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Home My WebLink About2019-01-30 Packet - Budget Workshop �� ww w w ��w� iww,oim/i. of Ukiah II ... w w City Council Special Meeting AGENDA Civic Center Council Chamber♦300 SeminaryAvenue*Ukiah, CA 95482 January 30, 2019 - 5:30 PM mwaw wuwmw 1 ROLL CALL ALLEGIANCE2 PLEDGE OF AUDIENCE - ITEMS BUSINESS4 NEW 4.a. Mid-Year Budget Report and Budget Development Schedule Discussion for Fiscal Year 2019-20. Recommended Action: Council to receive the mid-year budget report for the 2018-19 fiscal year. Attachment 1-Quarterly Report, 2018-19(2) (Midyear) -ASR Ready.pdf Attachment 2- Budget Schedule, 19-20 4.b. Review and Update the Ukiah City Council Strategic Plan. Recommended Action: Review the Ukiah City Council Strategic Plan and provide direction as may be warranted to update the document. Attachment#1- Existing City Council Strategic Plan FY 1 -19 Attachment#2-City Council Strategic Plan 2019 Final 4.c. Five-Year Capital Improvement Program (CIP) Overview and Draft Update for Fiscal Year 2019/20. Recommended Action: Receive update and provide staff with initial comments and direction. Attachment 1-CI P-5 year-FY1920 Draft without P &e R ATTACHMENT 2- Draft `;Vehicle & Heavy Equipment Request&Justification Sheets 5 ADJOURNMENT Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. Page 1 of 2 Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business hours, Monday through Friday, 8:00 am to 5:00 pm. I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 72 hours prior to the meeting set forth on this agenda. Kristine Lawler, City Clerk Page 2 of 2 Agenda Item No.: 4a MEETING DATE/TIME: 1/30/2019 0/0 PEAK ITEM NO: � AGENDA SUMMARY REPORT SUBJECT: Mid-Year Budget Report and Budget Development Schedule Discussion for Fiscal Year 2019-20. DEPARTMENT: Finance PREPARED Daniel Buffalo ATTACHMENTS: Attachment l Quarterly Report, 2018-19(2) (Midyear) ASR Ready.pdf Attachment Budget Schedule, l9-2O Summary: Council will receive a presentation that will cover the financial activities and position of all City governmental and proprietary (enterprise and internal service) funds through December 31, 2018, and the presentation will provide Council and the community with a brief budget primer (budget 101), and will discuss the budget development schedule for fiscal year 2O19-2O. Background: Regular reporting on the financial results of the City is a standing objective of the Finance Department. This presentation is designed to be brief but informative, reporting onthe financial activities - including budget-to-actual results - and ending positions of all City governmental and proprietary funds as of December 31. 2O18. Discussion: The Second Quarter Financial, Mid-year Report document is attached as Attachment 1. Further, staff will revisit next steps in budget development for the 2019-20 fiscal year, including discussion of RECOMMENDED ACTION: Council toreceive the mid-year budget report for the 2018'19fiscal year. BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Sage Sangiacomo, City Manager; Mary Horger, Procurement Manager; Daphine Harris, Management Analyst Finance the budget schedule presented to the Council in December. That schedule is attached here as Attachment 2. 2 2 ATTACHMENT 1 1 f Ukiah i J , X i, r r ATTACHMENT 1 Quarterly Financial Report Second Quarter, 2018-19 4 ATTACHMENT �(� [l'� ��°��°�� . ��. `^`_ Highlights �� 0� 0� M��mm��mm�� Highlights 5 Financial Summary 7 Financial Statements and Schedules 8 Notes toFinancial Statements 28 Ukiah City Council and Treasurer 29 City Executive Management Team 50 City Contact Information 51 This report was prepared bymembers ofthe Finance Department team: Daniel Buffalo, Finance Director Mary Horger, Procurement Manger DophineHorris' MonogementAno|yst-Finonce 5 ATTACHMENT �(� [l� ��°��°�� . ��. `^~^ Highlights Highlights&=t= °��«� �-Yh/ mmm bUd��f � � , ~ �K��0}�� U� ��U�0}n� CO��]rehG/nS/YG/ Purpose ~^ ^^^ Report ^^ policy This report isintended toprovide City monogementthe city council, and the community o document and general update onthe Mactivities quarterly In oddi�ontoproviding Mnoncio|infonno�onitprovides onono�veoropero�ono| high|igh� n�eont �]��C/�� /]/�� togive context tothe numbers, charts, and graphs found throughout. outlining the priorities Of the Budget information is also provided in this report,and a link to the City's fiscal year 2018-19 City Council." adopted budget can befound here: Further, the City uses a web-based application called OpenGov to deliver detailed financial information, including capital project information. Alink tuthe City's OpenGovpages can be found here: Budgetary Highlights The City budget is a comprehensive policy document and spending plan outlining the priorities ofthe City Council. The original adopted operating and capital budget for fiscal year 2Ol8-l9 was$65.9 million and $l7.5million, respectively, for o grand total of$852million. This amount represents activities in fiduciary funds. For purposes ofthis report, however, only City funds are presented and reported. The adopted budget for those funds totaled $79.42 million. It has since been amended to include various adjustments brought to the City Council as well as encumbrances from the prior fiscal year. The amended capital budget for fiscal year 2Ol8-l9is currently$45.27 million, of which the amendments are related to the recycled water project. 6 ATTACHMENT 1 Pg. 04Iii i Buc�lget:: by III' ila.ljoiilr('.`o st The graph to the right illustrates where the City Council has II ers®ininell appropriated 22.4% rNil Y / resources City-wide Calpotall ourtllay 403% � by major category. r � Dn Ian sa unnoC �Nuiriills„ 6.5% �, ®sugplpllies«aund � sa unnocurs Giraunts«Ilaywuns«and aytllna"irassiistauncan 0.8°% Bt,idget byIII'°tui' ct'1�°i' ct 1 v fty The graph to the left Conlfeireirnce Adirnniiirnustu"atilo n illustrates how those Center and overhead ead same 0.4% .7% in it ll m government IR ulb116c salfety appropriations are ILaundIRII11 3.4% ,, "�� broken down into m �, // �"�� / �� 1� major functions or / fig, r « „, ��„ Roads and ure activities. M4��rpQBiI W..beirvike..b f�� \ l� M11 �µ p 12.3% i� IhrkNuIluirN "� d irecireato�aun Water ire sourONun4.4% rD2.rD/tY 0, � CoirWnVYfnunky IEllectu"k servuces devellopirnneirnt .A. . % ,�i 1 ,,,,..... 1.0%IIIc usiin and ll� IRede ellopir eirnt support ��mmmmm,,,,,,,,,,, and eco noir k p rog sirens deve llopirnneirnt 0.7% 0.3% 7 ATTACHMENT �(� [l� ��°��°�� . ��. `^^^ ~ ~~��~ ~~~��~ ~~~~ Operating Highlights The City engages in numerous activities during the year, offering services and programs to its residents and the greater community osowhole. From law enforcement and public safety to recreation programs, vveare o full-service City, o regional economic hub' and o municipal organization ofcaring and dedicated professionals. Operating highlights for the first quarter include: w 11"IneAuthority. Build of two new fire engines hos been completed. Three new fire team members are now on board. 6 w Police. Officer tosershave been replaced with new, compliant equipment. The ou, Core Values: Department continues to successfully recruit new officers and currently has three new hires inthe academy. w Community Services, Recreation. Purchased the new inflatable movie screens tobeused in all sorts of locations, including the Plaza and the Ukiah Municipal Swimming Pool for our SEIZE= "Dive In Movie Night" featuring Jaws. It will be used at other locations for movie showings such osObservatory Park, Anton Stadium, Todd Grove Pork' or even the Softball Complex. Further, Community Services team was reorganized to improve services and cut costs. Of particular note, the Seasonal Program Coordinator position was created and filled, responsible for a variety of new recreation classes, events and activity offerings including Neon Nights, Dive |nMovie Night (Jows) and onew full-scale Haunted House. Further, the Ukiah Outdoor Ice Rink successfully completed its run during December. w Community Development. Restored rapid review services in the Building Division' allowing for expedited customer service for routine permitting. The department successfully recruited onAssistant Planner inthe Planning Services Division. Deployed economic development resources to a local small business through its CDBG business assistance program, creating fivenevvjobs. w Public Works. In addition to 32 slurry seal projects throughout the City, the following are the streets and rights-of-way projects that were completed or are currently in construction as of December 5l' 2Ol8: ^ Reconstruction projects: � Airport Park Blvd � Washington Avenue � Luce Street � Observatory Street � Intersection ofState Street-Low Gap and Brush Street � Oak Manor Drive ^ Overlay rehabilitation projects: " Oak Manor Court � ATTACHMENT �(� [l� ��°��°�� . ��. `^^^ ~ ~~��~ ~~~��~ ~~~~ " Yosemite Drive " Orchard Avenue " Freitas Avenue " North State Street (City limits near Garrett Drive toLow Gap) w Water Resources. The most significant capital project for the City in recent memory is the recy|cedwater project. A$52 million dollar initiative, funded by combination of grants ond |ow-interest|oonsfromthestote' thepnojectwiUoUovvtheCi1ytoreuseneorlyfif1y percent its wastewater effluent for irrigation and other non-potable purposes instead of discharging tothe Russian River. Asignificant amount ofconstruction work has been completed for that project this period, as it remains on schedule and on budget. Looking Ahead As we move forward, the future offers many opportunities for organizational development and process improvement. One ofthe most important and urgent priorities will bethe development ofour team and its delivery ofservices for the benefit ofour entire Ukiah community. We are excited about the direction the City is moving, including the continued enhancement of transparency ofCity finances, ofwhich this report isone example. So 'onjocornc CifyMonoger ]onuory25. 20lY � ATTACHMENT �(� [l� �°��°�� 0�� . ��. `^, ~ ~~ ~_~~ ~~�~�~~ ~~~~~ ~ ~~ ~ ~�~~ � Financial ° ° N Summary ��U�� U� In this section we report on the quarterly financial activities of the City oso whole (City-vvide)' which include all governmental and proprietary (enterprise and internal service) funds, all City departmental activities, and information on the status ofcapital improvement projects identified bythe City Council. Financial highlights ofthe first three months ending September 5O' 2Ol8include the foUovving: w Expenditures of$50.56 million outpaced revenue City-\/vide of$31.85 million by$18.71 million due to timing differences between revenues and expenditures and the recycled water project which is funded primarily by a loan from the state revolving fund, the proceeds ofwhich are not considered revenue for accounting purposes. w Capital expenditures were$l9.54million, of which $5.57 million was for paid for bythe general fund (including $2.07million from Measure Ypnzceeds). w The major enterprise funds remained well capitalized and able to meet its service demands. The general fund structurally remains balanced as itcompletes work on the Redwood Business Park hght-of-vvoyimprovements. w Top ten revenues of the general fund came in 9.97%higher than the same period last year, driven by increasing sales tax from Costco and positive economic growth of our local economy, new revenue sources (Measure Y) and TOT. ° Most departments and their respective divisions and activities are on pace or under budget estimates. Overall the City has expended 46.5%ofits total appropriated budget for 2Ol8-l9. ° Personnel expenditures totaled to 30.9%of total City expenditures for this period. Materials, supplies, and services totaled to26.l%'while debt service and capital outlay rounded out the remaining amount ot4J%and 58.5%' respectively. For More Information.This report is prepared by the City's Finance Department and is a summary based on detailed information produced by its financial management system. If you would like additional information, or have questions about this report, please call the Finance Department at 707.463.6220. Donie| Guffo|o, MPA, CPA, CGMA Finonc,eDire�for ]onuory25. 20lY 10 ATTACHMENT 1 Pg. 08 Financial Statements and Schedules City-Wide Financial Statements and Schedules The financial statements and schedules presented here are unaudited. For audited information, or to find greater detail, please refer to the City's Comprehensive Annual Financial Report (CAFR), which is released by December 31 following the end of the fiscal year. Fund Statements and Schedules • Summary of aH Funds • Major goveinrnein�aV and proprietary funds: • BaVaince Shee /Wo�Hing CapHaV • SGaGerneinll of Changes General Revenues o lop len IReveinues The Enterprise Funds • Changes lo Wo�Hing CapHaV • Wo�Hing CapHaV Over lime Department Summary o 13(idgell lo achjaV Capital Improvement Update o Budgell and achiak Ly rnajo� category Special Report: Indirect Cost Allocation Repod on Cosil Mocafioin Achjak as of lhe end of lhe firsil quade� ATTACHMENT 1 Pg. 09 Financial Fund FUND-BASED Schedules December 31,2018 and Balance Sheet/Working Capital Major Funds Statements ASSETS General Electric Water Sewer Current: Cash and investments: Available for operations $ $ 13,855,152 $ 3,163,841 $ 6,725,816 ................................................................................................................................................................................................................................................................................................................................................................ Restricted 28,055 - 4,822,244 Receivables: Accounts, net 236,956 2,305,887 1,063,653 743,735 Taxes 1,662,028 - - - Interest - Notes 426 Grants and subventions - - - - Due from other funds 3,098,525 1,066,430 354,725 456,880 Advances to other funds 843,629 - - - Inventory and prepaids 8,208 1,141,514 124,009 0.08 Land held for resale - - - - Total assets 5,849,772 18,397,038 4,706,228 12,748,675 LIABILITIES Current liabilities: Accounts payable 1,450,099 43,285 2,320 Accrued payroll liabilities - - - Interest payable Deposits payable Due to other funds 2,629,517 - Advance from other funds - 745,000 Due within one year Intergovernmental payable - - - Total liabilities 4,079,616 788,285 2,320 FUND BALANCE/WORKING CAPITAL Nonspendable 844,055 - - ................................................................................................................................................................................................................................................................................................................................................................. Loans Interfund loans Restricted ................................................................................................................................................................................................................................................................................................................................................................. Committed ................................................................................................................................................................................................................................................................................................................................................................. Assigned 587,822 Unassigned/unrestricted 338,278 18,397,038 3,917,943 12,746,355 Total fund balance/working capital 1,770,156 18,397,038 3,917,943 12,746,355 (c;oinfinued) Notes: Cash in G1he geineml fund is zem due to firming diffe�einc-,es of�eveinue�ec—,eipk as weVV as payrneines made for G1he Redwc>od Business Pu k pojecG. Shop 1 GES; rn inle� fund N:uroMng was used to einswe GIhe fund Ihad cash Go seGGVe(.-,wr ird Hal..sflifies. 12 ATTACHMENT 1 Pg. 10 Financial Fuad FUND-BASED Schedules December 31,2018 and Balance Sheet/Working Capital Non-Major Funds Statements ASSETS Governmental Enterprise Internal Service Total (cont,) Current: Cash and investments: Available for operations $ 327,353 $ 8,923,547 $ (1,170,927) $ 31,824,783 Restricted 2,812,943 - - 7,663,242 Receivables: Accounts, net.....................................................................................................................5,680...............................132,894...................................81,798..........................4,570,602.... ............................. ....... Taxes 1,662,028 Interest - - - Notes 5,083,951 32,500 5,1 16,878 Grants and subventions - 92,173 92,173 Due from other funds - 170,298 - 5,146,858 Advances to other funds 1,045,994 - 745,000 2,634,623 Inventory and prepaids 1,500 760 1,275,990 Land held for resale 2,435,114 - - 2,435,114 Total assets 11,712,535 9,351,413 (343,369) 62,422,291 LIABILITIES Current liabilities: Accounts payable 118,836 1,091,636 471 2,706,647 Accrued payroll liabilities - - - - Interest payable - - Deposits payable - 6,424 - 6,424 Due to other funds 920,489 170,298 14,777 3,735,081 Advancefrom other funds 185,772 930,200 - 1,860,972 Due within one year Intergovernmental payable - - - - Totalliabilities 1,225,097 2,198,558 15,248 8,309,124 FUND BALANCE/WORKING CAPITAL Nonspendable 6,129,945 32,500 745,000 7,751,501 Loans Interfund loans Restricted Committed ................................................................................................................................................................................................................................................................................................................................................................. Assigned 587,822 ................................................................................................................................................................................................................................................................................................................................................................. Unassigned/unrestricted 4,357,494 7,120,355 (1,103,617) 45,773,845 Total fund balance/working capital 10,487,439 7,152,855 (358,617) 54,113,167 13 ATTACHMENT 1 Pg. 11 Financial Statements and Schedules Fund FUND-BASED Schedules Six-month Period Ended December 31,2018 STATEMENT OF REVENUE,EXPENDITURES,AND CHANGES IN FUND BALANCE/WORKING CAPITAL and Major Funds Statements by major category Major Enterprise Funds REVENUE General Electric Water Sewer (cont.) Governmental Revenue: ........................................................................................................................................................................................................................................................................................................................................................................................ Taxes: Sales $ 5,076,512 $ - $ - $ ..................................................................................................................................................................................................................................................................................................................................................................................... Properly 1,607,475 Transient occupancy 801,511 .................. .................................................................................................................................................................................................................................................................................................................................................................. Business license 55,016 Other taxes 107 - Licenses,permits, and franchises 1,062,981 520 Fines,forfeitures,and penalties 17,613 - - .............GraMs,subventions, and contributions ..31,122 1,530,330 Use of money and property 84,563 (7,937) - ............. .............................................................................. Other revenue 1,206 13,634 Enterprise revenue and other charges for service: W ater - 3,781,262 - Sewer - - 3,772,766 Electric 9,567,481 - Airport - - - - ......................... Other services 778,282 97,731 232 10,346 Grants and contributions - - - - Total operating revenue 9,516,387 9,657,275 5,325,459 3,783,632 EXPENDITURES(by function) Current: Administration and overhead 1,427,437 576,687 1,826 9,378 Internal services - - - - General government 181,297 Public safety 5,454,486 Roads and infrastructure 686,207 Parks, culture, and recreation 1,383,744 Community development 515,343 Redevelopment and economic development 87,111 .............. ............................................................................................................................................................................................................................................................... Housing and support programs - Electric services 7,838,003 - - Water resources - 1,371,430 2,327,427 Airport services - - Conference Center Sanitation - - - - Capital outlay 1,300,880 563,401 888,440 153,350 Debt service: Principal 80,070 - 500,000 - .................... ............................................................................................................................................................................ ....................................................... Interest 142,679 (28,043) 214,659 1,343,650 Capital lease installments 63,980 - - - Total expenditures 11,323,233 8,950,047 2,976,355 3,833,804 Excess of revenue over(under)expenditures $ (1,806,846) $ 707,228 $ 2,349,104 $ (50,172) OTHER FINANCING SOURCES(USES) Long-term debt proceeds 3,229,982 - - - ........................................................................... ........................................................... Transfers in - 698,698 ................................................................................................................................................................................................................................................................... ..................................................................................... Transfers(out) (273,411) (22,439,898) - Total other 2,956,571 (22,439,898) 698,698 Net change in fund balance/working capital 1,149,725 707,228 (20,090,794) 648,526 Beginning fund balance/working capital 620,431 17,689,810 24,008,737 12,097,828 14 Ending fund balance/working capital $ 1,770,156 $ 18,397,038 $ 3,917,943 $ 12,746,355 ATTACHMENT 1 Pg. 12 Financial Statements and Schedules Fund FUND-BASED Schedules Six-month Period Ended December 31,2018 STATEMENT OF REVENUE,EXPENDITURES,AND CHANGES IN FUND BALANCE/WORKING CAPITAL and Non-Major Funds Statements by major category REVENUE Governmental Enterprise Internal Service Total (cont.) Governmental Revenue: Taxes: Sales $ - $ - $ - $ 5,076,512 .................. .................................................................................................................................................................................................................................................. Property 9,363 1,616,838 Transient occupancy - - 801,511 Business license 3,101 58,117 Other taxes - 107 .................. Licenses, permits, and franchises 1,063,501 Fines,forfeitures,and penalties 17,613 .............Grants,subventions, and contributions 399,191...................................................................................................................................I..9.60,643 Use of money and property 254,020 11,536 - 342,182 Other revenue 176,398 59,356 9,354 259,949 Enterprise revenue and other charges for service: ........................ Water 3,781,262 Sewer - 3,772,766 Electric 93,417 9,660,898 Airport - 1,103,593 - 1,103,593 Other services 37,294 402,008 1,005,562 2,331,454 Grants and contributions - - - - Total operating revenue 870,003 1,679,272 1,014,916 31,846,945 EXPENDITURES(by function) Current: Administration and overhead 31,010 6,518 1,244,450 3,297,304 Internal services - - - - General government - - 1,822,013 2,003,310 Public safety 167,761 100,559 722,268 6,445,074 Roads and infrastructure 33,603 - 296,274 1,016,084 Parks, buildings, and grounds 399,678 72,850 341,966 2,198,238 Community development - - - 515,343 Redevelopment and economic development 69,552 156,663 Housing and support programs 52,985 - - 52,985 Electric services - 143,969 223 7,982,195 Water resources 91,989 2,724 3,793,569 Airport services 868,164 - 868,164 Conference Center 160,437 160,437 Sanitation - 297,026 - 297,026 Capital outlay 2,203,355 14,183,586 50,444 19,343,455 ....................... ............................................................................................................................................................................................................................................................................................................................................................................ Debt service: Principal 580,070 ......................................................................................................................................................................................................................................................................................................................................................................................................... Interest - 1,672,945 Capital lease installments - - 59,562 123,542 Total expenditures 2,957,942 15,925,097 4,539,925 50,506,404 Excess of revenue over(under)expenditures $ (2,087,939) $ (14,245,825) $ (3,525,009) $ (18,659,459) OTHER FINANCING SOURCES(USES) Long-term debt proceeds - - 3,229,982 Transfers in 273,411 22,542,478 23,514,587 ........................................................................................................................................................................................ ...................................................... Transfers(out) (102,580) - (22,815,889) Total other 170,831 22,542,478 3,928,680 Net change in fund balance/working capital (1,917,108) 8,296,653 (3,525,009) (14,730,779) Beginning fund balance/working capital 12,404,546 (1,143,798) 3,166,392 68,843,946 15 Ending fund balance/working capital $ 10,487,439 $ 7,152,855 $ (358,617) $ 54,113,167 ATTACHMENT 1 Pg. 13 Financial City-wide Revenues and IExpei dfluires Compaired Revenues and Cornpa�ed GoaH Gly lful9:"" u19:""ul"@t,wf:`o inrlll aoired Expenditures sc.,ua c,es of G1he Geneirall IFund their IEirnteirpirke fund �c;vc;nu.,c;s ac'c' u.,ink for amu.,ind one-fh4d ILlect& of Gihe GoaL IEirnteirpi se 24.39% Sped ll Revenue 13.22% Crop(tall Projects 5eIlam a u�r�ir Il:irn��irp�irp«�� .��/ A x.36% �%dir IEirnteirp�irn /////// irrrn ull � irro�u funds 4.19 Gly Coinrqoared oflhetheir IEirnteirpi se expenditures of 4.1.2% e irn e ire II IFund <..�c,nc,mV fund Ellectirk Ilii mite rpt s GYpic-, Hy 1.8.02% OBJ i ac'c' u;ink fo> ed ll Revenue qu.,aHeof G1he Capftalllhrrobec1t i 5 �5ew�reir Il:i�irnteirp�irpse � 0.1 MI%� ' 9/� �/ Ilirn��irrrnall«�ei�pce u m 1funds WateirIEirnteirpir sle 7.1.3% 26.74% IVJIIIILIIIIII�� 16 ATTACHMENT 1 Pg. 14 General �Reveinues Genera/ Fhe City's general fund is its oriii sc)uirce of discretionary iies for the orovisic)in of service Revenues deemed nec-,essaity and desimE.-de L,sy flhe cu izens of Ukiah and flhe C.Hy Couricii. Revenues flha� aite ac-,c-,o(ji-0ed foit Lsy mainagernei-O and aite aflhe disciteflon of flhe C.Hy Couiricfl aite vaitious and geneitaiiy iiric.-Aude: 0 1 axes: C, Bitadiey-13(jit iris sales Gax (I%of Gaxal..de saies) C, litainsac-lion and use taxes: Measwe F1 Mui aswe Y C, Flitopedy taxes C, 101 taxes (hcdd Gax) C, Business iiceirise tax ® 1 ic.-,eirises, peitrnik, and fitairic.-dhise fees (c.-,aL.de, phone, ga0caage c-,oiiedion, (Aflifies) ® F:iines, foitfeHuites, and penaffies ® ii-Oeitgovernrnei-Od (gaink and suLweirifioirls) ® Use of money and popedy (ii-OeitesG earnings, teirds, ek.--y ® Oflheit misceiianeous. Mogeflheit, flhe geneitd fund teceives tevenue from oveit 60 disfinc-I sowces. I loweveit, flhe majoitHy of flhe tevenue H teceives c.-,ornes from just Geirl of ffiern. Tolp'Tein Revenues Fhe City's tolo Gein tevenue Toll"rein Revenues,IFY 201.8-1.9 Geineii Fund sowc,es in flhe 12.6% geneitd fund ac,c,oulrd foit appoximddy 88 peitceird of Gcdd geneitd fund iincorne. F:oc'using on ffiese sowces c.-,an povide a usei'd uindeitsGaindiing 87.4% of the City's mu Total Loo 1.0 mr me Other Revenue tevenue posiflon. 17 ATTACHMENT 1 Pg. 15 General �Reveinues I the Lsar gaph LaeLwflkjsh a les Me peforrnain(�.-,e Of lop len revenues as(.-,ornpared lo a year ago. OvemH, lhese reveinue sources(.-,ornt.siined are up ove9.97% from Me same time Vasll year. local geneml fund reveinues are up IneaHy four peg(^ Iblp Ibin Reveiniues Compared IFY's 20.19 and 201.8 Top 10 general $3,000,000 $2,500,000 revenues are $2,000,000 trending $1,500,000 po1p $1,000,00050000097% from the $ ujUj, »»,» IIS\�11111111111 1111\IIIlU1111 same time last oe,0 V(:O 0e, V,* 0 year. est S16 6 WS6 11120,18 ,19 11111120,17 ,18 TOP 10 REVENUES Current to Prior December 31,2018 and 2017 Percent of Percent Total 2018-19 REVENUE 2018-19 2017-18 Change General Revenues Top 10: Bradley-Burns Sales Tax $ 2,425,565 $ 2,201,296 10.19% 25.49% 1/2%District Sales Tax(Measure P) 1,299,465 1,162,592 11.77% 13.66% 1/2%District Sales Tax(Measure\0 1,351,482 1,144,644 18.07% 14.20% Transient Occupancy Tax(TOT) 801,511 619,461 29.39% 8.42% City Utility Franchise Fee 569,404 525,948 8.26% 5.98% Refuse Disposal Franchise Fee 294,499 264,099 11.51% 3.09% Business License Tax 58,117 189,889 -69.39% 0.61% Prop Tax In Lieu Of VIf 725,550 695,171 4.37% 7.62% Redevelopment Tax Increment Pass-Through 419,337 398,618 5.20% 4.41% Secured Property Tax 374,849 363,951 2.99% 3.94% Total top 10 8,319,779 7,565,669 9.97% 87.43% Other Revenue 1,196,608 1,622,304 -26.247o 12.57% Total operating revenue $ 9,516,387 $ 9,187,972 3.57% 100.00% Notes: Property taxes are received by the City in January and June. Amounts reported here reflect the January receipt. 18 ATTACHMENT Pg. 16 General �Reveinues Genera/~��' Sales Tax. The City collects sales tax from three sources: normal Bradley-Burns sales taxes (I /(eVe(lUe3 percent oftaxable tronsoctions)' o \6percent sales and use tax, commonly referred toos (cont.)) ��eosurePand devoted en�re|ytothe City, and another\6percent sales tax, refe�edtoos ,./ Measure Y. All three tax sources are distinct and considered separate sources. Each behave slightly differently given their tax base. Bradley-Burns sales taxes are referred to as "sales and use" taxes, levied ontransactions based geographically inthe City. Here vvesee this revenue source upover ten percent (lO.l9%) from the same time last year. |tshould benoted, however, that the state's reporting system has undergone significant changes this year. VYebelieve this numbers tobeonthe low end. Nearly all sectors ofUkioh'seconomic base are upfrom the some time last year with the notable addition of Costco. Measures and Y. These are what are called "transaction and use" taxes and are applied to any taxable sale in the City oswell as any sale where the use ofthe item is in the City. For instance, o car purchased outside the City but registered to, and therefore presumed to be used at, on address within the City would be levied the 1/2 cent on the purchase price. Similar to regular Bradley-Burns sales tax, these revenue sources are upsignificantly from the same time last year. And like Bradley-Burns sales tax, both Measures P and Y are general taxes and can be used for any regular, general governmental purpose. However, the City Council hos reserved amounts coUectedfromeochforpub|icsofe1yondstreets/rights-of-vvoyrehobi|itotion' respectively. Property Tax|nLieu ufVLF(Vehicle License Fee). These are property tax shares allocated to cities and counties beginning in FY 04-05 as compensation for the State's take of Vehicle License Fees (VLF). This revenue source typically follows regular property tax collections, discussed under "Secured Property Tox." Transient Occupancy Tax(T0T). Commonly referred tuoso ''bed''' ''hohs|''' or ''roono'' tax this revenue source has performed strongly over the last two years, up over 20 percent (20%) from 2015-16. Here vvesee itupnearly thirty percent (29.59%) from the same period oyear ago. Driven by increased tourism in the greater Ukiah Valley area and a larger volume of travelers heading north, this revenue source is poised to continue its positive growth trend for several more years. Ukiah hos historically been considered o final layover before making the trek to Fort Bragg and Humboldt County; however, it is now becoming a destination of its own,with visitors exploring the wonder ofwhat the Ukiah Valley has tooffer. The TOT rate in Ukiah currently is 10 percent; however, 8 percent is considered general revenue tothe general fund,which iswhat isreported here. The remaining 2percent funds economic development and tourism enterprise and is deposited to a special revenue fund. City Utility Franchise Fees. This revenue source bocharge tuthe City's electric utility. Franchise tees are not taxes; rother, they are rents paid byutility providers to operate on or in City rights-o 19 f- ATTACHMENT Pg. 17 General �Reveinues ~��'�� way and City property, such osstreets, sidewalks, parklands, etc. The rents are established by Revenues the City Council and typically are correlated to gross revenues generated by the utility provider. (cont.)) Thisrevenue source istrending higher inthe cumantquarter due toono��ustmenttoe|ecthc ,./ utility rates in January of 2018 and timing difference as to when revenues were recorded in 2017. Redevelopment Tax Increment Pass-Thvmugh. After the dissolution ofRedevelopment in California by the Legislature, the Ukiah Redevelopment Agency was sent into receivership of o successor agency. Property tax increment revenue once received bythe former agency was, instead, held in trust by the County Auditor-Controller in a specific fund, affectionately known as the Redevelopment Property Tax Trust Fund (RPTTF). Property tax increment collected inthis fund vvou|dfirstpoytheCountyAuditopConhnUer'sodminuosh' thenposstuthesuuuensorogency of the former RDA (City of Ukiah) tosatisfy the obligations ofthe former agency, then to the taxing entities in the project area of the former RDA, including the Ukiah Unified School District and the County ofMendocino general fund. The City also receives oshare ofthese residuals and deposits them in a specific account in the general fund, which is reported here. This revenue source tracks relatively similar to regular (secured) property tax, although itis calculated from oslightly different derivative property tax base (tax increment). Secured Property Tax. Traditionally, revenue from property tax was viewed osovery stable source. The housing collapse of2OO8 tested that assumption. However, as the housing market continued to recover modestly in Ukiah, receipts came in higher than the year prior. This was due to a combination of factors, including retroactive Prop 8 (1978) assessment adjustments and increased assessed values from housing sales. Slightly less than l l percent of property taxes paid by property owners within the City are allocated to the City. The majority is distributed to local schools and the County ofMendocino. Refuse Disposal Franchise Fees. This revenue source bocharge tuthe City's franchise solid waste hauler. As discussed earlier, franchise fees are not taxes; rather, they are rents paid by utility providers to operate on or in City hghts-of-vvoyand City property, such as streets' sidewalks, parklands, etc. The vehicles used to provide this service (garbage trucks) are heavy machines that wear streets more quickly and significantly than other commercial and non- commercial vehicles. Revenues from this source have come inslightly higher (ll.5l%) inthis period of FY 2018-19 than in the same period of the preceding year due to increased revenue bythe hauler, Ukiah Waste Solutions. Business License Tax. Businesses that operate within City limits are required to obtain o business license. The proceeds from the tax collected are available for unrestricted use in the general fund. Receipts for this period are down significantly from a year ago due to timing differences of payments tothe City. YYeexpect receipts inthe next period toincrease. 20 ATTACHMENT Pg. 18 Major Enterprise Funds ' �m�z ' �' ' ~~'r'''se TheCMyprovidesvohousen�e�phse seni�es. induding vvo�e�. and sewer. Wafer and FU(lr|r sevven are divisionswifhin fhe Depor�nenfofVYo�e� Renzurcss bull are ocozun�ed fcc |ike e|ec,fh�, in o proprieforyenferprisefunds. Through fhecoUe(�.-,fion offeesand chorges, fhese funds shou|d �oUe�frevenues sufficienffofinoncecos�sossociofedwifhodminisfroflon. operofions. copifo|improvernen�s (C|P), and debfservice. Enferpriseocfivifiesare occounfed for |ikeo businessinfhe privofesecfor using fhefuUoccruo| basis. his is sforOydifferenfMan governmenfo| fund occounfing.whi�huses fhemodified occruo| basis and is concernedoniywifhspendob|eresour�es.whofvve. coUfund bo|on�e. DroMng comporisonsofinformofionbe�waenfhet^mrnefhods conbechoUenging. Although the City accounts and reports on these funds using full accrual accounting basis, here we present the activities ofthe water, sewer, and electric enterprise funds in terms ofworking capital. Working capital is defined as the difference between current assets and current liabilities, which is closely approximate to the definition of fund balance in governmental funds. In other words, it's the resources available to meet ongoing operating,debt service, and capital activities inthe near term. Non-cash expenses, such osdepreciation and typically part offull accrual accounting, are excluded from this presentation. 21 ATTACHMENT 1 Pg. 19 Major Enterprise Funds Electric Enterprise Enterprise Revenues during this period were up compared to the same period last year due to strong Funds (cont.) growth in the commercial sector. The rate adjustment in January 2018 will continue to provide resources to the enterprise to adequately maintain operations and aid in capital infrastructure improvements. Overall, the electric enterprise maintains a healthy reserve, and its working capital is sufficient to Rate revenues meet its operational needs and capital requirements moving forward through the end of the year. for the City's electric utility Six-Month Period Ended are trending ELECTRIC ENTERPRISE December 31, Year-Over-Year Comparison 2017 2018 positively largely Revenue 8,167,324 9,657,275 due to recent Expenditures: Personnel 1,287,916 1,849,093 rate increases Materials,supplies,and services 6,115,236 6,565,597 enacted by the Debt service 1,035,938 (28,043) Capital outlay 443,202 563,401 City Council in Total expenditures 8,882,291 8,950,047 2017. Excess (deficiency) (714,967) 707,228 Other sources (uses) - The enterprise is Change in working capital $ (714,967) $ 707,228 financially stable Total ending working capital $ 17,689,810 $ 18,397,038 and engaging in needed capital Electric Enterprise improvements. Year Over Year Performance $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 Total ending working capital $10,000,000 Revenue $8,000,000 ................ ............... Expenditures: $6,000,000 $4,000,000 $2,000,000 2017 2018 22 ATTACHMENT �(� '�[l Major ��N��°�o� ��0��^�� . ��. `_`^ ~~~~��-�~ ~~~ ~~~~~ ��~ ~~~~� Funds m�— z � '- '- —e Water Enterprise FUnrs [rC}nf. ) Revenue from rates came in higher this period compared tothe same last year due primarily to the rate adjustment approved by Council in July 2014 and the receipt of grant revenues for the Revenues for recycled water project. Overall revenues are lower this period compared tothe same period the Clast year due to �//8 %/�f�� enterprise are The water enterprise maintains o healthy reserve, and its working capital is sufficient to meet its trending operational needs and capital requirementsmoving forward through the end oftheyeor� The positively largely amount reported here osother sources and uses of$2O.4million was the transfer of RSF grant due to rate and loan funds from the water enterprise to the recycled water fund for the recycled water project. adjustments Six-Month Period Ended G/naCfG/d by the WATER ENTERPRISE December 31, City Council. Year-Over-Yearoomi 2017 2018 Revenue 3'300'383 5'325'459 Expenditures:enterprise is Personnel 629'922 980'877 financially stable Materials,supplies,and services 747'437 392'379 Debt service 463��4 7l4659 �� engaging in ' ' Capital outlay 1'437'204 888'440 needed capital Total expenditures 3,277,898 2,976,355 improvements. Excess (deficiency) 22,485 2,349'104 Other Change inworking capital $ 22'485 $ (20'O90'794) Total ending working capital $ 24'008'737 $ 3'917'943 Water Ein-teirlpirise Year Over Year Performance $30,000,000 ozs'm0,mm $20,000,000 Total ending working capital o1.s'm0,mm ~~~ Revenue o1.0,000,000 �. ~ Expenditures: ��mm 201.7 201.8 23 ATTACHMENT 1 Pg. 21 Major Enterprise Funds Enterprise Sewer Enterprise Funds (cont.) Revenues came in lower than the same time last year primarily due to fewer revenues for services provided to the Ukiah Valley Sanitation District (UVSD). These revenues are linked to Revenues for expenditures incurred by the City in providing services,which also are lower this period than the the City's same last year. A closer examination of revenues from rates indicates nominal growth. The fund wastewater continues to perform nominally. This remains problematic, however, as it makes continued enterprise are investments in capital outlay increasingly challenging. Additionally, settlement of the lawsuit brought against the City by UVSD will impact the City's sewer reserves over the next 4 years by trending lower $5 million. than the same time last year, Further, the City has engaged a rate study consultant to ensure the enterprise has sufficient resources to maintain operations, fund capital improvements, meet debt service requirements, due largely to and sustain adequate reserves. lower revenues Six-Month Period Ended from the Ukiah SEWER ENTERPRISE December 31, Valley Sanitation Year-Over-Year Comparison 2017 2018 Revenue 3,892,117 3,783,632 District, which Expenditures: are tied to Personnel 738,686 1,024,452 expenditures, Materials,supplies,and services 2,192,435 1,312,352 Debt service 2,430,450 1,343,650 which are also Capital outlay 578,249 153,350 lower. Other Total expenditures 5,939,820 3,833,804 Excess (deficiency) (2,047,703) (50,172) revenues from Other sources (uses) 698,698 rates have Change in working capital $ (2,047,703) $ 648,526 changed Total ending working capital $ 12,097,828 $ 12,746,355 nominally from this time last Sewer Enterprise year. Year Over Year Peirforimance $1.4,000,000 The enterprise is $1.2,000,000 challenged $1.0,000,000 financially but $8,000,000 Total ending working capital maintains $6,000,000 ,.,.,.,.Revenue adequate .................................... ...........°°°Expenditures: $4,000,000 ................................................................. reserves to $2,000,000 ensure service delivery to $ 2017 2018 24 customers. ATTACHMENT 1 Pg. 22 Department Summary Department Summary kyr`/e DEPARTMENT SUMMARY ,,,y � Budgetto Actual Six-month Period Ended December37,2018 Variance Budget Budget t® Budget Favorable %Budget %of Total EXPENDITURES(by department/division) Original Amended Actual (Unfavorable) Expended Expenditures Allocated admin and overhead $ (3,227,047) $ (3,227,047) $ $ (3,227,047) 2.95% Actual UNDEFINED 8,849,990 9,297,672 1,352,237 7,945,435 14.54% 8.51 CITYCOUNCIL 183,102 183,102 51,857 131,245 28.32% 0.17% CITY MANAGER 551,876 551,876 294,692 257,184 53.40% 0.51% CITY-WIDE ADMIN SERVICES 235,383 235,384 113,634 121,750 48.28% 0.22% COMMUNITY OUTREACH/PUBLIC INFO 24,761 24,761 16,436 8,325 66.38% 0.02% MISCELLANEOUS GENERAL GOVERNMENT ACTVITIES - 800,000 1,002,579 (202,579) 125.32% 0.73% CITY CLERK 354,969 653,850 113,003 540,847 17.28% 0.60% With[..,, /'y J [..,, ECONOMIC DEVELOPMENT 164,457 183,457 88,602 94,855 48.30% 0.17% VV ith 50% of the VISIT UKIAH 137,455 137,455 40,212 97,243 29.25% 0.13% EMERGENCY MANAGEMENT 52,369 52,369 30,760 21,609 58.74% 0.05% year in the BUDGET DEVELOPMENT AND MANAGEMENT 207,391 207,391 151,509 55,882 73.05% 0.19% the UTILITY BILLING 1,763,629 1,763,627 573,826 1,189,802 32.54% 1.61% books, ACCOUNTING&REPORTING 886,493 1,096,262 466,874 629,388 42.59% 1.00% PURCHASING 452,632 452,632 250,978 201,655 55.45% 0.41% IT 1,477,918 1,389,851 667,474 722,376 48.02% 1.27% departments CITY ATTORNEY 143,911 143,911 84,504 59,407 58.72% 0.13% CITYTREASURER 64,380 64,381 20,906 43,475 32.47% 0.06% have Bave spent HUMAN RESOURCES 572,410 572,411 313,787 258,624 54.82% 0.52% RISK MANAGEMENT 1,475,862 675,863 612,609 63,255 90.64% 0.62% 46,3% of their SUCCESSORAGENCY 21,500 16,000 16,646 (646) 104.03% 0.01 GRANTS DIVISION - 11,125 11,203 (78) 100.70% 0.01% budets, POLICE OPERATIONS 10,450,292 10,492,571 5,041,599 5,450,972 48.05% 9.61% CITY FIRE 3,830,336 3,830,337 1,496,529 2,333,808 39.07% 3.51% ARRC 91,525 89,490 34,382 55,108 38.42% 0.08% PARKS 1,661,383 1,716,723 680,772 1,035,952 39.66% 1.57% PARK DEVELOPMENT 38,000 77,117 - 77,117 0.00% 0.07% AQUATICS 252,175 261,315 180,537 80,779 69.09% 0.24% GOLF 229,813 229,640 72,850 156,790 31.72% 0.21% BUILDINGS&GROU N DS MA I NT ENA NO E 965,916 989,428 351,330 638,098 35.51% 0.91% CONFERENCE CENTER 402,991 402,991 213,401 189,590 52.95% 0.37% MUSEUM 586,983 595,502 264,745 330,757 44.46% 0.55% RECREATION 951,598 976,481 647,514 328,967 66.31% 0.89% COMMUNITY PLANNING 578,261 581,234 321,634 259,601 55.34% 0.53% BUILDING INSPECTION 467,270 498,836 221,053 277,783 44.31% 0.46% HOUSING 608,450 841,008 52,985 788,024 6.30% 0.77% FLEET AND PLANT MAINTENANCE 480,705 480,904 251,363 229,541 52.27% 0.44% ENGINEERING 6,449,766 6,504,890 2,356,526 4,148,364 36.23% 5.96% CORPORATION YARD 100,094 101,335 45,186 56,149 44.59% 0.09% LANDFILL763,631 891,592 297,026 594,566 33.31% 0.82% STREETS 4,572,567 6,738,513 1,686,190 5,052,323 25.02% 6.17% AIRPORT OPERATIONS 2,257,558 2,621,560 868,164 1,753,396 33.12% 2.40% ELECTRIC DISTRIBUTION 6,436,540 6,781,854 1,732,824 5,049,030 25.55% 6.21% TECHNICAL SERVICES 851,116 880,510 315,521 564,989 35.83% 0.81% ELECTRIC ADMINISTRATION 10,827,799 11,022,279 6,136,395 4,885,884 55.67% 10.09% PUBLIC BENEFIT - 8,250 - 8,250 0.00% 0.01% WATER SERVICES 4,265,890 5,447,162 2,985,121 2,462,041 54.80% 4.99% SEWER SERVICES 6,773,544 8,160,520 3,816,558 4,343,961 46.77% 7.47% RECYCLED WATER SERVICES 132,737 22,708,829 14,161,873 8,546,956 62.36% 20.79% Total $ 79,420,381 $109,217,205 $ 50,506,404 $ 58,710,801 46.24% 100.00% Notes: D(Des r(rl 11-ICIL)(Je f!dL)c.i(zry fL)nd ac.liv!Iles,e.g.RDA SLIc.c.es.Sfrr rrgenc.y,Ukiah Val Iey Fire DisIric I. FLlrlher irlf(Drn"(1I!(Dn can be f(rUnd On the t,`ily s(DIaerGOV II frrUnd by clicking 3. Amended bL)(Jgel arr7r UnIs d(D f101 1-ICIL)(Je IIll adjUsImerlts dUe irr prirrryear I3LiI'Chc1se Order's Ihal c.aru-101 be made urllil the priErr year is(lUdled and Closed. 25 ATTACHMENT 1 Pg. 23Capittal Improvements C/P Update Capital Improvement Program Fiscal Year 2018-19 Percent Fiscal Year 2018-19 Budget Actual Expended Facilities/Buildings/Land $ 3,242,824 $ 112,635 3.47% Infrastructure $ 31,703,137 $ 15,918,455 50.21% Streets&Rights-Of-Way 8,523,222 2,735,951 32.10% Vehicles,Machinery&Equipment 1,799,576 576,415 32.03% $ 45,268,759 $ 19,343,455 42.73% Calpitall BUDGET lby Component The chart to the left illustrates the components of capital 4.0% 7.2% appropriated by the City Council in the 2018-19 budget. I n Here we see Infrastructure as the IN Facilities/Buildings/Land largest component at 70 IN In frasLrucLure percent. This is largely related to the recycled water project. R Streets&Rights-Cif-Way Vehicles,Machinery& Equipment 70.0% The chart to the right illustrates Capitall ACTUAL Expenditures lby Component how the components of capital 3.0% 0.6% have been expended in this period. Again, the saj f14.1% apital expenditurecurred are for infrastructure related to � �1IN Facilffies/BuIldIngs/Land the recycled water project. IN Infrastructure V6 SLreeLs&Rights-Of-Way Vehicles,Machinery& Equipment 82.3% 26 ti � N Z LU 75 o 0 V h 1 O I� M c0 N O cO V O I� c0 V h;c0 h M O O h M P M M W h V M c0 V O W M P cM Q o C57 OO 0 0 1 O O 00 1 O O 0 00 0 O Oho 0 Oc O CcO c0O h.0 OO N V h P ., > CIL .. 1...! P M W V N O V_ h C ri♦ E C;5 a 00 o Oo O O O �n O co 0 0 O O 8.0 0 o h O 0 P 0. wCIL �.0 N O O h o O.O V.O I� O; � M v I� v a C5 3 O N N M ry �0 cV CJ H N C,5 rn CJ C;5) M C P o o, .a O o O O M.0 0. MSP M '.. 0 '.. W V O V h h:O O c0 c0 O c0 c0OcM N:1 O -O M V N C� " h M O Q m .t. ° ... OP P O O N h cq C.. F J O C;5 U tu) O CN CL Q w 0 > CD ° a 5z ow zz o z O � C57 z Z ¢ N v U a Zp Z 0 Z Z Q O U w CJ C_} `:u — Q > j a ao �,C9 Q w U U Q Z "� w U 'Q E C) a v n Z U a Z O a > j T5 �'.Q N a m O w w U Z w N U U �n °✓'� OE a v o a t J v > 9 z U w w w = > p o- u U Q Q u'1 LL i5 �'',,� �',w U � ATTACHMENT 1 Pg. 25 Special Report Indirect Cost Allocation Special Indirect Cost Allocation Plan Report- Fiscal Year 2018-19 Actual Percent Indirect Cost Indirect Costs Allocated Budgeted Incurred Incurred Allocation Administrative $ 3,228,146 $ 1,877,848 58.17% Internal service funds 5,526,198 3,170,903 57.38% Total indirect costs allocated $ 8,754,344 $ 5,048,751 57.67% lI indIrect Cost AllocatIon The chart to the left 113udget lby Component illustrates the components of indirect cost as I nLenn a Ise i,,Ace 11\ estimated in the 2018- funds 19 budget. 63% The administrative and overhead indirect cost Ad'n i n isLra he rate is estimated to be 37% 6.56%of direct costs. The internal services indirect cost rate is um AdrninisLraLive Internal service funds estimated to be 7.35% of direct cost. The chart to the right lI ndirect CostAllocation illustrates the Actuals Cost II ncurred by Cornponent components of indirect costs actually incurred Adirninistrative during this period. `� 37% Internalserenc c funds 63% Administrative Internal service funds 28 ATTACHMENT 1 Pg. 26 Special Report Indirect Cost Allocation Special Indirect Cost Allocation by Division Report- Budgeted Allocation for Actual Indirect Cost Division the Year Incurred Variance 0 U NDEFI NED...............................................................................................................................................................................741,325 656,932 88.62% All®cc�to®r� ......... .. .. ... . . ... .......................................................................................................................... 100 Cl TY COUNCIL 95,887 31,742 33.10% ................................................................................................................................................................................................................................................................................................................................................................................................. (cont ) 121 CITYMANAGER 67,502 32,787 48.57% 122 CITY-WIDEADMIN SERVICES 33,199 19,179 57.77% ................................................................................................................................................................................................................................................................................................................................................................................................. 123 COMMUNITYOUTREACH/PUBLICINFO 2,261 2,068 91.44% ................................................................................................................................................................................................................................................................................................................................................................................................. 125 CITY CLERK 60,888 23,302 38.27% ................................................................................................................................................................................................................................................................................................................................................................................................. 126 ECONOMIC DEVELOPMENT 15,173 9,759 64.32% 127 VISITUKIAH 10,705 3,287 30.70% ................................................................................................................................................................................................................................................................................................................................................................................................. 128 EMERGENCYMANAGEMENT 4,641 2,774 59.77% 132 BU DGET DEVELOPM ENT AND MANAGEMENT 33,669 18,256 54.22% ................................................................................................................................................................................................................................................................................................................................................................................................. 133 U TI LI TY BI LLI NG 207,278 92,852 44.80% 134 ACCOU NTI NG&REPORTING 118,221 67,709 57.27% ................................................................................................................................................................................................................................................................................................................................................................................................. 135 PURCHASING 52,662 31,143 59.14% 139 IT 129,090 65,222 50.52% 140 CITYATTORNEY 14,411 12,049 83.61% 151 CITYTREASURER 9,233 4,558 49.36% 161 HUMAN RESOURCES 65,509 36,216 55.28% 162 RISK MANAGEMENT 36,846 36,041 97.81% 202 POLICE OPERATIONS 2,187,088 1,156,822 52.89% 212 CITY FIRE 506,104 221,080 43.68% 214 DISTRICT FIRE 318,467 143,547 45.07% 220 ARRC 11,419 7,278 63.73% 221 PARKS 199,526 95,965 48.10% 223 AQUATICS 43,520 37,417 85.98% 224 GOLF 16,077 7,043 43.81% 225 BU I LDI NGS&GROU NDS MAI NTENANCE 82,819 51,238 61.87% 226 CONFERENCE CENTER 49,847 26,920 54.01% 227 MUSEUM 70,275 45,831 65.22% 228 RECREATION 163,713 95,375 58.26% 231 COMMUNITYPLANNING 76,484 38,682 50.57% 233 BU I LDI NG I NSPECTI ON 56,407 28,578 50.66% 234 HOUSING 1,742 - 0.00% 241 FLEET AND PLANT MAINTENANCE 48,539 30,389 62.61% 242 ENGINEERING 104,298 39,645 38.01% 243 CORPORATION YARD 10,009 6,843 68.36% 245 LANDFILL 74,662 32,900 44.06% 246 STREETS 237,895 92,643 38.94% 252 AIRPORT OPERATIONS 116,802 78,807 67.47% 261 ELECTRIC DISTRIBUTION 269,349 151,568 56.27% 262 TECHNICAL SERVICES 75,572 37,601 49.76% 264 ELECTRIC ADMINISTRATION 928,259 526,007 56.67% 271 WATER SERV ICES 444,157 244,050 54.95% 272 SEW ER SERVI CES 818,703 693,823 84.75% 273 RECYCLED WATER SERVICES 13,983 10,175 72.77% 900 AGENCYACTIVITIES 130,128 2,648 2.04% Total $ 8,754,344 $ 5,048,751 57.67% 29 ATTACHMENT 1 Pg. 27 Special Report Indirect Cost Allocation Special Indirect Cost Allocation by Fund Budgeted Report- Allocation for Actual Indirect Cost Fund the Year Incurred Variance 100 GENERAL FUND $ 3,872,470 2,034,829 52.55% ................................................................................................................................................................................................................................................................................................................................................................................................. Allocation ..........120 STREETS CAPITAL IMPROVEMENT 9,796 . 5,358 54.70%. ............... ................................................................. 202 LIABILITYFUND 36,846 36,041 97.81% (cont.) 203 GARAGE FUND 49 130 . 30,804 62.70%. ................................................................................................................................................................................................................................................................................................................................................................................................. 204 PU RCHASI NG FUND 52,662 31,447 59.72% ................................................................................................................................................................................................................................................................................................................................................................................................. 205 BILLING AND COLLECTION FUND 207,278 93,218 44.97% ................................................................................................................................................................................................................................................................................................................................................................................................. 206 PUBLIC SAFETY DISPATCH FUND 149,922 88,824 59.25% 208 BUILDING&MAINTENANCE FUND 92,828 58,065 62.55% ................................................................................................................................................................................................................................................................................................................................................................................................. 209 IT FUND 129,090 65,468 50.72% 253 CITY PROP 172 5,806 - 0.00% ................................................................................................................................................................................................................................................................................................................................................................................................. 311 ARRC GENERAL OPERATING FUND 13,454 8,627 64.13% 312 DOWNTOWN BUSINESS IMPROVEMENT 1,266 - 0.00% ................................................................................................................................................................................................................................................................................................................................................................................................. 313 LMIHF HOUSI NG ASSET FU ND 1,009 649 64.31% 314 W I NTER SPECIAL EVENTS 8,043 - 0.00% 500 2106 GAS TAX FU ND 11,454 0.00% 505 SIGNALIZATION FUND 230 - 0.00% 510 TRANS-TRAFFIC CONGEST RELI EF 13,918 2 0.02% 61216-HOME-11376 1,742 - 0.00% 630 ASSET SEI ZU RE FU ND 3,558 0.00% 633 H&S EDUCATION 11489(B)(2)(Al) 1,669 0.00% 635 SUP.LAW ENFORCE.SVC.FD(SLESF) 8,321 0.00% 636 CBTHP OFFICER 7,604 - 0.00% 638 ASSET FORFEI TU RE 11470.2 H&S 1,669 508 30.45% 640 PARKI NG DISTRI CT#1 26,394 15,190 57.55% 691 MUSEUM FUND 70,275 45,831 65.22% 700 SANITARY DISPOSAL SITE FUND 74,662 32,900 44.06% 720 GOLF FUND 16,077 7,043 43.81% 730 CONFERENCE CENTER FUND 49,847 27,211 54.59% 750 VISITUKIAH FUND 10,705 3,287 30.70% 777 AIRPORT FUND 126,204 84,587 67.02% 800 ELECTRIC FU ND 1,655,937 977,160 59.01% 805 STREET LIGHTING FUND 18,520 13,529 73.05% 806 PUBLIC BENEFITS CHARGES FUND 32,198 24,197 75.15% 820 WATER FU ND 588,677 355,525 60.39% 822 WATER CONNECTION FEE FUND 473 48 10.14% 830 RECYCLED WATER FUND 13,983 10,175 72.77% 840 CITY WASTEWATER OPERATIONS FUND 830,750 719,291 86.58% 844 CITYSEWER CAPITAL PROJECTS FUND 111,282 56,457 50.73% 915 UV FD 312,303 141,662 45.36% 916 UVFD PROP 172 5,760 1,884 32.72% 940 SANITATION DISTRI CTOPERATING 130,128 78,934 60.66% ......................................................................................................................................................................................................................... $ 8,754,344 $ 5,048,751 57.67% 30 ATTACHMENT 1 Pg. 28 Notes Notes to Financial Statements ' New Funds A new fund was created in 2018-19 during the budget development process to account for capital street and rights-of-way projects associated with resources collected from Measure Y. % The fund is called Streets Capital Improvement and is numbered 120. Significant Changes IF No significant accounting or budgeting changes were made this quarter or since the start of the fiscal year. City-Wide Notes None. Department Notes One division experienced a material exceedance of its budget appropriation: ! • Miscellaneous General Government Activities. This division accounts for workers' comp expenses for which the City exceeded anticipated amounts. Finance is working with the Human Resources/Risk Management Department to analyze and bring a budget amendment to Council, if determined necessary. Takeaways • City revenues continue to trend positively • Excepted as noted above, expenditures City-wide and at the fund level are within budgeted appropriations ® Most departments currently are within budget estimates 31 r �i%JAS fi%orf/ g ATTACHMENT 1 Pg. 29 Contacts Ukiah City Council and Treasurer Maureen Mulheren, Mayor Allen Carter, Treasurer Email: , f ail; mmulheren@cityofukiah.com acarter@cityofukiah.com Douglas Crane, Vice-mayor aJ Email: dcrane@cityofukiah.com Jim Brown, Council Member r mail;jbrown@cityofukiah.com p r Juan Orozco, Council Member Email:jorozco@cityofukiah.com Steve Scalmanini, Council Member r% Email: sscalmanini@cityofukiah.com 32 ATTACHMENT Pg. 30 Contacts ° Executive ty The senior management team for the City of Ukiah. City Manager Water Resources Director SogeSongiocomo Sean White Email: Email: Phone: 707.463.6221 Phone: 707.467.5712 Deputy City Manager Community Development Director Shannon Riley Craig Schlatter Email: Email: Phone: 707.467.5793 Phone: 707.463.6207 City Attorney Finance Director David Rapport Daniel Buffalo Email: Email: Phone: 707.467.2800 Phone: 707.463.6220 City Clerk IT Administrator Kristine Lawler Michael |ngvveU (Acting) Email: Email: Phone: 707.463.6217 Phone: 707.467.5722 Human Resources/Risk Management Police Chief Director Justin Wyatt Sheri Mannion Email: Email: Phone: 707.463.6245 Phone: 707.463.6272 Ukiah Valley Fire Authority Administrator Public Works Director/City Engineer DonGrebi| (interim) Tim Ehkoan Email: Email: Phone: 707.462.7921 Phone: 707.463.6280 Community Services Administrator Electric Utility Director Toni Dorto|ome Me|Grondi Email: Email: Phone: 707.467.5764 Phone: 707.463.6295 Airport Manager Greg Owen Email: Phone: 707.467.2855 33 ATTACHMENT 1 Pg. 31 Contacts City Contact Information City of Ukiah 300 Seminary Ave Ukiah, CA 95482 Tel 707.463.6200 www.cityofukiah.com �„rouN+r"rr� ��o o0p of Ukiah 1 i 34 Attachment 2 `r, Budget Development Schedule Fiscal Year: 2019-20 Completion Activity Tasks Start Date Date • Budget Memo released Budget Memo and 0 Budget Schedule released Schedule Release 5-year CIP worksheet released December 10 December 10 • Narrative,Objectives,Accomplishments update • 5-year CIP update IVi�:uic°5�:floi,y Training 0 Department Narrative Development December 10 December 10 -Office 365 0 Additional training week of December 17,if necessary IVi�:uic°5�:floi,y Budget 0 Computer Lab—Set up in Conference Room 3 for training—Munis Central budget entry training/refresher January 14 January 15 Budget 0 Munis module will be open for entry Mid-year Review 0 18/19 review and discussion January 16 • 18/19 5-year CIP updates 5-year CIP updates 0 19/20 5-year requests January 113 • All CIP narrative • Budget 101 —including CIP • Review Council's Strategic Plan 5-Year CIP Review Budget Kick-Off& Receive council/community communication ( City Council Discuss priorities for the fiscal year January 30 Special Meeting) 0Discuss&review capital and special projects Review proposed 19/20 CIP requests • 18/19 Accomplishments Department Narrative 19/20 Objectives January 311 • Departmental Narrative Department initiation • Schedule budget meetings with Departments Distribute budget workbooks • UVFA Begin budget planning February 1 February 28 • UVSD • Start drafting MOU's with UVSD for Capital Projects City Council update on Objectives and 0 City Manager's Office Accomplishments 0 Airport February 6 (Regular City 0 Police Department Council Meeting) City Council update on Finance Objectives and Fire Department Accomplishments February 20 (Regular City Water Resources Council Meeting) Personnel Requests 0 Personnel changes and requests due to HR March f Personnel Review Personnel changes and requests reviewed by the March 15 City Manager • Departments finish building budget in Central Department Budget Budget Module March 2 entry 0 Any updates to Accomplishments/Objectives Finance Department Rev 11/30/2018 35 1, Completion Activity Tasks Start Date Date City Council update on Objectives and 0 Human Resources Accomplishments 0 Community Services March 6 (Regular City 0 Electric Utility Department Council Meeting) • Review appropriation requests . Meet with Finance for discussion/analysis City Manager review of 0 Finance to conduct preliminary revenue forecasts March 12 March 29 budget requests for all major funds City Council update on Objectives and Community Development Accomplishments • Public Works March 20 (Regular City Council Meeting) Reconciled Budget First-round budget meetings with Departments and Meetings with City CM/Finance Discussion of appropriation requests April 1 April 12 Manager Finalize initial appropriation requests . Second-round will be scheduled as needed Budget Training and 0Review/discussion of Budget Development Status Review with Council 0 Review/discussion of 5-year CIP as proposed on (Regular City January 30 Council feedback April 17 Council Meeting) . Draft budget to UVSD Draft Budget 0 UVSD draft budget due to the City Draft budget to UVFA April 30 • Finalize revenue estimates Finalize Draft Budget Complete special revenue funds and trust/agency Document funds May May 31 . Circulate for review/edits Budget Hearing with 0 Overview presentation of budget proposal Council (Special 0 Discussion of changes from prior year May 29 May 29 meeting/Workshop) 0 Take questions and requests from Council . UVSD comments on proposed budget due to the Draft budget City comments City comments on proposed budget due to UVSD May 30 • Meetings to be scheduled between City&UVSD as needed Budget Hearing (cont) - Department 0 Department presentation presentations Discussion and Q&A June 6 Juno (Special City Council Take requests and revisions xe�„��ry) Meetings) Budget Hearing (cont) Department Department presentation presentations Discussion and Q&A Junno 10 Juno I I II no co,,vny Take requests and revisions (11”Ino(-:o I'Y) (11noc o,v::ny) (Special City Council Meetings) Budget Hearing (cont) Adoption of either final Final Q&A or tentative June 19 June 19 (Regular City Adoption-tentative or final Council Meeting) Finance Department Rev 11/30/2018 36 1, BudgetHearing,il" x^c:O„V::fi,y 0 Final Q&A Ju no 216 (Special City Council 0 Adoption/continuation of 19/20 budget (11”inu c o,,vny) Meeting) Finance Department Rev 11/30/2018 37 Agenda Item No.: 4b MEETING DATE/TIME: 1/30/2019 0/0 PEAK ITEM NO: � AGENDA SUMMARY REPORT SUBJECT: Review and Update the Ukiah City Council Strategic Plan. DEPARTMENT: Administration PREPARED 8age8angacnmn ATTACHMENTS: Attachment#1 Existing City Council Strategic Plan FY 18-19 Attachment#2 City Council Strategic Plan 2019 Final Summary: Each year during the annual budget process, the Ukiah City Council reviews and updates the Strategic Plan. The Strategic Plan provides a comprehensive framework that prioritizes focus on core functions and ensures City Departments are working together tomeet the needs ofour residents and businesses. Background: The Strategic Plan provides a comprehensive framework that prioritizes focus on core functions and ensures City Departments are working together tomeet the needs ofour residents and businesses. The priorities identified in the Plan will guide decision-making to desired outcomes through strategies and specific actions. The priorities, strategies and actions that make up the strategic plan evolve over time with the changing needs ofthe community and organization. During the annual budget process, the City Council reviews and modifies the Plan as necessary and sets annual objectives for all departments that are in line with the City's priorities. RECOMMENDED ACTION: Review the Ukiah City Council Strategic Plan and provide direction as may be warranted to update the document. BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: Finance Department The current Plan is included as Attachment#1 for reference. Discussion:As part of the continued evolution of the Strategic Plan, the City Manager is recommending some revisions based on Council direction and discussions over the the past year. Most notable is the inclusion of a fifth strategic priority that focuses on quality of life related services, programs, and places. Added Priority for Consideration: Enhance Our Neighborhoods: Foster a sense of small-town life by embracing our diversity and supporting our residents with quality services and vibrant places (People, Places, & Services). This added priority has always been a major focus for the City and well documented within departmental budgets, but hasn't been specifically detailed is past strategic planning documents. The corresponding recommended strategies and actions are consistent with past Council direction. Overall, the Strategic Plan has been reformatted and includes a revised summary of purpose and other minor non-substantive edits. The draft revision is included as Attachment#2 for review and discussion. 2 2 C,II..II �,0LJIIN�:;;IIII ' S...II IIIA II I�:GIIS:, P. Attachment#1 The Ukiah City Council, through a strategic process of discussion, observation, and education, has developed the following set of focused priorities and strategies. The four identified areas are in no way all-encompassing of the City's scope of work nor are they finite; rather, the strategic planning process is evolutionary and often vision-based. All of these areas work to further promote the vibrancy and sustainability of the Ukiah community and the organization. Outcomes The primary outcomes for the Strategic Plan are threefold: 1. Create alignment among the Councilmembers about the top strategic priorities for the City of Ukiah. 2. Develop a set of operational principles that will guide the practices and decisions of the Council in focusing the strategic priorities. 3. Identify specific mechanisms for tracking these strategic priorities over time that will allow the Council and City Staff to make the necessary adjustments to achieve the strategic priorities. General Principles A set of accepted guidelines formed to capture values and priorities that transcend directly to the strategic plan. • Our strategies and approaches maintain or enhance the unique positive characteristics of our community. • Our decisions reflect fiscal responsibility, reliability, sustainability, and affordability with an understanding and consideration of impacts to the entire organization. • We look to partner with our community members to promote greater ownership and involvement in their services. • We look for strategies that increase efficiencies while enhancing customer service. • Where applicable,we adjust rates and fees to reflect changes in the economy and cost of services. Strategic Planninq Areas& Initiatives • Develop a prioritized plan for maintaining and improving public infrastructure. o Continue the development and maintenance of a comprehensive Capital Improvement Plan. o Identify and/or develop funding for essential and vital infrastructure for the long- term. • Planning Valley-Wide takes place based on sound planning principles. o Review and revise land use planning documents to be reflective of the long-term vision for the community o Analyze and consider opportunities for regional partnerships that support or improve the delivery of municipal services • Facilitate the development of a sound local economy that attracts investment, promotes economic diversity, supports businesses, creates employment opportunities, and generates public revenues. o Identify and remove barriers to economic development while leveraging economic opportunities o Develop and preserve the downtown historic place as a regional center of civic and economic activity • Council and staff work together to create a more responsive and effective workplace environment. o Promote core values that are embedded in the operational culture of the organization o Develop open communication and workflow practices that cultivate invested 3 team members and community awareness/involvement Attachment #2 °i 11 Ukiah City Council Strategic Plan The Strategic Plan provides a comprehensive framework that prioritizes focus on core functions and ensures City Departments are working together to meet the needs of our residents and businesses. The priorities identified in the Plan will guide decision-making to desired outcomes through strategies and specific actions. The priorities, strategies and actions that make up the strategic plan evolve over time with the changing needs of the community and organization. During the annual budget process, the City Council reviews and modifies the Plan as necessary and sets annual objectives for all departments that are in line with the City's priorities. Outcomes The primary outcomes for the Strategic Planning Process are threefold: 1. Create alignment among Councilmembers, City Staff, and the Community about the top strategic priorities for the City of Ukiah. 2. Develop a set of operational principles that will guide the practices and decisions of the Council in focusing the strategic priorities. 3. Identify specific mechanisms for tracking these strategic priorities over time that will allow the Council and City Staff to make the necessary adjustments to achieve the strategic priorities. General Principles A set of accepted guidelines formed to capture values and priorities that transcend broadly to the strategic plan. • Our strategies and approaches maintain or enhance the unique positive characteristics of our community. • Our decisions reflect fiscal responsibility, reliability, sustainability, and affordability with an understanding and consideration of impacts to the entire organization. • We look to partner with our community members to promote greater ownership and involvement in their services. We look for strategies that increase efficiencies while enhancing customer service. Where applicable, we adjust rates and fees to reflect changes in the economy and cost of services. Components of the Plan • Priorities are guiding statements that describe desired outcomes for our community and organization. A priority may not be completely attainable, but it is used as a point towards which to strive. • Strategies describe what is needed to move the City in the direction of completing each priority. • Actions outline specific steps to be taken to achieve the strategy. Actions are further detailed as objectives within each departmental budget. Strategic Plan Priorities Enhance Our Neighborhoods: Foster a sense of small-town life by embracing our diversity and supporting our residents with quality services and vibrant places (People, Places, & Services). Develop Quality Infrastructure: Implement a prioritized plan for maintaining and improving public infrastructure and utilities. Plan for the Future: Utilize sound principles for valley-wide planning Grow our Businesses: Facilitate the development of a sound local economy that attracts investment, promotes economic diversity, supports businesses, creates employment opportunities, and generates public revenues. Value our Team: Ensure Council and staff work together to create a more responsive and effective workplace 4 environment. Aat Enhance Our Neighborhoods Foster a sense of small-town life by embracing our diversity and supporting our residents with quality services and vibrant places (People, Places, Services). Recommended Strategy: Build neighborhoods that provide access to a compatible balance of housing, employment, commercial, medical, education, and recreational resources. Actionable Items: • Implement a housing plan that works to support the development of all types of housing • Engage with our neighborhoods to align services with their changing needs • Seek funding opportunities and partnerships to update and add park and recreational facilities • Work to preserve, conserve, and protect the natural resources/features of the Ukiah Valley and open space. • Develop a transportation network that provides safe and efficient access to all parts of the city and emphasizes infrastructure that makes it easy to walk and bike. Recommended Strategy: Provide services that support a high quality of life for all residents Actionable Items: • Ensure the safety of our community through proactive and responsive policing and fire services. • Promote healthy neighborhoods with access to quality recreational opportunities • Work with partnering agencies and stakeholders to address the needs of the community's most disadvantaged. 5 Develop Quality Infrastructure Implement a prioritized plan for maintaining and improving public infrastructure and utilities. Recommended Strategy: Continue the development and maintenance of a comprehensive Capital Improvement Plan. Actionable Items: • Determine current conditions, needs and opportunities, and focus on specific capital improvement projects for the following areas: o Streets o Sewer o Storm drains o Water o Electric o Landfill Recommended Strategy: Identify and/or develop funding for essential and vital infrastructure for the long-term. Actionable Items: • Conduct regular evaluation of utility rates to ensure sustainability of services • Explore and seek grant funding • Evaluate a potential trench cut fee to protect the community's investment 6 Plan for the Future Utilize sound principles for valley-wide planning. Recommended Strategy: Review and revise land use planning documents to be reflective of the long-term vision for the community Actionable Items: • Update the Ukiah General Plan • Update the City of Ukiah's sphere of influence (SOI) • Prepare and adopt annexation policies • Evaluate and amend the city zoning code to improve efficiencies/public service and protect natural resources Recommended Strategy: Analyze and consider opportunities for regional partnerships that support or improve the delivery of municipal services Actionable Items: • Develop tax sharing agreement with the County of Mendocino • Implement the participation agreement with the Ukiah Valley Sanitation District • Continue the development of a plan for the delivery of fire services for the Ukiah Valley 7 $ 1. ^d6zdlil Grow Our Businesses Facilitate the development of a sound local economy that attracts investment, promotes economic diversity, supports businesses, creates employment opportunities, and generates public revenues. Recommended Strategy: Identify and remove barriers to economic development while leveraging economic opportunities Actionable Items: • Leverage partnerships with other local agencies and stakeholders to provide economic development resources and services for the retention and recruitment of businesses. • Identify and support the development of public infrastructure needed to support growth Recommended Strategy: Develop and preserve the downtown historic place as a regional center of civic and economic activity. Actionable Items: • Develop a plan to identify and attract anchor tenants to the downtown core • Continue efforts to affect positive change with the Palace Hotel • Coordinate with the County and State for a reuse plan for the Courthouse • Evaluate and implement Downtown Streetscape Improvement Plan • Support public infrastructure development at the Perkins Street Depot site in support of the courthouse development and buildout of the property. • Develop and implement an improved downtown parking plan 8 Value our Team Ensure Council and staff work together to create a more responsive and effective workplace environment. Recommended Strategy: Promote core values that are embedded in the operational culture of the organization Actionable Items: • Redefine organizational practices to embed core values Recommended Strategy: Develop open communication and workflow practices that cultivate invested team members and community awareness/involvement Actionable Items: • Develop and expand a public education and outreach plan • Continue to redesign City Council workflow calendaring and ad-hoc/committee files 9 Agenda Item No.;4c MEETING DATE/TIME: 1/30/2019 0/0 PEAK ITEM NO: � AGENDA SUMMARY REPORT SUBJECT: Five-Year Capital Improvement Program (CIP) Overview and Draft Update for Fiscal Year 2019/20. DEPARTMENT: FinancePREPARED BY: K8ary_Honger_____________________________ ATTACHMENTS: Attachment C|P -5year-FYl92ODraft without PVV&kVVR ATTACHMENT Draft Vehicle &kHeavy Equipment Request&kJustification Sheets Summary: Council will be reviewing the draft of the updated five-year Capital Improvement Plan (CIP) as part of the development ofthe 2O19/2Ofiscal year budget. This iothe initial review ofthe plan and continued direction and changes will be incorporated as the City Council directs budget development for the next fiscal year. The final review and approval of the 2019/20 fiscal year budget is scheduled for June 2019. Background: During the development ofthe current fiscal year budget, the City Council adopted a5-year Capital Improvement Plan /C|P\ . The plan is a fluid. living doounnent, which is subject to further revisions by Council during the course of the budget year and each subsequent fiscal year. Projects are approved by Council on a case-by-case basis. Even though the plan is adopted each year, it is not an automatic authorization for staff b» proceed with apurchase orproject, un|eooitiopartoftheforma| budgetadopdonof that budget year, or brought to Council for approval during the course of the year. Further, formal procurement protocols od|| apply to all capital acquisitions and projects. RECOMMENDED ACTION: Receive update and provide staff with initial comments and direction. BUDGET AMENDMENT REQUIRED: No CURRENT BUDGET AMOUNT: N/A PROPOSED BUDGET AMOUNT: N/A FINANCING SOURCE: N/A PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A COORDINATED WITH: City Manager's Office, all City departments Discussion: This is a review and update of the 5-year CIP. Provided as Attachment 1 is a copy of the draft updated 5-year CIP, as recommended by staff. Updates include: 1. Status of current projects (completed, planned to be deferred, etc.). 2. Proposed additions and project year moves that have occurred since the original plan was adopted for the 18/19 fiscal year. 3. Proposed projects to be considered the next rolling out year (fiscal year 22/23). Also included as Attachment 2 are the draft Vehicle & Heavy Equipment Request&Justification sheets for the items proposed for the 19/20 fiscal year. Note: A fire command vehicle justification sheet is pending developm ent. Once Council provides comments and direction, and as per the current Budget Development Schedule, staff will come back to Council on April 17th for further review and discussion. Please note: Revised CIP sheets for Public Works and Water Resources are anticipated as a few items for inclusion and/or adjustment are currently under development and administrative review. 2 2 M y v v o o v v a e a e ac o y a� _r 000 § u u m u u K � r n m a a 0 N o O V o ro� W , v v v v a¢ v= v=v=v= v v � •< <�� z z z z z � z a 'o f V V c v v v v v v v v m v v m v v m Y d o K u � o N n n n n n n n n n n n n n n n J G G G G u m m 3 m 3 3 a a a 0 3 y 3 a o o m m c o v a LL E m v Ecc m w a v r v a G r ELs o w v v 0 u r a m o -o m •� u v m`w E >m w a v v as a e e - 2 \ 10 m 0 N O m - *zg z a a z o f V jm m m m m m m m m m Y d K O N J z z & z z z z z z z z z h m m m m m m m m m m m m m m m m m ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n n 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 m m m m m m m m m m m m m m m m m m m� c�➢ "�¢ xYF�� "6�oz� Em�p - f= f d^ o o ; m a LO e ; . � ; .EE E \ JE � } } §§ }( ( ( } } §§ ( } §§ ( ( §§ ( j ) } ,a/\~ \ -E `} \ ! ! , mE _ E� n m a m 0 N o 0 O V m Z G 0 'S p ap ap ap ap ap ap ap a z 'o f V n v - w " V a y y y y y y N - Y d K N J G a w a a " o " a " a�qE E3 m- n ) \ _ § ) § ! - - ) ) j 0Aoo \ co o� q am v v v v ars ars ar� - �m r r r r v v -moa o� oo�v m o o m m R R m ti m y m m y 0 0 0 0 0 0 N o 0 O � � ` Y m m m me Z Q a o 0 0 0 a 3= 3= > v= v= < 0 � ap p av ap ap av ap ap av ap ap av ap av av av av z � 'o f V V m a a a a a m a a c v v v v v c v v N a a e r y�o av "� " E a o x tl ti " o E v v v E v= v " ov o 0 a m m a v o �� as v E� v Eq_ E r= o_ _ v z _ r a _ a a o 0 E _ o5p� a �o SNE a9 c o me a mo og og s� e s- i= �� n a z z mom• mop p _ � r� � e �� :x� e - ) \ \- - � ; - § J �` - ) &o | \2 - }: - i`}�- 0 m 0 N O m Z � 3 � � Qz , d 0 'n av av av � z � a _ � f V OLL Q w N V � H K H O Y � O N Y 7 3 v 3 v 3 v 3 � O C C d - U U u O � a m f - a a - v s a� `m3 a r 0 0 0 0 0 n o 0 0 m a o a s o m 10 N O V m � * Y a o= " Z ¢ B 3 00 ^ ^ c c c c c c c c c v v v v v v v v v v v v � z M f V a S S a 0 Y d K Q w o 0 0 0 0 0 0 0 0 0 0 0 0 0 n n n n n O N J a y r v av O a N iii q c r v s L a o v a `o- w `o o r E o o v a o a c ., ry u a a ntE E u u e E u >E E e SS E e tt e tt �tt r a Y E E' N o 0 m a a a o 0 0 N y a z a w , _v _v < v o •� a v a v ap ava va v ap a v ap a v a v a v z � Q o a a a V m a a a m N " m - "p Y d K N J G o a a G •r z z vya� .� z z z z v� o� momm o� m m o� 10 of yti a of s� yti of a 02 Ra LQ �m mm E o .v -ov oqv o ohm m a3 0 o o - 0 0 „ o 0 E" m. iv a�o uA r a v o 0 a N 41 i! dE E _ o a ou o y 9 ooc M » » » » » » » » » » » » » » » m a 0 N Po Z a 5 m m _ a a a � a z o Y d K N J L o_� - o a r r r r a 's V-E o - - o x " m 0 N O V z a o � ap ap av ap ap ap ap ap ap ap av av ap ap ap ap ap z z a _ 'o a f V Y d K N Y 7 a3m3 a3m3 z a33 q�i " z o3m3 z a� m3 z z z z m3 m3 m3 m3�V 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ti m 0 N O m Z Q K K O � v g z N Y z � o ° N J H i O 8 0 t - Y a 3 3 E 3 3 m a o ti w N O ° M 3 Z � v a 7 w y O y 3 0 a _ a � a •- v w 5 m f V a s Q w z y E 3 _ v N V Y d � Ov N m v J — 7 E — E �3 a 3 o 3 3 3 00 — o � d'�- j Z v o m s m a a > w 03 C �3£ u w � ° v v o o _ u Q} O u d G G o a G G G c o C ATTACHMENT 2 Vehicle & Heavy Equipment Request & Justification Ir 1 , i of Ukiah FOR FISCAL YEAR: 20192020 ITEM: UTILITY TASK VEHICLE (UTV) ASSET USEFUL LIFE: 5-10 YEARS ESTIMATED COST$22,000 SUBMITTED BY: DAVE KIRCH, FLEET& PLANT MAINTENANCE SUPERVISOR NEW REQUEST OR REPLACEMENT OF EXISTING?: NEW REQUEST PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV WATER RESOURCES WASTEWATER TREATMENT PLANT E4963 8402722S.80100 $22,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# N/A N/A N/A N/A ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE MILEAGE HOURS N/A N/A N/A N/A CURRENT CONDITION: N/A MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? N/A N/A N/A ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE N/A N/A PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): Kubota RTX-V900 or equal. EST. MILEAGE/HOURS PER YEAR 400 HOURS/YEAR JUSTIFICATION/USE/NEED: The vehicle will be used on a daily basis to operate and maintain the Wastewater Treatment Plant facility.This includes pond level inspection,transporting tools/supplies and equipment as well as samples of the on-site lab for analysis COST/BENEFIT ANALYSIS: Based on past history, use of the vehicles should extend well beyond the standard useful life of 5-10 year,to most likely 10-15 years. Based on this estimation,the cost for the vehicle alone will be approximately$1,466 per year. The benefit it will provide is the necessary equipment needed for staff to perform adequate maintenance and operation of the Wastewater Treatment Plant. OTHER INDIRECT BENEFITS: None. ALTERNATE SOLUTIONS EXPLORED: None ADDITIONAL COMMENTS: NONE 17 REVIEWED&APPROVED BY, SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification of Ukiah - FOR FISCAL YEAR: 20192020 ITEM: TRUCK, F-550 Bucket Truck ASSET USEFUL LIFE: 5-10 YEARS ESTIMATED COST: $110,000 SUBMITTED BY: DAVE KIRCH, FLEET& PLANT MAINTENANCE SUPERVISOR NEW REQUEST OR REPLACEMENT OF EXISTING?: Replacement of two existing PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV COMMUNITY SVCS PARKS/COMMUNITY SVCS V2224 10022100.80100 $SS,000.00 PUBLIC WORKS STREETS V2224 10024620.80100 $SS,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# 2230 199S FORD SUPER DUTY 1FDLF47F3SEA51877 2221 1992 FORD SUPER DUTY 2FDLF47M9NCA74654 ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE MILEAGE HOURS 100,000 OR 6,000 HOURS #2230-18,330 MILES/4944 HOURS Unknown 100,000 OR 6,000 HOURS #2221-118,498 MILES/4181 HOURS Unknown CURRENT CONDITION: These 2 buckets trucks are in poor condition and no longer meet CARB emission standards. MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? #2230-$23,700 None No #2221-$24,170 Transmission-$4,000 No ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE #2230-220 hours Aftermarket #2221-2 years Aftermarket PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): 2019 Ford F-550 Truck with an Altec Bucket Lift EST. MILEAGE/HOURS PER YEAR 13,000-5,000 MILES/400 HOURS PER YEAR JUSTIFICATION/USE/NEED: The vehicle will be used between 3 Divisions to trim trees, hang banners and maintain City facilities. COST/BENEFIT ANALYSIS: Based on past history, use of the vehicle should extend well beyond the standard useful life of 5-10 year,to most likely 10-15 years. Based on this estimation,the cost for the vehicle alone will be approximately$10,000 per year. The benefit it will provide is the necessary equipment needed for staff to perform adequate maintenance to the various street trees, parks and City buildings and nrnnPrtipr OTHER INDIRECT BENEFITS: None. ALTERNATE SOLUTIONS EXPLORED: It is not reasonable to purchase two buckets trucks when one truck can be shared between departments. ADDITIONAL COMMENTS: Both of these vehicles were transferred from the Electric Department. 18 REVIEWED&APPROVED BY: SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification I City of Ukiah FOR FISCAL YEAR: 20192020 ITEM: TRUCK,WATER TENDER ASSET USEFUL LIFE: 5-10 YEARS ESTIMATED COST: $140,000 SUBMITTED BY: DAVE KIRCH, FLEET& PLANT MAINTENANCE SUPERVISOR NEW REQUEST OR REPLACEMENT OF EXISTING?: Replacement of existing. PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV PUBLIC WORKS STREETS V2S43 10024620.80100 $S0,000.00 PUBLIC WORKS SEWER V2S43 84027221.80100 $3S,000.00 PUBLIC WORKS WATER V2S43 82027114.80100 $3S,000.00 COMMUNITY SERVICES PARKS V2S43 10022100.80100 $20,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# 2542 1985 International 51900 1HTLDTVN6FHA61862 ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE MILEAGE HOURS 100,000 MILES/6,000 HOURS 12S,8S0 UNKNOWN CURRENT CONDITION: This vehicle is in poor condition and cannot be operated as it does not meet CARB emission standards and failed the opacity test. MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? $S9,844.00 Water Pump-$S,000;Clutch-$1,000 No ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE 2 Years Aftermarket PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): 2019 International Chassis with Water Tank EST. MILEAGE/HOURS PER YEAR 13,000-5,000 MILES/600 HOURS JUSTIFICATION/USE/NEED: The vehicle will be used to water street trees, Riverside Park,fill Vactor trucks and be available to support mowing and Fire Operations. COST/BENEFIT ANALYSIS: Based on past history, use of the vehicles should extend well beyond the standard useful life of 5-10 year,to most likely 15-20 years. Based on this estimation,the cost for the vehicle alone will be approximately$7,000 per year. The benefit it will provide is the necessary equipment needed for staff to perform adequate maintenance to the various parks and grounds of City buildings and properties. OTHER INDIRECT BENEFITS: None. ALTERNATE SOLUTIONS EXPLORED:The cost to rent a water tender for 3 months during the summer was$9,000 ADDITIONAL COMMENTS: This vehicle is inoperable as it does not meet CARB compliance and failed opacity testing 19 REVIEWED&APPROVED BY, SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification I City of Ukiah FOR FISCAL YEAR: 20192020 ITEM: TRUCK,3/4 TON SERVICE TRUCK ASSET USEFUL LIFE: 10-15 YEARS ESTIMATED COST: $48,000 SUBMITTED BY: KERRY RANDALL,FACILITIES ADMINISTRATOR NEW REQUEST OR REPLACEMENT OF EXISTING?: NEW REQUEST PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV COMMUNITY SERVICES BUILDING MAINTENANCE V2642 20822S00.80100 $48,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# N/A N/A N/A N/A ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE MILEAGE HOURS N/A N/A N/A N/A CURRENT CONDITION: N/A MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? N/A N/A N/A ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE N/A N/A PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): 2019/2020 FORD F-2S0 Service Truck EST. MILEAGE/HOURS PER YEAR 13,000to5,000 MILES JUSTIFICATION/USE/NEED: The vehicle will be used for daily maintenance of city building and other grounds. COST/BENEFIT ANALYSIS: Based on past history, use of the vehicles should extend well beyond the standard useful life of 10-15 year,to most likely 15-20 years. Based on this estimation,the cost for the vehicle alone will be approximately$2,400 per year. The benefit it will provide is the necessary equipment needed for staff to perform adequate maintenance of City buildings and properties. OTHER INDIRECT BENEFITS: None. ALTERNATE SOLUTIONS EXPLORED: None. ADDITIONAL COMMENTS: 20 REVIEWED&APPROVED BY: SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification I City of Ukiah FOR FISCAL YEAR: 20192020 ITEM: TRUCK, 1 TON SERVICE TRUCK ASSET USEFUL LIFE: 8-10 YEARS ESTIMATED COST: $55,000 SUBMITTED BY:TIM SANTO ELECTRIC UTILITY SUPERINTENDENT NEW REQUEST OR REPLACEMENT OF EXISTING?: REPLACEMENT OF EXISTING PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV ELECTRIC V3764 80126100.80100 $SS,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# 3762 2007 FORD F-1S0 I 1FTRX12W18FA87376 ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE MILEAGEMOURS 100,000 MILES 107,000 MILES $13,000.00 $S,000.00 CURRENT CONDITION: Fair MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? $6,S86.00 None Meets 2019 STDS ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE 40 hours Yes PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): 201912020 FORD F-2505UPERC4B LONG BED 4X4 EST. MILEAGE/HOURS PER YEAR 15,000-7,000 MILES JUSTIFICATION/USE/NEED: The vehicle will be used on a daily basis for electric department duties such as job assist, pre-check and post check projects. Outage restoration support. Maintenance. COST/BENEFIT ANALYSIS: Based on past history, use of the vehicles should extend well beyond the standard useful life of 8-10 year,to most likely 10-15 years. Based on this estimation,the cost for the vehicle alone will be approximately$3,600 per year. The benefit to the City will be the support this truck gives to the operation, maintenance and construction of the City's Electric Utility system. OTHER INDIRECT BENEFITS: None. ALTERNATE SOLUTIONS EXPLORED:Ongoing ADDITIONAL COMMENTS: 21 REVIEWED,&APPROVE©BY: SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification I City of Ukiah FOR FISCAL YEAR: 20192020 ITEM: POLICE CARS-ANNUAL REPLACEMENT-CAR ASSET USEFUL LIFE: 5-10 YEARS ESTIMATED COST$50,000 SUBMITTED BY: Cedric Crook NEW REQUEST OR REPLACEMENT OF EXISTING?: REPLACEMENT OF EXISTING PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV POLICE POLICE V4209 10020210.80100 $S0,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# 4116 2011 FORD CROWN VIC N/A ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE IMILEAGEMOURS 100,000 Miles 90,000 MILES $30,438.00 $1,000 CURRENT CONDITION: Both vehicles have significant mileage of high demand police activities. After 100,000 miles police vehicles begin to suffer from cracked frames and other significant structural and suspension issues as well as repeated,significant mechanical failures. MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? $60,01S.00 Transmission replacement-$4,000 YES ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABILITY 6SS hours Most parts still available. PROPOSED VEHICLE OR HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): Dodge Charger Pursuit EST. MILEAGE/HOURS PER YEAR 1 20,000+miles per year JUSTIFICATION/USE/NEED: Police vehicles are equipped with safety equipment, radios, lights and sirens,provide transportation for police services and are authorized for emergency response and pursuit activities. The department currently deploys as many as 5 uniformed patrol officers a shift and 7 shared vehicles are currently within the fleet,to allow for scheduled maintenance activities, unanticipated mechanical failures,and emergencies which may require the deployment of additional personnel. COST/BENEFIT ANALYSIS:The vehicle will soon be past its useful life and mileage and its out of service time has become substantial. The vehicle is currently out of service and is being evaluated for performance issues believed to be drivetrain related. OTHER INDIRECT BENEFITS: Reliability and availability will allow for better response time to calls. ALTERNATE SOLUTIONS EXPLORED: N/A ADDITIONAL COMMENTS: Original purchase price does not refect total cost of fully outfitted vehicle for intended purpose and use. 22 REVIEWED&APPROVED BY, SIGNATURE DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR Vehicle & Heavy Equipment Request & Justification I City of Ukiah FOR FISCAL YEAR: 20192020 ITEM: POLICE CARS-ANNUAL REPLACEMENT-CAR ASSET USEFUL LIFE: 5-10 YEARS ESTIMATED COST$50,000 SUBMITTED BY: Cedric Crook NEW REQUEST OR REPLACEMENT OF EXISTING?: REPLACEMENT OF EXISTING PROJECT PROPOSED BUDGETED AMOUNT FOR DEPARTMENT(S) DIVISION(S) CODE ORG&OBJECT ACCOUNT CODE EACH DEPT/DIV POLICE POLICE V4210 10020210.80100 $S0,000.00 EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED CITY EQUIPMENT# YEAR MODEL VIN/SERIAL# 4149 201S Ford Interceptor SUV N/A ESTIMATED LIFE IN CURRENT MILEAGE/HOURS ORIGINAL PURCHASE PRICE ESTIMATED SALVAGE/RESALE VALUE IMILEAGEMOURS 100,000 Miles 62,000 MILES $35,229.00 $1,000 CURRENT CONDITION: Both vehicles have significant mileage of high demand police activities. After 100,000 miles police vehicles begin to suffer from cracked frames and other significant structural and suspension issues as well as repeated,significant mechanical failures. MAINTENANCE COSTS TO DATE ADDITIONAL NEEDED REPAIRS ESTIMATE(IF APPLICABLE) MEET CARB STANDARDS? $40,323 N/A YES ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABILITY 8,321 hours Most parts still available. PROPOSED VEHICLE Ott HEAVY EQUIPMENT PROPOSED EQUIPMENT SPECIFICATIONS(ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): Dodge Charger Pursuit EST. MILEAGE/HOURS PER YEAR 1 20,000+miles per year JUSTIFICATION/USE/NEED: Police vehicles are equipped with safety equipment, radios, lights and sirens,provide transportation for police services and are authorized for emergency response and pursuit activities. The department currently deploys as many as 5 uniformed patrol officers a shift and 7 shared vehicles are currently within the fleet,to allow for scheduled maintenance activities, unanticipated mechanical failures,and emergencies which may require the deployment of additional personnel. COST/BENEFIT ANALYSIS: If the vehicle remains consistently in service during the next year it is estimated it will accrue a total of over 100,000 miles.The reliability for this vehicle is poor and its out of service time is substantial and disporportionate due to repeated mechanical failures. The vehicle was recently out of service for a two month period for a significant engine repair,and it has had various drivetrain components OTHER INDIRECT BENEFITS: Reliability and availability will allow for better response time to calls. ALTERNATE SOLUTIONS EXPLORED: N/A ADDITIONAL COMMENTS: Original purchase price does not refect total cost of fully outfitted vehicle for intended purpose and use. 23 REVIEWED&APPROVED BY: SIGNATURE, DATE DEPARTMENT HEAD FLEET MAINTENANCE SUPERVISOR