2014 Budget - South San Francisco

Transcription

AdoptedOperating
Budget
FiscalYear2013Ͳ2014

AdoptedOperatingBudget
FiscalYear2013Ͳ2014
PedroGonzalez,Mayor
KarylMatsumoto,MayorProTem
MarkAddiego,Councilmember
RichardGarbarino,Councilmember
PradeepGupta,Councilmember
SubmittedbyBarryM.Nagel,CityManager
JimSteele,FinanceDirector
Iacknowledgeandextendmypersonalgratitudetoallofthosewhocametogethertohelpprepare
the 2013Ͳ14 Adopted Operating Budget Book with their creativity, determination, and senses of
humor.
JustineBuenaflor
EileenDeasy
MichMercado
AmyMangubat
JoelResplandor
ColleenTribby
My special thanks to the South San Francisco Management for deploying our first Internal Talent
ExchangeProgram(IͲTEP).
KathyMount
BarryNagel
TerryWhite
And finally special thanks to Colleen Tribby, Gerry Beaudin, Dave Bockhaus, and Mich Mercado for
theirpassionandvisioninsettinguptheEmployeeDevelopmentGroup(EDG),andtotheirworkin
launchingtheIͲTEPprogram.
The compilation and publication of this Operating Budget was made possible by the combined
contributionsofthoselistedabove.Iamgratefulfortheirhardworkandsupport.
JimSteele
FinanceDirector
CityofSouthSanFrancisco
iiAAͲi |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
TableofContents
TableofContents............................................................................................................................... .........AͲii
Introduction............................................................................................................................... .................BͲ1
Demographics............................................................................................................................... ...........BͲ5
BudgetDocumentandProcess................................................................................................................BͲ8
AppropriationsLimit.............................................................................................................................. BͲ13
BudgetAwards............................................................................................................................... ........BͲ15
OperatingFunds............................................................................................................................... .........CͲ17
OperatingBudgetHighlights.....................................................................................................................CͲ22
GeneralFund............................................................................................................................... ..............DͲ26
GeneralFundReserves........................................................................................................................... DͲ28
AdministrativeAllocations.....................................................................................................................DͲ30
Departments............................................................................................................................... ..............EͲ31
MISSIONOFTHECITYOFSOUTHSANFRANCISCO................................................................................EͲ33
OrganizationalChart.............................................................................................................................. EͲ34
CityCouncil............................................................................................................................... ..............EͲ35
CityClerk............................................................................................................................... .................EͲ38
CityTreasurer............................................................................................................................... ..........EͲ41
CityAttorney............................................................................................................................... ...........EͲ43
CityManager............................................................................................................................... ...........EͲ45
Finance............................................................................................................................... ....................EͲ48
NonͲDepartmental............................................................................................................................... ..EͲ53
HumanResources............................................................................................................................... ...EͲ54
Economic&CommunityDevelopment..................................................................................................EͲ58
Fire............................................................................................................................... ...........................EͲ69
Police............................................................................................................................... .......................EͲ80
PublicWorks............................................................................................................................... ............EͲ92
Library............................................................................................................................... ...................EͲ104
InformationTechnology....................................................................................................................... EͲ114
Parks&Recreation............................................................................................................................... EͲ117
MinorMaintenanceProgram..................................................................................................................FͲ129
GovernmentalFunds............................................................................................................................... GͲ131
CityHousingFund............................................................................................................................... .GͲ134
CommonGreensMaintenanceDistrictFunds.....................................................................................GͲ135
CommunityDevelopmentBlockGrant................................................................................................GͲ137
AͲii |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
AircraftNoiseInsulationProgram(ANIP)............................................................................................GͲ138
GasTaxFund............................................................................................................................... ........GͲ139
MeasureA½CentSalesTaxFund.......................................................................................................GͲ141
SolidWasteManagementFund..........................................................................................................GͲ142
MajorProprietaryFunds........................................................................................................................ HͲ143
SewerEnterpriseFund........................................................................................................................ HͲ144
ParkingDistrictFund........................................................................................................................... HͲ145
StormWaterFund............................................................................................................................... HͲ146
InternalServiceFunds.............................................................................................................................. IͲ147
CityServiceFund............................................................................................................................... ....IͲ148
EquipmentReplacementFund..............................................................................................................IͲ149
Health&BenefitsFund………………………………………………………………………………………………………………….…IͲ151
InformationTechnologyFund...............................................................................................................IͲ152
InformationTechnologyPEGAccessFund............................................................................................IͲ153
SelfͲInsuranceFund............................................................................................................................... IͲ154
PositionBudget............................................................................................................................... .........JͲ155
PositionBudgetbyDepartment............................................................................................................JͲ158
PlannedVacancies............................................................................................................................... ..JͲ167
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| AͲiii
Introduction
SouthSanFrancisco(SSFor“SouthCity”),iseasilyrecognizablefromSanFranciscoInternationalAirport
andthesurroundingskybythe“SouthSanFrancisco,TheIndustrialCity”signonahillwhichrisesnorthof
theCity.Thesign,madeofwhiteͲpaintedconcreteletters,isatributetotheCity’sindustrialpastandis
listedontheNationalRegisterofHistoricPlaces.
ABRIEFHISTORY
SSFwasincorporatedonSeptember19,1908.Priortoincorporation,theCitywasknownasRanchoBuri
Buri.Between1856and1892,portionsoftheRanchowerepurchasedbycattlebaronsMillerandLux
whoformedthetownofBaden,andagroupofChicagobusinessmen,ledbyGustavusSwift,formedthe
townofSouthSanFrancisco.SwiftalsocreatedtheSouthSanFranciscoLandImprovementCompany
whichinturnwasthedrivingforcefor,andtheeconomicsupportbehind,the1908mergerand
incorporationofthesetwoareasastheCityofSouthSanFrancisco.
Atthetimeofincorporation,thepopulationtotaled1,989andtherewere14majorindustriesinSSF.The
CitycontinuedtogrowandflourishwithcompaniessuchasBethlehemSteel,U.S.Steel,W.P.Fuller,and
SwiftandCo.amongmanyothers.Duringthe1920’s,CityHallwasbuilttohouseallCityofficesincluding
thePoliceandFireDepartmentsandthe“SouthSanFrancisco,TheIndustrialCity”signwasinstalledon
SignHillthroughtheworkoftheChamberofCommerce.
CityHall,400GrandAvenue
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| BͲ1
In1949,theCityManager/CityCouncilformofgovernmentwasadopted.Underthisleadership,theCity
expandedwiththeadditionoftheOysterPointMarina,housingdevelopmentsontheslopeswestofEl
CaminoRealandthecreationoftheIndustrialParkbytheUtahConstructionCompany.Thepopulation
alsocontinuedtogrowwhilemaintainingthediversitythathadalwaysexistedinthearea.
Asheavyindustrymovedoutofthearea,itwasreplacedbylightindustryandhotelsservingtheSan
FranciscoInternationalAirport.In1976,HerbBoyerandBobSwansonfoundedGenentechinorderto
explorewaysofusingrecombinantDNAtechnologytocreatebreakthroughmedicines.Thiswasthe
beginningofthebiotechindustryandearnedSouthSanFranciscothetitleof“Birthplaceof
Biotechnology”.Sincethattime,manyotherbiotechfirmsaswellaslargedevelopmentprojectssuchas
theGateway,OysterPointBusinessParkandBayWestCovehavemovedintothearea.
EMPLOYMENT
EmploymentinSouthSanFranciscoincludesmanufacturing,retail,professional/scientificservices,health
careandadministration.Thereareanestimated51,000peoplewhoworkforSSFbusinesseswithatotal
payrollof$4.5billion.1SSFhasalargeemploymentbaseinthebiotechnologyfieldlocatedeastofUS
Highway101.AlistingoftopCityemployersmaybefoundintheDemographicspages.
SCHOOLS
TheCityisservedbytheSouthSanFranciscoUnifiedSchoolDistrict(SSFUSD)andtheSanMateo
CommunityCollegeDistrict.SSFUSDencompassesallofSouthSanFranciscoandpartsofDalyCityand
SanBruno.SSFUSDhaselevenelementaryschools(twoinDalyCityandoneinSanBruno),threemiddle
schoolsandthreehighschoolsandanadulteducationprogram.
TheSanMateoCommunityCollegeDistricthasthreecommunitycolleges,withtheclosesttoSSFbeing
SkylineCommunityCollegeinSanBruno.Skylineoffersassociatedegreeprogramsandprovides
opportunitiesforstudentstotransfertofouryearuniversities.
1
US Census Bureau, 2010 Zip Code Business Patterns
BͲ2 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
PARKS&RECREATION
Thereare34CityͲownedparkstotaling114acres.Thesefacilitiesincludebaseballfields,soccerfields,
twentyplaygroundareas,abocceballcourt,skatepark,basketballcourts,swimmingpool,andpicnic
areas.
CentennialTrailisa2.85mileasphaltbike/walkpathconstructedontopoftheBARTtunnelthatruns
fromSouthSanFranciscoBARTtoSanBrunoBARTstationatTanforanShoppingCenter.TheCentennial
TrailwontheLeagueofCaliforniaCities2010HelenPutnamAwardforExcellenceinthePlanningand
EnvironmentalQualitycategory.
PUBLICTRANSPORTATION
SouthCityisinthecrossroadsofmultiple
typesofpublictransportation.TheCityis
servedbybuslinesoperatedbytheSan
MateoCountyTransitAuthority
(SamTrans),andtheCaltraincommuterrail,
withdestinationsfromSanFranciscotoSan
Jose.ThereisstopfortheBayAreaRapid
Transit(BART)trainsthatconnects
commuterstotheSanFranciscoAirport,
SanFranciscoandEastBaydestinations
includingOakland,FremontandConcord.
Torque, 100McClellan,nearSSFBART
ThenewFerryTerminalatOysterPointMarinaopenedtothepublicJune4,2012.Thisnewcommuter
optionsmakesweekdaytripsfromOaklandandAlameda.AtOysterPointthereareshuttleservicesthat
willtakecommuterstothebusinessareasinSouthSanFrancisco.
STRUCTUREOFGOVERNMENT
CityCouncil–5members,electedto4ͲYearTerms
ThegoverningbodyofSouthSanFranciscoistheCityCouncil,whichestablisheslocallawandpolicies
throughenactmentofordinancesandresolutions.TheCouncilalsodetermineshowtheCityshallobtain
andspendfunds,appointsmemberstoalladvisorymunicipalactivitiesandrepresentstheCitybyserving
onregionalandcountycommittees/boardswhosepoliciesmayimpactSouthSanFrancisco(i.e.,
AssociatedBayAreaGovernmentsandMetropolitanTransportationCommission).TheCouncilprovides
directionfortheCityManagerandactsastheformalgoverningbodyoftheSuccessorAgencytotheRDA
(formerlytheRDABoardofDirectors).TheCouncilpositionisapartͲtime,salariedposition.
CityClerk–Electedtoa4ͲYearTerm
TheCityClerkisthearchivistofCityrecordsand,assuch,maintainsrecordsandpreparestheminutesof
Councilproceedings.Additionalresponsibilitiesincludeprovidinginformationtothegeneralpublicand
staffthroughresearchofCityrecords,administeringmunicipalelections,andprocessinginitiativerecalls
andreferendumpetitions.TheClerkalsoprocessesConflictofInterestStatementsfordesignated
employees,CouncilmembersandcandidatesforCouncilseats.ThisisafullͲtime,salariedposition.
CityTreasurer–Electedtoa4ͲYearTerm
TheCityTreasurerisresponsibleforinvestingCityfundstoachievethemaximumreturnondeposits.
ReportsidentifyingamountsandtypesofinvestmentinstrumentsareprovidedquarterlytotheCity
Council.ThedutiesofthispositionincludearrangingforpaymentonCitybonds,coordinatingfinancial
transactions,incooperationwiththeFinanceDirector,andpreparationofpropertytaxassessments,upon
individualrequestsfromresidents.ThisisapartͲtime,salariedposition.
CityManager–AppointedbyCityCouncil
TheCityManageristheChiefAdministrativeOfficeroftheCityandisappointedbytheCityCouncil.The
CityManagerprovides,inaccordancewiththeCityCouncilpolicies,overalladministrationanddirection
fortheCityorganization.ThispositionalsoservesastheExecutiveDirectoroftheRedevelopmentAgency
andastheDirectorofEmergencyServices.ThisisafullͲtime,salariedposition.
CityAttorney–AppointedbyCityCouncil
TheCityAttorneyservesaslegalcounselfortheCityCouncilandtheRedevelopmentAgency.This
positionisresponsibleforprovidingbothformalandinformallegalopinions,aswellasadvicetotheCity’s
officers,employees,boardsandcommissions.Thedutiesofthispositionalsoincludethereviewand/or
preparationofallcontracts,bonds,deeds,leasesandotherdocumentsoflegalsignificance.Thisisa
contractposition.
CentennialWayLinearPark
Demographics
E,[;pu,emt
Incorporated
September19,1908
Government
CityManager/CityCouncilFormofMunicipal
Government
Location
TheCityiscentrallylocatedonthewestshore
oftheSanFranciscoBay,adjacenttoSan
FranciscoInternationalAirport.
Oakland
San
Francisco
County
SanMateoCounty
іSouthSanFrancisco
Area
9.63squaremiles.TheCity’s9.14square
milesinlandarea,isapproximately35%
residential,35%industrial,20%commercial
and10%openspace.
їSanJose
CityPopulation
65,1272
DaytimePopulation
108,402(Basedonemploymentof51,143Ͳ7,150who
3
workintheirplaceofresidence) 1
USCensusBureau,StateandCountyGeographyQuickFacts
CADepartmentofFinanceestimateasof1/1/2013
3
USCensusBureau,2010ZipCodeBusinessPatternsand
AmericanFactFinderWorkersbyPlaceofWork2007Ͳ2011
2
POPULATIONPROFILE–USCENSUS2010
ExtractbytheCaliforniaDepartmentofFinanceDemographicResearchUnit,5/12/2011
TotalPopulation
63,632
Male
31,435
Female
32,197
MedianAge(years)
38.1
MaleMedianAge(years)
36.5
FemaleMedianAge(years)
39.7
PercentPopulationFemale
50.6%
TotalHousingUnits
21,814
MedianHouseholdIncome(2007Ͳ2011)
AverageHouseholdSize(2007Ͳ2011)
$75,543
2.96
PercentPopulationLessThan18Years
21.7%
PersonsUnder5Years
3,924
PersonsUnder18Years
13,787
PersonsAge21+
47,470
PersonsAge55+
15,953
PersonsAge60+
11,891
PersonsAge65+
8,329
Race
TotalPopulationofOneRace
TotalPopulationofTwoorMoreRaces
White
BlackorAfricanAmerican
AmericanIndianorAlaskanative
Asian
59,782
3,850
23,760
1,625
395
23,293
NativeHawaiianorOtherIslander
1,111
OtherRace
9,598
Ethnicity
HispanicorLatino(oranyrace)
21,645
Millennium,
MedianatWestboroughand
JuniperroSerraBoulevard
EMPLOYMENT
CityofSouthSanFranciscoComprehensiveAnnualFinancialReport2012ListofPrincipalEmployers
PrincipalEmployers
Description
1
2
3
4
5
6
7
8
9
10
Genentech
Costco(2Stores)
Amgen
Guardsmark
AmericanEtcInc/RoyalLaundry
BayBreadLLC
ElanPharmaceuticals
DBIBeverage
SBMSiteServices
Oroweat/Entenmann’s
MonogramBiosciences
Biotechnology
Retail
Biotechnology
SecurityServices
CommercialLaundry
Bakery
Biotechnology
Distributorship
FacilitiesSupport
Bakery
Biotechnology
BudgetDocumentandProcess
TheCitypreparesanannualbudgetasamanagementtooltoplanandcontrolrevenuesandexpenditures
aspartoftheCity’soperations.Thisdocumentisorganizedintothefollowingsections:
1. Transmittal–Providesageneraloverviewofthefinancialoutlookforthecomingfiscalyear.
2. Introduction – Provides historical, demographic and statistical information about the City.
Summarizes the operational, financial and accounting structure of the City and identifies the
appropriationslimitationsasrequiredbytheStateofCaliforniaConstitutionArticleXIIIB.
3. OperatingFunds–SummarizesandaggregatesallappropriatedCityfundsincludingexpenditures
andrevenues.
4. GeneralFund–OutlinesthelargestandmainoperatingfundoftheCity.
5. Departments – Represents the City’s organizational units regardless of funding source and
summarizesmajoractivitiesforeachdepartment.
6. GovernmentalFunds–Providessummariesofrevenuesandexpendituresofgovernmentalfunds
otherthantheGeneralFund.Thissectionincludesspecialrevenuefunds.
7. Capital Improvement Program (CIP) – Outlines the CIP project types, sources of funding and
appropriationsofcapitalprojects.
8. DebtObligations–ProvidesanoverviewofCityͲissueddebtandamounttheCityannuallypaysto
debtservice.
9. ProprietaryFunds–SummarizestheCity’sbusinesstypeactivitiesincludingtheSewerEnterprise
Fund,ParkingDistrictFund,andStormWaterFund.
10. InternalServicesFunds–SummarizesfundsusedbytheCitythatfinanceinternalCityfunctions
suchas,equipmentreplacement,healthandretirementbenefits,andinformationtechnology.
11. FiduciaryFunds–SummarizesfundsthattheCitymanagesonbehalfofotherentities.
12. PositionBudget–ListspositiontitlesandpositionFTEsbyfundandbydepartment.Thissection
alsoincludespositionsthathavebeenfrozenorleftvacantaspartofcostsavingmeasures.
13. Miscellaneous–ProvidestheMasterFeeSchedule,StaffReportandResolutionpresentedtothe
City Council, demographic and statistical tables, glossary of acronyms and terms found in the
budgetdocument.
BUDGETACCOUNTING
InaccordancewiththeGovernmentalAccountingStandardsBoard(GASB),theCity’sbudgetedfundsare
groupedintothreefundtypes;governmental,proprietary,andfiduciary.Withineachtype,fundsare
furtherclassifiedintothefollowingcategories;agency,CIP,debtservice,enterprise,internalservicefund,
andspecialrevenue.AdditionallythefundsaredividedbetweenmajorandnonͲmajor.Forbudgeting
purposesamajorfundrepresentsafundorfundcategorythathasrevenuesorexpendituresthatequals
morethantenpercentoftheCity’swholeappropriatedbudget.Thisbudgetdocumentwillfocusmore
detailontheGeneralFundsinceitisthemainoperatingfundoftheCity.
TheCitybudgetsandaccountsforgovernmentalfundsonaonamodifiedaccrualbasisexceptfor
encumbrancesandtheCapitalImprovementFund.Thismeansthatrevenuesarerecognizedwhen
measurableandavailable.Asanexample,whentheCityissuesanaccountsreceivableinvoice,the
revenueisrecognizedeventhoughthecashhasnotbeendepositedinthebank.TheCityconsiders
revenuesreportableiftheyarecollectedwithinsixtydaysofyearend.Allexpenditureappropriations
lapseatthefiscalyearend.
TheCitybudgetsandaccountsforProprietaryFundsonafullaccrualbasis.
Encumbrancesareconsideredexpendituresintheyearofthepurchaseorderissuance.Ifthe
encumbranceisunusedatyearend,itisreͲappropriatedthefollowingyear.
StoneHorizon
OrangeMemorialPark
TheCapitalImprovementFundisadoptedinamultiͲyearprojectbasiswherefundsforspecificprojects
receiveanannualappropriationandanyunusedappropriationmaybereͲappropriatedthefollowing
year.
TheOperatingBudgetisadoptedbytheCityCouncilforthefiscalyear.ThefiscalyearbeginsonJuly1
andendsJune30.TheappropriationsarecontrolledatthedepartmentlevelfortheGeneralFundandat
thefundlevelforallotherfundswithadoptedOperatingBudgets.CIPprojectbudgetsareadoptedand
controlledattheprojectlevel.Fromthestartofthefiscalyear,theexpenditureamountsstatedas
adoptedbecomeappropriationstothevariousCitydepartments.TheCityCouncilmayamendthebudget
byresolutionduringthefiscalyear.
TheresolutiontoadopttheoperatingbudgetapprovedbytheCityCouncil(foundintheMiscellaneous
Section)includestheguidelinesofhowthebudgetmaybeincreasedwithoutaresolutionapprovedby
theCityCouncil.Tosummarizetheguidelinesoutlinedintheresolution;theFinanceDirectormay
increasetheexpenseandrevenuebudgetswherethereisazeronetimpactonthefundandtheCity
Managermayauthorizethetransferofbudgetamountsbetweenprojectswithinthesamefund.Allother
budgetarychangesafterthebudgetadoptionaresubjecttoapprovalbytheCityCouncil.
Inadditiontoanybudgetamendmentthatmayoccurduringthefiscalyear,theFinancedepartment
presentsaquarterlyreviewofexpendituresandrevenuesoftheCity’sfinancestotheCityCouncil.Atthe
timeofthequarterlybudgetreview,FinancecanrecommendbudgetamendmentstotheCityCouncil.
TofurtherassisttheCityanditsdepartmentstotrackrevenuesandexpendituresbudgetsaredividedinto
thefollowingcategories:
REVENUETYPES
Therevenuebudgetsaredividedtotenrevenuetypes.
1. Taxesarecollectedonpropertyandsales,transientoccupancy(hoteltax),businesslicenseand
useofparkingfacilities.
2. FranchiseFeesarepaidbyutilitycompanies(i.e.cable,telephone,garbage)tooperatewithinthe
City.
3. Licenses&Permitsincludefeespaidforbuilding,planningandfireinspectionsandpermits;and
alarmregistrations.
4. Fines&ForfeituresaretheCity’sshareoftrafficͲrelated,libraryandfalsealarmfines.
5. Intergovernmentalincludesgrantsfromlocal,county,stateandfederalgovernmentagencies.
6. ChargesforServicesincludesparamedicandbasiclifesupportservicefees;certainpoliceservice
fees; charges for recreational classes, day care, and library programs; and the General Fund
administrationfeechargedtootherfunds.
7. UseofMoney&Propertyincludesrevenuefromlandrentalandinterestincome.
8. OtherFinancingSourcesaccountsfortheproceedsofdebtissuance.
9. OtherRevenuesincludedonationstovariousCityprogramsandoneͲtimerevenuesthatcannot
becategorizedinanotherrevenuearea.
10. Transfers are internal transfers between funds. Some revenues such as Gas Tax are deposited
into a special revenue fund and then are transferred to the fund where the expenditures are
recorded.
EXPENDITURETYPES
1. Salaries & Benefits are expenditures on employee salaries, as well as, health, retirement,
insuranceandothermiscellaneousbenefits.
2. Supplies&Servicesareforcontractservices,consultants,officesupplies,utilities,etc.
3. CapitalOutlayisreservedforpurchasesofland,vehicles,andequipment.
4. Debt Service is used to pay for principal and interest of loans, bonds, leases, and other credit
issuedtotheCity.
5. Interdepartmental Charges include departmental liability insurance, charges for vehicle
maintenance done at the City Garage, and charges for computer support provided by the
InformationTechnologyDepartment.
6. Transfersareinternaltransfersfromonefundtoanotherfund. BUDGETPROCESS
Theprocesstodevelopthefiscalyearoperatingbudgetbeginsapproximatelyinthemiddleofthecurrent
fiscalyear.Overaperiodofapproximatelysixmonths,theFinanceDepartmentincollaborationwiththe
CityCouncil,CityManager,anddepartmentexecutives,formulateandrefinebudgetprojectionsforthe
upcomingfiscalyear.ThefollowingBudgetProcessoutlinesthestepsinbudgetpreparation.
Month
December
January
February
March
April
May
June
July
BUDGETPROCESS
Description
1. FinanceDepartmentbeginscurrentfiscalyearmidͲyearanalysis.
2. FinanceDepartmentupdatesrevenueandexpenditureprojectionsforthe
upcomingfiscalyear.
3. CityManager,FinanceDirectorandBudgetManagermeettodiscusstrends,
lookatfinancialprojections,identifybudgetissues,anddevelopbudgetgoals
forupcomingfiscalyear.
4. FinanceDepartmentcreatesbudgettargetsforDepartmentsbasedonCity
Manager’sgoals.
5. CityManagerbeginsdiscussionswithdepartmentheadsforpreliminary
budgetprojectionsbydepartment.
6. CityManager,FinanceDirectorandBudgetManagerbeginmeetingwithCity
CouncilBudgetSubͲCommittee.
7. FinanceDepartmentrefinesrevenueforecastsforthecurrentfiscalyear.
Usesrevenueforecaststodevelopupdatedupcomingfiscalyearrevenue
projections.
8. FinanceDepartmentcollaborateswithHumanResourcestoupdate
personnelandbenefitbudgetforecasts.Financedepartmentgives
departmentsitsemployeebenefitscosts.
9. Departmentsenterbudgetrequestsandminormaintenanceprojectrequest
infinancesystem.
10. FinanceDepartmentdevelopsrevenueandexpensescenariosforupcoming
fiscalyearbasedoninputfrommeetingswithCityCouncilBudgetSubͲ
CommitteeandtheCityManager.
11. CityManagerreviewsnewbudgetrequestswithFinanceDepartment.
12. FinanceDepartmentworkswithEngineeringDivisiontoidentifyandforecast
fundingsourcesandnewappropriationamountsforCIPprojects.
13. FinanceDepartmentpresentsthepreliminaryproposedbudgettotheCity
Councilatastudysession.
14. FinanceDepartmentrevisesbudgetbasedonCouncilfeedback.
15. FinanceDepartmentpreparesproposedbudgetandmakesanyfinal
adjustmentsbasedonfeedbackfromtheCityManagerandupdatedrevenue
projectionsandinformationfromthestateandcounty.
16. FinanceDepartmentpresentsproposedbudgetatthelastCityCouncil
meetinginJune.
17. EngineeringDivisionseparatelyproposesnewappropriationsforCIPprojects
toCityCouncil.
18. CityCounciladoptsproposedoperatingbudgetandthroughaseparate
resolutionadoptsCIPappropriationsforupcomingfiscalyear.
19. July1startsthenewfiscalyear.
AppropriationsLimit
FiscalYear
CPI/Personal
Population%
Income%
Change
Change
2010Ͳ11
2011Ͳ12
2012Ͳ13
2013Ͳ14
ProceedsofTaxes
AppropriationsSubject
toLimit
(2.54)
2.51
3.77
5.12
1.34
0.70
0.98
1.51
FY2010Ͳ11
Change
Factor
Cumulative
Change
Factor
Appropriation
Limit
(1.23)
3.23
4.79
6.71
414.43
431.04
456.48
493.82
99,938,622
103,166,639
108,108,321
115,362,390
FY2011Ͳ12 FY2012Ͳ13 FY2013Ͳ14
42,991,856
44,269,184
48,570,889
55,958,101
42,991,856
44,269,184
48,570,889
55,958,101
CurrentLimit
99,938,622
103,166,639 108,108,321
115,362,390
AmountUnderLimit
56,946,765
58,897,455
59,404,289
59,537,432
In1979,CaliforniavotersapprovedProposition4knownastheGannAppropriationsLimit(GannLimit).
TheGannLimitispartoftheCaliforniaStateConstitutionArticleXIIIB.TheGannLimitsetsanannual
appropriationlimitoftaxproceedstoallCaliforniamunicipalities.Inadditiontolimitsoftaxproceeds,the
GannLimitsetsalimitofmoneyacitycanappropriatebasedonthepreviousyearappropriationsplusa
percapitapersonalincome(CPI)changeandapercentpopulationchange.Sinceitsinitialpassage,the
GannLimithasbeenmodifiedthroughvariouspropositions.Themostrecentmodificationwasapproved
bythevotersin1990underProposition111.Proposition111exemptedsomeappropriationssuchas
Redevelopmentmoneyandchangedthecalculationformula,whichgreatlyincreasedtheappropriations
limit.Currently,theCityofSouthSanFranciscousestheCaliforniaDepartmentofFinancestatisticsofCPI
andpercentpopulationchangetoformulatetheGannLimitfortheCityforeachfiscalyear.
FiscalYear
2010Ͳ11
2011Ͳ12
2012Ͳ13
2013Ͳ14
ProceedsofTaxes
AppropriationsSubjectto
Limit
CPI/Personal
Populatio
Income%
n%
Change
Change
(2.54)
1.34
2.51
0.70
3.77
0.98
5.12
1.51
FY2010Ͳ
11
Change
Factor
(1.23)
3.23
4.79
6.71
Cumulative
Appropriatio
Change
nLimit
Factor
99,938,622
414.43
103,166,639
431.04
108,108,321
456.48
115,362,390
493.82
FY2011Ͳ12 FY2012Ͳ13
42,991,85
44,269,184 48,570,889
6
42,991,85
44,269,184 48,570,889
6
FY2013Ͳ14
55,958,101
55,958,101
CurrentLimit
108,108,32
99,938,62 103,166,63
1
2
9
115,362,390
AmountUnderLimit
56,946,76
5
59,404,289
58,897,455
59,537,432
TheCityofSouthSanFranciscoiscurrently$59.4millionundertheGannappropriationslimit.
GiventhattheCityhasastructuraldeficitthatwillbeaddressedoverthenextfiveyears(where
theoperatingbudgetwillbereduced)theamountundertheGannlimitwillgrowovertime.
BudgetAwards
TheGovernmentFinanceOfficersAssociationoftheUnitedStatesandCanada(GFOA)presenteda
DistinguishedBudgetPresentationAwardtotheCityofSouthSanFrancisco,CaliforniafortheAnnual
BudgetbeginningJuly1,2012.Inordertoreceivethisaward,agovernmentalunitmustpublisha
documentthatmeetsprogramcriteriaasapolicydocument,anoperationsguide,afinancialplan,anda
communicationdevice.
Thisawardisvalidforaperiodofoneyearonly.Webelieveourcurrentbudgetcontinuestoconformto
programrequirements,andwearesubmittingittoGFOAtodetermineitseligibilityforanotheraward.
TheCaliforniaSocietyofMunicipalFinanceOfficers(CSMFO)presentedanExcellenceAwardinOperating
BudgettotheCityofSouthSanFrancisco,CaliforniafortheAnnualBudgetbeginningJuly1,2012.In
ordertoreceivethisaward,agovernmentalunitmustpublishadocumentthatmeetsprogramcriteriaas
apolicydocument,anoperationsguide,afinancialplan,andacommunicationdevice.
Thisawardisvalidforaperiodofoneyearonly.Webelieveourcurrentbudgetcontinuestoconformto
programrequirements,andwearesubmittingittoCSMFOtodetermineitseligibilityforanotheraward.
BayTrail,SouthofOysterPointBusinessPark
OperatingFunds
AsofFebruary1,2012theCity’sRedevelopmentAgency(RDA)waseliminatedbyCaliforniaState
AssemblyBill26.FY2013Ͳ14willbethesecondfullfiscalyearwithouttheRDAMergedOperatingFunds,
RDAHousingFund,RDADebtFund,andthePublicImprovementsAgreementFund.TheCitycreated
SuccessorAgencyFundsaspartoftheRDAeliminationprocess.Thesefundsareusedforthewinding
downoftheRDAandtheCityHousingFund,whichtheCitywillusefortrackingandmaintainingthe
formerRDAHousingFundownedproperties.
GOVERNMENTALFUNDS
MAJORGOVERNMENTALFUNDS
GeneralFundaccountsforresourcestraditionallyassociatedwithgovernmentsuchasadministration,
publicsafety,library,parksandrecreationandmaintenanceoutsideofthoseaccountedforinother
funds.
CapitalImprovementFundaccountsforrevenuesandexpendituresassociatedwiththeacquisition,
construction,orimprovementofCityͲownedfacilitiesandinfrastructure.Fundingcomesfromthe
GeneralFund,SpecialRevenueFunds,grantsandfees.
NONͲMAJORGOVERNMENTALFUNDS
CommunityDevelopmentBlockGrant(CDBG)Fundaccountsforfederalmoniesreceivedtobeexpended
fordevelopmentofsocialservicesforlowerͲincomeresidents.
CommonGreensMaintenanceDistrictFundaccountsforpropertytaxesearmarkedtoprovidefundsfor
themaintenanceoflandscapedareaswithindesignatedhousingdevelopmentsalsoknownasWest
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| CͲ17
ParkMaintenanceDistrict1&2,StonegateMaintenanceDistrictandWillowGardensMaintenance
District.ThesepropertytaxescomeoutofregularCityallocation.
Eastof101SewerImpactFeeFundaccountsforfeespaidbydevelopersusedtofundcapital
expendituresthatimprovethesewerinfrastructureintheareaswherenewbusinessdevelopment
hasshownaneedforimprovedsewersystem.
GasTaxFundaccountsforstatemoniesreceivedandexpendedforstreetorstormdrainimprovements,
repairs,engineering,andadministrationunderStreetsandHighwayCodeSections2103,2105,2106,
2107and2107.5.Includessalestaxongasolinereceivedfromthestate’sTrafficCongestionRelief
Fund.
MeasureA½CentTransportationSalesTaxFundaccountsforthehalfͲcentsalestaxintheCountyofSan
Mateothatprovidesresourcesforstreetrepairsandimprovements.
OtherSpecialRevenueFundssuchastheFederalAviationGrantFund,MiscellaneousFederalGrantsFund
andSupplementalLawEnforcementServicesFundareusedbytheCitytoaccountforspecial
revenuesthataretobeusedfordesignatedprograms.
ParksͲinͲLieuFeeFundwasexpandedtofourfundsinFY2011Ͳ12tokeepeachoftheParkͲinͲLieuzones
separate.Thesefundsaccountforthefeespaidbyresidentialdeveloperswhodonotincludeparkland
intheirdevelopment.Themoneyisusedtofundparksconstructionandimprovementprojects.
OtherImpactFeeFundsarepaidbydeveloperstofundtheimprovementoftheCityinfrastructuresuch
asstreetsandchildcarefacilities.
SolidWasteFundaccountsforsolidwastefranchiserevenuesreceivedtosupportenvironmental
compliancecostsassociatedwithsolidwaste.Aportionoftherevenuesareusedtosupportthe
monitoringandremediationoftheclosedOysterPointlandfill.
SewerCapacityChargeFundaccountsforrevenuespaidbyusersforfirsttimeconnectionstothesewer
systemorbyuserswhoincreasetheirsanitarysewageusethroughfacilityexpansion.Chargesare
generallypaidwhenbuildingpermitsareissued.
PROPRIETARYFUNDS
MAJORPROPRIETARYFUNDS
SewerEnterpriseFundaccountsforuserchargessupportingtheoperation,maintenanceandcapital
renovationofthewastewatercollectionandtreatmentsystem.TheCitycoͲownsandoperatesa
regionaltreatmentplantwiththeCityofSanBruno.
CͲ18 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
ParkingDistrictFundaccountsformeterandparkingpermitfeesusedtomaintainorexpandparking
facilitiesinthedowntownarea.
StormWaterFundaccountsforuserchargessustainingtheStormWaterManagementProgram
mandatedbystateandfederalauthorities.Inordertomeettheincreasinglystrictenvironmental
requirements,theGeneralFundandGasTaxFundsubsidizestheStormWaterFund.
NONͲMAJORPROPRIETARYFUNDS
CityServiceFundisaninternalservicefundthataccountsforvehiclemaintenanceservicesprovidedto
Citydepartments.
EquipmentReplacementFundisaninternalservicefundthataccountsfortheongoingequipmentand
vehiclepurchasesaswellasresourcessetͲasideforthefuturereplacementofCityvehiclesand
equipment.
HealthandRetirementBenefitsFundisaninternalservicefundthataccountsforhealthandretirement
benefitspaidonbehalfofeligibleCityemployees.
InformationTechnologyFundisaninternalservicefundthataccountsfortheinformationtechnology
servicesprovidedtoCitydepartments.
SelfInsuranceFundisaninternalservicefundthataccountsforcostsassociatedwithworkers
compensationandgeneralliability.
PEGAccessFundaccountsfortheonepercentofmoneysetͲasidefromfranchisefeesthatareusedto
supportpublic,educationalandgovernmental(PEG)channels.
FIDICUARYFUNDS
RedevelopmentObligationRetirementFundsaccountsfortheactivitiesrelatedtotheretirementofthe
City’sRedevelopmentAgency.HealthandSafetycode33500,33501,33607.5,and33607.7.AsperAB
26andAB1484anOversightBoardisresponsibleforthemanagementofthefunds.
SSFEmployeeDeferredCompOversightTrustFundaccountsforactivitiesrelatedtotheoversightofthe
deferredcompensationfundedoutofvoluntarycontributionsbyemployees.
OPERATINGFUNDTITLESANDTYPES
AllofthefundsinthefollowinglistareappropriatedbytheCityCouncil.TheInternalServiceFundsare
paidthroughchargestodepartmentsinallotherfunds.AnyfundthathadaCityCouncilapprovedbudget
eitheradoptedoramendedinFY2012Ͳ13orFY2013Ͳ14isincludedinthelistbelow.
FundTitle
MajorFunds
GeneralFund
CapitalImprovementFund
SewerEnterpriseFund
ParkingDistrictFund
StormWaterFund
Type
Governmental
Governmental
Proprietary
Proprietary
Proprietary
Category
GeneralFund
CIP
Enterprise
Enterprise
Enterprise
NonͲMajorFunds
DeferredCompEmployeeTrustFund
SuccessorAgencyFunds
ChildCareImpactFeeFund
CityHousingFund
CommonGreensMaintenanceDistrictFund
CommunityDevelopmentBlockGrantFund
DeveloperDeposits
Eastof101SewerImpactFee
Eastof101TrafficImpactFee
FederalAviationGrantFund
GasTaxFund
MeasureA½SalesTaxFund
MiscellaneousFederalGrantFund
OysterPointImpactFeeFund
ParkͲinͲLieuFeesFunds
SewerCapacityChargeFund
SolidWasteReductionFund
SpecialRevenue
CityService(Garage)Fund
EquipmentReplacementFund
Health&BenefitsFund
InformationTechnologyFund
PEGAccessFund
SelfInsuranceFund
Fiduciary
Fiduciary
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Governmental
Proprietary
Proprietary
Proprietary
Proprietary
Proprietary
Proprietary
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
SpecialRevenue
CIP
SpecialRevenue
SpecialRevenue
InternalServiceFund
InternalServiceFund
InternalServiceFund
InternalServiceFund
SpecialRevenue
InternalServiceFund
RELATIONSHIPBETWEENFUNDS&DEPARTMENTS
SomeoperatingdepartmentsusefundsotherthantheGeneralFundfordepartmentalactivities.An“X”
representsdirectresponsibilityandan“A”representsanassistancerole,whichFinanceDepartment
providesforallfunds.IfthedepartmentisonlyfundedwiththeGeneralFunditisnotlistedbelow.
Public
Info
Parks&
FundTitle
Finance
ECD
Works
Tech
Rec
MajorFunds
CapitalImprovementFunds
A
X
SewerEnterpriseFund
A
X
ParkingDistrictFund
A
X
StormWaterFund
A
X
NonͲMajorFunds
ChildCareImpactFeeFund
CityHousingFund
CityService(Garage)Fund
CommonGreensMaintenanceDistrictFund
CommunityDevelopmentBlockGrantFund
DeveloperDeposits
Eastof101SewerImpactFees
Eastof101TrafficImpactFees
FederalAviationGrantFund
GasTaxFund
Health&BenefitsFund
MeasureA½SalesTaxFund
MiscellaneousFederalGrantFund
OysterPointImpactFeeFund
ParkͲinͲLieuFeesFunds
PEGAccessFund
SelfInsuranceFund
SewerCapacityChargeFund
SolidWasteReductionFund
SpecialRevenue
SuccessorAgencyFunds
A
A
A
A
A
A
A
A
X
A
A
X
A
A
A
A
A
A
X
A
A
A
A
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
HighlightsofFY2013Ͳ14OperatingBudget
BACKGROUND/DISCUSSION
TheFY2013Ͳ14OperatingBudgetwasapprovedbytheCityCouncilonJune26,2013.Thisnarrativeisan
overview of the budget highlights. Also, the budgets for the Successor Agency to the former
RedevelopmentFundsareformallyadoptedaspartoftheStatecertifiedRecognizedObligationsPayment
Schedule(ROPS)process,andarenotrepeatedhere.
HIGHLIGHTS
HighlightsfromtheMay13,2013StudySessionpresentationisrepeatedbelow:
x Library Ͳ Reduced payroll costs by taking advantage of retirement savings and under filling
replacementstherebyabletoincreaseresourcestowardslibrarynetworkingandeͲservicescosts,
andlibrarycollections.
x FireͲTheDisasterPreparednessCoordinatorhasbeenfundedasacontractemployee,thebudget
proposes converting this to a regular, full time employee with benefits for a net increase of
$30,000tothebudget.Thisactionwillcreatemorepermanenceforaneededservice.
x Parks and Recreation Ͳ As part of a reorganization proposal presented to Council earlier, a net
additionof.75FTE(foramodestoverallnetincrease)isproposedfor:
- Hiring a Parks Program Manager and Management Analyst II in exchange for a Parks and
FacilitiesSuperintendentandaParkSupervisor.
- UpgradinganOfficeSpecialisttoanAdministrativeAssistantIandaddingtwopartͲtimeOffice
AssistantsinexchangeforoneOfficeSpecialistposition.
- Upgradinga30hourCommunityServicesSiteCoordinatortoafullͲtimeProgramCoordinator
inFacilityRentals.
- RemovingoneofthreeTreeTrimmersbutrestoringaLeadParksMaintenanceWorkerandSr.
BuildingMaintenanceCustodian.
$200,000 has also been added in nonͲpersonnel costs to the Building and Parks Maintenance
operating budgets to augment regular maintenance tasks to keep parks and facilities in better
repair.Thesefundshadbeencutbackduringtherecession.
Finally, the attached resolution formalizes the salary schedule to match augmented duties
undertakenbytheDirectorofParksandRecreationinrecentyears.Thissalaryisconsistentwith
what Council has previously approved on an interim basis for those expanded duties, and this
actionwillformalizethesalaryschedule.
x
x
x
x
x
x
x
x
CityManager’sOfficeͲ$69,000infundingisproposedtoinitiatestartͲupcostsforutilizingsocial
media for public communications in the City Manager’s Office. That effort will be collaboration
betweentheCityClerkandtheCityManager’sOffice.
Police Department Ͳ One frozen Parking Enforcement Officer has been restored for Police to
address the parking issues near the BART station and along McClellan Drive that cannot
effectivelybeaddressedwiththetwocurrentpositions.Inaddition,toaccommodatescheduling
needs for dispatching operations, which has been expanded to include dispatching for Pacifica,
three32Ͳhourdispatchershavebeenconvertedto40hourpositions.
FinanceDepartmentͲTheFinanceDepartmentisimplementingtwopositionchangesasaresult
of vacancies, consistent with the reorganization plan for an eventual Administrative Services
Department. The vacant Budget Manager position is being recruited as a Financial Services
Manager,andthevacantPayrollandFinancialServicesSupervisorpositionwillberecruitedasa
PayrollManager.Thatlatterposition’sjobdescriptionhasnotyetbeencompleted,soarevision
tothatposition’ssalaryschedulewillcometotheCouncilatalatertime.
CityClerkͲ$120,000hasbeenaddedtotheCityClerk’sbudgetforelectioncosts.
PublicWorksͲRestoringonepreviouslyfrozenmaintenanceworkerpositionforPublicWorksin
the Storm Water Fund due to increased requirements in storm water permit regulations and
creek cleanup efforts. $175,000 is needed from the General Fund to continue to subsidize the
StormWaterFundtoadequatelyaddressregulatoryrequirements.TheStormWaterFundisnot
selfͲsupporting with fees set in place over a decade ago. The funding stream is constrained by
Proposition218frombeingincreasedwithoutvoterapproval.
$1.0millioncontributiontowardstheCity’sOtherPostͲEmploymentBenefits(OPEB)obligation.
AnetdrawonGeneralFundReservesof$1.5million,aftertransfersouttoOPEB,StormWater
Fund,andCIP.
In nonͲGeneral Fund areas, a Laboratory Supervisor and an Administrative Assistant are being
addedtotheSewerFund,consistentwithPublicWorks’reorganizationefforts.
GENERALFUNDRESERVES
ThefollowingisasummaryoftheproposedreserveusesforFY2013Ͳ14:
x $1.0 million in General Fund contribution towards new projects in the Capital Improvements
Program.
x $1.0millioncontributiontowardstheCity’sOtherPostͲEmploymentBenefits(OPEB)obligation.
x $.2millioninGeneralFundcontributiontotheStormWaterFundtocoverincreasedcostsdueto
complyingwithnewregulations.
OTHERFUNDS
HighlightsofproposedbudgetsinotherfundsinFY2013Ͳ14includethefollowing:
x SewerEnterpriseFund:theFundisprojectedtoendtheyearwithreservestotaling$9.9million,
whichwillbeadownpaymenttowardsthenextroundofmajorcapitalimprovementrenovations
to begin at the Plant, which must always invest to ensure continued compliance with our
regulatory requirements. Low interest State Loan funding will be pursued in the next year to
achievesomeoftheseneededimprovements.
x StormWaterFundwillendnextyearwithapproximately$300,000inReserves.Itcontinuestobe
subsidizedwithcontributionsfromtheGeneralFundandGasTaxFund.
x HealthandBenefitsFund:theproposedbudgetprojectsfundssetͲasideforOPEBattheendofFY
2013Ͳ14 to be $12.5 million. The last actuarial study estimates the total liability now at $82
million. That figure is being reͲevaluated now by actuarial consultants, and staff will have that
revisednumberbythetimeofthismeeting.Asstaffhascontinuedtoemphasize,thelongerthe
City delays in investing those funds in an OPEB Trust Fund, the farther behind in funding this
liabilitytheCitywillfall.StaffwillcontinuetoexplorethiswiththeBudgetSubcommitteeinthe
upcomingmonths.
x City Housing Fund: this is a new fund that accounts for Successor Housing Agency activities:
housingpropertymaintenanceandrepaircosts,tenantscreening,oversightactivitiesbystaff,and
housing rental revenue. A loan repayment from MidͲPeninsula Housing will fund retail
improvements at the 636 El Camino Housing properties. The General Fund is not projected to
needtocontributetowardstheseactivitiesinFY2013Ͳ14.
x ITFundandPEGFund(Public,Educational,andGovernmentalCableAccessFund):thePEGFund
will contribute $200,000 in funds to upgrade the Council Chambers to provide upgraded public
viewing of the Council meetings. PEG Funds are assessed from our cable TV providers for this
purpose.
x TheSolidWasteFundisprojectedtohaveafundbalanceof$.97millionattheendof2013Ͳ14.
FundscomefromourfranchiseagreementwiththeSouthSanFranciscoScavengerCompany,and
are used to pay for source reduction and solid waste mitigation efforts such as continued
monitoringoftheformerlandfillsiteatOysterPoint.
x The Parking District Enterprise Fund is projected to have $1.1 million in reserves at the end of
2013Ͳ14thatmaybeusedforfutureParkingDistrictinvestmentsandoperatingexpenditures.
FISCALIMPACT
x
$.8millionoperatingbudgetsurplusbeforetransfersouttootherfunds.
x
$1.0milliondipintoreservesaftertransfersout.
x
ProposedFY2013Ͳ14GeneralFundReservesmeetCouncil’sReservesPolicy:
ProjectedendingbalanceofUndesignatedReserveof$15.0million.
TotalGeneralFundReservesof$24.9million.
GeneralFund
TheGeneralFundisthemainfundofthe
City’soperatingbudget.Thefundfinances
publicsafetyactivitiessuchaspoliceandfire;
library,parks&recreationactivities,building
andplanningpermitsandadministration.
DͲ26 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
GeneralFundSummary
RevenuesandOther
FinancingSources
PropertyTaxes
PropertyTaxes,RDADissolution
PropertyTaxRefund
ERAFRefundfromCounty
SalesTax
TransientOccupancyTax
BusinessLicense
ContingencyforBusinessLicense
ModernizationBallotMeasure(1)
CommercialParkingTax
FranchiseFees
BuildingandFirePermits
MotorVehicleLicense&InͲLieu
RevenuefromOtherAgencies
ChargesforServices
AdministrativeCharges
Fines
Interest&Rent
TransfersIn&Other
SubtotalRevenues
PlusPriorYearCarryovers
TotalRevenuesandOther
FinancingSources
Operating
BudgetExpenditures
CityCouncil
CityClerk
CityTreasurer
CityAttorney
CityManager
Finance
NonͲDepartmental
HumanResources
Economic&CommunityDev
Fire
Police
PublicWorks
Library
Parks&Recreation
ContingencyforBusinessLicense
ModernizationBallotMeasure(1)
TransferouttoHousingFund
TotalOperatingBudgetExpenses
Actual
Adopted
Amended
Projected
Adopted
2011Ͳ12
14,016,218
1,048,513
665,650
1,776,206
11,969,796
8,619,170
1,075,472
2012Ͳ13
13,981,867
2,860,000
391,003
1,793,968
12,978,812
8,516,099
993,632
2012Ͳ13
14,120,890
3,518,964
551,058
1,793,968
12,912,473
9,659,101
1,011,031
2012Ͳ13
14,120,890
3,753,730
551,058
2,123,998
12,912,473
9,659,101
1,011,031
2013Ͳ14
14,640,236
3,450,000
62,288
897,000
13,521,440
9,704,772
1,011,031
400,000
2,548,014 2,546,441 2,546,441 2,546,441 2,546,441
3,247,256 3,317,516 3,247,256 3,247,256 3,247,256
3,056,508 2,959,155 3,305,169 3,305,169 3,305,169
5,321,598 5,137,005 5,248,931 5,248,931 5,422,728
1,336,854 706,459 2,074,968 1,984,800 643,525
6,547,604 6,172,948 6,286,449 6,286,449 6,510,649
1,894,761 1,333,114 1,333,114 1,333,114 1,325,500
2,184,233 1,167,350 1,697,086 1,697,086 1,699,500
2,858,950 2,907,817 2,870,000 2,870,000 2,870,000
1,341,272 2,466,084 2,300,053 2,315,239 1,865,064
69,508,077 70,229,271 74,476,951 74,966,765 73,122,599
840,365 840,365
69,508,077
70,229,271 75,317,316
Actual
2011Ͳ12
186,983
381,498
144,470
585,943
719,803
1,616,491
885,836
986,947
3,241,269
18,812,865
21,151,343
3,203,364
4,272,704
10,101,409
Adopted
2012Ͳ13
184,948
447,844
175,990
751,307
798,757
1,813,753
959,945
1,030,763
3,762,691
18,669,464
21,054,388
3,203,292
4,208,912
10,539,100
73,122,599
Adopted
2013Ͳ14
194,475
565,696
118,906
764,224
889,524
1,862,609
875,451
1,046,188
3,917,133
19,591,209
22,183,336
4,056,860
4,419,241
11,449,408
2012Ͳ13 %Change
658,369
4.7%
590,000
20.6%
(328,715)
Ͳ84.1%
(896,968)
Ͳ50.0%
542,627
4.2%
1,188,673
14.0%
17,399
1.8%
Ͳ
(70,260)
346,014
285,722
(62,934)
337,701
(7,614)
532,150
(37,817)
(601,020)
2,464,092
0.0%
Ͳ2.1%
11.7%
5.6%
Ͳ8.9%
5.5%
Ͳ0.6%
45.6%
Ͳ1.3%
Ͳ24.4%
3.5%
2,464,092
3.5%
Changefrom
Adopted
2012Ͳ13 %Change
9,527
5.2%
117,852
26.3%
(57,084)
Ͳ32.4%
12,917
1.7%
90,767
11.4%
48,856
2.7%
(84,494)
Ͳ8.8%
15,425
1.5%
154,442
4.1%
921,745
4.9%
1,128,948
5.4%
853,568
26.6%
210,329
5.0%
910,307
8.6%
400,000
38,000 38,000 38,000
66,290,926 67,639,154 70,246,918 70,246,918
OperatingBudgetImpact
3,217,151
TotalMinorMaintenanceExpenditures
TransfersInfromOtherFundsforMinorMaint
NetGFContribution,MinorMaintProjects
NetOperatingBudgetImpact
Amended
2012Ͳ13
204,448
452,697
204,897
751,307
800,617
1,828,972
991,945
1,092,117
4,444,927
18,919,610
21,767,545
3,235,695
4,638,464
10,875,677
75,807,130
MidYear
Projected
2012Ͳ13
204,448
452,697
204,897
751,307
800,617
1,828,972
991,945
1,092,117
4,444,927
18,919,610
21,767,545
3,235,695
4,638,464
10,875,677
Changefrom
Adopted
2,590,117
889,877
(564,577)
325,300
5,070,398
890,448
(564,577)
325,871
5,560,211
890,448
(564,577)
325,871
(38,000)
72,334,260 4,695,106
Ͳ100.0%
6.9%
788,340
Includedindepartmental
budgets
Ͳ
3,217,151 2,264,817 4,744,527 5,234,340 788,340
(1)Subsequenttoadoptingthebudget,theCityCounciloptednottoputabusinesslicensemodernization
measureontheballotin2013.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| DͲ27
GeneralFundReserves
NetOperatingBudgetImpact
OneͲtimePropertyTaxfromRDADissolution
LessTransferstoCapitalProjects:
LessOtherTransfers
LessTransferstoRetireeHealthFund
LessTransferstoStormWaterFund
NetImpactonGeneralFundReserves
GeneralFundReservesProjection
I.DiscretionaryReserves/
LiquidReservesAvailable
Emergencies
EconomicContingencies
Actual
Projected
Adopted
2011Ͳ12
2012Ͳ13
2013Ͳ14
3,217,151 5,234,340 788,340
4,697,654
(195,563) (1,304,125)
Ͳ539,000
(500)
(68,000)
(550,000) (1,000,000) (1,000,000)
(275,000) (175,000) (175,000)
2,196,088 7,452,870 (993,660)
1,388,000 1,499,000 1,462,000
4,857,000 5,248,000 5,119,000
DesignatedforfutureEconomicDevelopment
andCapitalProjects
5,120,437 3,816,312 3,277,312
UndesignatedReserve
Subtotal,Discretionary
(Available)Reserves
II.NonͲDiscretionaryReserves/
ReservesAlreadyCommitted
Encumbrances
DesignatedforPropertyTaxRefund
InventoryandOther
ReserveforPrepaidExpenses
DesignatedforUnrealizedGains
AppropriatedCapitalProjects
Subtotal,NonͲDiscretionary
(Committed)Reserves
TotalGeneralFundReserves
5,593,868
15,375,589
15,086,929
16,959,305
25,938,901
24,945,241
840,365
65,000
30,710
382,598
208,054
1,526,726 Ͳ Ͳ
18,486,031 25,938,901 24,945,241 DͲ28 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
FY2013Ͳ14GeneralFundRevenuesbyType(notincludingtransfers)
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| DͲ29
AdministrativeAllocations
GeneralFundstafftimeandresourcesareusedtoadministertheotherfundsthattheCitymanages.The
Citychargesanadministrativeallocationtootherfundstocoverthecosts
associatedwithmanagingthefunds.
GeneralFundAdministrativeAllocations
Fund
CommonGreensMaintenanceDistricts
WestPark1&2
WestParl3
Stonegate
WillowGardens
SolidWasteFund
SewerMaintenance
WaterQualityControlPlant
ParkingDistrictFund
StormWaterFund
ConferenceCenter
CityHousingFund
Eastof101TrafficImpactFees
ChildCareImpactFees
Eastof101SewerImpactFees
SewerCapacityCharges
Total
CentennialWay
DͲ30 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
Adopted
FY2013Ͳ14
90,600
139,100
45,300
8,200
19,600
68,100
813,700
100,900
15,000
10,000
5,000
2,500
2,500
2,500
2,500
1,325,500 SouthSanFranciscoCulturalArtsCommission2013YouthArtShow
Departments
TheCityofSouthSanFranciscoisorganizedintoeightadministrativedepartmentsandsixoperating
departmentswithonenonͲdepartmentclassificationusedformiscellaneouscharges.
ADMINISTRATIVEDEPARTMENTS
CITYCOUNCIL
ThisdepartmentaccountsforelectedCityCouncilmembers’stipendsandexpensesrelatedtoofficialCity
functions.AdministrativesupportisprovidedbytheCityManager’sOffice.
CITYCLERK
Thisdepartmentadministerselections,andisresponsibleforrecordingpublicmeetings,maintainingofficial
Cityrecordsandpublishingofficialpublicmeetingagendas.TheCityClerkisanelectedofficial.
CITYTREASURER
ThisdepartmentisresponsiblefortheinvestmentoftheCityfinances.Administrativesupportisprovidedby
theFinanceDepartment.TheCityTreasurerisanelectedofficial.
CITYATTORNEY
ThisdepartmentdealswithalllegalmattersastheyrelatetoCityfunctions.TheCityCouncilhasappointedthe
lawfirmMeyersNavetoprovideattorneyservicesfortheCity.
CITYMANAGER
ThisdepartmentisresponsiblefortheimplementationofCityCouncildirection,communityoutreach,andthe
dayͲtoͲdayadministrativeoperationsoftheCity.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ31
FINANCE
ThisdepartmentaccountsfortheCity’sfinances,preparesthebudget,processespayrollandpays
vendors.Itfilesallstateandfederallymandatedfinancialreports,managestheCity’sbankingcontracts
andprovidestheCityTreasurerwithexpenditureestimatesforcashflowplanning.
HUMANRESOURCES
Thisdepartmentisresponsibleforemployeerecruitment;classification,compensationandbenefits
administration;employeeandlaborrelations;andriskmanagement.
INFORMATIONTECHNOLOGY
ThisdepartmentisresponsibleforassistingCitydepartmentsthroughtechnology.Thisincludesthe
purchaseandmaintenanceofcomputersystems,phones,andcopiers;andnetworkadministration.
OPERATINGDEPARTMENTS
ECONOMICANDCOMMUNITYDEVELOPMENT
Thisdepartmentoverseesplanningandbuildingfunctions,theParkingDistrict,historicalpreservation,
andgeneralissuesrelatingtoeconomicdevelopmentwithintheCity.
FIRE
Thisdepartmentprovidesfirefighting,rescue,emergencymedical,firepreventionandinvestigation
services.Thedepartmentoffersbasiclifesupportambulancetransportservices.
POLICE
ThisdepartmentisresponsibleforlawenforcementandpublicsafetythroughteamandcommunityͲ
orientedpolicing.Thisincludespatrol,investigations,traffic,communicationsdispatch,recordsand
communityrelations.
LIBRARY
Thisdepartmentprovidesaccesstomaterialssuchasbooks,magazines,DVDs,aswellasprogramsand
servicesthatmeettheinformational,educationalandrecreationalneedsoftheCity.
PUBLICWORKS
ThisdepartmentmaintainstheCityinfrastructure,runstheWaterQualityControlPlantandprovides
maintenancefortheCity’svehiclesandlargeequipment.
PARKSANDRECREATION
Thisdepartmentprovidesforthephysical,culturalandemotionalwellͲbeingoftheCity,ensuresthe
effectiveandsafeuseofthephysicalresourcesoftheCity,andmaintainsCityfacilitiesandparks.
EͲ32 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
MISSIONOFTHECITYOFSOUTHSANFRANCISCO
TheCityofSouthSanFrancisco’smissionistoprovideasafe,attractiveandwellͲmaintainedCitythrough
excellentcustomerserviceandsuperiorprogramsandtohaveaworkethicthatwillenhancethe
community’squalityoflife.
Tothatend,theCitywillstrivetonurtureapartnershipwiththecommunitybyrecruitingadiverseand
highlyskilledworkforce,beanactivepartnerinqualityeducationandattractandretainaprosperous
businesscommunity,allofwhichwillfostercommunityprideandunderstanding.
TheCityandemployeesofSouthSanFranciscovaluetheirroleinprovidingservicetooneanotherand
thecommunity.AsanorganizationtheCityiscommittedto:
• Strengtheningeachotherandtheorganizationthroughdedicationandteamwork.
• Recognizingandrespectingdiversityandencouragingopinionsofthecommunityandworkforce.
• Committingtoexcellenceandservice.
• Encouragingcreativityandsupportingproblemsolving.
• Acceptingresponsibilityandaccountability.
• Demonstratingintegrityandhonestyinallaspectsofservice.
• Promotingandmaintainingopenandconstructivecommunication.
• Encouragingskilldevelopmentandprofessionalgrowth.
OrganizationalChart
CitizensofSouthSanFrancisco
CityCouncil
PedroGonzalez,Mayor
KarylMatsumoto,MayorProTem
MarkN.Addiego
RichardA.Garbarino
PradeepGupta
CityClerk
KristaMartinelli
CityTreasurer
FrankRisso
CityAttorney
StevenT.Mattas
CityManager
BarryM.Nagel
AssistantCityManager
MartyVanDuyn
AdministrativeDepartments
Finance
JimSteele
OperatingDepartments
Economic&CommunityDev.
MartyVanDuyn
HumanResources
KathyMount
PublicSafety(Police&Fire)
MikeMassoni
InformationTechnology
DougHollis
PublicWorks
TerryWhite
Library
ValerieSommer
ParksandRecreation
SharonRanals
CityCouncil
RESPONSIBILITIES:
x
ActingasthegoverningbodyofSouthSanFrancisco
x
Establishinglocallawandpoliciesthroughtheenactmentofordinancesandresolutions
x
DetermininghowtheCityshallobtainandspendfunds
x
Appointingmemberstoadvisorymunicipalactivities
x
RepresentingtheCitybyservingonregionalandCountycommitteesandboardswhosepoliciesmay
affectSouthSanFrancisco
FivemembersareelectedtofourͲyearCouncilterms.ElectionsareheldinoddͲnumberedyears.
Threemembersareelectedtogether,andtheothertwoareelectedinthenextelection.TheMayor
andViceMayorareselectedbytheCouncilfromitsmembersinnonͲelectionyears.Duringelection
years,theMayorandViceMayorareselectedafterelectionresultshavebeentabulated.
CityCouncilOrganizationChart
Mayor
PedroGonzalez
MayorProTem
KarylMatsumoto
CouncilMember
MarkN.Addiego
CouncilMember
RichardA.Garbarino
CouncilMember
PradeepGupta
CityManager’sOffice
ProvidesAdministrativeSupport
CITYCOUNCILSUMMARY
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
InterdepartmentalCharges
TotalExpenditures
Actual
FY2011Ͳ12
137,135
34,544
15,304
186,983
AdoptedFY
2012Ͳ13
127,411
40,662
16,875
184,948
Changefrom
AmendedFY AdoptedFY AdoptedFY
2012Ͳ13 Ch
2012Ͳ13
2013Ͳ14
127,411 130,972 3,561
60,162 38,807 (1,855)
16,875 24,696 7,821 4
204,448 194,475 9,527
2012RibbonCuttingCeremonyforthenewlyremodeledGellertPark
CityClerk
MISSIONSTATEMENT:
TheprimarypurposeoftheCityClerk’sOfficeistoserveastheconduitbetweentheresidentsoftheCity
ofSouthSanFranciscoandlocalgovernmentlegislativeagencies,includingtheSouthSanFranciscoCity
Council,theSouthSanFranciscoSuccessorAgencytotheformerRedevelopmentAgencyandthe
OversightBoardtotheSuccessorAgency.TheClerk’sOfficealsoperformssupportfunctionsancillaryto
thispurpose,includingmanaginglocalelections,respondingtoPublicRecordsActrequests,managingthe
City’sConflictofInterestCodeandmaintainingtheCity’severͲexpandingrecordsbase.TheOfficestrives
tomeetthesedutiesefficiently,courteously,neutrallyandinamannerthatisaboveallelseinthebest
interestsoftheCitizensofSouthSanFrancisco.
THEDEPARTMENTSUPPORTSITSMISSIONTOTHECITYTHROUGH:
x
x
x
x
x
Performingalllegislativedutiesforthelegislativebodiesidentifiedabovepursuanttostateand
localgovernmentrequirements.
MaintaininganactiveanddynamiceͲmaildistributionlistandwebsitepresencerelatedtothe
activitiesofthelegislativebodiesidentifiedabove.
Maintainingrelationshipswithstaffforthelegislativebodiesidentifiedabove,whichincludesday
todayinteractionspermittinginformationflowinaregularandconsistentmanner.
ManagingtherecordsretentionprogramandgoalsfortheCity.
ManagingelectionsandFPPCpaperworkfortheCity.
ACCOMPLISHMENTHIGHLIGHTSINFISCALYEAR2012Ͳ13:
x
x
x
x
x
Performedauditofover4000boxesretainedinstorageattheCorporationYardanddetermined
recordseligiblefordestructionorretentiontoassistwithcreationofapermanentphysical
recordsstorageenvironment.
WorkedwiththeEngineeringDivisionandtheEconomicandCommunityDevelopment
DepartmenttodraftproposedchangestotheRecordsRetentionScheduleforproposalto
Council.
CreatedalldocumentsrelativetotheappointmentprocessforanewCouncilpersonduring
NovemberandDecember2013.
ConductedresearchandexploredoptionsfortheuseofSocialMediaforCityrelatedinformation.
CreatedcommunicationsystemsandfilingstructuresforOversightBoardrelatedmatters.
OBJECTIVESFORFISCALYEAR2013Ͳ14:
x
Performauditofover4000boxesretainedinstorageattheCorporationYardandmaintainedin
officescityͲwidetoidentifyrecordseligibleforconversiontoelectronicformatandcontinueto
x
x
x
x
workwithDepartmentstobringmoreonlinewithelectronicrecordsstoragethroughrevisionsto
RecordsRetentionSchedule.
ConverteligiblerecordstoelectronicformatonacityͲwidebasisandconsiderimplementationof
barcodescanningandtrackingforphysicalrecordsstorage.
Manage2013Election,whichmayincludeupwardsof12candidates.
UpdatetheCity’sConflictofInterestCode.
Continuelearningandmonitoringtheefficacyoftheuseofsocialmediafordisseminationof
information.
BUDGETHIGHLIGHTSFORFISCALYEAR2013Ͳ14:
TheElectionBudgethasbeenestablishedat$120,000toaccommodatethelargenumberofmunicipal
officesupforelectionthisyearaswellasapossiblemeasure.
ThroughmidͲNovember2013,thepositionofCityClerkHourlyAssistanthasbeenaddedtoassistwith
OversightBoardrelatedtasks,therecordsauditandconversionprocesseswhichhavereachedapointof
physicalnecessityandoverflowtasksrelatedtoelectionmanagement.
CITYCLERKDEPARTMENTSUMMARY
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual
FY2011Ͳ12
291,428
66,877
23,193
381,498
AdoptedFY
2012Ͳ13
380,475
34,020
33,349
447,844
AmendedFY
2012Ͳ13
380,475
38,873
33,349
452,697
AdoptedFY
2013Ͳ14
381,106
154,414
30,176
565,696
Changefrom
AdoptedFY
%
2012Ͳ13 Change
631
0.2%
120,394 353.9%
(3,173)
Ͳ9.5%
117,852
26.3% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ39
CityClerkOrganizationChart
1.0CityClerk(elected)
KristaMartinelli
CityClerk
HourlyAssistant
1.0DeputyCityClerk
1.0AssistantCityClerk
CityTreasurer
MISSIONSTATEMENT:
TheprimarypurposeoftheCityTreasureristoinvestfundsnotcurrentlyrequiredfortheoperationof
theCityinordertomaximizerevenueswhileensuringthesafetyandavailabilityoftheprincipal.
TheCityTreasureriselectedtoafourͲyeartermandisapartͲtimesalariedposition.
x
x
x
x
x
investingCityfundstoachievethemaximumreturnondeposits;
producingmonthlyreportstoidentifyamountsandtypesofinvestmentinstruments;
arrangingpaymentsonCitybonds;
coordinatingfinancialtransactionsincooperationwiththeFinanceDirector;and
preparingpropertytaxassessmentsforresidentsuponrequest.
CITYTREASURERSUMMARY
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual Adopted
FY2011Ͳ12 FY2012Ͳ13
40,996 38,434
102,031 135,900
1,442 1,656
144,470 175,990
AmendedFY
2012Ͳ13
38,434
164,807
1,656
204,897
AdoptedFY
2013Ͳ14
35,356
81,800
1,750
118,906
Changefrom
AdoptedFY
%
2012Ͳ13 Change
(3,078) Ͳ8.0%
(54,100) Ͳ39.8%
94
5.7%
(57,084) Ͳ32.4% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ41
CityTreasurerOrganizationChart
CityTreasurer(elected)
FrankRisso
FinanceDepartment
ProvidesAdministrativeSupport
CityAttorney
MISSIONSTATEMENT
TheprimarypurposeoftheCityAttorneyistoprovidelegalcounseltotheCity.
TheCityCouncilappointedthelawfirmofMeyersNavetoprovideattorneyservicesfortheCity.
CITYATTORNEYSUMMARY
Expenditures
Actual Adopted
ExpenditureTypes
FY2011Ͳ12 FY2012Ͳ13
Supplies&Services
580,597 739,826
InterdepartmentalCharges 5,346 11,481
TotalExpenditures
585,943 751,307
Amended
FY2012Ͳ13
739,826
11,481
751,307
Adopted
FY2013Ͳ14
754,500
9,724
764,224
%Changefrom
AdoptedFY
2012Ͳ13
2.0%
Ͳ15.3%
CityAttorneyOrganizationChart
CityAttorney
StevenT.Mattas
(Contract—MeyersNave)
SouthCity
CityManager
MISSION:
The City Manager and office administration staff is charged with general management of the City.
Responsible for implementation of City Council programs and activities, community relations,
Ombudsmanship, numerous special projects, lobbying activities, interagency coordination and other
dutiesasdeterminedbytheCityCouncil.TheCityManager’sofficealsoprovidesaresourceforgeneral
informationforthecitizensofSouthSanFranciscoaswellasCitystaff.
FY2012Ͳ13ACCOMPLISHMENTS:
x
CityCouncilretainedorsecuredseveralseatsonimportantregionalgoverningbodies.
x
MembersofCityCouncilandstaffattended2013BIOConferenceinChicago,IL.
x
ContinuedparticipationintheCommunityCoalition.
x
Continued to work as a Successor Agency and participate in the newly created Oversight
Boardperstatemandate.
FY2013Ͳ14OBJECTIVES:
x
CompletethesearchandtransitionforanewCityManager.
x
ContinuetoworkwithOversightBoard,todeterminethefutureofformerRedevelopment
Agencyassets.
x
ContinuetoevaluatetheeffectthedissolutionofRedevelopmentwillhaveontheGeneral
Fund,staffingandservicelevelsandplanaccordingly.
x
Exploretheconsolidationofdepartmentsandsharedservices.
x
EvaluateandmakerecommendationsregardingaPublicSafetyDepartment.
x
Expandsocialmediapresenceandprograms.
FY2012Ͳ13RESOURCEORPROGRAMSERVICELEVELCHANGES:
x
Sixmonthsofa“SocialMedia”position.
CityManagerOrganizationChart
1.0CityManager
BarryM.Nagel
1.0AssistanttotheCity
Manager
1.0ExecutiveAssistanttothe
CityManager
1.0Administrative
AssistantII
CITYMANAGERDEPARTMENTSUMMARY
PositionBudget
CityManager
PositionTitle
FullTime
O305 AdministrativeAide
1.00
0.00
0.00
0.00
O310 AdministrativeAssistantII
0.00
1.00
1.00
0.00
N180 AssistantToTheCityManager
1.00
1.00
1.00
0.00
N115 CityManager
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
O410 ExecutiveAssistantToTheCity
Manager
SubtotalFullͲtime
4.00
4.00
4.00
0.00
4.00
4.00
4.00
0.00
FTE
Actual
FY2011Ͳ
12
FTE
Actual
FY2012Ͳ
13
FTE
AdoptedFY
2013Ͳ14
Change
fromFY
2012Ͳ13
TotalFTE
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual Adopted
FY2011Ͳ12 FY2012Ͳ13
627,958 730,064
64,588 35,944
27,257 32,749
719,803 798,757
AmendedFY
2012Ͳ13
730,064
143,804
32,749
906,617
AdoptedFY
2013Ͳ14
825,465
34,470
29,589
889,524
Changefrom
AdoptedFY
%
2012Ͳ13 Change
95,401 13.1%
(1,474) Ͳ4.1%
(3,160) Ͳ9.6%
90,767 11.4%
Finance
MISSION:
TheFinanceDepartmentprovidesfinancialservicestotheCitydepartments,includingpaymentto
vendors,payrollandmandatedfinancialservices.Tothatendthedepartment:Facilitatesfiscal
accountabilityandadequatecontroloftheuseofCityfundsandappropriations,assurescollectionoftax
fundsduetotheCityfromsourcessuchasTransientOccupancyTaxesandBusinessLicensesandprovides
financialplanningandreportingservicesforamoreinformedbudgetprocess.
FY2012Ͳ13ACCOMPLISHMENTS:
x DevelopedaPayrollProceduresManualfordepartmenttimekeepers
x SupportedtheRedevelopmentDissolutionProcess;SuccessorAgencyawardedafindingof
completionfromtheState
x Tookaleadroleintheinternaltalentexchangeprogram(IͲTEP);sponsoredtwobudgetinternsIn
theSpring
x Begancrosstraininganotherstaffpersoninpayrolldutiestoprepareforretirementsandprovided
opportunitiesforinternaljobdutyrotations
FY2013Ͳ14OBJECTIVES:
x
x
Finishcrosstrainingofpayrollstaff
Continuetoworktomakethebusinesslicensereviewprocessmorestreamlinedbyfosteringuse
ofonlinesystemsandinterͲdepartmentalcommunication
x ProvideratemodelplanningfortheSewerFundasitcontemplatesitsnextroundofcapital
improvementinvestments
x
Completefillingof3vacantpositionstoensurecontinuityoffinancialoperationsasretirements
continue
RecruitingforaFinancialServicesManager(inplaceoftheformerBudgetManager)andaPayroll
Coordinator(inplaceoftheformerFinancialServicesSupervisor)topreparethedepartmentforpossible
inclusioninanAdministrativeServicesDepartmentinthefuture.
FINANCEDEPARTMENTSUMMARY
Expenditures
Actual
ExpenditureTypes
FY2011Ͳ12
Salaries&Benefits
1,311,004
Supplies&Services
131,731
InterdepartmentalCharges 173,756
TotalExpenditures
1,616,491
Adopted
FY2012Ͳ13
1,523,875
106,540
183,338
1,813,753
AmendedFY
2012Ͳ13
1,523,875
121,759
183,338
1,828,972
AdoptedFY
2013Ͳ14
1,547,897
120,114
194,598
1,862,609
Changefrom
AdoptedFY
%
2012Ͳ13 Change
24,022
1.6%
13,574 12.7%
11,260
6.1%
48,856
OrganizationChart
1.0FinanceDirector
JimSteele
1.0AdministrativeAssistantII
Accounting&FinancialServices
GeneralLedger&Reporting
2.0AccountantI/II/Sr.
0.75FinancialServicesManager
PayrollServices
1.0PayrollCoordinator
1.0AccountingAssistantII
AccountingOperations
2.0AccountingAssistantII
0.5BusinessSystemsSpecialist
0.6Courier(Hourly)
Budget&FinancialPlanning
0.25FinancialServicesManager
0.50BusinessSystemsSpecialist
2.00FinancialAnalystI/II/Sr.
FINANCEADMINISTRATION&BUDGET
PositionBudget
FinanceAdmin&
Budget
PositionTitle
FullTime
1.00
1.00
1.00
0.00
M635 Budget&FinancialManager
1.00
1.00
0.00
(1.00)
M770 FinancialServicesManager
0.00
0.00
1.00
1.00
N145 DirectorOfFinance
1.00
1.00
1.00
0.00
M600 FinancialAnalystI
1.00
0.00
0.00
0.00
M610 FinancialAnalystII
0.00
1.00
1.00
0.00
M615 SrFinancialAnalyst
1.00
1.00
1.00
0.00
SubtotalFullͲtime
5.00
5.00
5.00
0.00
TotalFTE
5.00
5.00
5.00
0.00
FTE
FTE
FTE
ActualFY ActualFY AdoptedFY
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual Adopted
FY2011Ͳ12 FY2012Ͳ13
593,807 674,576
8,734 12,949
173,756 183,338
776,297 870,863
Amended Adopted
FY2012Ͳ13 FY2013Ͳ14
674,576 684,262
12,949 12,018
183,338 194,598
870,863 890,878
Changefrom
AdoptedFY
%
2012Ͳ13 Change
9,686
1.4%
(931) Ͳ7.2%
11,260
6.1%
20,015
ACCOUNTING&FINANCIALSERVICES
PositionBudget
Accounting&
FinancialServices
PositionTitle
FullTime
M100 AccountantI
1.00
1.00
1.00
0.00
A225
AccountingAssistantII
3.00
3.00
3.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
(1.00)
O405 DataBusinessSystems
Specialist
M540 FinancialServices
Supervisor
PayrollCoordinator
0.00
0.00
1.00
1.00
M625 SrAccountant
1.00
1.00
1.00
0.00
SubtotalFullͲtime
7.00
7.00
7.00
0.00
Hourly
X280
MiscellaneousHourly
0.60
0.60
0.60
0.00
SubtotalHourly
0.60
0.60
0.60
0.00
TotalFTE
7.60
7.60
7.60
0.00
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual Adopted
FY2011Ͳ12 FY2012Ͳ13
717,197 849,299
122,997 93,591
840,194 942,890
Amended Adopted
FY2012Ͳ13 FY2013Ͳ14
849,299 863,636
108,810 108,096
958,109 971,732
Changefrom
AdoptedFY
%
2012Ͳ13 Change
14,337
1.7%
14,505 15.5%
28,842
3.1% EͲ52 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
NonͲDepartmental
NONͲDEPARTMENTALSUMMARY
Expenditures
Changefrom
%
Actual Adopted AmendedFY AdoptedFY AdoptedFY
2012Ͳ13 Change
ExpenditureTypes
FY2011Ͳ12 FY2012Ͳ13
2012Ͳ13
2013Ͳ14
Salaries&Benefits 157,969 102,550 102,550 2,550 (100,000) Ͳ97.5%
Supplies&Services 725,250 857,395 889,395 872,901 15,506
1.8%
DebtService
Ͳ Ͳ 27,938 Ͳ Ͳ
0.0%
TotalExpenditures
883,219 959,945 1,019,883 875,451 (84,494) Ͳ8.8%
GenentechCampus
HumanResources
MISSIONSTATEMENT:
TheHumanResourcesDepartmentfollows
theCity’sgoalsandvalueswhenproviding
HumanResourcesandRiskManagement
servicestotheCityasanemployer.
THEDEPARTMENTSUPPORTSITSMISSION
TOTHECITYTHROUGHPROVIDING
THEFOLLOWINGCORESERVICES:
x
x
x
x
x
x
RecruitmentandSelection
NegotiationsandLaborRelations
PersonnelAdministration
CitywideTrainingandDevelopment
BenefitsAdministration
RiskManagement
ACCOMPLISHMENTHIGHLIGHTSINFISCAL
YEAR2012Ͳ13:
x
x
x
SSFPublicSafety– PoliceandFire
Recruitedandprocessedmultiplenew
hiresandpromotedemployeesintokey
positionsasretirements,separationsand
reorganizationsdeveloped.
Negotiatedlaboragreementswithall
Citybargainingunits.
Manageddevelopmentoftrainingand
successionplanningthroughEmployee
DevelopmentGroup,resultinginSouth
CentennialWay
x
x
City101trainingandInternalTalentExchangeProgram(ITEP).
Keptincreasesinmedicalpremiumsflatfor3rdyearinarow.
CompletedtransitiontonewproviderofDeferredCompensationandSection3121alternativeto
SocialSecurityplans.
x
x
x
x
x
DeveloprobustEmployeeHealthandWellnessProgram.
Finalizeevaluationofriskmanagementprograms.
Completeevaluationandconsolidationofvariousemployeebenefitsproviders.
Developnewevaluationtoolthatincludesindividualemployeedevelopmenttool.
Providesupporttodepartmentsasretirementsandseparationsprovideopportunitiesfor
reorganizationandconsolidationofservices.
Noservicelevelchanges.
HumanResourcesOrganizationChart
1.0Directorof
HumanResources
KathyE.Mount
1.0HumanResourcesClerk
Hourly
1.0SrHumanResources
Analyst
2.0HumanResources
AnalystII
1.0HumanResources
Technician
HUMANRESOURCESDEPARTMENTSUMMARY
PositionBudget
HumanResources
PositionTitle
FullTime
N130 DirectorofHuman
Resources
M270 HumanResourcesAnalystII
1.00
1.00
1.00
0.00
2.00
2.00
2.00
0.00
1.00
1.00
1.00
0.00
O265 HumanResources
Technician
M271 SrHumanResourcesAnalyst
1.00
1.00
1.00
0.00
SubtotalFullͲtime
5.00
5.00
5.00
0.00
Hourly
X310
HumanResourcesClerk
0.00
0.00
1.00
1.00
SubtotalHourly
0.00
0.00
1.00
1.00
TotalFTE
5.00
5.00
6.00
1.00
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
Actual
ExpenditureTypes
FY2011Ͳ12
Salaries&Benefits
830,159
Supplies&Services
109,493
TotalExpenditures
986,947
Adopted
FY2012Ͳ13
804,923
177,762
48,078
1,030,763
AmendedFY
2012Ͳ13
804,923
239,115
48,078
1,092,117
AdoptedFY
2013Ͳ14
869,568
122,854
53,767
1,046,188
Changefrom
AdoptedFY
%
2012Ͳ13 Change
64,644
8.0%
(54,908) Ͳ30.9%
5,689
11.8%
15,425
Economic&CommunityDevelopment
MISSIONSTATEMENT:
TheEconomicandCommunityDevelopmentDepartmentworkstopreserveandimprovethephysical,
social,economicandenvironmentalconditionofthecommunity.ThedepartmentadministerstheCity's
landusepolicies,includingplanning,zoning,buildingandenvironmentalregulationstoensuretheorderly
physicalgrowthofthecommunity.Programactivitiesincludeadvancedandcurrentplanningaswellas
issuingpermitsandconductinginspections.Thedepartmentisalsoresponsiblefordevelopingaffordable
housing,supportingeconomicdevelopment,encouragingenvironmentalsustainability,maintainingthe
parkingdistrict,managingtheCommunityDevelopmentBlockGrant(CDBG)programandmanagingthe
dissolutionoftheformerredevelopmentagency.
x
x
x
GuidingthephysicalgrowthanddevelopmentoftheCity.
Ensuringpublicsafety,healthandwelfarethroughtheeffectiveadministrationandenforcement
ofbuildingandplanningordinances.
Creatingaffordablehousingopportunitiesandasustainableeconomy.
HousingandCommunityDevelopmentDivision
x SuccessfullyretainedformerRedevelopmentAgencyhousingassetsincludinga$30millionloan
portfolioandeightpropertiescontaining16Citymanagedresidentialunitsandtwomajor
residentialdevelopments;andcompletedtheconstructionandresidentialoccupancyof636El
CaminoReal.
x CompletedFY2013Ͳ2017ConsolidatedPlanandFY12Ͳ13CDBGOneYearActionPlanincluding
newpublicfacilityprogram;completingadozenpublicfacilityrehabilitationsandaccessibility
improvementstoCityparksandfacilities.
BuildingDivision
x Developedanincentiveprogramformultiplecertificationsforfieldinspectorsandprovided75%
inͲhouseplanchecking.
x Updateddivisionlibraryforstaffandprovidedcommunityoutreachonavailabilityofchecking
statusofpermitsandplansonline.
PlanningDivision
SubstantialprogresstowardcompletionofpublicdraftoftheDowntown
StationAreaLandUsePlan.
Processedapproximately105projectapplications.
ConductedpublicoutreachandprepareddraftClimateAction
Plan/PedestrianMasterPlan.
Adoptedandbeganimplementationofasingleusebagbanordinance.
Conductedoutreachforthesingleusebagbaninthebusinessand
residentialcommunity.
HousingandCommunityDevelopmentDivision

PreparetheLongTermPropertyManagementPlanfor
theretentionanddispositionofpropertiesownedbythe
formerRedevelopmentAgencytoencourageand
facilitatefuturedevelopmentintheDowntownandtheEl
Camino/Chestnutarea.

Researcheconomicdevelopmentprogramsanddevelop
anEconomicDevelopmentStrategytopromoteand
expandeconomicactivityintheDowntownandother
areasoftheCity;andcompletethetenantimprovements
andleasingofthecommercialspaceat636ElCamino
Real.

PrepareanAffordableHousingPropertyManagement
PlanforCityownedaffordablehousingandadvanceplans
foramajorhousingdevelopmentintheDowntownthat
willinvigoratetheareabyprovidingmarketratehousing,
affordablehousingandqualityretailspace.
BuildingDivision
x
CentennialTower
Implement training for staff on new 2013 code
requirements.
x Half of staff to obtain CASP (Certified Access
SpecialistProgram)certifications.
PlanningDivision
x Complete public draft of the Downtown Station
Area Land Use Plan and associated draft
EnvironmentalImpactReport
x Initiate a Parks Master Plan Update and Parks,
Recreation and Open Space Element of the
GeneralPlan.
x Participate in CountyͲwide 21 Elements Housing
Element Update collaboration and initiate work
onthe2014HousingElementUpdate.
x
x
UndertakeeffortstomodifytheZoningOrdinancetocomplywiththeupdatedAirportLandUse
CompatibilityPlans(ALUCP).
CompleteClimateActionPlan/PedestrianMasterPlanandprepareassociatedGeneralPlan
amendmentsandEnvironmentalAnalysis.
Noservicelevelchanges.
ECONOMICANDCOMMUNITYDEVELOPMENTDEPARTMENTSUMMARY
Expenditures
Actual Adopted Amended
Expenditures
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13
Salaries&Benefits
2,457,143 3,228,837 3,228,837
Supplies&Services
619,896 315,345 997,581
InterdepartmentalCharges 164,230 218,509 218,509
GeneralFundTotal
3,241,269 3,762,691 4,444,927
CommunityDevelopment
BlockGrantFund
641,722 861,757 1,212,356
ParkingDistrictFund
1,589,170 635,394 688,589
OtherFundsTotal
2,230,892 1,497,151 1,900,945
TotalExpenditures
5,472,162 5,259,842 6,345,872
Projected
FY2012Ͳ13
3,228,837
997,581
218,509
4,444,927
Changefrom
Adopted
Adopted
%
FY2013Ͳ14 FY2012Ͳ13 Change
3,271,267 42,431
1.3%
450,000 134,655 42.7%
195,866 (22,643) Ͳ10.4%
3,917,133 154,442
4.1%
1,208,238
575,966
1,784,204
6,229,131
874,559
600,913
1,475,472
5,392,606
12,802
(34,481)
(21,679)
132,764
1.5%
Ͳ5.4%
Ͳ1.4%
2.5% EconomicandCommunityDevelopmentOrganizationChart
1.0AssistantCityManager
MartyVanDuyn
1.0ManagementAnalystI
HousingandEconomic
Development
1.0ManagerofHousing&
Redevelopment
1.0EconomicDevelopment
Coordinator
1.0CommunityDevelopment
Specialist
0.95OfficeSpecialist
Building
Planning
1.0ChiefBuildingOfficial
1.0AssistantBuildingOfficial
1.0Sr.BuildingInspector
5.0BuildingInspector
1.0PermitTechnician
1.0AdministrativeAssistantI
1.0ChiefPlanner
1.0PrincipalPlanner
1.0SeniorPlanner
2.0AssociatePlanner
1.0PlanningTechnician
1.0ParkingMeterService
Worker
ECD
ADMINISTRATION
PositionBudgets
ECDAdministration
PositionTitle
FullTime
O310
AdministrativeAssistantII
1.00
0.00
0.00
0.00
N100
1.00
1.00
1.00
0.00
M185
1.00
0.50
1.00
0.50
M335
EconomicDevelopment
Coordinator
SrPlanner
0.15
0.00
0.00
0.00
M570
ManagementAnalystI
0.00
1.00
1.00
0.00
M145
0.00
0.00
0.50
0.50
ManagerOfHousing&
Redevelopment
SubtotalFullͲtime
3.15
2.50
3.50
1.00
Hourly
X415
OfficeSpecialist
0.00
0.00
0.50
0.50
SubtotalHourly
0.00
0.00
0.50
0.50
TotalFTE
3.15
2.50
4.00
1.50
FTE
Actual
FY2011Ͳ
12
FTE
Actual
FY2012Ͳ
13
FTE
AdoptedFY
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
Changefrom
Adopted
%
Actual Adopted Amended Projected Adopted
ExpenditureTypes
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2012Ͳ13 FY2013Ͳ14 FY2012Ͳ13 Change
Salaries&Benefits
307,725 609,853 609,853 609,853 713,652 103,800 17.0%
Supplies&Services
58,820 37,214 70,939 70,939 69,681 32,467 87.2%
InterdepartmentalCharges 164,230 218,509 218,509 218,509 195,866 (22,643) Ͳ10.4%
TotalExpenditures
530,775 865,576 899,300 899,300 979,199 113,624 13.1% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ63
SUSTAINABLESSF/GREENDIVISION
SustainableSSF
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
0.00
0.50
0.00
(0.50)
M185 EconomicDevelopment
Coordinator
M335 SrPlanner
0.00
1.00
0.00
(1.00)
SubtotalFullͲtime
0.00
1.50
0.00
(1.50)
TotalFTE
0.00
1.50
0.00
(1.50)
Expenditures
Changefrom
Adopted
%
ExpenditureTypes FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2012Ͳ13 FY2013Ͳ14 FY2012Ͳ13 Change
Salaries&Benefits Ͳ 272,205 272,205 Ͳ Ͳ (272,205) Ͳ100.0%
TotalExpenditures
Ͳ 272,205 272,205 Ͳ Ͳ (272,205) Ͳ100.0%
*FundedbyClimateActionPlanStateGrantinFY2012Ͳ13.
HOUSING&ECONOMICDEVELOPMENT
TheHousingandEconomicDevelopmentDivisioncreatesaffordablehousingopportunitiesanda
sustainableeconomy.ThedivisionisresponsibleforadministeringtheCity’saffordablehousingprograms,
includingaffordablehousingdevelopmentandpreservation.Thedivisionisalsoresponsibleforpromoting
economicsustainability,servingasliaisontothebusinesscommunity,executingCityrealestate
transactions,managingtheleasingandlicensingofCitypropertyandadministeringthedissolutionofthe
formerredevelopmentagency.
PositionBudget
Housing&
PositionTitle
FTE
FTE
FTE
Change
Economic
fromFY
Development
2011Ͳ12 2012Ͳ13
2013Ͳ14
2012Ͳ13
FullTime
M725 CommunityDevelopment
Coordinator
A660 CommunityDevelopment
Specialist
M145 ManagerOfHousing&
Redevelopment
SubtotalFullͲtime
1.00
0.00
0.00
0.00
0.00
1.00
0.85
(0.15)
1.00
1.00
0.45
(0.55)
2.00
2.00
1.30
(0.70)
PartTimeRegular
A295
OfficeSpecialist
0.95
0.75
0.50
(0.25)
SubtotalPartͲtimeRegular
0.95
0.75
0.50
(0.25)
Hourly
X280
MiscellaneousHourly
0.00
0.20
0.15
(0.05)
SubtotalHourly
0.00
0.20
0.15
(0.05)
TotalFTE
2.95
2.95
1.95
(1.00)
Expenditures
Actual Adopted Amended
ExpenditureTypes
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13
Salaries&Benefits
232,183 289,118 311,200
Supplies&Services
314,215 570,532 696,733
InterdepartmentalCharges 12,407 2,107 2,107
Transfers
72,917 Ͳ Ͳ
TotalExpenditures
631,722 861,757 1,010,040
Changefrom
Projected Adopted
Adopted
%
FY2012Ͳ13 FY2013Ͳ14 FY2012Ͳ13 Change
311,200 255,250 (33,868) Ͳ11.7%
696,733 619,309 48,777
8.5%
2,107 Ͳ (2,107) Ͳ100.0%
Ͳ Ͳ Ͳ
0.0%
1,010,040 874,559 12,802
BUILDING
ThemissionoftheBuildingDivisionistoensurepublicsafety,healthandwelfarethroughtheeffective
administrationandenforcementofourlocalordinancesandtheCaliforniaBuildingCodes.Thedivision
enforcesbuilding,plumbing,mechanical,andelectricalinstallationsaswellasaccessibilityandenergy
compliance.Intheeventofanemergencyordisaster,itisthedivision’sresponsibilitytoperformdamage
assessmentsofallstructures.Thedivisionalsomaintainsaccuratepropertyandpermitrecordsfor
structureswithinSouthSanFrancisco.
PositionBudget
Building
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
O315 AdministrativeAssistantI
1.00
1.00
1.00
0.00
M215 AssistantBuildingOfficial
1.00
1.00
1.00
0.00
A135
5.00
5.00
5.00
0.00
M210 CityBuildingOfficial
1.00
1.00
1.00
0.00
A460
PermitTechnician
1.00
1.00
1.00
0.00
A400
SrBuildingInspector
1.00
1.00
1.00
0.00
SubtotalFullͲtime
10.00
10.00
10.00
0.00
TotalFTE
10.00
10.00
10.00
0.00
BuildingInspector
Expenditures
Actual
ExpenditureTypes
FY2011Ͳ12
Salaries&Benefits 1,263,236
Supplies&Services 397,416
TotalExpenditures
1,660,652
Adopted
FY2012Ͳ13
1,446,469
61,063
1,507,532
Amended
FY2012Ͳ13
1,446,469
72,869
1,519,339
Projected
FY2012Ͳ13
1,446,469
72,869
1,519,339
Changefrom
Adopted
Adopted
%
1,486,521 40,051
2.8%
59,965 (1,098) Ͳ1.8%
2.6%
1,546,486 38,953
PLANNING
ThemissionofthePlanningDivisionistoassistthePlanningCommissionandCityCouncilinguidingthe
physicalgrowthanddevelopmentoftheCity.Planningstaffisdedicatedtoprovidingthehighestdegree
ofcustomerservicetoCityresidents,businessowners,prospectivedevelopers,designandenvironmental
professionals,andotherpublicagenciesseekinginformationregardinglanddevelopmentandlanduse
issuesintheCity.
PositionBudget
Planning
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
0.00
1.00
1.00
0.00
1.00
0.00
0.00
0.00
M125 AssociatePlanner
2.00
2.00
2.00
0.00
M155 CityPlanner
1.00
1.00
1.00
0.00
A462
1.00
1.00
1.00
0.00
M590 PrincipalPlanner
0.00
1.00
1.00
0.00
M335 SrPlanner
1.85
0.00
1.00
1.00
SubtotalFullͲtime
6.85
6.00
7.00
1.00
Hourly
X415
OfficeSpecialist
0.50
0.50
0.00
(0.50)
SubtotalHourly
0.50
0.50
0.00
(0.50)
TotalFTE
7.35
6.50
7.00
0.50
PlanningTechnician
Expenditures
ExpenditureTypes
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual
FY2011Ͳ12
867,943
618,444
1,486,387
Adopted
FY2012Ͳ13
900,310
217,068
1,117,378
Amended
FY2012Ͳ13
900,310
682,645
1,582,954
Projected
FY2012Ͳ13
900,310
682,645
1,582,954
Changefrom
Adopted
Adopted
%
1,071,094 170,784 19.0%
320,354 103,286 47.6%
1,391,448 274,070 24.5% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ67
PARKINGDISTRICTDIVISION
PositionBudget
ParkingDistrict
PositionTitle
FullTime
1.00
1.00
1.00
0.00
A245 ParkingMeterService
Worker
SubtotalFullͲtime
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
TotalFTE
FTE
FTE
ActualFY ActualFY
2011Ͳ12 2012Ͳ13
FTE
AdoptedFY
2013Ͳ14
Expenditures
Change
fromFY
2012Ͳ13
SSFFDAdministration&Station61
Fire
MISSIONSTATEMENT:
Toprotectthepeople,environmentandpropertywithintheCityofSouthSanFranciscofromtheeffects
of fires, natural and manͲmade disasters, hazardous material incidents, medical emergencies, hazards
createdbysubstandardconstructionorviolationsofthemunicipalcode.
Thiswillbeaccomplishedthroughstrategicplanningandmanagement,promptandefficientresponseof
personnelandequipmenttoemergencyincidents,creationofinterͲagencyagreementswithneighboring
publicandprivateemergencyserviceprovidersforourmutualbenefit,comprehensivepubliceducation,
andfireandMunicipalCodeenforcement.
x
x
x
x
x
FireAdministration
FirePrevention
DisasterPreparedness
EmergencyMedicalServicesDivision
OperationsDivision
x
HostedtheRedAreaCommand(FireBranch)forUrbanShield2012.UrbanShieldisaplanned48
hourtrainingexerciseinvolvinglocal,nationalandinternationalfirstresponderagencies.Ittests
x
x
x
x
our capabilities and is a performanceͲbased competitive field tactical training and exercise
program involving various law enforcement agencies, fire and emergency medical services,
civilianvolunteers,local,state,andfederalagencies.
ThedepartmentobtainedsitecertificationfromtheOfficeoftheStateFireMarshalasa
recognizedRescueSystems1andRescueSystems2site.Withthesecertificationsthe
departmentwillbeabletotrainouremployeesinlowandhighangleroperescueoperation,
structuralcollapse,confinedspace,andtrenchrescueoperationsonsite.Theseclassesalso
includeliftingandmovingheavyobjects,breaking,breachingandcutting,ladderrescuesystems
andemergencybuildingshoring.ThisenhancedtrainingabilitywillallowtheSouthSanFrancisco
FireDepartmenttocontinuehighlyspecializedandtechnicaltrainingfortheincreasinglydifficult
technicalsituationsthatemergencyresponserequires.
ReopenedStation63afterextensiveconstructionforrehabilitationandseismicupgradeswere
madepossiblethroughanAmericanRecoveryandReinvestmentActgrant.Thisgrantwas
obtainedin2010andtotaledover$2milliontoincreasethestationssurvivabilityduringan
earthquake,increaseclearancesintheapparatusbaysandimprovelivingconditions.
IncooperationwiththeSouthSanFranciscoUnifiedSchoolDistrictpresentedaninteractiveburn
preventionprogramtoover4,000schoolchildrenthattaughttheparticipantshowtorecognize
hazardsinthehome,whattodointheeventafireoccursaswellashowtocareforburnsand
otherhealthandsafetytopics.
TheFireDepartmentputintoserviceanewSutphen100’AerialPlatformQuint.ThisQuintisthe
department’sonlyapparatusthatregularlyoperatesinadualroleasatruckandasanengine,
havingbothanaerialladderandatankwithapump.Currently,itisonlyoneofthreetrucksinthe
northernendofSanMateoCounty.
x
x
x
x
Hostfourtechnicalrescuecertifiedtrainingclassesutilizingthedepartment’sCollapsedStructure
Site.HostingcertifiedclassesinͲhousewillallowustominimizethefinancialimpactofincreasing
thenumberofSSFFDtechnicalrescuecertifiedemployees,aswellasprovidinganavenueforcost
recoverybyallowingoutsideagenciestoenrollaswell.
DevelopandbetatesttheEmergencyIncidentMapSystem.IncoordinationwiththeCity’sIT
department,wewillcontinuedevelopmentonthemapwhichwillprovideinformationonan
activeemergencyincidentsincluding;streetaddress,bestroute,notesandpicturesofthe
property,hydrantlocation,accesspreplandatabasesthatcanbeannotated,displayrealͲtime
locationofapparatusrespondingthroughtheuseofautomaticvehiclelocators(GPS).
Thedepartmentwillcontinuetomeetitscostrecoveryand/orrevenuecollectiongoalsof$2.8
millionfortheGeneralFundandcontinuetocreateefficiencytostreamlineprocessesandreduce
spendingwhereapplicable.
ContinuedisasterpreparednesstrainingforCityemployeesbyteachingEmergencyResponse
Training(ERT).Thiswillincludefireextinguisher,buildingevacuation,CPR/AEDandfirstaid
classesandquarterlyEmergencyOperationsCenter(EOC)positiontrainingtodevelopEOC
operationcapabilitiestoincreaseourabilitytorespondtoshortand/orlongͲtermnaturalor
technologicaldisastersoractsofterrorism.
x
ContinuetheimplementationoftheCommunityEmergencyResponseProgram(CERT)
throughouttheCitythattrainscitizensandbusinessestoputoutsmallfires,searchforandrescue
victimssafely,treatthesickandinjured,organizedthemselvesandspontaneousvolunteerstobe
effective,andcollectdisasterintelligencetosupportFire,PoliceandPublicworkseffortsinthe
eventofalargescaledisaster.
ConvertonecontractpositiontoafulltimeDisasterPreparednessCoordinatorforthemanagementof
disasterandemergencyplanningandresponsebyadministeringandmonitoringthedepartmentsdisaster
mitigation,training,operationsplansandannexesincompliancewithlocal,stateandfederalregulations.
FIREDEPARTMENTSUMMARY
Expenditures
Actual
ExpenditureTypes
FY2011Ͳ12
Salaries&Benefits
16,609,095
Supplies&Services
1,233,078
CapitalOutlay
Ͳ
DebtService
Ͳ
TotalExpenditures
18,812,865
Adopted
FY2012Ͳ13
16,263,163
1,220,853
25,907
Ͳ
1,159,542
18,669,464
Amended
FY2012Ͳ13
16,263,163
1,544,955
63,100
24,201
1,107,403
19,002,821
Adopted
FY2013Ͳ14
16,869,633
1,309,929
25,907
Ͳ
1,415,740
19,621,209
Changefrom
Adopted
%
FY2012Ͳ13 Change
606,471
3.7%
89,076
7.3%
Ͳ
0.0%
Ͳ
0.0%
256,198 22.1%
951,745
5.1% Grants/MinorMaintenanceProgram
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutay
TotalExpenditures
Actual
FY2011Ͳ12
33,558
82,413
Ͳ
115,971
Adopted
FY2012Ͳ13
Ͳ
Ͳ
Ͳ
Ͳ
Amended
FY2012Ͳ13
Ͳ
107,033
Ͳ
107,033
Changefrom
Adopted
%
Adopted
Ͳ
Ͳ
0.0%
76,305 76,305 100.0%
Ͳ
Ͳ
0.0%
76,305 76,305 100.0% EͲ72 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
FireDepartmentOrganizationChart
0.5PublicSafetyChief
MichaelMassoni
1.0DeputyFireChief
TravisNuckolls
Administration
EmergencyMedical
Services/Operations
1.0DisasterPreparedness
Coordinator
1.0ManagementAnalystII
OfficeSpecialist(Contract)
Billing&Collections(Contract)
1.0Sr.Administrative
Assistant
0.5Courier
1.0BattalionChief(Training)
1.0EMSCaptain
EMT(contract)
FirePrevention
1.0FireMarshal
3.0SafetyInspectorI
2.0SafetyInspector(hourly)
AShift
1.0BattalionChief
5.0FireCaptain
5.0FireApparatusEngineer
12.0ParamedicFirefighter
BShift
1.0BattalionChief
5.0FireCaptain
CShift
1.0BattalionChief
5.0FireCaptain
FIREADMINISTRATION
TheFireAdministrationDivisionisresponsibleforprovidingthevision,directionandcontroloftheCity’s
fireprevention,operations,emergencymedicalservices,codeenforcementanddisasterpreparedness
programsthroughtheuseofstrategicplanning,resourceidentificationandallocation,financial
management,introductionofnewtechnologiesandcostrecoverywhenappropriate.
PositionBudget
Fire
Administration
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
M110 DeputyFireChief
1.00
1.00
1.00
0.00
0.00
0.00
1.00
1.00
DisasterPreparedness
Coordinator
N150 FireChief
1.00
1.00
0.00
(1.00)
N155 PublicSafetyChief
0.00
0.00
0.50
0.50
M560 ManagementAnalystII
1.00
1.00
1.00
0.00
O340 SrAdministrativeAssistant
1.00
1.00
1.00
0.00
SubtotalFullͲtime
4.00
4.00
4.50
0.50
TotalFTE
4.00
4.00
4.50
0.50
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits 866,214
TotalExpenditures
1,113,370
Adopted
FY2012Ͳ13
819,226
219,510
1,038,736
Amended
FY2012Ͳ13
819,226
365,029
1,184,256
Changefrom
Adopted
Adopted
%
836,393 17,167
2.1%
311,869 92,359
42.1%
1,148,262 109,526
FIREPREVENTION
TheFirePreventionDivisionisresponsibleforthepreventionoffires,hazardousmaterialsincidentsor
othersituationsthatthreatenhealth,theenvironmentorproperty.Inaddition,thisDivisionenforcesthe
City’smunicipalcode.Thisisaccomplishedbypublicsafetyannouncementsregardingsmokedetectors,
firesafetydemonstrationsatlocalschoolsorfairs,adoptionoflocalamendmentstotheUniformFire
Code,constructionplanchecking,siteinspectionsandinvestigationofmunicipalcodeviolations.
PositionBudget
FirePrevention
PositionTitle
FullTime
1.00
1.00
1.00
0.00
M410 FireMarshal
1.00
1.00
1.00
0.00
B200
SafetyInspectorI
3.00
4.00
4.00
0.00
B190
SafetyInspectorIII
1.00
0.00
0.00
0.00
SubtotalFullͲtime
6.00
6.00
6.00
0.00
Hourly
X181
SafetyInspector
1.00
1.00
1.00
0.00
SubtotalHourly
1.00
1.00
1.00
0.00
TotalFTE
7.00
7.00
7.00
0.00
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits
853,928
Supplies&Services
144,830
InterdepartmentalCharges 18
TotalExpenditures
998,776
Adopted
FY2012Ͳ13
1,041,750
227,429
Ͳ
1,269,179
Amended
FY2012Ͳ13
1,041,750
297,125
Ͳ
1,338,875
Adopted
FY2013Ͳ14
1,061,163
226,293
Ͳ
1,287,456
Changefrom
Adopted
%
FY2012Ͳ13 Change
19,414
1.9%
(1,136) Ͳ0.5%
Ͳ
0.0%
18,278
DISASTERPREPAREDNESS
TheDisasterPreparednessDivisionisresponsibleforcoordinatingcitizens,businessesandtheCity’s
effortstoprepareandrespondtoeitheramanmadeornaturaldisaster.Thisisaccomplishedbythe
creationandsupportofcommunityemergencyresponseteams,providingadvancedtrainingindisaster
responseandmanagement,andinparticipationincountywidedisastersimulationsorexercises,and
writingadisastermitigationplan.
Expenditures
Changefrom
Actual Adopted Amended Adopted
Adopted
%
Expenditures
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2013Ͳ14 FY2012Ͳ13 Change
Supplies&Services 120,725 115,839 115,839 115,948 109
0.1%
TotalExpenditures
120,725 115,839 115,839 115,948 109
0.1%
EMERGENCYMEDICALSERVICES
TheEmergencyMedicalServicesDivisionisresponsibleforthedepartment’sinjuryandillnessprevention
programsaswellascaringforthesickandinjured.ThisisaccomplishedbyofferingfirstͲaid,CPR,childͲ
carsafetyseatinspectionsandseniorfallpreventionclassestothecommunityandbusinesses.Whena
medicalemergencyoccurs,afireengineandfire/rescueambulanceisreadytorespondtoassess,treat
andthentransportthepatienttothehospital.
PositionBudget
Emergency
Services
PositionTitle
FullTime
B185 EMSCaptain
FTE
FTE
ActualFY ActualFY
2011Ͳ12 2012Ͳ13
FTE
AdoptedFY
2013Ͳ14
Change
fromFY
2012Ͳ13
1.00
1.00
1.00
0.00
B130 Paramedic/Firefighter
30.00
35.00
35.00
0.00
SubtotalFullͲtime
31.00
36.00
36.00
0.00
TotalFTE
31.00
36.00
36.00
0.00
Expenditures
Actual
Adopted Amended
Expenditures
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13
Salaries&Benefits 6,859,451 6,755,480 6,755,480
Supplies&Services 273,183 495,998 495,998
TotalExpenditures
7,132,634 7,251,478 7,251,478
Changefrom
Adopted
Adopted
FY2013Ͳ14 FY2012Ͳ13
7,117,944 362,464
421,311 (74,687)
7,539,255 287,777
%
Change
5.4%
Ͳ15.1%
4.0%
OPERATIONS
TheOperationsDivisionisresponsibleforthepromptandefficientresponseofpersonneland
equipmenttothesceneofanemergency.Theseemergenciesincludefires,hazardousmaterials
incidents,caringforandtransportingthesickorinjured,naturalandmanmadedisastersaswellas
incidentsinvolvingweaponsofmassdestruction.Thisisaccomplishedbyanetworkoffivefire
stationsstrategicallylocatedwithinthecommunitytominimizeresponsetimestotheemergency
sceneoncethecallforassistancehasbeenreceived.
USAR(UrbanSearchandRescue)
PositionBudget
Operations
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
FullTime
B120
FireApparatusEngineer
M205 FireBattalionChief(40
Hours)
M390 FireBattalionChief(56
Hours)
B100 FireCaptain
B125
Change
fromFY
2012Ͳ13
15.00
14.00
14.00
0.00
1.00
1.00
1.00
0.00
3.00
3.00
3.00
0.00
14.00
15.00
15.00
0.00
Firefighter
2.00
2.00
2.00
0.00
B130
Paramedic/Firefighter
5.00
0.00
0.00
0.00
SubtotalFullͲtime
40.00
35.00
35.00
0.00
Hourly
X540
FireCourier
0.48
0.48
0.48
0.00
SubtotalHourly
0.48
0.48
0.48
0.00
TotalFTE
40.48
35.48
35.48
0.00
Expenditures
Actual
Expenditures
FY2011Ͳ12
CapitalOutlay
Ͳ
TotalExpenditures
8,360,714
Adopted
FY2012Ͳ13
7,646,707
162,077
25,907
7,834,690
Amended
FY2012Ͳ13
7,646,707
163,930
63,100
7,873,737
Adopted
FY2013Ͳ14
7,854,132
158,203
25,907
8,038,242
Changefrom
Adopted
%
FY2012Ͳ13 Change
207,426
2.7%
(3,874) Ͳ2.4%
Ͳ
0.0%
203,552
Police
MISSIONSTATEMENT:
ThemissionoftheSouthSanFranciscoPoliceDepartmentistoprovideserviceinthemostprofessional,
courteous,andefficientmannerpossible.Weacknowledgethattheresponsibilityforpublicsafetyand
thequalityoflifeinourneighborhoodsisaresponsibilitysharedwiththewholecommunity.
TothatendwewillstrivetonurtureapartnershipbasedontrustandrespectamongstthePolice
Department,theCityfamily,andthecommunity.Weviewourdepartmentasaliving,growingenterprise
whichwillremainflexibletochange.Wewillmaintainthehighestethicalstandardsinourprofessionand
besteadfastinourcommitmenttoduty.
SSFPDKͲ9Unit
THEDEPARTMENTSUPPORTSITSMISSIONTOTHE
CITYTHROUGH:
x

•
•

•

Providingmorethan40programsandservicesto
ourcommunity
GangResistanceEducationandTraining(GREAT)
4885thGradeStudentsreceivedGREATinstruction
5757thGradeStudentsreceivedGREATinstruction
NeighborhoodEnhancementActionTeam(NEAT)
38juvenilesparticipatedinNEAT
Every15MinutesProgramatElCaminoHighSchool
ACCOMPLISHMENTHIGHLIGHTSINFISCALYEAR
2012Ͳ13:
x
x
x
x
x
OperationRedTidings
Resultingfroma17monthcooperative
investigationinvolvingSSFPD,DalyCity
PD,DeptofHomelandSecurity,San
MateoCountyGIU,USAttorney’sOffice
afteragangͲrelatedtriplehomicidein
Decemberof2010.
19individualsindicted
MultipleArrestsforHumanTrafficking
Violations
MultipleArrestsforChildEnticementViolations
InternetCrimesAgainstChildren
ParentalAbductionArrest
CooperativeeffortinvolvingSSF,Coast
Guard,MontereyPD/Sheriff’sOffice,
andFBIafterasuspectstoleasailboat
andattemptedtosailtoHawaiiafter
kidnappinghischildren–arrestmade
withintheMontereyharbor.
NeighborhoodResponseTeam(Sergeant/3
Officers)
COPPS
CommunityOrientedPolicing&
ProblemSolving

CanineTraining
•
•
•
•
ContinuedMission–Enforcement,
Intelligence,CommunityRelationship
Building
309Arrests(69GangRelatedArrests)
Seized7firearms
Validated85gangmembers
WorkedcloselywiththeSanMateo
CountyGangIntelligenceUnit
x
x
x

ContinuetoprovideahighlevelofPolice
Servicestoourcommunity
Continuetoprovideahighlevelof
DispatchServicestoPacificaandColma
ContinuetoworkonourCapital
ImprovementProjects
Men’sRestroomandShowerArea
CompleteRemodelofWomen’sLocker
Room
BUDGETHIGHLIGHTSFORFISCALYEAR
2013Ͳ14:
x
x
Apreviouslyfrozenparkingenforcement
officerpositionhasbeenrestoredto
addresstheparkingissuesneartheBART
stationandalongMcClellanDrivethat
cannoteffectivelybeaddressedwiththe
twocurrentpositions
ContinuetofreezethefourthRecords
Specialistposition.Sincewehavebeen
instructedbytheCityManagerto
maintainourcurrentfrontofficehours
weareopentothepublic,coveragewill
beprovidedthroughovertime.Thenet
savingsis$50,500.
POLICEDEPARTMENTSUMMARY
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutay
TotalExpenditures
Actual
FY2011Ͳ12
18,441,458
1,586,363
121,739
1,245,924
21,395,484
Adopted
FY2012Ͳ13
18,438,754
1,211,300
Ͳ
1,404,334
21,054,388
Amended
FY2012Ͳ13
18,540,432
1,422,735
Ͳ
1,404,334
21,367,501
Changefrom
Adopted
Adopted
%
19,651,963 1,213,209
6.6%
1,204,455 (6,845) Ͳ0.6%
Ͳ
Ͳ
0.0%
1,326,919 (77,415) Ͳ5.5%
22,183,336 1,128,948
PoliceDepartmentOrganizationChart
0.5PublicSafetyChief
MichaelMassoni
1.0DeputyPoliceChief
MichaelBrosnan
Operations
Investigations
1.0PoliceLieutenant
1.0PoliceSergeant
6.0PoliceCorporal
1.0Sr.RecordsSpecialist
0.48CourtLiaison
Patrol
3.0PoliceLieutenant
7.0PoliceSergeant
6.0PoliceCorporal
40.0PoliceOfficer
1.31PoliceReserveOfficer
Traffic
1.0PoliceSergeant
4.0PoliceOfficer
4.0PoliceServiceTechs
3.0ParkingEnforcement
Officer
Administration
1.0AdministrativeAssistantII
Services
1.0PoliceCaptain
Training&Recruitment
1.0PoliceLieutenant
Planning
1.0PoliceSergeant
CommunityRelations
1.0PoliceSergeant
2.0PoliceCorporal
1.0PoliceOfficer
Communications&Records
1.0Manager
3.0SupervisingDispatcher
13.0Communications
Dispatcher
3.0RecordsSpecialist
POLICEADMINISTRATION
Under the direction of the Chief of Police, the ultimate responsibility and coordination for aspects and
management of the department and effectively insuring that the policing needs are being met in the
community.
PositionBudget
Police
Administration
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
1.00
1.00
1.00
0.00
N155 ChiefOfPolice
1.00
1.00
0.00
(1.00)
N155 PublicSafetyChief
0.00
0.00
0.50
0.50
SubtotalFullͲtime
2.00
2.00
1.50
(0.50)
TotalFTE
2.00
2.00
1.50
(0.50)
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 393,842 398,152 398,152 275,827 (122,325) Ͳ30.7%
Supplies&Services 92,646 210,045 246,045 210,045 Ͳ
0.0%
TotalExpenditures
486,488 608,197 644,197 485,872 (122,325) Ͳ20.1%
POLICESERVICES
Under the direction of a Police Captain, oversees all administrative duties and personnel within the
administrative support area of the Police Department, including management and preparation of the
budgetandgrants.
PositionBudget
Services
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
1.00
1.00
1.00
0.00
M280 PoliceCaptain
1.00
1.00
1.00
0.00
C100
1.00
1.00
1.00
0.00
M275 PoliceLieutenant
1.00
1.00
1.00
0.00
C115
PoliceOfficer
1.00
1.00
1.00
0.00
C165
PoliceSergeant
2.00
2.00
2.00
0.00
C180
SrPoliceRecordsSpecialist
1.00
1.00
1.00
0.00
SubtotalFullͲtime
8.00
8.00
8.00
0.00
TotalFTE
8.00
8.00
8.00
0.00
PoliceCorporal
Expenditures
Actual
Expenditures
FY2011Ͳ12
TotalExpenditures 1,203,875
Adopted
FY2012Ͳ13
1,460,135
45,130
1,505,265
Amended
FY2012Ͳ13
1,460,135
45,130
1,505,265
Changefrom
Adopted
Adopted
%
1,574,431 114,297
7.8%
43,275 (1,855)
Ͳ4.1%
1,617,706 112,442
7.5%
POLICERECORDS&COMMUNICATIONS
Responsibleforprocessingandfilingallpolicereportsanddistributingthemasnecessarytothedistrict
attorney, allied agencies and the public. Records personnel also greet all citizens who respond to the
station,aswellasanswerallbusinessphonelinesandtakecareoftheirrequests.Recordspersonneldo
fingerprinting of individuals, and insure compliance with state and federal mandates related to police
operationsandretentionofreports.Recordsalsohavetheresponsibilityoftheevidencefunctionwithin
thedepartment.
Responsibleforhandlingall911emergencycallsanddispatchingpoliceunitsasrequired,andperforming
allrelatedrequestsforinformationviastateandfederaldatabases.Insurespromptresponsetomedical
and fire related emergencies, coordinates multiͲagency responses to emergencies and handles all
businessrelatedcallswhenrecordssectionisclosed.DispatchalsoprovidesdispatchservicesforPacifica
andColmapolicedepartmentsatnight.
PositionBudget
Records
PositionTitle
Change
fromFY
2012Ͳ13
FullTime
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
M285 PoliceCommunications&
RecordsManager
C110 PoliceProperty/Evidence
Specialist
C105 PoliceRecordsSpecialist
3.00
3.00
3.00
0.00
C180
1.00
1.00
1.00
0.00
SubtotalFullͲtime
6.00
6.00
6.00
0.00
Hourly
PoliceProperty/Evidence
Assistant
CommunicationsDispatchers
SubtotalHourly
0.48
0.48
0.48
0.00
X190
3.00
3.48
3.00
3.48
3.00
3.48
0.00
0.00
TotalFTE
9.48
9.48
9.48
0.00
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
PositionBudget
Communications
PositionTitle
FullTime
A150 CommunicationsDispatcher
A365 SupervisingDispatcher
SubtotalFullͲtime
PartTime
Regular
A150 CommunicationsDispatcher
3.00
3.00
0.60
(2.40)
3.00
3.00
0.60
(2.40)
TotalFTE
16.00
17.00
17.00
0.00
FTE
FTE
ActualFY ActualFY
2011Ͳ12 2012Ͳ13
FTE
AdoptedFY
2013Ͳ14
Change
fromFY
2012Ͳ13
10.00
11.00
13.40
2.40
3.00
3.00
3.00
0.00
13.00
14.00
16.40
2.40
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 2,560,752 2,563,685 2,563,685 2,863,355 299,670
11.7%
Ͳ2.6%
Supplies&Services 451,669 490,599 502,742 478,076 (12,523)
TotalExpenditures 3,012,420 3,054,284 3,066,427 3,341,431 287,147
9.4% SSFPatrolCar
INVESTIGATIONS
ResponsibleforfollowͲupinvestigationstoallmajorcasesinSouthSanFrancisco.Takeaproactivelead
innarcoticandidentitytheftcasesintheCity.Coordinatewithalliedagenciesoncasesinvolvingother
agenciesatthemunicipal,stateandfederallevel.WorkcloselywithestablishedtaskforcesinSanMateo
CountyandadministertheABCeducationandenforcementgrant.
PositionBudget
Investigations
PositionTitle
FullTime
C100
PoliceCorporal
FTEActual
FTE
FTE
Changefrom
FY2011Ͳ ActualFY Adopted
FY2012Ͳ13
12
2012Ͳ13 FY2013Ͳ14
8.00
6.00
6.00
0.00
1.00
1.00
1.00
0.00
C165
PoliceSergeant
1.00
1.00
1.00
0.00
C180
1.00
1.00
1.00
0.00
SubtotalFullͲtime
11.00
9.00
9.00
0.00
Hourly
X193
PoliceCourtLiaison
0.48
0.48
0.48
0.00
SubtotalHourly
0.48
0.48
0.48
0.00
TotalFTE
11.48
9.48
9.48
0.00
Expenditures
Changefrom
Adopted
%
Expenditures
1,766,319
1,766,319
1,793,264
26,946
1.5%
Supplies&Services 21,923 48,180 48,180 48,180 Ͳ
0.0%
CapitalOutay
9,458 Ͳ
Ͳ
Ͳ
Ͳ
0.0%
TotalExpenditures 1,742,466 1,814,499 1,814,499 1,841,444 26,946
1.5%
PATROL
ResponsiblefortheprimarylawenforcementactivitiesintheCityandisthefirsttorespondtoallpolice
related emergencies. This division incorporates all of the Patrol Officers, Traffic and KͲ9 units and the
gangofficers,aswellas,thePoliceReserves.
PositionBudget
Patrol
PositionTitle
FTE
FTEActual
FTE
ActualFY FY2012Ͳ
Adopted
2011Ͳ12
13
FY2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
M765 DeputyPoliceChief
1.00
1.00
1.00
0.00
C175
ParkingEnforcementOfficer
2.00
2.00
3.00
1.00
C100
PoliceCorporal
7.00
8.00
8.00
0.00
3.00
3.00
3.00
0.00
C115
PoliceOfficer
43.00
44.00
44.00
0.00
C165
PoliceSergeant
8.00
8.00
8.00
0.00
C125
PoliceServiceTechnician
4.00
4.00
4.00
0.00
SubtotalFullͲtime
68.00
70.00
71.00
1.00
Hourly
X325
PoliceReserveOfficer
1.31
1.31
1.31
0.00
X405
SchoolCrossingGuard
1.38
1.38
1.38
0.00
SubtotalHourly
2.69
2.69
2.69
0.00
TotalFTE
70.69
72.69
73.69
1.00
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits
12,419,389
Supplies&Services
932,582
CapitalOutay
64,969
InterdepartmentalCharges (8,500)
TotalExpenditures
13,408,440
Adopted
FY2012Ͳ13
12,250,464
417,346
Ͳ
Ͳ
12,667,810
Amended
FY2012Ͳ13
12,250,464
519,373
Ͳ
Ͳ
12,769,837
Changefrom
Adopted
Adopted
%
13,145,084 894,621
7.3%
424,879 7,533
1.8%
Ͳ
Ͳ
0.0%
Ͳ
Ͳ
0.0%
13,569,963 902,154
Grants/MinorMaintenanceProgram
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 201,658 Ͳ
101,678 Ͳ
Ͳ
0.0%
Supplies&Services 38,401 Ͳ
61,265 Ͳ
Ͳ
0.0%
CapitalOutay
47,312 Ͳ
Ͳ
Ͳ
Ͳ
0.0%
TotalExpenditures
287,370 Ͳ
162,943 Ͳ
Ͳ
PublicWorks
MISSIONSTATEMENT:
ThemissionoftheSouthSanFranciscoPublicWorksDepartmentistoprovidethehighestlevelofservice
to its community and fellow departments through the maintenance of its assets including City streets,
vehicles,andinfrastructure.Public Worksisdeterminedtoensuregoodqualityoflifeandpublicsafety
accomplishedthroughbalancedeffortsinmaintainingcosteffectiveoperationsandprovidingitsservices
inaneffectivemanner.
TheSouthSanFranciscoPublicWorksDepartmentiscomprisedofthreedivisionsincludingEngineering,
Maintenance,andWaterQualityControl.Thegoaloffulfillingthedepartment’smissioniscarriedout
throughthefollowingoperationswiththesuperlativecustomerservice.
x
x
x
x
Respondingtoservicerequestsandresolvinginfrastructuremaintenanceissuesastheyariseina
timelymanner.
EnsuringtheCity’sphysicalassetsareinoperablecondition24/7,365daysayear.
EnforcingenvironmentalregulationsthroughtheEnvironmentalComplianceprogram.
RehabilitatingandimprovingtheCity’sinfrastructurethroughtheCapitalImprovementProgram.
x
x
x
x
x
CompletedallrequirementsforearlyterminationfromtheBaykeeperconsentdecreeby
maintaininganaggressivesewerlinecleaningandinspectionschedule.
CompletedinstallationofanewturboblowerinͲhouseattheWaterQualityControlPlant
(WQCP).PreliminarydatafromthenewturboblowerindicatesthattheWQCPsaves
approximately$200adayinelectricalcosts.
ParticipatedinPG&EpeakdaypricingattheWQCP,resultingin$22,000inelectricalsavings.
Awarded$2.3millioningrantstobeusedforstreetrehabilitationandtrafficimprovement
projects.
CompletedCapitalImprovementProgramprojectsincludingFireStation#63,ParadiseValley
PocketPark,SiebeckerPlayground,SewerPumpStationNo.8,StreetRehabilitation,SisterCities
Guardrail,StonegateTennisCourtResurfacing,BicycleGapClosure,andBuriBuriParkADA
compliantpicnicareas.
x
x
x
x
x
x
Implementandupgradecomputerizedmaintenancemanagementsoftwareinfleetmaintenance
division,WQCP,andmaintenancedivisiontoimprovedataandperformancemeasuretracking.
Completecommunitysurveytodeterminecommunityprioritiesforthedepartment.
EstablishremoteflowmonitoringandreportingforallNorthBaysideSystemUnit(NBSU)
members.
CompleteCityHallAnnexrenovation,restoringthesectionofbuildingdamagedinafirefor
Engineeringdivisionuse.
BeginandcompletetheWQCPGeneratorReplacementproject.
BeginandcompletetheUSͲ101OffRampImprovementprojects.
x
Addedthreepositions;(1)LaboratorySupervisoraspartofarestructurefromaretirementwhich
willensurequalitycontrolstandardsaremetatthelaboratory,(2)AdministrativeAssistantto
maintainqualitycustomerservicebothinternallyandexternally,and(3)PublicWorks
MaintenanceWorkerwillbepartofthestreetcleaningteam,thatworkstowardsmeetingthe
municipalregionalstormwaterpermitgoalofreducingtrashby40%by2014inCitywaterways.
PublicWorksOrganizationChart
1.0PublicWorksDirector
TerryWhite
1.0Asst.PublicWorksDirector/
CityEngineer
BrianMcMinn
MaintenanceDivision
2.0PublicWorksProgramManagers
2.0AdministrativeAssistantsI
Sewer&StormMaintenance
1.0LeadPWMaintenanceWorker
1.0SeniorPWMaintenanceWorker
8.0PWMaintenanceWorkers
StreetMaintenance
1.0LeadPWMaintenanceWorkers
3.0SeniorPWMaintenanceWorkers
1.0EquipmentOperator
3.0PWMaintenanceWorkers
ElectricalMaintenance
1.0LeadElectricalTechnician
1.0SeniorElectricalTechnician
1.0ElectricalTechnician
1.0Asst.ElectricalTechnician
StreetCleaning
2.0SweeperOperators
2.0P/TPWMaintenanceWorkers
FleetMaintenance
1.0LeadEquipmentMechanic
3.0EquipmentMechanics
EngineeringDivision
1.0PrincipalEngineer
1.0OfficeSpecialist
2.0SeniorCivilEngineers
2.0AssociateCivilEngineers
1.0EngineeringTechnician
1.0PublicWorksInspector
1.0PlantSuperintendent
1.0Asst.PlantSuperintendent
2.0AdministrativeAssistantsI
PlantOperations
4.0LeadPlantOperators
10.0PlantOperators
PlantMaintenance
1.0LeadPlantMaintenance
Supervisor
1.0LeadPlantMechanic
4.0PlantMechanicsII
2.0PlantMechanicsI
1.0PlantUtilityWorker
1.0Apprentice
2.0PlantElectriciansII
1.0PlantElectricianI
Laboratory
1.0LaboratorySupervisor
1.0SeniorLaboratoryChemist
2.0LaboratoryChemists
0.5PartTimeLaboratoryChemist
EnvironmentalCompliance
1.0EnvironmentalCompliance
Supervisor
1.0Sr.EnvironmentalCompliance
Inspector
3.0EnvironmentalCompliance
Inspectors
0.24PartTimeConsultant
PUBLICWORKSDEPARTMENTSUMMARY
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
GeneralFundTotals
SewerEnterprise
StormWater
CityService
OtherFundsTotals
Actual
FY2011Ͳ12
1,886,752
757,835
558,778
3,203,364
19,019,378
909,535
1,542,381
24,674,659
Adopted
FY2012Ͳ13
1,816,639
1,201,174
612,779
3,630,592
22,177,036
1,550,066
1,389,944
28,747,638
Amended
FY2012Ͳ13
1,770,042
1,117,528
612,779
3,500,349
22,197,000
1,550,066
1,402,472
28,649,887
Adopted
FY2013Ͳ14
2,139,472
1,104,385
733,003
3,976,860
22,502,159
1,516,275
1,576,848
29,572,142
Changefrom
Adopted
%
FY2012Ͳ13 Change
322,833 17.8%
(96,789) Ͳ8.1%
120,224 19.6%
346,268
9.5%
325,123
1.5%
(33,791) Ͳ2.2%
186,904 13.4%
824,504
ENGINEERING
The major functions of the Engineering division are to
administer the City’s Capital Improvement Program,
function as the City’s Traffic Engineer, lead the Traffic
AdvisoryCommittee,leadtheBicycle/PedestrianAdvisory
Committee,applyforvariousFederalandStatefundsfor
public improvements and public facilities improvements,
provide assistance to other City departments, administer
and issue all types of permits on any public works
projectsandworkwithinthepublicrightͲofͲway,provide
the public with information regarding property and
engineeringmatters,andreviewinformationpertainingto
alldevelopmentswithintheCity.
SolarPanels,CityHallAnnex
PositionBudget
Engineering
PositionTitle
FTEActual
FTE
FY2011Ͳ
ActualFY
12
2012Ͳ13
FTE
AdoptedFY
2013Ͳ14
Change
fromFY
2012Ͳ13
FullTime
1.00
1.00
1.00
0.00
0.00
0.75
0.30
(0.45)
M435 AssistantPublicWorks
Director/CityEngineer
M115 AssociateCivilEngineer
2.00
2.00
2.00
0.00
N160 DirectorOfPublicWorks
0.05
0.05
0.05
0.00
M430 CityEngineer
0.75
0.00
0.00
0.00
A167
EngineeringTechnician
1.00
1.00
1.00
0.00
A295
OfficeSpecialist
0.20
0.20
0.60
0.40
A310
PublicWorksInspector
1.00
1.00
1.00
0.00
M340 SrCivilEngineer
3.00
3.00
2.00
(1.00)
M760 PrincipalEngineer
0.00
0.00
1.00
1.00
SubtotalFullͲtime
9.00
9.00
8.95
(0.05)
TotalFTE
9.00
9.00
8.95
(0.05)
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 511,915 829,250 829,250 872,953 729,756 (99,494) Ͳ12.0%
Supplies&Services 95,147 110,243 168,656 94,734 125,435 15,192 13.8%
TotalExpenditures
607,062 939,493 997,906 967,688 855,191 (84,302) Ͳ9.0%
MAINTENANCE
TheMaintenancedivisionisresponsibletomaintainCity’sphysicalassetsinordertoensurepublicsafety
andmeetfederalandstatemandates.Cityassetsincludevehicles,equipment,andinfrastructuresuchas
sewerlines,stormdrains,streets,sidewalks,signals,streetlights,andsigns.
PositionBudget
Sewer
Maintenance
PositionTitle
FullTime
0.40
0.40
1.40
1.00
0.40
0.00
0.00
0.00
0.35
0.35
0.35
0.00
A200
1.00
1.00
2.00
1.00
LeadPublicWorks
MaintenanceWorker
0.00
0.40
0.40
0.00
A275
5.70
6.70
8.00
1.30
0.00
0.40
0.60
0.20
PublicWorksMaintenance
Worker
M750 PublicWorksProgram
Manager
M255 PublicWorksSupervisor
0.60
0.60
0.00
(0.60)
A360
1.00
1.00
1.00
0.00
0.40
0.00
0.00
0.00
SrPublicWorksMaintenance
Worker
M630 SuperintendentOfPublic
Works
SubtotalFullͲtime
9.85
10.85
13.75
2.90
9.85
10.85
13.75
2.90
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
TotalFTE
Change
fromFY
2012Ͳ13
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits
1,470,812
Supplies&Services
149,676
CapitalOutlay
96,297
TotalExpenditures
1,997,921
Adopted
FY2012Ͳ13
1,578,638
138,980
215,000
277,826
2,210,443
Amended
FY2012Ͳ13
1,578,638
138,980
215,000
277,826
2,210,443
Projected
FY2012Ͳ13
1,587,744
161,477
Ͳ
288,034
2,037,254
Adopted
FY2013Ͳ14
1,776,074
102,950
25,000
335,300
2,239,324
Changefrom
Adopted
%
FY2012Ͳ13 Change
197,437 12.5%
(36,030) Ͳ25.9%
(190,000) Ͳ88.4%
57,475 20.7%
28,881
1.3%
PositionBudget
Street
Maintenance
PositionTitle
FullTime
0.20
0.20
0.20
0.00
0.45
0.00
0.00
0.00
A120
1.00
1.00
1.00
0.00
0.05
0.05
0.05
0.00
A160
ElectricalTechnician
1.00
1.00
1.00
0.00
A175
EquipmentOperator
2.00
2.00
1.00
(1.00)
A335
LeadElectricalTechnician
1.00
1.00
1.00
0.00
0.00
0.45
0.45
0.00
A275
2.50
2.50
1.00
(1.50)
0.00
0.30
0.90
0.60
PublicWorksMaintenance
Worker
Manager
0.10
0.10
0.00
(0.10)
A360
2.00
2.00
2.00
0.00
A500
0.00
0.00
1.00
1.00
0.30
0.00
0.00
0.00
Works
A370 SweeperOperator
1.00
1.00
1.00
0.00
SubtotalFullͲtime
11.60
11.60
10.60
(1.00)
TotalFTE
11.60
11.60
10.60
(1.00)
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
AssistantElectricalTechnician
SrPublicWorksMaintenance
Worker
SrElectricalTechnician
Change
fromFY
2012Ͳ13
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual
FY2011Ͳ12
1,374,837
645,763
2,020,600
Adopted
FY2012Ͳ13
987,389
662,561
1,649,950
Amended
FY2012Ͳ13
940,792
679,133
1,619,924
Projected
FY2012Ͳ13
1,536,404
813,645
2,350,050
Changefrom
Adopted
Adopted
%
1,409,715 422,327 42.8%
671,950 9,389
1.4%
2,081,665 431,716 26.2%
PositionBudget
FleetMaintenance PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
FullTime
0.30
0.30
0.30
0.00
0.05
0.00
0.00
0.00
0.05
0.05
0.00
(0.05)
A170
EquipmentMechanic
2.00
2.00
3.00
1.00
A345
LeadEquipmentMechanic
1.00
1.00
1.00
0.00
0.00
0.05
0.05
0.00
Manager
M740 PublicWorksSupervisorͲ
Electrical
0.00
0.10
0.30
0.20
0.00
0.50
(0.50)
0.50
0.00
0.00
0.00
Change
fromFY
2012Ͳ13
0.10
0.00
0.00
0.00
Works
SubtotalFullͲtime
4.00
4.00
4.65
0.65
4.00
4.00
4.65
0.65
TotalFTE
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits
553,105
Supplies&Services
953,712
CapitalOutlay
1,056
TotalExpenditures
1,542,381
Adopted
FY2012Ͳ13
506,553
871,828
Ͳ
11,563
1,389,944
Amended
FY2012Ͳ13
506,553
884,356
Ͳ
11,563
1,402,472
Projected
FY2012Ͳ13
575,332
903,748
Ͳ
15,484
1,494,564
Changefrom
Adopted
Adopted
%
562,992 56,439 11.1%
918,150 46,322
5.3%
Ͳ
Ͳ
0.0%
15,706 4,143 35.8%
1,496,848 106,904
7.7%
PositionBudget
StormWater
PositionTitle
FullTime
0.00
0.10
0.10
0.00
0.10
0.10
0.15
0.05
0.00
0.10
0.10
0.00
0.10
0.00
0.00
0.00
0.10
0.00
0.00
0.00
M450 EnvironmentalCompliance
Coordinator
D155 EnvironmentalCompliance
Inspector
A200 LeadPublicWorks
MaintenanceWorker
A275 PublicWorksMaintenance
Worker
Manager
0.00
0.00
0.50
0.50
1.75
1.75
1.74
(0.01)
1.00
1.00
0.00
(1.00)
2.80
3.80
5.00
1.20
0.00
0.20
0.20
0.00
0.80
0.40
0.10
(0.30)
0.10
0.50
0.00
(0.50)
0.38
0.38
0.37
(0.01)
Electrical
D160 SrEnvironmentalCompliance
Inspector
A370 SweeperOperator
1.00
1.00
1.00
0.00
M735 TechnicalServicesSupervisor
0.25
0.25
0.00
(0.25)
0.20
0.00
0.00
0.00
Works
SubtotalFullͲtime
8.58
9.58
9.26
(0.32)
8.58
9.58
9.26
(0.32)
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
TotalFTE
Change
fromFY
2012Ͳ13
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits
695,154
Supplies&Services
135,455
CapitalOutlay
11,777
TotalExpenditures
909,535
Adopted
FY2012Ͳ13
1,116,164
364,180
Ͳ
69,723
1,550,066
Amended
FY2012Ͳ13
1,116,164
364,180
Ͳ
69,723
1,550,066
Projected
FY2012Ͳ13
887,821
168,672
Ͳ
39,706
1,096,198
Changefrom
Adopted
%
Adopted
1,270,704 154,540 13.8%
197,302 (166,878) Ͳ45.8%
Ͳ
Ͳ
0.0%
48,270 (21,453) Ͳ30.8%
1,516,275 (33,791) Ͳ2.2%
WATERQUALITYCONTROLPLANT
TheWaterQualityControlPlantprovidescontrol,treatment,anddisposalofresidential,commercial,and
industrial wastewater generated in South San Francisco, San Bruno, and parts of Colma, Daly City,
MillbraeandBurlingame.
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutlay
DebtService
TotalExpenditures
Actual
FY2011Ͳ12
5,163,344
5,644,410
3,523,285
1,676,957
1,013,462
17,021,457
Adopted
FY2012Ͳ13
5,411,350
6,470,757
11,000
7,027,346
1,046,139
19,966,592
Amended
FY2012Ͳ13
5,411,350
6,490,722
11,000
7,027,346
1,046,139
19,986,557
Projected
FY2012Ͳ13
5,273,839
5,907,246
8,045
1,561,762
1,048,822
13,799,713
Changefrom
Adopted
Adopted
%
5,716,608 305,257
5.6%
6,860,735 389,978
6.0%
40,000 29,000 263.6%
6,614,802 (412,544) Ͳ5.9%
1,030,689 (15,450) Ͳ1.5%
20,262,834 296,242
1.5%
PositionBudget
WQCP
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
2.00
2.00
2.00
FullTime
M465 AssistantPlant
Superintendent
M430 CityEngineer
1.00
1.00
1.00
0.00
0.25
0.00
0.00
0.00
M435 AssistantPublicWorks
Director/CityEngineer
0.00
0.25
0.70
0.45
0.40
0.40
0.40
0.00
0.00
0.00
0.50
0.50
1.25
1.25
1.26
0.01
M450 EnvironmentalCompliance
Coordinator
D155 EnvironmentalCompliance
Inspector
D120 LaboratoryChemist
2.00
2.00
2.00
0.00
M220 LaboratorySupervisor
0.00
0.00
1.00
1.00
D180 LeadPlantMechanic
1.00
1.00
1.00
0.00
D190 LeadPlantOperator
0.00
4.00
4.00
0.00
A295
0.80
0.80
0.40
(0.40)
D145 OperatorI
1.00
1.00
2.00
1.00
D105 PlantElectricianI
1.00
1.00
1.00
0.00
D140 PlantElectricianII
2.00
2.00
2.00
0.00
D130 PlantMechanicI
2.00
2.00
2.00
0.00
D135 PlantMechanicII
4.00
4.00
4.00
0.00
D150 PlantOperatorII
13.00
9.00
8.00
(1.00)
D125 PlantUtilityWorker
2.00
2.00
2.00
0.00
D160 SrEnvComplianceInspector
0.63
0.63
0.63
0.00
D170 SrLaboratoryChemist
1.00
1.00
1.00
0.00
M355 SuperintendentOfWQCP
1.00
1.00
1.00
0.00
M735 TechnicalServicesSupervisor
0.75
0.75
0.00
(0.75)
1.00
1.00
1.00
0.00
Hourly
M745 WQCPMaintenance
Supervisor
SubtotalFullͲtime
X570 Consultant
38.08
38.08
0.81
0.24
0.24
38.89
0.24
X545
LaboratoryChemist
0.50
0.50
0.50
0.00
SubtotalHourly
TotalFTE
0.74
38.82
0.74
38.82
0.74
39.63
0.00
0.81
OfficeSpecialist
Change
fromFY
2012Ͳ13
0.00
0.00
Grants–PublicWorks
Actual
Adopted
Amended
Adopted
2011Ͳ12
2012Ͳ13
2012Ͳ13
2013Ͳ14
Ͳ
Ͳ
4,015 Ͳ
Ͳ
Ͳ
4,015 Ͳ
%Change
from
Adopted
2012Ͳ13
Ͳ100.0%
Ͳ100.0% Actual
Adopted
Amended
Adopted
2011Ͳ12
2012Ͳ13
2012Ͳ13
2013Ͳ14
Ͳ
427,300 264,654 307,000
Ͳ
427,300 264,654 307,000
%Change
from
Adopted
2012Ͳ13
16.0%
16.0% ExpenditureTypes
SuppliesandServices
TotalExpenditures
PublicWorksMinorImprovements/Upgrades
ExpenditureTypes
SuppliesandServices
TotalExpenditures
Library
GrandAvenueLibrary
MISSIONSTATEMENT:
SouthSanFranciscoPublicLibraryisactivelycommittedtoprovidingaccesstothebestpossible
combinationoflibrarymaterialsandservicestomeettheinformational,educational,andrecreational
needsofourmulticulturalcommunityinaprofessionalmannerwithahumantouch.
x
x
x
x
x
Instruction,assistanceandaccesstoinformational,recreationalandeducationalresourcesvia
libraryprint,audiovisual,electronicandlocalhistorycollections
Fast,efficient,customerserviceͲorientedandpatronͲdirectedprogramsandservices
Partnershipswithlocalbusinesses,agencies,schoolsandlocalresidents,workingtogetherto
meettheneedsofourcommunity
Promotionofliteracyandlifelonglearningthrougheducationalprograms,classes,
learning/discussionactivities,andlibrarycollections
Promotionofschoolsuccess,youthdevelopmentandthejoyofreadingthroughprogramsand
servicesforchildrenofallages
x
Automation:Maintainedanearly95%usageofpatronselfcheckoutandenabledpatronrecord
printingatallExpressCheckmachines;ImplementeddebitͲcardpaymentsattheLibraryPayment
Centers;Developedspecificationsandfloorplanfornextyear’sAMH(AutomatedMaterials
Handling)upgradeattheMainLibrary;InstalledanAMHreturnslotinGrandAvenueLibrary;
UpgradedwirelessaccesspointsintheMainandGrandLibraries,providingimprovedwireless
servicesforourlaptopandmobiledeviceusers.
x
Programming:Atotalof31,647peopleattended1,110libraryprogramsin2012/2013,including:
familyfriendlymoviesscreenings;weeklyafterschoolteenprograms;financialliteracyandjob
resourceprograms;andprogramsfocusedonhealthandwellness.TheLibraryhasalsopromoted
eͲbookcollectionsandusagethroughaseriesofhandsͲonworkshops.
x
SocialMedia(orEͲservices):Beganthedevelopmentofalibrarypresenceonseveralsocial
mediaandmobilesitesinordertoincreasepatroninteractionsoutsideoflibrarybuildingsand
bringservicesandinformationtothepublicinaformattheyusedaily.
x
Reorganization:CombinedChildren’s/BranchServices,Technical/ReferenceServices,andProject
Read/CommunityLearningCenterServices,takingadvantageoftheoverlapandexpertise
betweenthecomplementaryservices;crosstrainedseverallevelsofpublicservicestaffto
provideaseamlesscontinuumofserviceoverprogramareas;consolidatedprimarybookvendor
forchildren’sandadultmaterials,creatingadditionalefficienciesthroughdevelopmentof
standingordersandprocessingcriteria.
x
LibraryServices:Librarystaffinalldivisionssecuredapproximately$400,000ingrantfundingin
fiscalyear2012/2013toprovideprogrammingtomeettheneedsofthelocalcommunity.In
addition,theFriendsoftheLibraryprovided$10,000insupportofprogramsandservices.The
librarycollectioncontains189,672booksandaudiovisualmaterials,andtheTechnicalServices
Divisionprocessed14,629itemsthisyear,an5%increaseover2011/2012.Therewere
approximately730,000itemscheckedoutofthelibraryinfiscalyear2012/2013.
x
Volunteerhours:Communityvolunteersdonatedtheequivalentinhoursof9.25FTE(fullͲtime
equivalent)staffmembers,or15,280hoursofservicetoLibraryprograms.
x
Automation:OverseeconstructionandequipmentinstallationfortheCapitolImprovement
Program’sAutomatedMaterialsHandling(AMH)Project,providinggreaterefficiencyforselfͲ
checkinandfasterreͲshelvingofmaterialsandfreeingstafftoconcentrateoncustomerservice,
collectiondevelopmentandprogramming.
x
EͲservices:ContinuetomaximizeeͲservicesby“goinglive”withournew,interactive,library
catalog/linkedlibrarywebsiteupgrade,amobile“app”forlibraryprograms,services,collections,
enhancedonlineresearchtoolsandwirelessprintingservices;exploreadditionaleͲcollections;
enhancesocialmediaconnections.
x
Programming:Providetargetedprogrammingandeducationalopportunitiestomeettheneeds
oflibrarypatronsincludingincreasedprogrammingforunderͲservedpopulations;applyfora
thirdyearofgrantfundingtocontinueSTEMprogrammingattheCLCafterschoolhomework
programs;continuetoeͲbookcollectionsandusage.
BUDGETHIGHLIGHTSFORFISCALYEAR
2013Ͳ14:
Reducedpayrollcostsandtookadvantageof
retirementsavings,strengtheningstaffingin
frontͲlineservices,withaparticularemphasis
onchildrenandfamilyservices,anddirecting
resourcestosupportincreasesand
enhancementsinlibrarynetworking,eͲ
servicesandcollections.
STEM(Science,Technology,Engineering,Math)Grant
LibraryOrganizationalChart
1.0LibraryDirector
ValerieSommer
1.0AssistantLibraryDirector
Administration
1.0AdministrativeAssistant
I
Technical/Reference
Services
1LibraryProgram
Manager
3.21LibrarianI/II
0.7SupervisingLib
Specialist
.85LibraryAssist.I/II
1.53LibraryPage
LiteracyServices
1.LibraryProgram
Manager
ProjectRead
2.0LiteracyServices
Coordinator
.5OfficeSpecialist
CommunityLearningCenter
1.0Administrative
AssistantI
1.0LiteracyServices
Coordinator
0.06LiteracyServices
AssistantCoordinator
1.95LiteracyServices
AssistantI
PatronServices
1LibraryProgram
Manager
.5SupervisingLib
Specialist
2.6LibraryAssistantI/II
0.7LibraryClerk
3.64LibraryPage
Children’s/Branch
Services
1LibraryProgram
Manager
3.15LibrarianI/II
0.8SupervisingLib
Specialist
1.55LibraryAssistantI/II
1.35LibraryClerk
0.8LibraryPage
LIBRARYDEPARTMENTSUMMARY
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutlay
TotalExpenditures
Actual
FY2011Ͳ12
3,181,775
754,021
Ͳ
336,907
4,272,704
Adopted
FY2012Ͳ13
3,238,518
538,276
65,000
367,118
4,208,912
Amended
FY2012Ͳ13
3,542,726
691,452
97,024
367,118
4,698,320
Projected
FY2012Ͳ13
3,012,641
704,629
32,024
363,275
4,112,569
Changefrom
Adopted
Adopted
%
3,295,982 57,464
1.8%
708,112 169,836 31.6%
0.0%
65,000 Ͳ
350,147 (16,972) Ͳ4.6%
4,419,241 210,329
5.0%
LIBRARYADMINISTRATION
TheLibraryAdministrationdivisionadministerstheCity’slibraryservicesprogramandprovidestechnical
servicessupportthroughtheselecting,ordering,catalogingandprocessingofavarietyofmaterialsfor
libraryfacilitiesplustheplanningforandimplementationofcomputerhardwareandsoftwareinthe
library.Additionally,thisdivisionhandlespublicrelationsforthelibraryandcoordinatestheuseof
libraryvolunteers.
PositionBudget
Library
Administration
PositionTitle
FullTime
1.00
1.00
1.00
0.00
M640 AssistantLibraryDirector
0.80
0.80
0.80
0.00
A240
LibrarianII
0.13
0.25
0.50
0.25
A210
LibrarianI
0.00
0.00
0.50
0.50
A215
LibraryAssistantII
0.38
0.38
0.00
(0.38)
N110 LibraryDirector
1.00
1.00
1.00
0.00
M235 LibraryProgramManager
0.80
0.80
0.50
(0.30)
1.00
1.00
1.00
0.00
5.11
5.23
5.30
0.07
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
SubtotalFullͲtime
Change
fromFY
2012Ͳ13
PartTimeRegular
A220
LibraryAssistantI
0.50
0.75
0.50
(0.25)
0.50
0.75
0.50
(0.25)
Hourly
SubtotalPartͲtime
Regular
X210
LibrarianI
0.13
0.13
0.13
0.00
X220
LibraryAssistantI
0.18
0.18
0.35
0.17
X250
LibraryPage
1.53
1.53
1.53
0.00
SubtotalHourly
1.84
1.84
2.01
0.17
TotalFTE
7.45
7.82
7.81
(0.01)
Expenditures
Actual
Expenditures
FY2011Ͳ12
Salaries&Benefits 839,150
CapitalOutlay
Ͳ
TotalExpenditures
1,240,877
Adopted
FY2012Ͳ13
904,458
266,642
65,000
1,236,100
Amended
FY2012Ͳ13
904,458
352,057
97,024
1,353,538
Projected
FY2012Ͳ13
826,136
393,694
32,024
1,251,854
Adopted
FY2013Ͳ14
939,101
404,722
65,000
1,408,823
Changefrom
Adopted
%
FY2012Ͳ13 Change
34,644
3.8%
138,080 51.8%
Ͳ
0.0%
172,724 14.0%
MAINLIBRARY
TheMainLibrarydivisionprovideslibraryandeducationalservicesandmaterialsattheMainLibraryon
WestOrangeAvenue,includingadult,youngadultandchildren’smaterials,servicesandprograms,
audiovisualmaterialsandcirculationservices.Readers’andInformationServices(ReferenceServices)
providesreferenceandInternetassistanceandtraining.
PositionBudget
MainLibrary
PositionTitle
FullTime
M640 AssistantLibraryDirector
0.20
0.20
0.20
0.00
A210
LibrarianI
0.00
0.00
1.50
1.50
A240
LibrarianII
2.20
2.75
2.70
(0.05)
A215
LibraryAssistantII
1.62
1.62
1.00
(0.62)
3.40
3.40
2.50
(0.90)
SubtotalFullͲtime
7.42
7.97
7.90
(0.07)
PartTime
Regular
A220
LibraryAssistantI
1.25
1.00
1.75
0.75
A215
LibraryAssistantII
0.20
0.20
0.00
(0.20)
A240
LibrarianII
0.00
0.00
0.50
0.50
1.45
1.20
2.25
1.05
Hourly
X210
LibrarianI
1.13
1.13
1.13
0.00
X670
LibrarianII
0.20
0.20
0.20
0.00
X220
LibraryAssistantI
0.75
0.75
0.75
0.00
X235
LibraryClerk
0.51
0.51
0.70
0.19
X250
LibraryPage
3.64
3.64
3.64
0.00
SubtotalHourly
6.23
6.23
6.42
0.19
TotalFTE
15.10
15.40
16.57
1.17
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
Actual
Expenditures
FY2011Ͳ12
TotalExpenditures
1,398,938
Adopted
FY2012Ͳ13
1,275,347
188,944
1,464,291
Amended
FY2012Ͳ13
1,165,347
188,944
1,354,291
Projected
FY2012Ͳ13
1,103,957
185,707
1,289,664
Changefrom
Adopted
Adopted
%
1,197,659 (77,687) Ͳ6.1%
212,217 23,273 12.3%
1,409,876 (54,414) Ͳ3.7% MainLibrary,WestOrangeAvenue
GRANDAVENUELIBRARY
TheGrandAvenueLibrarydivisionprovideslibraryandeducationalservicesandmaterialsfortheGrand
AvenueLibrary,includingadultandchildren’smaterials,servicesandprograms,audiovisualmaterials,
andcirculationandreferenceservices.BranchservicesincludetheSouthSanFranciscohistorical
collection,alargeSpanishͲlanguagecollectionforchildrenandadults,aswellasbilingualreference
assistanceandcirculationservices.
PositionBudget
GrandAvenue
Library
PositionTitle
FullTime
0.80
0.80
0.00
(0.80)
A240
LibrarianII
0.67
0.00
1.20
1.20
SubtotalFullͲtime
1.47
0.80
1.20
0.40
PartTime
Regular
A215
A220
LibraryAssistantII
LibraryAssistantI
Hourly
X220
LibraryAssistantI
0.10
0.10
0.25
0.15
X235
LibraryClerk
0.80
0.80
1.35
0.55
X250
LibraryPage
0.30
0.30
0.80
0.50
X630
LocalHistorySpecialist
0.05
0.05
0.00
(0.05)
SubtotalHourly
1.25
1.25
2.40
1.15
TotalFTE
3.02
2.35
4.00
1.65
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
0.30
0.00
0.30
0.30
0.00
0.30
0.00
0.40
0.40
(0.30)
0.40
0.10
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 260,004 186,464 186,464 223,206 385,517 199,052 106.8%
Supplies&Services 44,179 46,856 49,197 40,502 49,740 2,884
6.2%
86.5% TotalExpenditures
304,184 233,320 235,662 263,708 435,257 201,936
LITERACY
TheLiteracydivisionincludestheCommunityLearningCenterandProjectRead.Thedivision
provideslibraryservicestomeetfamily,individual,workandcivicliteracyneedsofour
community.LiteracyservicesareacollaborationbetweenCitystaff,localcitizens’localschools
andnonͲprofitorganizationstocreateamoreliterateandskilledcitizenryandenablefamiliesto
playagreaterroleintheirchildren’seducation.
PositionBudget
LiteracyServices
PositionTitle
FullTime
2.00
2.00
1.00
(1.00)
M500 LiteracyProgramManager
2.00
2.00
1.00
(1.00)
A445
LiteracyServicesCoordinator
2.00
2.00
3.00
1.00
SubtotalFullͲtime
6.00
6.00
5.00
(1.00)
Hourly
X250
LibraryPage
1.34
1.34
1.34
0.00
X655
0.06
0.06
0.06
0.00
X665
LiteracyServicesAssistant
Coordinator
LiteracyServicesAssistantI
1.95
1.95
1.95
0.00
X440
OfficeAssistant
0.43
0.43
0.43
0.00
X415
OfficeSpecialist
0.00
0.00
0.50
0.50
SubtotalHourly
3.78
3.78
4.28
0.50
TotalFTE
9.78
9.78
9.28
(0.50)
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 577,111 748,303 748,303 525,682 647,337 (100,966) Ͳ13.5%
Supplies&Services 13,450 15,834 19,614 9,821 15,933 99
0.6%
TotalExpenditures
590,562 764,137 767,917 535,503 663,270 (100,867) Ͳ13.2% EͲ112 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
Grants/MinorMaintenanceProgram
Expenditures
Salaries&Benefits
Supplies&Services
TotalExpenditures
Changefrom
Adopted
%
297,103 123,946 538,154 333,661 126,368 2,422
2.0%
104,134 20,000 81,640 74,904 25,500 5,500 27.5%
3,268 5,995 5,995 2,152 1,813 (4,182) Ͳ69.8%
404,504 149,941 625,789 410,717 153,681 3,740
2.5%
InformationTechnology
MISSIONSTATEMENT:
Todesign,implement,andmaintainthecitywideinformation
technologynetwork:tosetstandardsforalluserhardwareto
assuresystemcompatibility;tosupportuserhardwareand
assistwiththetrainingofemployeesintheuseofvarious
commonsoftware;toassistdepartmentsinplanningfortheir
particularuniquetechnologyneeds.
THEDEPARTMENTSUPPORTSITSMISSIONTOTHECITY
THROUGH:
x
x
x
x
x
TrainingCitystaffonuseofsoftware
Upgradingsoftwareapplicationstokeepcurrent
Networksecurity
Usingtechnologytoadvancethebusiness
Maintainingthebackupofdataandsystems
ACCOMPLISHMENTHIGHLIGHTSINFISCALYEAR2012Ͳ
13:
x
x
x
x
UpdatedCitycorenetworkswitch
BuildspacefornewCityserverroomatMillergarage
CreatednewelectronicCitydiningguideonline
CreatedaGIS“incident”mapforEOC
x
x
x
x
x
Evohelix,SouthSpruceat
CentennialWay
DisasterRecovery–replicatedata
Millergarage–newCityserverroom
Networksecurity
Broadcastequipmentupgrade
ExpandEOCCityserverroom
x
Noservicelevelchanges
InformationTechnologyOrganization
InformationTechnologyDirector
1.0ͲDougHollis
2.0ͲInformationSystemAdministrator
2.0ͲInformationSystemTechnician
1.0ͲAdministrativeAssistantII
ITDEPARTMENT
SUMMARY
PositionBudget
Information
Technology
PositionTitle
FTE
Actual
FY2011Ͳ
12
FTE
Actual
FY2012Ͳ
13
Change
fromFY
2012Ͳ13
FullTime
1.00
1.00
1.00
0.00
2.00
2.00
2.00
0.00
1.00
1.00
1.00
0.00
2.00
2.00
2.00
0.00
O525 ComputerServices
Technician
N165 DirectorOfInformation
Technology
M650 InformationSystems
Administrator
SubtotalFullͲtime
6.00
6.00
6.00
0.00
6.00
6.00
6.00
0.00
FTE
AdoptedFY
2013Ͳ14
TotalFTE
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutlay
TransfersOut
TotalExpenditures
Actual
FY2011Ͳ12
870,238
771,591
178,076
5,310
118,396
1,943,611
Adopted
FY2012Ͳ13
968,811
834,942
117,500
6,497
Ͳ
1,927,750
Amended
FY2012Ͳ13
968,811
1,380,432
185,500
6,497
Ͳ
2,541,240
Changefrom
Adopted
Adopted
FY2013Ͳ14 FY2012Ͳ13
983,373 14,563
599,082 (235,860)
312,500 195,000
4,418 (2,079)
Ͳ
Ͳ
1,899,374 (28,376)
%
Change
1.5%
Ͳ28.2%
166.0%
Ͳ32.0%
0.0%
Ͳ1.5% OrangeMemorialParkPlayground
Parks&Recreation
MISSIONSTATEMENT:
Provideopportunitiesforphysical,cultural,andsocialwellͲbeing;ensureeffectivedevelopment,
scheduling,useandmaintenanceofpublicfacilities,parks,andopenspace;anddeliverparksand
recreationservicesinatimely,efficient,andcostͲeffectivemanner.
x
x
x
Creatingandsustainingparksandopenspacesthataresafe,clean,andgreen;
Managingandmaintainingpublicbuildingsthatarefunctional,attractive,andefficient;
Sponsoringrecreationandenrichmentprogramsthatmeetcommunityneedsand
enhancethequalityoflifefortheparticipants.
x
x
ObtainedSafeRoutestoSchoolgranttofundCoordinatortopromotesafebicyclingand
walkingtobeforeandafterschoolprograms,andtodevelophealthandfitnessprograms;
WorkedwithEngineeringDivisiontorenovateParadiseValleyPocketParkandSiebecker
Playground;heldverysuccessfulribboncuttingeventtodedicateWestboroughParkin
Julyof2012;accomplishedADAimprovementstotwopicnicareasatBuriBuriPark;
x
x
x
CompletedMasterPlanfornew“gateway”signageatkeyentrancestoSouthSan
Francisco;
Partneredwithmultiplevolunteers,includingawardͲwinningImprovingPublicPlaces
group,toenhancepublicparksandcivicspaces;developednewUtilityBoxmural
programusingvolunteerartists;
ImplementednewrecreationalofferingstoincludeoutdoorMovieNightatOrange
MemorialPark,WorldSeriesTrophyviewing,outdoorbootcamp,twoloanart
installations,andexpandedParksAlive!StreetsAlive!event;openednewbeforeand
aftercareprogramatBuriBuriSchoolinAprilof2012.
x
x
x
x
x
DeveloproadmapforfuturedirectionthroughcompletionofcityͲwideParksand
RecreationMasterPlan;
Addressdeferredmaintenanceitemsandaccomplishenergyefficiencyimprovementsin
parksandfacilitiestoextentthatfundingwillallow,includingrepairorreplacementof
roofs,HVACunits,picnicareas,pathways,fences,trimmingorremovalofhazardous
treesandreplantingofreplacementtrees;
ActivelyparticipateincreationofanewAmericanswithDisabilitiesTransitionPlanto
identifyandestablishstrategytoaddressphysicalandprogrammaticbarriersto
participationforindividualswithdisabilities;
WorkwithEngineeringDivisiontoencouragepublicinputonrenovationoffour
playgrounds:Clay,FranciscoTerrace,WinstonManor#1(Elkwood),andBuriBuriPark;
Implementdepartmentalstaffingreorganizationtoabsorbserviceexpansion,maximize
efficiency,streamlinemanagement,andbetterutilizebudgetallocation.
SculptureGarden,OrangeMemorial
Duetopositionsvacatedbyretirementorseparation,andfrozenoverthepast5years,adepartmental
reorganizationplanrestoresonefrozenLeadParkMaintenanceWorkerandoneSeniorBuilding
MaintenanceCustodian;createsaProgramManagerfortheParksDivision;increasesapartͲtimeFacility
CoordinatortofullͲtime;addsaManagementAnalystII;addsanAdministrativeAssistantI;andincreases
fundingforflexiblepartͲtimeclericalsupport.Theplandeletesanumberofvacatedpositions,including
ParksSupervisor,SuperintendentofParksandFacilities,OfficeSpecialist(2),andTreeTrimmer.
Thestaffinggoalistomanageanddeliverservicesforprogramsandareasthathaveexpandedoverthe
past5years,concurrentlywithstaffcutbacks.ExamplesincludeaddednewparkacreageatCentennial
WayandCentennialDogpark,newparkamenitiesatWestboroughandParadiseValleyParks;maintain
661,000squarefeetofpublicfacilityspace,includingnewfacilitiesatJosephFernekesBuilding,Miller
ParkingGarage,BuriBurichildcareportables,additionalclassroomatMonteVerde,andnewEmergency
OperationsCenter;coordinationandsupervisionofexpandedprogramofferings,includingJuniorGiants,
BuriBuriBeforeandAfterSchoolprogram,MovieNightsinthePark,ParksAlive!StreetsAlive!,Safe
RoutestoSchool,increasedcapacityforchildcareandsummercampprograms,FullofFunCampfor
disabledteens,ParkwaySummerProgram,andexpandedvolunteerengagement.
OrangeParkPool
Chart14:ParksandRecreationOrganization
1.0DirectorofParks&Recreation
SharonRanals
Recreation
Administration
0.5OfficeAssistant
5.0Recreation&Community
ServicesSupervisor
7.0Recreation&Community
ServicesCoordinator
2.22CommunityServicesSite
Coordinator
5.0PreschoolTeacher
1.0RecreationLeaderIV
1.82RecreationLeaderIII
1.25RecreationLeaderII
1.0VanDriver
Hourly
4.73RecreationLeaderIV
21.52RecreationLeaderIII
11.47RecreationLeaderII
1.09RecreationLeaderI
5.41 RecreationInstructor
II
0.5CulturalArtsSpecialist
0.5OfficeAssistant
Parks&Facilities
1.0PublicWorksProgram
Manager
ParksMaintenance
1.0PublicWorksSupervisor
2.0LeadParkMaintWorker
0.9SrParkMaintWorker
12.0ParkMaintWorker
2.0TreeTrimmer
1.3Groundsperson
1.62HourlyParkMaint
Worker
FacilitiesMaintenance
2.0LeadBldgMaintenance
Custodian
3.0SrBldgMaintCustodian
5.0BldgMaintCustodian
2.0BldgMaintCraftsworker
1.68HourlyBldgMaintenance
Custodian
CommonGreens
2.0MaintCraftsworker
0.1SrParkMaintWorker
2.0ParkMaintWorker
0.7Groundsperson
PARKS&RECREATIONDEPARTMENTSUMMARY
EXPENDITURES
Adopted
FY2012Ͳ13
7,458,061
2,911,058
632,558
11,001,677
930,098
208,433
51,293
498,245
1,688,069
Amended
FY2012Ͳ13
7,508,061
2,810,096
632,558
10,950,715
930,098
208,433
51,293
498,245
1,688,069
Changefrom
Adopted
Adopted
%
7,859,149 401,088
5.4%
2,900,934 (10,124) Ͳ0.3%
689,324 56,766
9.0%
11,449,408 447,730
4.1%
917,437 (12,661) Ͳ1.4%
162,960 (45,473) Ͳ21.8%
54,365 3,072
6.0%
401,227 (97,018) Ͳ19.5%
1,535,990 (152,079) Ͳ9.0%
Expenditures
Salaries&Benefits
Supplies&Services
TotalGeneralFund
WestPark3
StonegateRidge
WillowGardens
WestPark1&2
TotalCommonGreens
Actual
FY2011Ͳ12
7,453,696
2,011,318
636,394
10,101,409
684,008
151,491
42,359
434,495
1,312,352
TotalExpenditures
11,413,761 12,689,747 12,638,784 12,985,398 295,651
2.3% PARKS&RECREATIONADMINISTRATION
TheParksandRecreationAdministrationdivisionprovidesadministration,direction,oversight,and
accountabilityforthedepartment.StaffsupportisprovidedfortheCityCouncil,ParksandRecreation
Commission,CulturalArtsCommission,BeautificationCommittee,andSeniorAdvisoryBoard.Functions
ofthedivisionincludebudgetcontrol,grantapplicationsandadministration,parksandfacilityplanning,
andcapitalprojects.
PositionBudget
Parks&
Recreation
Administration
FullTime
PositionTitle
FTE
FTE
FTE
2011Ͳ12 2012Ͳ13
2013Ͳ14
Change
fromFY
2012Ͳ13
1.00
1.00
1.00
0.00
0.75
0.75
0.75
0.00
N175 DirectorOfParks&
Recreation
0.00
0.00
1.00
1.00
A295
OfficeSpecialist
1.00
1.00
0.00
(1.00)
SubtotalFullͲtime
2.75
2.75
2.75
0.00
PartTime
Regular
A650
CulturalArtsSpecialist
0.50
0.50
0.50
0.00
0.50
0.50
0.50
0.00
Hourly
X440
OfficeAssistant
0.00
0.00
1.00
1.00
SubtotalHourly
0.00
0.00
1.00
1.00
TotalFTE
3.25
3.25
4.25
1.00
Expenditures
Changefrom
Adopted
%
Expenditures
Salaries&Benefits 467,425 452,711 452,711 518,728 66,017
14.6%
Supplies&Services 50,796 102,804 110,096 257,406 154,602 150.4%
TotalExpenditures
518,221 555,515 562,807 776,134 220,619
39.7%
RECREATION
Thereareseveralprogramswithinthisdivision:Recreation
Management,whichincludesdayͲtoͲdayoperationof
activityregistrationandrevenuecollection,general
supervision,clerical,andofficesupport;Aquatics;Picnicand
FacilityRentals;AdultDayCareandSeniorServices;
Childcare,includingpreͲschool,beforeͲandafterͲschool
careandsummercamps;Sports;CulturalArtsandpublic
art;andSpecialClassesandEvents.Cityfacilitiesoperated
includeTerrabayGymnasiumandRecreationBuilding,the
MunicipalServicesBuilding,OrangeMemorialPark
SwimmingPool,JosephFernekesRecreationBuilding,
MagnoliaCenter,WestboroughRecreationBuildingandPreͲ
School,SiebeckerPreͲSchool,andaclassroomatthe
CommunityLearningCenter.
Expenditures
Expenditures
Salaries&Benefits
Supplies&Services
TotalExpenditures
Actual
FY2011Ͳ12
3,802,680
450,908
20,066
4,273,654
Adopted
FY2012Ͳ13
3,794,959
528,323
Ͳ
4,323,282
AnnualHalloween
Extravaganza
Amended
FY2012Ͳ13
3,794,959
533,469
Ͳ
4,328,427
Changefrom
Adopted
%
Adopted
3,920,404 125,445
3.3%
521,041 (7,282) Ͳ1.4%
Ͳ
Ͳ
0.0%
4,441,445 118,163
PositionBudget
Recreation
PositionTitle
FTE
FTE
ActualFY ActualFY
2011Ͳ12 2012Ͳ13
FTEAdopted
FY2013Ͳ14
FullTime
0.00
0.00
1.00
1.00
A640
1.00
1.00
1.00
0.00
A295
CommunityServicesSite
Coordinator
OfficeSpecialist
1.00
1.00
0.00
(1.00)
A495
PreschoolTeacher
5.00
5.00
5.00
0.00
6.00
6.00
7.00
1.00
4.00
5.00
5.00
0.00
M530 Recreation&Community
SvcsCoordinator
M295 Recreation&Community
SvcsSupervisor
A515 RecreationLeaderIV
1.00
1.00
1.00
0.00
A510
VanDriver
1.00
1.00
1.00
0.00
SubtotalFullͲtime
19.00
20.00
21.00
1.00
PartTime
Regular
A640
1.97
1.97
1.22
(0.75)
A610
CommunityServicesSite
Coordinator
RecreationLeaderII
1.25
1.25
1.25
0.00
A620
RecreationLeaderIII
1.82
1.82
1.82
0.00
5.04
5.04
4.29
(0.75)
Hourly
X570
Consultant
0.50
0.00
0.00
0.00
X350
RecreationInstructor
5.41
5.41
5.41
0.00
X360
RecreationLeaderI
1.09
1.09
1.09
0.00
X365
RecreationLeaderII
11.47
11.47
11.47
0.00
X370
RecreationLeaderIII
21.52
21.52
21.52
0.00
X375
RecreationLeaderIV
4.73
4.73
4.73
0.00
SubtotalHourly
44.72
44.22
44.22
0.00
TotalFTE
68.76
69.26
69.51
0.25
Change
fromFY
2012Ͳ13
PARKSMAINTENANCE
Thedivisionisresponsibleformaintaining290acresofparks,ballfields,medians,greenspots,parking
lots,andlandscapeatpublicbuildings;8,000Citytrees;and25playgrounds.Thedivisionperformsall
routine,preventative,andreplacementfunctions,whichincludeslandscapecare,mowing,irrigation,
trimming,fertilizing,painting,treeplantingmaintenance,debrisremoval,graffitiabatement,and
restroomservice.
PositionBudget
Parks
Maintenance
PositionTitle
FullTime
0.25
0.25
0.25
0.00
0.15
0.15
0.15
0.00
N175 DirectorOfParks&
Recreation
A505 Groundsperson
1.30
1.30
1.30
0.00
A195
LeadParkMaintWorker
1.00
1.00
2.00
1.00
A250
ParkMaintenanceWorker
12.00
12.00
12.00
0.00
0.00
0.00
1.00
1.00
Manager
1.00
1.00
1.00
0.00
A350
0.90
0.90
0.90
0.00
0.10
0.10
0.00
(0.10)
2.30
2.30
2.00
(0.30)
19.00
19.00
20.60
1.60
FTEActual FTEActual
FTE
FY2011Ͳ
FY2012Ͳ
AdoptedFY
12
13
2013Ͳ14
Change
fromFY
2012Ͳ13
SrParkMaintenance
Worker
M360 SuperintendentOfParks&
Facilities
A375 TreeTrimmer
SubtotalFullͲtime
Hourly
X300
0.00
0.00
1.62
1.62
SubtotalHourly
0.00
0.00
1.62
1.62
TotalFTE
19.00
19.00
22.80
3.80
Expenditures
Actual
Adopted
Amended
Expenditures
FY2011Ͳ12
FY2012Ͳ13
FY2012Ͳ13
TotalExpenditures
2,628,296 2,930,139 2,957,824
Changefrom
Adopted
Adopted
%
2,014,654 (9,552)
Ͳ0.5%
1,191,790 285,857
31.6%
3,206,444 276,305
9.4%
FACILITIESMAINTENANCE
TheFacilitiesMaintenancedivisionprovidescustodial,preventivemaintenanceservices,andnecessary
buildingandequipmentrepairsandreplacementsforallCityfacilities,whichcomprisesapproximately
661,000squarefeet.ScopeofworkincludesservicetoHVACunits,elevators,roofs,interiorandexterior
painting,plumbing,lighting,andfloorcare.Thedivisionalsoperformsavarietyofrelatedtasks,which
includesfurnituremoving,roomsetups,recycling,andmanymiscellaneousservicesasrequired.
PositionBudget
Facilities
Maintenance
PositionTitle
FullTime
0.34
0.34
0.34
0.00
A465
2.00
2.00
2.00
0.00
A140
4.00
5.00
5.00
0.00
N175 DirectorOfParks&Recreation
0.10
0.10
0.10
0.00
A190
2.00
2.00
2.00
0.00
LeadBuildingMaintenance
Custodian
1.00
1.00
1.00
0.00
A320
2.00
2.00
3.00
1.00
0.10
0.10
0.00
(0.10)
11.54
12.54
13.44
0.90
BuildingMaintenance
Craftsworker
BuildingMaintenanceCustodian
FTE
FTE
FTE
Actual
Actual
Adopted
FY
FY
FY2013Ͳ14
2011Ͳ12 2012Ͳ13
Change
fromFY
2012Ͳ13
SrBuildingMaintenance
Custodian
Facilities
SubtotalFullͲtime
Hourly
X185
1.00
0.00
1.68
1.68
SubtotalHourly
1.00
1.68
1.68
TotalFTE
12.54
12.54
14.54
2.00
Expenditures
Actual
Adopted
Amended
Expenditures
FY2011Ͳ12
FY2012Ͳ13
FY2012Ͳ13
TotalExpenditures
2,055,094 2,097,606 2,102,825
Changefrom
Adopted
Adopted
%
1,405,364 219,178 18.5%
930,697 19,276
2.1%
2,336,061 238,454 11.4%
COMMONGREENS
Thisdivisionisresponsibletomaintainthecommonlandscapedareasandspecialpropertytaxdistrict
grounds,whichinclude64acresatWestPark1,2,&3,StonegateRidgeandWillowGardens.
Maintenanceincludescontractservicesformowing,edging,trimming,debrisremoval,andrepairof
sprinklerheads.InͲhousestaffmanagesirrigationsystems,walkwaylights,trees,sidewalks,steps,
playgrounds,graffiti,benches,picnictables,andMinorMaintenanceProjects.Thedivisionalsoresponds
tocustomerservicerequests.
PositionBudget
CommonGreens
PositionTitle
FTE
FTE
FTE
Change
fromFY
2011Ͳ12 2012Ͳ13
2013Ͳ14
2012Ͳ13
FullTime
0.41
0.41
0.41
0.00
A505
Groundsperson
0.70
0.70
0.70
0.00
A280
MaintenanceCraftworker
2.00
2.00
2.00
0.00
A250
2.00
2.00
2.00
0.00
0.90
0.00
0.00
0.00
Electrical
0.00
0.90
0.90
0.00
A350
0.10
0.10
0.10
0.00
0.80
0.80
0.00
(0.80)
Facilities
A375 TreeTrimmer
0.70
0.70
0.00
(0.70)
SubtotalFullͲtime
7.61
7.61
6.11
(1.50)
TotalFTE
7.61
7.61
6.11
(1.50)
SrParkMaintenanceWorker
Expenditures
Actual
Adopted
Amended
Expenditures
FY2011Ͳ12
FY2012Ͳ13
FY2012Ͳ13
Salaries&Benefits 653,324 908,349 908,349
TotalExpenditures
1,011,067 1,386,435 1,386,435
Changefrom
Adopted
Adopted
%
698,194 (210,155)
Ͳ23.1%
529,443 51,357
10.7%
1,227,637 (158,798)
Ͳ11.5% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| EͲ127
GRANTS/MINORMAINTENANCEPROGRAM
Changefrom
Adopted
%
Expenditures
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2013Ͳ14
FY2012Ͳ13 Change
Salaries&Benefits
Ͳ
Ͳ
50,000 Ͳ
Ͳ
0.0%
Supplies&Services 9,815 282,577 136,273 Ͳ
(282,577) Ͳ100.0%
TotalExpenditures
9,815 282,577 186,273 Ͳ
(282,577) Ͳ100.0% EͲ128 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
MinorMaintenanceProgram
BeginninginFY2012Ͳ13,theEngineeringdivisionrevised
theCapitalImprovementProgram(CIP)toonlyinclude
trulylargescaleinfrastructure,improvements,and
constructionprojects.Thisremovedanumberof
importantMinorMaintenanceProjects(MMP)fromthe
CIP.TheMMPsarehousedindepartmentoperating
budgets.TheMMPswillchargetotheGeneralFundwith
theexceptionoftheAircraftNoiseReductionProgram
(ANIP)andInformationTechnologyprojects.MMPsspent
willnotcarryoverunspentbudgetseachyearunlessreͲ
approvedbyCityCouncil.
Intotaltherewillbe$1.44millioninnewappropriations.
TheGeneralFund,InformationTechnologyFundand
AircraftNoiseFundwillhousetheMMPprojects.
FY2013Ͳ14MMPAppropriations
byFundingSource
Windharp
GrandviewDrivenearGenentech
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| FͲ129
MinorMaintenanceProjectsbyExpenseFund
FͲ130 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
GovernmentalFunds
TheGovernmentalFundsaredesignatedforrevenuesandexpensesthatareclassifiedasgovernment
typeactivities.Theseactivities,whicharefinancedprimarilythroughtaxes,provideinfrastructure
improvementsincludinghousingrehabilitation,trafficimprovements,landimprovements,parkfacilities
andpublicfacilitiesimprovementsincludingmunicipalbuildings.TheGeneralFundisthemain
GovernmentalFund,whichwaspresentedseparately.
CAPITALIMPROVEMENTFUND
TheCapitalImprovementfundistheholdingplaceformanyCIPprojectexpenditures.Therevenues
backfillexpendituresandcomefromtransfersfromotherfundsandgrants.
CITYHOUSINGFUND
UpuntilRedevelopmentAgencieswereabolishedinFY2011Ͳ12bytheStateofCaliforniaunderAB26,
theCitysetaside20%ofRedevelopmentpropertytaxestofundtheprovisionofnewaffordablehousing
units,aswellastheoperationandmaintenanceofhousingstockthattheRedevelopmentAgencyhad
alreadyfunded.ThatfundwasformerlycalledtheLow/ModerateIncomeHousingFund.Withitssource
offunding(20%ofRedevelopmentpropertytaxdollars)thusabolished,theCityCouncilvotedtotakeon
theoperationsoftheformerhousingunitsbybecomingtheSuccessorHousingAgencytothe
Low/ModerateIncomeHousingFund.TheCityHousingFundisfundedprimarilyfromtherental
revenuesreceivedbytheCityforthoseoccupiedhousingunits.Anyshortfallbetweentherentsreceived
andtheoperationsandmaintenancecostsofthosehousingunitsarefundedbyeitheronetimegrantsor
bytheGeneralFund.
COMMONGREENSMAINTENANCEDISTRICTFUNDS
TherearefourCommonGreensMaintenanceDistrictswithintheCity:WestPark1&2,WestPark3,
StonegateRidge,andWillowGardens.Theareascoverapproximately2600residentialparcels.The
fundingforthesemaintenancedistrictscomesfromaportionof1%PropertyTaxontheassessedvalue
paidbytheparcelowners.Thepropertytaxthatfundsthesemaintenancedistrictsisdivertedfromthe
City’sportionofpropertytaxesthatwouldotherwisegototheGeneralFund.
Therevenuefromthepropertytaxprovidesforsidewalk,parksandtreemaintenancewithineachofthe
maintenancedistricts.SomeCIPprojectswithinthemaintenancedistrictsarefundedthroughthese
funds.
COMMUNITYDEVELOPMENTBLOCKGRANT
TheCommunityDevelopmentBlockGrant(CDBG)isafederallyfundedprogramoutoftheDepartment
ofHousingandUrbanDevelopment(HUD).Thisprogramsupportstheimprovementofhousing,
commercialfacilitiesandprovidesgrantstolocalnonprofitagencies.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| GͲ131
GRANTFUND
AircraftNoiseInstallationProgram(ANIP):Thisfundreceivedgrantfundsfromthefederalgovernment
toinstallnewwindowsinhomesundertheflightpathofplanesatSanFranciscoInternationalAirport.
Thegrantfundshavebeenreceived.
IMPACTFEEFUNDS
Eastof101TrafficImpactFees:Thesearedeveloperpaidfeesthatareusedtofundtrafficimprovement
projectsEastof101.
ChildCareImpactFees:Thesearedeveloperpaidfeesthatareusedtobuildchildcarefacilitiesinthe
City.
OysterPointInterchangeImpactFees:Thesearedeveloperpaidfeesusedforthe101andOysterPoint
Boulevardinterchangeproject.
EASTOF101SEWERIMPACTFEEFUND
Therevenueforthisrestrictedfundisreceivedfromdevelopmentimpactfeespaidbynewdevelopment
uponbuildingpermitissuance.Therevenuesmayonlybeusedtofundspecificsewercapitalprojectsas
outlinedinanexusstudypreviouslyadoptedbytheCityCouncil.Thenexusstudyshowstherelationship
betweennewdevelopmentandtheneedforsewersystemimprovementstosupportthatdevelopment.
ThefeeischargedtonewdevelopmentlocatedEastof101.
GASTAXFUND
GasTaxistheCityportionofthestatetaxongaspurchases.ThefundingisdistributedbytheStateof
Californiaandisusedforstreetandrelatedimprovements.
MEASUREA½CENTSALESTAXFUND
MeasureAisavoterapproved½centsalestaxinSanMateoCounty.Themeasurewasapprovedin1988
andexpiredin2008.In2004thevotersofSanMateoCountyreauthorizedMeasureAthrough2033.The
salestaxrevenuesgeneratedaredistributedbytheCountyofSanMateoandfundsaretobeusedfor
roadandtrafficimprovements.Thisfundisusedtofundcapitalprojects.
Aswithanytaxrelatedmeasure,theCityhasseenswingsintheamountofMeasureAfundsavailable
duetothevolatilenatureoftheregionaleconomy.
PARKͲINͲLIEUFEESFUND
TheCity’sordinanceasauthorizedbytheQuimbyActrequiresparklanddedicationinproposed
residentialsubdivisionsorthepaymentofaninͲlieufee.Intheeventtheproposedresidential
subdivisionislessthan50parcels,theCitymayonlyrequirethepaymentofaninͲlieufee.Thisfee
requirementisaconditionofapprovalofresidentialdevelopmentprojects.Thefeesmayonlybeused
foracquiringlandanddevelopingnewparkandrecreationfacilities,orforthe
rehabilitation/enhancementofexistingneighborhoodparks,communityparks,andrecreationalfacilities.
SOLIDWASTEMANAGEMENTFUND
ThisfundisusedtopayformonitoringcostsattheclosedOysterPointlandfillandisfundedbyaportion
oftheSolidWastefranchisefees.
GͲ132 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
SEWERCAPACITYCHARGEFUND
Therevenueforthisrestrictedfundisreceivedfromsewercapacitychargespaidbyusersthatconnectto
sewerfacilitiesforthefirsttime,andbyuserswhoincreasetheirsanitarysewerusage.Thechargeis
typicallydueuponbuildingpermitissuanceandischargedinareasoftheCityreceivingsewerservice
fromtheCity(excludesWestboroughareathatreceivessewerservicefromDalyCity).Thechargeassists
withthefundingrequiredtoreplace,upgrade,andconstructsewerinfrastructurenotfundedbyother
sources.Thisfundprovidesrevenuestocoverthecostsassociatedwithprovidingcollectionand
treatmentcapacitytonewandexpandingdevelopmentnotfundedbytheEastof101SewerImpactFee
Program.
WorldfamousSee’sCandies,foundedin1921,isheadquarteredinSSF.
CityHousingFund
FundSummary
CommonGreensMaintenanceDistrictFunds
FundSummary
Revenues
PropertyTaxesWestPark1&2
PropertyTaxesWestPark3
PropertyTaxesStonegateRdg
PropertyTaxesWillowGardens
MiscRevenue[1]
TotalRevenues
Actual
FY2011Ͳ12
404,724
647,522
220,944
40,267
7,173
1,320,630
Adopted
FY2012Ͳ13
410,000
655,960
223,850
40,750
118,755
1,449,315
Amended
FY2012Ͳ13
410,000
655,960
223,850
40,750
118,755
1,449,315
Projected
FY2012Ͳ13
410,000
655,960
223,850
40,750
123,518
1,454,078
Adopted
FY2013Ͳ14
411,618
658,957
224,239
40,820
5,100
1,340,734
Changefrom
Adopted
%
FY2012Ͳ13 Change
1,618
0.4%
2,997
0.5%
389
0.2%
70
0.2%
(113,655) Ͳ95.7%
(108,581) Ͳ7.5%
Expenditures
MaintenanceExpenditures
WestPark1&2
WestPark3
StonegateRidge
WillowGardens
SubtotalMaintenanceExpenditures
CIPExpenditures(Transfers)
TotalExpenditures
Surplus/(Deficit)
435,933
684,008
151,491
42,359
1,313,790
28,984
1,342,774
(22,144)
498,245
930,098
208,433
51,293
1,688,069
561,077
2,249,146
(799,832)
498,245 436,292
930,098 734,676
208,433 156,373
51,293 49,293
1,688,069 1,376,635
703,285 703,285
2,391,354 2,079,920
942,039 625,841
401,227
917,437
162,960
54,365
1,535,990
Ͳ
1,535,990
(195,256)
(97,018)
(12,661)
(45,473)
3,072
(152,080)
(561,077)
(713,157)
604,576
FundBalance
1,689,041 889,209 747,001 1,063,199 867,944 (21,265)
Ͳ19.5%
Ͳ1.4%
Ͳ21.8%
6.0%
Ͳ9.0%
Ͳ100.0%
Ͳ31.7%
Ͳ75.6%
(1)Revenueswerereducedby$111,093inFY2009Ͳ10toreflecttheState’sborrowingofpropertytaxes.
TheStatehasrepaidthesefundswithinterestasofJune30,2013.
Ͳ2.4% CommonGreensMaintenanceDistrictMap
CommunityDevelopmentBlockGrant
TheCityCouncilannuallydeterminestheallocationoftheCDBGfunds.
FundSummary
Changefrom
Adopted
FY2012Ͳ13 %Change
453,552
108.6%
Ͳ
0.0%
(101,939)
Ͳ91.9%
351,613 0
Ͳ
0.0%
351,613
66.5%
Revenues
Intergovernmental
UseofMoney&Property
OtherRevenues
Subtotal
TransfersOut
TotalRevenues
Actual Adopted
FY2011Ͳ12 FY2012Ͳ13
578,720 417,746
24,295 Ͳ
2,993 110,959
606,008 528,705
Ͳ
Ͳ
606,008 528,705
Amended
FY2012Ͳ13
430,746
Ͳ
110,959
541,705
Ͳ
541,705
Projected Adopted
FY2012Ͳ13 FY2013Ͳ14
430,746 871,298
Ͳ
110,959 9,020
541,705 880,318
Ͳ
Ͳ
541,705 880,318
Expenditures
Payroll
Supplies&Services
Subtotal
TransfersOut
TotalExpenditures
232,183
314,215
12,407
558,805
82,917
641,722
289,118
921,131
2,107
1,212,356
Ͳ
1,212,356
285,000
921,131
2,107
1,208,238
FundBalance
(35,714) (333,052) (670,651) (666,533) 5,759 338,811
289,118
570,532
2,107
861,757
Ͳ
861,757
255,250
619,309
Ͳ
874,559
Ͳ
1,208,238 874,559
(33,868)
Ͳ11.7%
48,777
8.5%
(2,107) Ͳ100.0%
12,802 Ͳ103.2%
Ͳ
0.0%
12,802
1.5%
AircraftNoiseInsulationProgram(ANIP)
FundSummary
GasTaxFund
BeginninginFY2011Ͳ12thenewMeasureMSanMateoCountyVehicleRegistrationFeewillbeginto
generateanestimated$205,000inannualrevenueforthenext25years.
FundSummary
This page is intentionally left blank.
MeasureA½CentSalesTaxFund
FundSummary
Revenues
2011Ͳ12
2012Ͳ13
2012Ͳ13
2012Ͳ13
2013Ͳ14
MeasureASalesTax
1,070,413 1,000,000 1,000,000 1,100,000 1,000,000
Interest/OtherIncome 37,286 25,000 25,000 25,000 25,000
TotalRevenues
1,107,698 1,025,000 1,025,000 1,125,000 1,025,000
Changefrom
Adopted
%
2012Ͳ13 Change
Ͳ
0.0%
Ͳ
0.0%
Ͳ
0.0%
Expenditures
CIPExpenditures
MMPExpenditures
TotalExpenditures
Surplus/(Deficit)
1,879,697 1,300,496
10,000
1,879,697 1,310,496
(771,999) (285,496)
(160,496)
(10,000)
(170,496)
170,496
FundBalance
1,575,976 1,290,480 213,125 313,125 198,125 (1,092,355) Ͳ84.6% 2,377,851
10,000
2,387,851
(1,362,851)
2,377,851
10,000
2,387,851
(1,262,851)
1,140,000
Ͳ
1,140,000
(115,000)
Ͳ12.3%
Ͳ100.0%
Ͳ13.0%
Ͳ59.7%
SolidWasteManagementFund
TheSolidWasteManagementFundisprimarilyfundedfromadedicatedfeepaymentmadebytheSouth
SanFranciscoScavengerCompany,theCity’sexclusivesolidwastemanagementfranchise.Fundingpays
formonitoringandremediationcostsassociatedwiththeclosedOysterPointlandfillandforothersolid
wastereductionefforts.Additionalrevenuecomesfromforfeitedsolidwastedeposits,whichareusedto
furthertheCity'ssolidwastediversiongoals.
FundSummary
Revenues
Revenues
FranchiseFeeRevenue
TotalRevenues
Changefrom
Adopted
%
2011Ͳ12 2012Ͳ13 2012Ͳ13
2012Ͳ13 2013Ͳ14
2012Ͳ13 Change
173,325 173,325 173,325 173,325 180,000 6,675
173,325 173,325 173,325 173,325 180,000 6,675
3.9%
3.9%
Expenditures
OperatingExpenditures 110,973 179,842 264,319 86,371 246,750 66,908
TotalExpenditures
110,973 179,842 264,319 86,371 246,750 138,212
37.2%
127.3%
Surplus/(Deficit)
FundBalance
62,352 (6,517) (90,994) 86,954
(66,750) (131,537) Ͳ203.0%
949,998 881,129 859,004 1,036,952 970,202 82,556
9.3%
MajorProprietaryFunds
EnterpriseFundsareassociatedwithbusinesstypeactivities,whereafeeischargedforaparticular
service.ThefundsinthefollowpagesallsupportbusinesstypeactivitiesoperatedbytheCity.Thefirst
threefundsrepresented—SewerEnterprise,ParkingDistrict,andStormWater—areclassifiedasmajor
funds.Thelastfundinthissection,SewerCapacityCharge,isclassifiedasanonmajorfund.
SEWERENTERPRISEFUND
TheSewerEnterpriseFundisusedtooperatethesystemsfortheWaterQualityControlPlantincluding
sewerlinesandpumpstations.ThisfundalsocoversSanitarySewertypecapitalprojectsthatupgrade
andimprovetheWQCP.
PARKINGDISTRICTFUND
TheParkingDistrictFundreceivesitsrevenuefromthecollectionofparkingfeesfromCityownedparking
metersandparkinglots.
STORMWATERFUND
TheStormWaterFundisusedtocomplywithfederalandstateregulationsregardingstormdrainrunoff.
Thecostsofcomplyingwithstateandfederalregulationsregardingstormwaterandstormdrainshave
dramaticallyincreasedinthelastfewyears.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| HͲ143
SewerEnterpriseFund TheSewerEnterpriseFundisusedtooperatethesystemsfortheWaterQualityControlPlant(WQCP)
includingmaintenanceofsewerlinesandpumpstations.ThisfundalsocoverssanitarysewerCIPprojects
thatupgradeandimprovetheWQCP.
FundSummary
[1]Netincomeisadjustedduetoaccountingadjustmentsincludingthedifferencesbetweencashaccountsand
proprietaryfund(businessaccounts).
[2]TheCapitalReserveisbasedontheStateloanrequirementsandis0.5%ofeachloanamount.Thereserve
mustbekeptuntiltheloansareretired.
AftertheStateloansareretired,theCapitalReservewillbe basedonthelesserof:1)10%ofthetotalprincipal
dueondebt,2)125%oftheannualaverage
debtservice,or3)themaximumannualdebtservice.
[3]TheOperatingReserveiscalculatedbasedon90daysofannualizeoperationandmaintenancecosts.
[4]BeginninginFY2011Ͳ12,ongoingcostsofOtherPostEmployeeBenefits(OPEB)obligationsforretireehealth
costsarechargedtotheParkingDistrictandSewerFunds.
HͲ144 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
ParkingDistrictFund
TheParkingDistrictFundreceivesitsrevenuefromthecollectionofparkingfeesfromCityownedparking
meters,parkinglots,andthesellingofparkingpermits.
FundSummary
Revenues
ChargesforServices
Interest/OtherIncome
TransfersIn
TotalRevenues
Expenditures
Payroll
SuppliesandServices
CapitalOutlay
DebtService
Subtotal
TransersOut
TotalExpenditures
Surplus/(Deficit)
FundBalance
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2012Ͳ13 FY2013Ͳ14
728,508
675,000
675,000
700,000
700,000
22,979
10,000
10,000
12,000
10,000
302,600
1,054,087
685,000
685,000
712,000
710,000
398,265
82,113
282,611
250,012
282,611
250,012
355,000
65,000
351,513
145,674
Changefrom
Adopted
%
FY2012Ͳ13 Change
25,000 3.7%
0 0.0%
25,000
3.6%
68,902 24.4%
Ͳ104,338 Ͳ41.7%
102,766
102,771
102,771
102,771
103,726
955 0.9%
583,144
635,394
635,394
522,771
600,913
Ͳ34,481 Ͳ16.4%
1,006,026
53,195
53,195
1,589,170
635,394
688,589
575,966
600,913
Ͳ34,481 Ͳ5.4%
(535,083) 49,606 (3,589) 136,034 109,087 59,481 119.9%
863,869
913,475
860,280
999,903 1,108,990
195,515
21.4% CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| HͲ145
StormWaterFund
TheStormWaterFundisusedtocomplywithfederalandstateregulationsregardingstormdrainrunoff.
Primaryrevenueotherthantransfersisthroughalevyonpropertyowners.Thisrevenuesourceiscapped
andcanonlybeincreasedwithaProposition218vote,whichwouldrequireaballotmeasure.Thetarget
annualfundbalanceforthisfundis$300,000thatwouldcoveremergencyreplacementand/orstaff
changesrelatedtoregulatorymeasures.
FundSummary
Actual
FY2011Ͳ12
405,898
445,000
150,000
275,000
10,853
1,286,751
Adopted
FY2012Ͳ13
405,000
445,000
225,000
175,000
1,000
1,251,000
Amended
FY2012Ͳ13
405,000
445,000
225,000
175,000
1,000
1,251,000
Projected
FY2012Ͳ13
405,000
445,000
225,000
175,000
45,000
1,295,000
Proposed
FY2013Ͳ14
405,000
465,000
205,000
175,000
5,000
1,255,000
Changefrom
Adopted
%
FY2012Ͳ13 Change
Ͳ
0.0%
20,000
4.5%
(20,000) Ͳ8.9%
Ͳ
0.0%
4,000 400.0%
4,000
0.3%
Expenditures
OperatingExpenses
909,532
TransfersOuttoCapitalImprFund
TotalExpenditures
909,532
Surplus/(Deficit)
377,219
1,550,066
260,000
1,810,066
(559,066)
1,550,066
260,000
1,810,066
(559,066)
1,350,066
260,000
1,610,066
(315,066)
1,516,275
150,000
1,666,275
(411,275)
(33,792) Ͳ2.2%
(110,000) Ͳ42.3%
(143,792) Ͳ7.9%
147,792 Ͳ26.4%
Revenues
ServiceCharges
TransferInfromGasTaxes
TransferInfromMeasureM[1]
TransferInfromGeneralFund
InterestandOther
TotalRevenues
FundBalance
1,080,488 521,422 521,422 765,422 354,147 62,152
11.9% Note:
[1]TransfersintotheStormWaterFundforFY2013Ͳ14include$175,000fromtheGeneralFundand
$670,000fromtheGasTaxFund.
HͲ146 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
InternalServiceFunds
TheInternalServiceFundsareusedtopayforservicesprovidedinternallywithintheCity.Thesefunds
covervehiclemaintenance,computer,softwaretechnicalsupport,equipmentandvehiclereplacement,
insuranceandemployeebenefits.
CITYSERVICEFUND
TheCityServiceFundisusedtopayforinͲhousevehiclemaintenanceforCityownedvehicles.ThePublic
WorksDepartment,FleetMaintenanceDivision,managesthebudgetforthisfundandthefundreceives
itsrevenuesbychargingdepartmentsfortheservicesrenderedonanactualinvoicebasis.Inrecentyears,
theFleetManagementDivisionhasbeenperformingvehiclemaintenanceworkforMillbrae,DalyCityand
othernearbycitiesasanefforttofurtherregionalconsolidationefforts.Thefundbudgets4.65FTEsinthe
PublicWorksdepartment.
EQUIPMENTREPLACEMENTFUND
TheEquipmentReplacementFundisusedtoaccumulatefundsforreplacementofequipmentand
vehicles.Departmentsarechargedanannualreplacementchargetocoverfutureequipmentneeds.
HEALTH&BENEFITSFUND
Thisfundcollectschargesfromdepartmentsandisusedtopaybenefitprovidersforactiveandretiree
health,dental,visioninsuranceandothermiscellaneousbenefitsincludinglifeinsuranceandshortterm
disability.TheCityCouncilhasbeenbuildingupreservesinthisfundtobeusedtopaydownthe
unfundedliabilityforretireehealthcosts(OtherPostEmploymentBenefits,orOPEB).AsofJune30,2014,
itisprojectedthattheCitywillhavesetaside$12.5millionforthispurpose.
INFORMATIONTECHNOLOGYFUND
TheInformationTechnologyFundisfundedthroughanallocationchargetodepartmentsforthe
maintenanceandupkeepoftheCities,computers,telephones,servers,copiers,scanners,citywide
software,etc.TheInformationTechnology(IT)departmentmanagesthisfund.InadditiontoinͲhouseIT
services,theITDepartmentprovidesITservicestotheCityofHillsboroughnearbycitiesasaneffortto
furtherregionalconsolidationefforts.Thisfundbudgets6.0FTEsintheITdepartment.
INFORMATIONTECHNOLOGYPEGACCESSFUND
ThisfundwascreatedinFY2011Ͳ12toseparatefundsinfranchisefeestheCityreceivesthatareusedfor
theCity’sPublic,EducationalandGovernmentalchannel.
SELFͲINSURANCEFUND
Thisfundisusedtoaccumulatereservestopayforworkerscompensationclaimsandtopayforgeneral
liabilityinsuranceclaims.ThelatterareadministeredthroughtheAssociationofBayAreaGovernments
PooledLiabilityAssuranceNetwork(ABAGPLAN).TheCitystrivestokeepavailablecashtofundatthe
80%confidencelevelforactuariallydeterminedworkers’compensationliabilities.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| IͲ147
CityServiceFund
ThePublicWorksDepartmentoverseestheCityServiceFund,whichisusedforchargingtimeand
billingdepartmentsforgasolinecostsandvehicleandequipmentmaintenanceservicesprovided
bytheCityGarage.
FundSummary
Actual
Adopted Amended Projected
FY2011Ͳ12 FY2012Ͳ13 FY2012Ͳ13 FY2012Ͳ13
Adopted
FY2013Ͳ14
Change
from
Adopted
%
FY2012Ͳ13 Change
Revenues
ChargesforServices
UseofMoney&Property
OtherRevenues
TotalRevenues
45,289
(2,035)
1,378,909
1,422,163
Ͳ
Ͳ
1,399,424
1,399,424
Ͳ
Ͳ
1,399,424
1,399,424
Ͳ
(2,177)
1,399,424
1,397,247
Ͳ
Ͳ
1,650,000
1,650,000
Ͳ
Ͳ
250,576
250,576
0.0%
0.0%
17.9%
17.9%
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutlay
Subtotal
TransfersOut
TotalExpenditures
Surplus/(Deficit)
553,105
953,713
1,056
34,508
1,542,382
Ͳ
1,542,382
(120,219)
506,553
871,828
Ͳ
11,563
1,389,944
Ͳ
1,389,944
9,480
506,553
884,356
Ͳ
11,563
1,402,472
Ͳ
1,402,472
(3,048)
506,553
884,356
Ͳ
11,563
1,402,472
Ͳ
1,402,472
(5,225)
608,517
931,250
Ͳ
15,706
1,555,473
Ͳ
1,555,473
94,527
101,964
59,422
Ͳ
4,143
165,529
20.1%
6.8%
0.0%
35.8%
11.9%
165,529
85,047
11.9%
FundBalance
(70,979) (61,499) (74,027) (76,204) 18,323 79,822
Ͳ129.8%
IͲ148 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
TheEquipmentReplacementFundispayingtheFireDepartment’scapitalleases.TheFireDepartmentwill
bechargeddirectlyfortheamountofdebtservicebudgetedfor$485,692inFY2013Ͳ14.
FundSummary
PLANNEDVEHICLE&EQUIPMENTPURCHASESFY2013Ͳ2014
Health&BenefitsFund
This fund collects charges from departments and is used to paybenefit providers for active and retiree
health,dental,visioninsuranceandothermiscellaneousbenefitsincludinglifeinsuranceaswellaslong
term and short term disability insurance. The total reserves in this fund are set aside for Other Post
RetirementBenefits(OPEB),whichaccordingtothelatestactuarialstudyisapproximately$82million.
FundSummary
FundSummary
Revenues
ChargesForSvcs
Changefrom
Adopted
%
1,367,896 1,584,180 1,584,180 1,584,180 1,658,370 74,190
4.7%
14,613 Ͳ
Ͳ
14,000 14,000 14,000 100.0%
UseOfMoney&Property
ChargestoOtherAgencies
(Hillsborough)
TransfersIn
TotalRevenues
58,808 25,000 25,000 242,921 50,000 25,000 100.0%
117,816 Ͳ
280,314 280,314 200,000 200,000 100.0%
1,559,134 1,609,180 1,889,494 2,121,415 1,922,370 313,190 19.5%
Expenditures
Salaries&Benefits
Supplies&Services
CapitalOutlay
TransfersOut
TotalExpenditures
870,238
771,591
178,076
5,310
118,396
1,943,611
TotalInformationTechnology
(204,301) (318,570) (651,746) (214,825) 22,997 341,566
FundBalance
672,393 353,823 20,647 457,568 480,565
968,811
834,942
117,500
6,497
Ͳ
1,927,750
968,811
1,380,432
185,500
6,497
Ͳ
2,541,240
968,811
1,180,432
180,500
6,497
Ͳ
2,336,240
983,373
599,082
312,500
4,418
Ͳ
1,899,374
14,563
1.5%
(235,860) Ͳ28.2%
195,000 166.0%
(2,079) Ͳ32.0%
Ͳ
0.0%
(28,376) Ͳ1.5%
InformationTechnologyPEGAccessFund
ThisisafundthatwascreatedinFY2011Ͳ12toseparatethefranchisefeespaidbythecablecompanies
fromtheInformationTechnologyFund.
FranchiseholderspayafeetotheCityintheamountof1%ofgrossrevenues;thesefundsaretobeused
bytheCityforthepurposeofsupportingPublic,Educational,andGovernmental(PEG)channels.
FundSummary
Revenues
FranchiseFees
UseofMoney&Property
Subtotal
TransfersIn
TotalRevenues
Actual
FY2011Ͳ12
109,492
2,095
111,587
91,000
202,587
Adopted Amended Projected
FY2012Ͳ13 FY2012Ͳ13 FY2012Ͳ13
50,000 50,000 122,000
Ͳ
Ͳ
6,000
50,000 50,000 128,000
Ͳ
Ͳ
Ͳ
50,000 50,000 128,000
Adopted
FY2013Ͳ14
125,000
6,000
131,000
Ͳ
131,000
Expenditures
Supplies&Services
Subtotal
TransfersOut
TotalExpenditures
Surplus/(Deficit)
3,466
3,466
Ͳ
3,466
199,122
50,000
50,000
Ͳ
50,000
Ͳ
50,000
50,000
200,000
250,000
(119,000)
FundBalance
199,122 199,122
50,000
50,000
Ͳ
50,000
Ͳ
10,000
10,000
Ͳ
10,000
118,000
Changefrom
Adopted
%
FY2012Ͳ13 Change
75,000 150.0%
6,000
0.0%
81,000 162.0%
Ͳ
0.0%
81,000
Ͳ
Ͳ
200,000
Ͳ
317,122 198,122
0.0%
0.0%
0.0%
0.0%
SelfͲInsuranceFund
Thisfundisusedtopayforworkerscompensationclaims.TheCitypaidforanactuarialstudyto
determinetheamountoffundingthatwouldbeneededtohavea85%levelofconfidencethattheCity
wouldbeabletofundthemaximumamountofclaimsinthatyear.Thatstudysuggestedthatthefund
maintainacashbalanceof$7.5million.Thisfundalsocontributestoliabilityinsurancethroughthe
AssociationofBayAreaGovernments(ABAG).
FundSummary
Revenues
ChargesforServices
UseofMoney&Property
OtherRevenue
Transfers
TotalRevenues
Actual
FY2011Ͳ12
Ͳ
129,187
3,014,799
Adopted
FY2012Ͳ13
Ͳ
95,000
3,155,960
Ͳ
3,143,986
3,250,960
Amended
FY2012Ͳ13
Ͳ
150,000
3,155,960
Changefrom
Adopted
%
Projected Adopted
FY2012Ͳ13 FY2013Ͳ14 FY2012Ͳ13 Change
Ͳ
150,000 150,000 55,000 57.9%
3,155,960 3,490,719 334,759 10.6%
3,305,960
3,305,960
3,640,719
389,759
12.0%
6.1%
7.7%
3,072,531
71,455
474,396 574,381 493,067 503,100 28,704
2,535,480
2,500,495 2,751,195 2,730,300 194,820
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
3,009,876
3,074,876
3,244,263
3,233,400
223,524
241,084 231,084 61,697 407,319
FundBalance
136,541
377,625 367,625 198,238 605,557
CashBalance
EstimatedLiabilities,amt
neededtofund80%
confidencelevel
CashCoverageOverLiabilities
7,438,660
8,188,309 8,595,628
7,170,851
267,809
8,539,000 8,600,000
(350,691) (4,372)
Expenditures
Salries&Benefits
Supplies&Services
TotalExpenditures
Surplus/(Deficit)
509,245
2,563,286
227,932
7.4%
60.4%
SSFFerryTerminal,OysterPoint
PositionBudget
TheCityCouncilhasauthorized506.44FTEpositionscitywideforFY2013Ͳ14.Ofthosepositions419.50
FTEarefullͲtimewithbenefits.BenefitsincludeCityͲpaidmedical,dental,vision,disabilityandlife
insurance;retirement2,retireehealth3,workerscompensationandunemploymentinsurancebenefits.
FullͲtimeemployeesaccruebetween15Ͳ30vacationdaysand12sickdaysayear.TheCityobserves13
holidaysayear,includingafloatholiday.Employeeshavetheoptionofcontributingtoadeferred
compensationretirementaccount.
TheGeneralFundpaysfor79%ofallfullͲtimeemployees.Withtheremainderofthebudgetedemployees
paidforbytheotherfunds.
ThelargestoverallCityexpensesareforemployeesalariesandbenefits.TheCityCouncilentersinto
MemorandumsofUnderstanding(MOU’s)withtheCity’sbargainingunits.TheMOU’soutlinetheterms
andconditionsofemploymentforthepositionswithinthatbargainingunit.
EstimatedBenefitCostsperFTE
2
The City has a three-tiered retirement system. Employees hired before April 25, 2010, are in the 1st tier and are
provided a CalPERS Miscellaneous formula of 2.7% at 55 and Safety formula of 3% at 50. Employees hired after
April 24, 2010 are in the second tier in which benefits are calculated for Miscellaneous employees using the 2% at 60
formula and for public safety employees using the 3.0% at 55 formula. New PERS members effective January 1,
2013 or later are in the 3rd tier and are provided a Miscellaneous 2% at 62 or Safety 2.7% at 57 formula benefit.
3
Employees in the second or third tiers receive a city contribution of 1.5 percent of salary to a retiree health savings
account in lieu of the retiree medical insurance plan.
CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget| JͲ155
BenefitCostsfor1.0FTE
FY2013Ͳ2014
Medical/Dental/Vision
RetireeMedical(payͲasͲyouͲgo)(1)
OPEB(NormalCost)(2)
$17,115
$5,680
13.20%
CalPERS
Safety
Miscellaneous(NonͲSafety)
Medicare
FICA
AverageWorkers'CompensationCostsper
typeofemployee:
ͲFire
ͲPolice
ͲPublicWorks
ͲOtherCrew
ͲOffice
AllOtherFixedCostBenefits
36.47%
22.08%
1.45%
6.20%
$19,179
$9,755
$3,756
$520
$100
$1,085
Notes:
Thebenefitcostsperemployeeincludebothfixedandvariablecosts.
Fixedcostsarenotbasedonpay;however,theactualcostsforeachemployeevarydependingonthe
employee’schoiceofplanproviderandcoveragesize(single,twoorfamily).
Variablebenefitcostsarebasedonapercentageofanemployee’ssalary.TheCaliforniaPublicEmployee
RetirementSystem(CalPERS)hasdifferentratesdependingonwhethertheemployeeisSafety(i.e.Police
orFire)orMiscellaneous(nonͲsafetyemployees).FICA(FederalInsuranceContributionsAct)isthe
federalgovernmentSocialSecurityandMedicarecostandrepresentstheemployershare.
(1)TheCityusesapayͲasͲyouͲgomethodtopayforcurrentretirees’medicalinsurancepremiums.Unlike
CalPERSretirementcosts,theCitydoesnotsetasidedollarsaseachemployeeworkssothatfunds
accumulatetofundthatemployee’sretirementhealthpremiumsatthetimeeachemployeeretires.The
RetireeMedicalamountlistedaboverepresentstheaveragecostperFTEthatischargedtodepartments
tocovercurrentretirees’medicalinsurancepremiumsonapayasyougobasis.
(2)IftheCitywerefundingeachemployees’potentialretireemedicalcostswhilethatemployeewas
working(asitdoesfundretirementcosts),itwouldsetasidethenormalcostshownaboveannuallytimes
theemployee’ssalary.
TheCityselfͲfundsforworkerscompensationinsurance.Basedonpastclaims,eachemployeeisbroken
intotypesaslistedaboveandthedepartmentsarechargedthecorrespondingamountbasedonthe
positionbudget.
JͲ156 |CityofSouthSanFranciscoFiscalYear2013Ͳ2014AdoptedOperatingBudget
SOUTHSANFRANCISCOBARGAININGUNITS
AMERICANFEDERATIONOFSTATE,COUNTY,ANDMUNICIPALEMPLOYEES(AFSCME),LOCAL
829
ThisisthelargestbargainingunitoftheCitywhichincludesmaintenanceworkers,technicians,
buildinginspectors,recreationleaders,librarians,dispatchersandvariousofficeworkers.
INTERNATIONALASSOCIATIONOFFIREFIGHTERS(IAFF)LOCAL1507
ThisunitincludesParamedicFirefighters,FireApparatusEngineers,FireCaptainsandSafety
Inspectors.FireSuppressionemployeesworka56hourworkweekwitha48/96workschedule(i.e.,
twodaysonandfourdaysoff).
POLICEASSOCIATION
Thisunitincludesbothswornofficers(PoliceOfficers,PoliceCorporals,andPoliceSergeants)and
nonͲswornpersonnel(e.g.,PoliceServiceTechnicians,PoliceRecordsSpecialists).
INTERNATIONALUNIONOFOPERATINGENGINEERS,LOCAL39
ThisunitincludestheWaterQualityControlPlantOperators,Mechanics,LabChemists,and
EnvironmentalComplianceInspectors.
CONFIDENTIAL/TEAMSTERSLOCAL856
ThisunitincludesAdministrativeAssistantsandothermiscellaneouspositionssuchasComputer
ServicesTechnicians.
PUBLICSAFETYMANAGERS
ThisunitincludesthePoliceCaptains,PoliceLieutenants,FireBattalionChiefs,theFireMarshalland
theFireDeputyChief.
MIDͲMANAGEMENT
ThisunitincludesProgramManagersandSupervisors,Administrators,Planners,Engineers,Building
Officials,Analysts,Accountants.
EXECUTIVEMANAGEMENT
Thisunitincludesthedepartmentheads.
TheCityCouncilhastheauthoritytoapproveanychangeswithinthepositionbudget,whichincludes
changingtitles,salaryschedulesorcreatingnewpositions.
Thepositionslistedarepartofthepositionbudget.TheCityalsoemployscontractemployeesthatmaybe
reflectedonadepartment’sorganizationchartandnotinthepositionbudget.Anexampleisthe
EmergencyMedicalTechnicianswhoprovideBasicLifeSupport(BLS)ambulancetransportservices.
PositionBudgetbyDepartment
Department
CityCouncilMember
TOTALCITYCOUNCIL
FTE
FTE
FTE Change
Amended Amended Adopted
From
FY2011Ͳ
FY2012Ͳ FY2013Ͳ FY2011Ͳ
12
13
14
12
CITYCOUNCIL
5.00
5.00
5.00
Ͳ
5.00
5.00
5.00
Ͳ
CITYCLERK
CityClerk
SubtotalElectedFullTime
AssistantCityClerk
DeputyCityClerk
SubtotalFullTime
TOTALCITYCLERK
1.00
1.00
1.00
1.00
2.00
3.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
1.00
1.00
1.00
2.00
3.00
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
1.00
1.00
1.00
1.00
1.00
1.00
Ͳ
Ͳ
1.00
Ͳ
1.00
1.00
1.00
4.00
Ͳ
1.00
1.00
1.00
1.00
4.00
Ͳ
1.00
1.00
1.00
1.00
4.00
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
2.00
3.00
1.00
Ͳ
Ͳ
1.00
1.00
1.00
1.00
Ͳ
1.00
11.00
Ͳ
Ͳ
Ͳ
Ͳ
(1.00)
Ͳ
Ͳ
Ͳ
Ͳ
1.00
(1.00)
1.00
Ͳ
CITYTREASURER
CityTreasurer
TOTALCITYTREASURER
CITYMANAGER
AdministrativeAide
AssistantToTheCityManager
CityManager
ExecutiveAssistantToTheCityManager
TOTALCITYMANAGER
100GENERALFUND
AccountantI/II/Sr
AccountingAssistantII
Budget&FinancialManager
Courier
DataBusinessSystemsSpecialist
DirectorOfFinance
FinancialAnalystI/II/Sr
FinancialServicesManager
FinancialServicesSupervisor
PayrollCoordinator
SubtotalFullTime
FINANCE
2.00
3.00
1.00
1.00
Ͳ
1.00
1.00
1.00
Ͳ
1.00
Ͳ
11.00
2.00
3.00
1.00
1.00
Ͳ
1.00
1.00
1.00
Ͳ
1.00
Ͳ
11.00
MiscellaneousHourly
SubtotalPartTime/Hourly
TOTALGENERALFUND
710SEWERENTERPRISEFUND
FinancialAnalystI/II/Sr
SubtotalFullTime
TOTALSEWERENTERPRISEFUND
TOTALFINANCEDEPARTMENT
DirectorOfHumanResources
HumanResourceSpecialistII/Sr
HumanResourcesTechnician
SubtotalFullTime
HumanResourcesClerk
TOTALHUMANRESOURCES
0.60
0.60
11.60
1.00
1.00
1.00
12.60
1.00
1.00
1.00
12.60
1.00
1.00
1.00
12.60
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
HUMANRESOURCES
1.00
3.00
1.00
5.00
Ͳ
Ͳ
5.00
1.00
3.00
1.00
5.00
Ͳ
Ͳ
5.00
1.00
3.00
1.00
5.00
1.00
1.00
6.00
Ͳ
Ͳ
Ͳ
Ͳ
1.00
1.00
1.00
0.60
0.60
11.60
0.60
0.60
11.60
ECONOMIC&COMMUNITYDEVELOPMENT
100GENERALFUND
AdministrativeAssistantI
1.00
2.00
2.00
Ͳ
AssistantBuildingOfficial
1.00
1.00
1.00
1.00
Associate/SrPlanner
4.00
3.00
BuildingInspector
5.00
5.00
CityBuildingOfficial
1.00
1.00
CityPlanner
1.00
1.00
EconomicDevelopmentCoordinator
1.00
1.00
ManagementAnalystI
Ͳ
1.00
ManagerOfHousing&Redevelopment
0.40
0.50
PermitTechnician
1.00
1.00
PlanningTechnician
1.00
1.00
PrincipalPlanner
Ͳ
1.00
SrBuildingInspector
1.00
1.00
SubtotalFullTime
20.40
20.50
OfficeSpecialist
0.50
0.50
0.50
0.50
TOTALGENERALFUND
20.90
21.00
222COMMUNITYDEVELOPMENTBLOCKGRANT CommunityDevelopmentCoordinator
1.00
Ͳ
CommunityDevelopmentSpecialist
Ͳ
1.00
0.60
0.50
SubtotalFullTime
1.60
1.50
2.00
Ͳ
1.00
1.00
3.00
5.00
1.00
1.00
1.00
1.00
0.38
1.00
1.00
1.00
1.00
20.38
0.50
0.50
20.88
Ͳ
0.85
0.45
1.30
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
(0.12)
Ͳ
Ͳ
Ͳ
Ͳ
(0.12)
Ͳ
Ͳ
(0.12)
Ͳ
Ͳ
(0.15)
(0.05)
(0.20)
MiscellaneousHourly
OfficeSpecialist
TOTALCOMMUNITYDEVELOPMENTBLOCK
GRANT
241CITYHOUSINGFUND
CommunityDevelopmentSpecialist
SubtotalFullTime
OfficeSpecialist
TOTALCITYHOUSINGFUND
720PARKINGDISTRICTFUND
ParkingMeterServiceWorker
TOTALPARKINGDISTRICTFUND
TOTALECONOMIC&COMMUNITY
DEVELOPMENT
Ͳ
0.95
0.95
2.55
0.20
0.75
0.95
2.45
0.15
0.50
0.65
1.95
(0.05)
(0.25)
(0.30)
(0.50)
1.00
1.00
24.45
1.00
1.00
24.45
1.00
1.00
24.40
Ͳ
0.15
0.17
0.32
0.25
0.25
0.57
Ͳ
Ͳ
Ͳ
(0.05)
1.00
1.00
Ͳ
1.00
15.00
1.00
3.00
14.00
1.00
1.00
2.00
1.00
35.00
Ͳ
3.00
1.00
1.00
81.00
0.48
1.00
1.48
82.48
1.00
1.00
Ͳ
1.00
14.00
1.00
3.00
15.00
1.00
1.00
2.00
1.00
35.00
Ͳ
4.00
Ͳ
1.00
81.00
0.48
1.00
1.48
82.48
1.00
1.00
1.00
1.00
14.00
1.00
3.00
15.00
Ͳ
1.00
2.00
1.00
35.00
0.50
4.00
Ͳ
1.00
81.50
0.48
1.00
1.48
82.98
Ͳ
Ͳ
1.00
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
(1.00)
Ͳ
Ͳ
Ͳ
Ͳ
0.50
Ͳ
Ͳ
Ͳ
0.50
Ͳ
Ͳ
Ͳ
0.50
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
0.15
0.17
0.32
0.25
0.25
0.57
FIRE
DeputyFireChief
DisasterPreparednessCoordinator
EMSCaptain
FireApparatusEngineer
FireBattalionChief(40Hours)
FireBattalionChief(56Hours)
FireCaptain
FireChief
FireMarshall
Firefighter
ManagementAnalystII
Paramedic/Firefighter
PublicSafetyChief
SafetyInspectorI
SafetyInspectorIII
SrAdministrativeAssistant
SubtotalFullTime
FireCourier
SafetyInspector
TOTALFIRE
100GENERALFUND
POLICE
Ͳ
CommunicationsDispatcher
CommunicationsManager
DeputyPoliceChief
PoliceCaptain
PoliceCommunications&RecordsManager
PoliceCorporal
PoliceLieutenant
PoliceOfficer
PoliceProperty/EvidenceSpecialist
PoliceRecordsManager
PoliceRecordsSpecialist
PoliceSergeant
PoliceServiceTechnician
PublicSafetyChief
SrAdministrativeAssistant
SupervisingDispatcher
SubtotalFullTime
CommunicationsDispatcher
PoliceCourtLiaison
PoliceProperty/EvidenceAssistant
PoliceReserveOfficer
SchoolCrossingGuard
TOTALGENERALFUND
TOTALPOLICEDEPARTMENT*
1.00
1.00
10.00
Ͳ
Ͳ
1.00
2.00
1.00
16.00
5.00
49.00
1.00
Ͳ
3.00
11.00
4.00
1.00
Ͳ
3.00
3.00
112.00
3.00
0.48
0.48
1.31
1.38
6.65
118.65
1.00
1.00
10.00
Ͳ
Ͳ
1.00
2.00
1.00
15.00
5.00
49.00
1.00
Ͳ
3.00
11.00
4.00
1.00
Ͳ
3.00
3.00
111.00
3.00
0.48
0.48
1.31
1.38
6.65
117.65
1.00
1.00
119.65
1.00
1.00
10.60
Ͳ
1.00
2.00
1.00
1.00
14.00
5.00
49.00
1.00
Ͳ
3.00
12.00
4.00
0.50
Ͳ
3.00
3.00
112.10
3.00
0.48
0.48
1.31
1.38
6.65
118.75
1.00
1.00
118.65
1.00
1.00
119.75
Ͳ
Ͳ
0.60
Ͳ
1.00
1.00
(1.00)
Ͳ
(1.00)
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
1.00
Ͳ
(0.50)
Ͳ
Ͳ
Ͳ
1.10
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
1.10
Ͳ
Ͳ
Ͳ
1.10
*DuetothelongleadtimeinputtingpotentialnewPoliceOfficercandidatesthroughthePolice
Academy,andduetothesizeofthedepartmentandtheresultingturnover,theCityManagerhas
theauthoritytograntthePublicSafetyChieftheabilitytooverhirePoliceOfficersbyupto3.0FTE.
PUBLICWORKS
100GENERALFUND
Ͳ
0.65
0.65
0.80
0.15
0.45
Ͳ
Ͳ
Ͳ
AssistantElectricalTechnician
1.00
1.00
1.00
Ͳ
AssistantPublicWorksDirector/CityEngineer
Ͳ
0.75
0.30
(0.45)
AssociateCivilEngineer
0.40
0.40
0.60
0.20
CityEngineer
DirectorOfPublicWorks
ElectricalTechnician
EquipmentOperator
LeadElectricalTechnician
LeadPublicWorksMaintenanceWorker
ManagementAnalystII
OfficeSpecialist
PrincipalEngineer
PublicWorksMaintenanceWorker
PublicWorksProgramManager
PublicWorksSupervisor
SrCivilEngineer
SrElectricalTechnician
SrPublicWorksMaintenanceWorker
SuperintendentOfPublicWorks
SweeperOperator
TOTALGENERALFUND
510CAPITALIMPROVEMENTS
CityEngineer
SrCivilEngineer
TOTALCAPITALIMPROVEMENTS
AssistantPlantSuperintendent
CityEngineer
EnvironmentalComplianceCoordinator
EnvironmentalComplianceInspector
EquipmentOperator
LaboratoryChemist
LaboratorySupervisor
0.75
0.10
1.00
0.60
2.00
1.00
Ͳ
Ͳ
Ͳ
Ͳ
0.70
2.50
Ͳ
0.10
1.65
Ͳ
2.00
0.30
1.00
16.20
Ͳ
0.10
1.00
0.60
2.00
1.00
Ͳ
0.45
Ͳ
Ͳ
0.70
2.50
0.30
0.10
1.65
Ͳ
2.00
Ͳ
1.00
16.20
0.55
Ͳ
1.60
Ͳ
0.40
0.30
1.35
4.20
0.55
Ͳ
1.60
Ͳ
0.40
0.30
1.35
4.20
2.40
0.40
1.00
Ͳ
Ͳ
0.25
0.75
Ͳ
Ͳ
1.25
Ͳ
2.00
Ͳ
Ͳ
0.10
1.00
0.60
1.00
1.00
Ͳ
0.45
0.30
0.40
0.40
2.00
0.60
Ͳ
0.90
1.00
2.00
Ͳ
1.00
15.45
0.40
0.20
1.40
Ͳ
0.40
0.20
1.10
3.70
2.40
Ͳ
1.00
0.25
Ͳ
Ͳ
0.75
Ͳ
Ͳ
1.25
Ͳ
2.00
Ͳ
3.40
Ͳ
1.00
0.50
Ͳ
Ͳ
0.75
Ͳ
0.50
1.26
Ͳ
2.00
1.00
Ͳ
Ͳ
Ͳ
Ͳ
(1.00)
Ͳ
Ͳ
Ͳ
0.30
0.40
(0.30)
(0.50)
0.30
(0.10)
(0.75)
1.00
Ͳ
Ͳ
Ͳ
(0.75)
Ͳ
(0.15)
0.20
(0.20)
Ͳ
Ͳ
(0.10)
(0.25)
(0.50)
Ͳ
1.00
Ͳ
Ͳ
0.25
Ͳ
Ͳ
Ͳ
Ͳ
0.50
0.01
Ͳ
Ͳ
1.00
LeadPlantMechanic
LeadPlantOperator
ManagementAnalystII
OfficeSpecialist
OperatorI
PlantElectricianI
PlantElectricianII
PlantMechanicI
PlantMechanicII
PlantOperatorII
PlantUtilityWorker
PrincipalEngineer
SrCivilEngineer
SrEnvironmentalComplianceInspector
SrLaboratoryChemist
SuperintendentOfWQCP
TechnicalServicesSupervisor
WQCPMaintenanceSupervisor
SubtotalFullTime
Consultant
LaboratoryChemist
740STORMWATERFUND
CityEngineer
EnvironmentalComplianceCoordinator
EnvironmentalComplianceInspector
EquipmentOperator
ManagementAnalystII
1.00
Ͳ
1.00
Ͳ
1.00
1.00
1.00
2.00
2.00
4.00
13.00
2.00
Ͳ
Ͳ
5.70
Ͳ
0.60
Ͳ
0.63
1.00
1.00
0.40
1.00
0.75
1.00
48.13
0.24
0.50
0.74
48.87
1.00
4.00
1.00
0.40
1.00
1.00
1.00
2.00
2.00
4.00
9.00
2.00
Ͳ
Ͳ
6.70
0.40
0.60
Ͳ
0.63
1.00
1.00
Ͳ
1.00
0.75
1.00
49.13
0.24
0.50
0.74
49.87
0.10
0.10
Ͳ
0.10
Ͳ
1.75
Ͳ
1.00
Ͳ
2.80
Ͳ
0.90
1.00
4.00
1.00
0.40
0.70
2.00
1.00
2.00
2.00
4.00
8.00
2.00
0.60
0.40
7.00
0.60
Ͳ
Ͳ
0.63
1.00
1.00
Ͳ
1.00
Ͳ
1.00
51.74
0.24
0.50
0.74
52.48
0.10
Ͳ
Ͳ
0.10
Ͳ
1.75
Ͳ
1.00
0.10
3.80
0.20
0.90
0.10
Ͳ
Ͳ
0.15
0.50
1.74
Ͳ
1.00
0.10
5.00
0.50
0.10
Ͳ
Ͳ
Ͳ
Ͳ
(0.30)
1.00
Ͳ
Ͳ
Ͳ
Ͳ
(1.00)
Ͳ
0.60
0.40
0.30
0.20
(0.60)
Ͳ
0.00
Ͳ
Ͳ
Ͳ
Ͳ
(0.75)
Ͳ
2.61
Ͳ
Ͳ
Ͳ
2.61
Ͳ
Ͳ
Ͳ
Ͳ
0.05
0.50
(0.01)
Ͳ
Ͳ
Ͳ
1.20
0.30
(0.80)
SrEnvironmentalComplianceInspector
SweeperOperator
TechnicalServicesSupervisor
TOTALSTORMWATERFUND
781CITYSERVICEFUND
EquipmentMechanic
LeadEquipmentMechanic
ManagementAnalystII
TOTALCITYSERVICEFUND
TOTALPUBLICWORKSDEPARTMENT
100GENERALFUND
AssistantLibraryDirector
LibrarianI
LibrarianII
LibraryAssistantII
LibraryDirector
LibraryProgramManager
LiteracyProgramManager
ManagementAnalystII
SubtotalFullTime
LibrarianI
LibrarianII
LibraryAssistantI
LibraryAssistantII
LibraryClerk
LibraryPage
LiteracyServicesAssistantCoordinator
LocalHistorySpecialist
OfficeAssistant
OfficeSpecialist
0.38
Ͳ
0.20
1.00
0.25
8.58
0.38
Ͳ
Ͳ
1.00
0.25
9.58
0.30
0.05
0.05
2.00
1.00
Ͳ
Ͳ
0.50
0.10
4.00
81.84
LIBRARY
0.30
Ͳ
Ͳ
3.00
1.00
0.05
0.30
Ͳ
Ͳ
4.65
86.84
(0.01)
Ͳ
Ͳ
Ͳ
(0.25)
0.99
Ͳ
Ͳ
Ͳ
(0.05)
1.00
Ͳ
Ͳ
0.20
(0.50)
Ͳ
0.65
3.00
2.00
1.00
2.00
4.40
1.00
1.00
4.00
Ͳ
3.00
1.00
19.40
1.26
0.70
4.00
Ͳ
2.05
7.31
0.06
1.95
Ͳ
0.43
0.50
18.26
Ͳ
(1.00)
Ͳ
2.00
1.40
(1.00)
Ͳ
(1.00)
(2.00)
1.00
Ͳ
(0.60)
Ͳ
0.50
1.22
(0.50)
0.74
0.50
Ͳ
Ͳ
(0.05)
Ͳ
0.50
2.91
0.30
Ͳ
0.05
2.00
1.00
0.05
0.10
0.50
Ͳ
4.00
83.84
3.00
1.00
Ͳ
3.00
2.00
1.00
5.00
2.00
2.00
1.00
20.00
1.26
0.20
2.78
0.50
1.31
6.81
0.06
1.95
0.05
0.43
Ͳ
15.35
0.37
Ͳ
Ͳ
1.00
Ͳ
10.56
3.00
1.00
Ͳ
3.00
2.00
1.00
5.00
2.00
2.00
1.00
20.00
1.26
0.20
2.78
0.50
1.31
6.81
0.06
1.95
0.05
0.43
Ͳ
15.35
TOTALLIBRARY
35.35
35.35
37.66
2.31
INFORMATIONTECHNOLOGY
1.00
ComputerServicesTechnician
2.00
DirectorOfInformationTechnology
1.00
InformationSystemsAdministrator
2.00
TOTALINFORMATIONTECHNOLOGY
6.00
1.00
2.00
1.00
2.00
6.00
1.00
2.00
1.00
2.00
6.00
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
1.59
1.00
2.00
4.42
1.00
1.00
1.30
2.00
1.85
1.00
Ͳ
10.34
5.00
1.00
2.00
7.00
5.00
1.00
3.00
Ͳ
0.90
Ͳ
2.00
1.00
55.40
1.68
1.22
Ͳ
0.50
1.00
1.62
5.41
1.09
Ͳ
1.00
Ͳ
Ͳ
(0.58)
Ͳ
Ͳ
Ͳ
Ͳ
1.00
1.00
(2.00)
(0.51)
Ͳ
1.00
Ͳ
1.00
Ͳ
Ͳ
1.00
Ͳ
Ͳ
(0.20)
(0.30)
Ͳ
2.41
1.68
(0.75)
Ͳ
Ͳ
1.00
1.62
Ͳ
Ͳ
PARKS&RECREATION
100GENERALFUND
0.59
1.00
BuildingMaintenanceCraftsworker
2.00
4.00
CommunityServicesSiteCoordinator
1.00
DirectorOfParks&Recreation
1.00
Groundsperson
1.30
LeadBuildingMaintenanceCustodian
2.00
LeadParkMaintenanceWorker
0.85
ManagementAnalystII
Ͳ
OfficeSpecialist
2.00
10.85
PreschoolTeacher
5.00
Ͳ
2.00
Recreation&CommunitySvcsCoordinator
6.00
Recreation&CommunitySvcsSupervisor
4.00
RecreationLeaderIV
1.00
SrBuildingMaintenanceCustodian
2.00
SrCivilEngineer
Ͳ
0.90
SuperintendentOfParks&Facilities
0.20
TreeTrimmer
2.30
VanDriver
1.00
SubtotalFullTime
50.99
1.00
CommunityServicesSiteCoordinator
1.97
Consultant
0.50
CulturalArtsSpecialist
0.50
OfficeAssistant
Ͳ
Ͳ
RecreationInstructor
5.41
RecreationLeaderI
1.09
0.59
1.00
2.00
5.00
1.00
1.00
1.30
2.00
0.85
Ͳ
2.00
10.85
5.00
Ͳ
2.00
6.00
5.00
1.00
2.00
Ͳ
0.90
0.20
2.30
1.00
52.99
Ͳ
1.97
Ͳ
0.50
Ͳ
Ͳ
5.41
1.09
RecreationLeaderII
RecreationLeaderIII
RecreationLeaderIV
TOTALGENERALFUND
230COMMONGREENSFUNDS
Groundsperson
MaintenanceCraftworker
SuperintendentOfParks&Facilities
TreeTrimmer
TOTALCOMMONGREENSFUNDS
740STORMWATERFUND
TOTALSTORMWATERFUND
TOTALPARKS&RECREATIONDEPARTMENT
GrandTOTALFTE
12.72
23.34
4.73
51.26
102.25
Ͳ
0.15
0.15
111.16
Ͳ
0.15
0.15
111.66
Ͳ
0.15
0.15
117.21
Ͳ
Ͳ
Ͳ
3.55
5.96
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
(0.80)
(0.70)
(1.50)
Ͳ
Ͳ
Ͳ
Ͳ
Ͳ
0.58
0.51
1.09
Ͳ
Ͳ
Ͳ
Ͳ
5.55
491.53
493.03
506.44
13.41
12.72
23.34
4.73
49.76
102.75
0.41
0.70
2.00
2.00
0.90
0.10
0.80
0.70
7.61
0.41
0.70
2.00
2.00
0.90
0.10
0.80
0.70
7.61
0.15
1.00
1.15
0.41
0.70
2.00
2.00
0.90
0.10
Ͳ
Ͳ
6.11
0.15
1.00
1.15
Ͳ
Ͳ
Ͳ
12.72
23.34
4.73
53.31
108.71
0.15
1.00
1.15
Ͳ
Ͳ
Ͳ
0.58
0.51
1.09
PlannedVacancies
PlannedVacanciesarepositionsthatdepartmentswillnotfillinthecurrentyear,butwillkeepintheir
budgets.Thishasbeendoneinthelastseveralyears,whereappropriate,aspartofbudgetrealignment
cityͲwide,buthasnotaffectedtheemploymentofanycurrentpermanentemployees.TheCityalso
maintainsalistoffrozenpositions—thesearepositionsthatwereleftunfilledpriortoFY2009Ͳ10and
remainunavailabletofill.
InFY2013Ͳ14thereare14.60FTEplannedvacancypositions.
PlannedVacancies
PositionTitle
FTEActual FTEActual
FY2011Ͳ12 FY2012Ͳ13
FTEAdopted
FY2013Ͳ14
Change
fromFY
2012Ͳ13
GENERALFUND
FullTime
Associate/SeniorPlanner
1.00
1.00
1.00
0.00
2.00
2.00
1.00
(1.00)
BuildingMaintenance
Custodian
FireChief
0.00
0.00
1.00
1.00
1.00
1.00
0.00
(1.00)
1.00
1.00
0.00
(1.00)
LeadPublicWorks
MaintenanceWorker
LibrarianII
1.00
1.00
0.60
(0.40)
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
0.00
(1.00)
PoliceRecordsSpecialist
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
1.00
0.00
0.00
0.00
1.00
1.00
1.00
0.00
Recreation&Community
ServicesManager
Recreation&Community
ServicesSupervisor
SeniorParkMaintenance
Worker
SeniorPoliceRecordsSpecialist
1.00
1.00
1.00
0.00
SubtotalFullͲtime
15.00
14.00
10.60
(3.40)
PositionTitle
FTEActual FTEActual
FY2011Ͳ12 FY2012Ͳ13
Change
fromFY
2012Ͳ13
PartTime/Hourly
LibrarianI
0.50
0.50
0.50
0.00
LibrarianII
0.20
0.20
0.20
0.00
LibraryAssistantI
1.00
1.00
0.60
(0.40)
LibraryPage
1.10
1.10
0.60
(0.50)
0.35
0.35
0.35
0.00
RecreationLeaderII
1.75
1.75
1.75
0.00
SubtotalPartͲtime/Hourly
4.90
4.90
4.00
(0.90)
GeneralFundTotalFTE
19.90
18.90
14.60
(4.30)
CITYSERVICEFUND
0.00
FullTime
0.00
EquipmentMechanic
1.00
1.00
0.00
(1.00)
SubtotalFullͲtime
1.00
1.00
0.00
(1.00)
CityServiceFundTotalFTE
1.00
1.00
0.00
(1.00)
20.90
19.90
14.60
(5.30)
TotalCityFTEPlannedVacancy
FTEAdopted
FY2013Ͳ14
OysterPointMarina
Thispageisintentionallyleftblank.