,969 Sub-Total: 11,519,316 13,845,281 12,613,810 12,794,969 114 - Community Court Charges for Services, Licenses, and Permits 0 15,000 14,907 14,906 Transfers In 78,313 0 0 0 General Sources (64,813) 35,000 0 0 Sub-Total: 13,500 50,000 14,907 14,906
Grand Total: 11,532,816 13,895,281 12,628,717 12,809,875
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 8,289,442 8,446,606 9,384,216 9,508,771 Operating Expenses 1,611,614 2,000,410 1,722,741 1,742,740 Salaries & Benefits 1,631,759 3,448,266 1,521,760 1,558,364 Total: 11,532,816 13,895,281 12,628,717 12,809,875
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Chief of Police 1.00 1.00 1.00 1.00 Administrative Services Manager 1.00 1.00 1.00 1.00 Program Manager 1.00 1.00 0.00 0.00 Executive Secretary 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 0.00 0.00 0.00 Administrative Secretary 1.00 1.00 1.00 1.00 Total: 6.00 5.00 4.00 4.00
207 7200 - PD Admin Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 819,486 1,004,793 684,793 731,874 Intergovernmental 325,198 242,000 60,000 62,000 Other Revenues 1,804,622 1,089,000 1,026,500 1,054,000 General Sources (2,949,307) (2,335,793) (1,771,293) (1,847,874) Sub-Total: 0000 112 - State Supplemental Law Enf Intergovernmental 286,130 100,000 186,000 186,000 Use of Money and Property 9,584 4,124 2,396 2,396 General Sources (224,591) (4,105) (87,317) (87,317) Sub-Total: 71,123 100,019 101,079 101,079 405-Federal Asset Forfeiture Other Revenues 39,998 0 0 0 Use of Money and Property 6,201 8,586 757 757 General Sources 69,318 273,833 49,243 49,243 Sub-Total: 115,518 282,419 50,000 50,000 406-Local Asset Forfeiture Use of Money and Property 1,866 4,654 0 0 General Sources 69,085 (2,898) 0 0 Sub-Total: 70,951 1,756 0 0
Grand Total: 257,592 384,194 151,079 151,079
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 186,468 284,175 50,000 50,000 Salaries & Benefits 71,123 100,019 101,079 101,079 Total: 257,592 384,194 151,079 151,079
208 7290 - PD Administration Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 7,036,747 6,790,253 7,434,808 7,640,456 Sub-Total: 7,036,747 6,790,253 7,434,808 7,640,456
Grand Total: 7,036,747 6,790,253 7,434,808 7,640,456
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 865,613 795,000 439,336 439,336 Salaries & Benefits 6,171,134 5,995,253 6,995,472 7,201,120 Total: 7,036,747 6,790,253 7,434,808 7,640,456
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Police Records Manager 0.00 0.00 1.00 1.00 Program Manager 0.00 0.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 0.00 0.00 Police Lieutenant 0.00 0.00 1.00 1.00 Lead Dispatcher 1.00 1.00 1.00 1.00 Lead Dispatcher 1.00 1.00 1.00 1.00 Lead Dispatcher 1.00 1.00 1.00 1.00 Police Dispatcher I 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Dispatcher II 1.00 1.00 1.00 1.00 Police Records Clerk III 1.00 1.00 1.00 1.00 Police Records Clerk III 1.00 0.00 0.00 0.00 Police Records Clerk III 1.00 1.00 1.00 1.00 Police Records Clerk III 1.00 0.00 0.00 0.00 Police Records Clerk III 1.00 1.00 1.00 1.00 Police Records Clerk III 1.00 1.00 1.00 1.00 Police Records Clerk III 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 0.00 0.00 0.00 Police Sergeant 0.00 0.00 1.00 1.00
209 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Community Service Officer 1.00 1.00 1.00 1.00 Community Service Officer 0.00 0.00 1.00 1.00 Community Service Officer 1.00 1.00 1.00 1.00 Community Service Officer 1.00 1.00 1.00 1.00 Total: 35.00 32.00 34.00 34.00
210 7315 - Field Ops K9 Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 27,241 82,000 82,000 82,000 Sub-Total: 27,241 82,000 82,000 82,000
Grand Total: 27,241 82,000 82,000 82,000
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 27,241 82,000 82,000 82,000 Total: 27,241 82,000 82,000 82,000
211 7340 - Field Ops Traffic Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 77,010 95,500 95,500 95,500 Sub-Total: 77,010 95,500 95,500 95,500
Grand Total: 77,010 95,500 95,500 95,500
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 40,536 95,500 95,500 95,500 Salaries & Benefits 36,474 0 0 0 Total: 77,010 95,500 95,500 95,500
212 7380 - Community Impact Unit Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 670 0 1,346,684 1,404,210 Sub-Total: 670 0 1,346,684 1,404,210
Grand Total: 670 0 1,346,684 1,404,210
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 670 0 45,000 45,000 Salaries & Benefits 0 0 1,301,684 1,359,210 Total: 670 0 1,346,684 1,404,210
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Police Sergeant 0.00 0.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Total: 0.00 0.00 4.00 4.00
213 7382 - MHET Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 0 0 238,145 255,492 Sub-Total: 0 0 238,145 255,492
Grand Total: 0 0 238,145 255,492
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 0 21,885 22,409 Salaries & Benefits 0 0 216,261 233,084 Total: 0 0 238,145 255,492
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Police Officer 0.00 0.00 1.00 1.00 Total: 0.00 0.00 1.00 1.00
214 7385 - Field Ops Code Enforcement Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 2,847 0 892,550 920,061 Sub-Total: 2,847 0 892,550 920,061
Grand Total: 2,847 0 892,550 920,061
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 0 0 43,640 44,151 Operating Expenses 2,847 0 20,000 20,000 Salaries & Benefits 0 0 828,910 855,910 Total: 2,847 0 892,550 920,061
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Code Enforcement Officer 0.00 0.00 1.00 1.00 Code Enforcement Officer 0.00 0.00 1.00 1.00 Code Enforcement Officer 0.00 0.00 1.00 1.00 Police Sergeant 0.00 0.00 1.00 1.00 Total: 0.00 0.00 4.00 4.00
215 7390 - Field Ops Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 30,849,191 29,912,916 27,760,798 29,090,530 Sub-Total: 30,849,191 29,912,916 27,760,798 29,090,530 220 - Vehicle Abatement Charges for Services, Licenses, and Permits 0 0 100,000 100,000 Use of Money and Property 4,042 0 0 0 General Sources 15,472 0 24,743 24,552 Sub-Total: 19,514 0 124,743 124,552
Grand Total: 30,868,705 29,912,916 27,885,541 29,215,082
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 461,252 400,820 323,320 323,320 Salaries & Benefits 30,407,453 29,512,096 27,562,221 28,891,762 Total: 30,868,705 29,912,916 27,885,541 29,215,082
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Police Captain 1.00 0.00 1.00 1.00 Police Lieutenant 0.00 0.00 1.00 1.00 Police Lieutenant 1.00 1.00 0.00 0.00 Police Lieutenant 0.00 0.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 0.00 0.00 Code Enforcement Officer 1.00 0.00 0.00 0.00 Code Enforcement Officer 1.00 0.00 0.00 0.00 Code Enforcement Officer 1.00 0.00 0.00 0.00 Code Enforcement Officer 1.00 0.00 0.00 0.00 Code Enforcement Officer 1.00 1.00 0.00 0.00 Program Assistant 1.00 1.00 0.00 0.00 Administrative Secretary 1.00 1.00 1.00 1.00 Administrative Clerk III 1.00 0.00 0.00 0.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 1.00 1.00
216 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 0.00 0.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 0.00 0.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00
217 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00
218 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Community Service Officer 1.00 1.00 1.00 1.00 Community Service Officer 1.00 0.00 0.00 0.00 Community Service Officer 1.00 0.00 0.00 0.00 Community Service Officer 1.00 1.00 0.00 0.00 Community Service Officer 1.00 0.00 0.00 0.00 Community Service Officer 1.00 1.00 0.00 0.00 Community Service Officer 1.00 1.00 0.00 0.00 Community Service Officer 1.00 1.00 0.00 0.00 Community Service Officer 1.00 1.00 1.00 1.00 Community Service Officer 1.00 0.00 0.00 0.00 Community Service Officer 1.00 1.00 1.00 1.00 Recycling Theft Prevent Spec 1.00 1.00 1.00 1.00 Vehicle Abatement Officer 1.00 1.00 1.00 1.00 Total: 133.00 112.00 102.00 102.00
219 7400 - PD Investigations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 112 - State Supplemental Law Enf General Sources 4,698 0 0 0 Sub-Total: 4,698 0 0 0
Grand Total: 4,698 0 0 0
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Salaries & Benefits 4,698 0 0 0 Total: 4,698 0 0 0
220 7490 - Support Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 9,924,049 9,653,562 10,230,833 10,547,572 Sub-Total: 9,924,049 9,653,562 10,230,833 10,547,572
Grand Total: 9,924,049 9,653,562 10,230,833 10,547,572
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Operating Expenses 523,104 358,000 325,710 325,710 Salaries & Benefits 9,400,945 9,295,562 9,905,123 10,221,862 Total: 9,924,049 9,653,562 10,230,833 10,547,572
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Police Captain 1.00 1.00 0.00 0.00 Police Lieutenant 1.00 1.00 0.00 0.00 Police Lieutenant 0.00 0.00 1.00 1.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 0.00 0.00 Police Sergeant 1.00 1.00 1.00 1.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Sergeant 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00
221 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 0.00 0.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Police Officer 0.00 0.00 1.00 1.00 Police Officer 1.00 1.00 1.00 1.00 Senior Crimes and Intelligence Analyst 1.00 1.00 1.00 1.00 Community Service Officer 1.00 1.00 1.00 1.00 Community Service Officer 0.00 0.00 1.00 1.00 Violence-Victim Advocate 1.00 0.00 0.00 0.00 Total: 37.00 36.00 33.00 33.00
222 8720 - Neighborhood Preservation Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues (28) 0 0 0 General Sources 28 0 0 0 Sub-Total: 0000
Grand Total: 0000
223 Public Works
This page intentionally left blank PUBLIC WORKS DEPARTMENT
Director: Justin Ezell Department Summary
The Public Works Department provides services through the following programs:
• Public Works Administration - 5100 • Pump Station - 5200 • Sewer Operations - 5210 • Signs & Markings - 5320 • Traffic Signals Maintenance - 5340 • City-wide Street Light District - 5350 • Drainage Management - 5410 • Street Cleaning - 5420 • Fleet Management - 5500 • Street Maintenance - 5600 • Curbs, Gutters, and Sidewalk Maintenance - 5610 • Parks Maintenance Services - 5700 • City Maintained Medians, Trees, Open Space - 5710 • Landscape Maintenance - 5720 • Building Maintenance - 5730 • Custodial Services - 5740 • Graffiti Removal - 5750
Major Accomplishments in FY 2019-20 & FY 2020-21
Completion of a rate review analysis and development of long-term rate projections for the Sewer Enterprise. A public process was completed to adopt and implement the new rate structure, thereby ensuring ongoing maintenance and capital project needs are financially feasible for the four year period. The rates were revisited and lowered following more favorable loans obtained by Central San which reduced Concord’s share of treatment plant costs. Continued implementation of the City’s Sidewalk Inspection and Repair Program. The program allows property owners the opportunity to participate in the City’s sidewalk repair activities in order to take advantage of lower costs (due to the size of the contracts) and elimination of City inspection fees. All sidewalks in the second and third of five maintenance zones were inspected and hundreds of letters were sent to property owners alerting them of sidewalk defects and informing them of the City’s Sidewalk Repair Program. A new component of the program was introduced that allows property owners to grind or slice the lifts off sidewalks, significantly reducing the cost to repair a sidewalk, while still meeting City standards. Named a Tree City USA community by the National Arbor Day Foundation for the 40th consecutive year. The national award honors Concord's commitment to its community forest. New, decorative LED safety lighting at the intersection of Galindo and Salvio streets, and along Willow Pass Road from Port Chicago Highway to Galindo Street was installed. The new decorative fixtures match those which were already installed on Willow Pass Road, and significantly improved the amount of light emitted. A contract to repaint traffic signal poles to match the new black standard color for the downtown was executed, improving the look of the downtown by removing the faded and peeling blue paint that covered the signal poles. Electric Vehicle (EV) charging stations installed. Staff successfully pursued grant funding to support the installation of five new public electric vehicle charging stations in the two downtown parking garages. Funding in the amount of $11,000 was awarded through the Bay Area Air Quality Management
City of Concord 225 Proposed Biennial Budget FY 2021-22 & FY 2022-23 PUBLIC WORKS DEPARTMENT
Department Summary
District, and $12,500 from the clean energy provider, MCE. A new, two port station was installed in the public garage located at Salvio and Galindo streets. The garage now has a total of four ports. The garage located at Salvio and Colfax streets was equipped with one, one-port charging station and one, two-port station, for a total of three ports in the garage. The City now has seven, City-owned EV charging ports that are available to the public 24/7. Executed a sponsorship agreement with the California Conservation Corps to complete a vegetation management project at Newhall Park. The CCC initiated their work near the Newhall Ponds and worked their way toward Treat Boulevard removing dead and dying brush, low laying tree limbs, and other fire prone vegetation. A new park rule was also developed and implemented in an effort to preserve and protect the naturalized areas of Newhall Park. The new rule prohibits park users from leaving designated walking trails to enter the vegetation. In addition to protection of sensitive species, the rule is designed to help prevent vegetation fires from igniting in the open space areas, in an effort to improve public safety and protect other community park assets. New rule signage was installed at trail heads leading to the naturalized open space of Newhall Park. Continued the ban on the use of glyphosate in developed parks and reduced glyphosate use in City right- of-way areas. Utilized Measure Q funding in the City’s adopted CIP program to replace the aging playground at Rick Seers Park. The park is a small pocket park located on Sierra Road at Fox Meadow Way. The new playground was constructed of high quality materials, with increased play features, including belt swings for the older children. Partnered with the Concord Art Association to develop and complete a utility box artwork project in the downtown. A total of eleven utility boxes were covered with artwork through direct painting by the artist, and through the installation of vinyl wrapped artwork. Converted the City fleet to a diesel fuel product that is 100% produced from waste and residues. The material is converted into a high-quality fuel that displaces conventional (fossil) diesel. The product produces 80% lower emissions when compared to conventional diesel, and it’s sold at the same price point. The fuel is friendlier to the environment and better for the City fleet because it produces one third fewer particles that clog engine components over time. Migrated the in-person, paper-based system of issuing tree permits to contractors and residents to an online module. This module allows applicants to complete an online form and submit photos and other documentation. The new system leverages technology available at no additional cost within Civic Plus, the City’s new website vendor. A lighting upgrade project was completed along the BART pathway which runs parallel to Port Chicago Pathway. Poor lighting along the pathway was contributing to assaults occurring there. The Police and Public Works Departments partnered to purchase and install more than 100 energy efficient LED lighting fixtures resulting in a 60% lighting increase. Updated light fixtures in downtown garage. The induction fixtures installed within the public parking garage located at Salvio and Galindo Street reached the end of life and were failing at high rate. The existing induction fixtures were no longer an industry standard and were not being manufactured. They were replaced with high efficiency LED lighting. The project was funded through energy cost savings that were achieved when the City switched to the green power provider MCE. A total of 24 new LED light fixtures were installed at Concord Community Park in response to lighting concerns raised by early morning and late evening users of the pool. The new fixtures replaced outdated, low light emitting “induction” fixtures, creating more light and saving energy. Users and staff of the community pool have reported a significant improvement in safety and visibility from the new light fixtures. Fixture locations include the parking lot areas, pathways, and building. City of Concord Proposed Biennial Budget 226 FY 2021-22 & FY 2022-23 PUBLIC WORKS DEPARTMENT
Department Summary
Replaced uplifted sidewalks, bricks, and curb and gutter, which posed a safety risks on Harrison Street, Broadway Street, Salvio Street, and Adobe Street. The project replaced over 5000 square feet of sidewalk, 400 feet of curb and gutter, and 12 trees. Eliminated blight from a dirt lot on Solano Way near Iron Horse Park. The property was impacted by vehicles and RVs, and dumped/deposited trash and debris. To discourage illegal camping and dumping, a fence was constructed to prevent unauthorized access to the area. CORE outreach teams made contact with campers before and during construction of the fence. Completed multiple special street sweeping operations to remove blight and improve water quality on streets heavily impacted by parked cars. The operation involved temporary parking restrictions to allow Public Works crews to rake, blow, and sweep debris accumulated in the street and gutter. Street trees were also pruned during the operation.
Initiatives for FY 2021-22 & FY 2022-23
• Implement new fleet and fuel management systems • Expand and improve the existing sidewalk repair program • Remove and replace damaged sidewalk within downtown landscape maintenance district • Parking guidance system for the Colfax Street Parking Garage • Reissue RFP for Don Fernando Pacheco Adobe • Review and update fees and charges for sanitary sewer services • Dredge Newhall Ponds • Upgrade landscape irrigation controllers to cloud-based system • Complete facility capital improvements at Civic Center and PD including roofing and HVAC • Centre Concord foundation stabilization and repair • Update City Municipal Code and Solid Waste Franchise Agreement related to organic recycling
Significant Changes for FY 2021-22 & FY 2022-23 • None
City of Concord Proposed Biennial Budget 227 FY 2021-22 & FY 2022-23 Public Works Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 33,929 32,000 2,500 6,500 Other Revenues 55,319 20,200 1,000 1,000 General Sources 9,505,024 8,113,480 9,392,545 9,549,998 Sub-Total: 9,594,272 8,165,680 9,396,045 9,557,498 125 - Transactions and Use Tax Fund General Sources 0 37,500 228,000 228,000 Sub-Total: 0 37,500 228,000 228,000 200 - Street Lighting Maint. Dis Other Revenues 650 0 0 0 Property Taxes 1,043,864 1,043,546 1,043,550 1,043,550 Use of Money and Property 44,134 31,278 19,089 19,089 General Sources (375,929) (259,895) (195,012) (189,126) Sub-Total: 712,719 814,929 867,627 873,513 210 - Downtown Maint. District Property Taxes 419,000 405,000 405,000 405,000 Transfers In 0 135,485 135,485 135,485 Use of Money and Property 41,985 29,403 16,756 16,756 General Sources (207,243) 157,151 82,495 91,009 Sub-Total: 253,742 727,039 639,736 648,250 211 - Pinehollow Landscape Maint Property Taxes 61,677 61,667 61,667 61,667 Use of Money and Property 12,750 8,016 5,026 5,026 General Sources (51,800) 26,586 12,869 12,869 Sub-Total: 22,627 96,269 79,562 79,562 212 - Kirkwood Landscape Maint. Property Taxes 85,778 69,020 69,020 69,020 Use of Money and Property 7,513 4,170 1,961 1,961 General Sources (47,327) 19,184 24,932 24,932 Sub-Total: 45,964 92,374 95,913 95,913 213 - Ygnacio Woods Landscape Ma Property Taxes 7,953 7,712 7,712 7,712 Use of Money and Property 1,266 824 451 451 General Sources (6,260) (2,905) 849 849 Sub-Total: 2,958 5,631 9,012 9,012 214 - Balhan Terrace Landscape M Property Taxes 880 790 811 811 Use of Money and Property 371 237 133 133 General Sources (1,217) (296) (229) (229) Sub-Total: 34 731 716 716 215 - Valley Terrace Landscape M Property Taxes 3,264 2,943 2,943 2,943 Use of Money and Property 3,237 2,184 1,307 1,307 General Sources (6,367) (4,353) (3,550) (3,550) Sub-Total: 135 774 700 700 260 - State Gas Tax Intergovernmental 1,264,982 1,419,883 1,347,263 1,347,263
228 Use of Money and Property 107,125 55,533 25,564 25,564 General Sources (1,052,167) (749,672) (888,092) (874,506) Sub-Total: 319,940 725,744 484,735 498,321 261 - State Gas Tax - Prop. 111 Intergovernmental 662,575 718,540 747,669 747,669 Use of Money and Property 39,655 21,393 12,450 12,450 General Sources (416,867) (128,439) (141,304) (141,304) Sub-Total: 285,363 611,494 618,815 618,815 262 - State Gas Tax-Section 2103 Intergovernmental 895,633 1,101,560 1,147,427 1,147,427 Use of Money and Property (40,326) 0 0 0 General Sources 500,067 446,569 809,291 889,413 Sub-Total: 1,355,374 1,548,129 1,956,718 2,036,840 266 - State Gas Tax SB1 (RMRA) Intergovernmental 2,268,766 2,137,793 2,538,640 2,538,640 Use of Money and Property 42,764 1,189 10,691 10,691 General Sources (2,311,531) (2,138,982) (2,549,331) (2,549,331) Sub-Total: 0000 270 - Storm Water Management Transfers In 462,304 478,213 524,001 530,866 General Sources 258,053 666,896 541,116 567,983 Sub-Total: 720,357 1,145,109 1,065,117 1,098,849 282 - Tree Fund Charges for Services, Licenses, and Permits 42,130 0 0 0 Transfers In 7,667 0 0 0 Use of Money and Property 499 0 0 0 General Sources (42,629) 0 0 0 Sub-Total: 7,667 0 0 0 285 - Art in Public Places Other Revenues 20,600 0 10,000 20,000 General Sources (13,459) 0 0 (10,000) Sub-Total: 7,141 0 10,000 10,000 408 - 2015 Lease Rev Bond CIP General Sources 25,196 50,000 50,000 50,000 Sub-Total: 25,196 50,000 50,000 50,000 410 - OSIP - Citywide Transfers In 200,000 0 0 0 General Sources (200,000) 0 0 0 Sub-Total: 0000 420 - Osip - All Zones Charges for Services, Licenses, and Permits 658,994 50,000 0 0 Transfers In 160,029 0 0 0 Use of Money and Property 22,723 9,715 2,266 2,266 General Sources (841,746) (59,715) (2,266) (2,266) Sub-Total: 0000 430 - Storm Drain #1 Use of Money and Property 247 0 108 108 General Sources (247) 0 (108) (108) Sub-Total: 0000 431 - Storm Drain #92
229 Use of Money and Property 2,433 0 759 759 General Sources (2,433) 0 (759) (759) Sub-Total: 0000 432 - Storm Drain #5 Use of Money and Property 793 0 346 346 General Sources (793) 0 (346) (346) Sub-Total: 0000 433 - Storm Drain #7 Use of Money and Property 116 0 22 22 General Sources (116) 0 (22) (22) Sub-Total: 0000 434 - Storm Drain #22 Use of Money and Property 855 0 373 373 General Sources (855) 0 (373) (373) Sub-Total: 0000 435 - Storm Drain #23 Charges for Services, Licenses, and Permits 8,712 0 0 0 Use of Money and Property 2,985 2,680 1,416 1,416 General Sources (11,697) (2,680) (1,416) (1,416) Sub-Total: 0000 436 - Storm Drain #50 Use of Money and Property 994 0 434 434 General Sources (994) 0 (434) (434) Sub-Total: 0000 437 - Storm Drain #90 Use of Money and Property 629 0 157 157 General Sources (629) 0 (157) (157) Sub-Total: 0000 438 - Storm Drain #33A Charges for Services, Licenses, and Permits 0 1,000 0 0 Use of Money and Property 2,672 1,873 1,167 1,167 General Sources (2,672) (2,873) (1,167) (1,167) Sub-Total: 0000 439 - Storm Drain #128 Use of Money and Property 377 0 76 76 General Sources (377) 0 (76) (76) Sub-Total: 0000 440 - Storm Drain #33B Use of Money and Property 1,342 0 555 555 General Sources (1,342) 0 (555) (555) Sub-Total: 0000 450 - Parkland Dedication Area A Charges for Services, Licenses, and Permits 2,336,837 50,000 50,000 50,000 General Sources (2,336,837) (50,000) (50,000) (50,000) Sub-Total: 0000 475 - Measure J Local Intergovernmental 2,109,106 1,750,000 2,000,000 2,000,000 General Sources (2,100,408) (1,735,008) (1,986,508) (1,986,508) Sub-Total: 8,698 14,992 13,492 13,492 476 - AB2928 Traffic Congestion
230 Intergovernmental 146,024 145,653 0 0 General Sources (146,024) (145,653) 0 0 Sub-Total: 0000 485 - Measure J 28(a) Other Revenues 321,934 290,000 290,000 290,000 Use of Money and Property 28,992 13,690 7,191 7,191 General Sources (350,926) (303,690) (297,191) (297,191) Sub-Total: 0000 630 - Building Maintenance Fund Charges for Services, Licenses, and Permits 3,434,283 3,515,567 3,492,064 3,525,650 Other Revenues 100,000 0 0 0 Use of Money and Property 36,863 24,662 17,585 17,585 General Sources 887,511 (388,306) (215,839) (218,450) Sub-Total: 4,458,657 3,151,923 3,293,810 3,324,785 633 - Fleet Maintenance Fund Charges for Services, Licenses, and Permits 3,525,157 3,576,648 3,891,542 3,942,306 Other Revenues 407,001 50,000 25,000 25,000 Use of Money and Property 127,757 74,594 32,491 32,491 General Sources (2,185,037) 193,543 (602,693) 115,756 Sub-Total: 1,874,878 3,894,786 3,346,340 4,115,553 710 - Sewer Operating Charges for Services, Licenses, and Permits 38,351,901 42,634,361 41,581,584 44,568,611 Other Revenues 58,007 0 0 0 Transfers In 0 389,088 152,296 151,420 Use of Money and Property 737,289 350,000 83,734 83,734 General Sources (29,824,990) (36,166,829) (36,226,676) (39,105,266) Sub-Total: 9,322,207 7,206,620 5,590,938 5,698,498 900 - Capital Assets General Sources 23,953,277 0 0 0 Sub-Total: 23,953,277 0 0 0
Grand Total: 52,971,206 28,289,724 27,747,275 28,958,317
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by program] Actual Adj. Budget Budget Budget 5100 - Public Works Administration 27,576,993 1,412,452 1,815,416 1,834,654 5200 - Pump Station 5,068,719 1,526,781 761,081 757,356 5210 - Sewer Operations 4,253,488 5,679,839 4,829,857 4,941,142 5320 - Signs & Markings 548,075 820,073 910,805 943,779 5340 - Traffic Signals Maintenance 789,057 808,833 756,255 763,141 5350 - City-wide Street Light District 712,719 814,929 867,627 873,513 5410 - Drainage Management 305,141 666,768 554,508 576,526 5420 - Street Cleaning 415,216 478,341 510,609 522,323 5500 - Fleet Management 1,874,878 3,894,786 3,346,340 4,115,553 5600 - Street Maintenance 880,326 744,431 689,201 717,822 5610 - Curbs, Gutters, and Sidewalk Maintenance 137,289 337,404 631,429 652,914 5700 - Parks Maintenance Services 4,460,830 4,057,811 4,699,190 4,789,296 5710 - City Maintained Medians,Trees,Open Space 2,177,993 2,485,080 2,536,094 2,584,159 5720 - Landscape Maintenance 325,460 913,129 824,986 833,468 5730 - Building Maintenance 2,617,897 2,588,060 2,912,779 2,942,078
231 5740 - Custodial Services 475,624 601,362 609,031 610,707 5750 - Graffiti Removal 351,500 459,645 492,065 499,885 Total: 52,971,206 28,289,724 27,747,275 28,958,317
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Debt Service Payments 720,424 1,521,181 756,081 752,356 Internal Service Charges 3,720,047 3,697,532 3,936,598 3,987,692 Operating Expenses 39,322,616 11,773,945 11,109,815 11,900,846 Other Financing Uses 0 135,485 135,485 135,485 Salaries & Benefits 10,538,073 11,161,581 11,809,296 12,181,938 Uncategorized Expenses (1,329,954) 0 0 0 Total: 52,971,206 28,289,724 27,747,275 28,958,317
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by program and FTEs] Actual Adj. Budget Budget Budget 5100 - Public Works Administration 2.10 1.85 2.00 2.00 5210 - Sewer Operations 14.60 14.85 14.00 14.00 5320 - Signs & Markings 4.30 4.30 4.30 4.30 5340 - Traffic Signals Maintenance 1.50 1.50 1.50 1.50 5350 - City-wide Street Light District 1.50 1.50 1.50 1.50 5410 - Drainage Management 4.20 4.20 3.20 3.20 5420 - Street Cleaning 2.20 2.20 2.15 2.15 5500 - Fleet Management 4.95 4.95 4.75 4.75 5600 - Street Maintenance 2.15 2.15 3.15 3.15 5610 - Curbs, Gutters, and Sidewalk Maintenance 3.20 3.20 3.20 3.20 5700 - Parks Maintenance Services 22.70 18.70 19.70 19.70 5710 - City Maintained Medians,Trees,Open Space 6.20 6.20 6.20 6.20 5720 - Landscape Maintenance 2.10 3.10 2.10 2.10 5730 - Building Maintenance 8.14 7.14 7.14 7.14 5740 - Custodial Services 0.43 0.43 0.43 0.43 5750 - Graffiti Removal 2.43 2.43 2.43 2.43 Total: 82.70 78.70 77.75 77.75
232 5100 - Public Works Administration Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 33,199 0 0 0 General Sources 2,025,594 1,216,001 1,641,702 1,658,040 Sub-Total: 2,058,793 1,216,001 1,641,702 1,658,040 260 - State Gas Tax Intergovernmental 1,264,982 1,419,883 1,347,263 1,347,263 Use of Money and Property 107,125 55,533 25,564 25,564 General Sources (1,272,605) (1,374,022) (1,303,351) (1,302,438) Sub-Total: 99,502 101,394 69,476 70,389 261 - State Gas Tax - Prop. 111 Intergovernmental 662,575 718,540 747,669 747,669 Use of Money and Property 39,655 21,393 12,450 12,450 General Sources (702,230) (739,933) (760,119) (760,119) Sub-Total: 0000 262 - State Gas Tax-Section 2103 Intergovernmental 895,633 1,101,560 1,147,427 1,147,427 Use of Money and Property (40,326) 0 0 0 General Sources (762,163) (1,006,503) (1,053,188) (1,051,203) Sub-Total: 93,144 95,057 94,239 96,224 266 - State Gas Tax SB1 (RMRA) Intergovernmental 2,268,766 2,137,793 2,538,640 2,538,640 Use of Money and Property 42,764 1,189 10,691 10,691 General Sources (2,311,531) (2,138,982) (2,549,331) (2,549,331) Sub-Total: 0000 285 - Art in Public Places Other Revenues 20,600 0 10,000 20,000 General Sources (13,459) 0 0 (10,000) Sub-Total: 7,141 0 10,000 10,000 410 - OSIP - Citywide Transfers In 200,000 0 0 0 General Sources (200,000) 0 0 0 Sub-Total: 0000 420 - Osip - All Zones Charges for Services, Licenses, and Permits 658,994 50,000 0 0 Transfers In 160,029 0 0 0 Use of Money and Property 22,723 9,715 2,266 2,266 General Sources (841,746) (59,715) (2,266) (2,266) Sub-Total: 0000 430 - Storm Drain #1 Use of Money and Property 247 0 108 108 General Sources (247) 0 (108) (108) Sub-Total: 0000 431 - Storm Drain #92 Use of Money and Property 2,433 0 759 759 General Sources (2,433) 0 (759) (759) Sub-Total: 0000
233 432 - Storm Drain #5 Use of Money and Property 793 0 346 346 General Sources (793) 0 (346) (346) Sub-Total: 0000 433 - Storm Drain #7 Use of Money and Property 116 0 22 22 General Sources (116) 0 (22) (22) Sub-Total: 0000 434 - Storm Drain #22 Use of Money and Property 855 0 373 373 General Sources (855) 0 (373) (373) Sub-Total: 0000 435 - Storm Drain #23 Charges for Services, Licenses, and Permits 8,712 0 0 0 Use of Money and Property 2,985 2,680 1,416 1,416 General Sources (11,697) (2,680) (1,416) (1,416) Sub-Total: 0000 436 - Storm Drain #50 Use of Money and Property 994 0 434 434 General Sources (994) 0 (434) (434) Sub-Total: 0000 437 - Storm Drain #90 Use of Money and Property 629 0 157 157 General Sources (629) 0 (157) (157) Sub-Total: 0000 438 - Storm Drain #33A Charges for Services, Licenses, and Permits 0 1,000 0 0 Use of Money and Property 2,672 1,873 1,167 1,167 General Sources (2,672) (2,873) (1,167) (1,167) Sub-Total: 0000 439 - Storm Drain #128 Use of Money and Property 377 0 76 76 General Sources (377) 0 (76) (76) Sub-Total: 0000 440 - Storm Drain #33B Use of Money and Property 1,342 0 555 555 General Sources (1,342) 0 (555) (555) Sub-Total: 0000 475 - Measure J Local Intergovernmental 2,109,106 1,750,000 2,000,000 2,000,000 General Sources (2,109,106) (1,750,000) (2,000,000) (2,000,000) Sub-Total: 0000 476 - AB2928 Traffic Congestion Intergovernmental 146,024 145,653 0 0 General Sources (146,024) (145,653) 0 0 Sub-Total: 0000 485 - Measure J 28(a) Other Revenues 321,934 290,000 290,000 290,000 Use of Money and Property 28,992 13,690 7,191 7,191 General Sources (350,926) (303,690) (297,191) (297,191)
234 Sub-Total: 0000 630 - Building Maintenance Fund Other Revenues 100,000 0 0 0 General Sources 1,265,136 0 0 0 Sub-Total: 1,365,136 0 0 0 900 - Capital Assets General Sources 23,953,277 0 0 0 Sub-Total: 23,953,277 0 0 0
Grand Total: 27,576,993 1,412,452 1,815,416 1,834,654
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 1,208,849 1,244,730 1,185,407 1,195,042 Operating Expenses 25,456,093 95,739 172,536 170,560 Salaries & Benefits 912,051 71,984 457,473 469,052 Total: 27,576,993 1,412,452 1,815,416 1,834,654
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Public Works 1.00 0.75 0.75 0.75 Senior Administrative Analyst 0.10 0.10 0.00 0.00 Administrative Services Manager 0.00 0.00 0.25 0.25 Administrative Clerk III 1.00 1.00 1.00 1.00 Total: 2.10 1.85 2.00 2.00
235 5200 - Pump Station Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 710 - Sewer Operating Charges for Services, Licenses, and Permits 38,351,901 42,634,361 41,581,584 44,568,611 Other Revenues 58,007 0 0 0 Transfers In 0 389,088 152,296 151,420 Use of Money and Property 737,289 350,000 83,734 83,734 General Sources (34,078,478) (41,846,668) (41,056,533) (44,046,409) Sub-Total: 5,068,719 1,526,781 761,081 757,356
Grand Total: 5,068,719 1,526,781 761,081 757,356
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Debt Service Payments 720,424 1,521,181 756,081 752,356 Operating Expenses 4,844,191 5,600 5,000 5,000 Salaries & Benefits 84,104 0 0 0 Uncategorized Expenses (580,000) 0 0 0 Total: 5,068,719 1,526,781 761,081 757,356
236 5210 - Sewer Operations Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 710 - Sewer Operating General Sources 4,253,488 5,679,839 4,829,857 4,941,142 Sub-Total: 4,253,488 5,679,839 4,829,857 4,941,142
Grand Total: 4,253,488 5,679,839 4,829,857 4,941,142
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 458,148 464,730 490,331 495,515 Operating Expenses 1,918,785 2,807,369 2,078,541 2,099,257 Salaries & Benefits 1,876,555 2,407,740 2,260,985 2,346,370 Total: 4,253,488 5,679,839 4,829,857 4,941,142
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Director of Public Works 0.00 0.25 0.25 0.25 City Engineer 0.35 0.35 0.30 0.30 Senior Civil Engineer 0.00 0.00 0.10 0.10 Senior Civil Engineer 0.10 0.10 0.10 0.10 Administrative Analyst 0.20 0.20 0.20 0.20 Senior Administrative Analyst 0.90 0.90 0.00 0.00 Infrastructure Maint. Manager 1.00 1.00 0.00 0.00 Maintenance Superintendent 0.00 0.00 1.00 1.00 Assistant Engineer 0.15 0.15 0.15 0.15 Permit Center Technician I 0.15 0.15 0.00 0.00 Permit Center Technician I 0.15 0.15 0.00 0.00 Permit Center Technician II 0.00 0.00 0.15 0.15 Permit Center Technician III 0.00 0.00 0.15 0.15 Construction Inspector 0.10 0.10 0.10 0.10 Construction Inspector 0.10 0.10 0.10 0.10 Construction Inspector 0.10 0.10 0.10 0.10 Construction Inspection Supervisor 0.10 0.10 0.10 0.10 Public Works Supervisor 1.00 1.00 1.00 1.00 Administrative Secretary 0.00 0.00 1.00 1.00 Administrative Secretary 1.00 1.00 0.00 0.00 Administrative Clerk II 0.00 0.00 0.20 0.20 Administrative Clerk II 0.20 0.20 0.00 0.00 Heavy Equipment Operator I 1.00 1.00 1.00 1.00 Maintenance Worker II 0.00 0.00 1.00 1.00 Maintenance Worker II 1.00 1.00 1.00 1.00 Maintenance Worker II 1.00 1.00 1.00 1.00 Maintenance Worker II 1.00 1.00 1.00 1.00 Maintenance Worker II 1.00 1.00 0.00 0.00 Maintenance Worker II 1.00 1.00 1.00 1.00 Maintenance Worker II 1.00 1.00 0.00 0.00 Maintenance Worker I 0.00 0.00 1.00 1.00
237 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 1.00 1.00 0.00 0.00 Maintenance Worker I 0.00 0.00 1.00 1.00 General Laborer 1.00 1.00 0.00 0.00 Total: 14.60 14.85 14.00 14.00
238 5320 - Signs & Markings Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 269,698 351,389 279,008 283,952 Sub-Total: 269,698 351,389 279,008 283,952 261 - State Gas Tax - Prop. 111 General Sources 1,503 0 0 0 Sub-Total: 1,503 0 0 0 262 - State Gas Tax-Section 2103 General Sources 276,873 468,684 631,797 659,827 Sub-Total: 276,873 468,684 631,797 659,827
Grand Total: 548,075 820,073 910,805 943,779
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 71,933 72,895 83,690 84,769 Operating Expenses 109,922 166,506 166,305 166,305 Salaries & Benefits 366,219 580,672 660,810 692,705 Total: 548,075 820,073 910,805 943,779
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Public Works Supervisor 0.30 0.30 0.30 0.30 Public Works Lead Worker 1.00 1.00 1.00 1.00 Senior Maintenance Team Leader 1.00 1.00 1.00 1.00 Maintenance Worker II 0.00 0.00 1.00 1.00 Maintenance Worker II 1.00 1.00 0.00 0.00 Maintenance Worker II 0.00 0.00 1.00 1.00 General Laborer 1.00 1.00 0.00 0.00 Total: 4.30 4.30 4.30 4.30
239 5340 - Traffic Signals Maintenance Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Other Revenues 7,370 0 0 0 General Sources 605,965 456,127 485,266 492,119 Sub-Total: 613,335 456,127 485,266 492,119 210 - Downtown Maint. District General Sources 0 9,690 0 0 Sub-Total: 0 9,690 0 0 260 - State Gas Tax General Sources 0 0 652 685 Sub-Total: 0 0 652 685 261 - State Gas Tax - Prop. 111 General Sources 175,722 343,016 270,337 270,337 Sub-Total: 175,722 343,016 270,337 270,337
Grand Total: 789,057 808,833 756,255 763,141
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 52,948 53,843 54,652 55,466 Operating Expenses 292,264 461,832 390,463 390,463 Salaries & Benefits 443,846 293,157 311,140 317,212 Total: 789,057 808,833 756,255 763,141
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Senior Traffic Signal Tech 0.90 0.90 0.90 0.90 Traffic Signal Technician 0.60 0.60 0.60 0.60 Total: 1.50 1.50 1.50 1.50
240 5350 - City-wide Street Light District Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 200 - Street Lighting Maint. Dis Other Revenues 650 0 0 0 Property Taxes 1,043,864 1,043,546 1,043,550 1,043,550 Use of Money and Property 44,134 31,278 19,089 19,089 General Sources (375,929) (259,895) (195,012) (189,126) Sub-Total: 712,719 814,929 867,627 873,513
Grand Total: 712,719 814,929 867,627 873,513
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 19,811 20,264 19,990 20,142 Operating Expenses 577,647 531,857 575,997 575,997 Salaries & Benefits 115,261 262,808 271,641 277,374 Total: 712,719 814,929 867,627 873,513
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Senior Traffic Signal Tech 0.10 0.10 0.10 0.10 Traffic Signal Technician 1.00 1.00 1.00 1.00 Traffic Signal Technician 0.40 0.40 0.40 0.40 Total: 1.50 1.50 1.50 1.50
241 5410 - Drainage Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 270 - Storm Water Management General Sources 305,141 666,768 554,508 576,526 Sub-Total: 305,141 666,768 554,508 576,526
Grand Total: 305,141 666,768 554,508 576,526
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 8,431 8,546 8,641 8,815 Operating Expenses 111,402 188,279 175,229 175,229 Salaries & Benefits 185,308 469,942 370,638 392,482 Total: 305,141 666,768 554,508 576,526
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Public Works Supervisor 0.20 0.20 0.20 0.20 Heavy Equipment Operator I 1.00 1.00 1.00 1.00 Maintenance Worker II 1.00 1.00 0.00 0.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 General Laborer 1.00 1.00 0.00 0.00 General Laborer 1.00 1.00 0.00 0.00 Total: 4.20 4.20 3.20 3.20
242 5420 - Street Cleaning Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 270 - Storm Water Management Transfers In 462,304 478,213 524,001 530,866 General Sources (47,088) 128 (13,392) (8,543) Sub-Total: 415,216 478,341 510,609 522,323
Grand Total: 415,216 478,341 510,609 522,323
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 133,606 134,800 122,168 123,350 Operating Expenses 19,184 23,175 23,475 23,475 Salaries & Benefits 262,426 320,366 364,966 375,498 Total: 415,216 478,341 510,609 522,323
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Program Manager 0.05 0.05 0.00 0.00 Public Works Supervisor 0.15 0.15 0.15 0.15 Sweeper Operator 1.00 1.00 0.00 0.00 Sweeper Operator 1.00 1.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Total: 2.20 2.20 2.15 2.15
243 5500 - Fleet Management Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 633 - Fleet Maintenance Fund Charges for Services, Licenses, and Permits 3,525,157 3,576,648 3,891,542 3,942,306 Other Revenues 407,001 50,000 25,000 25,000 Use of Money and Property 127,757 74,594 32,491 32,491 General Sources (2,185,037) 193,543 (602,693) 115,756 Sub-Total: 1,874,878 3,894,786 3,346,340 4,115,553
Grand Total: 1,874,878 3,894,786 3,346,340 4,115,553
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 288,588 293,404 283,228 292,152 Operating Expenses 1,777,432 2,826,496 2,272,392 3,005,124 Salaries & Benefits 559,899 774,886 790,720 818,278 Uncategorized Expenses (751,041) 0 0 0 Total: 1,874,878 3,894,786 3,346,340 4,115,553
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Administrative Services Manager 0.00 0.00 0.75 0.75 Program Manager 0.95 0.95 0.00 0.00 Automotive Parts Worker 1.00 1.00 1.00 1.00 Senior Equipment Mechanic 0.00 0.00 1.00 1.00 Equipment Mechanic 1.00 1.00 0.00 0.00 Equipment Mechanic 1.00 1.00 1.00 1.00 Equipment Mechanic 1.00 1.00 1.00 1.00 Total: 4.95 4.95 4.75 4.75
244 5600 - Street Maintenance Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 260 - State Gas Tax General Sources 13,160 35,256 29,256 29,256 Sub-Total: 13,160 35,256 29,256 29,256 261 - State Gas Tax - Prop. 111 General Sources 50,188 2,000 2,000 2,000 Sub-Total: 50,188 2,000 2,000 2,000 262 - State Gas Tax-Section 2103 General Sources 783,084 642,183 594,453 623,074 Sub-Total: 783,084 642,183 594,453 623,074 408 - 2015 Lease Rev Bond CIP General Sources 25,196 50,000 50,000 50,000 Sub-Total: 25,196 50,000 50,000 50,000 475 - Measure J Local General Sources 8,698 14,992 13,492 13,492 Sub-Total: 8,698 14,992 13,492 13,492
Grand Total: 880,326 744,431 689,201 717,822
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 311,173 313,721 149,753 153,185 Operating Expenses 86,649 144,248 136,748 137,748 Salaries & Benefits 482,504 286,462 402,701 426,889 Total: 880,326 744,431 689,201 717,822
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Public Works Supervisor 0.15 0.15 0.15 0.15 Heavy Equipment Operator II 1.00 1.00 1.00 1.00 Sweeper Operator 0.00 0.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 1.00 1.00 0.00 0.00 Total: 2.15 2.15 3.15 3.15
245 5610 - Curbs, Gutters, and Sidewalk Maintenance Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 260 - State Gas Tax General Sources 47,485 0 0 0 Sub-Total: 47,485 0 0 0 262 - State Gas Tax-Section 2103 General Sources 89,803 337,404 631,429 652,914 Sub-Total: 89,803 337,404 631,429 652,914
Grand Total: 137,289 337,404 631,429 652,914
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 5,348 5,421 229,863 230,284 Operating Expenses 35,528 41,372 41,372 41,372 Salaries & Benefits 96,413 290,611 360,194 381,259 Total: 137,289 337,404 631,429 652,914
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Public Works Supervisor 0.20 0.20 0.20 0.20 Maintenance Worker II 0.00 0.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 General Laborer 1.00 1.00 0.00 0.00 General Laborer 1.00 1.00 0.00 0.00 General Laborer 1.00 1.00 0.00 0.00 Total: 3.20 3.20 3.20 3.20
246 5700 - Parks Maintenance Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund Charges for Services, Licenses, and Permits 33,929 32,000 2,500 6,500 Other Revenues 14,750 20,200 1,000 1,000 General Sources 4,404,484 4,005,611 4,695,690 4,781,796 Sub-Total: 4,453,163 4,057,811 4,699,190 4,789,296 282 - Tree Fund Charges for Services, Licenses, and Permits 42,130 0 0 0 Transfers In 7,667 0 0 0 Use of Money and Property 499 0 0 0 General Sources (42,629) 0 0 0 Sub-Total: 7,667 0 0 0 450 - Parkland Dedication Area A Charges for Services, Licenses, and Permits 2,336,837 50,000 50,000 50,000 General Sources (2,336,837) (50,000) (50,000) (50,000) Sub-Total: 0000
Grand Total: 4,460,830 4,057,811 4,699,190 4,789,296
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 605,340 520,643 656,413 665,512 Operating Expenses 1,336,905 1,147,341 1,325,509 1,347,332 Salaries & Benefits 2,517,499 2,389,827 2,717,268 2,776,452 Uncategorized Expenses 1,087 0 0 0 Total: 4,460,830 4,057,811 4,699,190 4,789,296
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Parks Manager 0.70 0.70 0.70 0.70 Public Works Supervisor 1.00 1.00 1.00 1.00 Administrative Clerk II 1.00 0.00 0.00 0.00 Senior Maintenance Team Leader 1.00 0.00 0.00 0.00 Senior Maintenance Team Leader 1.00 1.00 1.00 1.00 Parks Lead Worker 1.00 1.00 0.00 0.00 Heavy Equipment Operator I 1.00 1.00 1.00 1.00 Maintenance Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 1.00 0.00 1.00 1.00 Landscape Gardener 1.00 1.00 0.00 0.00 Landscape Gardener 1.00 0.00 1.00 1.00 Landscape Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 1.00 1.00 1.00 1.00 Landscape Gardener 0.00 0.00 1.00 1.00 Maintenance Worker I 1.00 1.00 1.00 1.00
247 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Maintenance Worker I 1.00 1.00 1.00 1.00 Maintenance Worker I 1.00 1.00 1.00 1.00 Maintenance Worker I 1.00 1.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 General Laborer 1.00 1.00 0.00 0.00 General Laborer 1.00 1.00 0.00 0.00 General Laborer 1.00 1.00 0.00 0.00 Total: 22.70 18.70 19.70 19.70
248 5710 - City Maintained Medians,Trees,Open Space Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 1,847,782 1,624,708 1,798,813 1,834,206 Sub-Total: 1,847,782 1,624,708 1,798,813 1,834,206 210 - Downtown Maint. District General Sources 0 0 652 685 Sub-Total: 0 0 652 685 260 - State Gas Tax General Sources 159,792 589,094 385,351 397,991 Sub-Total: 159,792 589,094 385,351 397,991 261 - State Gas Tax - Prop. 111 General Sources 57,950 266,478 346,478 346,478 Sub-Total: 57,950 266,478 346,478 346,478 262 - State Gas Tax-Section 2103 General Sources 112,469 4,800 4,800 4,800 Sub-Total: 112,469 4,800 4,800 4,800
Grand Total: 2,177,993 2,485,080 2,536,094 2,584,159
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 205,734 208,578 232,672 235,825 Operating Expenses 1,058,880 1,256,620 1,498,992 1,515,728 Salaries & Benefits 913,379 1,019,882 804,430 832,606 Total: 2,177,993 2,485,080 2,536,094 2,584,159
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Parks Manager 0.20 0.20 0.20 0.20 Public Works Supervisor 1.00 1.00 1.00 1.00 Senior Maintenance Team Leader 1.00 1.00 1.00 1.00 Environmental Maintenance Tech 1.00 0.00 0.00 0.00 Tree Lead Worker 1.00 1.00 1.00 1.00 Tree Trimmer 1.00 1.00 1.00 1.00 Landscape Gardener 0.00 1.00 0.00 0.00 Landscape Gardener 1.00 1.00 1.00 1.00 Maintenance Worker I 0.00 0.00 1.00 1.00 Total: 6.20 6.20 6.20 6.20
249 5720 - Landscape Maintenance Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 210 - Downtown Maint. District Property Taxes 419,000 405,000 405,000 405,000 Transfers In 0 135,485 135,485 135,485 Use of Money and Property 41,985 29,403 16,756 16,756 General Sources (207,243) 147,462 81,842 90,324 Sub-Total: 253,742 717,350 639,083 647,565 211 - Pinehollow Landscape Maint Property Taxes 61,677 61,667 61,667 61,667 Use of Money and Property 12,750 8,016 5,026 5,026 General Sources (51,800) 26,586 12,869 12,869 Sub-Total: 22,627 96,269 79,562 79,562 212 - Kirkwood Landscape Maint. Property Taxes 85,778 69,020 69,020 69,020 Use of Money and Property 7,513 4,170 1,961 1,961 General Sources (47,327) 19,184 24,932 24,932 Sub-Total: 45,964 92,374 95,913 95,913 213 - Ygnacio Woods Landscape Ma Property Taxes 7,953 7,712 7,712 7,712 Use of Money and Property 1,266 824 451 451 General Sources (6,260) (2,905) 849 849 Sub-Total: 2,958 5,631 9,012 9,012 214 - Balhan Terrace Landscape M Property Taxes 880 790 811 811 Use of Money and Property 371 237 133 133 General Sources (1,217) (296) (229) (229) Sub-Total: 34 731 716 716 215 - Valley Terrace Landscape M Property Taxes 3,264 2,943 2,943 2,943 Use of Money and Property 3,237 2,184 1,307 1,307 General Sources (6,367) (4,353) (3,550) (3,550) Sub-Total: 135 774 700 700
Grand Total: 325,460 913,129 824,986 833,468
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 13,060 13,326 13,113 13,229 Operating Expenses 190,212 364,437 330,570 330,570 Other Financing Uses 0 135,485 135,485 135,485 Salaries & Benefits 122,189 399,881 345,818 354,184 Total: 325,460 913,129 824,986 833,468
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Parks Manager 0.10 0.10 0.10 0.10 Parks Lead Worker 1.00 1.00 0.00 0.00
250 Landscape Gardener 0.00 0.00 1.00 1.00 Landscape Gardener 0.00 1.00 0.00 0.00 Landscape Gardener 0.00 0.00 1.00 1.00 Maintenance Worker I 1.00 1.00 0.00 0.00 Total: 2.10 3.10 2.10 2.10
251 5730 - Building Maintenance Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 125 - Transactions and Use Tax Fund General Sources 0 37,500 228,000 228,000 Sub-Total: 0 37,500 228,000 228,000 630 - Building Maintenance Fund Charges for Services, Licenses, and Permits 3,434,283 3,515,567 3,492,064 3,525,650 Use of Money and Property 36,863 24,662 17,585 17,585 General Sources (853,249) (989,669) (824,870) (829,157) Sub-Total: 2,617,897 2,550,560 2,684,779 2,714,078
Grand Total: 2,617,897 2,588,060 2,912,779 2,942,078
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 243,567 247,748 303,657 309,902 Operating Expenses 1,031,897 1,145,933 1,354,159 1,354,159 Salaries & Benefits 1,342,433 1,194,379 1,254,963 1,278,017 Total: 2,617,897 2,588,060 2,912,779 2,942,078
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Facilities Maintenance Manager 0.80 0.80 0.80 0.80 Public Works Supervisor 0.34 0.34 0.34 0.34 Maintenance Utility Mechanic 1.00 1.00 1.00 1.00 Maintenance Utility Mechanic 1.00 1.00 1.00 1.00 Maintenance Painter 1.00 1.00 1.00 1.00 Maintenance Electrician 1.00 1.00 1.00 1.00 Facilities Maintenance Tech 1.00 1.00 1.00 1.00 Maintenance Worker I 1.00 0.00 0.00 0.00 Maintenance Worker I 1.00 1.00 1.00 1.00 Total: 8.14 7.14 7.14 7.14
252 5740 - Custodial Services Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 630 - Building Maintenance Fund General Sources 475,624 601,362 609,031 610,707 Sub-Total: 475,624 601,362 609,031 610,707
Grand Total: 475,624 601,362 609,031 610,707
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 20,510 20,955 23,976 24,381 Operating Expenses 410,434 495,042 490,177 490,177 Salaries & Benefits 44,680 85,366 94,878 96,149 Total: 475,624 601,362 609,031 610,707
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Facilities Maintenance Manager 0.10 0.10 0.10 0.10 Public Works Supervisor 0.33 0.33 0.33 0.33 Total: 0.43 0.43 0.43 0.43
253 5750 - Graffiti Removal Summary FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues [by fund and category] Actual Adj. Budget Budget Budget 100 - General Fund General Sources 351,500 459,645 492,065 499,885 Sub-Total: 351,500 459,645 492,065 499,885
Grand Total: 351,500 459,645 492,065 499,885
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Expenditures [by category] Actual Adj. Budget Budget Budget Internal Service Charges 73,001 73,929 79,046 80,124 Operating Expenses 65,192 72,100 72,350 72,350 Salaries & Benefits 213,307 313,616 340,669 347,411 Total: 351,500 459,645 492,065 499,885
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-time Staff [by position and FTEs] Actual Adj. Budget Budget Budget Facilities Maintenance Manager 0.10 0.10 0.10 0.10 Public Works Supervisor 0.33 0.33 0.33 0.33 Maintenance Worker I 1.00 1.00 1.00 1.00 Maintenance Worker I 1.00 1.00 1.00 1.00 Total: 2.43 2.43 2.43 2.43
254 This page intentionally left blank Special Revenue
This page intentionally left blank Concord’s Historic Galindo House
This home was built in 1856 for Don Francisco Galindo and his wife, Maria Dolores Manuela (Pacheco) Galindo, Don Salvio's second daughter. At that time, it was one of the few Victorian ranch houses in the county. When their oldest son, Juan "John" Galindo and his bride Marina "Sarah" (Amador) Galindo took up residence in 1880, the original six-room house was expanded to ten rooms. After their eldest child Frederick and Catherine (Hittman) Galindo were married in 1911, title was transferred to the next generation. Since Mrs. Catherine Galindo's death in 1966, the home was maintained by her children. After the death of Ms. Ruth Galindo, the home became the property of the City of Concord. It is presently being restored as the Galindo House and Gardens.
257 This page intentionally left blank CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Special Revenue Funds are used to account for revenue sources that are restricted by law or administrative action for a specific purpose. The City of Concord has the following Special Revenue Funds:
State Gas Tax – Revenue apportioned to the City from State collected gasoline taxes. Funds are to be used for construction and maintenance of City Streets.
Storm Water Management and Storm Water Infrastructure Fund – To account for activities necessary to comply with the Federal Clean Water Act.
Maintenance Districts - Revenue from property tax and annual assessments against property owners within districts used for maintenance.
Citywide Street Lighting District – Formed in 1988 for the purpose of funding the installation and maintenance of public lighting facilities in public places. In 2005, the City consummated the purchase of the street lighting system from the local utility and included its operations in this district.
Downtown Landscape Maintenance District – Formed in 1983 to maintain and service landscaping in the public places of the downtown area.
Pine Hollow Landscape Maintenance District – Formed in 1986 to maintain and service landscaping in the public places of the Pine Hollow subdivision.
Landscaping & Lighting District #3 – This district is comprised of four subdivisions, Kirkwood, Ygnacio Woods, Balhan and Valley Terrace.
Art in Public Places – To account for fees applied to new construction and expended for the purchase and installation of art objects in the City. This fee is no longer assessed.
Traffic System Management (TSM) - Monies from in-lieu parking fees used for traffic system management facilities.
Housing & Community Services – Monies received from the Federal Department of Housing and Urban Development and other sources used for development of jobs and suitable housing for low-income residents.
Housing Assistance – Funds from developers' contributions used for low-income housing loans.
Community Development Block Grant (CDBG) – Monies received from the Department of Housing & Urban Development used for programs assisting low and moderate income residents.
Housing Conservation – Funds from CDBG and repayments of previous loans used for loans rehabilitating housing.
259 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Special Revenue Funds (continued)
Childcare – Monies from developers’ fees committed to the Concord Childcare program.
Concord Housing Fund- Assets retained as part of the dissolution of the City of Concord Redevelopment Agency in 2012 will preserve some of the Agency’s existing housing programs.
Concord/Pleasant Hill Health Care District (formerly Mt. Diablo Health Care District) - Became a subsidiary district of the City in 2012. Property tax revenues will provide for health care services pursuant to the Health and Safety Code throughout the District’s jurisdictional boundaries which include the cities of Concord and Pleasant Hill.
Public Education and Government – To account for monies received by cable operators to support public education and government (PEG) channel facilities and activities.
Vehicle Abatement – To account for monies received by the California Department of Motor Vehicles to be expended on abatement, removal or the disposal of vehicle related public nuisances from private or public property
Asset Forfeiture – To account for revenues received from adjudicated sales of assets seized during drug related arrests and to disburse these funds for authorized public safety activities.
General Plan Reimbursement Fee – To account for the accumulation of revenue levied on building permits for payment of expenditures related to the City’s General Plan Update and Housing Element Update.
Technology Fee – To account for revenues received from a surcharge of administrative processing, plan review, and inspection fees applying to Building, Engineering and Planning Divisions.
Tourism Improvement District – To account for revenues reimbursed to the City for administrative costs associated with administering the Concord Tourism Business Improvement District.
.
260 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2022
State Storm Water Art in Maintenance Fund Gas Tax Management Public Places Districts
FUND BALANCE AS OF JULY 1, 2021 $ 3,554,249 $ 4,264,478 $ 90,183 $ 5,412,822
REVENUE Taxes $ - $ 2,000,000 $ - $ 1,590,703 Licenses & Permits - - - - Use of Money & Property 48,705 $ 30,806 1,787 44,723 Intergovernmental 5,780,999 - - - Fees - - - - Other - 40,000 10,000 135,485 Total Revenues $ 5,829,704 $ 2,070,806 $ 11,787 $ 1,770,911
EXPENDITURES Operating $ 3,110,268 $2,827,779 $ 10,000 $ 1,606,538 Contractual Services - - - - Capital Projects 3,736,000 200,000 - Loan/Rebates - - - - Incidental Expenses/Debt Services - - - 432,705 Total Expenditures $ 6,846,268 $ 3,027,779 $ 10,000 $ 2,039,244
OTHER FINANCING SOURCES (USES) Transfer In $ - $ 524,001 $ - Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ 524,001 $ - $ -
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (1,016,564) (432,972) 1,787 (268,332)
FUND BALANCE - JUNE 30 $ 2,537,685 $ 3,831,506 $ 91,970 $ 5,144,490
OPERATING CONTINGENCY RESERVE $ - $ 283,000 $ - $ 150,000 (Included in fund balance)
261 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2022
Concord / Pleasant Hill Housing & Vehicle Health Care PEG Community Fund Abatement District Fees Services
FUND BALANCE AS OF JULY 1, 2021 $ 231,426 $ 202,761 $ 355,015 $ 14,423,548
REVENUE Taxes $ - $ 200,000 $ - $ - Licenses & Permits - - - 50,000 Use of Money & Property - 1,770 5,291 73,379 Intergovernmental - - - 1,050,000 Fees - - 400,000 20,000 Other 100,000 - - - Total Revenues $ 100,000 $ 201,770 $ 405,291 $ 1,193,379
EXPENDITURES Operating $ 124,743 $ 182,239 $ 171,000 $ 505,915 Contractual Services - - - 357,200 Capital Projects - - - - Loan/Rebates - - - 815,000 Incidental Expenses - - - - Total Expenditures $ 124,743 $ 182,239 $ 171,000 $ 1,678,115
OTHER FINANCING SOURCES (USES) Transfer In $ - $ - $ - $ 131,143 Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ - $ - $ 131,143
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (24,743) 19,531 234,291 (353,592)
FUND BALANCE - JUNE 30 $ 206,683 $ 222,292 $ 589,306 $ 14,069,955
OPERATING CONTINGENCY RESERVE $ - $ - $ - $ - (Included in fund balance)
262 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2022
Tourism Asset General Plan Technology Improvement Fund Forfeiture Reimbursement Fees District
FUND BALANCE AS OF JULY 1, 2021 $ 118,408 $ 1,092,670 $ 1,091,194 $ 16,735
REVENUE Taxes $ - $ 262,500 $ - Licenses & Permits - - 439,688 - Use of Money & Property 757 9,306 5,743 813 Intergovernmental - - - - Fees - - - - Other - - - - Total Revenues $ 757 $ 271,806 $ 445,431 $ 813
EXPENDITURES Operating $ 50,000 $ - $ 415,000 $ - Contractual Services - - - - Capital Projects - - - - Loan/Rebates - - - - Incidental Expenses - - - - Total Expenditures $ 50,000 $ - $ 415,000 $ -
OTHER FINANCING SOURCES (USES) Transfer In $ - $ - $ - $ - Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ - $ - $ -
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (49,243) 271,806 30,431 813
FUND BALANCE - JUNE 30 $ 69,165 $ 1,364,476 $ 1,121,625 $ 17,548
OPERATING CONTINGENCY RESERVE $ - $ - $ - $ - (Included in fund balance)
263 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2023
State Storm Water Art in Maintenance Fund Gas Tax Management Public Places Districts
FUND BALANCE AS OF JULY 1, 2022 $ 2,537,685 $ 3,831,506 $ 91,970 $ 5,144,490
REVENUE Taxes $ - $ 2,000,000 $ - $ 1,590,703 Licenses & Permits - - - Use of Money & Property 48,705 30,806 1,787 44,723 Intergovernmental 5,780,999 - - Fees - - - Other - 40,000 20,000 $ 135,485 Total Revenues $ 5,829,704 $ 2,070,806 $ 21,787 $ 1,770,911
EXPENDITURES Operating $ 3,178,976 $2,878,575 $ 10,000 $ 1,620,786 Contractual Services - - Capital Projects 3,800,000 - Loan/Rebates - - Incidental Expenses/Debt Services - - 445,009 Total Expenditures $ 6,978,976 $ 2,878,575 $ 10,000 $ 2,065,795
OTHER FINANCING SOURCES (USES) Transfer In $ - $ 530,866 $ - Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ 530,866 $ -
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (1,149,272) (276,903) 11,787 (294,883)
FUND BALANCE - JUNE 30 $ 1,388,413 $ 3,554,603 $ 103,757 $ 4,849,606
OPERATING CONTINGENCY RESERVE $ - $ 288,000 $ - $ 153,000 (Included in fund balance)
264 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2023
Concord / Pleasant Hill Housing & Vehicle Health Care PEG Community Fund Abatement District Fees Services
FUND BALANCE AS OF JULY 1, 2022 $ 206,683 $ 222,292 $ 589,306 $ 14,069,955
REVENUE Taxes $ 200,000 $ - $ - Licenses & Permits - - - 20,000 Use of Money & Property - 1,770 5,291 73,379 Intergovernmental - - - 1,050,000 Fees - - 380,000 50,000 Other 100,000 - - - Total Revenues $ 100,000 $ 201,770 $ 385,291 $ 1,193,379
EXPENDITURES Operating $ 124,552 $ 182,668 $ 171,000 $ 512,603 Contractual Services - - - 242,200 Capital Projects - - - - Loan/Rebates - - - 815,000 Incidental Expenses - - - - Total Expenditures $ 124,552 $ 182,668 $ 171,000 $ 1,569,803
OTHER FINANCING SOURCES (USES) Transfer In $ - $ - $ - $ 130,266 Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ - $ - $ 130,266
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (24,552) 19,102 214,291 (246,158)
FUND BALANCE - JUNE 30 $ (24,552) $ 241,394 $ 803,597 $ 13,823,797
OPERATING CONTINGENCY RESERVE $ - $ - $ - $ - (Included in fund balance)
265 CITY OF CONCORD SPECIAL REVENUE FUNDS FOR THE YEAR ENDING JUNE 30, 2023
Tourism Asset General Plan Technology Improvement Fund Forfeiture Reimbursement Fees District
FUND BALANCE AS OF JULY 1, 2022 $ 69,165 $ 1,364,476 $ 1,121,625 $ 17,548
REVENUE Taxes $ - $ 275,625 $ - Licenses & Permits - - 439,688 - Use of Money & Property 757 9,306 5,743 813 Intergovernmental - - - - Fees - - - - Other - - - - Total Revenues $ 757 $ 284,931 $ 445,431 $ 813
EXPENDITURES Operating $ 50,000 $ - $ 415,000 $ - Contractual Services - - - - Capital Projects - 238,810 - - Loan/Rebates - - - - Incidental Expenses - - - - Total Expenditures $ 50,000 $ 238,810 $ 415,000 $ -
OTHER FINANCING SOURCES (USES) Transfer In $ - $ - $ - $ - Transfer Out - - - - Total Other Financing Sources (Uses) $ - $ - $ - $ -
Excess (Deficiency) of Revenues and Other Financing Sources over/(under) expenditures and Other Financing Uses (49,243) 46,121 30,431 813
FUND BALANCE - JUNE 30 $ 19,922 $ 1,410,597 $ 1,152,056 $ 813
OPERATING CONTINGENCY RESERVE $ - $ - $ - $ - (Included in fund balance)
266 City of Concord Special Revenue Fund State Gas Tax Fund Ten Year Projection For the Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 FUND BALANCE - 7/1 $3,554,249 $ 2,537,685 $ 1,388,413 $ 244,296 $ (854,923) $ 1,920,663 $ 4,772,706 $ 7,702,891 $ 10,712,941 $ 13,804,612
Add Revenues: Intergovernmental $ 5,780,999 $ 5,780,999 $ 5,896,619 $ 6,014,551 $ 6,134,842 $ 6,257,539 $ 6,382,690 $ 6,510,344 $ 6,640,551 $ 6,773,362 Use of Money & Property 48,705 48,705 1,819 (6,364) 14,298 35,529 57,342 79,749 102,764 126,400
Total Revenue $ 5,829,704 $ 5,829,704 $ 5,898,438 $ 6,008,187 $ 6,149,140 $ 6,293,068 $ 6,440,032 $ 6,590,093 $ 6,743,315 $ 6,899,761
Less Appropriations: Operating $ 3,110,268 $ 3,178,976 $ 3,242,555 $ 3,307,406 $ 3,373,554 $ 3,441,025 $ 3,509,846 $ 3,580,043 $ 3,651,644 $ 3,724,676 Capital Projects 3,736,000 3,800,000 3,800,000 3,800,000 ------
Total Appropriations $ 6,846,268 $ 6,978,976 $ 7,042,555 $ 7,107,406 $ 3,373,554 $ 3,441,025 $ 3,509,846 $ 3,580,043 $ 3,651,644 $ 3,724,676
Excess (Deficiency) of Revenue Over (Under) Expenditures $ (1,016,564) $ (1,149,272) $ (1,144,117) $ (1,099,219) $ 2,775,586 $ 2,852,043 $ 2,930,186 $ 3,010,050 $ 3,091,671 $ 3,175,085
FUND BALANCE - 6/30 $ 2,537,685 $ 1,388,413 $ 244,296 $ (854,923) $ 1,920,663 $ 4,772,706 $ 7,702,891 $ 10,712,941 $ 13,804,612 $ 16,979,697
267 CITY OF CONCORD SPECIAL REVENUE FUNDS HOUSING & COMMUNITY SERVICES FOR THE YEAR ENDING JUNE 30, 2022
Housing Concord Housing Housing Inclusionary Housing Assistance Conservation CDBG Fees Fund Childcare Total
FUND BALANCE - 7/1 $559,785 $28,083 $302,591 $1,892,078 $11,204,542 $436,469 $ 14,423,548
REVENUES Use of Money & Property $ 4,750 $ - $ - $ 14,542 $ 52,116 $ 1,971 $ 73,379 Licenses & Permits 20,000 20,000 Grants 400,000 650,000 1,050,000 Fees 50,000 50,000 Other ------Total Revenues $ 4,750 $ 400,000 $ 650,000 $ 34,542 $ 52,116 $ 51,971 $ 1,193,379
APPROPRIATIONS Operating $ - $ 38,685 $ 227,600 $ 214,249 $ 25,381 $ 505,915 Contracting Services 100,000 5,200 102,000 150,000 357,200 Capital Projects - - Loan/Rebates - 275,000 450,000 - 90,000 - 815,000 Total Expenditures $ - $ 413,685 $ 682,800 $ - $ 406,249 $ 175,381 $ 1,678,115
OTHER FINANCING SOURCES (USES) Transfer in $ - $ - $ - $ 131,143 $ - $ 131,143 Transfer out ------Total Other Financing Sources (Uses) $ - $ - $ - $ - $ 131,143 $ - $ 131,143
Excess (Deficiency) of Revenues over (under) expenditures and Other Financing Source (Uses) $ 4,750 $ (13,685) $ (32,800) $ 34,542 $ (222,990) $ (123,410) $ (353,592)
FUND BALANCE - 6/30 $ 564,535 $ 14,399 $ 269,791 $ 1,926,620 $ 10,981,552 $ 313,059 $ 14,069,955
268 CITY OF CONCORD SPECIAL REVENUE FUNDS HOUSING & COMMUNITY SERVICES FOR THE YEAR ENDING JUNE 30, 2023
Housing Concord Housing Housing Inclusionary Housing Assistance Conservation CDBG Fees Fund Childcare Total
FUND BALANCE - 7/1 $ 564,535 $14,399 $ 269,791 $1,926,620 $10,981,552 $ 313,059 $ 14,069,955
REVENUES Use of Money & Property $ 4,750 $ - $ - $ 14,542 $ 52,116 $ 1,971 $ 73,379 Licenses & Permits 20,000 20,000 Grants 400,000 650,000 1,050,000 Fees 50,000 50,000 Other - - - - - Total Revenues $ 4,750 $ 400,000 $ 650,000 $ 34,542 $ 52,116 $ 51,971 $ 1,193,379
APPROPRIATIONS Operating $ - $ 39,399 $ 230,763 $ 217,696 $ 24,745 $ 512,603 Contracting Services 100,000 5,200 102,000 35,000 242,200 Capital Projects - - Loan/Rebates - 275,000 450,000 - 90,000 - 815,000 Total Expenditures $ - $ 414,399 $ 685,963 $ - $ 409,696 $ 59,745 $ 1,569,803
OTHER FINANCING SOURCES (USES) Transfer in $ - $ - $ - $ 130,266 $ - $ 130,266 Transfer out ------Total Other Financing Sources (Uses) $ - $ - $ - $ - $ 130,266 $ - $ 130,266
Excess (Deficiency) of Revenues over (under) expenditures and Other Financing Source (Uses) $ 4,750 $ (14,399) $ (35,963) $ 34,542 $ (227,314) $ (7,774) $ (246,158)
FUND BALANCE - 6/30 $ 569,285 ($0) $ 233,828 $ 1,961,162 $ 10,754,238 $ 305,285 $ 13,823,797
269 City of Concord Special Revenue Fund Maintenance Districts For the Year Ending June 30, 2022
Street Lighting Downtown Pine Hollow Maintenance Total Maintenance Maintenance Maintenance District Maintenance District District District #3 District
FUND BALANCE - 7/1 $ 2,222,522 $ 1,891,668 $ 648,818 $ 649,814 $ 5,412,822
REVENUE Taxes $ 1,043,550 $ 405,000 $ 61,667 $ 80,486 $ 1,590,703 Other Revenues - 135,485 - - 135,485 Use of Money & Property 19,089 16,756 5,026 3,852 44,723 Total Revenues $ 1,062,639 $ 557,241 $ 66,693 $ 84,338 $ 1,770,911
APPROPRIATIONS Operating $ 793,866 $ 628,963 $ 78,670 $ 105,040 $ 1,606,538 Incidental Expenses 419,740 10,773 892 1,301 432,705 Contingency 87,000 64,000 8,000 11,000 170,000 Capital Projects - - - - - Total Expenditures $ 1,300,605 $ 703,736 $ 87,562 $ 117,341 $ 2,209,244
Excess (Deficiency) of Revenues over (under) expenditures $ (237,966) $ (146,495) $ (20,869) $ (33,002) $ (438,332)
FUND BALANCE - 6/30 $ 1,984,556 $ 1,745,173 $ 627,949 $ 616,812 $ 4,974,490
270 City of Concord Special Revenue Fund Maintenance Districts For the Year Ending June 30, 2023
Street Lighting Downtown Pine Hollow Maintenance Total Maintenance Maintenance Maintenance District Maintenance District District District #3 District
FUND BALANCE - 7/1 $ 1,984,556 $ 1,745,173 $ 627,949 $ 616,812 $ 4,974,490
REVENUE Taxes $ 1,043,550 $ 405,000 $ 61,667 $ 80,486 $ 1,590,703 Other Revenues - 135,485 - - 135,485 Use of Money & Property 19,089 16,756 5,026 3,852 44,723 Total Revenues $ 1,062,639 $ 557,241 $ 66,693 $ 84,338 $ 1,770,911
APPROPRIATIONS Operating $ 799,599 $ 637,477 $ 78,670 $ 105,040 $ 1,620,786 Incidental Expenses 432,043 10,773 892 1,301 445,009 Contingency 87,000 65,000 8,000 11,000 171,000 Capital Projects - - - - - Total Expenditures $ 1,318,642 $ 713,250 $ 87,562 $ 117,341 $ 2,236,795
Excess (Deficiency) of Revenues over (under) expenditures $ (256,003) $ (156,009) $ (20,869) $ (33,002) $ (465,883)
FUND BALANCE - 6/30 $ 1,728,553 $ 1,589,164 $ 607,080 $ 583,809 $ 4,508,606
271 City of Concord Special Revenue Fund Street Lighting Maintenance District Ten Year Projection For the Fiscal Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $2,222,522 $ 2,071,556 $ 1,902,553 $ 1,677,370 $ 1,418,289 $ 1,124,128 $ 1,014,865 $ 1,098,976 $ 1,164,112 $ 1,209,792
Revenues Taxes $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 $ 1,043,550 Use of Money & Property 19,089 19,089 7,902 6,603 5,130 4,576 4,990 5,304 5,521 5,639 Total Revenue $ 1,062,639 $ 1,062,639 $ 1,051,452 $ 1,050,153 $ 1,048,680 $ 1,048,126 $ 1,048,540 $ 1,048,854 $ 1,049,071 $ 1,049,189
Expenditures Street Lighting (Electricity) $ 450,000 $ 450,000 $ 459,000 $ 468,180 $ 477,544 $ 487,094 $ 496,836 $ 506,773 $ 516,909 $ 527,247 Street Lighting (Consult./Contract) 30,000 30,000 $ 30,600 $ 31,212 $ 31,836 $ 32,473 $ 33,122 $ 33,785 $ 34,461 $ 35,150 Street Lighting (Personnel) 271,641 277,374 $ 282,921 $ 288,580 $ 294,352 $ 300,239 $ 306,243 $ 312,368 $ 318,616 $ 324,988 Street Lighting (Supplies) 42,225 42,225 $ 43,070 $ 43,931 $ 44,810 $ 45,706 $ 46,620 $ 47,552 $ 48,503 $ 49,473 Assessment Engineering 17,000 17,000 $ 17,340 $ 17,687 $ 18,041 $ 18,401 $ 18,769 $ 19,145 $ 19,528 $ 19,918 County Collection Fees 36,772 36,772 $ 37,507 $ 38,258 $ 39,023 $ 39,803 $ 40,599 $ 41,411 $ 42,239 $ 43,084 Other Internal Service Charges 19,990 20,142 $ 20,545 $ 20,956 $ 21,375 $ 21,802 $ 22,238 $ 22,683 $ 23,137 $ 23,599 Debt Service Lease Purchase Agree 345,978 358,129 $ 385,652 $ 400,432 $ 415,862 $ 211,871 Total Expenditures $ 1,213,605 $ 1,231,642 $ 1,276,635 $ 1,309,235 $ 1,342,841 $ 1,157,389 $ 964,429 $ 983,717 $ 1,003,392 $ 1,023,460
Revenues Over (Under) $ (150,966) $ (169,003) $ (225,183) $ (259,081) $ (294,161) $ (109,263) $ 84,111 $ 65,137 $ 45,680 $ 25,730
Contingency Reserve $ 87,000 $ 87,000 $ 89,000 $ 91,000 $ 93,000 $ 95,000 $ 96,000 $ 98,000 $ 100,000 $ 102,000
Fund Balance 6/30 $ 1,984,556 $ 1,815,553 $ 1,588,370 $ 1,327,289 $ 1,031,128 $ 919,865 $ 1,002,976 $ 1,066,112 $ 1,109,792 $ 1,133,522
272 City of Concord Special Revenue Fund Downtown Landscape Maintenance District Ten Year Projection For the Fiscal Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $1,891,668 $ 1,809,173 $ 1,718,164 $ 1,607,814 $ 1,486,395 $ 1,353,636 $ 1,209,270 $ 1,053,017 $ 884,598 $ 703,725
Revenue Taxes 405,000 405,000 405,000 405,000 405,000 405,000 405,000 405,000 405,000 405,000 Other Revenues 135,485 135,485 138,195 140,959 143,778 146,653 149,586 152,578 155,630 158,742 Use of Money & Property 16,756 16,756 7,671 7,062 6,391 5,668 4,881 4,038 3,133 2,160 Total Revenue $ 557,241 $ 557,241 $ 550,865 $ 553,020 $ 555,169 $ 557,321 $ 559,467 $ 561,616 $ 563,763 $ 565,902
Expenditures Landscape Maintenance $ 377,912 $ 386,311 $ 394,037 $ 401,918 $ 409,956 $ 418,155 $ 426,518 $ 435,049 $ 443,750 $ 452,625 Gas & Electricity 59,381 59,381 $ 60,569 $ 61,780 $ 63,016 $ 64,276 $ 65,562 $ 66,873 $ 68,210 $ 69,574 Water & Miscellaneous 37,607 37,607 $ 38,359 $ 39,126 $ 39,909 $ 40,707 $ 41,521 $ 42,352 $ 43,199 $ 44,063 City Provided Admin. & General Services 135,485 135,485 $ 138,195 $ 140,959 $ 143,778 $ 146,653 $ 149,586 $ 152,578 $ 155,630 $ 158,742 Assessment Engineering 10,000 10,000 $ 10,200 $ 10,404 $ 10,612 $ 10,824 $ 11,041 $ 11,262 $ 11,487 $ 11,717 County Collection Fees 773 773 $ 788 $ 804 $ 820 $ 837 $ 853 $ 871 $ 888 $ 906 Consultant/Contract Services 5,464 5,464 $ 5,573 $ 5,685 $ 5,798 $ 5,914 $ 6,033 $ 6,153 $ 6,276 $ 6,402 Internal Service Charges 13,113 13,229 $ 13,494 $ 13,764 $ 14,039 $ 14,320 $ 14,606 $ 14,898 $ 15,196 $ 15,500 Total Expenditures $ 639,736 $ 648,250 $ 661,215 $ 674,439 $ 687,928 $ 701,687 $ 715,720 $ 730,035 $ 744,636 $ 759,528
Revenue Over (Under) Expenditures $ (82,495) $ (91,009) $ (110,350) $ (121,419) $ (132,759) $ (144,365) $ (156,253) $ (168,419) $ (180,873) $ (193,626)
Contingency Reserve $ 64,000 $ 65,000 $ 66,000 $ 67,000 $ 69,000 $ 70,000 $ 72,000 $ 73,000 $ 74,000 $ 76,000
Capital Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ------Total Capital Projects $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 1,745,173 $ 1,653,164 $ 1,541,814 $ 1,419,395 $ 1,284,636 $ 1,139,270 $ 981,017 $ 811,598 $ 629,725 $ 434,099
273 City of Concord Special Revenue Fund Pine Hollow Landscape Maintenance District Ten Year Projections For the Fiscal Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $648,818 635,949$ 623,080$ 606,572$ 588,350$ 568,373$ 546,594$ 522,975$ 497,473$ 470,042$
Revenue Taxes $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 $ 61,667 Use of Money & Property 5,026 5,026 2,978 2,887 2,788 2,675 2,557 2,430 2,294 2,147 Total Revenue $ 66,693 $ 66,693 $ 64,645 $ 64,554 $ 64,455 $ 64,342 $ 64,224 $ 64,097 $ 63,961 $ 63,814
Expenditures Landscape Contract $ 42,924 $ 42,924 $ 43,782 $ 44,658 $ 45,551 $ 46,462 $ 47,392 $ 48,339 $ 49,306 $ 50,292 Landscape Extra Work 10,612 10,612 $ 10,824 $ 11,041 $ 11,262 $ 11,487 $ 11,717 $ 11,951 $ 12,190 $ 12,434 Gas & Electricity 1,012 1,012 $ 1,032 $ 1,053 $ 1,074 $ 1,095 $ 1,117 $ 1,140 $ 1,162 $ 1,186 Water & Miscellaneous 24,122 24,122 $ 24,604 $ 25,097 $ 25,598 $ 26,110 $ 26,633 $ 27,165 $ 27,709 $ 28,263 Printing, Publishing & Mailing 481 481 $ 491 $ 500 $ 510 $ 521 $ 531 $ 542 $ 553 $ 564 County Collection Fees 411 411 $ 419 $ 428 $ 436 $ 445 $ 454 $ 463 $ 472 $ 482 Total Expenditures 79,562 $ 79,562 $ 81,153 $ 82,776 $ 84,432 $ 86,120 $ 87,843 $ 89,600 $ 91,392 $ 93,220
Revenue Over (Under) Expend $ (12,869) $ (12,869) $ (16,508) $ (18,222) $ (19,977) $ (21,779) $ (23,619) $ (25,503) $ (27,431) $ (29,405)
Contingency Reserve $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 9,000 $ 9,000 $ 9,000 9,000 9,000
Fund Balance 6/30 627,949$ 615,080$ 598,572$ 580,350$ 560,373$ 537,594$ 513,975$ 488,473$ 461,042$ 431,637$
274 City of Concord Special Revenue Fund Landscape & Lighting Maintenance District No. 3 Ten Year Projection For the Fiscal Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 649,814$ 627,812$ 605,809$ 580,661$ 553,207$ 523,392$ 491,159$ 456,447$ 419,201$ 379,362$
Revenue Taxes $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 $ 80,486 Use of Money & Property 3,852 3,852 2,833 2,697 2,548 2,388 2,210 2,025 1,827 1,616 Total Revenue $ 84,338 $ 84,338 $ 83,320 $ 83,183 $ 83,035 $ 82,874 $ 82,697 $ 82,511 $ 82,313 $ 82,102
Expenditures Landscape Contract & Maintenance $ 49,718 $ 49,718 $ 50,712 $ 51,727 $ 52,761 $ 53,816 $ 54,893 $ 55,991 $ 57,110 $ 58,253 Non Schedule Repairs ------Landscape Supplies 1,104 1,104 1,126 1,149 1,172 1,195 1,219 1,243 1,268 1,294 Water 51,992 51,992 53,032 54,092 55,174 56,278 57,403 58,551 59,722 60,917 Gas & Electricity 2,226 2,226 2,271 2,316 2,362 2,409 2,458 2,507 2,557 2,608 Capital Replacement Reserve ------Assessment Engineering 450 450 459 468 477 487 497 507 517 527 Printing, Publishing & Mailing ------County Collection Fees 851 851 868 885 903 921 940 958 978 997 Total Expenditures 106,341$ 106,341$ 108,468$ 110,637$ 112,850$ 115,107$ 117,409$ 119,757$ 122,152$ 124,595$
Revenue Over (Under) Expenditures $ (22,002) $ (22,002) $ (25,148) $ (27,454) $ (29,815) $ (32,232) $ (34,712) $ (37,246) $ (39,839) $ (42,493)
Contingency Reserve $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000
Fund Balance 6/30 616,812$ 594,809$ 569,661$ 542,207$ 512,392$ 479,159$ 444,447$ 407,201$ 367,362$ 324,869$
275 City of Concord Special Revenue Fund Storm Water Fund Ten Year Projection For the Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance - 7/01 $4,264,478 $ 3,831,506 $ 3,554,603 $ 3,270,928 $ 2,975,015 $ 2,667,341 $ 2,348,415 $ 2,027,822 $ 1,697,307 $ 1,357,488
Revenues Taxes - Parcel Fees $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 Other Revenue 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 General Fund Transfer for Street Cleaning 524,001 530,866 537,714 544,651 551,677 558,793 574,998 582,416 589,929 597,539 Use of Money & Property 30,806 30,806 33,958 31,074 28,071 24,954 21,772 18,533 15,198 11,774 Total Revenues $ 2,594,807 $ 2,601,672 $ 2,611,672 $ 2,615,725 $ 2,619,748 $ 2,623,747 $ 2,636,771 $ 2,640,949 $ 2,645,127 $ 2,649,313
Expenditures Operations $1,722,662 $1,739,726 $1,733,721 $1,726,779 $1,718,866 $1,709,946 $1,699,982 $1,688,935 $1,676,767 $1,663,435 MRP Requirement 40,000 40,000 40,800 41,616 42,448 43,297 44,163 45,046 45,947 46,866 Drainage System 554,508 576,526 588,057 599,818 611,814 624,051 636,532 649,262 662,247 675,492 Street Cleaning 510,609 522,323 532,769 543,425 554,293 565,379 576,687 588,220 599,985 611,984 Total Expenditures $ 2,827,779 $ 2,878,575 $ 2,895,347 $ 2,911,638 $ 2,927,422 $ 2,942,673 $ 2,957,364 $ 2,971,464 $ 2,984,946 $ 2,997,779
Capital Projects Capital Projects $ 200,000 Total Capital Projects $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Surplus (Deficit) $ (432,972) $ (276,903) $ (283,675) $ (295,913) $ (307,674) $ ( 318,926) $ ( 320,593) $ ( 330,516) $ ( 339,819) $ ( 348,466)
Less 10% Reserves $ 283,000 $ 288,000 $ 290,000 $ 291,000 $ 293,000 $ 294,000 $ 296,000 $ 297,000 $ 298,000 $ 300,000
Fund Balance 6/30 $ 3,548,506 $ 3,266,603 $ 2,980,928 $ 2,684,015 $ 2,374,341 $ 2,054,415 $ 1,731,822 $ 1,400,307 $ 1,059,488 $ 709,022
276 This page intentionally left blank Debt Service
This page intentionally left blank Concord’s Historic Bibber House
This house was built in 1912-13 by L.V. Perry for Charles and Carrie (Beebe) Bibber at a cost of $3,733. In addition to its large size and prominent architecture, the house is known for its exquisite wood paneling and beautifully finished staircase. Charles Bibber was the Deputy County Assessor. The house remained in his family for two generations. It has since been reconfigured for commercial purposes and is used as professional offices.
279 This page intentionally left blank CITY OF CONCORD DEBT SERVICE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Debt Service Funds are used to account for accumulation of resources for payment of interest and principal on the City's general bond debt. Debt Service Funds include:
REVENUE BONDS
Tax Allocation Bonds. Successor Agency obligation approved by the California Department of Finance to defease and retire the 2004 Tax Allocation Bonds and retire the Concord Joint powers Financing Authority Revenue bonds secured by a reimbursement agreement between the Successor Agency and the City of Concord for pledged tax increment revenues from the Central Concord Redevelopment Project.
2021 Certificates of Participation. The City issued Certificates of Participation in order to refund the outstanding 2015 Lease Revenue Agreement and to finance the cost of various capital improvements, primarily street/road improvements within the City of Concord.
LEASE AGREEMENTS
Energy Refunding Lease Purchase Agreement. To account for the accumulation of resources for payment of interest and principal for a lease issued to fund various energy efficiency improvements in 2011.
Infrastructure Lease Agreement Fund. To account for lease agreement in connection with the financing of street and other infrastructure improvements.
ENTERPRISE FUNDS DEBT
Long-term debt associated with the Enterprise funds are accounted for in the Enterprise funds themselves.
The Sewer fund has the following debt:
2018 Wastewater Revenue Refunding Bonds. Debt issued to provide for a refunding of the City’s outstanding 2007 Certificates of Participation Wastewater System Improvement Bonds. Repayment of these bonds is from a pledge of revenue from the Sewer Enterprise Fund.
2012 Wastewater Revenue Refunding Bonds. Debt issued to provide for a refunding of the City’s outstanding 2004 Certificates of Participation Wastewater System Improvement Bonds. Repayment of these bonds is from a pledge of revenue from the Sewer Enterprise Fund.
281 CITY OF CONCORD DEBT SERVICE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 and 2023
Annual debt service requirements to maturity for long-term debt, including interest payments, are as follow:
3710-324 3710-309 Revenue Bonds Lease Agreements 2021 Certificates Infrastructure Tax Allocation of Participation 2012 Sewer 2018 Sewer Energy Refunding Lease Bonds Financing Refunding Refunding Lease Purchase Agreement Total
YEAR ENDING JUNE 30
2021-22 3,122,150 7,495,993 756,081 765,200 2,499,138 843,849 15,482,411
2022-23 3,212,250 7,499,100 752,356 766,950 2,498,922 873,486 15,603,063
2023-24 2,646,000 7,499,300 751,856 762,450 2,497,980 906,732 15,064,318
2024-25 2,646,000 7,498,300 755,188 766,950 2,495,827 938,380 15,100,645
2025-26 - 7,495,900 752,175 764,950 978,499 9,991,524
2026-27 - 7,496,900 753,750 761,700 496,811 9,509,161
2027-28 - 7,495,900 748,050 767,200 9,011,150
2028-29 - 7,497,700 751,900 760,950 9,010,550
2029-30 - 7,496,900 - 764,950 8,261,850
2030-31 - 7,498,300 - 765,950 8,264,250
Thereafter $ - $ 74,972,219 $ - $ 767,350 $ - $ - $ 75,739,569
Total $ 11,626,400 $ 149,946,512 $ 6,021,356 $ 8,414,600 $ 9,991,867 $ 5,037,757 $ 191,038,492
Funding Sources: Lease Revenue Financing Bonds are paid by Measure V revenues. 2012 and 2018 Sewer Refunding Bonds are paid by revenues from the Sewer fund. Lease Purchase Agreement is paid by the General, Building Maintenance and Street Lighting Maintenance Districts funds.
282 CITY OF CONCORD REVENUE BONDS FOR THE YEARS ENDING JUNE 30, 2022 and 2023
Tax Allocation Bonds
The City and the Successor Agency have a reimbursement agreement for pledged tax increment revenues from the Central Concord Redevelopment Project.
Principal Borrowed Revenue Bonds, due 3/01/25 $37,550,000
Payment Required Principal Interest Total Revenue Bonds, FY 2021-2022 $ 2,690,000 $ 521,150 $ 3,211,150 Revenue Bonds, FY 2022-2023 2,825,000 387,250 3,212,250
Principal Outstanding as of June 30, 2023 Revenue Bonds $ 4,920,000
2021 Certificates of Participation
The City refunded the 2015 Lease Agreement and issued Certificates of Participation in 2021 to provide for various capital improvements in the city.
Principal Borrowed Certificates of Participation, due 4/01/41 $ 109,480,000
Payment Required Principal Interest Total Certificates of Participation, FY 2021-2022 $ 4,205,000 $ 3,290,993 $ 7,495,993 Certificates of Participation, FY 2022-2023 3,870,000 3,629,100 7,499,100
Principal Outstanding as of June 30, 2023 Certificates of Participation $ 101,405,000
2012 Wastewater Revenue Refunding Bonds
The City issued revenue refunding bonds in 2012 to provide for a refunding of the City's outstanding 2004 Certificates of Participation Wastewater System Improvement Bonds.
Principal Borrowed Revenue Refunding Bonds, due 2/01/29 $ 10,080,000
Payment Required Principal Interest Total Revenue Refunding Bonds, FY 2021-2022 $ 610,000 $ 146,081 $ 756,081 Revenue Refunding Bonds, FY 2022-2023 620,000 132,356 752,356
Principal Outstanding as of June 30, 2023 Revenue Refunding Bonds $ 4,085,000
2018 Wastewater Revenue Refunding Bonds
The City issued revenue refunding bonds in 2018 to provide for a refunding of the City's outstanding 2007 Certificates of Participation Wastewater System Improvement Bonds.
Principal Borrowed Revenue Refunding Bonds, due 2/01/32 $ 7,920,000
Payment Required Principal Interest Total Revenue Refunding Bonds, FY 2021-2022 $ 465,000 $ 300,200 $ 765,200 Revenue Refunding Bonds, FY 2022-2023 490,000 276,950 766,950
Principal Outstanding as of June 30, 2023 Revenue Refunding Bonds $ 5,620,000
283 CITY OF CONCORD LEASE AGREEMENTS FOR THE YEARS ENDING JUNE 30, 2022 and 2023
Energy Refunding Lease Purchase
The City entered into a lease financing agreeement in 2015 to provide for street and infrastructure improvements in the city.
Principal Borrowed Lease Revenue Agreement, due 3/01/25 $ 22,635,000
Payment Required Principal Interest Total Lease Revenue Agreement, FY 2021-2022 $ 2,325,000 $ 174,138 $ 2,499,138 Lease Revenue Agreement, FY 2022-2023 2,370,000 128,922 2,498,922
Principal Outstanding as of June 30, 2023 Lease Revenue Agreement $ 4,875,000
Infrastructure Lease Agreement
The City entered into a private placement refunding in 2018 to provide for a refunding of the City's outstanding 2011 Lease Purchase Agreement to finance various energy efficiency improvements.
Principal Borrowed Lease Purchase Agreement due 12/1/2026 $ 6,820,000
Payment Required Principal Interest Total Lease Purchase Agreement, FY 2021-2022 $ 720,000 $ 123,849 $ 843,849 Lease Purchase Agreement, FY 2022-2023 $ 770,000 $ 103,486 $ 873,486
Principal Outstanding as of June 30, 2023 Lease Purchase Agreement $ 3,140,000
284 This page intentionally left blank Capital Projects
This page intentionally left blank Concord’s Historic Elworthy House
The house was built in 1912-13 for Herbert H. Elworthy, who was then Mayor of Concord, his wife Annie (Brawand) Elworthy, and their four sons. During the 1970s and 1980s, it was converted for use as a church and child-care facility, but was restored to its original configuration in 1988-89 and is currently used for commercial purposes.
287 This page intentionally left blank CITY OF CONCORD CAPITAL PROJECTS FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Capital Projects Funds are used to account for resources used for the acquisition and construction of capital facilities or major capital equipment, except for capital facilities financed by Proprietary or Special Revenue Funds. Capital Projects Funds include:
Measure J – Accounts for transportation improvements funded by Contra Costa County’s ½% sales tax. Measure J was approved in 2004. Measure J continues the ½% sales tax approved in 1988 by Measure C for 2010 and beyond.
Special Developers Fund - To account for capital projects within the City funded by various fees collected from developers.
Parkland Fee – Residential developers are responsible for providing park land and recreation sources for Concord’s citizens (Chapter 3 (2), Article IV of the City Concord Municipal Code).
Off-site Street Improvement Program (OSIP) – the method used by the City to fund base-level General Plan street improvements.
Storm Drain Zones/Traffic Mitigation – The ongoing development of real property in the city has placed a serious demand upon existing storm drains and certain streets. In order to provide an equitable manner of apportionment of the cost of future development of these facilities, the City has established local drainage areas and traffic mitigation areas.
General Reimbursable Projects – Accounts for projects financed by grants, donations, or amounts reimbursed to the City from developers.
General Fund Projects – Accounts for the projects financed by General Fund transfers expended for acquisition and construction of general purpose public facilities and improvements.
Measure V Capital Projects – Accounts for the projects financed by transfers from the Measure V fund.
2015 Lease Revenue Bonds CIP – Accounts for infrastructure projects finance by the 2015 Lease Revenue Bonds.
289 CITY OF CONCORD CAPITAL PROJECTS FUNDS FOR THE YEAR ENDING JUNE 30, 2022
Storm Dev Fees Dev. Fees Drainage Fund Measure J O.S.I.P. Parkland Zones
FUND BALANCE AS OF JULY 1, 2021 $ 2,624,844 $ 1,406,329 $ 3,737,948 $ 654,872 Fund balance available for appropriation $ 2,624,844 $ 1,406,329 $ 3,737,948 $ 654,872
REVENUES Licenses and Fees $ - $ 50,000 Use of Money & Property 41,929 2,266 - 5,413 Intergovernmental 2,000,000 - - - Other 290,000 - - -
Total Revenues $ 2,331,929 $ 2,266 $ 50,000 $ 5,413
EXPENDITURES Capital Projects $ 1,240,000 $ 230,000 $ 974,381 $ - Other 170,492 - - -
Total Expenditures $ 1,410,492 $ 230,000 $ 974,381 $ -
OTHER FINANCING SOURCES (USES) Transfer In/Proceeds from Debt $ - $ - $ - $ - Transfer Out - - -
Total Other Financing Sources (Uses) $ - $ - $ - $ -
Excess (Deficiency) of Revenues and Other Financing Sources over (under) expenditures and Other Financing Uses 921,437 (227,734) (924,381) 5,413
FUND BALANCE - JUNE 30 $ 3,546,281 $ 1,178,595 $ 2,813,567 $ 660,285
290 CITY OF CONCORD CAPITAL PROJECTS FUNDS FOR THE YEAR ENDING JUNE 30, 2022
General Traffic Reimbursable Fund Measure V Fund Mitigation Projects Projects Projects
FUND BALANCE AS OF JULY 1, 2021 $ 75,916 $ - $ 4,924,566 $ - Fund balance available for appropriation $ 75,916 $ - $ 4,924,566 $ -
REVENUES Licenses and Fees $ - $ - $ - $ - Use of Money & Property 2,698 - - - Intergovernmental - - Other - 3,715,000 94,800 -
Total Revenues $ 2,698 $ 3,715,000 $ 94,800 $ -
EXPENDITURES Capital Projects $ - $ 3,715,000 $ 7,500,000 Other - - 2,531,148 -
Total Expenditures $ - $ 3,715,000 $ 2,531,148 $ 7,500,000
OTHER FINANCING SOURCES (USES) Transfer In/Proceeds from Debt $ - $ - $ 7,500,000 Transfer Out - - - -
Total Other Financing Sources (Uses) $ - $ - $ - $ 7,500,000
Excess (Deficiency) of Revenues and Other Financing Sources over (under) expenditures and Other Financing Uses 2,698 - (2,436,348) -
FUND BALANCE - JUNE 30 $ 78,614 $ - $ 2,488,218 $ -
291 CITY OF CONCORD CAPITAL PROJECTS FUNDS FOR THE YEAR ENDING JUNE 30, 2023
Storm Dev Fees Dev. Fees Drainage Fund Measure J O.S.I.P. Parkland Zones
FUND BALANCE AS OF JULY 1, 2022 $ 3,546,281 $ 1,178,595 $ 2,813,567 $ 660,285 Fund balance available for appropriation $ 3,546,281 $ 1,178,595 $ 2,813,567 $ 660,285
REVENUES Licenses and Fees $ - $ 50,000 Use of Money & Property 41,929 2,266 - 5,413 Intergovernmental 2,000,000 - - - Other 290,000 - - -
Total Revenues $ 2,331,929 $ 2,266 $ 50,000 $ 5,413
EXPENDITURES Capital Projects $ 1,800,000 $ - $ - $ - Other 170,492 - - -
Total Expenditures $ 1,970,492 $ - $ - $ -
OTHER FINANCING SOURCES (USES) Transfer In/Proceeds from Debt $ - $ - $ - $ - Transfer Out - - - -
Total Other Financing Sources (Uses) $ - $ - $ - $ -
Excess (Deficiency) of Revenues and Other Financing Sources over (under) expenditures and Other Financing Uses 361,437 2,266 50,000 5,413
FUND BALANCE - JUNE 30 $ 3,907,718 $ 1,180,861 $ 2,863,567 $ 665,698
292 CITY OF CONCORD CAPITAL PROJECTS FUNDS FOR THE YEAR ENDING JUNE 30, 2023
General Traffic Reimbursable Fund Measure V Fund Mitigation Projects Projects Projects
FUND BALANCE AS OF JULY 1, 2022 $ 78,614 $ - $ 2,488,218 $ - Fund balance available for appropriation $ 78,614 $ - $ 2,488,218 $ -
REVENUES Licenses and Fees $ - $ - $ - $ - Use of Money & Property 2,698 - - - Intergovernmental - - - Other - - 94,800 -
Total Revenues $ 2,698 $ - $ 94,800 $ -
EXPENDITURES Capital Projects $ - $ 8,000,000 Other - - 2,583,019 -
Total Expenditures $ - $ - $ 2,583,019 $ 8,000,000
OTHER FINANCING SOURCES (USES) Transfer In/Proceeds from Debt $ - $ - $ - $ 8,000,000 Transfer Out - - - -
Total Other Financing Sources (Uses) $ - $ - $ - $ 8,000,000
Excess (Deficiency) of Revenues and Other Financing Sources over (under) expenditures and Other Financing Uses 2,698 - (2,488,219) -
FUND BALANCE - JUNE 30 $ 81,312 $ - $ (0) $ -
293 CITY OF CONCORD CAPITAL PROJECTS FUNDS
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Measure J
Fund Balance - 7/1 $ 2,624,844 $ 3,546,281 $ 3,907,718 $ 4,168,457 $ 4,471,503 $ 4,817,888 $ 5,208,667 $ 5,644,912 $ 6,127,723 $ 6,658,220
Add Revenues Intergovernmental $ 2,000,000 $ 2,000,000 $ 2,040,000 $ 2,080,800 $ 2,122,416 $ 2,164,864 $ 2,208,162 $ 2,252,325 $ 2,297,371 $ 2,343,319 Other $ 290,000 $ 290,000 Use of Money & Property 41,929 41,929 20,739 22,246 23,970 25,914 28,084 30,486 33,125 36,008
Total Revenues $ 2,331,929 $ 2,331,929 $ 2,060,739 $ 2,103,046 $ 2,146,386 $ 2,190,778 $ 2,236,246 $ 2,282,811 $ 2,330,497 $ 2,379,326
Less Appropriations Capital Projects $ 1,240,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 CIP Support ------Operations 170,492 170,492 ------Total Appropriations $ 1,410,492 $ 1,970,492 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000
Excess (Deficiency) of Revenues $ 921,437 $ 361,437 $ 260,739 $ 303,046 $ 346,386 $ 390,778 $ 436,246 $ 482,811 $ 530,497 $ 579,326 Over (Under) Expenditures
Fund Balance - 6/30 $ 3,546,281 $ 3,907,718 $ 4,168,457 $ 4,471,503 $ 4,817,888 $ 5,208,667 $ 5,644,912 $ 6,127,723 $ 6,658,220 $ 7,237,547
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Developer Fees OSIP
Fund Balance - 7/1 $ 1,406,329 $ 1,178,595 $ 1,180,861 $ 1,186,765 $ 1,192,699 $ 1,198,662 $ 1,204,656 $ 1,210,679 $ 1,216,732 $ 1,222,816
Add Revenues Licenses & Permits $ - $ - $ - $ - $ - $ - $ - $ - $ - Use of Money & Property 2,266 2,266 5,904 5,934 5,963 5,993 6,023 6,053 6,084 6,114
Total Revenues $ 2,266 $ 2,266 $ 5,904 $ 5,934 $ 5,963 $ 5,993 $ 6,023 $ 6,053 $ 6,084 $ 6,114
Less Appropriations Capital Projects $ 230,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - Other ------Total Appropriations $ 230,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ (227,734) $ 2,266 $ 5,904 $ 5,934 $ 5,963 $ 5,993 $ 6,023 $ 6,053 $ 6,084 $ 6,114
Fund Balance - 6/30 $ 1,178,595 $ 1,180,861 $ 1,186,765 $ 1,192,699 $ 1,198,662 $ 1,204,656 $ 1,210,679 $ 1,216,732 $ 1,222,816 $ 1,228,930
294 CITY OF CONCORD CAPITAL PROJECTS FUNDS
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Developer Fees Parkland
Fund Balance - 7/1 $ 3,737,948 $ 2,813,567 $ 2,788,567 $ 2,763,567 $ 2,738,567 $ 2,713,567 $ 2,763,567 $ 2,813,567 $ 2,863,567 $ 2,913,567
Add Revenues Licenses & Permits $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Loan from GF ------Use of Money & Property ------
Total Revenues $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Less Appropriations Capital Projects 974,381 75,000 75,000 75,000 75,000 - - - - - Other ------
Total Appropriations $ 974,381 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ (924,381) $ (25,000) $ (25,000) $ (25,000) $ (25,000) $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Fund Balance - 6/30 $ 2,813,567 $ 2,788,567 $ 2,763,567 $ 2,738,567 $ 2,713,567 $ 2,763,567 $ 2,813,567 $ 2,863,567 $ 2,913,567 $ 2,963,567
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Storm Drainage Zones
Fund Balance - 7/1 $ 654,872 $ 660,285 $ 665,698 $ 669,026 $ 672,372 $ 675,733 $ 679,112 $ 682,508 $ 685,920 $ 689,350
Add Revenues Licenses & Permits $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Use of Money & Property 5,413 5,413 3,328 3,345 3,362 3,379 3,396 3,413 3,430 3,447
Total Revenues $ 5,413 $ 5,413 $ 3,328 $ 3,345 $ 3,362 $ 3,379 $ 3,396 $ 3,413 $ 3,430 $ 3,447
Less Appropriations Capital Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Appropriations $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Other Financing Sources Proceeds from Debt Issuance $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ 5,413 $ 5,413 $ 3,328 $ 3,345 $ 3,362 $ 3,379 $ 3,396 $ 3,413 $ 3,430 $ 3,447
Fund Balance - 6/30 $ 660,285 $ 665,698 $ 669,026 $ 672,372 $ 675,733 $ 679,112 $ 682,508 $ 685,920 $ 689,350 $ 692,797
295 CITY OF CONCORD CAPITAL PROJECTS FUNDS
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Traffic Mitigation
Fund Balance - 7/1 $ 75,916 $ 78,614 $ 81,312 $ 81,719 $ 82,127 $ 82,538 $ 82,950 $ 83,365 $ 83,782 $ 84,201
Add Revenues Intergovernmental $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Use of Money & Property 2,698 2,698 407 409 411 413 415 417 419 421
Total Revenues $ 2,698 $ 2,698 $ 407 $ 409 $ 411 $ 413 $ 415 $ 417 $ 419 $ 421
Less Appropriations Capital Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Appropriations $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ 2,698 $ 2,698 $ 407 $ 409 $ 411 $ 413 $ 415 $ 417 $ 419 $ 421
Fund Balance - 6/30 $ 78,614 $ 81,312 $ 81,719 $ 82,127 $ 82,538 $ 82,950 $ 83,365 $ 83,782 $ 84,201 $ 84,622
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Reimbursable Projects
Fund Balance - 7/1 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Add Revenues Intergovernmental $ 3,715,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - Use of Money & Property ------
Total Revenues $ 3,715,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Less Appropriations Capital Projects $ 3,715,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - Other ------
Total Appropriations $ 3,715,000 $ - $ - $ - $ - $ - $ - $ - $ - $ -
Other Financing Uses Transfers Out $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance - 6/30 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
296 CITY OF CONCORD CAPITAL PROJECTS FUNDS
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 General Fund
Fund Balance - 7/1 $ 4,924,566 $ 2,488,218 $ (0) $ (0) $ (0) $ (0) $ (0) $ (0) $ (0) $ (0)
Add Revenues Intergovernmental $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Other 94,800 94,800 ------
Total Revenues $ 94,800 $ 94,800 $ - $ - $ - $ - $ - $ - $ - $ -
Less Appropriations Capital Projects Other $ 2,531,148 $ 2,583,019 $ - $ - $ - $ - $ - $ - $ - $ -
Total Appropriations $ 2,531,148 $ 2,583,019 $ - $ - $ - $ - $ - $ - $ - $ -
Other Financing Uses Transfers In $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ (2,436,348) $ (2,488,219) $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance - 6/30 $ 2,488,218 $ (0) $ (0) $ (0) $ (0) $ (0) $ (0) $ (0) $ (0) $ (0)
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 Measure V Projects
Fund Balance - 7/1 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Add Revenues Intergovernmental $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Use of Money & Property ------
Total Revenues $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Less Appropriations Capital Projects $ 7,500,000 $ 8,000,000 $ - $ - $ - $ - $ - $ - $ - $ - Other ------
Total Appropriations $ 7,500,000 $ 8,000,000 $ - $ - $ - $ - $ - $ - $ - $ -
Other Financing Uses Transfers In $ 7,500,000 $ 8,000,000 $ - $ - $ - $ - $ - $ - $ - $ -
Excess (Deficiency) of Revenues Over (Under) Expenditures $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance - 6/30 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
297 This page intentionally left blank Enterprise
This page intentionally left blank Concord’s Historic Keller House
Built in 1902-03 by L.V. Perry for Henry (Harry) and Elodia Keller, the house was initially located at the southeast corner of Galindo and Clayton Rd. Paul and Marie Keller acquired the house in 1912 when his brother, Harry, purchased a large ranch in Clayton. Paul was founder of the P.L. Keller Hardware store, was City Clerk (1910- 1914), and was very active in civic and cultural affairs. In the late 1970s, the house was converted to a real estate office and restored. In 1984, it was moved to its current Ellis Lake Park location where it is used for community service activities.
300 This page intentionally left blank CITY OF CONCORD ENTERPRISE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Enterprise Funds are used to account for the City Of Concord operations which provide services to the public and are financed and operated like private business enterprises. Revenues are generated through user fees and are used to pay for all costs on a continuing basis. Enterprise funds include:
Golf Course Fund – To account for activities associated with the development, operations, and maintenance of the Diablo Creek Golf Course.
Sewer Fund – Accounts for activities pertaining to sewage collection, transmission and treatment.
302 City of Concord Golf Course Ten Year Projection For the Fiscal Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $531,882 $ 744,873 $ 887,273 $ 1,034,502 $ 1,186,324 $ 1,342,837 $ 1,504,145 $ 1,670,350 $ 1,841,561 $ 2,017,885
Add Revenues: Fees $ 1,490,183 $ 1,528,810 $ 1,559,386 $ 1,590,574 $ 1,622,385 $ 1,654,833 $ 1,687,930 $ 1,721,688 $ 1,756,122 $ 1,791,245 Rentals 213,300 219,700 224,094 228,576 233,147 237,810 242,567 247,418 252,366 257,414 Merchandise Sales 13,950 14,400 14,688 14,982 15,281 15,587 15,899 16,217 16,541 16,872 Other Revenues 90,500 90,500 95,025 96,926 98,864 100,841 102,858 104,915 107,014 109,154 Interest 6,990 6,990 5,396 6,151 6,930 7,732 8,559 9,411 10,288 11,191 Total Revenues $ 1,814,923 $ 1,860,400 $ 1,898,589 $ 1,937,208 $ 1,976,608 $ 2,016,804 $ 2,057,812 $ 2,099,649 $ 2,142,331 $ 2,185,875
Operating Expenditures Operations $ 1,551,932 $ 1,668,000 $ 1,701,359 $ 1,735,387 $ 1,770,094 $ 1,805,496 $ 1,841,606 $ 1,878,438 $ 1,916,007 $ 1,954,327 Total Expenditures $ 1,551,932 $ 1,668,000 $ 1,701,359 $ 1,735,387 $ 1,770,094 $ 1,805,496 $ 1,841,606 $ 1,878,438 $ 1,916,007 $ 1,954,327
Net Income (Loss) $ 262,991 $ 192,400 $ 197,229 $ 201,821 $ 206,513 $ 211,308 $ 216,206 $ 221,211 $ 226,324 $ 231,548 Less Capital Expenses: Projects $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Capital Projects Reserve 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Total Capital Expenses $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Fund Balance 6/30 $ 744,873 $ 887,273 $ 1,034,502 $ 1,186,324 $ 1,342,837 $ 1,504,145 $ 1,670,350 $ 1,841,561 $ 2,017,885 $ 2,199,433
303 City of Concord Golf Course Revenues and Expenses For the Year Ending June 30, 2022
Revenue by Source
Other & Interest 5.4%
Rentals Fees 11.8% 82.1%
Merchandise 0.8%
Expenses by Program
Operations 100% Maintenance Services Provided by Contract
304 City of Concord Golf Course Revenues and Expenses For the Year Ending June 30, 2023
Revenue by Source
Other & Interest 5.2%
Rentals Fees 11.8% 82.2%
Merchandise 0.8%
Expenses by Program
Operations 100% Maintenance Services Provided by Contract
305 Sewer Enterprise Ten Year Projection For the Years Ending June 30, 2022 and 2023
Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Estimated Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 Fee Inc. $45 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $23,603,471 $ 27,482,111 $ 34,240,585 $ 36,643,798 $ 40,381,154 $ 45,461,654 $ 50,361,291 $ 55,683,954 $ 59,505,991 $ 65,701,577
Revenues Sewer Service Fees $41,181,584 $44,168,611 $ 44,552,101 $ 47,556,720 $ 50,597,516 $ 53,665,421 $ 56,768,784 $ 59,967,901 $ 63,205,807 $ 66,482,876 Sewer Connection Fees $400,000 $400,000 $408,000 $416,160 $424,483 $432,973 $441,632 $450,465 $459,474 $468,664 Interest 111,506 111,506 179,082 197,751 223,269 250,554 277,035 296,050 326,874 367,330 Loan Repayment 152,296 151,420 158,267 143,193 136,538 - - - - - Accelerated Loan Repayment - - 490,000 490,000 448,035 - - - - - Total Revenues $ 41,845,386 $ 44,831,537 $ 45,787,450 $ 48,803,824 $ 51,829,841 $ 54,348,948 $ 57,487,451 $ 60,714,416 $ 63,992,155 $ 67,318,870
Operating Expenditures Maintenance, Operations, & Repairs $ 4,069,657 $ 4,179,192 $ 4,262,776 $ 4,348,031 $ 4,434,992 $ 4,523,692 $ 4,614,166 $ 4,706,449 $ 4,800,578 $ 4,896,590 Debt Service 1,521,281 1,519,306 $ 1,514,306 $ 1,522,138 $ 1,517,125 $ 1,515,450 $ 1,515,250 $ 1,512,850 $ 764,950 $ 765,950 CCCSD - Treatment Plant Costs 26,706,703 28,879,564 $ 29,457,155 $ 30,046,298 $ 30,647,224 $ 31,260,169 $ 31,885,372 $ 32,523,080 $ 33,173,541 $ 33,837,012 Total Operating Expenditures $ 32,297,641 $ 34,578,062 $ 35,234,237 $ 35,916,467 $ 36,599,341 $ 37,299,311 $ 38,014,788 $ 38,742,379 $ 38,739,069 $ 39,499,552
Net Income(Loss) $ 9,547,745 $ 10,253,474 $ 10,553,213 $ 12,887,356 $ 15,230,500 $ 17,049,637 $ 19,472,663 $ 21,972,037 $ 25,253,086 $ 27,819,318
Capital Projects: City Projects $ 5,669,105 $ 3,495,000 $ 6,150,000 $ 6,150,000 $ 6,150,000 $ 6,150,000 $ 6,150,000 $ 6,150,000 $ 6,457,500 $ 6,457,500 Reserve for Future Capital Projects - - 2,000,000 3,000,000 4,000,000 6,000,000 8,000,000 12,000,000 12,600,000 13,230,000 Total Capital Projects $ 5,669,105 $ 3,495,000 $ 8,150,000 $ 9,150,000 $ 10,150,000 $ 12,150,000 $ 14,150,000 $ 18,150,000 $ 19,057,500 $ 19,687,500
Fund Balance - 6/30 with Contingency $ 27,482,111 $ 34,240,585 $ 36,643,798 $ 40,381,154 $ 45,461,654 $ 50,361,291 $ 55,683,954 $ 59,505,991 $ 65,701,577 $ 73,833,395 Less: 10% Operations/Maintenance Contingency Reserve 3,078,000 3,306,000 3,372,000 3,439,000 3,508,000 3,578,000 3,650,000 3,723,000 3,797,000 3,873,000 Fund Balance - 6/30 without Contingency $ 24,404,111 $ 30,934,585 $ 33,271,798 $ 36,942,154 $ 41,953,654 $ 46,783,291 $ 52,033,954 $ 55,782,991 $ 61,904,577 $ 69,960,395
306 City of Concord Sewer Enterprise Revenues and Expenses For the Year Ending June 30, 2022
Revenues by Source
Service Fees 99%
Connection Fees 1%
Interest 0%
Expenses by Program
Treatment Plant Operations Maintenance & 68.3% Operations 10.7%
Capital Projects 14.9%
Bond & Note Payments Household 4.0% Hazardous Waste 2.1%
307 City of Concord Sewer Enterprise Revenues and Expenses For the Year Ending June 30, 2023
Revenues by Source
Service Fees 99%
Connection Fees 1%
Interest 0%
Expenses by Program
Treatment Plant Operations 73.7%
Maintenance & Operations 11.0% Capital Projects 9.2%
Bond & Note Payments Household 4.0% Hazardous Waste 2.2%
308 This page intentionally left blank Internal Service
This page intentionally left blank Concord’s Historic Maltby McKinnon House
Built in the 1890’s off what was then the east end of Bonifacio St, this wood-frame house was used as the original, local residence for the A. W. Maltby family while their "mansion" at 3033 Bonifacio St. was being constructed. The house was moved to 2390 East St. circa 1915, then to its current site in 1979. The house now provides office space for a social service agency.
311 This page intentionally left blank CITY OF CONCORD INTERNAL SERVICE FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Internal Service Funds are used to finance and account for goods and/or services provided by one City department to other City departments on a fee for service basis. The City of Concord has the following internal service funds:
Workers' Compensation Fund - Accounts for workers' compensation expenses.
Risk Management/Liability Fund - To account for the non-reimbursable portion of insurance claims and judgments.
Post Retirement Healthcare Benefits Fund - Accounts for the contributions and benefits paid in relation to the Post-Retirement Health Care Program.
Fleet Maintenance Fund - Accumulates resources to fund the operations and replacement of City licensed vehicles and motorized equipment.
Information Technology Operations Fund – Accounts for the expenses to fund the operations of the Information Technology department.
Information Technology Replacement Fund - Accumulates resources to fund the operations and replacement of computers, software and office equipment used by City staff.
Building Maintenance Fund - Accumulates resources required to maintain City facilities. Also includes facility upkeep, repair and custodial services.
313 CITY OF CONCORD BUILDING MAINTENANCE INTERNAL SERVICE FUND (630) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $1,259,675 $ 1,272,990 $ 1,281,803 $ 1,285,629 $ 1,289,313 $ 1,292,850 $ 1,296,236 $ 1,299,464 $ 1,302,531 $ 1,305,429
Add Revenues: Interest $ 17,585 $ 17,585 $ 12,773 $ 12,811 $ 12,847 $ 12,881 $ 12,914 $ 12,945 $ 12,975 $ 13,003 Service Fees 3,492,064 3,525,650 3,596,163 3,668,086 3,741,448 3,816,277 3,892,602 3,970,454 4,049,863 4,130,861 Total Revenue$ 3,509,649 $ 3,543,235 $ 3,608,936 $ 3,680,897 $ 3,754,294 $ 3,829,158 $ 3,905,516 $ 3,983,400 $ 4,062,838 $ 4,143,864
Less Appropriations: Building Maintenance $ 2,269,983 $ 2,299,283 $ 2,345,268 $ 2,392,174 $ 2,440,017 $ 2,488,818 $ 2,538,594 $ 2,589,366 $ 2,641,153 $ 2,693,976 Custodial Services 609,031 610,707 622,922 635,380 648,088 661,049 674,270 687,756 701,511 715,541 Building Component Repl. 414,795 414,795 423,091 431,553 440,184 448,988 457,967 467,127 476,469 485,999 Capital Projects ------Total Appropriations$ 3,293,810 $ 3,324,785 $ 3,391,281 $ 3,459,106 $ 3,528,289 $ 3,598,854 $ 3,670,831 $ 3,744,248 $ 3,819,133 $ 3,895,516
Revenues Over (Under) Appropriations $ 215,839 $ 218,450 $ 217,655 $ 221,790 $ 226,006 $ 230,303 $ 234,685 $ 239,152 $ 243,705 $ 248,348
Other Financing Sources Transfers In (Out) (202,524) (209,637) (213,830) (218,106) (222,468) (226,918) (231,456) (236,085) (240,807) (245,623) Total Financing Sources(Uses)$ (202,524) $ (209,637) $ (213,830) $ (218,106) $ (222,468) $ (226,918) $ (231,456) $ (236,085) $ (240,807) $ (245,623)
Fund Balance 6/30$ 1,272,990 $ 1,281,803 $ 1,285,629 $ 1,289,313 $ 1,292,850 $ 1,296,236 $ 1,299,464 $ 1,302,531 $ 1,305,429 $ 1,308,154
314 CITY OF CONCORD FLEET INTERNAL SERVICE FUND (633) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $6,140,037 $ 6,742,730 $ 6,626,974 $ 6,692,565 $ 6,795,415 $ 6,936,630 $ 7,117,339 $ 7,338,700 $ 7,601,895 $ 7,908,136
Add Revenues: Interest $ 32,491 $ 32,491 $ 66,266 $ 67,104 $ 68,319 $ 69,920 $ 71,921 $ 74,331 $ 77,164 $ 80,432 Service Fees 3,891,542 3,942,306 4,021,152 4,101,575 4,183,607 4,267,279 4,352,625 4,439,678 4,528,472 4,619,041 Other Revenues 25,000 25,000 25,500 26,010 26,530 27,061 27,602 28,154 28,717 29,291
Total Revenue $ 3,949,033 $ 3,999,797 $ 4,112,918 $ 4,194,689 $ 4,278,456 $ 4,364,260 $ 4,452,148 $ 4,542,163 $ 4,634,353 $ 4,728,764
Less Appropriations: Maintenance & Operation $ 2,130,969 $ 2,181,944 $ 2,225,583 $ 2,270,095 $ 2,315,497 $ 2,361,807 $ 2,409,043 $ 2,457,224 $ 2,506,368 $ 2,556,495 Replacement 1,215,371 1,933,609 1,821,744 1,821,744 1,821,744 1,821,744 1,821,744 1,821,744 1,821,744 1,821,744
Total Appropriations $ 3,346,340 $ 4,115,553 $ 4,047,327 $ 4,091,839 $ 4,137,241 $ 4,183,551 $ 4,230,787 $ 4,278,968 $ 4,328,112 $ 4,378,239
Revenues Over (Under) Appropriations $ 602,693 $ (115,756) $ 65,591 $ 102,850 $ 141,215 $ 180,709 $ 221,361 $ 263,195 $ 306,241 $ 350,525
Other Financing Sources Other Transfer $ - $ - $ - $ - $ - $ - $ - $ - - - Transfers In (Out)-Replace. ------Total Financing Sources(Uses) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 6,742,730 $ 6,626,974 $ 6,692,565 $ 6,795,415 $ 6,936,630 $ 7,117,339 $ 7,338,700 $ 7,601,895 $ 7,908,136 $ 8,258,661
315 CITY OF CONCORD INFORMATION TECHNOLOGY INTERNAL SERVICE FUND (634) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $191,529 $ 148,785 $ 94,737 $ 101,916 $ 108,655 $ 114,941 $ 120,758 $ 126,091 $ 126,091 $ 130,924
Add Revenues: Interest $ 77,823 $ 77,823 $ 58,367 $ 58,951 $ 59,540 $ 60,136 $ 60,737 $ 61,345 $ 61,958 $ 62,578 Service Fees 9,159,127 9,257,610 9,526,080 9,716,602 9,910,934 10,109,153 10,311,336 10,517,562 10,727,914 10,942,472 Total Revenue $ 9,236,950 $ 9,335,434 $ 9,584,450 $ 9,775,556 $ 9,970,478 $ 10,169,293 $ 10,372,079 $ 10,578,914 $ 10,789,880 $ 11,005,059
Less Appropriations: Administration $ 1,326,790 $ 1,357,145 $ 1,384,288 $ 1,411,974 $ 1,440,213 $ 1,469,017 $ 1,498,398 $ 1,528,366 $ 1,558,933 $ 1,590,112 Project Management Office 2,303,454 2,326,086 $ 2,372,608 $ 2,420,060 $ 2,468,461 $ 2,517,830 $ 2,568,187 $ 2,619,551 $ 2,671,942 $ 2,725,380 Operations 1,421,183 1,460,904 $ 1,490,122 $ 1,519,924 $ 1,550,323 $ 1,581,329 $ 1,612,956 $ 1,645,215 $ 1,678,119 $ 1,711,681 Customer Service 4,228,267 4,245,347 $ 4,330,254 $ 4,416,859 $ 4,505,196 $ 4,595,300 $ 4,687,206 $ 4,780,950 $ 4,876,569 $ 4,974,100 Capital Projects - - $ - $ - $ - $ - $ - $ - $ - $ - Total Appropriations $ 9,279,694 $ 9,389,481 $ 9,577,271 $ 9,768,816 $ 9,964,193 $ 10,163,476 $ 10,366,746 $ 10,574,081 $ 10,785,562 $ 11,001,274
Revenues Over (Under) Appropriations $ (42,744) $ (54,048) $ 7,179 $ 6,740 $ 6,286 $ 5,817 $ 5,333 $ 4,833 $ 4,317 $ 3,785
Other Uses of Funds Transfer to Replacement Fund $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ------Total Other Funding Sources $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 148,785 $ 94,737 $ 101,916 $ 108,655 $ 114,941 $ 120,758 $ 126,091 $ 130,924 $ 130,408 $ 134,709
316 CITY OF CONCORD INFORMATION TECHNOLOGY REPLACEMENT INTERNAL SERVICE FUND (636) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $5,632,975 $ 4,330,135 $ 2,927,295 $ 3,068,045 $ 3,243,432 $ 3,454,648 $ 3,501,919 $ 3,586,507 $ 3,586,507 $ 3,709,711
Add Revenues: Interest $ 4,455 $ 4,455 $ 15,264 $ 16,136 $ 17,187 $ 17,422 $ 17,843 $ 18,456 $ 18,652 $ 19,470 Replacement Fees $ 1,092,705 $ 1,092,705 $ 1,125,486 $ 1,159,251 $ 1,194,028 $ 1,229,849 $ 1,266,745 $ 1,304,747 $ 1,343,889 $ 1,384,206 Total Revenue $ 1,097,160 $ 1,097,160 $ 1,140,750 $ 1,175,387 $ 1,211,216 $ 1,247,272 $ 1,284,588 $ 1,323,203 $ 1,362,541 $ 1,403,676
Less Appropriations: Replacement $ 2,400,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 Total Appropriations $ 2,400,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000 $ 1,200,000
Revenues Over (Under) Appropriations $ (1,302,840) $ (1,402,840) $ 140,750 $ 175,387 $ 211,216 $ 47,272 $ 84,588 $ 123,203 $ 162,541 $ 203,676
Other Uses of Funds Capital Projects ------Total Other Funding Uses $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 4,330,135 $ 2,927,295 $ 3,068,045 $ 3,243,432 $ 3,454,648 $ 3,501,919 $ 3,586,507 $ 3,709,711 $ 3,749,049 $ 3,913,386
317 City of Concord Post Retirement Healthcare (OPEB) Obligation 10-Year Projection For the Years Ending June 30, 2022 and 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $675,634 $ 685,309 $ 638,985 $ 603,510 $ 579,133 $ 566,111 $ 564,700 $ 575,163 $ 597,769 $ 632,789
Add Revenues: Interest $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Service Fees 4,431,000 4,525,000 4,581,563 4,638,832 4,696,817 4,755,528 4,814,972 4,875,159 4,936,098 4,997,800 Total Revenue $ 4,431,000 $ 4,525,000 $ 4,581,563 $ 4,638,832 $ 4,696,817 $ 4,755,528 $ 4,814,972 $ 4,875,159 $ 4,936,098 $ 4,997,800
Less Appropriations: Benefit Payments $ 4,347,040 $ 4,497,040 $ 4,542,010 $ 4,587,430 $ 4,633,304 $ 4,679,637 $ 4,726,434 $ 4,773,698 $ 4,821,435 $ 4,869,649 Administrative Costs 74,285 74,285 75,028 75,778 76,536 77,301 78,074 78,855 79,644 80,440 Total Appropriations $ 4,421,325 $ 4,571,325 $ 4,617,038 $ 4,663,208 $ 4,709,840 $ 4,756,939 $ 4,804,508 $ 4,852,553 $ 4,901,079 $ 4,950,089
Revenue Over (Under) Appropriations $ 9,675 $ (46,325) $ (35,475) $ (24,376) $ (13,023) $ (1,411) $ 10,464 $ 22,606 $ 35,020 $ 47,710
Other Funding Sources $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Other Funding $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 685,309 $ 638,985 $ 603,510 $ 579,133 $ 566,111 $ 564,700 $ 575,163 $ 597,769 $ 632,789 $ 680,499
318 CITY OF CONCORD LIABILITY INTERNAL SERVICE FUND (620) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $3,659,979 $ 3,659,979 $ 3,659,979 $ 3,935,955 $ 4,219,478 $ 4,510,720 $ 4,809,855 $ 5,117,062 $ 5,432,524 $ 5,756,425
Add Revenues: Interest $ 18,685 $ 18,685 $ 37,791 $ 40,574 $ 43,434 $ 46,371 $ 49,388 $ 52,486 $ 55,666 $ 58,932 Service Fees 1,969,596 2,010,196 2,050,400 2,091,408 2,133,236 2,175,901 2,219,419 2,263,807 2,309,083 2,355,265 Total Revenue $ 1,988,281 $ 2,028,881 $ 2,088,191 $ 2,131,982 $ 2,176,670 $ 2,222,272 $ 2,268,806 $ 2,316,293 $ 2,364,750 $ 2,414,197
Less Appropriations: Premium Payments $ 766,037 $ 766,037 $ 781,358 $ 796,985 $ 812,925 $ 829,183 $ 845,767 $ 862,682 $ 879,936 $ 897,534 Claims and Judgments 1,222,244 1,262,844 1,030,857 1,051,474 1,072,503 1,093,954 1,115,833 1,138,149 1,160,912 1,184,131 Fiscal Charges ------Total Appropriations $ 1,988,281 $ 2,028,881 $ 1,812,215 $ 1,848,459 $ 1,885,428 $ 1,923,137 $ 1,961,599 $ 2,000,831 $ 2,040,848 $ 2,081,665
Revenue Over (Under) Appropriations $ - $ - $ 275,976 $ 283,523 $ 291,242 $ 299,135 $ 307,207 $ 315,461 $ 323,902 $ 332,532
Other Finance Source Transfers In $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Transfers Out ------Total Other Finance Source $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Fund Balance 6/30 $ 3,659,979 $ 3,659,979 $ 3,935,955 $ 4,219,478 $ 4,510,720 $ 4,809,855 $ 5,117,062 $ 5,432,524 $ 5,756,425 $ 6,088,958
Actuarial Claims Liability $ 2,489,117 $ 2,514,009 $ 2,539,149 $ 2,564,540 $ 2,590,186 $ 2,616,087 $ 2,642,248 $ 2,668,671 $ 2,695,358 $ 2,722,311
Fund Balance 6/30 Adjusted for Actuarial Claims Liability $ 1,170,862 $ 1,145,970 $ 1,396,806 $ 1,654,938 $ 1,920,535 $ 2,193,768 $ 2,474,814 $ 2,763,853 $ 3,061,068 $ 3,366,647
319 CITY OF CONCORD WORKERS' COMPENSATION INTERNAL SERVICE FUND (610) FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
Fund Balance 7/01 $15,043,585 $ 15,527,638 $ 16,148,844 $ 16,757,972 $ 17,462,956 $ 18,184,192 $ 18,922,027 $ 19,676,813 $ 20,448,913 $ 21,238,694
Add Revenues: Interest $ 104,252 $ 104,252 $ 83,373 $ 170,253 $ 177,349 $ 184,608 $ 192,034 $ 199,630 $ 207,401 $ 215,349 Pavilion Loan Repayment 76,923 76,923 76,923 76,923 76,923 76,923 76,923 76,923 76,923 76,923 Service Fees 4,503,925 4,661,072 4,754,293 4,849,379 4,946,366 5,045,294 5,146,200 5,249,124 5,354,106 5,461,188 Total Revenue $ 4,685,100 $ 4,842,247 $ 4,914,589 $ 5,096,555 $ 5,200,639 $ 5,306,825 $ 5,415,157 $ 5,525,677 $ 5,638,430 $ 5,753,461
Less Appropriations: Operations $ 266,047 $ 266,041 $ 271,362 $ 276,789 $ 282,325 $ 287,971 $ 293,731 $ 299,605 $ 305,597 $ 311,709 Med. Benefits/Pmts. 3,187,000 3,187,000 3,250,740 3,315,755 3,382,070 3,449,711 3,518,706 3,589,080 3,660,861 3,734,078 Insurance 748,000 768,000 783,360 799,027 815,008 831,308 847,934 864,893 882,191 899,834 Total Appropriations $ 4,201,047 $ 4,221,041 $ 4,305,462 $ 4,391,571 $ 4,479,402 $ 4,568,990 $ 4,660,370 $ 4,753,578 $ 4,848,649 $ 4,945,622
Revenue Over (Under) Appropriations $ 484,053 $ 621,206 $ 609,127 $ 704,984 $ 721,236 $ 737,834 $ 754,787 $ 772,100 $ 789,781 $ 807,839
Other Finance Source Transfers In Transfers Out-LRA Loan ------
Fund Balance 6/30 $15,527,638 $ 16,148,844 $ 16,757,972 $ 17,462,956 $ 18,184,192 $ 18,922,027 $ 19,676,813 $ 20,448,913 $ 21,238,694 $ 22,046,532
Actuarial Claims Liability $15,338,000 $ 15,982,196 $ 16,653,448 $ 17,352,893 $ 18,081,715 $ 18,841,147 $ 19,632,475 $ 20,457,039 $ 21,316,234 $ 22,211,516
Fund Balance 6/30 Adjusted for Actuarial Claims Liability $ 189,638 $ 166,648 $ 104,523 $ 110,063 $ 102,477 $ 80,880 $ 44,338 $ (8,126) $ (77,541) $ (164,984)
320 This page intentionally left blank Fiduciary
This page intentionally left blank Concord’s Historic Nunez House
Built in the 1890s on the south side of Salvio Street between Grant and Colfax Streets, this home was adjacent to the Nunez family's saloon in the original Todos Santos Village. When that block was reconstructed during the late 1930s to accommodate the new Enea Theater, the Nunez house was moved to this location. The architecture of the house distinguishes it as the most prominent expression of the popular Queen Anne-style which still exists in Concord. The house is a private residence
323 This page intentionally left blank CITY OF CONCORD FIDUCIARY FUNDS FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Fiduciary Funds - Trust funds are used to account for assets held by the City as trustee or agent for other governmental units, private organizations or individuals. The financial activities of these funds are excluded from the City-wide financial statements, but are presented in separate Fiduciary financial statements. The City has two fiduciary funds.
City of Concord Retirement System Plan – The retirement system is a closed plan and is a single employer defined benefit pension plan covering all full-time employees of the City retired prior to June 28, 1999. The plan provides retirement and death benefits for general and police employees as well as disability benefits for police employees. General employees are eligible for retirement benefits at age 50, provided the employee has completed 20 years of service or has accumulated contributions in excess of $500 and was employed before June 30, 1990; or has completed 5 years of service and was terminated after July 1, 1991. Sworn police employees are eligible for retirement at age 50, provided the employee has completed 20 years of service or has accumulated contributions exceeding $500. Retirement benefits are determined based on the employee’s length of service, highest one-year compensation upon retirement, and age at retirement.
Successor Agency – The Redevelopment Agency of the City of Concord was dissolved on January 31, 2012 following State of California adoption of ABx1 26 and AB1484. The City will serve as the Successor Agency and it has assumed ownership and responsibility for all remaining assets, properties, contracts, leases and records of the Redevelopment Agency, and will be responsible for winding down the Agency’s contractual and legal obligations and affairs. The activities of the Successor Agency are subject to the review and approval of the Oversight Board.
325 CITY OF CONCORD FIDUCIARY FUNDS FOR THE YEAR ENDING JUNE 30, 2022
Retirement System Successor Pension * Agency ** Trust Trust Fund
FUND BALANCE AS JULY 1, 2021 $30,468,346 $ -
REVENUES
Contributions $ 2,487,000 $ - Property Taxes, Net of Pass Through Payments 4,228,320 Administrative Allowance 250,000 Investment Income 630,000 - Transfers In 3,211,750 Total Revenues $ 3,117,000 $ 7,690,070
EXPENSES
Retirement and other benefits $ 2,487,000 $ - Management and Custodial expenses 180,000 Property Taxes (Annual Assessment Districts) Agency Staffing and Other Admin Costs 250,000 Debt Service 3,212,250 Other - 4,227,820 Total Expenses $ 2,667,000 $ 7,690,070
OTHER FINANCING SOURCES
Transfers out - -
Excess of Revenues and Other Financing sources 450,000 - Over (Under) Expenses
FUND BALANCE AS JULY 1, 2022 $ 30,918,346 $ -
* The pension trust assets are for the City of Concord Retirement System. As of June 20, 1993, Concord entered the California Public Employees Retirement System (PERS) on a prospective basis. In May, 1999 the City purchased from PERS prior service credit for all active employees. The funds shown on this page represent funding of benefit payments for retirees under the City of Concord Retirement System and for those terminated employees who have left deposits and will be entitled to retirement benefits. ** In February 2012 the Redevelopment Agency of the City of Concord was dissolved and the remaining assets were distributed to and liabilities were assumed by the Successor Agency. The activities of the Successor Agency are reported in the Successor Agency Private-Purpose Trust Fund and subject to the review and approval of the Oversight Board and State of California.
326 CITY OF CONCORD FIDUCIARY FUNDS FOR THE YEAR ENDING JUNE 30, 2023
Retirement System Successor Pension * Agency ** Trust Trust Fund
FUND BALANCE AS JULY 1, 2022 $ 30,918,346 $ -
REVENUES
Contributions $ 2,485,000 $ - Property Taxes, Net of Pass Through Payments - 3,909,445 Administrative Allowance - 250,000 Investment Income 630,000 Transfers In 3,212,250 Total Revenues $ 3,115,000 $ 7,371,695
EXPENSES
Retirement and other benefits $ 2,485,000 $ - Management and Custodial expenses 180,000 - Property Taxes (Annual Assessment Districts) - - Agency Staffing and Other Admin Costs - 250,000 Debt Service - 2,646,000 Other - 4,475,695 Total Expenses $ 2,665,000 $ 7,371,695
OTHER FINANCING SOURCES
Transfers out - -
Excess of Revenues and Other Financing sources 450,000 - Over (Under) Expenses
FUND BALANCE AS JULY 1, 2023 $ 31,368,346 $ -
* The pension trust assets are for the City of Concord Retirement System. As of June 20, 1993, Concord entered the California Public Employees Retirement System (PERS) on a prospective basis. In May, 1999 the City purchased from PERS prior service credit for all active employees. The funds shown on this page represent funding of benefit payments for retirees under the City of Concord Retirement System and for those terminated employees who have left deposits and will be entitled to retirement benefits. ** In February 2012 the Redevelopment Agency of the City of Concord was dissolved and the remaining assets were distributed to and liabilities were assumed by the Successor Agency. The activities of the Successor Agency are reported in the Successor Agency Private-Purpose Trust Fund and subject to the review and approval of the Oversight Board and State of California.
327 This page intentionally left blank Positions
This page intentionally left blank CITY OF CONCORD PROPOSED FULL-TIME POSITIONS BY CLASSIFICATION WITHIN DEPARTMENT FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Number of Authorized Positions 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget
City Attorney City Attorney 1.0 1.0 1.0 1.0 1.0 Executive Legal Secretary 1.0 1.0 1.0 1.0 1.0 Senior Assistant City Attorney 2.0 2.0 2.0 2.0 2.0 Total City Attorney 4.0 4.0 4.0 4.0 4.0
City Council Confidential Secretary 1.0 1.0 Councilmember 3.0 3.0 3.0 3.0 3.0 Mayor 1.0 1.0 1.0 1.0 1.0 Vice Mayor 1.0 1.0 1.0 1.0 1.0 Total City Council 6.0 6.0 5.0 5.0 5.0
Community Development Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Administrative Clerk II 2.0 2.0 2.0 2.0 2.0 Administrative Coordinator 1.0 2.0 2.0 2.0 2.0 Administrative Secretary 2.0 1.0 1.0 1.0 1.0 Assistant Engineer 1.0 1.0 1.0 1.0 1.0 Assistant Planner 2.0 2.0 1.0 1.0 1.0 Associate Civil Engineer (1) 4.0 4.0 3.0 4.0 4.0 Associate Planner 2.0 1.0 1.0 1.0 1.0 Building Inspection Supervisor 1.0 1.0 1.0 1.0 1.0 Building Inspector 3.0 6.0 6.0 6.0 6.0 Chief Building Official 1.0 1.0 1.0 1.0 1.0 City Engineer 1.0 1.0 1.0 1.0 1.0 Community Reuse Area Planner 1.0 1.0 1.0 1.0 1.0 Construction Inspection Supervisor 1.0 1.0 1.0 1.0 1.0 Construction Inspector 3.0 3.0 3.0 3.0 3.0 Director of Community Development 1.0 1.0 1.0 1.0 1.0 Economic Development & Housing Manager (2) 1.0 1.0 Economic Development Manager (2) 1.0 1.0 Economic/Development Specialist (2) 1.0 1.0 Housing Manager 1.0 1.0 1.0 1.0 1.0 Housing Program Analyst 1.0 1.0 1.0 1.0 1.0 Permit Center Technician I 3.0 1.0 1.0 1.0 1.0 Permit Center Technician II 2.0 2.0 2.0 2.0 Permit Center Technician III 3.0 3.0 3.0 3.0 3.0 Plan Check Engineer 2.0 2.0 2.0 2.0 2.0 Planning Manager 1.0 1.0 1.0 1.0 1.0 Principal Planner 2.0 2.0 2.0 2.0 2.0 Program Manager (2) 1.0 1.0 Senior Building Inspector 2.0 1.0 1.0 1.0 1.0 Senior Civil Engineer 3.0 2.0 2.0 2.0 2.0 Senior Planner 1.0 2.0 2.0 2.0 2.0 Transportation Manager 1.0 1.0 1.0 1.0 1.0 Transportation Program Manager II 1.0 2.0 2.0 2.0 2.0
Total Community & Economic Development 52.0 54.0 48.0 49.0 49.0
(1) The Associate Civil Engineer position was added at Mid-Cycle 2021 (2) The Economic Development division was transferred to the Economic Development & Base Reuse department at Mid-Cycle 2021
330 CITY OF CONCORD PROPOSED FULL-TIME POSITIONS BY CLASSIFICATION WITHIN DEPARTMENT FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Number of Authorized Positions 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget Economic Development & Base Reuse (1) Director of Economic Development & Base Reuse 1.0 1.0 1.0 1.0 1.0 Executive Secretary - Confidential 1.0 1.0 1.0 1.0 1.0 Economic Development Manager 1.0 1.0 1.0 Economic Development Specialist 1.0 1.0 1.0 Program Manager (2) 1.0 Total Economic Development & Base Reuse 2.0 2.0 5.0 4.0 4.0
Finance Account Clerk I 1.0 1.0 Account Clerk II 1.0 1.0 1.0 1.0 Account Clerk III 3.0 3.0 3.0 4.0 4.0 Accountant II 2.0 2.0 2.0 2.0 2.0 Accounts Payable Team Leader 1.0 1.0 1.0 1.0 1.0 Budget Analyst 1.0 1.0 1.0 1.0 1.0 Budget Officer 1.0 1.0 1.0 1.0 1.0 Central Storekeeper 1.0 City Treasurer 1.0 1.0 1.0 1.0 1.0 Director of Finance 1.0 1.0 1.0 1.0 1.0 Financial Operations Manager 1.0 1.0 1.0 1.0 1.0 Payroll Specialist 1.0 1.0 1.0 1.0 1.0 Payroll Technician 1.0 1.0 1.0 1.0 1.0 Purchasing Agent 1.0 1.0 1.0 1.0 1.0 Revenue Generation Team Leader 1.0 1.0 1.0 1.0 1.0 Senior Financial Analyst 1.0 1.0 1.0 1.0 1.0 Supervising Accountant 1.0 1.0 1.0 1.0 1.0 Treasury Technician 1.0 Total Finance 19.0 19.0 19.0 19.0 19.0
Human Resources Director of Human Resources 1.0 1.0 1.0 1.0 1.0 Human Resources Analyst II 2.0 2.0 2.0 2.0 2.0 Human Resources Specialist 1.0 1.0 1.0 1.0 1.0 Human Resources Technician II 2.0 2.0 2.0 2.0 2.0 Senior Human Resources Analyst 2.0 2.0 2.0 2.0 2.0 Total Human Resources 8.0 8.0 8.0 8.0 8.0
Information Technology Director of Information Technology 1.0 1.0 1.0 1.0 1.0 GIS Program Analyst 1.0 1.0 1.0 Information Technology Manager 3.0 3.0 3.0 3.0 Manager of Business Systems & Project Management 1.0 Network Operations Manager 1.0 Program Assistant 1.0 1.0 1.0 1.0 1.0 Programmer Analyst 1.0 2.0 2.0 3.0 3.0 Program Manager 1.0 Senior Programmer Analyst 1.0 1.0 1.0 1.0 1.0 Senior Systems Analyst 1.0 1.0 1.0 1.0 1.0 Systems & Programming Manager 2.0 2.0 2.0 2.0 2.0 Systems Manager 1.0 1.0 1.0 1.0 1.0 Web Coordinator 1.0 Total Information Technology 13.0 13.0 13.0 13.0 13.0
Office of the City Manager Administrative Clerk II 1.0 1.0 1.0 1.0 1.0 Administrative Secretary 1.0 1.0 1.0 1.0 1.0 Assistant City Manager 1.0 1.0 1.0 1.0 City Clerk 1.0 1.0 1.0 1.0 1.0 City Manager 1.0 1.0 1.0 1.0 1.0
(1) The Economic Development & Base Reuse department was formed at Mid-Cycle 2021 (2) Program Manager transferred to Parks & Recreation
331 CITY OF CONCORD PROPOSED FULL-TIME POSITIONS BY CLASSIFICATION WITHIN DEPARTMENT FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Number of Authorized Positions 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget Office of the City Manager (continued) Community Relations Manager 1.0 1.0 1.0 1.0 1.0 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Executive Assistant-Council/City Manager 1.0 1.0 1.0 1.0 1.0 Graphic Designer 1.0 1.0 0.0 0.0 0.0 Printing Services Supervisor 1.0 1.0 0.0 0.0 0.0 Total City Management 10.0 10.0 7.0 8.0 8.0
Parks and Recreation Administrative Coordinator 0.0 1.0 1.0 1.0 1.0 Camp Director (Contract) 1.0 1.0 1.0 1.0 1.0 Camp Facility Specialist (Contract) 1.0 0.0 0.0 0.0 0.0 Director of Parks and Recreation (1) 1.0 1.0 1.0 1.0 1.0 Program Manager (2) 0.0 0.0 0.0 1.0 1.0 Recreation Program Coordinator 6.0 6.0 6.0 6.0 6.0 Recreation Program Manager 4.0 4.0 3.0 3.0 3.0 Total Parks and Recreation 13.0 13.0 12.0 13.0 13.0
Police Department Non-Sworn Positions Administrative Clerk II 2.0 0.0 0.0 0.0 0.0 Administrative Clerk III 1.0 1.0 0.0 0.0 0.0 Administrative Secretary 4.0 4.0 2.0 2.0 2.0 Administrative Services Manager 1.0 1.0 1.0 1.0 1.0 Code Enforcement Officer 5.0 5.0 3.0 3.0 3.0 Community Service Officer 8.0 17.0 11.0 11.0 11.0 Community Service Officer/Detention 4.0 0.0 0.0 0.0 0.0 Executive Secretary 1.0 1.0 1.0 1.0 1.0 Lead Dispatcher 3.0 3.0 3.0 3.0 3.0 Police Dispatcher I (3) 2.0 1.0 1.0 1.0 1.0 Police Dispatcher II (3) 12.0 13.0 13.0 13.0 13.0 Police Records Clerk II 6.0 0.0 0.0 0.0 0.0 Police Records Clerk III 3.0 5.0 5.0 5.0 5.0 Police Records Manager (Crimes Analyst) 1.0 0.0 0.0 0.0 0.0 Police Records Manager (4) 0.0 0.0 0.0 1.0 1.0 Program Assistant 1.0 1.0 1.0 1.0 1.0 Program Manager 1.0 1.0 1.0 1.0 1.0 Recycling Theft Prevention Specialist 1.0 1.0 1.0 1.0 1.0 Senior Crimes and Intelligence Analyst 1.0 1.0 1.0 1.0 Senior Programmer Analyst 1.0 0.0 0.0 0.0 0.0 Vehicle Abatement Officer 1.0 1.0 1.0 1.0 1.0 Violence Victim Advocate 1.0 1.0 0.0 0.0 0.0 Total Non-Sworn Positions 59.0 57.0 45.0 46.0 46.0
Sworn Positions Chief of Police 1.0 1.0 1.0 1.0 1.0 Police Captain (5) 3.0 3.0 2.0 2.0 2.0 Police Lieutenant 7.0 7.0 7.0 7.0 7.0 Police Officer (5) 123.0 121.0 110.0 110.0 110.0 Police Sergeant (4) 20.0 20.0 20.0 19.0 19.0 Total Sworn Positions 154.0 152.0 140.0 139.0 139.0
Total Police Department Positions 213.0 209.0 185.0 185.0 185.0
(1) Forty percent of this position is funded by the Golf Course Enterprise Fund and ten percent is funded by the Pavilion Fund. (2) Program Manager transferred from Economic Development & Base Reuse (3) This is a flexibly staffed position with transition between Police Dispatcher I and II. (4) Police Sergeant position exchanged for Police Records Manager in FY 2021 (5) One Police Captain and eleven Police Officer positions were frozen and unfunded at Mid-Cycle 2021
332 CITY OF CONCORD PROPOSED FULL-TIME POSITIONS BY CLASSIFICATION WITHIN DEPARTMENT FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Number of Authorized Positions 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget Public Works Administrative Clerk II 1.0 1.0 Administrative Clerk III 2.0 1.0 1.0 1.0 1.0 Administrative Secretary 1.0 1.0 1.0 1.0 Administrative Services Manager 1.0 1.0 1.0 1.0 Automotive Parts Worker 1.0 1.0 1.0 1.0 1.0 Director of Public Works 1.0 1.0 1.0 1.0 1.0 Environmental Maintenance Technician 1.0 1.0 Equipment Mechanic 3.0 2.0 2.0 2.0 2.0 Facilities Maintenance Manager 1.0 1.0 1.0 1.0 1.0 Facilities Maintenance Technician 1.0 1.0 1.0 1.0 1.0 General Laborer (1) 8.0 5.0 5.0 Heavy Equipment Operator I 2.0 2.0 2.0 2.0 2.0 Heavy Equipment Operator II 1.0 1.0 1.0 1.0 1.0 Landscape Gardener 9.0 11.0 11.0 11.0 11.0 Maintenance Electrician 1.0 1.0 1.0 1.0 1.0 Maintenance Gardener 1.0 1.0 1.0 1.0 1.0 Maintenance Painter 1.0 1.0 1.0 1.0 1.0 Maintenance Utility Mechanic 2.0 2.0 2.0 2.0 2.0 Maintenance Worker I (1) 10.0 14.0 13.0 17.0 17.0 Maintenance Worker II (1) 3.0 2.0 2.0 3.0 3.0 Parks Lead Worker 2.0 Parks Manager 1.0 1.0 1.0 1.0 1.0 Program Manager 1.0 Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0 Public Works Supervisor 4.0 4.0 4.0 4.0 4.0 Recreation & Special Events Program Coordinator 1.0 Senior Administrative Analyst 1.0 Senior Equipment Mechanic 1.0 1.0 1.0 1.0 Senior Maintenance Team Leader 4.0 4.0 3.0 3.0 3.0 Senior Traffic Signal Technician (2) 2.0 1.0 1.0 1.0 1.0 Traffic Signal Technician (2) 1.0 2.0 2.0 2.0 2.0 Tree Lead Worker 1.0 1.0 1.0 1.0 1.0 Tree Trimmer 1.0 1.0 1.0 1.0 1.0 Total Public Works (3) 69.0 67.0 63.0 63.0 63.0
TOTAL GENERAL CITY 409.0 405.0 369.0 371.0 371.0
(1) This is a flexibly staffed position with transition between General Laborer, Maint. Worker I, and Maint. Worker II. (2) Positions partially funded by Lighting District. (3) Some of these positions are partially funded by Storm Water Management.
333 CITY OF CONCORD PROPOSED FULL-TIME POSITIONS BY CLASSIFICATION WITHIN DEPARTMENT FOR THE YEARS ENDING JUNE 30, 2022 AND 2023
Number of Authorized Positions 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Adopted Adopted Proposed Proposed Budget Budget Budget Budget Budget
Storm Water Management Sweeper Operator 2.0 2.0 2.0 2.0 2.0 Total Storm Water Management 2.0 2.0 2.0 2.0 2.0
Sewer Enterprise General Laborer (1) 1.0 1.0 Heavy Equipment Operator I 1.0 1.0 1.0 1.0 1.0 Infrastructure Maintenance Manager 1.0 1.0 1.0 Maintenance Superintendent 1.0 1.0 Maintenance Worker I (1) 1.0 1.0 1.0 3.0 3.0 Maintenance Worker II (1) 7.0 6.0 6.0 5.0 5.0 Public Works Supervisor 1.0 1.0 1.0 1.0 1.0 Total Sewer 11.0 11.0 11.0 11.0 11.0
TOTAL STORM WATER AND ENTERPRISE FUNDS 13.0 13.0 13.0 13.0 13.0
GRAND TOTAL CITY 422.0 418.0 382.0 384.0 384.0
(1) This is a flexibly staffed position with transition between General Laborer, Maint. Worker I, and Maint. Worker II.
334 This page intentionally left blank Glossary This page intentionally left blank Glossary of Terms
Accrual Basis - A basis of accounting in which transactions are recorded when the underlying event occurs, as opposed to when the cash is received or when the bill is paid.
Actuarially Determined Contribution (ADC) – The ADC represents the amount needed to fund benefits over time. If the contributions are not fully paid, interest accrues on the unpaid portion at the plan’s expected long-term rate of return.
ADA - Acronym used to denote the American Disabilities Act.
Appropriation – Represents the legal authorization granted by the legislative body (i.e., City Council) to incur obligations and to make expenditures for specific purposes.
Assessed Valuation - The valuation set upon real estate and certain personal property by the Assessor as a basis for levying property taxes.
Assets - Resources having monetary value which are owned or held by a government.
Available (Unassigned) Fund Balance - Funds remaining at the end of the prior year, which are available for use in the current year.
Balanced Budget – A budget in which current revenues in combination with current fund balances equal or exceed current expenditures.
Benefits Reserve Fund – Reserve fund intended to support unplanned costs and obligations determined in the current negotiated employment benefits.
Bond - A written promise to pay a specified sum of money (called the face value or principal amount), at a specified date or dates in the future called the maturity date(s), together with periodic interest at a specified rate.
Budget - A plan of financial activity for a specified period of time (fiscal year or bi-annual) indicating all estimated revenues and appropriated expenditures for that time period.
Budget Calendar - The schedule of key dates followed in the preparation and adoption of the City budget.
Budgetary Control - The control or management of the government finances to keep expenditures in accordance with the limitations of available appropriations and resources.
CALEA – Acronym used to denote the Commission on Accreditation for Law Enforcement Agenices.
CalPERS – Acronym used to denote the California Public Employees Retirement System.
337 GLOSSARY OF TERMS (cont.)
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.
Capital Budget – A plan of proposed capital outlay projects and the means to finance them.
Capital Improvement Program (CIP) – An appropriation plan for expenditures for capital outlay projects to be incurred each year over a fixed period of years. The City of Concord prepares a ten year CIP.
Capital/Maintenance Reserve – Funds available for Council appropriation to meet unanticipated and unscheduled capital and maintenance needs of City infrastructure and facilities. This reserve is to be used for major capital repair where facility failure, unexpected hazards or destruction of City property has occurred and where repair or replacement is not planned with the established capital, operations, or internal replacement funds.
Capital Outlay – The expenditures for capital projects and equipment with a value of $7,500 or more and a useful economic lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset.
Capital Project – A major construction, acquisition, or renovation activity which adds value to fixed assets or which significantly increases its useful life. Can also be called a capital improvement.
Cash Basis - A basis of accounting in which transactions is recognized only when cash is received or disbursed.
CCE – Acronym used to refer to the Clear Channel Entertainment Company, a subsidiary of Live Nation, Inc.
CCCSD – Acronym used to refer to the Contra Costa County Sanitary District.
CCCWP – Acronym used to denote Contra Costa County Water Pollution.
CDBG – Acronym used to denote the Community Development Block Grant.
COG – Acronym used to refer to Community Oriented Government.
COPS - Acronym used to refer to a grant for Citizens Options for Public Safety.
CPI – Acronym used to refer to the Consumer Priced Index.
CSC – Acronym used to denote the Community Services Commission.
CSMFO – Acronym used to denote the California Society of Municipal Finance Officers.
338 GLOSSARY OF TERMS (cont.)
Debt Service - The cost of paying principal and interest on borrowed money (bonds) according to a predetermined payment schedule.
Department - The basic organizational unit of government which is functionally unique in its delivery of services.
Depreciation – Portion of the cost of a fixed asset used up each year of its useful life.
Disbursement – Payment in cash from the City Treasury.
Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents.
Economic Contingency Reserve – Funds available for Council appropriation to meet unanticipated needs caused by State or Federal redirection of City resources, general economic downturns, or reductions in operating revenues.
Employee (or Fringe) Benefits – Compensation to employees provided in addition to salary and wages. Benefits include, but are not limited to retirement plan contributions and health insurance.
Encumbrance – The estimated amount of expenditures ultimately to result if what has been committed is completed.
Entitlements - Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the state or the federal government.
Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss.
Expense - Costs incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.
Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization.
Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.
FTE – Refer to the description shown below.
Full-time Equivalent Position (FTE) - A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year.
Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible (e.g., public safety).
339 GLOSSARY OF TERMS (cont.)
Fund - A fiscal subdivision of the governmental entity financial records including assets, liabilities, and fund balance, held apart for the accounting of a specific purpose or activity.
Fund Balance - The excess of the assets of a fund over its liabilities. Fund balance may be restricted as to its use or it may be available for any use within the fund specific purpose.
GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles
GASB – Acronym used to refer to the Governmental Accounting Standards Board.
GFOA – Acronym used to refer to the Government Finance Officers Association.
General Fund – Used to account for all financial resources except for those required to be accounted for in other funds.
Goal - A statement of broad direction, purpose, or intent based on the needs of the community. A goal is general and timeless.
Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee or the project.
Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which is not directly assigned to one service.
Interfund Transfers - The movement of monies between funds of the same governmental entity.
Intergovernmental Revenue - Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.
Internal Service Charges - The charges to user departments for services provided by another department, such as fleet maintenance or information technology.
Lapsing Appropriation - An appropriation made for a certain period of time, generally for the budget year. At the end of the specified period, any unexpected or unencumbered balances lapse or end, unless otherwise provided by law.
LSR - Acronym used to denote the Local Streets and Roads component of California Proposition 1B, the Transportation Bond Act passed in 2006
Materials and Supplies – The expendable materials and operating supplies required facilitating departmental operations.
MOU – Acronym used to denote Memorandum of Understanding. This is a contract between the City and employee union.
340 GLOSSARY OF TERMS (cont.)
NPDES – Acronym used to denote the National Pollutant Discharge Elimination System.
OPEB – Acronym used to denote other post-employment benefits. For the City of Concord “OPEB” refers to retiree health insurance.
Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame.
Operating Expenses - The cost for personnel, materials, and equipment required for a department to function.
Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.
Personnel Services - Expenditures for salaries, wages, and fringe benefits of a government's employees.
Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible.
Program Budget - A budget that allocates money to the functions or activities of a government rather than to specific items of cost or to specific departments.
RDA – Acronym used to denote the Redevelopment Agency.
Revenue – Refers to the sources of income received to finance the operations of government.
RFP – Acronym used to refer to a “Request for Proposal.”
SFRWQCB – Acronym used to refer to the San Francisco Regional Water Quality Control Board.
Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.
Transfers In/Out – See Interfund Transfers.
Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes.
Unforecasted Reserve Fund – Funds available for Council appropriation to continue services if State, Federal, or other grant funding sources are lost, and to offset the costs of unanticipated, unfunded governmental mandates.
341 GLOSSARY OF TERMS (cont.)
VLF – Acronym used to refer to the Vehicle License Fees.
342